Chapter 1:

Introduction of the Project

1
INTRODUCTION TO CSR:-

Corporate social responsibility (CSR) is:

 An obligation, beyond that required by the law and economics, for a firm to pursue long term
goals that are good for society

 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
that of the local community and society at large

 About how a company manages its business process to produce anoverall positive impact on
society

Corporate social responsibility means:

 Conducting business in an ethical way and in the interests of the wider community.

 Responding positively to emerging societal priorities and expectations

 A willingness to act ahead of regulatory confrontation

 Balancing shareholder interests against the interests of the wider community

 Being a good citizen in the community

Is CSR the same as business ethics?

 There is clearly an overlap between CSR and business ethics

 Both concepts concern values, objectives and decision based on something thanthe pursuit of profits

 And socially responsible firms must act ethically

2
designed to increase its profit so long as it stays will the rules of the game, which is to say, engages in
open and free competition, without deception or fraud.” [Milton The difference is that ethics concern
individual actions which can be assessed as right or wrong by reference to moral principles. CSR is
about the organisation’s obligations to all stakeholders – and not just shareholders.

There are four dimensions of corporate responsibility

 Economic - responsibility to earn profit for owners

 Legal - responsibility to comply with the law (society’s codification of right andwrong)

 Ethical - not acting just for profit but doing what is right, just and fair

 Voluntary and philanthropic - promoting human welfare and goodwill

 Being a good corporate citizen contributing to the community and the qualityoflife

The debate on social responsibility:

Not all business organisations behave in a socially responsible manner

And there are people who would argue that it is not the job of business organisations to be concerned
about social issues and problems

There are two schools of thought on this issue:

 In the free market view, the job of business is to create wealth with the interestsof the shareholders as
the guiding principle

 The corporate social responsibility view is that business organisation should beconcerned with social
issues

Free market view - a summary

 The role of business is to create wealth by providing goods and services

3
  “There is one and only one social responsibility of business- to use its resourcesand engage in
activities Friedman, American economist]

 Giving money away is like a self imposed tax

 Managers who have been put in charge of a business have no right to give aw
aythe money of the
owners

 Managers are employed to generate wealth for the shareholders - not giveitaway

 Free markets and capitalism have been at the centre of economic and socialdevelopment

 Improvements in health and longevity have been made possible by economiesdriven by the free
market

 To attract quality workers it is necessary to offer better pay and conditions andthis leads to a rise in
standards of living and wealth creation

 Free markets contribute to the effective management of scarce resources

 It is true that at times the market fails and therefore some regulation is necessaryto redress the balance

 But the correcting of market failures is a matter for government - not business

 Regulation should be kept to a minimum since regulation stifles initiative andcreates barrier to
market entry

The free market case against corporate social responsibility

 The only social responsibility of business is to create shareholder wealth

 The efficient use of resources will be reduced if businesses are restricted in howthey can produce

 The pursuit of social goals dilutes businesses’ primary purpose

 Corporate management cannot decide what is in the social interest

4
  Costs will be passed on to consumers

 It reduces economic efficiency and profit

 Directors have a legal obligation to manage the company in the interest ofshareholders – and not for
other stakeholders

 CSR behaviour imposes additional costs which reduce competitiveness

The corporate responsibility view

 Businesses do not have an unquestioned right to operate in society

 Those managing business should recognize that they depend on society

 Business relies on inputs from society and on socially created institutions

 There is a social contract between business and society involving mutualobligations that society
and business recognize that they have to each other

Stakeholder theory

The basic premise is that business organisations have responsibility to various groups in society (the
internal and external stakeholders) and not just the owners/ shareholders

The responsibility includes a responsibility for the natural environment

Decisions should be taken in the wider interest and not just the narrow shareholder interest

Arguments for socially-responsible behaviour

 It is the ethical thing to do

5
  It improves the firm’ public image

 It is necessary in order to avoid excessive regulation

 Socially responsible actions can be profitable

 Improved social environment will be beneficial to the firm

 It will be attractive to some investors

 It can increase employee motivation

 It helps to corrects social problems caused by business

Enlightened self interest

This is the practice of acting in a way that is costly and/or inconvenient at present but which is believed
to be in one’s best long term interests.

There is a long history of philanthropy based on enlightened self interests e.g. Robert Owens’s New
Lanark Mills, Titus Salt’s Saltaire as well the work of the Quaker chocolate makers such as Cadbury at
Bournville and Rowntree in York.

