Specialization / General Management / CSR Project Report On

“CORPORATE SOCIAL RESPONSIBILITY OF TATA INDUSTRIES”

Submitted in partial fulfilment for award of the degree of

Masters of Management Studies (MMS)

(Under University of Mumbai)

Submitted By

Mr/Ms SONI B GUPTA

(Roll. No. 31582019)

Under the guidance of

Dr. SHRIKESH POOJARI

2020-2022

Pramod Ram Ujagar Tiwari

Saket Institute of Management

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 CERTIFICATE

This is to certify that project titled “CORPORATE SOCIAL RESPONSIBILITY OF

TATA INDUSTRIES .” is successfully completed by Mr. /Ms. SONI B GUPTA during the
IV semester, in partial fulfilment of the Master’s Degree in Management Studies recognised
by University of Mumbai for the Academic Year 2021-2022 through Pramod Ram Ujagar
Tiwari Saket Institute of Management.

This project is original and not submitted earlier for award of any degree, diploma or
associateship of any other university or institute.

Name: Dr. SHRIKESH POOJARI

Date: (Signature of the Guide)

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 DECLARATION

I hereby declare that this Project Report submitted by me to Pramod Ram Ujagar Tiwari
Saket Institute of Management is a bonafide work undertaken by me and it is not submitted to
any other University or Institution for award of any degree, diploma/certificate or published
any time before.

Name: Ms. SONI B GUPTA

Roll. No. : 31582019 (Signature of the Student)

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 Acknowledgements

The success and final outcome of this project required a lot of guidance and assistance from
many people and I am extremely privileged to have got this all along the completion of my
project. All that I have done is only due to such supervision and assistance and I would not
forget to thank them.

I owe my deep gratitude to my project guide Dr. SHRIKESH POOJARI who took keen
interest on our project work and guided me all along, till the completion of our project work
by providing all the necessary information.

I am thankful to and fortunate enough to get constant encouragement, support and guidance
from Dr.Sanoj Kumar, (Director), Dr. Shrikesh Poojari (Dean academics) and all Teaching
and Non-Teaching staffs of Pramod Ram Ujagar Tiwari Saket Institute of Management who
helped me in successfully completing my project work.

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 Table of Contents

Chapter Headings Page No.

Number

1 Introduction 6-10

2 Review of Literature 11-13

3 Discussion 14-34

4 Results 35-44

5 Methodology 45-48

6 Conclusion 49-50

Bibliography/References 51

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 Introduction

“CORPORATE SOCIAL RESPONSIBILITY OF TATA INTUSTRIES”

We believe Corporate Social Responsibility (CSR) is a critical mission that is at the heart of
everything we do, how we think and who we are. At the Tata group we are committed to

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integrating environmental, social and ethical principles into our core business, thereby
enhancing long-term stakeholder value and touching the lives of over a quarter of the world’s
population. That is our guiding philosophy that ensures we remain an employer of choice, a
partner of choice and a neighbour of choice. Our CSR programmes aim to be relevant to
local, national and global contexts, keep disadvantaged communities as the focus, be based
on globally-agreed sustainable development principles and be implemented in partnership
with group companies, governments, NGOs and other relevant stakeholders. We specifically
identify and execute a set of Group CSR Programmes (GCPs) aimed at creating national and
global impact in improving the quality of life of the communities we serve. The Tata culture
of giving back flows from the tradition of nation and community building sowed more than a
century back by Jamsetji Tata, the founder of the group. Tata companies are involved in a
wide variety of community development and environment preservation projects. The Tata
group’s activities relate to health, primary education, skills training and entrepreneurship,
livelihoods, women empowerment and strengthening services for those that need it the most.
Through various grants, the Tata Trusts and relief committees build institutions, support
scholars, and rebuild disaster-affected communities. Stakeholder trust remains our prime
business enabler. We will continue to strengthen the legacy of leadership with trust for today,
tomorrow and beyond.

The wealth gathered by Jamsetji Tata and his sons in half a century of industrial pioneering
formed but a minute fraction of the amount by which they enriched the nation. The whole of
that wealth is held in trust for the people and used exclusively for their benefit. The cycle is
thus complete. What came from the people has gone back to the people many times over.”

