what’s inside life insurance corporation of india (lic) and has vast experience in the fields of...

What’s InsIde

12 Early Childhood Care and Education

16 Pre-Service Teacher Training

20 Skill Development

24 Drought Mitigation

01 Delivering Hope 03 DHFL - At a Glance 04 Board of Directors

06 Chairman & Managing Director’s Foreword 08 DHFL’s CSR Philosophy 09 CSR Committee

10 Key Principles of CSR 12 Early Childhood Care and Education 16 Pre-Service Teacher Training

20 Skill Development 24 Drought Mitigation 28 Financial Literacy

30 Other Programmes 33 Our CSR Partners 34 Activity-wise Spend

Hope resonates with Aspiration. Hope drives an individual to aspire for better living standards leading to a life of greater dignity and self-respect.DHFL has been raising hope and delivering aspirations of home ownership to the lower and middle income (LMI) segment, for more than three decades. Thus, encouraging a safer and healthier living environment. In this journey, we have gathered immense knowledge and consumer insights helping us deliver inclusive growth and develop a business model, to reflect our ethos “Changing Rules. Changing Lives”.

Under our CSR commitments, we have been delivering sustainable solutions to encourage equal opportunity, maximise human development and leverage the aspirations of youth, women and vulnerable populations.

We recognise the power of hope by creating aspirations and delivering opportunities that are available to all.

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Late Shri Rajesh Kumar Wadhawan Founder Chairman, DHFL

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VISIONTo transform the lives of Indian

households by enabling access to home ownership.

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DHFL, founded in 1984, is one of the leading housing finance companies in India and perhaps the first to be established with the main objective of providing affordable housing finance to the lower and middle income (LMI) segment in semi-urban and rural India.

Over the years, we have evolved as a financial services company to address various financial requirements of customers, including savings, loan and protection. As a Group, our product offerings also include insurance, mutual funds, education loans to service the incremental needs of our customers. We continue to stay true to our commitment of serving the lower and middle income segment, while being equipped to cater to customers across all social spectrums.

Built on a strong business foundation, an extensive distribution network, proven industry expertise and a deep understanding of the Indian customer, we continue to transform the quality of life of our customers by enabling financial access.

Key Operational & Financial Highlights as on March 31, 2016dhFL - at a GLance

` 7,316.72 CRORETOTAL REVENUE

349 LOCATIONSAcross India; with wider presence in tier II & tier III locations

16.74% CAPITAL ADEqUACy RATIO (CAR)

0.93% GROSS NPA

0.58% NET NPA

substantially lower than industry benchmarks

` 69,523.86 CRORE ASSETS UNDER MANAGEMENT

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Board oF dIrectors

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Mr. Kapil Wadhawan Chairman & Managing Director

Mr. Kapil Wadhawan joined DHFL in September 1996 as a Director and became the Chairman and Managing Director of the Company in July 2009. He led DHFL into becoming a world-class financial services Company.

Under his leadership, the Company commenced its transformational journey, reaching out to customers across the length and breadth of the country. He has been instrumental behind DHFL setting up representative offices globally – at Dubai and London.

He spearheaded the acquisition of the housing finance arm of ING Vysya Bank Ltd. in 2003 and that of First Blue Home Finance Ltd. (erstwhile Deutsche Postbank Home Finance Ltd.) in 2011. He also established India’s low income segment specific Company, Aadhar Housing Finance Ltd., in association with International Finance Corporation (IFC), a member of the World Bank group. Mr. Kapil Wadhawan also led the foray of DHFL into the education loans sector through Avanse Financial Services Limited in 2013, in life insurance through DHFL Pramerica Life Insurance Company Ltd. in 2014 and in asset management services through DHFL Pramerica Asset Managers Private Limited in 2015-16.

Mr. Vijay Kumar Chopra Independent Director

Mr. V. K. Chopra is a Fellow Member of the Institute of Chartered Accountants of India (FCA) by profession. Mr. V. K. Chopra had a long and illustrious career in banking, having served in the sector for over 38 years in different capacities. He was the Chairman and Managing Director of Corporation Bank and SIDBI and an Executive Director with Oriental Bank of Commerce for a long tenure. His last assignment was with the Securities and Exchange Board of India (SEBI) where he served as a whole-time member for two years until March 2008. He is a Non-Executive and Independent Director on the Board of several listed companies. He joined the Board of the Company as an Independent Director on May 12, 2008.

Mr. Guru Prasad Kohli Independent Director

Mr. G. P. Kohli is the former Managing Director of Life Insurance Corporation of India (LIC) and has vast experience in the fields of insurance, housing, human resource development,

information technology and marketing, having worked in different positions at LIC. He holds a Masters Degree in English Literature MA (Hons) and has acquired a Diploma in Labour Laws, Labour Welfare and Personnel Management - LLD. Mr. G. P. Kohli is on the Board of the Company as an Independent Director since May 23, 2001.

Mr. Dheeraj Wadhawan Non - Executive Director

Mr. Dheeraj Wadhawan is the Promoter of the Company. He is the son of Late Shri Rajesh Kumar Wadhawan and brother of Mr. Kapil Wadhawan, Chairman & Managing Director. He has graduated in construction management from the University of London. He has over 15 years of experience in the real estate and construction industry. He joined the Board as a Non - Executive Director on May 12, 2008.