Enlightened self interest is summed up in this quotation from Anita Roddick (founder of the Body
Shop):“Being good is good for business”

CSR behaviour can benefit the firm in several ways

 It aids the attraction and retention of staff

 It attracts green and ethical investment

 It attracts ethically conscious customers

6
  It can lead to a reduction in costs through re-cycling

 It differentiates the firm from its competitor and can be a source of competitive advantage

 It can lead to increased profitability in the long run.

Models of Corporate Social Responsibility

There are some models, which endeavor to describe the evolution and extent of social orientation of
companies.

 Carroll’s Model:

The four responsibilities displayed on the pyramid are:

ECONOMIC

 This is the responsibility of business to be profitable

 Only way to survive and benefit society in long-term

LEGAL

 This is the responsibility to obey laws and other regulations

7
  E.g. Employment, Competition, Health & Safety

ETHICAL

 This is the responsibility to act morally and ethically

 E.g. Treatment of suppliers & employees

PHILANTHROPIC

 This is the responsibility to give back to society

 E.g. charitable donations, staff time on projects

Ackerman’s Model:

Also described that CSR done by a company generally spreads over three

phases:

 FIRST where the top management recognizes the existence of social problem, which
deserves attention and acknowledges the company’s policy towards it by making an oral or
written statement.

 SECOND phase is where the Co. appoints staff specialists or external consultants to study
the problem and suggest ways of dealing with it.

 THIRD phase involves the implementation of the social responsibility programmes.

8
 1.2: Objective of the Study
The main objective of this project is

 To Understand the concept of Corporate social responsibility

 To Study activities carried out by TATA in various areas

 To analyze impact of CSR on society & employees.

9
Scope of CSR Activities

1. Eradicating hunger, poverty, and malnutrition, promoting preventive health care, sanitation and
making available safe drinking water.

2. Promoting education, including special education and employment enhancing vocation skills among
children, women, elderly, and differently abled and livelihood enhancement projects.

3. Promoting gender equality, empowering women, setting up homes and hostels for women, and
orphans, setting up old age homes, day care centres, and such other facilities for senior citizens and
measures for reducing inequalities faced socially, and economically backward groups.

10
 Chapter 2:

Introduction to Industry

11
INTRODUCTION TO THE INDUSTRY –
The modern steel industry is inseparable from the second Industrial Revolution of the nineteenth
century. From simple, small-batch production, new technologies such as the Bessemer process
(developed in England in 1854) contributed to the mass production of steel. The industry diffused
throughout Europe and the United States. The depression of the 1890s and subsequent mergers
consolidated the American industry. In 1901 U.S. Steel, then the world’s largest company, was formed.
Scale of production increased dramatically in the twentieth century with large-scale blast furnaces to
melt iron ore, its reduction in open hearth furnaces, followed by larger and more efficient basic oxygen
furnaces (developed in Austria in 1954), continuous casting of molten steel, and port-based mills (in
Japan and South Korea), which relied on massive ships capable of transporting imported raw materials
and exports of finished steel products inexpensively. In the United States in the 1980s Kenneth Iverson
adopted German innovations in electric arc furnace (EAF) technology. These mini-mills relied on
recycled scrap or natural gas–based directly reduced iron (DRI) and thin slab casting. Mini-mills’
smaller scale added to its flexibility and competitiveness compared to blast furnace– based integrated
producers.

The geographical location of steel mills was dictated by the availability of coal and iron ore. For the
United States in the mid-1800s coal fields in eastern states such as Pennsylvania, Ohio, New York, and
New Jersey attracted major iron works. Similarly, the availability of iron ore and coal around
Birmingham, Alabama, and later in the late nineteenth century in Minnesota and Michigan influenced
the location of steel mills in the Great Lakes region with Chicago as a major market. Such patterns have
been found in other countries such as Brazil and India where mills were located near mines. However, in
East Asian countries such as South Korea, Taiwan, and Japan, devoid of raw materials, a new pattern of
plant location emerged, targeting coastal locations to source raw materials from and export finished steel
to the world economy.

The post–World War II (1939–1945) American industry was characterized by oligopolistic competition
at home, slow technological change, and little international competition. A handful of firms led by U.S.
Steel dominated the industry. Supportive Keynesian policies propped up the U.S. economy, maintained
industry profits, and accommodated high wages for steel workers. A major steel strike in 1959 paralyzed
the economy, which was soon followed by brief controls of steel prices during the Vietnam War under
12
the Kennedy administration (1961–1963) to stem inflationary pressures.

