1

MAJOR PROJECT REPORT

ON

(CORPORATE SOCIAL RESPONSIBILITY OF TATA)

SUBMITTED BY

ANKIT ARORA

Enrollment no.

1281921708

STUDENT OF

LINGAYA’S LALITA DEVI INSTITUTE OF MANAGEMENT & SCIENCES

MANDI ROAD, NEW DELHI-110047

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FOR THE PARTIAL FULFILLMENT

OF

BACHELOR IN BUSINESS MANAGEMENT

SUBMITTED TO

Mrs. SHUSHMA SHARMA

GURU GOBIND SINGH INDRAPASTHA UNIVERSITY

DELHI, INDIA

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Table of Contents

Acknowledgement ……………………………………………………………..…6
Declaration ……………………………………………………………………………7
Introduction ...............................................................................8
What Is Corporate Social Responsibility? ..............................9-10
Meaning and Definition........................................................11-13
Need for Corporate Social Responsibility..................................14
Importance of CSR ...............................................................15-16
CSR in Today’s World ...........................................................17-18
Implementing CSR ................................................................19-20
Arguments of CSR.................................................................21-24
Corporate Social responsibility in India ...............................25-26
Measure for applying Corporate Social Responsibility .......27-29
TATA company profile …………………………………………………….30-49
Product and service …………………………………………………………50-63
Group holding structure…………………………………………………64-65
CSR by tata ……………………………………………………………………66-73

Tata business excellence model ……………………………………………74-74

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Initiatives ……………………………………………………………………………76-82
Development …………………………………………………………………….83-85
CSR by tata steel……………………………………………………………….86-100
About Tata Power…………………………………………………………….101
CSR Action Plan @ Tata Power............................................102
Integrating CSR with VMV....................................................103
VISION................................................................................104
MISSION.............................................................................104
VALUES...............................................................................105
CSR Mission & Approach......................................................105
Mission...............................................................................105
Approach...........................................................................105
Corporate Sustainability/Community Development Policy. 106
Identification of Key Communities.......................................106
Key Communities...............................................................106
Thrust Areas For CSR.........................................................106
Energy..................................................................................107
Other Areas…………………………………………………………………….108
Partnering with Govt./NGO’s/Community for Sustainability….1109
Resettlement & Rehabilitation.............................................109
Volunteering Policy..............................................................110
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Volunteer Activity & Schemes.............................................111

Key Impacting Drivers for CSR Initiatives.............................112
Glimpses of the Events……………………………………………… 112
Interview ………………………………………………………………...113-118
Conclusion …………………………………………………………………119
References ……………………………………………………………….120

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ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me
during the writing of this report. My deepest thanks to Lecturer, [mr. SHUSHMA
SHARMA] for correcting various documents of mine with attention and care. He has
taken pain to go through the project and make necessary correction as and when
needed.  I express my thanks to the hod of, BBA, for extending his support. My deep
sense of gratitude to mr. SHEKHAR ROY (HR. MANAGER), [TATA CHEMICALS BABRALA,
(BADAUN) U.P] support and guidance. Thanks and appreciation to the helpful people
At tata chemicals, for their support. I would also like to thank my Institute and my
faculty members without whom this project would have been a distant reality.

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DECLARATION

I hereby declare that the project work entitled “ CORPORATE SOCIAL

RESPONSIBILTY OF TATA ” submitted to the GGSIPU, is a record of an original
work done by me under the guidance of mrs. SHUSHMA SHARMA, Faculty Member,
LINGYAS LALAITA DEVI INST. OF MGT. AND SCIENCES, and this project work
has not performed the basis for the award of any Degree to the best of my knowledge.

ANKIT ARORA

1281921708

[SIGNATURE OF STUDENT]

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Introduction

Although the subject “Corporate Social

Responsibility” in its present form and
content has gained popular attention
only in recent years, its origin can be
traced back to the evolution of the
concept of a welfare state.
As the pace of industrialization quickened
employers became more and more concerned with the loss of productivity efficiency
due to avoidable sickness or accidents or stoppage of work due to bad personal
relationships. This gave rise to the idea of a welfare state, which was further
strengthened by the growth of democracy and of respect to human dignity during the
last 150 years. The frame work of a welfare state and with it the concept of social
responsibility have thus come to stay in many countries of the world.

The changing image of business in the recent years has lent further support to the idea
of social responsibility. Some public opinion polls in the 1960’s and 1970’s in United
States have left businessman disenchanted. These polls have revealed that the
businessman is viewed as an individual who does not cares for others, who ignored
social problems, who preys upon the population, who exploits labor, and who is a
selfish money grabber. On the other hand, until these opinions were unveiled, the
businessman in America believed that others viewed him as he viewed himself, as a
practical, down-to-earth, hardworking, broadminded, progressive, interesting and a
competitive free enterpriser. He believed that the society looked up at him as a self
sacrificing community leader, pillar of society, generous to a fault, great supporter of
education, patron of the arts, in short, the salt of the earth. Indeed, the businessman in
the pre-poll days thought of himself as a happy mix of Plato, Gandhi, and Churchill.

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What Is Corporate Social Responsibility?

Corporate social responsibility (CSR) is a form of

business self-regulation to incorporate social and environmental concerns. It represents
a business model that adheres to laws, ethical standards, and international norms.

As part of the business model, businesses have to take into account the impact of their
activities on the environment, employees, communities, stakeholders, and other
members of the public. In short, CSR represents the deliberate inclusion of the public’s
interest in a business’ decision making to ensure a triple bottom line that considers the
planet, people, and profits.

In general, CSR involves some kind of standardized reporting that allows the business
to collect information on how it is making progress on various fronts. Businesses that
engage in CSR typically focus on some or all of the following:

 Environment: This requires a look at the environmental impacts of products and

services, as well as what the business does outside the company to improve the
environment.

