Revised Social Audit Report 2004-05 · Social Audit Report 2004-05 2 CONTENTS • Introduction ......
Transcript of Revised Social Audit Report 2004-05 · Social Audit Report 2004-05 2 CONTENTS • Introduction ......
Social Audit Report 2004-05
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CONTENTS
• Introduction ……………………………………………………………………………………….3
• History and Background to the Organization …………………………………..5
• Scope and Methodology of the Social Accounts………………………………19
• Mission, Values, Objectives and Activities……………………………………….24
• Stakeholders……………………………………………………………………………………..25
• The Report on Performance: Analysis of the Social Accounts………..26
• Other Views of Stakeholders…………………………………………………………….71
• Economic Impacts…………………………………………………………………………….75
• Financial Information and Compliance…………………………………………….77
• Main Issues & Achievements, Conclusions & Recommendations……78
• Strengths and Weaknesses of the Social Accounting Process and
Plans for the next Social Accounting Cycle………………………………………81
• Annexures………………………………………………………………………………………….82
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1. Introduction
Dr. Reddy’s Foundation has entered its tenth year of operations. The
journey so far has been filled with many memories, achievements and
moments of truth. At this point in the life of the organization, we felt it
appropriate to take a step back and look at our social path. After having
thought through several ways of doing this, we arrived at the conclusion
that a thorough Social Audit of what we stand for and how we go about
our work was in order.
The work so far on the Social Audit has been an extraordinarily revealing
process. We have tried to understand the impact of what the organization
is doing, and whether it is being true to itself. We believe that as an
organization with a conscience, it is for us to identify our values, our
social, environmental and economic objectives and to take responsibility
for reporting fully on them (or at least making an honest attempt to),
including consulting with key stakeholders. In the process of deciding on
the scope of the Audit, we have decided to limit ourselves to the largest
program within DRF, the Livelihood Advancement Business School (LABS),
for the purpose of this first Social Audit Report.
LABS, started in 1998, has scaled up organically, and is continuing to do
so. The coming year is going to be more trainees, more livelihoods and
more reach. In this context, it is important for everyone involved in the
program not to lose the larger picture because of the day to day pressures
of work. In short, a Social Audit at this time will firstly underline the
importance of what we are doing for ourselves, and secondly enable us to
communicate this to several more stakeholders.
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Some of the reasons for undertaking Social Accounting at this stage of the
program are as follows:
• To report accurately and honestly on all the achievements of the
program
• To allow our stakeholders to affect the behavior and influence the
policy of the organization.
• To demonstrate to our partners what the organization has
achieved and what it is capable of achieving
• To acquire a sharper understanding of DRF’s core values and
objectives
• To stimulate a more open and honest internal and external
appraisal.
• To prepare for the large scale up of activities that is imminent in
the coming years.
Social accounting and social audit will allow DRF to build on its existing
monitoring, documentation and reporting systems to develop a process
whereby it can account fully for its social, environmental, economic
impacts and also be accountable to its stakeholders. It will report on its
performance and draw up an action plan to improve on that performance.
Through this process we hope that we will be able to better understand
the impact of LABS in its entirety.
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2. History and background
In 1996 India was just entering her 50th year of independence. With it,
India had a great dream to realize- economic stability, growth in GDP and
to reduce the gap between the poor and the rich. There was concern of
growing unemployment in the country. The rebirth of a free India was
taking place amidst an increasing rate in crime, political corruption,
criminalization of politics and the destruction of the natural and economic
wealth of the people. In the margins, a new India was taking shape-- an
India built on the principles of sustainability and justice, of peace and
harmony, of democracy and diversity. The freedom of the marginalized
would be India’s real search for freedom. This second freedom struggle
had just begun.
Dr. Kallam Anji Reddy a great visionary 20 years ago had a dream (to
have a four figure salary and a four wheeler) combined with his passion
(to produce affordable medicines for/by/in Indians) and his strength (to
invest in a research laboratory) led to a business empire and a world
leadership status in healthcare. Dr. Reddy’s Laboratories emerged as a
giant in the pharmaceutical manufacturing sector.
And yet again this one man, 9 years ago dreamt (of a society that
provided opportunities to everyone for a fair quality of life) and combined
it with his passion (to give back to society, his money, his name, himself)
and his strength – (allowing professionals the space, resources and
independence to innovate in the social laboratory) led to a social
enterprise that is fast moving on the track of becoming a world leader.
This was the genesis of Dr. Reddy’s Foundation.
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Dr. Reddy’s Foundation (DRF) is a social change catalyst that fosters,
develops and promotes initiatives at individual / group / organization
levels to promote sustainable social development. Believing in the
inherent motivation and capacity of the human being for progress – given
the appropriate and adequate environment, the Foundation innovates and
tries out novel concepts that are continuously refined and scaled up to
cover larger groups of deprived populations.
Following from his belief, the Foundation is currently engaged in three
broad areas of operation- Life, Learning and Livelihoods. The programs
under ‘Life’ deal with health and hygiene as well as some basic rights
issues, including the right to education. ‘Learning’ focuses on providing
opportunity for learning to those that have dropped out as well as on
improving the state of education in schools. ‘Livelihoods’ addresses issues
of income increase and empowerment through a multitude of programs.
Thus, the target groups that DRF addresses range across the continuum of
age 3 to 35, catering to their specific needs.
The Foundation is a platform that brings together various stakeholders
such as constituent beneficiary groups, other development players, the
corporate sector, the bureaucracy, civil society etc. Dr K Anji Reddy, a
scientist, successful entrepreneur and Chairman of Dr. Reddy’s
Laboratories, set up the Foundation in 1996. In his own words, “The
Foundation is a laboratory for catalyzing innovative, reproducible and
sustainable experiments for social change. For social metamorphosis to be
faster and sustainable we realized the need for collective ownership, and
identified our role in catalyzing the process. The Foundation is a
realization of my childhood dream to help in poverty alleviation. It is also
an expression of my gratitude to the society that has been supporting my
company’s meteoric growth. The highest patriotism and philanthropy
consists in helping and stimulating men and women elevate and improve
themselves by their own free and independent individual action.”
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The Genesis of LABS
The social issue of unemployment has various angles to it. In the current
state of the economy of India, there is a large skill-gap at the entry level
in the corporate sector. There are, literally millions of jobs waiting to be
taken. On the other hand there is glaring issue of inadequate preparation
for jobs through the education system. If a student has gone through the
traditional education system, he or she is armed with a qualification, but
little or no practical/technical knowledge or work readiness. If a student
has dropped out of the system, there are practically no options available,
since most organizations think that being a graduate is necessary to
qualify for an entry level job.
But as stated earlier, entry level jobs are skill dependent, and
qualification independent. Added to this is the issue of a mismatch of
aspiration levels of graduates and the entry level jobs on offer. These
together result in high attrition rates for the corporates while there is a
large pool of resources that can be technically trained for the entry level
requirements on their sector. It is by tapping into this gap that LABS aims
to provide opportunities for youth who have dropped out of mainstream
education.
DRF started with mobilizing child labor into mainstream education through
bridge schools. The families of such children were reluctant to send their
child to school as they were concerned about their family income. Given
the structure of most of these families, there would invariably be elder
brothers/sisters who would be either unemployed or working as unskilled
labor. From this emerged the idea of providing skills to those who were
over the age of 18. Acknowledging this concern, DRF came out with a
concept to provide livelihood options to the elder sibling of the family.
Thus evolved its flagship program LABS (Livelihood Advancement Business
School) in 1998. The program was piloted at Raspoolpura, a slum area in
Hyderabad. Training was given in the field of computers. The program was
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extremely successful- of the 9 students trained there all the 9 got placed
in jobs.
LABS- A Snapshot
No. of Livelihoods created (As on Mar 31st,
2005)
36,000
No. of LABS centers across the country 40
Placement % 80
Gender Ratio 50:50
Average Initial Salary 2200
Average Family income increase 69 %
Geographical Spread Andhra Pradesh
Karnataka
Tamil Nadu
Maharashtra
Delhi
Vietnam
Staff Count 196
The LABS Model
LABS in a very simple and systematic manner attempts to match the
demands of the industry with the potential of LABS trainees. It offers
path-breaking job oriented training courses to youth who have barely
reached high school levels of formal education and prepares them for
entry- level jobs in various industrial sectors. The only prerequisite
considered in the selection process is that the student should belong to
the last 15% income strata and have a demonstrated aptitude for the
chosen training course.
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Exhibit1: The LABS Model
The concept works backwards from a macro economic outlook. The
sectors that are growing in the global and national markets will have
implications on local employment opportunities. Keeping abreast of the
pulse of the market in terms of the key sectors that are booming and
associated ancillary sectors that can create employment for the youth
makes it a dynamic process. A single sector frequently has various entry
level opportunities that require varied skill sets and attitudes in varied
local markets. Once this analysis is done, LABS understands the local
implications of these macro economic trends and builds curriculum
accordingly, all the while keeping in mind the special needs of the
marginalized youth- social needs, psychological needs as well as learning
needs.
Underprivileged
Youth
LABS Training
Industry
Increased Income
Secure Work
Environment
Social Acceptance
Skilled
Workforce
Lower Attrition
Rates
As the above diagram shows, LABS bridges the gap between the needs of the
underprivileged and that of the dynamic market. What the youth want is increased
income, secure work environment and social acceptance of their work. What the
market needs is highly motivated, skilled work force with a low attrition rates. The
gulf between these complementary needs is filled by the technical and soft skills
training that LABS provides.
Technical and Soft
Skills
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The need of the underprivileged youth to have a better family income,
dignity at work and security juxtaposed against dynamic market demands
gives LABS great potential. LABS provides these youth with the required
life skills, technical skills, soft skills and career skills to garner and to
perform well at diverse entry level jobs available. The economy which is
booming requires trained work force, lower attrition rate, and employees
who can rapidly acclimatize with the work environment. LABS is unique in
its understanding of the needs of youth and market, and in its approach to
integrating both for mutual benefit.
Exhibit 2: The LABS Process
Curriculum Development (With Corporate Interaction)
Recruitment of Trainees through Road Shows (In community neighborhood)
Matching (Based on Aptitude & Psychological Test)
Class Room Training (Induction, Technical & Life Skills & Work Preparedness)
Business 2 Youth (B2Y Networking) (Apprenticeship, Placements & Micro-Entrepreneurship)
Alumni Interaction
Market Feasibility Study (For Entry Level Jobs & Skill Requirements)
Feedback
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The LABS Process
The process of actually establishing a full-fledged LABS centre requires
extensive groundwork. It involves various phases that have been
elaborated below.
Phase 1 - Market Scan (Market Feasibility Study for Entry Level
Opportunities)
A Market scan, put simply, assesses the need of the market and indicates
the possible sectors in which opportunities of employment, enterprise and
growth are available. A Market Scan enumerates the potential Livelihood
opportunities in a specific area and addresses issues of poverty alleviation
through employment generation and micro enterprise development where
relevant. The market scan and analysis report takes into account several
factors such as the local economy and the culture of the people, the
locally available natural resources, profiling of the industries in the area
along with the general labor market trends in the area. Based on this
analysis, it projects potential livelihood opportunities and the potential
for a vibrant Business to Youth (B2Y) Network. Students Port folio is
another kind of tool to be maintained by the trainees to improve their
creativity. It also helped in improving the social and confidence. This
students portfolio helped the facilitators a lot to evaluate trainees skills
through various parameters like presentation skills, creativity, written
skills, active participation, social skills, decision making, thinking ability,
interpersonal skills, work place expectations etc.
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Phase 2-Course Identification & Curriculum Development
After a Focus Group Discussion and various presentations of the DRF team
with the industry professionals the courses to be implemented are arrived
at. These can be in the primary, secondary or tertiary sectors, although,
in general there is a swing towards the services sector. Ranging from
Hospitality and Retailing Industries to Para-healthcare services, from
Information Technology Enabled Services to Automobile and White Goods
industries, the courses are varied and specific to the local economy. Based
on the training courses identified, the curriculum is developed with the
help of experts from the respective fields, frequently, Human Resource
and Operations experts from the relevant industry. All the courses are
spread over a 3-month period. Apart from the regular skill level training,
the life skill and induction modules are redesigned to suit the
urban/suburban/ rural poor youth.
Phase 3- Recruitment and Matching of Trainees through Road Shows
The Road Show is a tool to attract & select the deserving youth for the
training programs, The Road Show reaches out to communities and
locations that are marginalized and neglected and the process focuses on
last 15 % segment which does not have access and opportunity to get
mainstreamed. The mobilization process is generally done along with a
local partner such as the local municipal bodies / self help groups or LABS
alumni etc. This helps in ensuring that the benefit of the program is
reaching out to those that actually need it. Prior to the actual Road Show
event, an awareness drive is conducted in the local community along with
the partner. Door to door campaigns are conducted in identified areas to
inform prospective trainees about the Road Show. Typically, about 800
persons come for the Road Shows (which are conducted in various
locations within the community over a period of 4-7 days). After the
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candidates have been screened at the registration level, they answer the
Interest Inventory. This is a simple process where the candidates just
have to say yes or no in the answer sheet to the personality/job potential
questions. This test is to find their interest inclination towards some
attributes like Realistic, Investigative, Artistic, Social, Enterprising and
conventional (RASIEC). This test is then evaluated by the assessors on
this basis and then matching is done for applicants who have the aptitude
for the courses being offered by the LABS center in that locality. The
matching of the courses simultaneously depends upon the Market demand
and these given attributes. As these variables are continuously evolving,
so are the components of the aptitude tests and the scoring methods
used. At this stage about 350 persons are asked to come for the
induction and classroom training. The counselors present at the Road
Shows try and suggest alternate solutions to those that LABS cannot be
an answer to.
Phase 4- Classroom Training
After all the initial activities are completed, LABS starts its courses in the
centers. The students go through a week of induction, before the formal
course modules are delivered. They go for on the job training,
assignments, projects and field visits etc. during the course of their
training. Regular student’s assessments are done on various parameters
and an IYDP (Individual Youth Development Plan) is developed for each
trainee. The IYDP was put in place to assist the youth in developing the
necessary social and livelihood skills. It has evolved from the ideology that
every young person brings with them a unique set of strengths,
weaknesses and personal aspirations. It is our goal to ensure that our
training program helps the youth crystallize and work towards realizing
his/her ambitions.
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Phase 5- B2Y Networking
The Business to Youth (B2Y) Network maintains a constant dialogue with
the industry, eventually leading to placements. It works with the
curriculum development team to develop demand driven training
programs, tailor-made to suit manpower requirements in emerging
markets and integrates industry expertise into every training program,
which is spearheaded by industry mentors. It also provides counseling to
the trainees through every stage of the training program to ensure a
trainee’s job readiness, while simultaneously assessing industry
requirements, thus matching the correct graduate to the appropriate
placement. There is an in-built feedback loop that provides for learnings
from the employer and employee in hiring organizations thus regularly
upgrading the training modules. In this process the students are assigned
with small projects, under which they have field visits which include
visiting the industries related to the subject. Guest lectures also are
conducted, where specialists from the relevant industry visit the class &
addresses the trainees lectures. Field trips are also organized, so that the
students get a closer perspective of the work environment. All this actively
builds towards the industry coming into contact with and acknowledging
the skills of LABS graduates, which, by itself leads to placements.