Corporate Social Responsibility: A Case Study of TATA Group

(emphasizing on TATA Steel) Rana Khan Research Scholar PhD (Media Studies)
M.C.N.U.J.C., Bhopal Email-rana.sjmc@gmail.com Abstract Successive generations of Tata
Group leaders have always held the belief that no success in material terms is worthwhile
unless it serves the interest of the nation and is achieved by fair and honest means. Conscious
that the task of social progress, especially in a country as diverse as India, cannot be
undertaken by the Government alone, J R D Tata the Chairman of the Tata Group from 1938
to 1991, believed that, "to create good working conditions, to pay the best wages to its

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employees and provide decent housing to its employees are not enough for the industry, the
aim of an industry should be to discharge its overall social responsibilities to the community
and the society at large, where industry is located." It was the first to establish labour welfare
practices, even before these were made statutory laws across the world. Keywords: CSR
activities, TATA group, TATA Steel, Social Welfare Introduction Corporate social
responsibility (CSR, also called corporate conscience, corporate citizenship or responsible
business) is a form of corporate self-regulation integrated into a business model. CSR policy
functions as a self-regulatory mechanism. With some models, a firm's implementation of
CSR goes beyond compliance and engages in "actions that appear to further some social
good, beyond the interests of the firm and that which is required by law." CSR aims to
embrace responsibility for corporate actions and to encourage a positive impact on the
environment and stakeholders including consumers, employees, investors, communities, and
others. The term "corporate social responsibility" became popular in the 1960s and has
remained a term used indiscriminately by many to cover legal and moral responsibility more
narrowly construed. While CSR benefits are hard to quantify, Orlitzky, Schmidt and Rynes
found a correlation between social/environmental performance and financial performance.
Business dictionary defines CSR as "A company’s sense of responsibility towards the
community and environment (both ecological and social) in which it operates. Companies
express this citizenship through their waste and pollution reduction processes, by contributing
educational and social programs and by earning adequate returns on the employed resources."
A broader definition expands from a focus on stakeholders to include philanthropy and
volunteering. Among other countries India has one of the oldest traditions of CSR. Ever since
their inception, corporates like the Tata Group, the Aditya Birla Group, and Indian Oil
Corporation, to name a few, have been involved in serving the community. Through
donations and charity events, many other organizations have been doing their part for the
society. The basic objective of CSR in these days is to maximize the company's overall
impact on the society and Volume: January-March, Year-2019 the Asian Thinker a Quarterly
Bilingual Refereed Journal for Social Sciences and Humanities 25 stakeholders. CSR
policies, practices and programs are being comprehensively integrated by an increasing
number of companies throughout their business operations and processes. A growing number
of corporates feel that CSR is not just another form of indirect expense but is important for
protecting the goodwill and reputation, defending attacks and increasing business
competitiveness. Reliance Industries and two Tata Group firms Tata Motors and Tata Steel
are the country’s most admired companies for their corporate social responsibility initiatives,

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according to a Nielsen survey released in May 2009. CSR has gone through many phases in
India. The ability to make a significant difference in the society and improve the overall
quality of life has clearly been proven by the corporates. Under the Companies Act, 2013,
any company having a net worth of rupees 500 crore or more or a turnover of rupees 1,000
crore or more or a net profit of rupees 5 crore or more should mandatorily spend at least 2%
of last 3 years average net profits on CSR activities as specified in Schedule VII of the
Companies Act, 2013 and as amended from time to time. The rules came into effect from 1
April 2014. SEBI, as per its notification on August 13, 2012, has mentioned that enterprises
are accountable to the larger society and "adoption of responsible business practices in the
interest of the social set-up and the environment are as vital as their financial and operational
performance". SEBI has mandated the inclusion of Business Responsibility Reports as part of
the annual reports of the Top 100 listed entities based on market capitalisation at BSE and
NSE. These reports are to be made available on the websites of the companies. CSR in India
has traditionally been seen as a philanthropic activity. And in keeping with the Indian
tradition, it was an activity that was performed but not deliberated. As a result, there is
limited documentation on specific activities related to this concept. This paper is an attempt
to document the concept of CSR at TATA Group emphasizing on the CSR activities
undertaken at TATA Steel. Research Objectives the study was undertaken to fulfill the
following objectives:  To study the policies governing CSR in India  To understand the
concept of CSR at TATA group.  To explore the different CSR activities undertaken by
TATA group, emphasizing on TATA Steel Literature Review The following works relating
to corporate social responsibility were reviewed during the course of work: Corporate Social
and Environmental Responsibility in India – Assessing the UN Global Compact’s Role by
Tatiana Chowhound, Johannes Emerging, Dorothea Kolb, Iris Kubina, Gordon Radinsky: In
2000, against the background of increasing demands for a more inclusive and sustainable
global economy, UN Secretary-General Kofi Annan launched the UN Global Volume:
January-March, Year-2019 The Asian Thinker A Quarterly Bilingual Refereed Journal for
Social Sciences and Humanities 26 Compact (UNGC), the first Corporate Social
Responsibility (CSR) initiative at global level. In the meantime, the UNGC has become the
most prominent international CSR instrument based on legislative and voluntary approaches
and structured as a multi-stakeholder network. While the UNGC is well established globally,
its contribution to the strengthening of CSR at country level has yet to be assessed. As India
is among those countries where not only is the UNGC highly appreciated by the large number

