TATA MOTORS Limited (TML), a USD 42 billion

organization, is India’s largest automobile company by

revenues. The company is a leading global manufacturer
of cars, utility vehicles, buses, trucks and defence
vehicles and is working towards developing Smart Mobility
Solutions for Smart Cities. Tata Motors is also developing
a smart range of EVs, to accelerate the adoption of
Electric Vehicles (EV) in the country, supporting the
government’s mission on electric vehicles. Incorporated in
India, in the year 1945, Tata Motors is a part of the USD
100 billion Tata group and has operations across India,
UK, South Korea, Thailand, South Africa, and Indonesia. A
leader in the Indian commercial vehicle market, Tata
Motors also ranks amongst India’s top passenger vehicle
manufacturers, with over 9 million vehicles plying on
Indian roads. The company has played an instrumental
role in transforming the country into a destination for
world-class automotive manufacturing and continues to
work towards building the nation. Tata Motors has always
been at forefront of innovating technologies and providing
products and experiences catering to the discerning
needs of our customers across both passenger and
commercial vehicles business. With its corporate brand
identity - Connecting Aspirations, Tata Motors continues
to create segment-defining products that will fire up the
imagination of customers - generation after generation;
reiterating the company’s promise of offering better
journeys. With some of the worlds’ most iconic brands,
including Jaguar Land Rover in the UK, Tata Daewoo in
South Korea, and a network of 76 subsidiaries globally,
the company has consolidated its position as the Tata
Motors Group. In India, Tata Motors’ presence cuts across
the length and breadth of the country with a
manufacturing base spread across its biggest industrial
hubs; Jamshedpur (Jharkhand), Pune (Maharashtra),
Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand),
Sanand (Gujarat) and Dharwad (Karnataka). Recognized
for its world-class quality, originality, engineering and
design excellence, the company is on the path of shaping
the future of mobility in India. With a strong team of 4,500
engineers, scientists and technicians at the company’s
Engineering Research Centre, Tata Motors’ R&D centres
span multiple geographies, including Pune (India), UK and
South Korea. For the rapidly changing automotive
environment, Tata Motors launched its sub-brand – TAMO.
TAMO acts as an incubating center of innovation towards
new technologies, business models and partnerships in
order to define future mobility solutions. It operates as an
agile, ring-fenced vertical, in the first step on a low
volume, low investment model to provide fast tracked
proves of technologies and concepts. TAMO will transform
the experience of interfacing and interacting with
customers and the wider community. It will provide a
digital ecosystem, which will be leveraged by Tata Motors
to support the mainstream business in the future.
Sustainability and the spirit of ‘giving back to society’
serves as the guiding philosophy at Tata Motors; along
with good corporate citizenship, which is strongly
embedded in the company’s DNA. Through the Affirmative
Action Programme, it has touched the lives of more than 5
lakh people in FY 16-17.

Mission
We innovate mobility solutions with passion to enhance
the quality of life.

Vision
By FY 24, we will become the most aspirational Indian
auto brand, consistently winning, by − delivering superior
financial returns − driving sustainable mobility solutions −
exceeding customer expectations, and − creating a highly
engaged work force

The company was established in 1950 by J.R.D. Tata, as a

locomotive manufacturing unit and later expanded its
operations to commercial vehicle sector in 1954 after
forming a joint venture with Daimler-Benz AG of Germany.
Despite the success of its commercial vehicles, Tata
realized his company had to diversify and he began to look
at other products. [1]

The Tata empire has changed dramatically since Ratan

Tata took over from his uncle J.R.D. Tata in 1991 —
coincidentally the same year that the Indian government
began moving away from its rule by regulation toward
economic liberalization. Before 1991, Tata Group and its
holding company Tata Sons were said to be like many of
the empires of old Asia — weakly centralized, unable to
control its satraps and begums and rajahs, full of formal
pomp but empty of power. The Tata Sons holding company
and the various family philanthropic trusts had diluted
their holdings in many of the companies. Under Ratan
Tata, the center began to take hold. He moved Tata Group
out of sectors where it was not competitive, such as
textiles and cement, and invested more family capital in
sectors that he thought held more promise. 