Phase 6- Alumni Interaction
Frequent alumni meetings are conducted to understand the impact of the
program and the graduates’ progress at the workplace. Feedback on the
program is also gathered during these interactions. Various hard spots in
the training program are identified. Based on the interactions done with
the students, various new interventions are initiated. One of the major
initiatives taken based on such interactions is Project DISHA. With DISHA,
the prime focus is for advanced skills development. Our alumni should not
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stagnate after the entry level jobs therefore to help them to grow up in
the value chain DISHA helps them to upgrade their skill sets through its
various e learning modules.
Organizational Layout and Support Structures
In the year 2004-05, the scale of operations was the most extensive in
Andhra Pradesh. While we have operated in other locations, the systems
and structures are the most entrenched in AP. Each LABS center consists
of 4-6 facilitators. One of the facilitators also doubles up as the
coordinator. For a group of 3-4 centers, one of the center coordinators is
identified as a ‘cluster coordinator’. This however, is a role that exists only
in AP. The state itself is divided into three regions, and the relevant
cluster coordinators are supported by regional coordinators. Since there
are several projects in operation in AP, the regions are grouped by
project, and a project coordinator directly reports in to the Strategic
Management Team. In the case of all the other states, the center
coordinators report in to a state coordinator, who in turn reports to the
SMT. To support the day to day operations of the field teams, human
resources, communications, finance and administration are routinely
handled by the support staff from the Hyderabad office.
While the LABS process is well developed and has evolved over the years,
various support structures within DRF as an organization have also been
created to give LABS the space and structure to grow to its potential.
These strategic support systems are as follows.
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Center for Competence (C4C)
C4C as it’s popularly known in the organization is the unit which ensures
skill development and training of the employees in the organization. C4C
on a regular basis takes induction programs for the employees of the
organization so that their skill sets are judged and upgraded. It builds a
strong team within the organization which is ready to take on the
challenge of LABS at all levels of the program. In addition to technical skill
upgradation, C4C also actively works on grooming leaders within the
organization through its Leadership Academy. Besides, all learning needs
for Project Management and Support Systems are taken care of by C4C. It
is also dedicated to ensuring continuous quality assurance in delivery on
the field. This is achieved through regular fine tuning of training and other
processes, as well as conducting mid-term evaluation about 45 days into
each batch.
New Program Development (NPD)
This group ensures that our programs keep replicating on to various
segments and sectors, crossing all boundaries and borders. Under this,
new initiatives are identified and the foundation for new programs is laid
down. The market is scanned and studied closely for any new
developments and new ideas to implement for generating more
sustainable livelihood options. Both the replication of the traditional LABS
program and innovation to create locally relevant sustainable livelihoods
come under the purview of the NPD. Please refer to Annexure 1 for a brief
note on our new initiatives
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Financial Management Group
Financial Management Systems beyond pure accounting is what this group
aims to create. Grants management is the primary role of this group.
Annual audits internal as well as external are conducted by the FMG. Apart
from all this, funds management, annual financial planning, resource
optimization, budget allocations etc. are carried forward.
Monitoring, Reporting and Evaluation (MoRE)
MoRE as it’s known within the organization is the body which keeps track
of the project outcomes and impact through regular monitoring and
evaluation of the project in various centers across the country and
elsewhere. Regular assessment of the progress achieved by the program
is conducted by MoRE. The team has a well maintained and updated
Management Information Systems (MIS) system which maintains all the
information and data of all the activities happening across the centers
spread all over. The MIS team becomes the one point contact place for all
the numeric data regarding the project. Looking beyond the numbers that
LABS is achieving is also one of the mandates of MoRE. Therefore, impact
evaluation for different LABS initiatives as well as an annual Social Audit
process is undertaken by this group to enable understanding the meaning
of DRF’s work better.
Human Resources Management
An organization’s way of working is a reflection of the passion and
commitment of the people embodying its spirit. Working in the
development sector is fraught with challenges, and the HRM Group of DRF
has been very successfully identifying, attracting and retaining people with
potential at various levels of the organization. There is a range of skills
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and experience within the Foundation. We need people with varied skill
sets, and the way we address this concern is through hiring of those with
at least 2 years of experience in the respective field. Our team consists of
Social Work Specialists, MBAs, Medical Doctors, Architects, Engineers and
several other fields of expertise, working in a homogenous atmosphere
with the common goal of livelihoods generation.
While all these support structures bring in a systematic way of working, it
cannot be understated that it is passion and a sense of urgency that is the
DNA of DRF. It is the idea of doing something as impactful as LABS that
attracts and retains all the professionals who make it a reality. DRF is an
amalgamation of the best practices of the development as well as the
corporate sectors. We have systems, but we also have the room for
creativity that makes it possible for the program to evolve and reach
greater heights. It is this culture that is key to the growth that LABS has
achieved, as well as the growth that it intends to achieve.
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3. Scope and Methodology of the Social Accounts
One of the first issues we faced as soon as we embarked on Social
Accounting was that of scope and scale. How, were we to decide what the
purview of the audit was going to be, and once that was decided, how
were we going to go about collecting and processing data appropriately?
For the purpose of the first audit, we decided to limit the scope of
activities under study to LABS, which is the largest program in the DRF
portfolio. It is also the most diverse in terms of geographic spread, and is
currently poised to grow at about 100% year on year. Therefore, the idea
was to underline the social purpose of the program to all its stakeholders
so that everyone could be aligned towards the same purpose. The time
period covered is the Financial Year 2004-05.
The methodology used was as follows. After the initial self awareness
exercises on social reporting within the organization (Please refer to
Annexure 2, we analyzed the mission of LABS and broke it down into 5
broad objectives that we seek to accomplish through the program. These
objectives were further broken down into activities and each activity was
mapped to a social book keeping indicator- qualitative or quantitative.
Then we had to identify where we would find answers to our questions on
these indicators. Some were available through secondary data such as
Information Kits, Valedictory Reports, Inception reports, IYDP Reports,
Market Scans, Information with HRM and Finance etc, but since social
book keeping is new to the organization, we had to largely depend on
primary data. Each social book keeping indicator was then mapped to
stakeholders, and appropriate questionnaires were framed.
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Simultaneously, we identified stakeholders who were vital to the
operations of the program. Even among the key stakeholders, the trainees
i.e. the beneficiaries of the program were identified as the most
important. Almost every other stakeholder was connected to this central
stakeholder in some manner or the other.
During the year 2004-05, LABS catered to 7493 trainees across Andhra
Pradesh, Maharashtra, Karnataka, Tamil Nadu, Delhi and Vietnam. Of
these, 163 trainees have been covered under the study. The sample size
therefore is a little over 2%. This was then stratified across projects and
geographical locations to capture an overall image of activities in the year
under study. Maharashtra and Vietnam were not covered through primary
data- the former because the batch sizes were too small, and the latter
because operations there have been wound up by DRF and the partner
implementing the project currently was unable to administer the
questionnaires. The sample of all other stakeholders is linked to the
trainees, and is as follows.
Stakeholder Number Covered Response rate of the
Stakeholders
Trainees 163 100%
Neighbourhood 124 100%
Families of Trainees 138 100%
Employers/Industry 62 85%
DRF Staff 35 70%
Trustees 2 67%
Selection of the sample was done on the field by the interviewer. On the
demand of the Social Audit Team, the field staff provided the list of the
placed students. The interviewer on the field selected the pre-decided
number of trainees for the interview. Sample description of the trainees
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according to the states is given below in the table. Trainees are our LABS
students.
Stakeholder
No of
trainees
Trained
State Number of the
questionnaires
filled
Interviewer
6107 Andhra
Pradesh
123 Shrinkhla
750 Karnataka 14 Freeda
700 Tamil Nadu 13 Freeda
200 Delhi 13 Sridhar
100 Maharashtra 0
Trainees
100 Vietnam 0
The interviewer tried convincing the employers and taking their
permission for the trainees to accompany her to meet their families and
neighbours. The number of trainees is not equal to families because in
some cases both the parents work therefore not available or their
grandparents were not able to answer the questions due to their age/lack
of awareness. Thus the interviewer tried contacting the other trainees’
families in the same locality. The interviewer spoke to the eldest member
available in the family. Sample description of the families according to the
states is given below in the table.
Stakeholder
State Number of the
questionnaires
filled
Interview
Taken by
Andhra Pradesh 115 Shrinkhla
Karnataka 7 Freeda
Tamil Nadu 7 Freeda
Families
Delhi 9 Sridhar
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Local Neighborhood respondents were also chosen in the same manner
described above. The respondents were most frequently immediate, next-
door neighbors. Here too the interviewer spoke to the eldest member
available in the family. Sample distribution of the local neighborhood
according to the states is given below in the table.
Stakeholder State Number of the
questionnaires
filled
Interview
taken by
Andhra Pradesh 93 Shrinkhla
Karnataka 10 Freeda
Tamil Nadu 13 Freeda
Neighbourhood
Delhi 8 Sridhar
All the interviews were taken one on one by the interviewer. He/ she went
to the interviewees place individually. While taking the interview the
details were noted down on their respective questionnaires.
The first Social Accounting process has been that of great learning for the
team. There are understandably, several biases in the data arising from
the fact that this was an internal analysis performed by the organization,
and also that the administration was done by different persons at different
locations. While every care was taken to ensure that the interviewers were
oriented appropriately, the quality of data collected in AP (the largest
quantum) is certainly the most reliable. We would endeavor to have a
disinterested third party administering the questionnaires in the future
Social Audit cycles. The interviewers were, in most cases, those from the
local area, therefore language was not a barrier. In certain cases,
however, interpretation of certain terms was required, and the DRF
facilitators/field staff was involved in such interpretation. Introspection
after the audit has brought to our notice that by framing questionnaires
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that would have been easier to answer, we could have eliminated a large
number of biased/misinterpreted responses. It will be our focus to do this
going forward.
The Social Audit is going to be an annual process within DRF and we hope
to expand the scope of study as well as the sample size over the coming
years. As it stands, we were trying to go through the process one time to
assess the utility and difficulties involved, and as such were minimizing
risk of failure by limiting the resources used.
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4. Mission, Values, Objectives and Activities (MVOA)
Mission
“LABS aims to provide young adults from economically weak backgrounds
an opportunity to assimilate into the competitive job market. LABS will
help them acquire the required livelihood and a social skill in an
environment of learning and mentoring that is responsive to the
individual’s emotional and developmental needs”
Values
o Need to give back to the society
o Catalyzing innovative and sustainable change
o Mentoring private and public enterprise and facilitating transfer of
successful business practices, skills and resources to benefit non-
profit initiatives
Objectives
The LABS aim is sustainable livelihoods creation. To achieve this, these
are our basic criteria or objectives.
o To Provide market based opportunity/access to opportunity
o To cater to youth from economically and educationally weak
backgrounds
o To be responsive to the youth’s emotional and development needs
o To improve the quality of life of such youth and their families
o To foster an environment of learning and mentoring
With the help of social book keeping measures we were able to draw out
our activities from the objective, with the quantitative and qualitative
perception. The entire break up is available in Annexure 2. We have
reported on each objective, activity-wise in the social accounts. The
relevant indicators are mentioned at the start of each activity for clarity.
Social Audit Report 2004-05
25
5. Stakeholders
Stakeholders are those whose interests are affected by the program or
those whose activities strongly affect the program. They are an extension
of the organization as they influence, execute or facilitate our functioning.
Their participation in the Social Audit would serve several purposes –
evaluating the benefits as expected by the diverse stakeholders, giving
LABS an opportunity to give suggestions for combined efforts and
contributing towards initiating ownership among all stakeholders.
The first step in the process was to identify the key stakeholders from
among the large number of constituent groups that LABS deals with. For
the purpose of this audit, we have consulted only the ‘key’ stakeholders.
Some of the stakeholders due couldn’t be consulted to the time constraint.
But we would especially aim to consult them in the future Social
Accounting cycles:
*Government is defined as the relevant departments/programs in the Government that
work on employment generation, poverty alleviation etc. Partners are defined as funding
partners who have supported LABS projects during the year. Community Organizations
are those that help us with mobilization on the field across locations. Local Neighborhood
respondents are the immediate neighbors.
Key Stakeholders
(Consulted)
Other Stakeholders
(Not Consulted)
Trainees Other NGO’s working on Livelihoods
Trainees’ Families Community Organizations
Industry/Employers Dr Reddy’s Staff
Local Neighborhood * Volunteers
Partners* Government*
Trustees
Staff/ Employees
Social Audit Report 2004-05
26
6. The Report on Performance: Objective-wise Analysis of the
Social Accounts
Objective 1: To provide market based opportunities/access to
opportunity
The next step is to provide market based skills and opportunities to the
identified students. A classification of activities undertaken under this
objective, along with social accounting on each parameter is summarized
below.
Social Book Keeping Indicators Activity I
Quantitative Qualitative
Opportunities created
through local networks
Range of courses
covered by the market
scan
To understand the market
trends in the short term,
medium term and long term No. of local stakeholders
consulted.
Capturing the local
trends
As described in the introduction section, the Market Scan is the process
undertaken to understand the market trends much before the LABS centre
is even initiated. This gives us an idea of what courses could be
commenced in that particular area and what kind opportunities are
available. A Market scan, put simply, assesses the need of the market and
indicates the possible sectors in which opportunities of employment,
enterprise and growth are available. The given below chart shows some
variables for the Market Scan.
Place Pune Bangalore Anantpur
# of persons conducting scan 5 5 6
Time taken to complete 12 Days 15 Days 15 Days
Courses Identified 8 6 6
# of livelihood predicted 1800 4410 1310
% of local stakeholders consulted 13 13 Not given
Social Audit Report 2004-05
27
A Market Scan enumerates the potential Livelihood opportunities in a
specific area and addresses issues of poverty alleviation through
employment generation and micro enterprise development where
relevant. The market scan and analysis report takes into account several
factors such as the local economy and the culture of the people, the
locally available natural resources, profiling of the industries in the area
along with the general labour market trends in the area. Based on this
analysis, it projects potential livelihood opportunities and the potential for
a vibrant Business to Youth (B2Y) Network.
It also gives us an understanding of the opportunities which can be
created through local networks. The local opportunities for this purpose
are defined as those that are available in and around the locality where
the LABS center is situated. According to the sample collected, about 90%
of the organizations where LABS trainees were placed were local.
A Market scan assesses the need of the market and indicates the possible
sectors in which opportunities of employment, enterprise and growth are
available. These frequently are governed by macro economic factors- at
any point, there will be a set of sectors that are growing very rapidly in
the international or national economy, and these will be the sectors with
maximum manpower requirements. In the last year, the most common
courses covered under a market scan were the Automobile sector,
Hospitality and the Hotel Industry, the Retailing Industry, Health Care,
Information Technology and White goods servicing. Therefore with the
help of market scan on an average about 4-6 courses were started at a
center.