Mr. Kapil Wadhawan is an MBA in Finance from Edith Cowan University, Australia.

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Dr. Rajiv Kumar, senior fellow at Centre for Policy Research (CPR), is an economist and the author of several books on the Indian economy and India’s national security.

Dr. Rajiv Kumar is also Chancellor of the Gokhale Institute of Economics and Politics in Pune and the founding Director of Pahle India Foundation, a Non-Profit Research Organisation that specialises in policy-oriented research and analysis. Before coming to CPR, he was Secretary General of the Federation of Indian Chambers of Commerce and Industry (FICCI). He has also served as Director & Chief Executive of the Indian Council for Research on International Economic Relations (ICRIER) and Chief Economist of the Confederation of Indian Industries (CII), as well as in positions with the Asian Development Bank, the Indian Ministry of Industries, and the Ministry of Finance. He presently sits on the boards of several international and national institutions, including the King Abdullah Petroleum Studies and Research Center in Riyadh, the Economic Research Institute for ASEAN and Asia in Jakarta and the Indian Institute of Foreign Trade. He was a member of the Government of India’s National Security Advisory Board between 2006 and 2008.

Dr. Kumar holds a DPhil in Economics from Oxford and a PhD from Lucknow University. He joined the Board as an Additional (Independent) Director on August 7, 2015.

Ms. Vijaya Sampath Independent Director

Ms. Vijaya Sampath is a reputed senior legal professional with over 30 years of corporate and legal experience. She has worked both as a Partner in a law firm and as an in-house Legal Counsel and Company Secretary for large Indian corporations

Mr. Mannil Venugopalan Independent Director

Mr. M. Venugopalan holds a degree in Bachelor of Commerce from Kerala University. He has worked as a Commercial Banker for nearly four and a half decades. He started his career as a Probationary Officer with Bank of India in 1966. In 2000, he joined Union Bank as an Executive Director. In 2003, he returned to Bank of India as its Chairman and Managing Director. In May 2005, he joined Federal Bank as the Managing Director & Chief Executive Officer. He has also been a runner-up for the E&y Entrepreneur of the year 2009 award. He joined the Board of the Company as an Independent Director on February 25, 2013.

such as the Bharti Group and Indian Aluminium Company Ltd. She has also served on the Boards of several companies in the Bharti Group (including Bharti Infratel Ltd., Bharti AXA General Insurance Co. Ltd.). Ms. Sampath currently heads the corporate practice for the law firm Lakshmikumaran Sridharan. She is also the Ombudsperson for the Bharti Group. In her role as the Group General Counsel and Company Secretary at Bharti Enterprises, she played a key role in managing legal matters related to strategic initiatives like international M&As, contracts, litigation, financing and regulatory matters. She has dealt with several large and complex transactions, including the Zain deal, a major complex transaction in the Indian telecom sector. She also managed the legal and compliance elements of all the joint ventures that the Bharti Group got into, including the Bharti-Wal Mart, Vodafone and AXA deals. Ms. Sampath holds degrees in Literature and Law. She is also a fellow member of the Institute of Company Secretaries of India. She has attended the Advanced Management Program at Harvard Business School and the Strategic Alliances Program at Wharton, USA. She joined the Board of the Company as an Independent Director on August 26, 2014.

Dr. Rajiv Kumar Additional (Independent) Director

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chaIrman & manaGInG dIrector’s ForeWord

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Profits with a PurposeDear Stakeholders,

Three decades ago, our Founder Chairman, Late Shri Rajesh Kumar Wadhawan started DHFL with an inclusive goal of providing housing to each and every Indian. Ever since we embarked on this mission, our CSR values have been embedded in the Company’s DNA. Today, DHFL continues to work towards effecting change by enabling financial access to a shelter and a better tomorrow. The core of our business is part of our CSR philosophy, enabling us to do good (business) and be good at the same time… generating Profits with a Purpose!

DHFL’s ethos of ‘Profits with a Purpose’ is embedded in its very business model. We were one of the first companies to recognise and respect the creditworthiness of the perceived ‘not-so-credit worthy’ common (wo)man. We devised lending models that understood the common (wo)man as worthy of a home loan. Our ability to trust and respect such a (non) entity much before we heard words like ‘financial inclusion’ three decades ago goes a long way to show our commitment to do business that creates a wider impact on society.

A home is foundational to living a decent life. Millions of families in our country live without a secure shelter and this affects their safety, health, social conditions and other areas of their lives. According to the United Nation’s Special Rapporteur on Adequate Housing, urban centres are facing a future where vast inequalities are growing, segregating those who have resources from those who do not. We believe, the right to adequate housing is a pillar to achieve sustainable, inclusive living for all – a goal also of UN’s Sustainable Development Goals (SDGs).Kapil Wadhawan, Chairman & Managing Director

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At DHFL, we have always believed that business and community development are synergistic. Every country, society and community will benefit immensely when inequality is mitigated and everyone achieves a fundamental shelter and standard of living. However, the challenges we face in achieving inclusive growth cannot be met by the private sector, civil society or Governments alone. It requires a concerted action across all sections of the society in realising sustainable goals.