 Employees: It’s important to ensure that all employees are cared for adequately.
Businesses usually focus on workplace conditions, benefits, living wages, and
training.

 Communities: Engaging the surrounding communities is an important part of not

just creating good human capital that can serve the business, but also securing a
reputation that can further establish the business.
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 Regulations: Respecting regulations to the fullest and often exceeding them is

part of being socially responsible.

 Crisis Preparedness: Being ready to address business crises and ensure safety for
employees and surrounding communities is critical. Having plans ready and
tried are important in ensuring minimal losses during times of crises.

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Meaning and Definition

CSR is about how companies manage the business processes to produce an overall
positive impact on society.

Take the following illustration:

Companies need to answer to two aspects of their operations.

1. The quality of their management - both in terms of people and processes (the inner
circle).

2. The nature and quantity of their impact on society in the various areas.

Outside stakeholders are taking an increasing interest in the activity of the company.
Most look to the outer circle - what the company has actually done, good or bad, in
terms of its products and services, in terms of its impact on the environment and on
local communities, or in how it treats and develops its workforce. Out of the various
stakeholders, it is financial analysts who are predominantly focused - as well as past
financial performance - on quality of management as an indicator of likely future
performance.

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Other definitions

The World Business Council for Sustainable Development in its publication "Making
Good Business Sense" by Lord Holme and Richard Watts, used the following
definition. "Corporate Social Responsibility is the continuing commitment by
business to behave ethically and contribute to economic development while
improving the quality of life of the workforce and their families as well as of the
local community and society at large"

The same report gave some evidence of the different perceptions of what this should
mean from a number of different societies across the world. Definitions as different as
"CSR is about capacity building for sustainable livelihoods. It respects cultural
differences and finds the business opportunities in building the skills of employees,
the community and the government" from Ghana, through to "CSR is about business
giving back to society" from the Phillipines.

On the other hand, the European Commission hedges its bets with two definitions
wrapped into one: "A concept whereby companies decide voluntarily to contribute to
a better society and a cleaner environment. A concept whereby companies integrate
social and environmental concerns in their business operations and in their
interaction with their stakeholders on a voluntary basis".

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Need for Corporate Social Responsibility

There are many situations where social

responsibility of a business becomes
necessary. Few of these situations
which show the need for Corporate
Social Responsibility are discussed
below.

1. A societal approach to business is the contemporary business philosophy, which

demands business organizations to be responsive to the social problems.
2. As a result of globalization of business, global companies and MNCs operate in
a big way in their host countries. In order to establish a good corporate image,
they include social responsibility as a corporate objective. Indigenous companies
are forced to follow suit for maintaining their corporate identity.
3. In the terms and conditions of collaborations agreements, very often, social
welfare terms are included which necessitates the collaborating company to take
up social responsibility of business.
4. On the basis of legal provisions, companies have to concentrate on social
problems. For example an industrial organization in India must obtain a
certification from Pollution Control Board.
5. Corporate donations of social welfare projects of approved NGO’s are exempted
from income tax in India.
6. An organizations commitment to social responsibility creates a good corporate
image, and there by a better business environment.
7. Social responsibility of business enables the organization to improve its product
positioning and thereby improve its market share.
8. Very often situations demand due to natural calamities, accidents and so on. For
example, gas leak at the Union Carbide plant in Bhopal, wherein the company
had to monetarily compensate through medical treatment.

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Importance of CSR
CSR is an important business strategy because, wherever possible, consumers want to
buy products from companies they trust; suppliers want to form business partnerships
with companies they can rely on; employees want to work for companies they respect;
and NGOs, increasingly, want to work together with companies seeking feasible
solutions and innovations in areas of common concern. Satisfying each of these
stakeholder groups allows companies to maximize their commitment to another
important stakeholder group—their investors, who benefit most when the needs of
these other stakeholder groups are being met:

I honestly believe that the winning companies of this century will be

those who prove with their actions that they can be profitable and
increase social value—companies that both do well and do
good….Increasingly, shareowners, customers, partners and employees
are going to vote with their feet—rewarding those companies that fuel
social change through business. This is simply the new reality of
business—one that we should and must embrace.

Carly Fiorina

Chairman and Chief Executive Officer

Hewlett Packard Company

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The businesses most likely to succeed in the globalizing world will be those best able
to combine the often conflicting interests of its multiple stakeholders, and incorporate a
wider spectrum of opinions and values within the decision-making process and
objectives of the organization. Lifestyle brand firms, in particular, need to live the
ideals they convey to their consumers:

CSR is increasingly crucial to maintaining success in business—by providing a

corporate strategy around which the company can rally, but also by giving meaning
and direction to day to day operations.

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CSR in Today’s World

CSR as a strategy is becoming increasingly important for businesses today because of
three identifiable trends:

• Changing social expectations

Consumers and society in general expect more from the companies whose products
they buy. This sense has increased in the light of recent corporate scandals, which
reduced public trust of corporations, and reduced public confidence in the ability of
regulatory bodies and organizations to control corporate excess.

• Increasing affluence

This is true within developed nations, but also in comparison to developing nations.
Affluent consumers can afford to pick and choose the products they buy. A society in
need of work and inward investment is less likely to enforce strict regulations and
penalize organizations that might take their business and money elsewhere.

• Globalization

The growing influence of the media sees any ‘mistakes’ by companies brought
immediately to the attention of the public. In addition, the Internet fuels
communication among like-minded groups and consumers—empowering them to
spread their message, while giving them the means to co-ordinate collective action (i.e.
a product boycott).

These three trends combine with the growing importance of brands and brand value to
corporate success (particularly lifestyle brands) to produce a shift in the relationship
between corporation and consumer, in particular, and between corporation and all
stakeholder groups, in general.