John F. Kennedy asked steel workers to restrain their wage demands on the condition that steel
corporations such as U.S. Steel would not raise prices. While workers kept their part of the bargain the
companies did not as prices increased by $6 a ton. An infuriated Kennedy found such action as
“wholly unjustifiable and irresponsible defiance of the public interest” (Kennedy 1962). Such price
controls have been maintained worldwide through subsidies and public ownership because of the
industry’s dense intersect oral linkages. Not only are investments and employment encouraged in other
industries but also economy-wide inflation is restrained. Steel is also a strategic industry with direct
links to the defense sector.

INTRODUCTION TO INDIAN STEEL INDUSTRIES –

The iron and steel industry present s one of the most energy int ensive sectors wit hin the
Indian economy and is t herefore of part icular int erest in the context of both local and
global environment al discussions. Increases in product ivit y through the adoption of more
efficient and cleaner

technologies in the manufacturing sector will be effective in merging economic, environmental, and
social development objectives. A historical examination of productivity growth in India’ s industries
embedded into a broader analysis of structural composition and policy changes will help identify
potential future development strategies that lead towards a more sustainable development path.
Issues of product ivit y growth and patterns of subst it ut ion in the iron and steel sector as
well as in other energy int ensive industries in India have been discussed from various
perspect ives.
Historical est imat es vary from indicat ing an improvement to a decline in the sector’ s
product ivit y. The variat ion depends mainly on the time period considered, the source of
data, the type of indices and econometric specificat ions used for report ing product ivit y
growt h. Regarding patterns of subst itut ion most analyses focus on int erfuse
subst it ut ion possibilit ies in the context of rising energy demand. Not much research has

13
been conducted on patterns of subst itut ion among the primary and secondary input
factors: Capit al, labor, energy and mat erials. However, analyzing the use and
subst it ut ion possibilit ies of these factors as well as ident ifying the main dr ivers of
Product ivit y growth among these and other factors is of special import ance for
understanding t echnological and overall development of an industry.

Others major steel producers in India are:-

1. TISCO ( Tata Iron and Steel Corporation ltd)

2. Essar Steel
3. Jindal Vijaynagar Steels Ltd

4. Jindal Strips Ltd

5. JISCO

6. Saw Pipes

7. Uttam Steels Ltd

8. Ispat Industries Ltd

9. Mukand Ltd
10. Mahindra Ugine Steel Company Ltd
11. Tata SSL Ltd
12. Usha Ispat Ltd
13. Kalyani Steel Ltd
14. Electro Steel Castings Ltd 15.Sesa Goa Ltd

14
 Chapter 3:

Introduction to the Company

History – Tata Steel

Tata Steel, which has culminated into the century long history of an industrial empire, emerge from the
illustrious efforts of India's original iron man and the remarkable people who thereafter, have kept the fire
burning.

The story of Tata Steel is a century old. And so is the story of steel in India. Etched with the visions and
hardships of a single man, the story has flowed through ages to redefine steel in every way. The saga, which
started in 1907, completes a century of trust in 2007. Over the years this one company has exposed the various
shapes and forms in which steel can be applied for effective utilization. The story of Tata Steel: defines and
redefines conventional wisdom in myriad ways.

The great Iron Pillar, a thousand years older than the Qutab Minar stands as a living testimony to the unmatched
skills of ancient Indian metallurgists. They had so perfected the craft of forging that Indian steel was highly
sought after. In Marco Polo’s travels there is a reference to andanique, a corruption of the Persian hundawaniy,
i.e. Indian steel. Tavernier, the 17th century French traveller, mentions the existence of a steel industry in the
“Kingdom of Golconda”. And the Arab Edrisi declared, “The Hindus excel in the manufacture of iron”. For
centuries, therefore, steel of remarkably superior quality was being fashioned in India out of primitive furnaces,
to be used, for instance, in the preparation of medicine and in the manufacture of arms. It was only in the last
century with the advent of the Industrial Revolution that the time- honoured skills of Indian ironsmiths began to
die.

