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ASSIGNMENT ON BUSINESS

ETHICS:
CSR ACTIVITIES CONDUCTED BY
TATA STEEL

Submitted by:

Dhiraj Kumar (29)

Manisha Patil (56)

Radhika Joge (45)

Roma Manwani (43)


Vijay Patil (20)

SIMS EXEC MBA 09-12 (Sem IV)

About the company: TATA STEEL


Tata Steel was established in 1907, as a materialisation of its Founder’s dream of a prosperous
and independent India. Jamsetji Nusserwanji Tata’s vision helped Tata Steel to overcome
several periods of adversity and strive to improve against all odds. Completing hundred years in
2007, the Company continues on its journey of growth and globalistaion through organic and
inorganic strategies. Driven as much by its commitment to society as by its performance and
profits the Tata Steel Vision today aspires to make the Group the global steel industry
benchmark for both value creation and corporate citizenship.

The Tata Steel Group has always believed that mutual benefit of countries, corporations and
communities is the most effective route to growth. Tata Steel has not limited its operations and
businesses within India but has built an imposing presence around the globe as well. With the
acquisition of Corus (now Tata Steel Europe) in 2007 leading to commencement of Tata Steel's
European operations, the Company today is the tenth largest steel producer in the world with an
employee strength of above 81,000 across five continents. During the financial year 2009-10,
the Group recorded deliveries of 24 million tonnes against 28 million tonnes in the previous
year, the decline being a reflection of the global economic slowdown mainly in the UK and
European operations. The Group recorded a turnover of Rs.102, 393 Crores in 2009 - 2010.
The Company has always had significant impact on the economic development in India and
now seeks to strengthen its position of pre-eminence in international domain by continuing to
lead by example of responsibility and trust.

Tata Steel’s overseas ventures and investments in global companies have helped the Company
create a manufacturing and marketing network in Europe, South East Asia and the Pacific-rim
countries. The Group’s South East Asian operations comprise Tata Steel Thailand, in which it
has 67.1% equity and Nat Steel Holdings, which is one of the largest steel producers in the Asia
Pacific with presence across seven countries.

Given below is an outline of Tata Steel's operations in Europe and South East Asia.

Tata Steel Europe: The European operations of Tata Steel, with main steelmaking operations
primarily in the UK and the Netherlands. The company supplies steel and related services to the
construction, automotive, packaging, rail, energy and power, lifting and excavating and other
demanding markets worldwide. It was formerly known as Corus.
Tata Steel Thailand: Headquartered in Bangkok, and is a major steel producer in Thailand and
is the largest producer of long steel products with a manufacturing capacity of 1.7 mtpa.

NatSteel Holdings: Headquartered in Singapore and is a leading supplier of premium steel


products for the construction industry. It became a 100% subsidiary of Tata Steel in February
2004. NSH produces about 2 MT of steel products annually across its regional operations.

Corporate Sustainability:

Regarded globally as a benchmark in corporate social responsibility, Tata Steel's


commitment to the community remains the bedrock of its hundred years of
sustainability. It's mammoth social outreach programme covers the company-managed
city of Jamshedpur and over 800 villages around it through upliftment initiatives in the
areas of income generation, health and medical care, education, sports, and relief.

The Company, fully conscious of its responsibilities to the future generations, has always taken
pro-active measures to ensure optimum utilistion of natural resources. This is reflected in the
ISO-14001 certification that all its operations have achieved for environment management.
The SA 8000 certification for work conditions and improvements in the workplace, is a
reiteration of its commitment towards the Company's employees. Other group companies like
Corus and Nat Steel, over the years have also made significant contribution to society in a
number of ways.

The Tata Steel Group’s focus in the area of corporate sustainability includes social
welfare, environmental sustainability, sports and inclusive growth. This ensures that all
its constituents and stakeholders share the Group’s successes.
Since the beginning of operations, Tata Steel envisaged its Steel Works, mines and collieries as
symbols of nation building and an endeavour to improve the quality of life of its people, with a
special interest in the communities where it operates.

The belief that progress of the community is integral to a harmonious business environment led
to need-based interventions in the early years. This gradually evolved into structured
mechanisms represented by Tata Steel’s numerous social and community welfare groups.
The idea of inclusive growth has been initiated with the view that Tata Steel’s successes are
shared by all its constituents and shareholders. Therefore the scope of improvement
initiatives reach far beyond the immediate circle constituting employees and their
families to communities that are directly or indirectly impacted by the Company. In its
global operations too, Tata Steel has ensured that several specific initiatives are taken
towards benefiting extended communities through the Group’s business.