The result of this mix is that consumers today are better informed and feel more
empowered to put their beliefs into action. From the corporate point of view, the
market parameters within which companies must operate are increasingly being shaped

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by bottom-up, grassroots campaigns. NGOs and consumer activists are feeding, and
often driving, this changing relationship between consumer and company.

CSR is particularly important within a globalizing world because of the way brands are
built—on perceptions, ideals and concepts that usually appeal to higher values. CSR is
a means of matching corporate operations with stakeholder values and demands, at a
time when these values and demands are constantly evolving.

CSR can therefore best be described as a total approach to business. CSR creeps into
all aspects of operations. Like quality, it is something that you know when you see it. It
is something that businesses today should be genuinely and wholeheartedly committed
to. The dangers of ignoring CSR are too dangerous when it is remembered how
important brands are to overall company value; how difficult it is to build brand
strength; yet how easy it can be to lose brand dominance.

CSR is, therefore, also something that a company should try and get right in
implementation.

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Implementing CSR
CSR is about common sense policies that represent a means of integrating a complete
‘social perspective’ into all aspects of operations. The goal is to maximize true value
and benefit for an organization, while protecting the huge investments corporations
make today in their brands.

CSR asks companies to ensure their business operations are clean and equitable, and
contribute positively to the society in which they are based. Otherwise, they leave
themselves open to too much danger from a potential consumer backlash.

CSR is good business sense, and a total approach to doing business, in a globalizing
world where companies are increasingly relying on brand strength (particularly global
lifestyle brands) to add value and product differentiation, and where NGO-driven
consumer activism is increasing.

Many believe the issue of how corporations integrate CSR into everyday operations
and long-term strategic planning will define the business marketplace in the near
future. It will become a key point of brand differentiation, both in terms of corporate
entities and the products that carry their brands.

Key steps on the road to integrating CSR within all aspects of operations include:

• Ensure the commitment of top management, and particularly the CEO, is

communicated throughout the organization

• Appoint a CSR position at the strategic decision-making level to manage the

development of policy and its implementation

• Develop relationships with all stakeholder groups and interests (particular

relevant NGOs)

• Incorporate a Social or CSR Audit within the company’s annual report

• Ensure the compensation system within the organization reinforces the CSR
policies that have been created, rather than merely the bottom-line

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• Any anonymous feedback/whistle-blower process, ideally overseen by an

external ombudsperson, will allow the CSR Officer to operate more effectively

Corporations today are best positioned when they reflect the values of the constantly
shifting and sensitive market environment in which they operate. It is vital that they are
capable of meeting the needs of an increasingly demanding and socially-aware
consumer market, especially as brands move front and center of a firm’s total value.
Global firms with global lifestyle brands have the most to lose if the public perception
of the brand fails to live up to the image portrayed.

Integrating a complete ‘social perspective’ into all aspects of operations will maximize
true value and benefit for an organization, while protecting the huge investments
companies make in corporate brands.

Arguments of CSR

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Arguments offered in favor of CSR can be broadly split into two camps—moral and
economic.

1. A moral argument for CSR

While recognizing that profits are necessary for any business entity to exist, all groups
in society should strive to add value and make life better. Businesses rely on the
society within which they operate and could not exist or prosper in isolation. They
need the infrastructure that society provides, its source of employees, not to mention its
consumer base. CSR is recognition of that inter-dependence and a means of delivering
on that obligation, to the mutual benefit of businesses and the societies within which
they are based:

CSR broadly represents the relationship between a company and the wider community
within which the company operates. It is recognition on the part of the business that
‘for profit’ entities do not exist in a vacuum, and that a large part of any success they
enjoy is as much due to the context in which they operate as factors internal to the
company alone.

Charles Handy makes a convincing and logical argument for the purpose of a business
laying beyond the goals of maximizing profit and satisfying shareholders above all
other stakeholders in an organization:

The purpose of a business is not to make a profit, full stop. It is to make a profit so that
the business can do something more or better. That “something” becomes the real
justification for the business….It is a moral issue. To mistake the means for the end is
to be turned in on oneself, which Saint Augustine called one of the greatest sins….It is
salutary to ask about any organization, “If it did not exist, would we invent it?” Only if
it could do something better or more useful than anyone else” would have to be the
answer, and profit would be the means to that larger end.

Advocates of CSR believe that, in general, the goal of any economic system should be
to further the general social welfare. In advanced economies, the purpose of business
should extend beyond the maximization of efficiency and profit. Increasingly, society
expects businesses to have an obligation to the society in which they are located, to the
people they employ, and their customers, beyond their traditional bottom-line and
narrow shareholder concerns.

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At a minimum, businesses operating in a community benefit from the infrastructure of

that community (tangible, practical elements such as the roads, other transport
infrastructure, the police, firefighters, etc) as well as more intangible benefits, such as a
safe or clean environment.

But, in most cases, businesses also draw their most important resource, its employees,
largely from the local community. Any business will be more successful if it employs a
well-educated workforce that can attend good hospitals if they become sick, and who
have grown up in a positive environment. This is not to mention consumers, also often
members of the local community, without whom no business could survive.

CSR advocates point out that no organization exists in isolation. They believe that
businesses, without exception, have an obligation to contribute as well as draw from
the community, on which they rely so heavily.

2. An economic argument for CSR

An economic argument in favor of CSR can also be made. It is an argument of
economic self-interest that there are very real economic benefits to businesses pursuing
a CSR strategy—and is designed to persuade those business managers who are not
persuaded by the moral case. Proponents of this argument believe that CSR represents
an holistic approach to business.