During the process of market scan, a number of people consulted are local
stakeholders. Local Stakeholders are all those local people whose interest
or views will help us in finding about the market trends. Average number
Social Audit Report 2004-05
28
of local stakeholders consulted is about 30. They are representatives from
industries, education, government, Local Media (Newspaper, magazines),
NGOs, local civil society etc.
One of the indicators listed out for measuring the effectiveness of the
Market Scan process was the manner in which local trends was captured
in the report. During the course of putting the accounts together, we
discovered that this was in fact a repetition of the local employment
opportunities created, and local stakeholders consulted. Therefore, there
is no separate disclosure on this account.
Social Book Keeping/ Indicators Activity II
Quantitative Qualitative
No of industries that were involved
in curriculum Development
Industries interest
level
Classification of industry Participants
against Nature and size
Number of times curriculum
developed for a specific sector has
been revisited
Individual comparison
of LABS trainees vs.
others
Developing Market
based curriculum
through active
involvement of the
industry
Date of latest review of curriculum
The Market Scan report also helps us in reshaping the original curriculum
on the basis of the market trends prevalent in that particular local area.
These developments or the changes in the curriculum are necessary to
meet the local market requirements. The curriculum development is also
done with the active participation in the industry.
Social Audit Report 2004-05
29
Over 150 industries have helped us or have taken interest in the
development of the curriculum. Industries’ involvement in the
development of the curriculum keeps C4C (Centre for Competence)
updated with the latest change in the respective industries, which in turn
makes changes in the curriculum.
C4C understands the local implications of the industries as well as of the
local market and then develops training curriculum. Various industries in
their respective fields help us in developing the curriculum. Classifications
of the Industries are done on the basis of their nature and size and
accordingly they help in the curriculum development. Their division on the
basis of local, regional and national is as follows.
Exhibit 3: Size of the Organizations Participating in Curriculum
Development
National
45%
Regional
10%Local
45%
SOURCES: Secondary Data, C4C Department
Social Audit Report 2004-05
30
Exhibit 4: Organizations Participating in Curriculum Development
S.No Courses Local Regional National
1 Customer Relation Services
Food World, Big Bazaar
Eureka Forbes, Westside, Shoppers stop, Airtel
2
Information Technology Enabled Services Data Tree,
Bodh Tree, Wipro, Satyam, Tata Consultancy Services etc
3 Hospitality & Housekeeping Small hotels
Woodbridge, Green Park, Medium Hotels ITC Group, Taj Group
4 White Goods services Videocon, Voltas
5 R & A/c Mechanics Voltas
6 MSW Tata Projects (welding)
7
Bed Side Patient Assistance & Home Care Nursing Assistance
Heritage Hospital, Hyderabad; Arogyavanam, Chitoor
8 Machine Operator TVS Brakes India
9
Garment Manufacturing / Dress Making
Ace Exports, Bombay Fashions, Krishna Fashions, BJ Exports
10
Automobile (two-wheeler & Four Wheeler)
Saboo Motors, Varun Motors, (Maruti Dealers), Honda, TVS, Bajaj, Yamaha
11 Animation Color Chips
12
Micro Entrepreneurship Development
Franchise options by Rasna, Rane, Care
13 Route Agents Coke, Pepsi, Bisleri
14 Wholesale / Retail Sales Academy
Metro Cash & Carry , Bangalore
15 Second Career Academy CUMI, Murugappa
There is currently no organized manner of collecting feedback from
industries about their interest level in recruiting from LABS. It is one of
the recommendations of the Social Accounting Group that this be
incorporated as a simple feedback form after a Focus Group
Discussion/Interview.
Social Audit Report 2004-05
31
The curriculum has been reviewed several times but there is no particular
date available for the last review. One reason for this could be that there
is local customization that staff takes on, but this is not a centralized
process currently. Each curriculum is revised according to the particular
area/locality trends, from the market scan. The industries, completely and
directly are in direct touch with the trainees, therefore they have a better
idea about the shortcomings of the trainees. According to the primary
data collected, 61% of the industries say that the curriculum should be
improved. Specifically in the BSPA course, the trainees should know the
about the procedures in operation theater, recognition, use & names of
the medical instruments.
Areas in which revision is recommended by the industry
1 Career orientation
2 Communication skills
3 More practical training
4 General Knowledge
5 Latest development in their respective course field
6 Typing skills
This having been said, in our interviews with local industries that have
employed our trainees, we found that over 80% of such employers were
not involved in curriculum development. Of course, given the large
number of LABS employers, and the centralized curriculum development
process, this is understandable, but consulting them and incorporating
their feedback might make them feel more involved in the program. Even
with these shortcomings, industries believe that LABS trainees are more
adaptable as compared to others. They are ready for any amount of work
and are more dedicated and motivated for than their other recruits at the
same level. This is covered later in the report under Objective III.
Social Audit Report 2004-05
32
Social Book Keeping Indicators Activity III
Quantitative Qualitative
% of trainees placed Confidence in trainees that they
will find employment
% on LABS Score Card Lack of fear of job switch in
trainees
Increasing employability
through delivery of
technical and life skills
programs
Alumni perception of the job
preparedness
The number of students who are placed shows the quality of the students
and also the demand for LABS students in the market. Overall, this is
about 80%. The other factors for the students not to start working are
also related to their performance in the interviews, change of mind and
also their personal circumstances.
Exhibit 5: Would you be confident about your ability to change
jobs in the future?
2%
91% 1%
2%
2%
4%
Already
Changed
Yes
No
Not Sure
Don't want
SOURCES: Primary Data, Stakeholders - Trainees
Social Audit Report 2004-05
33
The LABS Score card is a self-certified system which was introduced in the
year 2004. It tries to understand how far the LABS process has been
adhered to. As per the process, it is meant to be administered by the
Centre Coordinators, but since the system was introduced much later
during 2005-06, the interviewer administered it for each center covered,
based on the discussion with the center coordinator concerned. The
average score on the LABS Score Card is about 69%. This shows that the
operational pressures on the implementing team are very high, and
sometimes, this leads to dilution of the process. Now the organisation has
developed an improved methodology to keep track of quality at the
centers. Therefore the Score Card has been phased out in favour of the
new quality assurance system.
The placement details are covered in the following section. As per the
collected sample about 91% of the students are confident about finding
another job. About 2% have already changed, 4% are not confident
enough. These students want to take some more time in their present
jobs to gain confidence and some of them are also studying to get a better
job and for growth in their career.
Social Book Keeping Indicators Activity IV
Quantitative Qualitative
Organizing Industry Visits to
provide practical knowledge
of the technical skills being
delivered in the class room
Number of industry visits
per batch
Views of the students in
whether it was a learning
experience
During the training period the students are also supposed to visit
industries/organizations to understand the work environment and
conditions. It is a part of the curriculum. Each batch of about 200-250
trainees is divided into different courses based on the interest inventory
Social Audit Report 2004-05
34
and the counseling. Most industry visits are specific to a particular course,
although there are some common industry visits.
This given below pie chart explains how many times the students have
visited the industry. As the staff questionnaires were left with the staff,
and not administered by the interviewer, there is a possibility that the
staff has answered in different perspective, having interpreted it in their
own contexts. They probably have given the number of total batch
industry visits (5 batches multiplied by 6 visits, making it a total of 30
visits) including all the courses. This also goes to show that currently, the
industry visit process is dependent on the interest of the local facilitator.
Some effort at standardizing this could be made.
Exhibit 6: Number of Industry Visits per Batch
Not applicable or
not responded
24%
Less than 10
visits
34%10-20 visits
12%
20-30 visits
12%
30-40 visits
6%
40-50 visits
9%
More than 50
visits
3%
SOURCES: Primary Data, Stakeholders - Staff
Social Audit Report 2004-05
35
Social Book Keeping Indicators Activity V
Quantitative Qualitative
% of trainees placed Nature/ health of relationship
with partners
Number of organization with
which trainees are placed
% of local organizations with
which trainees are placed
Number of the assignments
Introducing the
students to the
appropriate
opportunity(B2Y
Networking)
Number of alumni receiving
further employment opportunities
through other alumni/ alumni
network
Role played by LABS in
maintaining vibrant alumni
communities
Exhibit 7: Sector-wise Placement Break-up
White Goods
Services
45%
Health Care
14%
Hospitality
8%
]CRS
3%
ITES
11%
Micro enterprise
5%
Garment
Industry
14%
SOURCES: Secondary data, MIS Reports
Social Audit Report 2004-05
36
The main objective of the training is to introduce the trainees to the right
opportunity, so as to help these youths to acquire the livelihood and
thereby improve their standard of living and quality of life. As mentioned
earlier, the percentage of the trainees placed is about 80%. The sector-
wise break up is depicted in the graph. Employers covered via the trainees
were 205 and of which 76% of the organizations are local. This indicates
that the students are placed with in the local area and this in turn helps its
growth.
Exhibit 8: Trainee-Industry Relationship is nurtured by
Exhibit 9: Are you satisfied with the relationship maintained by
LABS staff?
Interaction &
Regular Visits
59%
Having Good
Relation
41%
SOURCES: Primary Data, Stakeholder - Staff
Yes
87%
No
13%
SOURCES: Primary Data, Stakeholder - Industries
Social Audit Report 2004-05
37
Nurturing a healthy and positive relationship with the industry is generally
done through the facilitators at the time of B2Y Networking, through
regular interaction as well as during the industry visits assignments.
Guest Lectures could be about a specific topic of the subject or in general
about the respective industries. The idea is to start making the trainees
familiar with the work conditions outside. According to the secondary
data, on an average about 6 guest lectures are held per batch, and about
44% employers have also taken trainees in on assignments. Most industry
partners are satisfied with the efforts made by the LABS staff towards
nurturing the relationship. Those that are not satisfied do not receive
regular information on the DRF’s work. 97% of the trainees report not
having significant alumni interaction in their centers. The students who
are in touch with other alumni get the information about the alumni meet
through the phone and post.
Exhibit 10: How do you inform alumni about meetings?
43.14%
25.49%
15.69%
9.80%5.88%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Phone
Post
Not
Responded
Any o
ther
Inte
rnet
Source of information
Pe
rce
nta
ge
As depicted by the graph given below, 89% of the students didn’t get to
know anything about other employment opportunities through the other
LABS alumni. About 4% of the trainees did get the information but didn’t
consider them, and 7% of the trainees who got know also considered
them.
Social Audit Report 2004-05
38
Exhibit 11: Number of LABS graduates receiving further
employment opportunities through other alumni
Information from the primary data shows that most alumni meets happen
quarterly, and the discussions center around the success stories of the
other LABS trainees, discussions about their respective jobs, work related
problems, communication skills, sharing updates about the subject,
information about more opportunities and career counseling. As such, the
conscious efforts made to involve alumni are mostly localized, and are
dependent on the time availability and the enthusiasm of the local staff.
There has been no concerted centralized follow up. However we are
aware that active measures are being adopted this year to remedy this
problem.
89%
7%
4%
No
Yes but did not consider
Yes & did consider also
SOURCES: Primary Data, Stakeholder - Trainees
Social Audit Report 2004-05
39
Feedback Commentary
• Market Scan is the fundamental process which sets the tone for the
success of the LABS center
• Around 150 industries have helped us in the development of the
curriculum.
• The level of confidence among the trainees as to their employability
is very high.
• Indirectly or directly we are helping the city to grow as more than
80% of the trainees are working within the city in local
organizations.
• A closer involvement of local industry participants in curriculum
customization would bring about more ownership from their end.
• Activities such as assignments and guest lectures are dependent on
enthusiasm of the local staff, and need to be more streamlined.
• Less than 50% of the trainees get the opportunity to do the
assignments with the organizations.
• Active alumni communities need to be created and nurtured.
Social Audit Report 2004-05
40
Objective 2: To cater to youths from economically and
educationally weak backgrounds
Social Book Keeping Indicators Activity I
Quantitative Qualitative
Making people aware about
LABS and DRF in their
community
No of persons
attending road show
Feedback from community
organizations that we work with
for the purpose of mobilization as
to the effectiveness of the
communication effort
Gender break up of
persons attending
Road shows
Analysis of actual communication
material of projects
The first step in ensuring that the right target group is being reached is to
spread awareness or to reach the widespread community i.e. to make a
number of people aware about the LABS and DRF. On these parameters,
the Social Accounts reveal the following. On an average about 503.8
people attend the Road shows organized by staff with the help of local
organizations/partners. Their Gender Breakup on an average is about 50%
Male and 50% Female.
The awareness creation or campaigning is done through automobile
announcements and distributing pamphlets. These pamphlets are
distributed during the automobile announcements, distributed on the
roads and are also put inside the daily newspapers. Such material gives
information about the criteria to take admission in the course and places
for the road shows. Upon inspection of actual campaign material used, we
have come to the conclusion that the mentioned criteria are in accordance
with the educational and economic criteria that LABS abides by. According
to the primary data, the maximum number of respondents heard of the
program through the road show and through the local community, i.e.
through the word of mouth. Even our trainees and alumni act as the
medium of spreading awareness.
Social Audit Report 2004-05
41
Exhibit 12: Source of Information
We had directly asked our stakeholders what they knew about LABS and
what the source of information was. The chart below shows that it (LABS)
is sometimes misinterpreted to be a Government training program or a
computer institute- this is due to our association with the Government for
a large part of our programs. . But most respondents have a reasonably
clear understanding of LABS as a program.
Exhibit 13: What is LABS?
34.29%
26.43%
12.14%10.71%
7.86%
4.29%2.14% 1.43% 0.71%
0.00%
10.00%
20.00%
30.00%
40.00%
Local
Com
munity
Road S
how
Alu
mni
Neig
hbours
New
spaper
Ad
Munic
ipalit
y
Self h
elp
gro
ups
not
responded
School
teacher
Source
No
of
res
po
nd
en
ts
SOURCES: Primary Data, Stakeholders- Trainees
75%
13%
5% 4%2% 1%
0%
20%
40%
60%
80%
No
of
Re
spo
nd
en
ts
SOURCES: Primary data, Stakeholders- Families
Social Audit Report 2004-05
42
The neighborhood where the LABS trainees come from feels that the best
part of the LABS program is the employment opportunity. Thus, even if
there is some confusion at the inception stage, by the end of one cycle of
the LABS program, the entire community understands what the program
is about, and this helps in further mobilization and B2Y Networking. B2Y
Networking means business to youth. The purpose is to introduce the
trainees to the industries. The trainee’s field visits during the training
program and their placements are part of this B2Y Networking. Some of
the other issues raised about the communication effectiveness during the
awareness campaigns are that the name of the program LABS is very
often confused with Dr. Reddy’s Laboratories, which frequently leads to a
misunderstanding that Dr. Reddy’s Laboratories is recruiting. The demand
for stipends is very high from prospective trainees, and a lot of trainees
drop out when they find that there is no stipend on offer. Most of these
issues are tackled at the Road Show/Induction level through
communication and counseling.
