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The MISSION and the VISION Statement MISSION:- The mission statement is the heart of your social enterprise. It describes its central purpose and the basic principles that guide the actions of employees, partners, and management. As well, it articulates the strategy you will use to accomplish your goals and objectives. A mission statement also defines your target population and Embodies the organizational values of your social enterprise. The mission statement also provides direction to your social enterprise. If the business plan can be considered the road map of your social enterprise and the visi on is the direction in which you are going, then the mission statement consists of the street signs to get there. our business plan must be consistent with your mission statement, so use it as an anchoring guide in each step of the planning process. VISION: A vision is a global concept, it paints a picture of the s ocial enterprise’s direction and future. An effective vision statement succinctly communicates an uplifting philosophy that energizes social enterprise stakeholders to embrace challenges in order to successfully accomplish its goals. A vision statement should remain relatively constant well beyond the life of your involvement as an international organization or intermediary in the social enterprise. The normal life span of a vision statement is 10 to 20 years. It articulates the ultimate long-range goal for your social enterprise.

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    The MISSION and the VISION Statement

    MISSION:-The mission statement is the heart of your social enterprise. Itdescribes its central purpose and the basic principles that guidethe actions of employees, partners, and management. As well, itarticulates the strategy you will use to accomplish your goals andobjectives. A mission statement also defines your targetpopulation and Embodies the organizational values of your socialenterprise. The mission statement also provides direction to your

    social enterprise. If the business plan can be considered the roadmap of your social enterprise and the vision is the direction inwhich you are going, then the mission statement consists of thestreet signs to get there. our business plan must be consistentwith your mission statement, so use it as an anchoring guide ineach step of the planning process.

    VISION:A vision is a global concept, it paints a picture of the socialenterprises direction and future. An effective vision statementsuccinctly communicates an uplifting philosophythat energizessocial enterprise stakeholders to embrace challenges in order tosuccessfully accomplish its goals.A vision statement should remain relatively constant well beyondthe life of your involvement as an international organization or

    intermediary in the social enterprise.The normal life span of a vision statement is 10 to 20 years. Itarticulates the ultimate long-range goal for your social enterprise.

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    THREE Steps to Developing MISSION AND

    VISION Statement:

    1. Statement of Purpose:The statement of purpose describes what your social enterpriseseeks to accomplish.It answers the question, What will the ultimate result of your workbe? Thestatement of purpose uses infinitive verbs such as toeliminate, to increase, toimprove, and to prevent, indicatinga change in status related to the problems you seek to alleviate. In defining purpose, focus on results rather than methods.Consider questions like How is the situation going to be differentbecause of the social enterprise?and What is going to changefor the target clients? For example, the purpose ofa marketing

    social enterprise would not be to provide marketing services topoor women entrepreneurs but to increase market opportunitiesand income of poor women entrepreneurs. In one or two sentences, using infinitive verbs, describe thedesired result of your social enterprise and the problem orcondition that you aim to change.Example: To increase economic opportunities and income ofpoor women entrepreneurs engaged in food transformation of

    agriculture.

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    2. Business Statement:The business statement describes how your social enterprisewill achieve its purpose by depicting the activities you will

    undertake to this end. In doing so, the business statementcharacterizes the basic strategy you will use. Most purposestatements yield several potential strategies, each oneconstituting a different business.To increase poor women entrepreneurs income, you couldprovide access to affordable credit, business training, andimproved production technology, among other options. Writing abusiness statement clarifies the means to accomplishing your

    purpose and gets everyone reading off the same page. If the word and appears in either your statement of purposeor your business statement, ask yourself if you are equallycommitted to both ideas connected by the word and and, if not,acknowledge that one idea is more important. In other words,prioritize your ideas while writing your mission statement.

    3. Value Statement:

    The value statement communicates the who of your socialenterprise by embodying the beliefs and principles of yourprogram. Values guide staff, management, and leadership inperforming their duties. Often, the values of an institution, such ascommitment to economic justice for the poor, integrity, honesty,innovation, cost recovery, or religious conviction, are importantelements in a staff members decision to work with anorganization or are the reason a donor or board member supportsa particular program. Ideally, the personal values of stakeholdersare aligned with the values of the social enterprise program.