Therefore, an effective CSR policy will infuse all aspects of operations. They believe
the actions corporations take today to incorporate CSR throughout the organization
represent a real point of differentiation and competitive market advantage on which
future success can hinge:

CSR is an argument of economic self-interest for a business. In today’s brand-driven

markets, CSR is a means of matching corporate operations with stakeholder values and
demands, at a time when these parameters can change rapidly. One example is a
company’s customers: CSR adds value because it allows companies to better reflect
the values of this important constituent base that the company aims to serve.

CSR covers all aspects of a business’ day-to-day operations. Everything an

organization does in some way interacts with one or more of its stakeholder groups,

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and companies today need to build a watertight brand with respect to all stakeholders.
Whether as an employer, producer, buyer, supplier, or investment, the attractiveness
and success of a company today is directly linked to the strength of its brand.

CSR affects all aspects of all operations within a corporation because of the need to
consider the needs of all constituent groups. Each area builds on all the others to create
a composite of the corporation (its brand) in the eyes of all stakeholder groups.

3. Arguments against corporate social responsibility

If the arguments for a socially responsible approach were widely accepted, nobody
would even using the label "CSR" because everyone would be doing it. Those of us
who spend our time marshalling the case for would do well to spend a little time
hearing the case against, and considering what should be the response.

Of course, one of the challenges in considering cases "for" and "against" CSR is the
wide variety of definitions of CSR that people use. We assume here we are talking
about responsibility in how the company carries out its core function - not simply
about companies giving money away to charity.

Below are some of the key arguments most often used against CSR and some
responses.

 Businesses are owned by their shareholders - money spent on CSR by managers

is theft of the rightful property of the owners

 The leading companies who report on their social responsibility are basket cases
- the most effective business leaders don't waste time with this stuff

 Our company is too busy surviving hard times to do this. We can't afford to take
our eye off the ball - we have to focus on core business

 It's the responsibility of the politicians to deal with all this stuff. It's not our role
to get involved
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 I have no time for this. I've got to get out and sell more to make our profit line.

 Corporations don't really care - they're just out to screw the poor and the
environment to make their obscene profits

Corporate Social responsibility in India

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• Most companies are not doing any CSR

• Many companies are only making token gestures towards CSR in tangential
ways such as donations to charitable trusts or NGOs, sponsorship of events, etc.

• Most companies believe that charity and philanthropy equals to CSR; very few
companies are using their core competence to benefit the community.

• Most companies use CSR as a marketing tool to further spread the word about
their business. For instance, donation of a token amount to some cause on
purchase of a particular product. The fact that companies are hiring advertising
agencies for their CSR further highlights this.

• Only Few Indian companies (from this study) publish a Corporate

Sustainability Report to measure and assess the impact of their business on the
environment .

• Very few companies openly state the processes followed by them, the damage
caused by these processes, and the steps taken to minimize this damage.

• Very few companies state how much they spend on CSR. There is no mention of
the amount spent in any of their balance sheets or annual reports. Most companies
just list and describe their CSR activities and seem to be spending minimal amounts
on CSR.

• Very few companies are engaged in CSR activities in the local communities where
they are based.

• Very few companies have a clearly defined CSR philosophy. Most implement their
CSR in an ad-hoc manner, unconnected with their business process.

• Most companies spread their CSR funds thinly across many activities, thus
somewhere losing the purpose of undertaking that activity.

• Most companies appear reluctant to themselves fulfill their CSR unless it is

mandatory by law.

• Generally speaking, most companies seem either unaware or don’t care about CSR.

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However, all companies can be considered to be an upward learning curve with

respect to CSR and it is expected that the situation will improve.

Measure for applying Corporate Social Responsibility

Sustainability reporting
It is recommended that every company should publish a separate Corporate

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Sustainability Report (as per the Global Reporting Initiative (GRI) framework) along
with their Annual Report. At the very least, every company must include a Corporate
Sustainability section in its Annual Report (similar to the mandatory section on
Conservation of Energy, Technology Absorption and Foreign Exchange Earnings and
Outgo).
CSR philosophy to be defined and articulated
Every company must clearly define its own CSR philosophy and objectives, stating
which issues it intends working on or contributing to. It is recommended that a
company first takes up areas that directly concern its business processes, and thereafter
any other related or unrelated issues. These can also yield strategic benefits to the
company.

Minimum annual CSR expenditure

Every company must spend a minimum of 0.2% of its annual income on CSR
activities. The CSR spending of a company should not be linked to the profit made by
the company because this would vary from year to year and the CSR activities would
thus not be consistently maintained.

The scale of operations of a company and its impact is connected with its sales, and not
with its profits. The larger the company, the greater is the damage it is doing to the
environment. Conversely, the greater is the company's ability to do good.

Protection and restoration of the environment

Every company must be engaged in CSR activities that minimise its harm to the
environment, and which help restore damage done to the environment because of the
company. For example, all companies should use energy-efficient technologies for
their factories and offices, and adopt rainwater harvesting irrespective of the
production process they are engaged in.

Employment for marginalized groups

Every company should provide inclusive employment opportunities and include the
physically-challenged and marginalized groups in their workforce. The number of
employment opportunities offered to such groups should be stated in the Annual
Reports as is done by Public Sector Undertakings.

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Local community development

It is recommended that a company first undertakes projects in the places where it
functions, and helps those local communities and environments that are affected by its
work.

Use of core competence

Every company should use its core competence to benefit its stakeholders and society.
For instance, banks can use their expertise to identify and counsel debtors who are
likely to run into financial trouble

Extending profile and area of businesses

A company should attempt to stretch its business beyond its existing profile and into
areas where it does not normally work so as to reach out to under-served groups and
populations. While this may sometimes mean smaller profit margins or marginal losses
for the company, it will invariably result in valuable business learning's as well as
effective CSR for the company.