Social Book Keeping Indicators
Activity II Quantitative Qualitative
Identifying Below Poverty
Line(BPL) Communities/
youth/ families
Socio – Economic Profile of
Trainees
Analysis of family
background of
beneficiaries
During the admission of the students we enquire about and verify the
socio-economic profile of the prospective trainees. In addition, the local
organizations that we work with help to keep the admissions as per
criteria as far as possible. The following chart shows the monthly family
income of the perspective trainees. In addition, from information gathered
through case studies it is reasonable to state that most of families that we
are reaching out to are in fact, in need of the program. Please refer to
Annexure 3 for a sample of case studies of LABS trainees.
Social Audit Report 2004-05
43
Exhibit 14: Monthly Income of LABS Families (Pre-LABS)
The international poverty line (based on World Bank estimates) is
calculated as $1.08 per capita per day at 1993 prices. While we have not
made any adjustment for inflation, since the average family size of LABS
families is 5 persons, the corresponding amount per month for a family in
Rupees works out to Rs. 6966. From the above graph, over 90% of the
families covered by LABS would fall into that bracket. These are however,
figures based on logical assumptions, and the actual number above the
poverty line might be slightly larger. Then there is the debate of defining
the poverty line, and whether the World Bank estimates are indeed the
best measure. Indian estimates would certainly differ, not only between
urban and rural contexts, but also between states. The purpose of this
analysis, however, is just to attempt to provide a perspective on the
economic criteria of people addressed by LABS
45%
21%
17%
9%
3% 2% 3%
0%
10%
20%
30%
40%
50%
No
of
Re
sp
on
de
nts
0-2000 2000-
3000
3000-
4000
4000-
5000
5000-
6000
6000-
10000
10000
and
aboveSalary in Rupees
SOURCES: Primary Data, Stakeholders, Families
Social Audit Report 2004-05
44
Social Book Keeping Indicators Activity III & IV
Quantitative Qualitative
Conducting Road Shows and
Counseling Prospective Trainees
Case studies of LABS
Trainees
Conducting an Interest Inventory
Test to match trainees personality
with market requirement
Selection Ratio at
Road Shows
Once their economic background is verified, there is an Interest Inventory
Test to match trainees’ personality with market requirement. On the basis
of this interest inventory test, the youths are selected for the training. On
an average about 47% enter the program from the people who attend the
Road Shows. This below diagram gives us the picture of the filtering of the
youths.
Road Show Numbers
800
Self Selection of the youths
500
Recruitment of the Youths
350
Youths attending the first class
250
Post-Induction
150 -200
Social Audit Report 2004-05
45
Social Book Keeping Indicators Activity V
Quantitative Qualitative
Identifying School Drop
Outs
# of years since they discontinued
their education
Exhibit 15: Time Gap between drop out from education & LABS
enrollment
One of the conditions specified in the mission is also to serve the school
dropouts. The average time gap between the time that the trainees
dropped out of mainstream education and the time that they enrolled in
the LABS training is about 2 years.
6.12%
44.22%
29.25%
10.88% 4.76% 4.76%
10.00%
20.00%
30.00%
40.00%
50.00%
No
of
Re
spo
nd
en
ts
Nil
1 t
o 2
3 t
o 4
5 t
o 6
7 t
o 8
8 a
nd
above
No of Years
SOURCES: Primary Data, Stakeholders - Trainees
Social Audit Report 2004-05
46
Feedback Commentary
• Large numbers of people attend the road shows since awareness
creation is quite effective. Therefore it is the most important source
of information for the maximum number of people.
• More than half of the students selected for the course are women.
• Approximately half of the students at the road show are able to
enter the program.
• Communication is some times misinterpreted, assuming Dr. Reddy’s
or government is recruiting, or it’s a government training program.
• There are exceptions to the economic criteria laid down by LABS
sometimes, although most students are dropouts.
Social Audit Report 2004-05
47
Objective 3 - To improve the quality of life of youth and their
families
The fundamental assumption in LABS is that if the appropriate youth are
channelized through the right opportunity to discover and optimize their
potential, they will be able to bring about a significant change in their
standard of living and quality of life. This is, therefore, one of the
objectives derived from the mission. This objective has 2 main activities.
They are explained as follows.
Social Book Keeping Indicators Activity I
Quantitative Qualitative
% of trainees placed Social benefits of increased
income (peers and
families)
Career path over 10 years for
an entry level performer
Improvement in Quality of
life
Average family income
increase
Ensuring that the
eventual livelihoods
result in significant
addition to family
income
Change in the consumption
Pattern
The placement percentage and breakup across sectors has already been
discussed in the earlier objectives. About 80% of the students are placed
out of the total number of the trainees, and the sectors that they enter
into range from retailing to healthcare to hospitality and Information
Technology Enabled Services.
To the question of the average career path for a successful LABS trainee
over 10 years, we have been unable to get appropriate/uniform responses
from the stakeholder group that we spoke to. We have, therefore, been
unable to perform quantitative analysis on this indicator. However, in
individual interviews a member of the retailing industry has answered that
if the trainee is capable he/she can handle a team of hundred employees
i.e. heading a mall. Other responses indicated various management
positions.
Social Audit Report 2004-05
48
With an increase in their family income, the trainees have started securing
their better future, through asset accumulation, access to improved
services etc. They are able to afford better medical facilities &treatment,
medicines and some people have also purchased insurance. According to
the primary data- only 38% of the LABS families state that there is a
change in their quality of life. However, over 80% of those from the local
communities where these families come from have reported a change in
the quality of life of the trainees’ families. This dichotomy in responses
could be due to faulty administration of the questionnaires on our part, or
due to a change of aspirations on the families’ part.
Exhibit 16: Is there any difference in the living standard of the
trainees before and after LABS?
With the increase in their standard of living and income the trainees have
also indulged in asset accumulation and investment. This given chart
shows all the major products
15%
5%
80%
Not reponded
No improvement
Improvement in trainees
SOURCES: Primary Data, Stakeholder – Civil Society
Social Audit Report 2004-05
49
Exhibit 17: Major products purchased by the LABS trainees
Exhibit 18: Family Income Increase Pre and Post LABS
17%
16%
9%
7%
7%
5%
1%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
2 Wheelers
House/Flat/Land
Medical Policies, FD & Insurance
CD Player& DVD Player
Ornaments
Cycle
New Clothes
Pro
du
cts
Bo
ug
ht
% of Respondents
SOURCES: Primary Data, Stakeholders - Trainees
3066
5180
2114
0
1000
2000
3000
4000
5000
6000
Income in Rs.
Pre LABS Post LABS Difference
SOURCES: Primary Data, Stakeholder - Trainees
Social Audit Report 2004-05
50
According to the sample collected, average family income Post LABS is Rs.
5180 as compared to Pre LABS Rs. 3066. The average family income has
gone up by Rs.2114.
Exhibit 19: Average Savings
There are certain lacunae in this data since most respondents are very
much reluctant to discuss their income or they might have missed out any
added income to the household through some sources. The assumption
upon which we base the claim of family income increase is that there is a
direct link between the employment opportunity of the LABS trainee and
the family income. This might, however, not be the case all the time.
There could be additional family income sources such as the
parents/siblings finding employment through non-LABS sources etc.
438
621444
1026
800
1524
0
200
400
600
800
1000
1200
1400
1600
Savin
gs P
ost
LA
BS
in
Ru
pees
1000-
2000
2001 -
3000
3001-
4000
4001-
6000
6001-
8000
8000 and
above
Income Range in Rupees
SOURCES: Primary Data, Stakeholder - Trainees
Social Audit Report 2004-05
51
Exhibit 20: Social Benefits of Increased Income
Along with economic benefits, there are very strong associated social
benefits of increased income. These can be reflected in the status of an
individual within and outside the home, respect among the peers and
becoming a role model to other youth like him/her. These things lead to
the change in status and give LABS graduates self- confidence. These
changes are also felt by the family members individually. From the given
chart from trainees and families on the social benefits, the most common
answer is to gain respect among the neighbors and peers. The chart talks
about 83% and 17% of others from the families and trainees respectively.
Others from the families include- satisfaction, identification, better living
and savings, and financial status. And the other options the trainees have
said – earning member of the house, increase standard of living.
17%
83%79%
21%
51%49%
51% 49%
0%
20%
40%
60%
80%
100%
No
of
Re
sp
on
de
nts
Any other Role model for others Increase in Status Repect received fromothers
Trainees FamiliesSOURCES: Primary Data, Stakeholders- Trainees & Families
Social Audit Report 2004-05
52
Social Book keeping Indicators Activity II
Quantitative Qualitative
% of income saved Views of family on whether
the trainee has become a
more responsible person
% of debt on income prior
and post LABS Training
Number of younger siblings
of LABS trainees pursuing
education
Fostering responsibility and
a sense of ownership for
their family through the
life skills program
Number of LABS trainees
pursuing higher education
LABS is very frequently a life changing process for the trainees, and their
entire approach to how they view their responsibilities and their
perception of their role at home as well as in the society is bound to
change. Some indicators of increased responsibility and sense of
ownership are captured below. Saving money shows the responsibility and
sense of ownership for their family. According to the Primary Data,
Trainees save about 15 % of their salary. After trainees’ have acquired
job, 63% of trainees takes responsibility of paying back their family debts.
According to the sample collected, 96% of the parents say that their child
has become responsible. He/she is now financially independent and is a
helping hand in their house. They have also shown keen interest in
continuing their education. Unlike before they also help their parents in
their business and other household work. Similar changes have also been
noted by other members of the community.
Social Audit Report 2004-05
53
Exhibit 21: Changes in the Trainees, Post LABS
Exhibit 22: Percentage of the LABS trainees who want their
younger siblings to pursue higher education
Our trainees have realized the importance of the education and therefore
want their younger siblings complete their education and do well.
According to the sample, about 96% of the trainees want their siblings to
finish their studies. Half of the LABS Trainees also are continuing their
Yes
96%
No
4%
SOURCES: Primary Data, Stakeholders -Trainees
Confidence,
Hard working,
Responsible &
Smart
44%
Increased
earning
6%
Personality
development
and life skills
46%
Better time
management
4%
SOURCES: Primary Data, Stakeholders - Families
Social Audit Report 2004-05
54
higher education depending upon their last mainstream education, their
current time availability and their career aspirations.
Exhibit 23: Higher Education Targets
Feedback Commentary
• Overall, LABS graduates have become more responsible
members of their families, and make significant contributions to
asset accumulation, debt redemption as well as savings.
• Income increase is also giving them the increase in status in and
among the society.
• They have realized that education can work as a success ladder
in their career, so continuing education-their own as well as that
of their siblings is very important to them.
• Although the trainees are drop out, number of trainees plan to go
back to school and continue their studies.
47%
36%
6% 4%4% 3% 1%
0%
15%
30%
45%
60%
75%
% o
f R
es
po
nd
en
ts
Not
Responded
Gra
duatio
n
Post G
rad
12th
Sta
ndard
Nurs
ing
Cours
e
Dip
lom
a
10th
Sta
ndard
SOURCES: Primary Data, Stakeholders -Trainees
Social Audit Report 2004-05
55
Objective 4 - To be responsive to the youths’ emotional and
developmental needs
Understanding and catering to the emotional and developmental needs of
the youth is one of the strengths of the program.
Social Book keeping Indicators Activity I
Quantitative Qualitative
Evaluation of the individual
Youth Development
Program (IYDP) throughout
the training period
Number and frequency of
IYDP assessments
IYDP assessment is our internal assessment process which is for each
trainee, supposed to be implemented thrice during the course of the
training. It is our goal to ensure that our training program helps the
youth crystallize and work towards realizing his/her ambitions. IYDP,
(Individual Youth Development Plan) has evolved from the ideology that
every young person brings with them a unique set of strengths,
weaknesses and personal aspirations. The staff is confused about the
frequency of IYDP assessments per batch. Most of the responses were
between 2- 4. But some of the staff has also said that IYDPs take place
20, 27 and 40 times. There is a possibility that this question was
misinterpreted, or that there was a communication gap.
Social Audit Report 2004-05
56
Social Book keeping Indicators Activity II
Quantitative Qualitative
Duration of work readiness
module
Views of the facilitators and
the coordinators about the
students (work readiness
module)
% of the trainees that clear
their first interview
Employers feedback on
how quickly the trainees
adjusted to work
environment
Avg # of jobs offers
received by a trainee
Feedback on the process of
Work Readiness Module
Cultivating the work
culture and work
responsibility within the
trained youth (work
Readiness )
# of trainees taking
remedial classes for work
readiness
Number of the guest
Lectures
Approx Recruitment cost
savings on recruiting LABS
students
Commitment and
motivation of the LABS
trainees
Approx Cost savings due to
lower attritions rate
One of the key strengths of the LABS program is that it offers a win-win
arrangement to the corporate sector by providing trained work force with
lower attrition rates. This can only be achieved through cultivating the
work culture and work responsibility within the trained youth so that they
are competitive in relation to the other applicants for entry-level
opportunities. We try to attain this through our Work Readiness Module.
Work readiness module is the part of the training, which helps the trainees
in familiarizing themselves with the interview skills, the working
atmosphere, working conditions and etc. It is supposed to start from the
middle of the 3rd month of the training till the end of the training.
Social Audit Report 2004-05
57
Exhibit 24: Duration of the Work Readiness Module
There seems to be some confusion as to the understanding of what
constitutes the Work Readiness Module among DRF staff. However, most
of them are on track with the duration of the module being between 7-15
days, depending upon the remaining training imparted.
2.86%
5.71%
14.29%
2.86%
14.29%
11.43%
14.29%
2.89%
11.43%
0.00% 5.00% 10.00% 15.00% 20.00%
8 Hours
3-5 Days
7 Days
7 to 10 Days
10 Days
10-15 Days
15 Days
15-30 Days
90 DaysN
o o
f D
ay
s
No of Respondents
SOURCES: Primary Data, Stakeholders – Staff
Social Audit Report 2004-05
58
Exhibit 25: How did the Work Readiness Module help the LABS
trainees?
43.59%
25.64%
15.38%
7.69% 5.13%2.56%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%P
erc
en
tag
e
Options
The facilitators and the coordinators know the trainees best, as they
manage the training and B2Y networking. The above chart explains that
the students are most benefited by the interviewing and technical skills.
According to primary data collected from the staff, about 40%-60% of the
trainees are able to clear their first interviews. This in itself is an indicator
of the quality of training given to the trainees. However, we are of the
opinion that there must be more organized ways of incorporating this
information. Placement kits, for example, do not include this indicator.
Social Audit Report 2004-05
59
Exhibit 26: Number of Trainees who Clear their First Interviews
According to the employers’ feedback on how quickly the trainees
adjusted to work environment, the trainees are more motivated. They are
prepared for the work and also give their best for work.