Across our CSR endeavours, respect, pride and dignity are the key pillars along with empowerment and inclusion. Today, it is the responsibility of the privileged sections of society, including corporates, to work towards the upliftment and empowerment of the under privileged.

With the new Government’s focus on health, sanitation and education, especially of the girl child, this is the best time to encourage businesses to deliver inclusive growth with honest results. I take this opportunity to congratulate and thank the Government for giving a fillip to a sense of ‘seva bhav’ or CSR among all countrymen and corporates. This initiative is resulting in definite action for change on the ground.

DHFL works with various CSR programmes which are aligned in letter and spirit to the guidelines laid down for the purpose. This booklet consists of various flagship programmes undertaken by

the company both independently and in partnership with social organisations for the weaker and vulnerable people in our society. The aim of our initiatives is to not only extend financial help but also make a long-lasting difference to each person and their communities through a wider impact. Hence, our CSR programmes are regularly measured for both financial and social effectiveness.

We are open to partnering with corporates and other institutes with a similar vision to work for the under privileged in a more direct, hands-on and sustainable manner. We believe as Indians the culture of individual philanthropy and service is being extended professionally through corporate CSR-led programmes.

This journey would not have been possible without the encouragement, good wishes and partnership of all stakeholders – co-owners of the company, employees, social and local partners and last but not the least, our customers. As we move ahead, we promise to keep ourselves focussed to build a financial services company with a sense of compassion and commitment in empowering every individual to aspire for a better life.

Best wishes,

Kapil WadhawanCMD, DHFL

WE HAVE ALWAyS BELIEVED THAT BUSINESS AND COMMUNITy DEVELOPMENT ARE SyNERGISTIC. EVERy COUNTRy, SOCIETy AND COMMUNITy WILL BENEFIT IMMENSELy WHEN INEqUALITy IS MITIGATED.

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dhFL’s csr phILosophy

our Focus

TO aCTIVeLy eNGaGe IN PHILaNTHROPIC PROGRaMMeS IN aN eFFORT TO PROMOTe THe eNRICHMeNT OF THe SOCIeTy.

As an extension of our business motto - ‘Changing Rules, Changing Lives’, we are committed to implementing social programmes that promote education and create livelihood opportunities among the marginalised, in an endeavour to uplift their lives.

Our three-pronged approach towards delivering hope and contributing to India’s growth trajectory comprises programmes in the areas of Education, Skill Development and Rural Development with a focus on Drought Mitigation.

We have initiated our CSR efforts in these areas through focus on four states – Maharashtra, Tamil Nadu, Andhra Pradesh and Assam.

Investments based on our approach (in %)

Education (51%)

Rural Development (33%)

Skill Development (14%)

Others (2%)

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our csr VIsIon and mIssIon

Maharashtra

Tamil Nadu

Assam

Andhra Pradesh

Map for illustrative purposes only.

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composItIon oF csr commIttee oF the Board oF dIrectors The CSR Committee of the Board comprises the following Directors:Mr. G. P. Kohli - Chairman (Independent Director)Mr. V. K. Chopra - Member (Independent Director) Mr. Kapil Wadhawan - Member (Chairman & Managing Director)

The CSR committee has also constituted a CSR Management Committee which works under the guidance of the CSR Committee of the Board in implementing approved programmes. The Chairman & Managing Director oversees the working of this Management Committee.

Composition of the CSR Management Committee Mr. Harshil Mehta - Chief Executive OfficerMr. S. Govindan - Executive Assistant & VP, CMD’s SecretariatMs. Niti Arya - Company SecretaryMr. C.D. Ramesh - Head - HR & L&DMs. Sevantika Bhandari - Head - Marketing

Prescribed CSR Expenditure The prescribed CSR expenditure is 2% of the net profit. The Company is committed to investing this corpus in various CSR programmes to create beneficial impact as outlined in the booklet.

Net Profits (` in Crore)

Fy2013 Fy2014 Fy2015

599.30

736.26

943.62

Net Profits (` Crore)(As per Section 135 of the Companies Act, 2013)

WAS THE AVERAGE NET PROFIT OF THE COMPANy FOR THE PAST 3 yEARS

` 759.73 CRORE

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Key prIncIpLes oF csrOur CSR objectives and undertakings are based on four key principles:

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• Align to the core vision and mission of DHFL and CSR policy

• Address issues of national interest and compliance to Government regulations

IMPaCTFuL

• Projects to be impact-oriented and replicable

• Rigorous monitoring and evaluation to achieve desired outcomes

COLLabORaTIVe

• Encourage and facilitate synergies within group companies, partners and society at large

• Engage employees and stakeholders

SuSTaINabLe

• Promote innovative solutions for communities to sustain

• Factor all aspects of social, human rights and environmental impact

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Additionally, against the backdrop of our CSR philosophy and principles, we have structured our initiatives into four broad flagship components:

early Childhood Care and education (eCCe)

Pre-Service Teacher Training

Skill Development

Rural Development (Drought Mitigation)

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earLy chILdhood care and educatIon

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The need for ECCEEvidence supports the fact that inadequate nutrition and lack of education in the early years of childhood causes serious physical, cognitive and emotional damage. Mindful of the global impact of this problem, UNESCO had set certain universal goals at the World Conference on ECCE in 2010.