Sustainability Initiatives:

In facilitating sustainable development and inclusive growth, Tata Steel Corporate Sustainability
Services (CSS) has been taking steps through its operating social arms that address the needs
of the community. In its areas of operation, capacity building for human, social and financial
value creation has spawned initiatives in sustainable livelihood, education, health, renewable
energy and affirmative action with the objective of improving the economic and social status of
the communities. The most prominent social-activity groups are:

• Tata Steel Rural Development Society (TSRDS)


• Community Development & Social Welfare Department (CD&SW)
• Tribal Cultural Society (TCS)
• Tata Steel Family Initiatives Foundation (TSFIF)
• Urban Services

Years of involvement, either directly or through the operating units has made Tata Steel
one of the largest non-governmental agencies to be engaged in community development
in the Country. Through the years the Company has:
 Supported and nurtured leadership among self-help groups and village
advocacy groups.
 Encouraged multi cropping and irrigation across thousands of acres in over
800 villages in Jharkhand, Orissa and Chhatisgarh.
 Earmarked dedicated resources for social welfare, rural and tribal development
and programmes for community empowerment.
 Encouraged enterprise development to create sustainable growth in the
villages.
 Adopted rehabilitation and resettlement initiatives under the 'Tata Parivar’
programme for all families affected by Greenfield projects.

Activities under the Parivar programme include:

- Fair and just compensation packages for land given up.

- Rehabilitation colonies developed in collaboration with villagers - with basic civic


amenities, drinking water, power, street lights, sewerage, schools, dispensaries,
access to education, community areas and places of religious worship.

- Psychological and emotional impact management.

- Formation of Self-help groups.

- Employment opportunities for one nominee of each displaced family in the Company
plant or associate companies.

- Customised training programmes to improve the employability of local youths.

- Micro-credit and micro-enterprise projects, especially for women.

- Basic health and hygiene services

- Culture preservation schemes and educational scholarships.


Tribal Upliftment Programme: Uthnau

Uthnau is evidence of how much Tata Steel has invested in the communities around it –
both financially and emotionally. The word ‘ Uthnau’ has its roots in the language of the
Santhals and stands to denote the upliftment and progress for the tribal people. In areas
around Jamshedpur as also in the areas of its operations in Jharkhand, Orissa and
Chattisgarh, Tata Steel in a number of ways has touched the lives of the tribals. Tata
Steel is dedicated and committed to bring the indigenous tribes of Jharkhand to the
mainstream of civilisation. Some of the initiatives taken in different areas of development may
be grouped as follows:

Education

 Adult literacy programmes


 Youth leadership programmes
 Early child education centres
 Several camp schools for tribal children
 A technical training centre in Seraikela

Health

 Family planning camps


 Immunisation camps for children
 Cataract operation camps
 ‘Cleft lip and palate’ operation programmes
 HIV/AIDS awareness programmes
 Mobile Medical Camps
Employability Enhancement

Creating employment is the first step in ensuring social sustainability. Even when demand for
unskilled and semi-skilled labour is reducing in developing and developed economies, Tata
Steel endeavours to achieve total self-sufficiency for people through profitable employment
opportunities. Where agriculture is the main economic activity, trends such as globalisation
mean that simple subsistence farming is becoming less viable and social problems arise from
migration caused by failure in farming. To address these problems, Tata Steel works with local
people in rural and urban areas to harness resources and skills that are available to develop
opportunities for sustainable livelihoods.

Tribal Initiatives

The world of tribals is unique and has to be dealt with special care. The Tata Steel Rural
Development Society (TSRDS), a corporate NGO supported by Tata Steel and the Tribal
Cultural Society (TCS), a non-profit organisation promoted by Tata Steel, are both instrumental
in providing sustainable livelihood to the community around its areas of operations. Tata Steel
seeks to secure the interests of the marginalised and provides sustainable solutions to their
concerns in its operational areas. The Company covers over 800 villages under its social
responsiveness initiatives in the states of Jharkhand, Orissa and Chhatisgarh.

Income Regeneration

 Formation of Self Help Groups.


 Arranging for credit in self-employment ventures.
 Encouraging micro enterprises like dokra, carpet weaving, terracotta, mat making, food
processing, poultry farming, mushroom farming, pisciculture and floriculture.