Developing internal CSR implementation systems

A company may choose to develop an in-house CSR team or division that undertakes
the CSR activities for the company. This is desirable as it leads to greater sensitization
and awareness within the company about it's processes, responsibilities, role, etc. and
leads to the internalization of the company's CSR philosophy.

Instead of contributing to the trust of the CEO or the promoter family, a company
should set up its own trust/foundation as a matter of proper business ethics.

It is recommended that a company set up a committee that includes an external

Director, an NGO and local stakeholders for selecting, monitoring and evaluating its
CSR activities.

Focused CSR activities for greater impact

It is recommended that a company identifies a few issues for it's CSR activities and
works on these areas for a sustained period of time so that measurable results and
improvements can be achieved, rather than undertaking or supporting several small

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initiatives across several areas thereby reducing effective impact.

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TATA GROUP PROFILE

• The Tata Group comprises 96 operating companies in

seven business sectors:
• information systems and communications;
• engineering; materials;
• services; energy;
• consumer products; and
• chemicals.
• Steel.
• The Tata Group has operations in more than 54 countries
across six continents, and its companies export products
and services to 120 nations.
• The Tata Group is one of India's largest and most
respected business conglomerates, with revenues in 2005-
06 of $21.9 billion (Rs 967,229 million), the equivalent of
about 2.8 per cent of the country's GDP, and a market
capitalisation of $55.1 billion.
• Tata companies together employ some 2,46,000 people.

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• The Group's 28 publicly listed enterprises — among them

stand out names such as Tata Steel, Tata Consultancy
Services, Tata Motors and Tata Tea — have a combined
market

capitalisation that is the highest among Indian business

houses in the private sector, and a shareholder base of
over  2 million
• The Tata family of companies shares a set of five core
values: integrity, understanding, excellence, unity and
responsibility.

MILESTONES

1868
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The TATA Group was founded by

Jamsetji Nusserwanji Tata in the mid 19th century, a
period when India had just set out on the road to gaining
independence from British rule.

1874

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The Central India Spinning, Weaving and Manufacturing

Company is set up, marking the Group's entry into
textiles.

1902

The Indian Hotels Company is incorporated to set up the

Taj Mahal Palace and Tower, India's first luxury hotel,
which opened in 1903.

1907

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The Tata Iron and Steel Company (now Tata Steel) is

established to set up India's first iron and steel plant in
Jamshedpur. The plant started production in 1912.

1910

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The first of the three Tata Electric Companies, The Tata

Hydro-Electric Power Supply Company, (now Tata Power)
is set up.

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PRODUCTS AND SERVICE

For homes and individuals

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• Insurance (Tata AIG Life, Tata AIG General)

• Jewellery (Tanishq)  
• Leather products (Tata International)
• Multi-utility vehicles (Tata Motors)  
• Passenger cars (Tata Motors)
•  Tea (Tata Tea, Tetley)
•  Telecommunications (Tata Indicom, VSNL)
• Watches, clocks (Titan)
• Hotels (Indian Hotels)  

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For industries and companies

• Agricultural inputs
• Agrochemicals (Rallis)
• Fertilisers (Tata Chemicals)
•   Automotive
• Automotive components (TACO)
• Automotive services (TACO, Tata
Technologies)
• Commercial vehicles (Tata Motors)
• Diesel engines (Tata Cummins)

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Electronics
• Digital disc recorder (Tata Elxsi)  

Energy
• Oil and gas (Tata Power)
• Power (Tata Power, Tata Projects)
• Solar energy (Tata BP Solar)

Engineering
• Air-conditioning products and services (Voltas)
• Bearings (Tata Steel)
• Construction equipment (Telcon, Voltas)
• Engineering consultancy (TCE Consulting Engineers)
• Engineering equipment and services (TRF, Voltas)

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• Engineering projects and project services (Tata

Projects, Voltas)
• Industrial electronics (Nelco)
• Industrial machinery (Voltas)
• Manufacturing engineering (TAL Manufacturing
Solutions)
• Mining and material handling equipment (Voltas)
• Precision equipment (Tata Precision Industries)
• Turbochargers (Tata Holset)

Financial services
• Insurance (Tata AIG General, Tata AIG Life)
• Investment (Tata Asset Management, Tata
Investment Corporation, Tata International AG)

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Food products
• Coffee (Tata Coffee)
• Food additives (Tata Chemicals)
• Spices (Tata Tea, Tata Coffee)
• Tea (Tata Tea, Tata Tea Inc)  

Hospitality
• Hospitality (Indian Hotels)
Indian Hotels and its subsidiaries, collectively
known as the Taj Group, are recognised as one of
the world's finest hospitality chains.

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Information technology
• IT-enabled services (SerWizSol)
• IT products and solutions (TCS, CMC, Tata
Infotech, Nelito Systems, Tata Interactive
Services)
• IT services (TCS, CMC, Tata Infotech, Tata
Technologies, Nelito Systems)  

Infrastructure

• Construction services (Tata Projects, Voltas)

• Realty (THDC)

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Publishing

E-learning (Tata Interactive)

Publishing (Tata McGraw-Hill)  

Trading

• E-trading (mjunction services)

• Trading (Tata International, Tata AG, Tata
Incorporated, Tata Limited)  

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Approach

 Jamshed Irani, Director, Tata Sons Ltd, says, "The

Tata credo is that 'give back to the people what you
have earned from them'. So from the very inception,
Jamshetji Tata and his family have been following
this principle." Moreover he says that for any
business to sustain in the long run they have to look
beyond business.
 The organisation believes that India is far away from
reaching that phase of economic development
where government is solely responsible for the basic
needs of the public. We don't have a social security,
adequate health and education services. So till then
corporate houses should fill the gaps.
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 The group's policy is to provide livelihood instead of

giving money.