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    WORLDS 10 BIG COMPANIES AND THEIRMISSION AND VISION STATEMENTS:-

    Bank of America Corp.

    Vision:

    Vision is to continue to help theircustomers grow anddemonstrate how they can turn opportunities into

    reality.

    Mission:

    To offer lending and investment products that:

    Serve low- and moderate-income individuals andfamilies

    Improve underserved low and moderate-incomecommunities

    Create sustainable practices for the long haul.

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    Volkswagen

    Vision:

    Volkswagen is expanding the research anddevelopment programme for long-term electrificationof drives with this commitment.

    These batteries need to be particularly durable andlow cost to allow the electric drive to make the

    breakthrough to mass production.

    Mission:

    Company supports the protection of the species inequal measure at all its plants. Accordingly, nature

    conservation areas and national parks should not beput to economic use.

    Hitachi

    Vision :

    To create richer lives and a better society byproviding products, systems, and services with a

    superior level of value and quality based on the latestadvances in technology.

    Mission:

    To provide high quality products utilizing vision andinsight to exceed customers expectations.

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    Panasonic

    Vision:

    A top global company by pursuing the managementobjectives of realizing a ubiquitous networkingsociety and coexisting with the global environment

    through cutting edge technologies.

    Mission:

    We strive for the creation of new values, by pursuinguser-friendliness and accomplishing high-tech

    mindset, driven by challenging spirits and full speedof actions.

    Barclays

    Vision:

    To achieve good growth through time by diversifyingits business base and increasing its presence inmarkets and segments that are growing rapidly.

    Mission:

    Barclays is a global financial services provider,engaged in retail and commercial banking, credit

    cards, investment banking, wealth management and

    investment management services all over the world.With a vast, international reach, Barclays offers

    innovative products and services to meet the needs ofits diverse base of customers and clients.

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    Sony

    Vision:

    'Sony will be the most comprehensive entertainmentcompany in the world' or 'the world will look to Sonyfor comprehensive entertainment'.

    Mission:

    Sony is a leading manufacturer of audio, video,communications, and information technology

    products for the consumer and professional markets.

    Its motion picture, television, computer entertainment,music and online businesses make Sony one of the

    most comprehensive entertainment companies in theworld.

    Nippon Life Insurance

    Vision:

    Nippon Life Benefits will be the leading provider ofinsurance products and financial services to

    Japanese affiliated businesses in the U.S.

    Mission:

    To be a high quality financial services company and

    to be a company that customers continue to trust andchoose.

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    Nestle

    Vision:To bring consumers foods that are safe, of high

    quality and provide optimal nutrition to meetphysiological needs. In addition to Nutrition, Healthand Wellness, Nestl products bring consumers the

    vital ingredients of taste and pleasure.

    Mission:

    Make better food so that people live a better life.

    E.ON

    Vision:

    E.ON is on track to becoming the world's leadingpower and gas company. With annual sales of just

    under EUR87 billion and about 93,500 employees, weare already one of the world's largest investor-ownedpower and gas companies. The world's first coal-firedpower plant with a thermal efficiency of more than 50

    percent will set new standards and make E.ON apacesetter for this type of technology.

    Mission:

    To be valued by our customers for bringingcompetitive solutions, reliability, comfort, and

    convenience to their lives and businesses.

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    AT&T

    Vision:To design and create in this decade the new global

    network, processes, and service platforms thatmaximize automation, allowing for a reallocation ofhuman resources to more complex and productive

    work.

    Mission:

    To exploit technical innovations for the benefit ofAT&T and its customers by implementing next-

    generation technologies and network advancementsin AT&T's services and operations.

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    CODE OF BUSINESS CONDUCT AND ETHICS

    Corporate Governance Codes, Principles &Recommendations

    RESERVE BANK OF INDIA

    Reserve Bank of India vide their Circular dated May 08, 2007 andJuly 11, 2007 have issued guidelines on Corporate Governanceto nondeposit taking NBFCs with an asset size of Rs. 100crore or above in order to ensure adoption of best practices andgreater transparency in their operations.