The Industrial Revolution in England ushered in an era of unparalleled peace and prosperity. Modern science
bore fruit in an unprecedented technological development and industrial progress. This left countries like India,
where industrialisation was still in its infancy, feeling slightly dazzled and overwhelmed. The leading Indian
intellectuals of the 19th century believed that if India were to keep pace with the world it would have to master
the modern scientific methods of the West. In these times was born Jamsetji Nusserwanji Tata.

Tata Steel (formerly TISCO and Tata Iron and Steel Company Limited ) is a
mult inat ional steel company headquart ered in Jamshedpur, India and part of Tata Group.
It is the world's sevent h- largest steel company, with an annual crude steel capacit y of
31 million tones, and the largest privat e-sector steel company in India measured by
domest ic product ion. Tata Steel is also India's second-largest and second-most profit able
privat e-sector company, with consolidated revenues of 118,753 crore (US$ 24.08
billion) and net profit of over 8,983 crore (US$ 1.82 billion) in the year ended March
31, 2011. Tata Steel is the eighth most- valuable Indian brand according to an annual
survey conducted by Brand Finance and The Economic Times in 2010.It is current ly
ranked 410th in the Fortune Global 500.

Tata Steel's largest plant is located in Jamshedpur, Jharkhand, with its recent
acquisit ions; the company has become a mult inat ional with operat ions in various
countries. The Jamshedpur plant contains the DCS supplied by Honeywell. The
regist ered office of Tata Steel is in Mumbai.

The company was also recognized as the world's best steel producer by World Steel
Dynamics in 2005.The company is list ed on Bombay Stock Exchange and Nat ional Stock
Exchange of India, and employs about 82,700 people (as of 2007). In August 2007 Tata
Steel won the bid to acquire the UK-based steel maker Corus in what was, to date, the
largest int ernat ional acquisit ion by an Indian company. It made the Tata Group the
world's fift h largest steel maker, and catapult ed them to the global league.

Tata Iron and Steel Company (TISCO) was founded by Jamshetji Tata and established by Dorabji Tata on 26
August 1907. TISCO started pig iron production in 1911 and began producing steel in 1912 as a branch of
Jamshetji's Tata Group.[10][11][12] The first steel ingot was manufactured on 16 February 1912. During the First
World War (1914-1918), the company made rapid progress. By 1939, it operated the largest steel plant in the
British Empire. The company launched a major modernization and expansion program in 1951. Later, in 1958,
the program was upgraded to 2 million metric tonnes per annum (MTPA) project. [10] By 1970, the company
employed around 40,000 people at Jamshedpur, and a further 20,000 in the neighbouring coal mines. [11] In 1971
and 1979, there were unsuccessful attempts to nationalise the company. [11] In 1990, the company began to
expand, and established its subsidiary, Tata Inc., in New York. The company changed its name from TISCO to
Tata Steel Ltd. in 2005

Formerly Tata Iron and Steel Company Limited

Type Public

Traded as  BSE: 500470

 NSE: TATASTEEL

 BSE SENSEX- Constituent

 CNX Nifty Constituent

Industry Steel
Iron

Founded 26 August 1907; 112 years ago

Founder Jamshetji Tata

Headquarters Kolkata, West Bengal, India[1]

Area served Worldwide

Key people Natarajan Chandrasekaran

(Chairman)
T.V. Narendran
(CEO & Managing Director, Tata Steel Ltd.)

Products Steel
Long steel products
Structural steel
Wire products
Steel casing pipes
Household goods

Revenue ₹157,668 crore (US$22 billion) (2019)[2]

Operating income ₹29,383 crore (US$4.1 billion) (2019)[2]

Net income ₹10,218 crore (US$1.4 billion) (2019)[2]

Total assets ₹137,498 crore (US$19 billion) (2019)[2]

Total equity ₹72,729 crore (US$10 billion) (2019)[2]

Number of employees 32,984 (2019)[2]

Parent Tata Group

Subsidiaries Jamshedpur FC
Vision:

Our vision is to be the global steel industry benchmark for value creation and corporate citizenship.

We will achieve our vision through:

Our conduct, by fostering teamwork, nurturing talent, enhancing leadership capability and working together
with pace, pride and passion.

Our offer, by developing leading-edge solutions in technology, processes and products.

Our people, by becoming the supplier of choice, delivering premium products and services, and creating value
in close partnership with our customers.

Our innovation, by providing a safe and healthy workplace, respecting the environment, caring for our
communities and demonstrating high ethical standards.