Remarkably, considering the state of overcapacity in the

world automobile industry, Tata thought and thinks autos
to be one such sector. Where Westerners see a stagnant,
legacy industry cursed by overcapacity, he sees it, from
an Indian perspective, as a growth industry.

After years of dominating the commercial vehicle market

in India, Tata Motors entered the passenger vehicle
market in 1991 by launching the Tata Sierra, a multi utility
vehicle built on a body-on-frame structure. After this Tata
motors, then called TELCO launched three more
vehicles, the Tata Estate (1992, a station wagon design
based on the earlier ‘Tata Mobile’ (1989), a light
commercial vehicle), Tata Sumo (LCV, 1994) and Tata
Safari (1998, India’s first sports utility vehicle). Based on
consumer demand, he decided that building a small car
would be the most practical new venture. Tata launched
the Indica in 1998, the first fully indigenous passenger car
of India. Though the car was initially panned by auto-
analysts, the car’s excellent fuel economy, powerful
engine and aggressive marketing strategy made it one of
the best selling cars in the history of the Indian
automobile industry. A newer version of the car, named
Indicia V2, was a major improvement over the previous
version and quickly became a mass-favourite. Tata Motors
successfully exported large quantities of the car to South
Africa. It was also exported to Europe, especially the UK
and Italy. The success of Indica in many ways marked the
rise of Tata Motors.

Historic Timeline of Tata Motors – Compiled from Tata

Motors Website

1945 – Tata Engineering and Locomotive Co. Ltd. was

established to manufacture locomotives and other
engineering products.

1948 – Steam road roller introduced in collaboration with

Marshall Sons (UK).

1954 – Collaboration with Daimler Benz AG, West

Germany, for manufacture of medium commercial
vehicles. The first vehicle rolled out within 6 months of
the contract.

1959 – Research and Development Centre set up at

Jamshedpur.

1961 – Exports begin with the first truck being shipped to

Ceylon, now Sri Lanka.

1966 – Setting up of the Engineering Research Centre at

Pune to provide impetus to automobile Research
and Development.

1977 – First commercial vehicle manufactured in Pune.

1991 – Launch of the 1st indigenous passenger car Tata

Sierra. TAC 20 crane produced. One millionth vehicle
rolled out.
1994 – Launch of Tata Sumo – the multi utility vehicle.
Launch of LPT 709 – a full forward control, light
commercial vehicle. Joint venture agreement signed with
M/s Daimler – Benz / Mercedes – Benz for manufacture of
Mercedes Benz passenger cars in India. Joint venture
agreement signed with Tata Holset Ltd., UK for
manufacturing turbochargers to be used on Cummins
engines.

1999 – 115,000 bookings for Indica registered against full

payment within a week. Commercial production of Indica
commences in full swing.

Products

automobiles

Current
Calendar model
Model year Vehicle information
introduced
Introduction

Hatchback

Tiago 2016 2020 A-segment/city car hatchba

TIAGO

Altroz 2020 2020 B-segment/subcompact hatch

 ALTROZ

Sedan

Tigor 2017 2020 B-segment/subcompact sed

TIGOR

Tata Motors Cars is a division of the India-based

automaker Tata Motors which produces passenger cars
under the brand name Tata Motors. It is currently the 3rd
largest car manufacturer in India in terms of sales after
Maruti Suzuki and Hyundai Motors. Tata Motors offers
safest cars in India as crash tested by the Global NCAP.
Some of them includes Tata Punch (Micro SUV), Tata
Harrier, Tata Nexon (Compact SUV), Tata Altroz (Premium
Hatchback), Tata Tigor (Sub-4 Metre Compact Sedan) and
Tata Tiago (Hatchback).