 Tata group has instituted the Tata Council for

Community Initiatives – TCCI, a central body that
acts as a facilitator for the entire group’s social
initiatives
 Formation of the TCCI has given a common
direction to the Tata group’s CSR activities
 To achieve it’s aim, the TCCI planned to draw up a
set of guidelines that would form the basic
framework within which individual companies who
worked closely with TCCI contributed their core
competencies for the betterment of the community.
 TCCI has brought about a more structured approach
to the CSR activities at the Tata group. CSR is
implemented through the P-D-C-A Model – a
management system

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 The common approach to community development

ensures that every activity or project is checked out
on certain important aspects of development and
values the group collectively agrees upon.

Integration With Business Strategy

 Since inception, the Tata group has placed equal

importance on maximizing financial returns as on
fulfilling its social and environmental responsibilities
- popularly known as the Triple Bottom Line (TBL)
 Through its TBL initiative, the Tata group aimed at
harmonizing environmental factors by reducing the
negative impact of its commercial activities and
initiating drives encouraging environment-friendly
practices.
 In Tata group companies, the management is
encouraged to make a declaration of policy, strategy

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and budgets for environment and community

development, and run activities as part of a non-
negotiable minimum programme aimed at
generating the reputation for the Tata Brand.

Integration With Business Strategy

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Tata Business Excellence Model (TBEM)

• Community: The strategy that each Company

evolves, needs to be focused on the real needs of
the communities in which the company operates and
which it seeks to serve. 
• Overall Development: There needs to be a
dovetailing of the skills and strengths of the
Company and its employees with the immediate and
long-term gaps in the overall development of those
communities - be they in the field of education,
health, environment, civic amenities, infrastructure,
family planning, vocational skills etc. 

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• Minimum programme: TATA Brand: In Tata

companies we encourage the management to make
a declaration of policy, strategy and budgets for
environment and community development, and run
activities as part of a non-negotiable minimum
programme aimed at generating the reputation for
the Tata Brand.

• CSR expenditure budgeted before preparation of profit and

loss account by companies
• Active volunteering programme in Group
• • Over 11,500 registered volunteers in 20 companies
• • 150,000 volunteer man hours

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Initiatives

TATA CONSULTANCY SERVICES (TCS)

TCS is committed to reducing the environmental impact of
its operations through
appropriate ongoing material management.
Reduction of waste at source
Reuse of material wherever possible
Recycling
Purchasing of products with recycled content

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Tata MOTORS
The Company is engaged in community and social
initiatives on labor and Environment .
Reducing Pollution
Restoring Ecological Balance
End of Life Vehicle Treatment and Recycling
TATA Group companies have always displayed a
keen interest in the welfare of the communities in
which they operate. As pioneers in the area of CSR,
TATA has played an important role in nation building
and socio-economic development since the early
1900s.
A survey conducted by the website indianngos
revealed that Tata’s spent Rs. 1.5 billion on
community development and social services during
the fiscal 2001-02 - the highest by any corporate
house in India.

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• Tata Chemicals Society for Rural

Development (TCSRD)
Tata Chemicals set up TCSRD in 1980 to promote
social uplift projects for communities in and around
Mithapur (Gujarat), Babrala (U.P.) and Haldia (West
Bengal).
The initiatives that TCSRD is involved in include:
– Agricultural development
– Education

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– Women's programmes
– Animal husbandry
– Rural energy
– Watershed development
– Relief work

Through TCSRD, Tata Chemicals works to

improve the quality of life of the people and
communities around its operations, and to support
sustainable development, a theme that is central to
the company's corporate philosophy. Tata
Chemicals employees endorse this philosophy by
helping empower rural communities chart their own
developmental course.

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Initiatives – Institutions

 Indian Institute of Science (IISc):

IISc has produced Nobel laureates, trained many of India's
greatest scientists and helped nurture some of the
country's finest scientific institutions.
 JRD TATA Ecotechnology Centre (JRDTEC):
JRDTEC is devoted to seeding and encouraging
sustainable development, that protects the environment
while benefiting the people who depend on it.

 TATA Institute of Fundamental Research (TIFR):

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Founded by Homi J Bhabha and JRD TATA in 1945 with

objective to improve India's scientific temper and
strengthen the nation's science infrastructure.
 TATA Institute of Social Sciences (TISS):
Set up in 1936, TISS is a pioneer in the field of social-work
education in Asia-Pacific region.

PARTNERSHIP

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DEPLOYMENT
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Although it seems too early to have an elaborate system

and convention to collect information, analyze and
measure performance, our previous experience
encourages us to suggest the following line of
action.
• Council and Policy Support Level
• Executive Committee / Secretariat action plan level
• Regional Group Level
• Company Level
• Employee commitment and volunteering level
• Deployment of resources level
• The Tata Process for documentation of case studies
• Motivating Community Champions
• Participatory Networking - a model for group level
resourcing

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DEPLOYMENT

The Process is segmented as follows:

The Minimum  Programme to measure the commitment
at the Company level
The reconstituted Council has decided that the
Community Initiatives of the Company shall be
integrated as part of the regular business plan every
year. Moreover, as a one time effort, certain basic steps
will be taken by the Company to institutionalize
community development work with the aim of involving
a large number of employees. The following are the
major steps to be taken by every Company:
I) The Case Study documentation  procedure to
measure the impact at Programme/Activity level
II) The scheme for Tata volunteers to measure the
performance of talent and resource made available to

the community.