    The Company is professionally managed through the Board ofDirectors and committees of the Board. The Company ensuresgood governance through the implementation of effective policiesand procedures, which are regularly reviewed by the Board or thecommittee of the Board.

    In view of the above RBI Guidelines, the Company further laysdown the following set of guidelines / corporate governancepractices:

    (a) The affairs of the Company shall be conducted with integrity,fairness, accountability and transparency. All commitments in itsdealings with stakeholders and regulatory authorities shall be met.Through the best practices, the Company shall strive to maximizethe stakeholders value.

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    (b) Composition of Board of Directors: The Board of Directors ofthe Company shall have right mix of executive and non-

    executive directors and independent Directors.

    (c) Constitution of various Committees: With the objective ofattaining accountability, transparency and fairness, following

    Committees have been constituted by the Board for thepurposes to act in accordance with terms of reference specifiedby the Board:

    1) Audit Committee:

    To oversee the Companys financial reporting processand disclosure of its financial information to ensure that the

    financial statements are correct, sufficient and credible.

    2) Risk Management Committee / ALCO Committee:

    Interest rate view on Government Securities during aspecific period, view on Corporate spreads for the same period,

    desired mix of incremental assets which needs to betaken in executing the above classification of various financial

    assets/liabilities.

    3) Nomination Committee:

    To ensure fit and proper status of the Directors.

    4) Operations Committee:

    To approve opening of various accounts with RBI that arerequired for primary dealership activities, to approve

    opening and closing of various bank and demataccounts, etc.

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    5) Share Transfer Committee:

    To approve transfer and transmission of shares.

    6) Portfolio Management Committee:The risk and investment policies and methodologies to

    be used for measurement of risks; ensuring compliancewith risk management policies, etc.

    (d) Periodicity of the Meetings of Board and Committees: TheBoard and the Audit Committee, Risk Management Committee

    shall meet at quarterly intervals and more frequently, if

    deemed necessary to conduct its business.

    (e) Periodic reporting to Board / Committee thereof: Theperformance reports pertaining to various businesses,

    internal / external audit reports, Stress Test Reports,Reports on Capital Adequacy, Compliance Reports shall beplaced before the respective committees on a periodicbasis.

    (f) Disclosures: The Company shall file all the periodicregulatory returns in prescribed time limit and make transparent

    disclosures to the Board / Committees / Regulators.

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    ROLLS ROYCE

    Statement on corporate governance compliance:

    Rolls-Royce attaches the highest priority to corporategovernance, the system by which the Company is directed,managed and controlled in the interests of all its stakeholders.The strength of the Company's corporate values, its reputationand its ability to achieve its objectives are influenced by theeffectiveness of the Company's approach towards corporategovernance.

    The Board confirms that throughout 2005, the Company compliedwith the Combined Code on Corporate Governance (theCombined Code). This report and, where appropriate, theDirectors' remuneration report, explain how the Companydischarges its corporate governance responsibilities.

    Role of the Board:

    The Board is responsible to all its stakeholders for the conduct

    and performance of the Company.

    The day-to-day running of the Company is delegated by theBoard to the executive team under the leadership of Sir JohnRose, the Chief Executive.

    http://www.rolls-royce.com/reports/2005/html/remuneration.htmlhttp://www.rolls-royce.com/reports/2005/html/remuneration.htmlhttp://www.rolls-royce.com/reports/2005/html/remuneration.html
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    The Board retains responsibility for the approval of certain matterswhich affect the shape and risk profile of the Company, as well assuch items as the annual budget and performance targets, thepublished accounts, payments to shareholders, major capital

    investments and any substantial change to balance sheetmanagement policy. This division of responsibilities between theBoard and the executive team is set out in detail in a scheduleapproved annually by the Board, which defines those decisionswhich can only be taken by the Board itself.

    The Board has approved the following statement summarizing itscore responsibilities:

    Primary goal:

    The primary goal of the Board is to ensure that the Company'sstrategy creates value for the long-term investor within anacceptable risk profile.