Affirmative Action
Tata Steel is fully committed to the need for growth and development of Scheduled Castes and
Scheduled Tribes (SC/ST) in a spirit of Affirmative Action and has developed and implemented
many initiatives in alignment with the policy on Affirmative Action and adoption of the Code of
Conduct for Affirmative Action. Its focus populations include scheduled tribe and scheduled
caste communities in Singhbhum (East & West) and Seraikela Kharsawan. Four hamlets, two
each of Birhor and Savar have been identified, a detailed socio-economic survey conducted,
and project implementation has been initiated in areas of sustainable livelihood, education,
health and sanitation.

Tata Steel contributed towards development of self-learning kit for Santhali language in
collaboration with Santhal Engineers’ Welfare Association (SEWA), a group of Santhal
professionals. The package is geared for the revival of Santhali language and comprises basics
of alphabet, elementary grammar, vocabulary and math to enable learners to read and write.

Gramshree Mela

As a platform to link rural craftsmen and women with potential markets and customers, Tata
Steel hosted the 17th Gramshree Mela in March 09 in collaboration with Council for
Advancement of People’s Action and Rural Technology (CAPART). In this extremely successful
initiative, a total of 209 stalls were put up with artisans displaying artifacts from 20 states of
India. The sales have progressed from a mere Rs 6 lakhs in 1992 to Rs 82 lakhs in 2009.

 Many artisans from the West Bokaro Unit have been linked with Ambedkar Hastshilp
Yojana from where they get skill up- gradation training and market linkages in Dokra,
Bamboo craft and Terracotta.
 Nearly 100 artisans have been insured under Rajeev Gandhi Shilpi Beema Yojna,
whereby they can claim medical expenses for Rs. 15,000 per year for self and family
members.

Case Study: Rope Making by Birhor Community at West Bokaro unit

Birhors are known for making ropes traditionally from ‘Mohlan’ tree barks and this
skill is used as their main source of income. With the depletion of forests, the
‘Mohlan’ trees have become rare. Therefore, Birhors have turned to other artificial
materials like plastic. For Tata Steel the Birhor rope makers have become a part of
the supply chain, as low priced durable ropes are very suitable in tying packages.
Since these ropes are made from the gunny bags of Tata Steel washery and CCL,
there is also a check on pollution, which is a very important factor from the
environment point of view.

In 2009, with the support of TSRDS, Birhor families have been able to make 3,875
Kg of rope amounting to Rs. 2,89,275/-

Empowerment of Women

Tata Steel has been quick to anticipate the emerging needs of the woman of today in every
sector, and especially so in the rural and marginalised segment. The Company has
undertaken many pioneering initiatives in empowerment programmes for women, one of
which was ‘Tejaswini’, launched in 2002. It signalled a new beginning and focused on
Tata Steel’s women employees on the shop floor at jobs which were till then were strictly
considered as the male domain.

‘Tejaswini” was an initiative undertaken for the Rejas and the Office Girls who were willing to
operate heavy motor equipment. Being an equal opportunities employer, Tata Steel designed
this programme to transform the female employees into proficient operators of heavy mobile
equipment like tractors and locomotives.

Some initiatives of Tata Steel under the Women Empowerment Programme may be listed as
follows:

 Since the early 1970s Tata Steel has been taking in Lady Graduate Trainees. Initiatives
have been taken to train women in the required mechanical skills through Female Trade
Apprentice courses.
 A Women Empowerment Cell has been set up at Tata Steel as a special wing at the IR
Division. It looks after women’s issues in addition to organising need-based training
facilities for the underprivileged.
 The Sexual Harassment Redressal Committee has been constituted in adherence to the
Company’s Code of Conduct Clause of an Equal Opportunity employer.
 The Legal Awareness Programme for Women aims at educating women on legal issues
at home and the workplace. Sessions are also held on Financial Investments, Consumer
Rights, Environment laws and Crime etc.
 The Adult Literacy Programme has been launched at Tata Steel Works in association
with Tata Consultative Services.
 Under SA-8000, Tata Steel has initiated an awareness programme for the welfare of the
women employed in the contractor’s cell.
 A Trust for Women Empowerment – ‘Basera’- has been set up for the wives and
daughters of the employees. The Domestic Management Programme (DMP) is one of
the most successful programmes under Tata Steel’s women empowerment initiative.

An important milestone in the same direction has been the driving training programme for
women from deprived communities that TSRDS has undertaken in order to provide them
with income generation opportunities. Altogether, 31 women from remote rural areas were
taught to drive by TSRDS. Initially, it was a major challenge just to motivate women for the
training. In an otherwise conventional society, TSRDS faced difficulties in making the
employers, the learners and their guardians even conceive the notion of women professional
drivers as a viable option. The employers had to be instilled with trust and confidence that the
women were adequately skilled in driving aptitude and that they would prove to be loyal and
dedicated workers. Suitable arrangements were also made for safe and secure housing
facilities with proper basic amenities for the women.