India decided to take forward the UNESCO mission by adopting the National ECCE Policy in 2013. The Policy seeks to provide universal access to quality Early Childhood Care and Education for children under 6 years of age.

Relevance of ECCE for IndiaWith 37% people living below the international poverty line and 49 out of every 1,000 children born failing to make it past the age of five, the importance of investing in Early Childhood Care and Education cannot be overemphasised. This, however, is a daunting task considering that 40% of the total Indian population of 1.21 billion is children.

Investing in young children is one of the critical areas of investments a country can make to address inequality, break the cycle of poverty, and improve later-life outcomes.

The Early Childhood Care and Education (ECCE) is a global programme aimed at the upliftment of children deprived of proper nutrition and education the world over. In India, the programme is being run by the Government, and has seen partnership from the private sector.

The problem is aggravated by the fact that 1/3rd of all children are underweight and India has the largest number of chronically malnourished and underweight children in the world. The steady decline in learning outcomes of children between 2010 and 2012 is also a major cause for concern.

The Government has launched several programmes and initiatives to address the problem. The Integrated Child Development Services (ICDS) and the Anganwadis have made a significant impact in terms of filling up gaps but challenges still remain. The Education for All campaign, followed up with initiatives like Sarva Shiksha Abhiyaan and Right to Education Act, has made a meaningful difference, providing universal access for 199 million children and an equity dividend with gender parity at elementary level education. However, the goal of Early Childhood Care and Education is still some distance from being fully achieved.

This has necessitated concerted efforts to strengthen the ECCE interventions under the PPP (Public Private Partnership) model.

Key Objectives • Addressing the needs of children below the age of six years

• Laying the foundation of psychological, physical and social development

• Servicing the supplementary requirements by improving the nutrition, healthcare and pre-school education

• Reducing mortality, morbidity, malnutrition

• Enhancing the capability of the mother to look after the normal health, nutritional and developmental needs of the child through proper community education

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earLy chILdhood care and educatIon

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The DHFL roleMindful of its role as a responsible corporate citizen, DHFL has joined the Government’s efforts to improve learning outcomes of children in anganwadis and facilitate easy access to health and nutrition for children and women in the community.

We have collaborated with the Department of Women and Child Development, Government of Maharashtra to adopt and transform 990 anganwadis in Vasai and Palghar taluka in the State of Maharashtra. Through training interventions, training & learning aids, infrastructure upgrade and capacity building programmes, we are delivering child-centric anganwadis.

capacIty BuILdInG

nutrItIonaLeFForts & heaLthcare

InFrastructureupGrade

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Our constant endeavour remains to build the capacity of Child Development Project Officers (CDPOs), Supervisors, Anganwadi Workers and Sevikas to deliver quality pre-school education that nurtures cognitive, physical, social and emotional skill development amongst children.

We are also engaged in supplementing the Government’s nutritional efforts on the basis of our gap analysis, while catering to the health care requirements of children and women in the community.

Another key area of our ECCE intervention relates to the upgradation of infrastructure at Anganwadis to provide access to safe drinking water and sanitation facilities, and to transform them into a child-centric and friendly environment.

We remain committed to continuously strengthening our efforts across the entire gamut of the ECCE mission in partnership with the Government.

Holistic Development of the Child

Basic Services of Anganwadi Programmes

Nutrition Health Pre-school educationSupplementary Nutrition (through Mid-Day meals)

Regular Health check (Ante Natal care of expectant mothers, Post natal care of nursing mothers, recording weight, management of under nutrition & treatment of minors, immunisation and other basic health services through Primary Health Care Centres)

Learning Environment(Promote the social, emotional, cognitive, physical and aesthetic development of the child and prepare him for primary schooling)

Growth Monitoring and Promotion (To detect deficit in growth early)

Nutrition and Health Education(Counselling sessions, demonstrations, home visits where required)

5,000 GIRLS

990 ANGANWADIS

25,000 WOMEN

30,000+ CHILDREN

VasaI & paLGhar TALUKA, MAHARASHTRA

Gram manGaL REGIONAL NGO PARTNER

samhIta REGIONAL FACILITATION PARTNER

Outreach Location

Physical & Mental Development

Language Development

Cognitive Development

Emotional Development

Socio-Personal Development

Creative & Aesthetic Appreciation

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pre-serVIce teacher traInInG

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The progressive deterioration in student quality is directly reflective of the teaching quality, which has a critical cascading impact on student education quality. To cite some examples, on any given day, one in four teachers are absent at a typical Government-run primary school and only one in two are actually teaching. Data further shows that about 1% of the primary teachers are absent on any given day because they are busy with official, non-teaching work.

This indicates the importance of further streamlining and strengthening the pre-service teacher training system in the country. The pre-service teacher training cause in India continues to lack the necessary thrust for scaling it up to global benchmarks in the absence of any serious, programme-level intervention by corporates, whose contribution is generally limited to infrastructure investment.