    The Board's tasks:

    In line with its primary goal, the Board's principal tasks are to:

    ensure the development of the Company's strategy and keepit under rigorous review;

    monitor the implementation of the strategy, ensuring that thenecessary financial and human resources are in place todeliver it and that effective controls exist to manage risk;

    Directors' induction, training and information:

    Newly appointed directors participate in a structured inductionprogramme and receive a comprehensive data pack providingdetailed information on the Group. An existing executive directoracts as a mentor to each newly appointed non-executive director,giving guidance and advice as required. As part of their briefing,

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    non-executive directors visit key sites and meet a cross-section ofmanagers and employees to gain a better understanding of theGroup and its operations. On-going training is available for all thedirectors, including presentations by the executive team on

    particular aspects of the business.

    There is an agreed procedure for directors to take independentprofessional advice at the Company's expense. This is in additionto the access every director has to the Company Secretary andthe General Counsel.

    Board effectiveness:

    The Chairman meets at least once a year with the non-executivedirectors without the executive directors present, in order toreview the operation of the Board.

    The Chairman has an annual meeting with each non-executivedirector to review their contribution to the Board.

    Nominations committee:

    In 201O the nominations committee was chaired by SimonRobertson. Its other members were the Hon Amy Bondurant,Peter Byrom, Carl-Peter Forster, Sir John Rose, Ian Strachan,Carl Symon and Sir Robin Nicholson (until his retirement as anon-executive director on May 4, 2005).

    Remuneration committee:

    The remuneration committee determines appropriate levels ofremuneration for the executive directors and other seniorexecutives. The committee met six times during the year. Thecommittee's membership and principal terms of reference are setout in the directors' remuneration report.

    http://www.rolls-royce.com/reports/2005/html/remuneration.htmlhttp://www.rolls-royce.com/reports/2005/html/remuneration.htmlhttp://www.rolls-royce.com/reports/2005/html/remuneration.html
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    Audit committee:

    The audit committee consists exclusively of independent, non-executive directors and is chaired by Peter Byrom who has recentand relevant financial experience. In 2005, its other memberswere Sir Robin Nicholson until May 4, 2005 and Ian Strachan. IainConn became a member of the committee with effect fromJanuary 20, 2005. The committee met four times during the year.

    The committee has responsibility for recommending to the Boardthe published accounts and for reviewing the Group's financial

    reporting and accounting policies, including majorannouncements made to a regulatory information service.

    Directors' responsibilities:

    The directors are responsible for the Group's system of internalcontrol and for maintaining and reviewing its effectiveness fromboth a financial and operational perspective.

    Organization:

    Rolls-Royce also has a code of business ethics which lays downthe principles to be followed by employees in the course ofconducting business. The code also gives guidance to supportachievement of the required standards. Additionally, confidential

    reporting lines enable UK and US employees to report, outsidethe normal management chain, any concerns they may have withregard to business conduct.

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    The risk management system:

    The risk management system is an integral part of management'sapproach to delivering business objectives and is a systematicprocess designed to identify, assess, treat, manage andcommunicate risks. It also provides a method of escalation anddelegation to the appropriate level within the organization andensures actions are owned, defined, resourced and effective.

    Systems of internal control:

    The general managers of individual businesses are aware of theirresponsibility to operate systems of internal control which providereasonable assurance of effective and efficient operations,reliable financial information and compliance with laws andregulations.

    Export controls:

    The Group attaches the highest priority to complying fully withexport controls in all the jurisdictions in which it operates. Detailedprocesses have been put in place to ensure that the Groupfollows all applicable legal and regulatory requirements.

    The Board has established an exports committee, chaired by theChief Operating Officer, which has responsibility for theapplication of appropriate controls to the Group's export activity.

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    Communication with shareholders:The Company attaches importance to the effectiveness of its

    communications with shareholders. It publishes an Annual reviewand summary financial statement as well as a full Annual report.

    There are also separate reports for the Environment andCommunity Relations.

    The Company maintains a regular dialogue with institutionalshareholders and the financial community. This includespresentations of the preliminary and interim results, regularmeetings with major shareholders, participation in stockbrokers'seminars and site visits.