Mission:

The Tata Steel Group is proud of its performance culture. We are committed to the pursuit of challenging
targets, and to safety, environmental protection, continuous improvement, openness and social responsibility in
every aspect of our business around the world.

 Value creation: Deliver a 30% return on invested capital (ROIC)

 Safety: Achieve an industry leadership position by driving down our lost time injury frequency rate
(LTIF) to a maximum of 0.4 incidents per million hours worked

 Environment: Reduce carbon dioxide (CO2) emissions to less than 1.9 tonnes per tonne of crude steel
(t/tls)1

 People: Rank as an employer of choice in the top quartile across all industries.
 Chapter 4:

Research Methodology
 Research Methodology

This Chapter represented research method used description of the responds profile and sampling, data, gathering
procedure and statistical treatment of data.

The researchers use the same method of research in this study. Using this design provides researchers with the
ability to design a single research study that answers questions about both the complex nature and aspects from
the respondent’s point of view and the relationship between measurable variables.

Exhaustive literature survey regarding the topic and related concepts has been done. Secondary data inclusive of
quantitative and qualitative data as well collected from various sources including books, research papers,
newspapers, magazines, and websites is used for the purpose of study.
 Chapter 5:

Data Analysis and Interpretation

CSR activities of TATA industry –

Employability
1085 youth from areas adjacent to the Company’s plants, were trained in various technical and
vocational trades. At the new plant location of Singur alone, over 350 local youth have been trained in
partnership with the government and the social sector, enhancing their employability

As a part of its skill development programme, the company has identified 10ITIs across the country to
upgrade their facilities and enhance the relevance of their programmes to industry needs. Of these four it
is have been covered in 2007-08. They have been equipped with the latest machines and tools, the
students have been taken on exposure visits to understand manufacturing processes and Train the
Trainer programmes have been organised for their faculty

In addition as a part of the company’s women empowerment programme 1058 women have been
trained in manufacturing food products and utility items, sewing and beautician cources.

All the students of the company-supported Mechanic Motor Vehicle Trade course 2007- 08 in
association with the Ramakrishna Mission at Sakwar, Thane district, Maharashtra have been
successfully placed at the company’s dealership. Two students from the previous batch have been
facilitated to open their own workship on the Mumbai- Ahmedabad Highway

Health
Curative and preventive health services were provided to over 92390 persons through the company’s
community health programmes. In Jameshedpur, 374 indivisuals benefited from cataract operations
conducted free of cost.

Special country-wide programmes were conducted for drivers during service camps
 Towards the company’s drive for total sanitation in adopted viallages, 1940 low
cost toilets were constructed

12 hand pumps were installed and 3 wells were repaired , ensuring clean drinking water supply
for over 3500 villagers. Tanker facilities were deployed during summer months to meet drinking
water requirements of rain-parched rural areas in Pune district, Maharashtra

Education:
Shiksha Prasar Kendra, a TATA Motors society at Jamshedupur supported 18000 students from
across 33 schools . Scholarships for higher studies were awarded to 375 students. Extra
curricular activities were organised in 31 schools in which over 4300 students participated

Infrastructure was improved at 13 schools , promoting higher education for 2000 children from
over 25 villages. This includes a computer lab at Beraberi High school at Singur in West
Bengal

Environment:
Over 175242 saplings have been planted with a 80% survival rate

Community irrigation wells and check dams have been constructed at villages near Pune ,
augmenting incomes of families through improved irrigation. In Jamshedpur, 85 acres of land
has been brought under irrigation and tree plantation has extensively been carried out in over
152 acres
Education -

Development of the communities in its areas of operation is facilitated by Tata Steel through
basic education, technical competency training and skills development apart from other
initiatives. The Company has been playing a leading role in Odisha in sustainable growth of the
rural and tribal population by integrating them in mainstream economy through education.

Children in five camps of Kalinganagar attend ‘Shishu Bachans’ (Balwadis) located in each of
the Parivar Colonies. These children are prepared for admission at Ashram Schools managed by
the State. Those who want to pursue higher education are provided scholarships in technical
training centers and engineering & medical colleges. Specific initiatives in education have been
discussed below.

Tata Steel has built or facilitated the construction of 200 educational institutions in Jajpur
district. To improve the educational infrastructure of schools in the neighboring areas,
the Company has taken proactive initiatives in repairing and construction of buildings,
construction of boundary walls, distribution of desks and benches to schools, apart from
distribution of essential items to students.