The single biggest factor contributing to a child’s educational success is his/her teacher; which makes ‘teacher training’ extremely vital.Pre-service teacher training is the education and training provided to student teachers before they are absorbed into the teaching system. The National Council of Teacher Education (NCTE), a statutory body of the Central Government, is responsible for planned and coordinated development of teacher education in India. However, the implementation of the various programmes and schemes for pre-service teacher training is undertaken by the states.

The need for pre-service teacher trainingDesigned to prepare different types of teachers, pre-service teacher training programmes refer to a broad collection of courses and field experience that helps groom teachers to take on the challenges of their profession. These programmes seek to support and enhance teacher learning, and in the process expose them to the methodology required to stimulate the core qualities needed to become good teachers.

In India, the teachers’ education policy has evolved through a series of recommendations made from time to time by the various Committees/Commissions set up to address the prevailing needs of the country’s education system.

The Right of Children to Free and Compulsory Education (RTE) Act, 2009, which became operational from April 1, 2010, is another notable development that has shaped the teacher education system in the country.

Relevance of pre-service teacher training for IndiaDespite the emphasis placed by the various Committees/Commissions on improving teaching quality, huge gaps continue to exist between the need and the availability of good teachers.

IN ARITHMETIC, ONLy 44.1% OF CLASS 8 STUDENTS IN RURAL INDIA MANAGED TO DO A DIVISION IN 2014, AS AGAINST 46% IN 2013

MORE THAN HALF THE STUDENTS SURVEyED WERE UNABLE TO READ CONTENT MEANT FOR SECOND-GRADE STUDENTS

ONLy 26.3% OF CLASS 3 CHILDREN COULD DO A TWO-DIGIT SUBTRACTION IN 2012, A CAPABILITy THAT FELL TO 25.3% IN 2014

Findings of the 10th Annual Status of Education Report (ASER) – Jan 2015

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The DHFL roleDHFL’s CSR mandate is focussed on creating the right eco-system for nurturing the training of teachers, and giving them the requisite experience to facilitate the academic, social and behavioural progress of students. To this end, we have proposed a partnership with the Department of School and Sports Education, Government of Maharashtra, to transform a District Institute of Education and Training (DIET) centre.

The programmes aims to:• Equip pre-service teachers with knowledge, attitude,

behaviour and skills, which would enable them to perform their tasks more effectively in the classroom, school and wider community

• Build the capacity of DIET faculties to practice methods for effective curriculum transactions, and develop and use graded self-learning material

• Facilitate the development of an adequately equipped teaching learning centre, with material, books and multimedia packages for teachers, access to technology for students and appropriate environment for practice sessions

EqUIP WITH KNOWLEDGE

ATTITUDE

BEHAVIOUR AND SKILLS

ENHANCE CAPABILITIES

DEVELOP TRAINING CENTRES

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Two-pronged approachThe programme is envisaged on a two-pronged agenda. On the one hand, it seeks to empower trainees with an understanding of psychological and cognitive development and on the other, theoretical and practical knowledge to effectively manage curriculum, graded self-learning material and the achievement levels of the child.

Led by this agenda, we shall work towards the development of a holistic pre-service teacher training model, which we look at replicating in other regions of Maharashtra going forward.

The scope of the programme encompasses:

10 SCHOOLS

13 COLLEGES

100 FACULTy

500 PRE-SERVICE TRAINEES

Outreach

osmanaBad MAHARASHTRA

Location


20sKILL deVeLopment

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Skill development, along with knowledge, is an instrument to empower individuals and create a motivational workforce to meet the requirements of the employment market.Given the unprecedented pace of technological advancement in the globalised world of today, skill development through training has emerged as an essential strategic response to the various forces affecting the labour markets.

The need for skill developmentThe increasingly international standards of systems, processes and practices necessitate skill inculcation benchmarked to the best-in-class. This calls for basic skills as well as upskilling on an ongoing basis.

In India, skill development is steered by Central Government through a series of programmes and organisations under the umbrella of the Ministry of Skill Development and Entrepreneurship, set up in 2014.

Objectives of the Ministry of Skill Development & Entrepreneurship

• Coordinating with all concerned for developing an appropriate skill development framework, removal of the demand gaps with respect to skilled manpower

• Mapping of existing skills, doing market research, devising training curriculum, industry-institute linkage

• Bringing Public-Private-Partnerships into the skilling arena

• Making broad policies for all other Ministries/Departments

• Framing policies for soft skills, computer education, academic equivalence of skill sets, work relating to Industrial Training Institutes (ITIs) and expansion of youth entrepreneurship education

Key Government skill development programmes/organisations in India

National Skill Development Corporation

(NSDC)

National Skill Development

Agency (NSDA)

National Skill Development Fund

Skill India Programme

Skill Development

Mission

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sKILL deVeLopment

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Relevance of skill development for IndiaOver the years, India has evolved as a knowledge-based economy, with an abundance of capable, flexible and qualified human capital. However, the lack of skilled and empowered employable labour causes the country to lag behind in global competitiveness. Despite the increase in the number of educational institutions, India’s young educated people are not fully aligned to job opportunities in view of the absence of specific skill sets essential for the job market.