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of participating companies, but CSR already has a long tradition dating back to the 19th
century, the present study seeks to analyse how and to what extent the Global Compact is
shaping corporate social and environmental conduct in that country. Corporate Social
Responsibility - Key Issues and Debates by Ray Broomhill: Corporate Social Responsibility
(CSR), a concept that has been around for well over 50 years, has become prominent again
recently. Peter Putting (2005) notes that an increasing number of transnational corporations
(TNCs) and large domestic companies, supported by business and industry associations, are
adopting a variety of so-called voluntary CSR initiatives that incorporate, for example, ‘codes
of conduct; measures to improve environmental management systems and occupational
health and safety; company ‘triple bottom line’ reporting on financial, social, and
environmental aspects; participation in certification and labelling schemes; dialogue with
stakeholders and partnerships with NGOs and UN agencies; and increased support for
community development projects and programmes’. The revival of CSR is reflected also in
its recent prominence in public debate. CSR has also generated a very extensive literature in
recent times. For example, a search on Google Scholar for the phrase ‘corporate social
responsibility’ produced 12,500 citations. A more general search of the internet on Google
for the phrase ‘corporate social responsibility’ produced 12,900,000 results. A general search
for the phrase ‘corporate social responsibility’ on Australian sites produced 97,800 hits. In
Australia, two separate governmental inquiries were initiated into CSR in 2005 (Australian
Government, Corporations and Markets Advisory Committee 2005; Australian Government,
Parliamentary Joint Committee on Corporations and Financial Services 2006). A Study of
Corporate Social Responsibility in Indian Organization: An-Introspection by Rajeev
Prabhakar and Ms. Sonam Mishra: India is a developing economy, here Corporate Social
Responsibility (CSR) play important role in organizations. In Indian industry one can easily
notice a paradigm shift from corporate philanthropist to being socially responsible. The
importance of CSR is increasing in Indian corporate scenario because organization have
realize that ultimate goal is not profit making beside this trust building is viable and assert
able with societal relationship. The compulsion of CSR has emerged in last two decades
when Indian organization realizes the importance of sustaining in this cutthroat competition
era. Before this Indian industries had materialistic culture. In the hue and cry of LPG
(Liberalization, Privatization and Globalization) companies were only focused toward profit
maximization which led social backwash. To overcome this fashion CSR play an important
role in sustainable development which is only possible when there is a balance between profit
and lowering social backwash or eradicating it. Volume: January-March, Year-2019

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 Literature Review

The concept of CSR originated in the 1950‘s in the USA but it became prevalent in early
1970s . At that time US had lots of social problems like poverty, unemployment and
pollution. Consequently a huge fall in the prices of Dollar was witnessed. Corporate Social
Responsibility became a matter of utmost importance for diverse groups demanding change
in the business. During the 1980‘s to 2000, corporations recognized and started accepting a
responsibility towards society. Corporate social responsibility (CSR) focuses on the wealth
creation for the optimal benefit of all stakeholders – including shareholders, employees,
customers, environment and society. The term stakeholder, means all those on whom an
organization's performance and activities have some impact either directly or indirectly. This
term was used to describe corporate owners beyond shareholders as a result of a book titled
Strategic management: a stakeholder approach by R. Edward Freeman in the year 1984. 1
According to Bowen, ―CSR refers to the obligations of businessmen to pursue those policies
to make those decisions or to follow those lines of relations which are desirable in terms of
the objectives and values of our society. ― 2 Frederick (1960) stated ‗Social responsibility
means that businessmen should oversee the operation of an economic system that fulfills the

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expectations of the people.‘ . 3 Davis (1960) argued that social responsibility is a nebulous
idea but should be seen in a managerial context. He asserted that some socially responsible
business decisions can be justified by a long, complicated process of reasoning as having a
good chance of bringing long-run economic gain to the firm, thus paying it back for its
socially responsible outlook (p. 70). 4 An ideal CSR has both ethical and philosophical
dimensions, particularly in India where there exists a wide gap between sections of people in
terms of income and standards as well as socio-economic status (Bajpai, 2001) 5 .
Goyder(2003) argues: ―Industry in the 20th century can no longer be regarded as a private
arrangement for enriching shareholders. It has become a joint enterprise in which workers,
management, consumers, the locality, govt. and trade union officials all play a part. If the
system which we know by the name private enterprise is to continue, some way must be
found to embrace many interests whom we go to make up industry in a common purpose.‖ ).
6 CSR implies some sort of commitment, through corporate policies and action. This
operational view of CSR is reflected in a firm‘s social performance, which can be assessed by
how a firm manages its societal relationships, its social impact and the outcomes of its CSR
policies and actions (Wood, 1991).