A commercial vehicle is any type of motor vehicle used for

transporting goods or paying passengers.
The United States defines a "commercial motor vehicle"
as any self-propelled or towed vehicle used on a public
highway in interstate commerce to transport passengers
or property when the vehicle:
1. has a gross vehicle weight rating of 4,536 kg
(10,001 pounds) or more
2. Is designed or used to transport more than 8
passengers (including the driver) for compensation;
 3. Is designed or used to transport more than 15
passengers, including the driver, not used to
transport passengers for compensation;
Tata Novus is the Tata Motors' first new offering from its
acquisition of Daewoo's truck manufacturing unit. Tata
Novus is based on the Daewoo Novus truck available
in South Korea. It was launched in December 2005. Tata
Motors became the first Indian manufacturer to introduce
300 horsepower (220 kW) heavy commercial vehicles.

A Daewoo Novus 8x4 in South Korea

Tata Novus is powered by a Cummins C8.3-300 engine
that's Bharat Stage III compliant. It comes with a fully
synchronised gear box with 10 forward gears and 2
reverse gears. Korean variants however use the Cummins
ISM 440 or the IVECO FPT Cursor 11 420 for newer models
Tata Star bus is a range of buses manufactured by Tata
Motors. Tata Star bus is available in comprehensive range
of variants, with or without low floor, with seating
capacity of 16 to 67, it is available with options of diesel
engine and also more environmentally friendly hybrid and
CNG powered.
Services offered by Tata motors
Automotive finance
 Under this automotive maker partnership with the bank to
avail the car on fiancé from the bank.

Vehicle leasing or car leasing is the leasing (or the use) of

a motor vehicle for a fixed period of time at an agreed
amount of money for the lease. It is commonly offered by
dealers as an alternative to vehicle purchase but is widely
used by businesses as a method of acquiring (or having
the use of) vehicles for business, without the usually
needed cash outlay. The key difference in a lease is that
after the primary term (usually 2, 3 or 4 years) the vehicle
has to either be returned to the leasing company or
purchased for the residual value
service
For all your vehicle maintenance and repair needs, we
have a network of Tata Motors authorized workshops
spread across India. A Tata Authorized workshop gives
you best-in-class service for your Tata vehicle. Few key
benefits are highlighted below:

 State-of-the-art pneumatically automated service centre

 State-of-the-art diagnostic system, available only with
authorized network to ensure accurate diagnosis
and best performance of your vehicle
 Qualified and trained technicians, team leaders, service
advisors, expert diagnosticians and trainers and
customer relationship officers
 100% assurance – Only genuine spare parts used
 Warranty, AMC and extended warranty facility
 Specially blended lubricants approved by Tata Motors for
your car
 6 months’ warranty on workmanship for all kinds of
repairs*
 6 months’ warranty on spare parts*
 Comprehensive AC repairs conducted using modern AC
charging machines
 Tata motors insurance policy and claims facility
 Best-in-industry market competitive labour charges
 Computerized wheel aligners and balancers with product
alignment readings
 Tata motors-approved value added products like anti-
rust, interior and exterior enrichment
 Road Side Assistance facility
 Comprehensive accidental repairs conducted by experts
with long lasting paints
EMS ADOPTED BY TATA MOTORS
Global automobile manufacturer Tata Motors Limited
acknowledges its roots and tirelessly works to address the
needs and aspirations of the community, pushing others
onwards to development. We have a six-pronged CSR
strategy that attends to the societal needs starting from
pre-natal care to education, and serves across the
spectrum – helping with high-school level courses to
professional ones, leading to employability and
employment.

Influencing and improving the quality of lives

Furthering our Sustainable Development Goals (SDGs), our
corporate social responsibility initiatives in FY 2020-21
touched 7.5 lakh lives in India, of which 41% belong to the
SC and ST communities. We have been catering to
domains, starting with sustainability initiatives through
community engagement, to social upliftment and
environmental transformation, addressing healthcare and
sanitation issues, strengthening household income,
making women self-reliant and more.
Aarogya Addressing malnutrition, spreading
awareness and delivering preventative healthcare –
Impacted 3,82,888 lakh lives
KaushalyaImproving employability through skill
development, vocational training, assistance for
supplementing income, women empowerment –
Skilled 17,661 people
AmrutdharaOffering water relief measures –
Impacted 8,153 lives
SevaTata Motors’ family volunteered – 10,232 employees
clocked 29,011 hours for social upliftment