India is one of the youngest nations with more than 62% of the population in the working age group (15-59 years) and more than 54% of the total population below 25 years of age. To reap this demographic dividend, India needs to equip its workforce with employable skills and knowledge to enable the youth to participate productively in the development of the country.

As things stand, the 68th round of National Sample Survey Office found only 9% of rural workforce to be regular wage/salaried employees, while self-employed and casual labour were at 56% and 35%, respectively. Further, there is a projected shortfall of 27.3 crore skilled labour expected across all industries by 2022.

The DHFL roleGiven the prevailing scenario and the targets required to be met, DHFL has decided to contribute to the mission set forth by the Government. We have committed to instilling and honing the skills of youth in various fields, including Banking, Financial Services and Insurance (BFSI) and Construction, with the aim of contributing towards empowering youth from economically weaker sections of society through generation of livelihood and employment opportunities.

The Company envisions an initial contribution towards:

Sector Training reach

BFSI sector skills Business Correspondents – 500Loan Approval Officers – 500

Construction skills Masons – 250Electricians – 250Plumbers – 250Carpenters – 250

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Creating an empowering eco-systemOur aim, through this programme, is to create an eco-system of empowerment, benchmarked to the highest standards of skill development. Our goal is to promote a culture of innovation-based entrepreneurship that will facilitate the generation of wealth and employment to ensure sustainable livelihoods for all citizens.

During the first round of this programme, these resources will be channelled through:

2 TRAINING CENTRES

2,000+ yOUTH

chandrapur& KoLhapur MAHARASHTRA

Outreach Location

seedREGIONAL NGO PARTNER


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drouGht mItIGatIon

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Drought can have a crippling impact on the economy of any country, which, however, can be mitigated to some extent through strategic management initiatives.Global climate change has triggered increasing concern about the long-term effects of droughts. With current drought management practices skewed in favour of crisis management rather than proactive correction, the problem has assumed severe proportions the world over.

The need for drought mitigationNational drought policies focussed on risk reduction, coupled with drought mitigation or preparedness plans, can enhance the coping capacity of nations to manage droughts. A drought mitigation plan, thus, needs to be focussed on preventive measures to protect people most exposed to the risk of drought.

The National Disaster Management Guidelines of the Central Government provide for drought management strategies in India. These guidelines, formulated by the National Disaster Management Authority (NDMA), call for a participatory approach involving all the stakeholders to take forward the task of operationalising the National Vision for securing proactive and pre-disaster preparedness and emphasising a mitigation-centric approach.

Relevance of drought mitigation for IndiaDespite the considerable rural-urban migration over the years, 68% of India continues to live in villages. With the rural populace still largely agrarian and dependent on nature for its livelihood, their plight is determined by the vagaries of the weather.

In April 2016, the Central Government informed the Supreme Court that a quarter of the country’s population (approx. 330 million people), spread across 10 states, have been hit by drought after two consecutive years of weak monsoons. A study by ASSOCHAM put the losses to the national economy due to this drought at ` 6,50,000 crore or around $100 billion.

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drouGht mItIGatIon

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The impact on Maharashtra has been particularly severe, with the State Government declaring 14,708 villages as drought-affected regions. Aurangabad, which received an average of 650 mm rain has been declared a high priority zone under the Drought Prone Areas Programme (DPAP). The current income of families in the region is in the range of ` 20,000-35,000 per year, making raising incomes of the farmers through soil and moisture conservation works a key priority agenda.

Though several Government policy measures and initiatives are in place to tackle the challenge, there is a serious need for a more broad-based endeavour spanning collaborative efforts of Government and private agencies.

Source: http://www.mapsofindia.com/maps/india/drought-prone-areas.html

Severe drought-affected areas

Areas nearby drought


HARyANA

UTTAR PRADESH

BIHAR

WESTBENGAL

ODISHA

CHHATTISGARH

TELANGANA

ANDHRA PRADESH

KARNATAKA

MAHARASHTRA

MADHyA PRADESH

GUJARAT

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The DHFL roleConcerned by the severity of the situation, DHFL decided to contribute to the Government’s efforts to mitigate the drought effects in Aurangabad. We have adopted five villages in the district to implement a holistic watershed management programme, with the support of Dilasa.

Villages adopted Babhulgaon, Waghola, Chincholi, Nandra and Daregaon in Phulambri block of Aurangabad

Our watershed management programme agenda


The tangible impact of this programme covers:

5 VILLAGES

7,000+ BENEFICIARIES

phuLamBrI,auranGaBad MAHARASHTRA

Outreach Location

dILasa JanVIKas pratIshthanREGIONAL NGO PARTNER

samhItaREGIONAL FACILITATIONPARTNER

AURANGABAD

SOIL & WATER CONSERVATION

LIVESTOCK MANAGEMENT

LIVELIHOOD OPPORTUNITIES

SUSTAINABLE AGRICULTURAL PRACTICES

COMMUNITy GROUPS

HEALTH & SANITATION IN THE COMMUNITy

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FInancIaL LIteracy

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Financial literacy is imperative to economic upliftment; as any measure to drive financial inclusion will not prove successful without basic understanding and attitudinal change towards gainful management of resources in ones reach. We understand that the journey to financial independence begins from awareness, transiting through stages of financial literacy and financial capability to finally financial sustainability. The awareness and understanding about the value of thrift, the necessity of protection to meet the unforeseen and the power of now in access to finance are all equally important as each of them is a building block to financial independence.