Exhibit 27: Adaptability of LABS Trainees to Work Environment
29%
26%
15% 15%12%
3%
0%
10%
20%
30%
40%
Pe
rce
nta
ge
Not
Responded
40%
-60%
60%
-80%
More
than
80%
20%
-40%
Less than
20%
SOURCES: Primary Data, Stakeholders - Staff
21%
19% 19%17%
10%10%
4%
1%
0%
5%
10%
15%
20%
25%
Pe
rce
nta
ge
SOURCES: Primary Data, Stakeholders- Industry
Social Audit Report 2004-05
60
The number of job offers our trainees receive is a positive indicator for
LABS. This shows the demand for LABS graduates. This chart shows that
most of our trainees get about 2-3 job offers. Again, there could be a bias
in these figures as the staff conducting the B2Y Networking has responded
to our question on this indicator. Going forward, we propose to collect this
information from secondary data.
Exhibit 28: Number of Job Offers Received by a Trainee
Exhibit 29: Work Readiness Module Helped in ….
Personality
development
19%
Grooming
40%
Understanding
interview process
7%
Adjusting in Work
environment
3%
Confidence
22%
Dedication and
motivation
0%
Life Skills
9%
SOURCES: Primary Data, Stakeholders - Trainees
37%
29%
20%
9%6%
0%
10%
20%
30%
40%
2-3 offers Did not
respond / N/A
1-2 offers 4-5 offers 3-4 offers
No of offers
No
of
Re
sp
on
de
nts
SOURCES: Primary Data, Stakeholders- Staff
Social Audit Report 2004-05
61
The work readiness module helps the trainees the most through helping
groom themselves better. It has also helped them to improve on their
communication skills, body language. This also helps them to understand
the interview process and the work environment which in turn helps them
adjusting to the work environment.
There is no data available on how many trainees take remedial classes for
work readiness since it is a localized process currently. We will try to put
in social reporting systems in place this year that will readily provide this
information from the next audit period.
Each training batch usually invites a minimum of about 4 -5 guest
lectures. They are either called to speak on a topic related to the subject
or give the general introduction about the Industries work, their
competencies etc. According to the secondary data, on an average about
6 guest lectures are conducted per batch.
As stated earlier, the LABS model would not have been as successful as it
is, if it were not for the win-win proposition that it makes to the industry.
According data collected from employers, we save the industry an average
of Rs. 1222 per student in recruitment costs alone. Savings on training
costs have not been reported. We will attempt to bring in this perspective
in the next audit process.
Social Audit Report 2004-05
62
Social Book keeping Indicators Activity III
Quantitative Qualitative
Forming and nurturing
formal and active alumni
community for further
career development
support
Frequency of formal alumni
interaction
Communication patterns
between alumni
As stated earlier, the concept of formal alumni communities has not been
initiated consciously. The quarterly meetings that do happen are
organized in a very localized manner. The usual communication between
alumni takes place due to personal relationships and over the telephone.
Feedback Commentary
• The staff is not clear about the frequency of IYDP assessment for the
students, to evaluate the individual’s regular development.
• Our staff is also not clear about the duration of the work readiness
module
• According to the students the work readiness module has helped them
in their interviews and to understand the job environment.
• We are saving the industry over Rs. 1222 per student in their
recruitment cost.
• The concept of alumni network is still not fully utilized
Social Audit Report 2004-05
63
Objective 5 - To foster an environment of learning and mentoring
The results that LABS aims to achieve can only be reached through
creating a healthy atmosphere or environment of learning for the trainees
in the classroom through the LABS staff. There are 3 activities under this
particular objective.
Social Book Keeping Indicators Activity I
Quantitative Qualitative
Total # of employees Reasons for working with
LABS
Break up against Organ gram
Break up of field vs. support
staff
Self esteem levels before
and after joining LABS
Identifying persons
with high self
awareness and
motivation as staff
Classification of educational
Background
Exhibit 30: Reasons for working with LABS
Identifying or recruiting people with the self-awareness and motivation is
very important part to even start the training. These facilitators are the
mentors, who have to be with the LABS trainees through out the program,
Professional
12%
Social
53%Personal
26%
Money
9%
c
Sources: Primary Data, Stakeholders- Staff
Social Audit Report 2004-05
64
and they will directly influence their morale and confidence on the
trainees. Therefore their own enthusiasm is very important, as it will
reflect on the students.
The total number of the employees recruited or people who were already
in the organization during 2004-2005 was 196.
Average age 26 yrs
Total Number of Staff working in 04-05 196
Male : Female 144:51
Field Support vs. Support staff 183: 13
DRF being an organization with a social objective helps in meeting the
people’s personal goals. About 53% of the employees are working in LABS
or DRF just because the people are able to meet their personal aim of
serving the society. Professional reasons may be earning their livelihoods,
applying their education to complex social problems etc. Support staff
consists of the employees who are working at the head office supporting
the people at the field level, to enable smoother implementation of
projects. Field staff is made up of the facilitators, coordinators who are
working at the grass root level. Roles played by the support staff are
managing finance, human resources, monitoring & evaluation,
communication, program development, curriculum development and many
more like this.
We had 196 persons working with the organization in the year 2004-2005.
This given pie chart below differentiates between the support and field
staff. Out of these 196, only 7 % i.e. about 13 people were working in the
organization as the support staff and the rest 183 were on the field as the
facilitators/coordinators etc. Even among this number the concentration is
towards facilitators. As employees take on further roles such as Centre
Coordinator, Cluster Coordinator etc, they continue to be facilitators in
class.
Social Audit Report 2004-05
65
All the employees who participated in the Social Accounting process agree
that after joining LABS, their self esteem has increased and they are
feeling more enthusiastic and passionate about themselves towards their
job.
Exhibit 31: Educational Qualifications of LABS Employees
Exhibit No 32: Service Period in the Organization
Intermediate
2%
Graduation
35%
Other PG &
PG Diploma
32%
MBA
14%Diploma
17%
SOURCES: Secondary Data, HR Department
Less than 1
Year , 67, 47%
Less than
2Years, 64,
45%
Less than 3
years, 10, 7%
Less than 4
years, 1, 1%
SOURCES: Secondary Data, HR Department
Social Audit Report 2004-05
66
This organization is running on the passion that the staff feels for the
cause, which is reflected through their work. We need people of varied
skill sets to perform the extremely challenging tasks, both on and off the
field. Our team consists of Social Work Specialists, MBAs, Medical Doctors,
Architects, Engineers and several other fields of expertise, working in a
homogenous atmosphere with the common goal of livelihoods generation.
Social Book Keeping Indicators Activity II
Quantitative Qualitative
Frequency of employees appraisals Varied exposure provided
to employees in terms of
location, project nature etc
Number of advanced skill training
sessions for employees at different
levels
Existence of a clear career
path for employees within
LABS
Providing ways
and means for
staff to grow to
their maximum
potential
Matching the aspiration
levels of employees
We as an organization are trying to provide various ways and means for
staff to grow to their full potential. Appraisals take place twice a year.
About on 50% (97 out of 196) of the total staff underwent the appraisals
in the last year. The rest of the staff didn’t get appraisal not because of
their performance but because they had not completed 1 year in the
organisation. In the year 2004-2005, approximately 31 people got
promotions within 7 to 8 months of their joining. Exposure given in terms
of the location is also quite high. 117 employees were given transfers to
various locations and projects within Andhra Pradesh.
Social Audit Report 2004-05
67
Exhibit 33: Number of Advanced Training Programs Attended by
Staff
Employees are the biggest strength of the organization. We therefore try
to keep the staff equipped with whatever skills they might require to
perform well. As the organization itself is poised to grow at a very fast
pace there is a clear career path for the employees, with most of them
reporting that they feel that if they perform, it will be recognized, and
there are many diverse growth opportunities available.
29%
29%
11%
9%9% 9%
6%
0%
5%
10%
15%
20%
25%
30%
% o
f R
es
po
nd
en
ts
Zero Tw o One Three Four Four-
Ten
More
than 10No of Trainings
SOURCES: Primary Data, Stakeholders - Staff
Social Audit Report 2004-05
68
Exhibit 34: In what ways are LABS and DRF helping you meet your
personal & professional aims & goals?
According to the employees, DRF as an organization is able to match their
aspiration levels from the social motivation that some of them have to
benefits such as developing skills, self confidence, communication skills
and training skills. These skills will in turn help them in improving on
professional aspects.
26%
19%17%
12% 12%10%
5%
0%
10%
20%
30%
So
cia
l s
erv
ice
Pro
fes
sio
na
l
go
als
Se
lf C
on
fid
en
ce
De
velo
pin
g
Skills
Pe
rso
na
l g
oa
ls
Co
mm
un
ica
tio
n
skills
Tra
inin
g s
kills
% o
f R
es
po
nd
en
ts
SOURCES: Primary Data, Stakeholders – Staff
Social Audit Report 2004-05
69
Some remarks from the staff: (Excerpts from a film used for
induction of new employees)
“Dr Reddy’s Foundation is not an NGO and does not even come under the
absolute corporate world. It’s a complete new breed or blend of the two
organizations. It’s a social and business development organization. It’s
trying to bridge both the social development sector and business
environment together. This organization is working for the social cause
keeping the market requirements in mind. The culture or the work
environment is a mix of the good qualities of the both. As the
organization is growing at a rapid pace to achieve its target of touching 1
million livelihoods, has huge opportunities waiting ahead for the young
and energetic youth”.
“I started my journey from CRS facilitator and the journey to where I am
now as the Project coordinator has been completed in 2 years. The
organization has scope and exposure for everybody to grow.
“The best part or culture of the organization is that it gives space to an
individual, freedom to think and learn and apply new things. The growth
here has been the key to learn and do new things. It has provided great
amount of satisfaction and makes me feel proud to be associated with the
organization which works for the human causes”.
“The reason that I am still associated to this organization is that it’s a
people driven organization. This quality of the organization gives me extra
space to polish my extra skills to give my best.
Social Audit Report 2004-05
70
Social Book keeping Indicators Activity III
Quantitative Qualitative
To train facilitators so that
the appropriate learning
environment is created
% of facilitators who have
gone through the induction
process
Informal/formal mentoring
relationships within the
organisation
Number of CMF’s in the
organisation
Induction is given to DRF employees to give them an idea about the LABS
process and functioning of the DRF. According to sample collected, only
about 80% of the staff has undergone the induction training program.
The purpose of the induction training is done to educate facilitators so that
they can create the appropriate learning environment in their respective
classrooms. 20% of the employees have not attended as compared to the
80% who have undergone the training. This is usually due to the
operational scheduling of projects that requires facilitators/coordinators to
be present on the field immediately. Certified Master Facilitators (CMFs)
are a relatively new concept within DRF. For the year 2004-05, this
concept was not applied; therefore there is no information to report on
this indicator.
Feedback Commentary
• The organization has endeavored to select highly motivated
people.
• Number of support staff was around 7% out of the total staff.
• Only 50% of the employees had undergone the appraisals.
• A large number of employees has not undergone induction
training
• Employees have shown trust towards the organization and are
highly motivated.
Social Audit Report 2004-05
71
7. Other Views of Stakeholders
According to the Trustees, the original concept behind the LABS is to
lighten the burden of poverty. The aim was the alleviation of poverty,
urban or rural. The idea was to create a sustainable program that would
be able to create livelihood among youth through vocational training. The
youth should be from the underprivileged, BPL youth who are not even
able to complete their mainstream education.
The project has made substantial headway based on the purpose. As there
will be a never-ending demand for the skilled workforce in various
industrial sectors and in these industries there is also high employee
turnover, leading to escalating investments in human resources. LABS
endeavours matched this demand of the industry with the potential of its
trainees. It offers path-breaking and job-oriented training courses to
youth who have barely reached high school levels of formal education, and
prepares them for entry-level jobs in various industrial sectors.
According to the trustees and other stakeholder view the objectives of the
project as providing employment opportunity; increase in average income
and in the living standards. According to the other stakeholders like
industries also, the main objective of the organisation was the
employability and increase in the living standards of the vast population of
the country.
Social Audit Report 2004-05
72
Exhibit 35: Objectives of the LABS training
The organization’s missions are slowly and steadily being achieved and
this can be seen/ verified through the numbers touched. Our trustees say
that the impact of the project has been mainly felt by increase in
employability of trainees. And the primary data collected from the industry
(chart given below) depicts that impact of the LABS project has been felt
through increase in the living standard and also people getting the job.
30%
22%19%
14% 14%
0%
10%
20%
30%
40%
Employability Increase in the
Living
Standards
Increase in the
average
income
Capitalizing on
the boom in the
National
econmy
Reducing
crime rates
Objectives
% o
f R
esp
on
de
nts
SOURCES: Primary Data, Stakeholders - Industries
Social Audit Report 2004-05
73
Exhibit 36: Impact of LABS on the Society
The Trustees do endorse that the return on investment made in the
project is achieved through an increase in the quality of life and standard
of living of the beneficiaries. They feel that the projects impact was felt
through the increase in the employability of trainees, thereby giving the
professional career dimension. The impact indirectly is also on the local
economy advancements, with corporate and business interests
concentrating on their core activities because they get access to trained
and quality workforce at entry level. Thus the trustees feel that the
project has emerged as brand in providing a competent workforce to fit
ever changing corporate requirements and dynamic economy one side and
improve the standard of living of down trodden of the other. According to
a question asked on the future association, almost 70% of the trainees
want to maintain the future association with the organisation for various
reasons. They want to help the organisation in spreading the awareness
and spending quality time with the trainees, some of them want to take
more training and expertise for their career growth.
54.87%
22.12%
11.50% 9.73%
1.77%
0.00%
15.00%
30.00%
45.00%
60.00%
75.00%
People getting
job, increase in
living standard
Not responded
/ Cant say
Not Much Personality
Development
Require more
batches for
better impact
Impact
Perc
en
tag
e o
f R
esp
on
den
ts
SOURCES: Primary Data, Stakeholders – Civil Society
Social Audit Report 2004-05
74
Exhibit 37: How do you want to be associated with the LABS? –
Trainees’ Views
Even the industries are much interested in keeping the future association
with the DRF. About 30% of the industry is actually interested. Some of
them also want to get together with the organization to spend some time
with the new trainees or recruiting more students. This is a clear indicator
that the organizations like the concept of LABS and want to directly be
associated with the program.
Exhibit 38: What are your future association plans with LABS?
Yes! Wants to
grow with in the
organization
2%Not interested
29%
Yes! If LABS
provide the
financial support
4%
Yes! For
spreading
awareness
about LABS
22%
Yes! for helping
others/ or as a
facilitator
15%
Yes! for more
training,
Suggestions &
better
placements
28%SOURCES: Primary Data, Stakeholders - Trainees
Not responded
31%
Would like to
spend some
time with
Trainees
2%Yes! Recruiting
more trainees
31%
No,Financial
Help
31%
Helping the Poor
3%
Direct
Communication
with DRF
2%
SOURCES: Primary Data, Stakeholders - Industries
Social Audit Report 2004-05
75
9. Economic Impacts
LABS has, as reported earlier, provided entry level opportunities to 36000
trainees. Beyond this number lies the tremendous economic impact
created by this.