VidyadhanamHolistic educational initiatives and

financial support – Touched lives of 1,16,893 students
VasundharaPlanted 1,10,101 saplings, and reached
out to create awareness in 90,575 people
AadhaarAffirmative Action initiatives focussed towards
integrated development approach – Touched lives
of 3,18,000 people
Besides the ongoing programmes for societal and
community betterment, our teams respond to issues on
‘need’ basis across the year as well. In 2020-21, we
reached out to impact 1,36,800 lives through our Covid
Response initiatives, which involved provision of
essentials and food supplies, equipping the ground-zero
heroes and educating masses for containment and
protection, involving spends of around Rs 3.34 crores.
Tata’s Environment
The internal environment includes its strengths and
weaknesses in management, strategy, and products. In
their internalization strategy, TATA envisages to always
retain managers that were already in place in the acquired
company and combine them with some senior managers
from the Indian constituent. By retaining management
staff of the acquired companies, Tata will be able to face
the possible management challenges that would
especially relate to human resources.

Some of these challenges are developing HR initiatives to

manage employee morale in a new environment and
managing their productivity and insecurity (Shah 2006).
The company also is keen on management development of
the leaders.

They have programs intended to improve the skills of the

managers. In its alliances, the company enhances product
portfolios for the two companies (Greer 2002). For
instance, it made an agreement with Fiat to build a pickup
together that was designed for its Central and South
American market in 2007.

One of their weaknesses is that the passenger cars that

offer Tata Motors are often produced on lower generation
platforms which would not allow it compete strongly in a
market where competition is strong. Tata has also not
been able to enter luxury car segment even after acquiring
Jaguar and Land Rover. This is perhaps because people
associate it with heavy commercial vehicles. The external
environment too consists of strengths and weaknesses.
The increase in oil products for instance can be
considered to be a blessing in disguise, especially in
America. As Tata corporation intends to introduce the low
consumption Tata Nano. The economic challenges facing
America calls for more jobs and the entry of Tata could
not be such timely as now (Green 2002). In globalizing,
Tata is a fast learner and takes its lessons from among
others, Daewoo. It is able to diversify from metal to tea,
from chemicals to hotels and several other lines of
investments.

One of the big threats is the shift from big cars to smaller
compact cars that is becoming the trend of many
manufacturers. The emergence of new technology
electrical engine by Chevrolet is a looming threat. Since it
is a home car, Americans might favor the Chevrolet over
the Indian Tata even though they have the same
specifications.

The electric engine might also receive more attention with

greater environmental awareness today. The company
also faces serious problems in parochialism where the top
management is dominated by Indians. The diversification
could also be counted as a disadvantage; Tata seems to
be dragging both performing and non-performing sectors
along. Some examples are Tata Teleservices and Tata
Financial services (Windecker 2011).