As a part of our CSR, we aim to bring this understanding and expertise in our initiatives of educating the economically weaker sections (EWS) and lower income groups (LIG) on the nuances of financial products including savings, loans and protection. To deliver an impactful message and engage with the larger population in a simplified manner, we designed engaging street plays or ‘Nukkad Nataks’.

Objectives for this CSR activity• Develop a channel to reach an LIG audience with content

that educates about, and demystifies, basic and necessary financial products and services

• Provide information and FAQs that enable the audience to find out more about specific products and services that could be beneficial to them and their families in the future

• Ultimately support them on reaching the next step of their journey of financial inclusion, i.e. in becoming financially capable

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These Nukkad Nataks were delivered in the outskirts of emerging cities and towns in the State of Maharashtra, through characters ‘Sharmaji & Vinodji’, enacted by trained artistes with pre-approved scripts to touch upon real-life scenarios. Easy comprehensible handouts demystifying financial products were shared with spectators and queries were answered by trained DHFL employees on site. A toll free helpline installed guided enquirers and helped them resolve their apprehensions and take affirmative decisions.

Observations on the Nukkad Natak• Better user engagement and information retention than text

• Eliminates language barriers

• Engaging way to leave a strong message

Impact• Changes in awareness and knowledge

• Evidence of behavioural change

• Intent to implement the learning

• Adoption of practices as beneficiaries

*as per post event research

~30,000 PEOPLE REACHED

27,000 HANDOUTS DISTRIBUTED

~17,250 PEOPLE READ HANDOUT*

Outreach

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other proGrammesGiven the vital need to boost the overall growth and development of the disadvantaged segments of the society, we are continuously expanding the ambit of our CSR focus. Besides continually building on the four pillars of our CSR agenda, we are also supporting several other programmes and initiatives in the key regions of our intervention.

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toWards encouraGInG educatIon

Connecting with the futureWe initiated a programme with ConnectED, a technology solutions provider and Government of Maharastra, under EkShiksha, This programme facilitates Smart Classroom solutions that enhance and enrich the learning experience in rural classrooms through the use of portable projectors and surround-sound systems, thus introducing impactful audio-visual teaching content. Through this programme, we have supported the transformation of 60 classrooms in 10 schools in Palghar Taluka, Maharashtra.

Engaging with rural studentsTo improve the existing infrastructure of a school catering to tribal and rural students, we are funding the renovation of the school block in Mira Road, Maharashtra. This initiative has begun to provide for adequate ventilation and amenities in the school. The renovated residential schools will benefit 184 children.

Working for the girl childWe have supported the yusuf Meherally Centre to efficiently run three schools in Tara, Shirke, Apte in the Raigad district of Maharashtra. We have also supported the renovation of tribal girl’s hostel and provided salary for non-aided teaching staff in the school. The programme benefits 3 schools, 9 non-teaching staff, 11 teachers and 800 children.

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The Akshaya Patra Foundation is one of the largest NGOs that strives to fight issues like hunger and malnutrition in India, through the mid-day meal programme.

supportInG other nGos

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Facilitating healthy growthIn line with our CSR agenda to promote education, we have extended support to The Akshaya Patra Foundation for its mid-day meal programme in Guwahati, Assam. Through this association, we have adopted 266 schools that house 20,000+ students, to ensure that children attend school and are provided with quality nutritious food on a daily basis.

This association is also in line with the Government Agenda to provide mid-day meals and combat issues of malnutrition amongst children from the marginalised segment who attend Government or Government-aided schools.

Home beyond a HomeWe support AIM for Seva and Free Student Homes to enable access to children from tribal and marginalised groups to education, health, nutrition, value education, life skills, IT skills and extracurricular activities. We have adopted 104 tribal and marginalised children from two homes – 54 children from Nandyal, Andhra Pradesh and 50 children from Anaikatti, Tamil Nadu, with holistic services and care.

AIM for Seva or All India Movement for Seva, is a nationwide movement that was founded to bring value-based education and healthcare to the least privileged sections of Indian society.

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our csr partnersFacilitation Partner

Samhita Social VenturesSamhita Social Ventures is a social sector consultancy that provides solutions for companies and foundations to deliver impactful initiatives, leveraging the strengths of diverse stakeholders in the social sector.

Since its inception, Samhita has been involved in a wide range of social sector initiatives in healthcare and sanitation, education, community empowerment, vocational training, rural livelihoods and financial literacy amongst others.

Gram MangalGram Mangal has its origin in 1926 and is a pioneer in Early Childhood Education.

The founders have been awarded Padmabhushan and Padmashri for their efforts. Gram Mangal has developed indigenous educational kits for children and have a residential training facility to conduct trainings at scale. They have closely worked with Government, UNICEF etc.