Number of LABS trainees trained in 2004-05 7943
Number of students Placed (80% of 7943) 6354
Amount added to the Indian economy per trainee
per month (as per the above analysis)
Rs. 2114
Total addition to the Indian economy in the year
2004-2005
Rs. 16,11,98,419
Number of LABS trainees trained as on 31st March
2005
36000
Number of the trainees placed till 31st March 2005(
80% of 36000)
28800
Total addition to the Indian so far economy
Rs. 73,05,98,400
Total Investment Rs. 6, 57, 23, 802
Return on Investment Rate(ROI)
Total Addition/ Total Investment
11 times (73,05,98,400/ 6,57,23,802)
Placement is not a guarantee given through the program since it
undermines the motivation of trainees to strive for a career. However,
through the B2Y Network, the placements become a part of the outcome.
Students have seen their peers perform and have already set their sights
on the next increment/promotion. On an average, a LABS graduate gets
an increment/promotion in 9.5 months from the time of joining and the
increment is Rs. 688. In addition, the career awareness among LABS
graduates increases, and they realize that to move further from the entry
level they would need to improve their educational qualifications. This is
where the interest in higher studies comes from. Going beyond just the
livelihood numbers, we have tried to capture here what this addition in
Social Audit Report 2004-05
76
income means for the beneficiaries, their families, and to the community
at large. While at the individual level there is decrease in indebtedness
and increase in acquisition of assets and consumables, at the community
level, there is a significant addition to the local economy. As it is clear
from the above table, LABS students added about Rs. 16 Crores to the
Indian economy in the last year alone. In the same way in the last 6 years
the LABS trainees (28800) have added Rs. 73 Crores to the economy. This
number would be significantly higher if we were to take into account the
associated plough back into the economy at the second and third levels.
Added to this is the fact that it is a low cost program, and the return
generated is about 11 times the investment.
LABS is a model that takes from the new economy boom. What is even
more interesting is the fact that it gives back much more than it takes. At
the first level, the above calculation makes our point clear. At a more
macro level, the sustenance of the new economy depends on its foot
soldiers- those that enter the economy at its first level jobs. By providing
skilled labor at this level, LABS also contributes to renewed and further
economic growth. The cyclical nature of the model ensures a win-win
situation for all concerned.
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77
10. Financial Information and Compliance
Exhibit 39: Annual Expenditure
As is clear from the above graph, the year of 2004-05 has been one of
expansion and scale up. The total annual amounts spend as on 31 March
2005 was Rs. 3.3 Crores. Another interesting fact is that the leveraging of
funds from Dr. Reddy’s Laboratories has increased significantly. The split
last year was 30% DRL funds and 70% external funding. Please refer to
Annexure 4 for the financial statements for the year ended March 31,
2005. We are required to file an Annual Return with the Income Tax
Department containing our Balance Sheet, Receipts and Payment of funds
during the year, list of trustees and other information that they may
require so that we maintain our status of a Not for Profit Organization. We
are also obliged under the Foreign Contribution Regulation Act (FCRA) to
take an approval of the funds that we receive from outside India and
submit a report on its utilization. In addition Utilization Certificates
attested by an auditor are presented to all funders, although this is
frequently not a requirement stipulated by them. Employee welfare
compliances are also adhered to fully.
0
10000000
20000000
30000000
40000000
50000000
60000000
70000000
To
tal
am
ou
nt
sp
en
d i
n
Cro
res
01-02 02-03 03-04 04-05
YearSOURCES: Primary Data, Stakeholders – Finance Department
Social Audit Report 2004-05
78
10. Main Issues, Conclusions and Recommendations
Checklist of recommendations made by the Social Accounting
Group
• A closer involvement of local industry participants in curriculum
customization would bring about more ownership from their end.
• A simple format for assessing the recruitment interest levels of
those who participate in curriculum development needs to be
implemented
• Activities such as assignments and guest lectures are dependent on
enthusiasm of the local staff, and need to be more streamlined.
• Less than 50% of the trainees get the opportunity to do the
assignments with the organizations.
• The concept of alumni network is still not fully utilized. Active alumni
communities need to be created and nurtured.
• Communication is some times misinterpreted, assuming Dr. Reddy’s
or government is recruiting, or it’s a government training program.
• There are exceptions to the economic criteria laid down by LABS
sometimes, although most students are dropouts.
• The staff is not clear about the frequency of IYDP assessment for
the students, to evaluate the individual’s regular development.
• Our staff is also not clear about the duration of the work readiness
module
• Only 50% of the employees had undergone the appraisals.
• A large number of employees has not undergone induction training
• In general the secondary data available has been scant, and this
indicates that in the coming year, simple social accounting systems
be inculcated so that authenticity and ease of data collection be
addressed.
• Reports from centers are very scattered and the formats are
currently not consistent. Streamlining would be required to ensure
uniform analysis.
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The LABS program has potential and it has been implemented successfully
in various contexts- rural, urban, semi-rural, and international. The
trainees and their families have moved to the next level in socio-economic
terms, and a lot of them are making efforts on their own to further
improve their situation. The team is young and passionate- clearly, they
are enjoying what they do, and this comes across in the success of the
program.
The industry as well as the partners are enthusiastic about the larger
impact created by the program and the associated benefits that it means
for them. The trustees feel that the original intent has been achieved, and
are excited at the prospect of growth that the organization is facing this
year. While all of this positive feedback is very encouraging, there are
certain issues to be pointed out.
In most of our findings, the larger issue has been the dependence of the
LABS process on the local facilitators. There are, of course, several checks
to ensure that these facilitators are of high quality, and so far, at least,
the LABS process itself has been reasonably robust.
However, since scale up is one of the issues to be grappled with in the
coming year, a more structured way of ensuring quality of the LABS
process starting from Market Scans to B2Y Networking and Alumni
Interaction needs to be put in place. This is not to say that innovation be
restricted. But an effort must certainly be made to ensure that there is a
minimum quality deliverable in each center and to each student.
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In our interactions with almost all the stakeholders, the common concern
raised was that of recognition of the LABS certificate. While the partner
and DRF both certify that the graduate has been trained by LABS, this is a
larger issue of nationwide sector-wise academies, which can provide
higher credibility, and thereby better opportunities to LABS graduates.
A special note also needs to be made of the positive role that alumni could
play in the future of the project. This is not fully utilized currently. A clear
indication has come from the alumni that if we wish to engage them
further, we would need to provide value to them in terms of further job
opportunities, advanced skill sets etc. That a concerted effort be made in
this direction is a recommendation that we make.
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11. Strengths and Weaknesses of the Social Accounting Process
and Plans for the next Social Accounting Cycle
Putting together these social accounts has been an extremely challenging
and enjoyable process. Several of our beliefs have been lived out and
several new issues that we hadn’t envisaged have been brought out. We
have looked at ourselves from different perspectives, and the combined
insights can only help us strengthen our program further. In this Social
Accounting cycle, we have tried to keep the costs to a minimum since we
were not sure of how much the process would mean to the organization.
This is reflected in the small sample size and the scope of the audit being
limited to LABS, which is the largest program in the DRF portfolio. The
LABS mission, for the first time has been broken down into clear
objectives and associated activities. This has brought in a lot of clarity into
the process, and has shown us that every ‘module’ within LABS is clearly
aligned with the mission of the program. For the next cycle, the largest
issue will be managing data collection from across the diverse geographies
that we are entering this year. We have covered 3 large locations in this
audit. But in the next year, the challenge will be to cover about 10
locations, and over twice the number of trainees. One way of tackling this
would be to put in place social accounting systems that will collect
information on as many indicators as possible from secondary data. This is
not to say that primary data would not be used at all, just that the means
of data collection be more balanced. We found that the reporting formats
being used currently are not uniform. It is, as a result, quite difficult to
draw any logical conclusions from collation of this data. One of the steps
we will take during this year to this end is the standardization of reporting
formats irrespective of partner and location. In addition, the comments of
the Social Audit panel on the questionnaire framing and administration will
be very useful in guiding our thought process in the right direction. The
next social accounting cycle will start in August 2006, and the second
social audit report should be available by the same time next year.
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82
Annexure 1: New Initiatives
LABS has given rise to several new ideas and directions which are being
piloted and experimented with. Frequently, it is a gap in the existing
program or a felt demand from stakeholders that spurs us on to innovate
and provide newer dimensions to the model. Some of these initiatives are
detailed below.
Project Disha
In line with our motto of providing ‘Access to Information’; ‘Access to
Knowledge’; & ‘Access to Opportunity’ to underprivileged, we have come
up with an innovative and ambitious project called ‘DISHA’. It is a next
generation program developed as a process of Upward Career Mobility &
Career Development for LABS alumni spread across the country. The
Learning Studio under ‘DISHA’ creates e-learning modules for
underprivileged youth between the age group of 18-25 years for learning
academic and vocational skills at their own pace through onsite and offsite
facilitation, making ‘Any Time Learning’ (ATL) a reality. Employer
recognized Competency / Skill based certificates will also be provided to
the learners through this medium to increase employability in the new
economy.
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Aarogya - Safe Food, Safe Water
Mobile eateries have been a ubiquitous entity in our society for a long
time. These mobile eateries generally cater to a cross section of people
belonging to the low income group. The fatal unhygienic practices in the
eateries are of a concern and the contaminated food and water consumed
by the customers leads to acquiring infectious diseases. This ultimately
impacts the business and thereby the livelihood of the entrepreneur since
there is growing awareness amongst the customers about the adverse
effects of unhygienic practices. Project - “AAROGYA", being piloted in
Karimnagar, shall ensure safe drinking water to the mobile eatery vendors
and inculcate healthy and hygienic food practices through proper
orientation that improves the public health of the customers. It also
aims to make mobile eatery business a potential avenue for the youth to
take up as a livelihood option.
Micro Enterprises
Entrepreneurship is strongly believed to be the best solution for the
problem of unemployment. An enterprise not only makes an entrepreneur
independent but also creates employment opportunities for others. On this
behalf it is to be kept in mind that an entrepreneur has the skills and
techniques within him/her that are to be nurtured and supported
continuously to attain betterment. Entrepreneurs take his enterprises as a
mission and always strive for its growth but never treat it as alternative,
supporting or time killing activities. Through Entrepreneurship we attempt
to engender the special creativity of youthful entrepreneurs, who see
social and economic opportunities where others see only problems.
Entrepreneurs, whether they are working in villages or in the capital
markets, are visionaries who generate livelihood for themselves and
others. Through our
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Entrepreneurship promotion programme we endeavor to encourage,
nurture and support youth for entrepreneurship and support their quest
for the new and untried through skills development, business plan
development support and necessary bank and market linkages.
Livelihoods Hub
The Livelihoods hub will act as a single window which answer all questions
related to Livelihoods development. We are piloting the concept near
Hyderabad to see if a person’s livelihoods needs can all be answered in a
centralized manner. There are various Government/Bank schemes
available for the unemployed, various advanced skill development
programs as well as migration support programs available in isolation. The
Livelihoods hub would be a combination of all these under one roof so that
market need and individual potential can be mapped and the best possible
solution for each individual be suggested.
Agro-based Livelihoods
LABS is a localized model, and as such, it takes into account the
developments in the near and medium term future of a specific locality
while identifying opportunities. Due to the urban nature of its initial
spread, it has been largely fuelled by the new economy and services
sector growth. However, as the geographical scope is expanding, the
necessity to localize courses and rely on sectors which are different from
what ‘traditional’ LABS sectors is only a part of evolution for the concept.
Various models are being tried in our rural centers to link up new
economy livelihoods with the primary sector. Agricultural
entrepreneurship, Food Processing, Dairy and Animal Husbandry,
Floriculture etc. are some of the areas of further expansion for LABS in
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85
rural India. In addition, the percolation of the services sector to the rural
economy is being taken into account while designing skill sets for rural
LABS.
To sum up, LABS has made a impact on marketable skills of youth,
particularly skill sets required at the entry level. The model has amply
demonstrated its potential to channel talents of youth to maximize new
economy options in the world. It has succeeded in bringing value to youth
development programs through the fool proof process oriented approach
and adoption of business strategies to operationalize the field level
activities; diversity of ideas and eventual understanding of youth and
business. In the process of moving forward it will keep the focus on
quality, contextualization of the system and continued ability to learn from
the innovations.
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Annexure 2: Mission, Values, Objectives and Activities
Mission: To provide young adults from an economically weak backgrounds the opportunity to
assimilate into the competitive job market. LABS would help acquire the required livelihood and
social skills in an environment of learning and mentoring that is responsive to the individual's
emotional and developmental needs.
Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
To Provide market
based
opportunity/access
to opportunity
To understand the
market trends in
the short term,
medium term and
long term
Opportunities created through local
networks
Range of courses
covered by the market
scan
No. of local stakeholders consulted. Capturing the local
trends
Developing market
based curriculum
through active
involvement of the
industry
No. of industries that were
involved in Curriculum
Development
Industries' interest
level
Classification of Industry
Participants against Nature & Size
Number of times curriculum for a
specific sector has been revisited
Individual comparison
of Labs trainees vs.