To popularize education and provide a healthy environment for the students to pursue
their studies, Tata Steel provides mattresses, pillows, blankets and trays to various
residential schools located in Kalinganagar area. Besides, medicated mosquito nets,
notebooks are also distributed to the school students by Tata Steel.

A thorough monitoring system tracks performance of children on a monthly basis.

Various extracurricular activities are conducted to foster both mental and physical well
being of the children. In the past years series of workshops were held on the occasion of
Sishu Mela. A children’s magazine called 'Ama Prathama Lekha' is being published
annually. Centres are also provided with monthly subscription of other children’s
magazines.

Experts from 'Prathama Orissa' conduct specific training programmers for teachers to
update them in innovative teaching and learning methods.
 Three computers have been provided in each of the rehabilitation colonies.

Under project 'Asha' Tata Steel Rural Development Society (TSRDS) is providing sports
materials (Football, sports attire, Football shoes, Discus, Shot- put, Skipping ropes, Ring
Balls, Carom Boards) to the students of various residential and non-residential schools in
the region

Initiatives in Sports-

Tata Steel has helped to create an atmosphere conducive to sports promotion and also created
champions who have made the Country proud. In India, Tata Steel pays special attention to the
sporting activities for youth at the State and National levels. The Company has begun work for
opening Feeder Centers at out-locations and in Greenfield project areas. Plans are in place for
opening Excellence Centers in selected sports at various schools, which have the infrastructure.

Tata Steel is in the process of extending its support in a formalised way to Hockey, the
traditional sport of Jharkhand and the National sport of India. In addition, training of the Bhutan
Archery Team is a part of the CSR activity of Taj Tashi, Bhutan.

Tata Steel leads the effort by the Confederation of Indian Industry (CII) to create "golden hopes"
for India. It is the only Indian company to invest in world-class facilities, create academies and
to maintain and manage international level arenas. Apart from setting up academies in various
fields of sports, the initiatives include the following facilities:

 The JRD Tata Sports Complex, an international stadium with an 8-lane polyurethane
track and football field. The complex also houses facilities for handball, tennis,
volleyball, hockey, basketball, boxing, table tennis, swimming and a modern
gymnasium.

 The Keenan Stadium, that hosts international cricket matches and provides
accommodation facilities for visiting sportspeople.
Tata Football Academy

The objective of Tata Football Academy is to nurture and

train budding footballers in the most scientific way with the sole purpose of improving the
standard of Indian Football and be a nursery for producing outstanding players for the Indian
National Team.

The Academy has excellent placement record for its cadets with the premier football clubs of
India. It has nine training centers in different disciplines and it trains more than 500 community
children in a year.

The Academy not only provides intensive training but also all-round developmental
opportunities with facilities for formal education and vocational training. The fully residential
programme includes special features such as boarding and lodging, monthly stipend, playing
kits, summer and winter clothing, ceremonial kits, comprehensive medical care, education, a
group insurance scheme and other benefits.
Some of the Championships won by TFA in recent years:

 All India Biju Pattnaik Football Tournament in 2007-2008

 Chief Minister's Cup in 2007-2008

 All India Ghosto Pal Memorial Football Tournament in 2007-2008

 JRD Tata Youth (Under -19) Invitational Football Tournament in 2007-2008

 5th Jr. (Under -19) Football Tournament (I League) in 2008-2009

Tata Archery Academy

The main objective of this academy is to help talented youth to realise their full potential and
achieve excellence in Archery through sustained scientific training. It is committed to creating
value by continually improving Archery Cadets' performance at national and international level.

A Four Year Residential Training Programme is offered with wide range of basic and advanced
training. Promising cadets are regularly sent overseas for specialised training. While moulding
budding talents, emphasis is placed on technical and tactical training to help them achieve better
understanding of the sport and its success strategies. Practical lessons are supplemented with
theory classes, to provide them with knowledge of Physiology and Psychology. As a result,
cadets understand their abilities and achieve greater success at the highest level of the sport.

In recent times, several youngsters from Tata Archery Academy won India a Gold Medal in the
Asian Archery Championship, reclaiming the title after 17 years.
Tata Athletics Academy

The basic objective of Tata Athletics Academy is to provide

the mainstream of national athletics with a perennial pool of young athletes trained and oriented
to international standards. The strategy is to "Catch Them Young", to give them the best in
terms of training with modern techniques, tactics, psychological as well as physical conditioning
and related inputs to make them medal winners in the International arena.