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III) A suggested convention for Regional Group

Management
This document contains the common approach and this
section is about some operating conventions for
Regional Groups for them to function more cohesively.
IV) Building Partnerships and Networking
TATA’s believe in Networking not only as an important
technology for expanding community-development
work, but more as a way of life. We believe in creating
partnerships which can harness the synergy within the
various departments of the company, within the TATA
Group of companies and extending this to encompass
NGOs, government, development agencies and others,
in order to strengthen our professional, organisational
and resource base

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CSR BY TATA STEEL

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CSR BY TATA POWER

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About Tata Power

Lighting up Lives!

Recognised as India’s largest private sector power utility, with a reputation for trustworthiness, built up over
nearly nine decades, Tata Power surges ahead into yet another year with plans of sustained growth, greater
value to consumer and reliable power supply.

Led by a powerful vision, Tata Power pioneered the generation of electricity in India. It has now successfully
served the Mumbai consumers for over ninety years and has spread its footprints across the nation. Today, it
is the country’s largest private player in the sector. Apart from Mumbai and Delhi, the company has
generation capacities in Jojobera, Jharkhand and Karnataka.

Tata Power has an installed power generation capacity of about 3000 Mega Watts, with the Mumbai power
business, which has a unique mix of Thermal and Hydro Power, generated at the Thermal Power Station,
Trombay, and the Hydro Electric Power Stations at Bhira, Bhivpuri and Khopoli, accounting for 1797 MW. Its
diverse generation capability facilitates the company in producing low cost energy, thereby giving its
consumers a greater value for money.

Among its many achievements that Tata Power can proudly boast of are the installation and commissioning
of India’s first 500 MW unit (at its Thermal Power Generating Station, Trombay) the 150 MW Pumped Storage
Unit at its Hydro Generating Station, Bhira, and environmental control systems like the Flue Gas
Desulphurisation plant.

Tata Power has a first of its kind joint venture with Power Grid Corporation of India for the 1200 km Tala
Transmission Project.

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CSR Action Plan @ Tata Power

Integrating CSR with VMV

VISION - To be the most admired Integrated Power & Energy Company delivering sustainable value to all
stakeholders

MISSION - To become the most admired company delivering sustainable value by:
• Providing world class power and energy solutions that exceed customer expectations

• Innovating and deploying cutting edge eco-friendly technologies

• Capitalizing on global opportunities and exploring synergy in entire value chain

• Empowering our employees and creating an environment for them to perform at their highest
potential

• Caring for the safety, environment and well-being of employees and the communities

• Ensuring profitable growth and enhancing value to stakeholders

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VALUES - Integrity, Agility, Respect for People, Collaboration, Empowerment, Trust

CSR Mission & Approach

Mission
• To provide path breaking sustainable solutions to improve quality of life of our communities in a
proactive and sensitive manner

Approach
Committed to

• Focusing on Energy-related programmes

• Environment enrichment

• Community services

• Conservation of ecological systems

• Sustainable development

Corporate Sustainability/Community Development Policy

At Tata Power, Sustainability Policy integrates economic progress, social responsibility and environmental
concerns with the objective of improving quality of life. We believe in integrating our business values and
operations to meet the expectations of our customers, employees, partners, investors, communities and
public at large.

• uphold values of honesty, partnership and fairness in our relationship with stakeholders

• provide & maintain a clean, healthy and safe working environment for employees, customers and the
community

• strive to consistently enhance our value proposition to the customers and adhere to our promised
standards of service delivery

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• respect the universal declaration of human rights, International Labour Organizations's fundamental
conventions on core labour standards and operate as an equal opportunities employer

• encourage and support our partners to adopt responsible business policies, Business Ethics and our
Code of Conduct Standards

They will continue to serve our communities by:-

• By implementing sustainable community development programmes including through public/private

partnerships in and around its areas of operations

• By constantly protecting ecology, maintaining and renewing bio-diversity and wherever necessary
conserving and protecting wild life, particularly endangered species

• By encouraging our employees to serve communities by volunteering and by sharing their skills and
expertise

• By striving to deploy sustainable technologies and processes in all our operations and use scarce
natural resources efficiently in our facilities

They also help communities that are affected by natural calamities or untoward incidence, or that are
physically challenged in line with Tata Group's efforts

Identification of Key Communities

Key Communities
Communities in and around the current and prospective areas of operations of TATA Power in
Mumbai License Area, Hydro Divisions, Jojobera, Belgaum and Projects at various locations

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Thrust Areas for CSR

Energy

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Other Areas

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Partnering with Govt./NGO’s/Community for Sustainability

• Relook/Revise/Align the existing CSRR schemes by partnering with Govt./NGO’s/Other enabling
agencies in line with sustainable efforts in thrust areas

• Identify schemes launched by Govt./NGO’s/Other enabling agencies in our thrust areas

• Partner with Govt./Communities to create sustainable activities relevant to the needs of the
communities

• In case of no such available schemes, we will develop a self-reliant initiatives for communities in line
with needs

Resettlement & Rehabilitation

• Providing employment to deserving people in local community, as per HR policy

• Helping in areas of health & education

• Helping in income creation by providing vocational training thereby improving employability of the
community

• Helping to create entrepreneurship opportunities

• Supporting various community programs by local citizens

• Helping in cultural & sports development

Volunteering Policy

Tata Power is committed to create a culture of volunteering by encouraging, engaging and

recognizing employees’ contributions in terms of their time and talents towards improving the quality
of life of the people in and around its areas of operation.

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Volunteer Activity & Schemes

Non-Monetary Highlighting Organize Training Communication

Recognition Significant for employees of Calendar of
system Achievement activities well in
advance

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Glimpses of the Events

Keeping the above in view Tata Power conducted various programmes to contribute to the society
and a few of them are:-

1. Programme in association with Rotary club of North Island at the Kanya Vidya Mandir
school, Santacruz

In the two sessions which were held, 950 students .A brief idea about Tata Power was given and a
leaflet on Tata Power was distributed to the students.