others
Date of latest review of curriculum
Increasing
employability
through delivery of
technical and life
skills programs
% of trainees placed
Confidence in trainees
that they will find
employment
% on LABS Score Card Lack of fear of job
switch in trainees
Alumni perception of
the job preparedness
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Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
Organizing Industry
Visits to provide
practical knowledge
of the technical
skills being
delivered in the
class room
Number of industry visits per batch
Views of the students
on whether it was a
learning experience
Introducing the
students to the
appropriate
opportunity (B2Y
Networking)
% of trainees placed
Nature/health of
relationship with
partners
Number of organizations with which
trainees are placed
% of local organizations with which
trainees are placed
Number of the assignments
Number of the guests lectures
during the batch
Approx Recruitment cost savings on
recruiting Labs students
Commitment and
motivation of the labs
trainees
Approx Cost savings due to lower
attritions rate
Forming and
nurturing an active
alumni community
for further career
development
support
Frequency of formal alumni
interaction
Communication
patterns between
alumni
Number of alumni receiving further
employment opportunities through
other alumni/alumni network
Role played by LABS
in maintaining vibrant
alumni communities
To cater to youth Making people No. of persons attending road show Feedback from
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Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
from economically
and educationally
weak backgrounds
aware about LABS
and DRF in their
community
community
organizations that we
work with for the
purpose of
mobilization as to the
effectiveness of the
communication effort
Gender break up of persons
attending road shows
Analysis of actual
communication
material of projects
Identifying BPL
communities/youth/
Families
Socio-Economic Profile of Trainees
Analysis of family
background of
beneficiaries
Conducting Road
Shows and
Counseling
Prospective
Trainees
Selection Ratio at Road Shows Case studies of LABS
trainees
Conducting an
Interest Inventory
Test to match
trainees’
personality with
market requirement
Identifying school
dropout from BPL
# of years since they discontiued
their education
To improve the
quality of life of
such youth and
their families
Ensuring that the
eventual livelihoods
result in significant
addition to family
income
% of trainees placed
Social benefits of
increased income
peers and families)
Career path over 10 years for a
entry level performer
Improvement in
Quality of Life
Average family income increase
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Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
Change in consumption pattern
Fostering
responsibility and a
sense of ownership
for their family
through the life
skills programs
% of income saved
View of family on
whether the trainee
has become a more
responsible person
% of debt on income prior and post
labs training
Number of younger siblings of LABS
trainees pursuing education
Number of LABS trainees pursuing
higher education
To be responsive
to the youths'
emotional and
developmental
needs
Evaluation of the
Individual Youth
Development
Program(IYDP)
throughout the
training period
Number and frequency of IYDP
assessments
Cultivating the work
culture and work
responsibility within
the trained youth
(Work Readiness
Module)
Duration of work readiness module
Views of the
facilitators and the
coordinators about the
students( work
readiness module)
% of trainees that clear their first
interview
Employers' feedback
on how quickly the
trainees adjusted to
work environment
Avg # of jobs offers received by a
trainee
feedback on the
process of Work
Readiness Module
# of trainees taking remedial
classes for work readiness
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Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
Understanding post
placement issues
through post
placement surveys
and trying to cater
to such issues
Number of alumni continuing with
the same employer for more than 6
months
Employee feedback on
areas of improvement
in the course
Number of alumni who have
received a promotion since
graduation
Number of advanced skill training
sessions for alumni
To foster an
environment of
learning and
mentoring
Identifying persons
with high self
awareness and
motivation as staff
Total # of employees Reason for working
with LABS
Break up against organ gram
Break up of field Vs. support staff
Self esteem levels
before and after
joining LABS
Classification of educational
background of staff
Providing ways and
means for staff to
grow to their
maximum potential
Frequency of employee appraisals
Varied exposure
provided to employees
in terms of location,
project nature etc
Number of advanced skill training
sessions for employees at different
levels
Existence of a clear
career path for
employees within
LABS
Matching the
aspiration levels of
employees
To train facilitators
so that the
% of facilitators who have gone
through the induction process
Informal/formal
mentoring
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Social Book Keeping/Indicators Objectives Activities
Quantitative Qualitative
appropriate
learning
environment is
created
relationships within
the organization
Number of CMF’s in the organization
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Annexure 3: Case Studies
1. From worries to laurels…Laxmi’s story
It was August 2001. Laxmi had just turned 18 and had dropped out of
Intermediate college. The family finances had been hit badly since her
mother – a packaging worker in a pharmaceutical factory was not being
paid her Rs 2000 monthly wage for nearly 6 months. Her father, a worker
in a printing press, earned just Rs 2000; quite inadequate for the family of
4. (Laxmi has a younger brother). Laxmi was forced into taking a
livelihood decision. All she could think of was getting a job as a
receptionist. However, her becoming aware about LABS and subsequent
selection in the Customer Relationship and Sales – CRS course in August
changed all that. “Those 3 months at LABS made all the difference to my
outlook and confidence”, asserts Laxmi, and this was vindicated by her
selection in Ion Exchange Limited as a Sales Trainee for their water
purifier division in direct sales. As the only girl selected, apart from 8
LABS male students, Laxmi felt she had “to prove herself”. However, she
and the others were completely unprepared for the gruelling daily routine,
where they were expected to make around 60 house visits (Laxmi calls
them “door knocks”) daily. After 2 months, all the boys discontinued,
unable to withstand the pressure; Laxmi, however carried on undaunted,
despite her father’s anger at her coming home well past 9 p.m. almost
everyday. Madhusudhan Rao, the Area Sales Manager stepped in and
counseled the family; it also helped that Laxmi was earning Rs 2800 per
month; more than her father, in fact.
It was a matter of time before Laxmi made her first independent sale and
from then on, there was no looking back. She averaged around Rs 3500
per month including incentives and was the best performer for 7 months
in her 18 month tenure in the firm. Phrases like “cold calls, closing a sale
and objection handling” became part of her vocabulary; she enrolled back
in college, passed her Intermediate exams. Now intends to appear for her
graduation finals, because, “between me and the other boys in the
Social Audit Report 2004-05
93
company, I was as good if not better; the only extra mileage they had
was the degree,” she says.
The highlight came when she was selected for a 4-day holiday to Ooty,
where she stayed in a 4 star hotel, and was presented with a medal by
the Chairman of Ion Exchange. When asked what was special about the
trip, “My room”, she says excitedly and adds, almost as an afterthought,
“the Botanical Gardens.”
After 18 months of direct selling experience, Laxmi decided to call it quits;
as she says, “I was so confident of getting another job as a team leader
elsewhere, that I did not worry.” So when LABS, her alma mater, tested
her skills as a faculty for the CRS course and offered her the job, she
accepted instantly since, “I can now not only share my experiences with
the students, but also try and make them as confident as myself.”
___________________________________________
2. Dreaming the Reality…
Life for 15 year old Abishek Bane was just like any other boy’s his age.
School, friends, cricket, music, fun…Never did he think that all this will
change so drastically in the span of 2 months. Abishek’s father, a
Purchasing officer in a Screen Printing Press in Mumbai, was out of job
because of the sudden closure of the company. His father was broken
down and it was then that Abishek realised that his childhood was over.
To support the family and also fend for his younger brother’s education,
Abishek set out to earn a livelihood. Working in a city like Mumbai is quite
an overwhelming experience for most. So Abishek was on the lookout for
a training institute which would equip him, in a span of a few months, with
the skills to match the industry demand. He was voicing these concerns to
his friends one evening after a tiring day of jobhunting. That was when
Swapnil, also a LABS student, introduced Abishek to the world of
LABS. “I haven’t turned back after that. The minute I came to know of the
courses at LABS I knew my heart lies in the Customer Relations and Sales
Social Audit Report 2004-05
94
(CRS) course. I really enjoyed my three months at LABS and it was also
an eye-opener for the harsh realities of work life.
The Youth Festival conducted in Hyderabad by Dr. Reddy’s Foundation is
an unforgettable event in my life. It was a great learning experience. One
particular discussion about new economy skills that a couple of us were
having with Mr. Raj Iyer, Director DRF, has stayed with me. That was
when I first realised the potential that BPO is going to have in the future
and it seemed an interesting area to work. After my training at LABS, Ace
Hygiene Products immediately absorbed me. I worked there for 7 months.
I was earning a standard Rs. 3,500/- a month plus had target incentives.
In fact I had achieved huge sales in the 5th month and I earned Rs,
9,500/- as target incentive. Though I was achieving good results in this
job, I was still attracted to the BPO sector. So when the opportunity of
working as a desk executive at Intel came up, I immediately joined. The
job profile included promoting and trouble shooting Intel Pentium 4. I am
currently working for ‘Les Concierges’ as a desk executive. I have my desk
at Compaq & Bharti Telephonic Services and earn Rs. 6,500/- a month.
Apart from my healthy career growth, I am also proud that I have
established a small business for my father. I have bought a computer and
he now takes up data entry assignments and is able to get a regular
income. My brother is also doing well in his studies. My head is still
buzzing with ideas. ‘Sound Garden’ is my dream project!” Wondering what
it could be? “It is a BPO that 2 of my friends and me are going to
establish. We already have a good client base. It will soon launch off!” Do
you want to study? Prompt comes the reply, “No, I am now the team
leader at Les Concierge. I am heading a group of B. Tech’s and PG’s. I
don’t think after such an experience I need a graduation!” If your head is
not reeling already then Abishek’s closing words will provide that impact…
“ If you need more information about me just visit my webpage,
www.xanga.com/abigor. By the way, Abigor is my favourite Hard Metal
Music Group!”
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Annexure 4: Financial Statements
DR.REDDY'S FOUNDATION
6-3-655/12, SOMAJIGUDA , HYDERABAD - 500 082.
BALANCE SHEET AS ON 31 st MARCH, 2005
In Rs
LIABILITIES Sch. No.
Amount Amount ASSETS Sch. No. Amount
Capital Fund 1,001 Fixed Assets 6 42,466,405
Fixed Deposits With
Scheduled Banks 7 3,250,000
Reserves & Surplus : Other Deposits 8 333,736
From Previous Years 56,891,453
Less: Excess of Expenditure over
Income 2,905,313 53,986,140
Current Assets,
Loans & Avances
Current Liabilities & Provisions
Cash In Hand 9 107,600
Revolving Fund- APUSP 1,000,000 Cash with Bank 10 11,469,044
Expenses Payable 1 1,421,631 Loans & Advances 11 1,976,386
Sundry Creditors Accrued Interest On
Fixed Deposits 12 446,666
- For Capital Items 2 1,018,335 Prepaid Expenses 13 91,842
- For Expenses 3 484,559 TDS Receivable 14 289,148
- Others 4 689,497 Amount Receivables 4 140,000
Statutory Liabilites 5 636,028
Other Payables 11 1,333,636 6,583,686
60,570,827 60,570,827
As per our report attached
for A.Ramachandra Rao & Co.,
for Dr. Reddy's Foundation
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Annexure 5: Questionnaires
Batch Pass Out:
Place:
Trainees
1. How did you get to know about the labs program? And when?(Tick One)
a. Local Community
b. Newspaper
c. Television
d. Internet
e. Awareness by LABS employees
f. Any other, specify.
2. What are your education qualifications? Why couldn’t you continue your studies?
When did you drop out?
_____________________________________________________________________
_____________________________________________________________________
_______________________________________________________________
3. Would you like to study ahead? If so, why and what?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________
4. Do you want your younger siblings to study ahead?
a. Yes
b. No
5. If No. Give reasons.
___________________________________________________________________
6. Why did you join LABS?
_____________________________________________________________________
_________________________________________________________________
7. What course did you choose? And why?
_____________________________________________________________________
_________________________________________________________________
8. How many times have your parents visited the LABS centre? On what
Occasions?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________
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9. How many times you have gone for the field visits in your
respective industry during the training?
___________________________________________________________________
10. What do you see as your career path over the next 10 years?
___________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_______________________________________________________________
11. Have you attended any advanced training programs at LABS?
i. Yes
ii. No
If yes, who conducted these training programs?
___________________________________________________________________
___________________________________________________________________
12. Did you make students portfolio?
iii. Yes
iv. No
13. Did you face any kind of inconvenience during the training? If yes, please
specify.
_____________________________________________________________________
_____________________________________________________________________
_______________________________________________________________
___________________________________________________________________
14. How the Work Readiness Module did helped you in preparing for the job?
_____________________________________________________________________
_____________________________________________________________________
_______________________________________________________________
___________________________________________________________________
15. Do you think WRM helped you in preparing yourself for the interview for job?
a. Yes
b. No
16. Where do you work?
___________________________________________________________________
17. Is this your first job?
i. Yes
ii. No
18. Since when are you working in this company?
___________________________________________________________________
19. Have you received any promotion?
i. Yes
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ii. No
20. What was your monthly family income before LABS?
i. Rs 1000 to 2000
ii. Rs. 2000 to 3000
iii. Rs 3000 to 4000
iv. Above Rs 4000
21. What’s your current family income?
_________________________________________________________________
22. What is your parent’s Occupation?
__________________________________________________________________
23. Who was the principal earner prior to LABS?
__________________________________________________________________
24. Who is the principal earner post LABS?
___________________________________________________________________
25. What are the benefits of the increased income?
i. Decision making authority at home
ii. Respect among the peers
iii. You have become role model for others
iv. Any other, specify
26. What has been your monthly consumption pattern in the past before joining the
job? (Rank them 1-6, 1st with highest money spent)
a. Groceries
b. Clothes
c. Education
d. Entertainment
e. Paying off old debts
f. Transportation
g. Any other, specify
27. What is your present monthly consumption pattern? (Rank them 1-6, 1st with
highest money spent)
i. Groceries
ii. Clothes
iii. Education
iv. Entertainment
v. Paying of the debts
vi. Transportation
vii. Any other, specify
___________________________________________________________________
28. What was your monthly saving before LABS?
___________________________________________________________________
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29. What is your present monthly saving?
___________________________________________________________________
30. What have you brought after the joining the job or plan to buy
i. Bike
ii. Scooter
iii. Television
iv. Fridge
v. House/ Flat/ Land
vi. Medical Policies
vii. Any other, specify
31. What changes have you observed within your self?
i. More Responsible
ii. More motivation
iii. More Confidence
iv. More ambitious
v. More self awareness
vi. Any Other, specify
32. Have you enrolled yourself in the alumni batch?
i. Yes
ii. No
33. Did you ever got the job availability information from your batch mates? What
were those? Did you consider them?
_____________________________________________________________________
_________________________________________________________________
34. How many times do you meet your batch mates’ group in a year?
a. Yearly
b. Half Yearly
c. Quarterly
d. Monthly.
35. How do you get know about the details of the alumni meet?
a. Internet
b. Post
c. Phone
d. Any other, specify
36. Have you ever faced any kind of problem in your job? If yes, did your batch
Mates helped in solving that? If Yes, how?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________
37. What kind activities take place in the alumni meet?
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______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
38. Do you think you will be able to find other jobs?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___________________________________________________________________
39. Why would you want to switch jobs?
a. Increase in salary
b. Career growth opportunity
c. Better peer group
d. More exposure/ learning
e. Any other, pls specify
______________________________________________________________________
40. Do you plan to be associated with the LABS and DRF? How and why?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
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Families
2. What do you know about LABS? How did your son/daughter get to know about it?
_________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
3. What was your first reaction when your child wanted to join LABS?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
4. Do you think your son/ daughter has become more responsible?
a. Yes
b. No
5. If yes, then how?
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
6. What was your monthly family income per month before your child started
working?
a. Rs. 1000 to 2000
b. Rs. 2000 to 3000
c. Rs 3000 to 4000
d. Above Rs 4000
7. What is your present family income?
_____________________________________________________________________
8. What was your monthly consumption pattern before your son/daughter had joined
job? (Rank 1-6, 1st with highest money spent)
a. Groceries
b. Clothes
c. Paying of old debts
d. Education
e. Entertainment
f. Transportation
g. Any other
9. What is the current monthly consumption pattern? (Rank them 1-6, 1st with highest
money spend on)
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a. Groceries
b. Clothes
c. Lying of the old debts
d. Education
e. Entertainment
f. Transportation
g. Any other, specify
10. What is the current monthly savings in the family?
________________________________________________________________
11. What do you think your neighbours think about LABS?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
12. What are their opinions about your son/ daughter after joining the LABS?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
13. After you son/ daughter has done well, do you want your other children to study
instead of working for the livelihood? If yes, why?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
14. Would you like your son/ daughter to be associated with DRF/ LABS in the future?
If so, how? Give reasons.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
15. What are the other benefits of the increased income?(Tick them)
a. Increase in status among the neighbours
b. Respect given by the neighbours
c. Change of the family’s role and increase in the value in the society
d. Any Other, specify
_________________________________________________________________
16. Has your family been able to afford better quality?
a. Housing
b. Water
c. Medical facilities
d. Insurance
e. Any other, Pls. specify.
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Local Neighbourhood
1. What do you know about LABS?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
2. Did you like the LABS concept? If No, why not? If so, why?
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
3. Has your son/ daughter also joined or do they plan to join LABS?
a. Yes
b. No. If so, why?
_____________________________________________________________________
_____________________________________________________________________
4. After knowing that the LABS students are doing well, would like your son/
daughter to join?