Case Study: Full speed ahead - The case of Ms Kunti Nanda-Professional Woman Driver

This is a story of pioneering women breaking barriers and gaining acceptability in a trade
traditionally regarded as male territory.

Four women---Ms Kunti Nanda, Ms Sumitra Dehuri, Ms Sunita Sahoo and Ms Nirmala Laguri
came forward with the fervor to make an imprint on society and took up jobs with Triveni Mining
Industries. TSRDS made a thorough study of the area to see that the area was congenial for
women and offered full support in relocation.

Ms Kunti Nanda, a poor widow with two children, was dependent on her in-laws who needed to
be especially convinced that her welfare would be looked after. The four women who were
earlier daily wage earners have endured well in their new trade. In spite of all kinds of social
pressures they have become role models for other women in similar circumstances.

Rural Initiatives

Sustainable Livelihood

 Tata Steel Rural Development Society as a


part its interventions in the areas of
sustainable livelihood has focused on
improving agricultural productivity. Some
major projects initiated in this direction are:

 In the first collaborative project with Agriculture Consultancy and Management


Foundation (ACMF), Chennai, interventions in approximately 20 acres resulted in
increased productivity of 2.25 tonnes per acre in the first year of the programme against
the target of two tonnes per acre.

 The second pilot project on dry land farming with International Crop Research Institute
for Semi Arid Tropic (ICRISAT), Hyderabad, developed nearly 22 acres of land resulting
in increased yields. In addition, 2800 acres of wasteland has been developed. Second
and third cropping in about 3300 acres of land has been facilitated through 65 water-
harvesting structures.

 A land and water management programme has been initiated in Ganjam district of
Orissa. In the first phase of this programme, in the year 2008-2009, TSRDS took up the
job of reviving 29 non functional lift irrigation systems of which 22 were completed by
end of FY09, covering over 720 acres of land benefitting 1400 families.

Joda Case Study on Wasteland Development

A plot of wasteland of nearly one acre, in Joda East was given to TSRDS to try out some
innovative methods to convert the land for agriculture productivity. TSRDS mobilised a group of
youth club members, who formed an SHG to take up this initiative. They were provided with
technical support as they were engaged in this kind of initiatives for the first time. They were
also given training and financial support to hire farm implements and labour. After a lot of sweat
and hard work the patch of land actually started showing signs of green and this was motivation
enough for farmers who had earlier refused to believe in the possibilities. They worked on the
land diligently and the labour paid off when it began to produce vegetables like bottle gourd,
ladies finger, spinach, cabbage, capsicum etc. After nearly four months of hard work this group
earned a sum of Rs. 75000. The total investment in the project by the groups and TSRDS was
nearly Rs. 17500 and therefore the net profit stood at a grand Rs. 57500 for all.

Irrigation Projects, Jamadoba

In the mining areas, large volume of water is required for various mining operations. To have a
judicious use of the mining wastewater, TSRDS Jamdoba unit, in the year 2008-2009,
constructed 2700 ft of irrigation channels to lead the water coming out from mines to the
farmer’s field for irrigation. The Project has benefitted around 1700 farmers from 18 villages,
which are around the mining areas. This initiative has helped farmers to irrigate their land at the
time of stress and also in taking second and third crop.

In addition to the channel, the unit also constructed three lift irrigation projects to use the mine
water and the water from the river and streams. This water was made available to the fields.
The projects were initiated in 2008-2009 and when completed it is expected to irrigate around
115 acres of land in three villages benefitting 125 farmers.

Case study of a farmer- Mukhiya

Ghasiram Mahato used to grow only paddy as crop in one season, the yield of which was just
enough for him to meet the annual consumption of his nine member family. He had five acres of
land out of which 4 acres was cultivable while one acre was ‘Tand goda land’. His eldest son
worked temporarily as an unskilled labour, where availability of work was for about six to seven
months in a year.

His situation changed in 2008 - 09 when he learnt multi-cropping techniques from TSRDS. In
the Kharif season now the average yield was 2 tonnes per acre. He utilised the productivity of 2
acres of land for consumption in the family and the remaining paddy from 2 acres of land was
sold.

Ghasiram Mahato also cultivated Rabi crop in approximately 1 acre of land. The output he got
was 3500 kg of ladies finger (vegetable), 40 kg of mustard and 100 kgs of wheat. Out of these,
ladies finger was sold in the market and it brought a net profit of Rs.14000.00. The entire
mustard and wheat was kept for his own consumption.