DilasaDilasa Janvikas Pratishthan has been working since last 17 years with a mission to improve the condition of water, soil and vegetation and empowerment of women. Dilasa has worked in the field of watershed management across 2,524 villages in the backward Marathwada, Vidarbha, Northern Maharashtra and Pune Regions. Presently, Dilasa is Resource Support Organisation (RSO) of NABARD in Marathwada and Vidarbha under NABARD Holistic Watershed Development Programme (NHWDP).

SeedSEED has immense experience in implementing Skill Development projects across the country. They have projects spread across 17 states with 14 regional offices and 200+ strong team.

Implementation Partners

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actIVIty-WIse spendProject or CSR activity identified

Sector area of Service amount spent on the project or programme

amount spent on the projects & programmes

Cumulative expenditure up to March 31, 2016

amount spent directly or through implementing agency

early Childhood Care and education


Maharashtra (Vasai and Palghar Thane District)

` 600.00 lakh over 12 months

` 85.65 lakh ` 85.65 lakh Direct

Vocational Training Vocational Training

Kolhapur and Chandrapur District in Maharashtra

` 305.00 lakh over 12 months


Drought Mitigation Drought Mitigation

Dilasa Block – Aurangabad in Maharashtra

` 766.00 lakh over 3 years


Pre-Service Teachers Training

Pre-Service Teachers Training

Osmanabad District in Maharashtra

` 200.00 lakh over 12 months commencing June 2016

_ _ Direct

aIM for Seva Free Students Home Programme

Free Student Home Programme

Nandyal in Andhra Pradesh and Anaikatti- Coimbatore in Tamil Nadu


` 31.20 lakh ` 31.20 lakh Aim for Seva Society

akshaya Patra Foundation


Guwahati (Assam) ` 300.00 lakh over 2 years

` 150 lakh ` 150 lakh Akshaya Patra Foundation

yusuf Meherally Centre (yMC)

early Childhood Care and education & Teachers Training

Tara Village, Raigad District. (Maharashtra)

` 33.00 lakh ` 18.39 lakh ` 18.39 lakh yusuf Meherally Centre

Connected enabling digital teaching aids to Govt. run rural schools


Palghar District, Maharashtra



Dr. Mane’s Medical Foundation and Research Center

Medical Facilities Rahuri, Ahmednagar District, Maharashtra

` 14.50 lakh ` 14.50 lakh ` 14.50 lakh Dr. Mane Foundation

Saraswati Shishu Mandir Shiksha Samiti, Meerut


Meerut, Uttar Pradesh ` 6.20 lakh ` 6.20 lakh ` 6.20 lakh SSMS Samiti Meerut

Gramin adivasi Vidhyalaya, Mira Road, Dist. Thane


Mira Road, Thane District, Maharashtra

` 10.00 lakh (` 5 lakh released in April 2016)

- - Bharat Vikas Parishad

WLCC (World Center for Creative Learning) Foundation

Training in arts-based therapy

Across the country ` 4.00 lakh ` 4.00 lakh ` 4.00 lakh Direct

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Project or CSR activity identified

Sector area of Service amount spent on the project or programme

amount spent on the projects & programmes

Cumulative expenditure up to March 31, 2016

amount spent directly or through implementing agency

Save The Children early Childhood Care and education

Chennai ` 10.00 lakh ` 10.00 lakh ` 10.00 lakh Save The Children Foundation

Padmashali Shikshan Sanstha


Solapur, Maharashtra ` 17.28 lakh for 2014-15 & 2015-16 both released in the last Fy ending March 2016


bRISC CaRR Vocational Training

South/North India ` 50.00 lakh over 2 years


Green environment environment Protection

Cuffe Parade, Mumbai, Maharashtra

` 24 lakh over 2 years

` 12.30 lakh ` 18.30 lakh Cuffe Parade Residents Association

Health awareness Campaigns

Health awareness Programmes

Mumbai in Maharashtra, Bengaluru in Karnataka and Chennai in Tamil Nadu.

` 3 lakh (` 1 lakh per campaign)

` 3 lakh (` 1 lakh per campaign)

` 3.00 lakh Through recognised societies/ NGOs

Financial Literacy Campaign

awareness among poor people and beneficiaries

Across the country ` 50.00 lakh ` 40.70 lakh ` 40.70 lakh Direct

CSR Management expenses

CSR Overheads Fees payable based on approved cost structure for activities viz.Programme identification, project evaluation, dedicated resourcescommitted for site work and monitoring and evaluation reports

` 37.00 lakh estimated

` 35.33 lakh ` 35.33 lakh Samhita SocialVenturesProjectManagementunit

Total CSR Spend and Commitments at the end of March 2016

` 2,535.03 lakh(Including ` 702.62 lakh spent and balance committed is ` 1,832.41 lakh)

` 702.62 lakh ` 727.67 lakh

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Dewan Housing Finance Corporation LimitedCIN - L65910MH1984PLC032639

Registered Office:Warden House, 2nd Floor, Sir P. M. Road, Fort, Mumbai – 400 001.

Tel.: +91 22-6106 6800Fax: +91 22-2287 1985

Corporate Office:TCG Financial Centre, 10th Floor, BKC Road,

Bandra Kurla Complex, Bandra (East),Mumbai – 400 098.

Tel.: +91 22-6600 6999Fax: +91 22-6600 6998

Email: [email protected]: www.dhfl.com

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