______________________________________________________________________
____________________________________________________________________
5. What do you think, the parents and families feel about the trainees?
a. Proud
b. Happy
c. Envious/ Jealous
d. Any other, specify
______________________________________________________________________
6. What is the impact of the LABS student on families, children and on your city/
town/ village?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
7. Is there any difference in the living standards of the trainees before or after LABS?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
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Name of the Company:
Name of the Employee spoken to:
Email Address:
Primary Business of the Company:
Number of employees:
Number of branches (if applicable):
Industry
1. How did you come to know about the Labs? What is its most attractive feature?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
2. What are the objectives of the Labs program? Ranking of objectives
a. Employability
b. Increase in the average income
c. Capitalizing on the boom in the National economy
d. Increase in the living standards
e. Reducing crime rates
f. Any other, pls specify.
_______________________________________________________________s
3. How was DRF able to contribute and your leverage funds to create the greater
impact of the project? Tick One
a. Through its expertise of the process
b. Through its own funds
c. Through the time of its volunteer
d. Through its well qualified, pool experienced and enthusiastic staff at
various levels
e. Any other, please specify
4. How many trainees have been recruited by your organization?
__________________________________________________________________
5. How many of them received promotion?
__________________________________________________________________
6. How many trainees clear their interviews on an average?
__________________________________________________________________
7. Have you recruited any LABS trainees through the other LABS alumni that are
present in your organization? If yes, how many?
_________________________________________________________________
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8. Have you taken in any LABS trainees for the purpose of an
assignment/on the job exposure during the course?
a. Yes
b. No
9. How do you think LABS trainees are different from the other employees? (Rank
them)
Positive a. More Committed
b. More Motivated
c. More prepared for the work
d. Lesser likely to quit
e. Having more skills than other recruits
f. More eager to move up
g. Any Other, specify
Negative a. Less Committed
b. Less prepared to do any work
c. Less Motivated
d. More likely to give up
e. Having lesser skills
f. Less eager to move up
g. Any other, Please Specify
10. What will be the predicted career path over 10 years for an entry level
performer in your industry?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
______________________________________________________________
11. At each of these career points could you approximate a salary figure?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
12. How much training do LABS trainees require in comparison with your other
recruits?( in terms if training hours/ days)
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
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13. How many times have you recruited from LABS?
__________________________________________________________________
14. Are you satisfied with the skill levels and the quality of work of the trainees that
you have recruited?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_____________________________________________________________
15. Are you satisfied with the information that you have received about LABS
happenings from time to time? What more information should be included?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
16. Do you think that the relationship between your organization and the LABS
trainees is being nurtured appropriately at all required levels?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
17. What is the approximate cost saved on recruiting one Labs trainee (in terms of
advertisement cost, interviewing cost, savings due to lower attrition rate etc.)?
___________________________________________________________________
___________________________________________________________________
________________________________________________________________
__________________________________________________________________
18. Have you been involved in the development of LABS curriculum?
a. Yes
b. No
19. Are there any areas in which you would like the LABS curriculum to improve?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
20. Do you think that assignments are useful to the development/work preparedness
of a LABS trainee?
a. Yes
b. No
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21. Do you think LABS trainees adjusted more quickly to the work environment
than other recruits?
a. Yes
b. No
22. What percentage of trainees was able to clear the interviews atyour
organization?
__________________________________________________________________
23. How do we train our trainees up to your Industry norms?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
24. What would increase the creditability of LABS as a competent entry level
trainer?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
25. Have you ever reprimanded LABS trainees?
__________________________________________________________________
26. Has a LABS trainee been asked to discontinue work in your organization? If so,
why?
___________________________________________________________________
_________________________________________________________________
27. What is your future Association Plans with LABS?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
28. What is your future association plans with DRF?
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_______________________________________________________________
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Name of the Partner -
Partners
1. How did you get to know about the LABS? What is it’s the attractive feature?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
2. Would you say that LABS achieved its objectives?
a. Yes
b. No
3. What is the main objective of the project?
a. Employability
b. Increase in the average income
c. Capitalizing on the boom in the National economy
d. Increase in the living standards
e. Reduction in crime rates.
4. How was DRF able to contribute and your leverage funds to create the greater impact
of the project? Tick One
a. Through its expertise of the process
b. Through its own funds
c. Through the time of its volunteer
d. Through its well qualified, pool experienced and enthusiastic staff at various
levels
e. Any other, please specify
5. How do you feel about the success of the project?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
6. Do you think, we have safeguarded the interests of the trainees, or youths from
BPL?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
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__________________________________________________________
______________________________________________________________________
_______
7. In your views, the ROI of project would be (Rate them 1-6, 1st being the best
return)
a. Increased Employment of trainees
b. Increase in Quality in life (QOL) and Standard of living (SOL)
c. Reduction in youth taking to crimes
d. Local economy advancement
e. Branding (for you)
f. Achievement of your organizations objective
h. Any other, specify.
8. Would you say LABS has good Return on Investment?
a. Yes
b. No
9. Were the reports adequate to provide the enough progress about the project?
f. Yes
g. No, why?
10. The project’s impact was felt mainly through… (Rate them 1-6, 1st being the Best)
a. Increase employability of trainees
b. Increase in Quality in life (QOL) and standard of living (SOL)
c. Reduction in youth taking to crimes
d. Local economy advancement
e. Branding (for you)
f. Achievement of your organizations objective
h. Any other, specify.
11. What are your future association plans with project Labs?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
12. What are your future association plans with DRF?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
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Staff
1. When did you join LABS?
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
2. You started working as? And now you are working as?
______________________________________________________________________
____________________________________________________________________
3. In what ways is working with LABS and DRF helping you meet your personal and
professional aims and goals?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
4. Why are you working in LABS?
______________________________________________________________________
____________________________________________________________________
5. When was your last appraisal done?
_____________________________________________________________________
6. What are your educational qualifications?
______________________________________________________________________
____________________________________________________________________
7. What are your career growth perceptions within the LABS?
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
8. What are the other varied career growth opportunities for you?(outside of DRF &
LABS)
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
9. Have you attended the induction program?
a. Yes
b. No
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10. What was your experience while working with the trainees?
______________________________________________________________________
______________________________________________________________________
___________________________________________________________________
11. What are the positive and negative changes you have noted in the trainees?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
12. What is the number and the frequency of IYDP assessments?
______________________________________________________________________
____________________________________________________________________
13. Does Work Readiness Module help the trainees? How?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
14. What is the duration of Work readiness Module?
______________________________________________________________________
____________________________________________________________________
15. How many job offers does each trainee get, on an average?
_____________________________________________________________________
16. How many trainees clear the 1st placement interviews?
_____________________________________________________________________
17. How many industry visits are undertaken by per batch?
_____________________________________________________________________
18. How is the relationship maintained between the trainees and the industry people?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
19. How many trainees are placed in the local area?
_____________________________________________________________________
20. How many alumni batches are there in your center?
_____________________________________________________________________
21. What many times does alumni meet takes place in a year?(Tick One)
a. Yearly
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b. Half yearly
c. Quarterly
d. Monthly
22. How do you inform the trainees?
a. Internet
b. Post
c. Phone
d. Any Other
23. How many advanced training programs have been conducted for the alumni?
_________________________________________________________________
24. What events take place in the alumni meet?
_________________________________________________________________
25. How many advanced training programs have you attended?
_________________________________________________________________
26. Are you a certified master facilitator?
_________________________________________________________________
27. Is your self esteem level
a. Increased
b. Decreased
after joining LABS?
__________________________________________________________________
28. How do DRF/ Labs contribute to your career growth? Please rank/
a. Increased exposure to different projects
b. Increased geographical movement
c. Mentoring through the system formally/ informally
d. Through interaction with other enthusiastic and well qualified
professionals
e. Through salary packages that are competitive
f. Any other, Please Specify
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Trustees
1. What was the original concept and idea behind LABS? Is the project serving its
purpose that you had thought off?
____________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
__________________________________________________________________
2. Would you say that LABS achieved its objectives?
c. Yes
d. No
3. What is the main objective of the project?
f. Employability
g. Increase in the average income
h. Capitalizing on the boom in the National economy
i. Increase in the living standards
j. Reduction in crime rates.
k. Any other, please specify
4. How do you feel about the success of the project?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
5. Do you think, we have safeguarded the interests of the trainees, or youths from BPL?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________________________________________________________________
6. Would you say LABS has good Return on Investment?
a. Yes
c. No
7. In your views, the ROI of project would be (Please rate them from 1-6, 1st being the
best return)
a. Increased Employment of trainees
b. Increase in Quality in life (QOL) and Standard of living (SOL)
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c. Reduction in youth taking to crimes
d. Local economy advancement
e. Branding (for you)
f. Achievement of your organizations objective
h. Any other, Please specify.
8. The project’s impact was felt mainly through…... (Please rate them from 1-6, 1st
being the Best)
a. Increase employability of trainees
b. Increase in Quality in life (QOL) and standard of living (SOL)
c. Reduction in youth taking to crimes
d. Local economy advancement
e. Branding (for you)
f. Achievement of your organizations objective
h. Any other, Please specify.
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Annexure 6: Pre-Social Accounting Analysis
What do we already do?
Please complete this form as accurately as possible. Tick if you have the core “foundation” information available and if you are keeping records or collecting data that contributes to social accounting. You may also want to add explanatory comments. You may also be gathering other information which you will write into the “other” box.
Core foundation information: Do you have…
Tick
Comments
…a clear, concise Mission statement?
X
…clearly stated and agreed Values which underpin the way the organisation works?
X
…clear Objectives which express the social, environmental and economic purpose of the organisation?
…a way of linking what is done day by day (your Activities) to the Objectives?
…an understanding of all the Stakeholders whom you affect and who can affect you?
Documentation / Record-keeping: Do you have…
Tick
Comments
…accurate and full records of work done or services provided - What? Who? How? Where?
…countable information and data - How many? How much? When?
x MIS System was set up last year
…agreed indicators for aspects of your work?
x As and when required by partners and in agreement with them
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…annual performance targets? …feedback/evaluation forms from trainees, clients, people you work with, etc.
…detailed employee/volunteer records
X Some, not as much as we’d like
…record of training for: employees/volunteers/directors/members
X
…regular employee reviews/appraisals
X
…employee time-sheets …anecdotal feedback on quality recorded in writing
X
…minutes of meetings X …agreements with other stakeholders - partner organisations, funders, etc.
X
…one off project or service evaluations
X
…internal or external reports to funders or other stakeholders
X
Other forms of documentation and record-keeping? Case Studies, Market Scan Reports, Inception Reports, Placement Reports, IYDP Reports Stakeholder Consultation Tic
k Comment or details
Do you do regular and systematic consultation using a questionnaire with:
No It is mostly case based. For example, appraisals for employees are done, but the issues covered would be incomplete from an organization perspective.
− Employees − Volunteers − Customers/clients/trainees/ben
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eficiaries − Board/management committee
members
− Funders − Partner organisations − Community groups/community
members
− Wider community/general public
Other forms of regular and systematic consultation with:
Details
− Employees − Volunteers − Customers/clients/trainees/ben
eficiaries
− Board/management committee members
− Funders − Partner organisations − Community groups/community
members
− Wider community/general public
Other forms of Consultation? Use of and Compliance with other Quality Assurance or External Standards
Tick
Comment
Health and safety policy and procedures
x
Equal opportunities policy and procedures
Investors In People Employment of disabled people (standards)
PQASSO
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Development Trusts Health-check Key Social & Co-operative Performance Indicators
Social Firms Performance Dashboard
Other quality assurance systems or external benchmarks/standards? Reporting on Social, Environmental and Economic Performance
Tick
Comments
Publish report on social, environmental and economic performance
Include a section in the annual report
Give a verbal report at the AGM Circulate a newsletter with details to the community or to stakeholders
x
Write and publish relevant case-studies
x
Write internal reports on social, environmental and economic performance
Set annual targets for social, environmental and economic performance
Reports on social, environmental and economic performance to funders or other stakeholders
x
Other forms of relevant reporting?
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Discussion about Social, Environmental and Economic Performance
Tick
Comments
Regular agenda item at Board/Management Committee meetings
x
Regular discussion by Management team
x
Regular discussion by/with employees/volunteers
Regular discussion/consultation/focus groups with:
Details
− Customers/clients/trainees/other beneficiaries
− Partner organisations x During Curriculum Development
− Community groups X During Roadshows − Funders − Wider community/general
public x During Market Scans
Any other relevant examples of how you explore, assess or report Social, Environmental and Economic Performance? (Please continue on a separate sheet…)
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Annexure 7: List of Exhibits
1. Exhibit1: The LABS Model
2. Exhibit 2: The LABS Process
3. Exhibit 3: Size of the Organizations Participating in Curriculum
Development
4. Exhibit 4: Organizations Participating in Curriculum Development
5. Exhibit 5: Would you be confident about your ability to change
jobs in the future?
6. Exhibit 6: Number of Industry Visits per Batch
7. Exhibit 7: Sector-wise Placement Break-up
8. Exhibit 8: Trainee-Industry Relationship is nurtured by
9. Exhibit 9: Are you satisfied with the relationship maintained by
LABS staff?
10. Exhibit 10: How do you inform alumni about meetings?
11. Exhibit 11: Number of LABS graduates receiving further
employment opportunities through other alumni
12. Exhibit 12: Source of Information
13. Exhibit 13: What is LABS?
14. Exhibit 14: Monthly Income of LABS Families (Pre-LABS)
15. Exhibit 15: Time Gap between drop out from education & LABS
enrollment
16. Exhibit 16: Is there any difference in the living standard of the
trainees before and after LABS?
17. Exhibit 17: Major products purchased by the LABS trainees
18. Exhibit 18: Family Income Increase Pre and Post LABS
19. Exhibit 19: Average Savings
20. Exhibit 20: Social Benefits of Increased Income
21. Exhibit 21: Changes in the Trainees, Post LABS
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22. Exhibit 22: Percentage of the LABS trainees who
want their younger siblings to pursue higher education
23. Exhibit 23: Higher Education Targets
24. Exhibit 24: Duration of the Work Readiness Module
25. Exhibit 25: How did the Work Readiness Module help the LABS
trainees?
26. Exhibit 26: Number of Trainees who Clear their First Interviews
27. Exhibit 27: Adaptability of LABS Trainees to Work Environment
28. Exhibit 28: Number of Job Offers Received by a Trainee
29. Exhibit 29: Work Readiness Module Helped in ….
30. Exhibit 30: Reasons for working with LABS
31. Exhibit 31: Educational Qualifications of LABS Employees
32. Exhibit No 32: Service Period in the Organization
33. Exhibit 33: Number of Advanced Training Programs Attended by
Staff
34. Exhibit 34: In what ways are LABS and DRF helping you meet
your personal & professional aims & goals?
35. Exhibit 35: Objectives of the LABS training
36. Exhibit 36: Impact of LABS on the Society
37. Exhibit 37: How do you want to be associated with the LABS? –
Trainees’ Views
38. Exhibit 38: What are your future association plans with LABS?
39. Exhibit 39: Annual Expenditure