For the first time in his life Gahsiram Mahato had seen substantial yield from his land and he
has to thank TSRDS for his change of fortune.

Vocational Training
To take the process of development beyond the creation of economic wealth, as many as 3000
youths were given training in different kinds of vocations to build skills in different areas till date.
Of these, about 780 unemployed young men and women from Kalinganagar and Chhattisgarh
have been able to successfully access market oriented livelihood advancement skills and
opportunities through various programmes.

Apart from training on Tally and Basic as well as Advanced Computer skills, the youth
are trained for such vocations as:

 Community Health Providers


 Pathological Laboratory Assistant
 Automobile Mechanic
 Electrical Technician

Rural Enterprises through Self Help Groups (SHGs)

Over 900 functional SHGs have spawned in rural and urban


areas and are at different levels of maturity. Rural livelihood activities have been carried out in
the affected community. During 08-09 “Jamuna Pari” goats were distributed to three Self Help
Groups to make employment provisions for the families.
More than 10,000 women are part of these Self Help Groups and are engaged in various
agro-based and non-agro based micro-enterprises like:

Nursery raising and care, vermicompost units, animal husbandry, poultry, goat- rearing, candle
making, bamboo work, jewellery making etc.

CSR in Project Areas


Orissa:
Kalinganagar

At Kalinganagar the major CSR initiatives are focused towards health, positive engagement of
youth through sports and employability.

Health

 TSRDS provides General Medical Services through its clinics to the affected families at
the three permanent resettlements (Trijanga, Sansailo, Maniapatla), three temporary
resettlement areas (Dangadi-1, Dangadi-2 and Gobarghati) and to the nine peripheral
villages at Kalinganagar through the mobile medical units. About 22,000 patients were
reached out in year 2008-09.
 Five Sanjeevani Health Camps were organised at different locations where doctors from
Hi Tech Medical College, BBSR treated approximately 1400 patients with general and
specific ailments. The patients were also provided with free medicines.
 School health Check-up Camps were held at the tribal residential schools.
 Monthly Health Check-up camps were organised at the four tribal residential schools.
Through these health check-up camps over 1500 children were treated.

Drinking water

Drinking water being a major concern and a basic necessity, 44 tube-wells were installed to
address the drinking water issue.

Sports Initiatives

Football: Four clubs were assisted to organise football tournaments during the year. A team of
players was sent from the sports feeder centre to the selection camp organised by the State
football association at Barabati Stadium, Cuttack. Two boys were selected to represent the
State team in the under 19 team at Bhilai, Chhattisgarh.
Cricket: Three clubs were assisted to organise cricket tournaments to promote sports and
mobilisation of the local youth.

Employability Training

Specialised trainings were provided through three different training centres at Duburi, Baragadia
and Danagadai. In the year 2008- 09, 670 young men were trained and of them 316 have been
placed.

Dhamra Port

This year Gahirmatha, Kendrapara areas were selected for CSR activities as they were under
the influential area of Dhamra Port which happens to be a nesting site for the Olive-Ridley
Turtles. The activities carried out by TSRDS, Gahirmatha Area encompass the Social,
Economic, Environmental and Cultural dimensions of sustainability.

This year activities have been initiated at Dhamra Port to address health issues and the
concerns of the unemployed.

Health

Regular medical camps in twelve coastal villages have created a good healthy and hygienic
environment in the intervention areas. In each of these camps more than 100 patients have
been treated and are provided with free medicines and counselling. Considering the need of the
area, TSRDS is going to start a permanent health clinic in a coastal village of the Rajnagar
Block. This is expected to take care of about 2000 fishermen. Apart from these awareness
camps, specialised medical services will be provided on a regular basis.

Employment Regeneration

Three Tourist Boats have been constructed to provide employment to the people below the
poverty line for whom boat making has been the ancestral occupation. Through this activity
livelihood opportunity has been provided to nine families and this is also a means of reviving
tourism in the island of Hookitola. Resource mapping of Kendrapara and Bhadrak District was
also conducted. A Computer Centre in collaboration with Microsoft Corporation at Kharinasi has
been started in order to tap the potential in the unemployed youth and provide them basic
computer training. Five girls from Gahirmatha have been selected to be trained as Community
Health Providers at Jamshedpur. Twelve Primary Schools have been identified to give
academic support to 480 students through 24 teachers.

