A corporate social responsibility (CSR) initiative by Toyota Kirloskar Motor (TKM) in rural Karnataka has demonstrated that building infrastructure alone is not enough to improve sanitation—changing mindsets is equally critical. Nearly a decade ago, the company constructed toilets in village schools, expecting usage to rise. Instead, it found that many remained unused due to deep-rooted beliefs among local communities that toilets within premises were unhygienic, while open defecation was considered healthier.
This discovery prompted a strategic shift. Rather than continuing with construction, TKM redirected its CSR efforts toward influencing behavior. The company launched the ABCD (A Behavioural Change Demonstration) programme around 2015–16, focusing on educating students and communities about hygiene practices.
The initiative adopted a “child-to-community” model, encouraging schoolchildren to act as change agents within their families and villages. This approach proved effective, as children began advocating for toilet use, handwashing, and overall sanitation at home. In one notable example, two young girls in a Karnataka village reportedly went on a hunger strike, refusing to eat until their families agreed to build toilets—an action that eventually led to change and highlighted the power of grassroots influence.
Over time, the programme expanded significantly. It has reached over 6.6 lakh students, teachers, and community members across approximately 1,300 government schools in Karnataka. The initiative’s impact has also been recognized internationally, with institutions such as Harvard Business School featuring it as a case study, underlining its effectiveness in driving behavioural transformation.
Beyond awareness, the programme also delivered measurable improvements in sanitation outcomes. In certain districts, toilet usage among students increased substantially, while handwashing compliance rose dramatically—from low levels to near universal adoption. The initiative also included building and repairing sanitation infrastructure such as toilets, urinals, and handwashing stations, as well as providing access to safe drinking water in schools.
Additionally, efforts extended to menstrual hygiene awareness, benefiting thousands of adolescent girls, and motivating families to construct toilets at home. While not all households completed construction, the programme succeeded in initiating conversations and gradual behavioral change at the community level.
The success of the ABCD programme highlights a broader challenge in India’s sanitation efforts: the gap between infrastructure creation and actual usage. Despite large-scale government initiatives like Swachh Bharat, behavioral barriers often limit impact. Toyota’s experience shows that sustainable change requires addressing cultural perceptions and engaging communities directly.
Overall, TKM’s CSR initiative demonstrates that meaningful social progress depends not just on physical resources but also on influencing attitudes and habits. By empowering children and focusing on education-driven change, the programme offers a scalable model for improving hygiene and sanitation in rural areas.
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