Besides technical training, personality development training is also imparted. Fully residential
programme includes special features such as free boarding and lodging, a monthly stipend,
playing kit, summer and winter clothing, ceremonial kits etc. Free education and medical care
makes this academy a completely self-contained facility for students.

Among some of the recent accolades received by the Tata Athletics Academy is the performance
of the cadets in the East Zone Athletics Championship, winning 9 Gold, 5 Silver and 5 Bronze
Medals.
Tata Steel Adventure Foundation

HEALTH-

Extending better healthcare facilities to the people in its areas of operation and in upcoming
project areas has always been a priority in Tata Steel's periphery development and CSR plan. At
the rehabilitation colonies of Odisha, healthcare is given

a broader perspective beyond its familiar territories of treatment and intervention. It is

approached at an individual level to bring about greater impact for the community. Whereas
earlier, people had extremely limited access to healthcare facilities, that too of inferior quality,
post-relocation they have seen a marked improvement in conditions. For the most part this is due
to sincere efforts by the R&R team to integrate well being and healthcare with the key
determinants of total rehabilitation.

A team of three doctors, six paramedics and six community health assistants are supported by
fifteen community health facilitators (referred to as ‘Swasthya Mitras') to ensure quality health
services to all the families in the Parivar Colonies.

Some of the programmes undertaken for the improvement of healthcare conditions in and
around the Kalinganagar project area have been discussed below.Upcoming Hospital at
Gobarghati
For families affected in its Greenfield steel project at Kalinganagar and also for people in
peripheral villages, Tata Steel is setting-up a hospital in Gobarghati rehabilitation colony on a
land of four acres. It is slated to have a total capacity of 200 beds, to be incorporated in phases.
When completed it would have round-the-clock service, a pathology lab and an outdoor
complex.
Apart from Tata Steel Parivar families, the hospital would cater to around 10000 people from
the nearby villages. Various health services like rural health check-up programmes, health
camps during epidemics and awareness building activities for people would also be planned
through the hospital. Till the completion of the hospital, the Company is running a dispensary at
Gobarghati, which has seen overwhelming response from the people.

Women Empowerment

The successful functioning of Self Help Groups (SHGs) and various other women
empowerment activities undertaken by Tata Steel for the rehabilitated families of Tata
Steel Parivar has set an example for others. While the literacy level has increased
significantly for women of Tata Parivar families in last four years, all of them now have
round-the-clock access to the modern medical services provided by Tata Steel’s
Rehabilitation and Resettlement team. This has resulted in reducing the maternal
mortality rate to zero with much better level of antenatal care, zero adolescence
pregnancy and better understanding of family planning needs.
A few salient features of Tata Steel’s Women Empowerment Programme in the rehabilitation colonies
have been discussed below.

Empowerment through SHGs

The Tata Steel Parivar Women SHGs are no longer

micro-credit institutions only; they are part of a vibrant social institution devoted to all- round
development of the people. In Resettlement and Rehabilitation, women of SHGs have taken
proactive roles towards improving the quality of life in all aspects. From encouraging children to
attend schools and monitoring their progress to conducting forums where healthcare issues are
 discussed, women SHG members have proved their worth beyond doubt.

More than 60% of the women members of Tata Parivar have launched income generation
programmes with an objective of making their families economically sustainable. At the
moment there are 22 all-women Tata Parivar SHGs. In order to achieve better levels of income,
the rehabilitation and resettlement team of Tata Steel is continuously imparting Capacity
Building Training in the sectors Soura Painting, Stitching, Poultry & Goat Rearing and
Computer based literacy programmes. Even girls are availing technical education through Tata
Steel Parivar Scholarship programmes.

Tejaswini Training Programme

The Tejaswini Training Programme, designed by Tata

Steel aims at empowering women for a developed society, providing them opportunities of
alternative livelihood and educating them about their role in sustainable industrialisation and
development of their own community and region. The tribal women members near Kalinganagar
area in Odisha are being trained to undertake various activities and become self-sufficient.