On the side of human resources, the challenge comes in

developing equitable pay plans for individuals working in
different countries. There would also need some extra
knowledge in identifying and training expatriate managers
CSR Strategy In the last year, the Company successfully
demonstrated the ability to remain steadfast on this
promise, despite challenging circumstances. This promise
flows into practice via its CSR strategy based on six
tenets. Tata Motors’ CSR Mission is: To be a responsible
corporate citizen by driving inclusive growth with social
equity, strengthening sustainable development and an
active participant in nation building process Adopting
Human Life Cycle Approach This approach ensures that
the CSR programmes are horizontally linked to each other
and initiatives span all age groups, offering age
continuum. Philosophy of ‘More From Less for More’ ‘More
from Less for More’, through multistakeholder
partnerships, leveraging expertise and technology,
networking and developing resource frugal innovations,
drive TML’s efforts to achieve scale by judiciously utilising
resources to achieve greater impact. Measuring Social
Capital Creation of Social Capital is measured via socially
appropriate impact measures such as Social Return on
Investment (SROI). Leveraging Technology Technology is
used in all CSR processes and programmes to achieve
optimal efficiency and improve oversight. Upstream &
Downstream Linkages Business Connect has been
established for TML’s Employability programmes
Leveraging all Stakeholders Tata Motors‘ Eco System has
been drawn into its CSR efforts by engaging business
partners across the entire value chain. About the
Company Tata Motors Limited, a USD 44 billion
organisation, is a leading global automobile manufacturer
of cars, utility vehicles, pick-ups, trucks and buses. Part of
the USD 110 billion Tata Group, Tata Motors is India’s
largest and the only OEM to offer an extensive range of
integrated, smart and e-mobility solutions. Its strong
global network of 134 subsidiaries, associate companies
and joint ventures, including Jaguar Land Rover in the UK
and Tata Daewoo in South Korea have operations
spanning India, the UK, South Korea, Thailand, South
Africa and Indonesia. Tata Motors’ focus on engineering
and tech-enabled automotive solutions to cater to the
future of mobility has made it India’s market leader in
commercial vehicles and one of top four in the passenger
vehicles market. From its brand promise of ‘Connecting
Aspirations’ arise the Company’s innovation efforts that
aim at developing pioneering technologies, which are
sustainable as well as suited to the evolving aspirations of
markets and customers. State-of-the-art design and R&D
centres located in India, UK, US, Italy and South Korea
drive the Company’s capability to bring new products to
the market that fire the imagination of GenNext
customers. Internationally, Tata commercial and
passenger vehicles are marketed in countries, spread
across Africa, the Middle East, South Asia, South East
Asia, South America, Australia, CIS, and Russia. 4 I Tata
Motors Limited 1 2 3 4 5 6 Tata Motors Limited Adversity
Rewires. Aspirations Accelerate. Outcomes Soar 6 I
Annual CSR Report 2020-21 I 7 All CSR initiatives are
harmonised pan-India through a Common Minimum
Programme across locations, while at the same time the
Company has built agility and flexibility into its CSR
initiatives via Location-specific Projects. The Company’s
CSR initiatives focus on four thrust areas. THRUST AREAS
AND PROJECT AREAS HEALTH EMPLOYABILITY
EDUCATION ENVIRONMENT Aarogya Kaushalya
Vidyadhanam Vasundhara Addressing Malnutrition Co-
Curricular Activities Scholarships School Infra
Improvement Special Coaching - Secondary classes
Coaching for JEE/ NEET Aspirants Environment Awareness
among children Tree Plantation Agri. & Allied Training
Non-Auto Training Auto & Technical Trades Health
Awareness Preventive and Curative Care From strategy to
practice Dharwad Lucknow Pantnagar Sanand
Jamshedpur Mumbai/ Corporate Pune Our Locations The
Adversity What we did differently in 2020-21 Even as the
business sector in India, particularly the auto sector, was
recovering from the slowdown of previous years, the
gravest adversity of our times, in the form of pandemic,
disrupted the very way we lived. It disrupted the
Education, Skilling, Health and Employment sectors all
over the world. Schools were shut, students were confined
to their home and there was no certainty of continuity in
sight. Skilling institutes were closed, threatening the vast
potential of youth to go untapped, forcing ‘practical
training’ that involves “work with hands” and “learning by
doing” to take a backseat. The focus of the entire health
sector shrunk to battling Covid. Adversity Rewires Without
letting our engagement levels falter in many projects we
went from physical to virtual, we used our philosophy of
“More from Less for More” to enhance the capability of our
communities to take on a larger role. Aspirations
Accelerate We accelerated our sustainability aspirations