2. Programme in association with Rotary club of Mumbai North Island at Utpal Sanghvi
International School

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This programme was attended by around 650 students. This CSR team was guided by.

Mr. A.Thamankar gave a talk on Trombay power plant and Mr. Shibu George on Energy
Conservation followed by a power point presentation on 'Save Energy' , a film on" The Power of
Future" and CSR activities within Tata Power. A live demonstration on saving energy was also
presented by Mr.Prasanna Patharkar followed by Question and Answer sessions which were very
effective.

3. Programme at S S Mahavidyalaya

This programme was attended by 100 students and 3 teachers. Mr Prassanna Patharkar gave the talk
on Energy conservation and also spoke about the importance of Electrical Safety in our daily life. A
Demonstration on saving Energy as well as Safety in handling electrical equipments/gadgets was also
given.

4. Horticulture Training Course

A Horticulture Training Course was conducted from 15th to 19th Oct at the Horticulture Training
Centre at Talegaon. 24 girl students from 12 villages were identified and selected from our key
communities.

5. Eye Check-up camp

An Eye Check-up camp was held on 28th Sept 2007 at the Dharavi Municipal School. The number of
students examined was 157. A follow-up of 24 children needing further investigations will be
followed up with the Bombay City Eye Institute and Research Centre and spectacles required by 15
children will be provided to them free of cost.

All this led to Tata Power bagging the BCCI 'Good Corporate Citizen Award 2001-2002'
& many more awards.

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INTERVIEWS

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INTERVIEW WITH HR MANAGER.

INTERVIEW WITH MR. SEKHAR ROY.

HR. TATA CHEMICALS (BABRALA)

Q1 how important is CSR for any company ?

Ans. Today consumers, investors, governments and even employees
have become more sophisticated and more aware of good corporate
behavior, or lack thereof. In this new business environment, a
company's reputation has become one of its most valuable assets,
and CSR has become one of the key components of corporate
reputation.

Q2. What sum tata chemicals spends on CSR?

Ans. Firstly for csr we don’t stand alone as a company,

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U may ask for what amount TATA SONS spends on CSR.

I cant tell excat amount,, but I can just say tata sons is at no.1
for csr in India.

Q3 can u please tel me some of the events or programmes

undertaken by company as CSR.
Ans. Right now we have life line express train in our town..
I think u may know about lifeline train..
And 6 months back we have floods in town ,, we supplied
packed foods to villagers in near by area,, n gave them shelters,
We provide electricity to near by area for 17 hours a day at very
low cost.

Q4- your comments on next chairman of tata sons.?

Ans. Uuummmm… no comments. You wil let you know before me ,,
Whenever next chairman is declared?

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INTERVIEW WITH A EMPLOYEE.

Mr. bhatiya.

Q What is the importance of CSR in sales..?

Ans. CSR creates reputation and goodwill of a company…
If you have good repo , some how it affect your sales in positive
way. I think I have given answer to your question.

Q being in sales dept..,,, you also take care for CSR?

Ans. Not me every person in tata family some how work for CSR.
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And we are “The Human Touch of Chemistry”.

INTERVIEW WITH TRUCK DRIVER.

MR. mansood khan.

Q1 If you know anything about CSR.?

ANS. Don’t know much,, but in tata we celebrate all festivals.
And we are the members of tata family.

Q2. Can u tell me any social responsibility of tata?

Ans. Driver- Well. One thing I wana say they provide insurance
to my family.. n also about life line express.

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ME- so wats a big deal every company provide insurance to their

employees.

Dirver – sir I think you are mistaken,, m a driver not a employee.

And every company don’t provide insurance facility to
their drivers…. It’s a big deal na?

Me- hhmmm it’s a big deal.

Driver – that’s why we say we are the part of tata family.

Me – thanks a lot,,

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Conclusion
Corporate Social Responsibility is a difficult and elusive topic for companies to deal
with. It can often be very costly and yield benefits that are hard to quantify. Perhaps
this is one reason why companies, according to the survey, have put so much focus on
the internal improvements that can be made, such as improving corporate governance
and transparency. This could also explain why the most important stakeholders, after
customers, are the traditionally important employees and shareholders.

There’s also the issue of just what standard of corporate social responsibility should
companies use and how far companies should go to perform their responsibilities
beyond what the laws call for. The issue of what is the “responsibility” of a corporation
is far from being settled, and there is an unresolved argument over what corporate
social responsibility means. Companies face a plethora of options among the various
standards, guidelines, benchmarks and other proposed measures of corporate social
responsibility.

One point that all can agree on is that corporate social responsibility is not a neutral
topic. There is a persistent debate about whether the corporate social responsibility
“movement” represents an unjustified intrusion into corporate affairs, and whether
companies should invest profits in their own corporate social responsibility projects or
return the money to shareholders to let them invest as they see fit. But there is no
denying that corporate social responsibility has become an important issue facing the
global business community and one that promises to grow in importance in the coming
years.

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Reference
1. Sen Gupta, Sunita Singh (2004). Business Social Partnership : An International
Perspective. Jaipur: Aalekh publications.
2. Jagdish (2004). Social Welfare in the Twenty-First Century : Issues , Critique
and Relevance. New Delhi: Akansha.
3. Sharma, Shashi Prabha (2004). Basic Principles of Education. New Delhi:
kanishka.
4. Saeen, Sandeeep(2001). Ethics Management. New Delhi: Sarup.
5. Corporate Social Responsibility in India - An Empirical Research
    By Bernadette Dsilva
6. 2. CSR could prove to be a valuable asset in an age of M&As, as it helps firms
spread their brand name  - Maitreyee Handique

3. Corporate Social Responsibility is no longer just an addition, it is a key 

differentiator."   Prasad Chandra, CMD, BASF South Asia

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