Chattisgarh

Tata Steel is operational in Lohandiguda and Tokpal Blocks in Bastar region of Chattisgarh,
with its headquarters at Jagdalpur since 2006. All the CSR initiatives in the region are focused
in 10 villages of these two blocks. Some of the CSR initiatives of last year are:

Employment Generation

Rural livelihood activities have been catering to the affected community. During 08-09 “Jamuna
Pari” goats to three Self Help Groups were provided for generating self-employment. This
variety in goats is famous for its productivity.

Empowerment

Different skill development and training programmes were organised for women to create an
avenue of self-employment. These include beautician training, screen printing and stitching
classes in which about 60 women are enrolled.

Health and Sanitation

Mother and Child mortality rate is comparatively higher in the rural areas because of ignorance
and illiteracy that has led to unsafe delivery practices. To overcome this problem TSRDS
organised a 3 days residential training programme for 25 Traditional Birth Attendants (TBAs).
The key resource persons for the training were gynaecologists from government hospitals. At
the end of the training a tool kit was provided to each of the participants for utilisation in safe
deliveries.

Sports

To promote rural sports, several trainings and skill development programmes were organised
by TSRDS’ Chattisgarh Unit to tap the talent from the project affected area after holding a
series of camps. Two girls from the region have proved themselves by winning medals at the
Chhattisgarh State Athletics Championship.

Drinking Water
The first low cost force lift pump has been installed in Usaribeda village of Lohandiguda block to
provide an access to safe drinking water to the communities. This technology will help in
providing safe potable drinking water to the community and will also save electricity and water
wastage.

Employability Training Programme

Out of the 110 youth trained, 63 have been employed in the field of Customer Relation
Services, Information Technology and Enabled Services, Hospitality Services and in the
Automobile Industry.

Local hiring and supply: Engaging local workforce,


initiatives in procurement

Tata Steel has extended its family beyond immediate employees to the larger community
through various programmes that include economic benefit of local people. Encouraging
localhiring and promoting supply chain at the base of the pyramid are a part of the Company’s
continuous emphasis on inclusive growth and enhancement of stakeholder value.

Engaging Local Workforce

Tata Steel ensures that local people are able to benefit from the economic opportunities that its
activities offer. Therefore local candidates for employment are considered favourably if they
posses the required qualification, skills and talent. The Affirmative Action Policy helps to ensure
that backward classes and tribal communities are given equal opportunity in employment and in
supply chain functions. Skill enhancement programmes help increase the employability of local
communities.

The unskilled and semi-skilled workforce is primarily sourced from the local community. Also,
preference is always given to local vendors.

Social Responsibility initiatives in Procurement

In accordance with its Affirmative Action Policy, Tata Steel encourages business entrepreneurs
from socially disadvantaged communities and includes them in its supply chain on the basis of
equal merit.

As a social responsibility initiative, social organisations and small-scale local industries are
given preference over larger players when the Company is placing orders, provided they are
able to match the required standards. For example, many items are sourced from local NGOs
such as AIWC, Seva Sadan, School of Hope and Bal Vihar. In order to assist social
organisations and small-scale industry units to supply the Company, raw materials are issued
on a ‘conversion’ basis for the supply of finished goods, spares, and consumables. This
reduces the burden of ‘working capital’ management of these small units.

Only local vendors are engaged for the delivery of services, except for the tasks requiring a
higher degree of specialisation and sophistication and a skill set which is not available locally.

Ongoing Programmes
Mother and Infant Survival Programme Population Stabilisation

Operation Muskaan for cleft lips and palates "YARS" - Youth and Adolescent Reproductive
Services

Specifically targeted programmes on HIV and AIDS.

Project "WATSAN" for Water and Sanitation Free Health Checkups for Women at Surya Clinics

Pioneer in Family Initiatives and HIV/AIDS Awareness Ringing the first alarm bell for Population
Control

The first corporation in the country to launch a family welfare programme, Tata Steel has been
promoting controlled family planning since the 1950s. Through the innovative use of
communication media, motivational programmes have extremely successfully broken the
barriers of prejudice and myths to bring about the participation of communities, in even those
which do not readily accept family planning.

Jamshedpur today is a leader in demographic indices in the country. For the past 16 years,
Tata Steel Family Initiatives Foundation (TSFIF) - formerly the Family Planning Department -
has been reaching out to the Community in Jamshedpur with Family Planning and Reproductive
Health Services. It covers a heterogenous population of over 10,00,000 including adolescents
and youth, industrial workers, bustee dwellers and those from the indigenous tribes of the area.
Now it is in the process of reauthoring its role, so as to extend both its capability and services
into emerging sectors of need.