and our digital interventions across our projects, which in
turn made our project partners and communities dream
bigger. The disruption was seismic, hence the nature of
each activity had to be transformed. Outcomes Soar Once
the strengths of local capabilities and digital interventions
grew with the possibility of enhancing reach, we reset our
objectives, focusing on expanding the impact and
outcomes of our projects. Tata Motors Limited Adversity
Rewires. Aspirations Accelerate. Outcomes Soar 8 I
Annual CSR Report 2020-21 I 9 Innovating new models of
engagement and programme delivery mechanisms. Covid
Response Total Spend Rs 3.34 cr Total Reach (Nos.)
136800 Key Action Areas • Extending support to those in
need • Equipping ground-zero heroes • Educating masses
for containment and protection Health With all the
activities halted, the Company adopted a conscious
change in approach, moving to the Phygital mode of
implementation of health programmes, including
telemedicine, which strengthened its reach and expanded
its ability to reach out to malnourished children and their
parents. Education Collaborations played an important
role in shifting schooling to virtual modes of learning with
app based support classes and cyber-classes reaching
students in remote locations. The greatest challenge was
to create the capability in teachers to adapt to a digital
mode of teaching and reach out to children who had
migrated, to join online classes, using the limited digital
modes available to them. Employability Once it was no
longer possible for trainees to attend physical classes,
trainers were equipped to reach out to youths, enrol them
for online training and address absenteeism in online
theory classes. Practical training was a significant
challenge, which the trainers overcame with “Dekho
Seekho Parkho”, a different and innovative mechanism to
provide online training and when feasible travelling to
meet their trainees. Environment Adoption of the digital
approach helped the Company once again expand the
reach of its environment awareness projects to take them
pan-India, via a series of sessions on a range of topics and
online competitions. l Capability building of our
stakeholders for digital literacy and digital integration of
communities. l Frugality in monitoring and evaluation as
remote reviews reduced admin/ overhead costs. l Adopting
of digitization and steering digitalization. Adversity
Rewires. Aspirations Accelerate. Outcomes Soar 10 ITata
Motors Limited Annual CSR Report 2020-21I 11 Adversity
Rewires The first wave of Covid-19 and the ensuing
national lockdown had compelled the Tata Motors CSR
team to discontinue site visits, enforcing a physical
distance between team members and the communities, as
Covid prevention protocol demanded social distancing,
isolation and restricted travel. As a team, TML worked
aggressively to devise new ways to reach out to
beneficiaries as effectively as possible. It accelerated the
on-going digitisation of its programmes to leverage
technology and subsequently expand their boundaries
beyond its seven locations, even achieving a pan-India
level in some. Growing organisations in any field must
constantly evolve, accept or even seek new ideas, new
visions, and new enthusiasms. – JRD Tata in his speech on
the completion of 25 years as Chairman, Tata Group
Adapting to a new normal Collaboration, innovation and
resource mobilisation were the new mantras in 2020- 21 in
the wake of the pandemic of the century. A commonly
held belief is that communities are entirely dependent on
support systems, government departments, corporate
citizens or development sector agencies, and can do very
little for themselves. In adversity, TML’s communities
turned this notion completely on its head, enabling
initiatives under each thrust area to be successfully
rewired to the new normal. The unprecedented digital
adeptness of programme participants proved extremely
advantageous in allowing the team to not only sustain
projects but also, through numerous adaptations,
innovations and efficiencies, achieve improved outcomes.
The Tata Motors Hospital, Jamshedpur, was at the
forefront of the process of rewiring processed by adapting
it facilities to augmenting capacity and to reorient to
Covid care. Village women were encouraged to use the
pandemic to break stereotypes and become
entrepreneurs. The Environment was set complete free
with virtual modes of information sharing and awareness
building connecting the entire country. The Company also
played a stellar role by reorienting its CSR activities to
respond to the stranded communities, support institutions
and volunteer to reach out with awareness, relief material
and essential supplier to our everyday ambassadors. In
the area of Education TML enabled a quantum jump by
students and teachers to, via convergence and innovative
learning methods, help senior school students maintain a
steady pace with their syllabus and work to improve the
quality of education. Looking back on how we Rewired
Processes. Tata Motors Limited Adversity Rewires.