As a first step in this direction, a training-cum-exposure visit was organised for 17 tribal women,
who belong to different SHGs, at Gandhi Labour Foundation, Puri. Tata Steel makes it a point to
educate the SHGs in terms of enhancing productivity, acquiring loans, in market planning of
 products and utilisation of funds through workshops and exposure visits. The participants were
also taken on a trip to Pipili to get an idea of the appliqué industry there and develop interest in
different crafts for livelihood earning.

Sagen and Sarjam Sakam

Two women self-help groups (SHGs), supported by Tata Steel Rural Development Society
(TSRDS) have begun the process of bringing into the forefront women empowerment activities
for the members of Tata Steel Parivar. The first, ‘SAGEN’, has been started with 20 women
with active support from Tata Steel Rural Development Society. SHG members have now
started making mats and brooms, which are marketed locally. ‘Sarjam Sakam’, the other SHG
in Trijanga rehabilitation colony comprising seventeen members has been awarded by the
Hon’ble Chief Minister of Odisha, Shri Naveen Patnaik on February 08, 2009. It has started a
number of income- generation activities with the guidance of TSRDS.
Tata Memorial Centre:-

Geography

Location Mumbai, Maharashtra, India

Organization

Funding Government hospital

History

Founded 28 February 1941

Links

Website tatamemorialcentre.com

Lists Hospitals in India

36
The Tata Memorial Hospital is situated in Parel, Mumbai in India. It is a specialist cancer
treatment and research centre, closely associated with the Advanced Centre for
Treatment, Research and Education in Cancer (ACTREC). One of the fields of
specialization of this hospital is in the treatment of acute lymphoblastic leukemia
(A.L.L). The hospital claims to treat and cure 99% of the A.L.L patients. This hospital is
also one of the few in India to have a P.E.T. scanner. The Director of this hospital is Dr.
Rajendra A Badwe, who took over from for director Dr. K.A. Dinshaw (who
superannuated after 13 years in the institution), while the head of the Bio-Imaging Unit is
Dr. Venkatesh Rangarajan.

The Tata Memorial Centre is the national comprehensive cancer centre for the
prevention, treatment, education and research in Cancer and is recognized as one of the
leading cancer centres in this part of the world. This achievement has been possible due
to the far-sighted and total support of the Department of Atomic Energy, under Dr. Homi
N Sethna responsible for managing this Institution since 1962. The Tata Memorial
Hospital was initially commissioned by the Sir Dorabji Tata Trust on 28 February 1941
as a center with enduring value and a mission for concern for the Indian people.

37
Analysis and Interpretation

The local population gains the most as a result of the TISCO operations. Apart from
benefits accruing from the primary function of the corporation, HMIL has been
extending full support in the overall development of the areas around its operations all
over the country. The execution of these programmes has been further streamlined.
Work-centre-wise allocations are made each year and programmes are being executed
under the comprehensive guidelines issued on the subject. Major emphasis has been
given for promotion of education, health and community development and in times of
natural calamities such as floods, cyclones, earthquakes, landslides, etc. The impact of
these concerted efforts is felt by the community. TISCO programs about health care,
helping the educational institutions are widely appreciated.

A proactive approach towards socio-economic development is adopted i.e.

projects are identified by TISCO at the plant level by involving the district
administration, local representatives and recognized voluntary organizations.

38
 Chapter 6 :

Conclusion & Suggestions

39
 Conclusion and Suggestions

The findings reveal that each of the leading operators has its own approach to CSR and
that there are substantial variations in the nature and the extent of reporting. More
specifically the paper focuses upon four sets of CSR issues namely those relating to the
marketplace; the workplace; the environment; and the community and then provides
some reflections on the commitment to these issues at both corporate and individual
public levels. Research implications/limitations – CSR in the pub sector of the hospitality
industry has received relatively little attention from academics but the case study
suggests a number of fertile grounds for future enquiry and research. That said the
current case is a preliminary exploration of CSR issues as reported on the worldwide web
and more in depth work will be needed before more definitive conclusions can be drawn.

For TATA STELL, Corporate Social Responsibility is a culture and an unwritten

contract with the community. Every citizen is an asset in economic activity and TATA
STELL only tries to provide the opportunity.

Through the present Project, and taking into account, we consider that we have identified
some working avenues that international organizations, state governments, or both
working together, could undertake with the goal of inspiring and orienting the challenge
of localizing CSR training initiatives.

40
 Bibliography –

1. www.google.com

2. www.tatasteel.com

3. Annual Report – 2018-20019 of TATA STEEL

4. www.tata.com

41