Tata Group & CSR

Automobiles and software to consumer goods and telecommunications the Tata Group
operates more than 80 companies . It has around 200,000 employees across India and thus
has the pride to be nation‘s largest private employer. Mr. Ratan N. Tata has led the eminent
Tata Group successfully. He was trained as an architect at New York's Cornell University but
he chose to enter the family business .He assumed the Chairmanship of the Group in 1991.
Named Business Man of the Year for Asia by Forbes in 2004, Mr. Ratan Tata serves on the
board of the Ford Foundation and the program board of the Bill & Melinda Gates
Foundation's India AIDS initiative. Tata Group chairman Ratan Naval Tata has stepped down
to pass on the entire responsibility to Cyrus Mistry . Under Tata, the group went through
major organisational phases — rationalisation, globalisation, and now innovation, as it
attempts to reach a reported $500 billion in revenues by 2020-21, roughly the size of what
Walmart is today. 13 Approximately two third of the equity of the parent firm, Tata Sons
Ltd., is held by philanthropic trusts endowed by Sir Dorabji Tata and Sir Ratan Tata, sons of
Jamsetji Tata, the founder of todays Tata empire in the 1860s. Through these trusts, Tata

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Sons Ltd. utilizes on average between 8 to 14 percent of its net profit every year for various
social causes. Even when economic conditions were adverse, as in the late 1990s, the
financial commitment of the group towards social activities kept on increasing, from Rs 670
million in 1997-98 to Rs 1.36 billion in 1999-2000. In the fiscal year 2004 Tata Steel alone
spent Rs 45 crore on social services. . 14 Tata is accredited to initiate various labor welfare
laws. For example- the establishment of Welfare Department was introduced in 1917 and
enforced by law in 1948; Maternity Benefit was introduced in 1928 and enforced by law in
1946. A pioneer in several areas, the Tata group has got the credit of pioneering India's steel
industry, civil aviation and starting the country's first power plant. It had the world's largest
integrated tea operation. It is world's sixth largest manufacturer of watches (Titan). 6.2
Recognition of CSR ―In a free enterprise, the community is not just another stakeholder in
business but is in fact the very purpose of its existence." - Jamsetji Nusserwanji , Tata
Founder, Tata Group. "Corporate Social Responsibility should be in the DNA of every
organization. Our processes should be aligned so as to benefit the society. If society prospers,
so shall the organization..." - Manoj Chakravarti, G M - Corporate Affairs & Corporate Head
- Social Responsibility, Titan Industries Limited in 2004. Corporate Social Responsibility has
always been taken care of by the Tata group. The founder Mr. Jamshedji Tata used to grant
scholarships for further studies abroad in 1892 . He also supported Gandhiji‘s campaign for
racial equality in South Africa . Tata group has given country its first science center and
atomic research center . "The wealth gathered by Jamsetji Tata and his sons in half a century
of industrial pioneering formed but a minute fraction of the amount by which they enriched
the nation. Jamshed Irani, Director, Tata Sons Ltd, says, "The Tata credo is that 'give back to
the people what you have earned from them'. So from the very inception, Jamshetji Tata and
his family have been following this principle." (a statement on the Tata group's website
www.tata.com) . In July 2004, B. Muthuraman, Managing Director, Tata Steel Limited
(TISCO) announced that in future TISCO would not deal with companies, which do not
conform to the company's Corporate Social Responsibility (CSR) standards. Speaking at the
annual general meeting of the Madras Chamber of Commerce and Industry, He stated, "We
will not either buy from or sell to companies that do not measure up to Tata Steel's social
responsibility standards."