Aspirations Accelerate. Outcomes Soar 12 I Annual CSR
Report 2020-21I 13 Battle with the invisible Approach: The
second wave not only put this facility under enormous
stress due to the surge in the volume of cases but also
demanded layered medical intervention as per ICMR
guidelines. Immediately, the capabilities of this Tertiary
Care Facility was enhanced five-fold under the supervision
of Tata Motors Hospital to add essential medical
equipment such as Bi-PAP machines, Ventilators, Oxygen
Concentrators and an Oxygen Supply System, taking it
capacity to 150 beds with as many as 30 beds equipped
with ventilators. The hospital is already gearing up for an
anticipated third wave in the months to come. Tata Motors
Hospital at Jamshedpur is well known for its quality of
care. During the first wave of the Covid-19 pandemic the
hospital provided yeoman’s service setting up a 150- bed
facility in collaboration with Parivar Kalyan Sansthan
(PKS), a social service organisation established by Tata
Motors, to provide health services in proximate
communities. This facility included two beds equipped
with ventilator support. Tapping new technologies
Innovative digital calendar keeps students on course
Impact: The calendar has become a valuable resource in
ensuring that schools and students stay on course with
their Mathematics syllabus. Unacquainted with developing
study plans or to establish a pace to complete their
syllabus independently, Covid-19 has forced students to
schedule their own learning calendar while preparing for
an examination. This causes excessive stress and anxiety
among high school students, ultimately having the
potential to impact their mental and physical health. The
calendar has 12 pages, one for each month Each month
covers 15 to 20 important topics Each page has five to six
QR codes that open videos from the Samveda Classes
uploaded by Calendars are displayed on the School Notice
Board Links are also shared on the WhatsApp groups of
students and parents Calculated approach to Math
Approach: Tata Motors anticipated the steep rise in exam
anxiety among students as the lockdown due to pandemic
kept being extended and students were cut-off from the
constant guidance of teachers as well as the nurturing
environment of a school. The CSR team at Dharwad
developed an innovative Math Calendar to help students
keep pace with learning as well as prevent the fear of the
subject from overwhelming them. 3100 Patients
quarantined at the facility ~4600 Total Patients Treated
1525 Hospitalisations managed 1100 Non-employees
hospitalised Tata Motors Limited Adversity Rewires.
Aspirations Accelerate. Outcomes Soar 14 I Annual CSR
Report 2020-21I 15 Synchronised dive into school
development VARTALAAP, literally meaning conversation,
is a communication and dialogue platform developed by
the CSR team at Lucknow to bring together
schoolteachers, communities, School Management
Committees, volunteers and gram panchayat to
brainstorm or conduct in-depth conversations on
standardising the quality of education and other aspects
of development across all schools. Approach: The
objective of Vartalaap is to use a collaborative and
participatory approach for the holistic development of
schools. Samaj Vikash Kendra (SVK), a society promoted
by Tata Motors at Lucknow, brings together the Gram
Pradhan and School Management through this platform to
faciliate the development of school infrastructure as well
as to make the schools livelier and interesting for
students and teachers. Impact: Teachers and students
voluntarily participated in tracking the students who drop
out because they have to travel from the interiors to get to
school. Vartalaap conversations have resulted in reducing
school drop rates, retention of teachers, greater
engagement and participation of gram panchayats,
functional SMCs and an improvement in the performance
of these schools during the year despite the challenges
posed by Covid-19. Breaking Stereotypes Inducing cultural
change via capability building The constraints imposed by
a patriarchal society seldom allow women to have the
luxury of economic independence. The CSR team at
Lucknow, in coordination with Samaj Vikash Kendra
(SVK), leveraged Covid-19 to induce a cultural change in
the villages of Murlipur, Alipur and Goila at the behest of
the senior management of the Company. Approach: The
acute demand for facemasks in the wake of Covid-19
prompted the CSR team at Lucknow to encourage rural
women to manufacture and supply facemasks within their
communities to contribute to the fight against Covid-19 in
their villages. It launched a capacity building drive to train
the women Self Help Groups (SHG) in these villages.
Under the supervision of an instructor from the partner
organisation, to maintain social distancing and other
safety precautions, a group of 45 rural women
manufactured 20,000 single layer masks and 9,000 double
layer masks, meeting the quality and delivery
requirements set by their trainers. Impact: Leaders from
the community, Ms Pramila Pal and Ms Kiran Tiwari were
instrumental in managing the logistics and timely delivery