Health and AIDS Awareness

The health and safety of the employees and the community is critically interlocked with
productivity and is enshrined in Tata Steel’s Vision. The Company has thus taken proactive
steps in AIDS prevention by spreading awareness not only amongst its employees, but also the
community at large so that the inhabitants of Jamshedpur and at other locations, remain safe.
Tata Steel has evolved a corporate sector model to prevent the spread of STD/HIV/AIDS,
globally and nationally. This model is being shared through forums like ILO, Global Business
Coalition on HIV/AIDS, Global Compact Initiatives, WHO-SE Asia Regional Office, NACO
(National AIDS Control Organisation) and JAPC (Jharkhand AIDS Prevention Consortium) and
more recently through Global Reporting Initiatives. This programme extends to the rural and
urban populace residing in and around Jamshedpur. The Global Business Coalition, which is an
alliance of over a hundred major international companies who are expected to lead by example,
is dedicated to combating this disease. Tata Steel is one of its founding members.

The prestigious "Global Business Coalition Award (GBC) for 2003 for Business Excellence" was
conferred on Tata Steel for its response to the epidemic and its outstanding HIV/AIDS
Awareness work in Jamshedpur. The award is conferred on companies who have evolved best
practices on HIV/AIDS prevention, especially to reduce the stigma and discrimination. This
award places Tata Steel’s initiatives at par with the best in the world, to be showcased globally.

Environment Conservation Initiatives


Tata Steel believes that environment management is integral to sustainable business. The
company's commitment in this area can be further gauged from the fact, that Tata Steel is the
first company in the country to be conferred ISO-14001 Certification for its main steel works and
utility services in Jamshedpur All its mines and collieries are also ISO-14001 Certified for
environmental management.Tata Steel's collieries and mines which support the 'Save Forests'
campaign are a benchmark in environment management, Further augmenting its commitment in
this field, Tata Steel, has planted 1.5 million surviving trees as a part of the “Green Millennium”
campaign. It may be worth mentioning that Jamshedpur has the best tree cover in the country.

The responsibility of managing environmental impact goes beyond operations. In recognition of


this fact, Tata Steel has always adopted effective measures in improving its processes, invested
in break-through technology and developed products and services that minimise negative
consequences in the environmental performance of the product-cycle.

Tata Steel has over the years focused on five principal areas of environment

management:

Optimising all the natural resources to their fullest extent

Focusing on water conservation and management

Waste utilisation and energy conservation

Pollution control (to reduce CO2 emission)

Land reclamation along with afforestation


In an era where the threats of global warming have
become an imminent reality, the Tata Steel Group has
taken several initiatives to battle the potential dangers.
Acknowledging the fact that the steel industry, as a

sector, contributes 4% of the total man-made carbon di-oxide emissions globally, all Tata Steel
Companies are committed to reducing greenhouse gas emissions and help and educate
customers to do the same. In its Indian operations other efforts by the Company in this direction
include pursuing Clean Development Mechanism (CDM) projects to further reduce CO2
emission by more than 2 million tonnes per annum. 100% of the manufacturing operations of
Tata Steel Europe are certified to the independently verified international environmental
management standard, ISO 14001.

During FY 2009-10, the Jamshedpur Steel Works benchmarked its activities with the IJmuiden
Steel Works in the Netherlands and has undertaken several energy efficiency measures like
maximising the utilisation of by-product gases, efficient operations of blast furnaces, etc. In
addition, a number of other Indian divisions of the Company too, undertook the Carbon Foot
Print exercise to assess the base levels and formulate a plan for setting targets and actions.

Tata Steel has implemented a variety of control measures to improve the working environment
at the shop floor. The objective has been to create an atmosphere that respects both nature
and community at the same time. The Jamshedpur works is the first in the world to be conferred
the SA 8000 for work conditions and improvements in workplace. All its operations have
achieved the ISO-14001 certification for environment management.

Contributing to the Group’s effort, the Climate Task Force (CCTF) also laid down a continued
plan of investing in breakthrough technologies to reduce the carbon footprint by at least 20% in
the next ten years. It has incorporated in its operations technologies like ULCOS (Ultra-low CO2
Steelmaking), which is aimed at reducing emissions in the process-cycle.
At Port Talbot in the UK, Tata Steel has inaugurated its BOS Gas Recovery Project, with the
objective of reducing site’s carbon dioxide (CO2) emissions by some 2,40,000 tonnes per year
and its dust (PM10s) emissions by 40 tonnes. The project has brought Port Talbot closer to
realizing its ambition of self-sufficiency in energy by reducing the plant’s demand for natural gas
from the national grid.