of the masks to key customers that included Tata Motors,
Government offices, contractor employees and other
vendors. In a period of six months, the revenue notched up
by the SHG warriors was Rs 4.5 lakhs with a profit of Rs
1.25 lakhs. 120 Teachers 6 Schools 3 Village Pradhans
2,000 Students 50 Community Volunteers >15 days of
Gainful employment per month for each member Rs 50 to
100/- Set aside as savings per member in their SHG Fund
~Rs 4500 Average earning of each member of the SHG up
from Rs 2500/- earlier Investing In the digital education of
their children Pool of funds Created to the help their
villages have supplies of masks and sanitisers Tata
Motors Limited Adversity Rewires. Aspirations Accelerate.
Outcomes Soar 16 I Annual CSR Report 2020-21I 17
Connecting to the natural world Nature awareness goes
digital For the past several years, Tata Motors and
Bombay Natural History Society (BNHS) have worked
together to use new and innovative methods to introduce
Nature Education to school students, especially
underprivileged students at schools run by Bombay
Municipal Corporation in Mumbai, Thane and the Greater
Mumbai area under the Environmental Education,
Vasundhara project. The objective was to introduce these
children to topics like an eco-friendly lifestyle, pollution,
as well as to the birds and butterflies around us.
Approach: In 2020, the pandemic threatened to bring the
environment awareness programme to a stop. As a
response, the project was transferred to the online mode
with interactive webinars being conducted on digital
platforms. Now the reach of the programme has gone pan
India with webinars being conducted in Marathi, English
and Hindi on student friendly online platforms. Impact: The
opportunity to interact with students outside their own
schools has increased diversity and inclusivity among
students and added to their knowledge levels. Access to
the methods used by BNHS also allows students and
teachers to improvise on their technical skills. The most
popular among the themes was eco-friendly lifestyles.
~20,000 Students participated in the e-learning
programme across India as against less than half the
number earlier. 297 Sessions were conducted increasing
communication among schools fostering and relationship
building. 694 Teachers attended the sessions were
conducted increasing communication among schools
fostering Themes for the sessions • Beat Plastic Pollution
• Kitchen Gardening • Waste Management • Swachchha
Bharat Abhiyan • Pollution • Wise use of water • Eco-
friendly lifestyle • Introduction to birds • Introduction to
butterflies During the year, Tata Motors and BNHS also
conducted a Drawing Competition, a “Be a Green
Volunteer” initiative and honoured three students, Soumya
Ranjan Das, who began growing over 100 plants in his
kitchen garden after attending the online session on
Kitchen gardening Sneha Kumari, who is fighting to beat
plastic pollution and Tanaya Amit Athavle for her ‘Clean
India, Green India’ effort. Response to the Online Quiz
2,75,000 Students from across India participated in ~9000
Schools participated 90,000 Students from rural India
participated The national-level environmental awareness
online quiz competition, TERRE Olympiad, was conducted
by TERRE Policy Centre for the sixth year in succession in
partnership with Tata Motors. This year registrations were
opened in three categories, Sapling Category for students
of Standards V to IX, Plant Category for students of
Standards X to XII and Tree Category for Undergraduate
students. ‘Saplings to trees’ join green olympiad The
online format of the quiz attracted an overwhelming
response with a total of 2,75,000 students participating at
the national level. Students received prizes for the Top 5,
Top 10 and Top 100 from all over India. Of the 2,75,000
students, 23 students were selected among the top 10
from each Sapling, Plant Category and three students
under the Tree Category. These students were awarded
latest electronic gadgets like laptop, tablet, android
mobile phone, fitness band, speakers and pen drives.
Mount Litera Zee School, Jamshedpur received an award
for 100 per cent participation. 29 States and all Union
Territories, except Andaman & Nicobar participated
Benefits of the Online Programme Tata Motors Limited
Adversity Rewires. Aspirations Accelerate. Outcomes Soar
18 I Annual CSR Report 2020-21I 19 Aspirations
Accelerate To address the concern of a way forward in
maintaining the sustainability of its CSR programmes, the
team worked to motivate all field-based implementation
partners and beneficiaries to shift gears and take charge
of their own destiny, already an inbuilt component and
eventual goal of TML’s programmes. Inspired by its
philosophy of ‘More from Less for More’, the team soon
discovered that that the strengths of its eco system,
upstream & downstream linkages, and rapid ramp up of
technology would allow each of its programmes to
continue unabated and also for a great number of them,
scale them up to expand them dramatically. With every
passing month, the aspirations