Reclamation of land and tree plantation measures is a part of the Organisation’s regular
activities. Whereas approximately 4000 acres of wasteland had been converted to agricultural
land and roughly 1500 acres has been brought under double crop by last year, in 2009-2010 an
additional area of 2,075 acres were covered under Hoticulture Crops (mango and cashew) and
373 acres of wasteland was developed in various locations. TSRDS, in collaboration with the
National Horticulture Mission, has launched a five-year Horticulture Project in the East
Singhbhum district of Jharkhand.

During this year, specific water consumption including power and steam generation in the
Indian operations reduced by 18.3% to the level of 5.57 m3/tcs mainly driven by recovery of
wastewater from the drains of the Steel Works. Solid waste utilisation increased by 1.55% in
2009-10 to the level of 91.1%.
In its efforts to prevent environmental degradation, the Company has also encouraged the
development of renewable and non-polluting sources of energy in the rural areas. This initiative
will gradually reduce dependence on firewood and slaughter of trees. While the Company
operations constantly address environmental sustainability, its rural development activities have
also focused on improving the green cover in the area and better water management.

Tata Steel Thailand (TSTH) is highly dependent on the use of natural resources and has
consequently incorporated energy management into its Total Productive Maintenance (TPM)
activities and has saved 1.8 million Baht per year on its electricity costs. TSTH is also focusing
on Greenhouse Effect Management, with a defined goal of restricting its CO2 emissions to 1.0
tonne per tonne of liquid steel produced by 2012. Its other environment projects include ‘The
Big Cleaning Day’ project; ‘The Local Forest Rehabilitation’ project and ‘The Steel Products for
Environmental Preservation’ project. The ‘Save Our Earth’ programme is a campaign against
global warming.
Overseas Initiatives collapse all

Community Development Initiatives

CSR is an integral component of Tata Steel’s business strategy and the overseas group
companies have been working towards improving the quality of life in their respective areas of
operation.

Initiatives in Europe

UK Steel Enterprise, a subsidiary of Tata Steel-Europe, has been providing funding and
infrastructural support for the economic regeneration of communities for the last 30 years. The
total financial support amounts to over £72m, with over £50m in direct investments. This has
enabled more than 4,500 businesses to flourish and created more than 70,000 new job
opportunities.

Community drug and alcohol abuse is 30% higher in the towns of Port Talbot and Neath than in
the rest of Wales – and, in turn, is 30% higher in Wales than in the rest of the UK. Tata Steel
joined forces with the Gwent Alcohol Project, West Glamorgan Council on Drugs and Alcohol
Abuse, the Community union and key contractors. Almost all our employees at Port Talbot and
Llanwern attended two-hour alcohol and substance awareness sessions during 2008, and
almost 200 line managers underwent training in how to spot and deal with possible drug or
alcohol-related issues.

Initiatives in Australia

NatSteel Australia Pty Ltd launched its pilot CSR leave project in 2008-2009, which allows staff
to pro-rate one day leave per year to carry out activities with their adopted charities. Financial
help extended by the Company includes:

• Donation of $5000 to the Victorian Fire Appeal for the victims of bush fires in Victoria.
• The Sports and Recreation Club of NatSteel Holdings raised $ 53,500 for the purchase
of a modified van for the physically challenged.

Initiatives taken in other parts of the world

 NatSteel Xiamen Ltd. (China) gave an RMB $ 160,000 cheque towards benefit of
Sichuan earthquake victims.
 An RMB $ 80,000 cheque was donated to the same cause by employees of NatSteel
Xiamen Ltd.
 The Wuxi Jinyang Metal Products Company donated RMB 120,000 for Sichuan
earthquake victims.
 The Siam Industrial Wire Company Ltd. (Thailand) undertook several improvement
initiatives under the Watdonchan School Project.
 NatsteelVina Co. Ltd. (Vietnam) extended financial support towards flood relief in Bac
Giang and Vinh Phuc provinces.
 Tata Steel Thailand provided rebars for the Yuwawitsawakornbopit 36 Bridge
Construction Project operations.
 Tata Steel Thailand also arranged an environmental conservation camp for 50 students.

Conclusion
Steeped in tradition for over a hundred years, Tata Steel has created significant landmark
events in the history of corporate India. Be it the discovery of iron ore mines, or its corporate
social responsibility initiatives, the Company has a rich repository of milestones since inception.

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