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 DISUCSSION ON CSR OF TATA GROUP OF INDUSTRIES

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Introducing Changes in the Company’s Article and Rules for Sustaining CSR Clause No. 10
of Tata Group ―A Tata Company shall be committed to be a good corporate citizen not only
in compliance with all relevant laws and regulations but also by actively assisting in the
improvement of the quality of life of the people in the communities in which it operates with
the objective of making them self-reliant

Such social responsibility would comprise, to initiate and support community initiatives in
the field of community health and family welfare, water management, vocational training,
education and literacy and encourage application of modern scientific and managerial
techniques and expertise. This will be reviewed periodically in consonance with national and
regional priorities. The company would also not treat these activities as optional ones but
would strive to incorporate them as integral part of its business plan. The company would
also encourage volunteering amongst its employees and help them to work in the
communities. Tata companies are encouraged to develop social accounting systems and to

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carry out social audit of their operations.‖ Amendments were made to the Articles of
Association of the major Tata group companies in the 1970s. Newly included was an article
stating that the "company shall be mindful of its social and moral responsibilities to
consumers, employees, shareholders, society and the local community. To institutionalize the
CSR charter, a clause on this was put into the group's 'Code of Conduct.' This clause states
that group companies had to actively assist in improving quality of life in the communities in
which they operated. All the group companies were signatories to this code.

CSR was included as one of the key business processes in TISCO. It was one of the eight
key business processes identified by TISCO's management and considered critical to the
success of the company. 6.4 CSR Activities of Tata Companies & Societies Through the
following companies and societies Tata group keeps on heading towards the fulfilment of
corporate social responsibility – 6.4. 1. Tata Steel Tata Steel has adopted the Corporate
Citizenship Index, Tata Business Excellence Model and the Tata Index for Sustainable
Development. Tata Steel spends 5-7 per cent of its profit after tax on several CSR initiatives.

(a) Self-Help Groups (SHG’s) Over 500 self-help groups are currently operating under
various poverty alleviation programs; out of which over 200 are engaged in activities
of income generation thorough micro enterprises. Women empowerment programs
through Self-Help Groups have been extended to 700 villages. From the year 2003 to
2006, the maternal and infant survival project had a coverage area of 42 villages in
Gamharia block in Seraikela Kharsawa and a replication project was taken up in
Rajnagar block. For providing portable water to rural communities 2,600 tube wells
have been installed for the benefit of over four Lakh people
(b) . (b) Supports Social Welfare Organizations Tata Steel supports various social welfare
organizations. They include;  Tata Steel Rural Development Society  Tribal
Cultural Society  Tata Steel Foundation for Family Initiatives  National
Association for the Blind  Shishu Niketan School of Hope  Centre for Hearing
Impaired Children  Indian Red Cross Society, East Singhbhum

(c) (c) Healthcare Projects In its 100th year, the Tata Steel Centenary Project has just
been announced. The healthcare projects of Tata Steel include facilitation of child
education, immunization and childcare, plantation activities, creation of awareness of
AIDS and other healthcare projects.

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 (d) (d) Economic Empowerment A program aiming at economic empowerment through
improvised agriculture has been taken up in three backward tribal blocks in
Jharkhand, Orissa and Chhattisgarh. An expenditure of Rs 100 crore has been
estimated for the purpose and this program is expected to benefit 40,000 tribal living
in over 400 villages in these three States.

Assistance to government Tata Steel has hosted 12 Lifeline Expresses in association with the
Ministry of Railways, Impact India Foundation and the Government of Jharkhand. It has
served over 50,000 people. Five thousand people have got surgical facilities and over 1,000
people received aids and appliances. Over seven lac rural and another seven Lac urban
population have been benefited by the CSR activities of Tata Steel. The National Horticulture
Mission program that has been taken up in collaboration with the Government of Jharkhand
has benefited more than a thousand households. In collaboration with the Ministry of Non
Conventional Energy and the Confederation of Indian Industry, focus is laid on renewable
energy aiming at enhancing rural livelihood. 6.4.2 Tata Motors

(a) Pollution Control Tata Motors is the first Indian Company to introduce vehicles with Euro
norms. Tata Motors' joint venture with Cummins Engine Company, USA, in 1992, was a
major effort to introduce emission control technology in India. To make environment friendly
engines it has taken the help of world-renowned engine consultants like Ricardo and AVL. It
has manufactured CNG version of buses and also launched a CNG version of its passenger
car, the Indica. Over the years, Tata Motors has also made investments in the establishment
of an advanced emission-testing laboratory.

(b) Restoring Ecological Balance Tata Motors has planted 80,000 trees in the works and the
township and more than 2.4 million trees have been planted in Jamshedpur region. Over half
a million trees have been planted in the Poona region. The company has directed all its
suppliers to package their products in alternate material instead of wood. In Pune, the treated
water is conserved in lakes attracting various species of birds from around the world.

(c) Employment Generation Relatives the employees at Pune have been encouraged to make
various industrial co-operatives engaged in productive activities like re-cycling of scrap wood
into furniture, welding, steel scrap baling, battery cable assembly etc. The Tata Motors
Grihini Social Welfare Society assists employees' women dependents; they make a variety of

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products, ranging from pickles to electrical cable harnesses etc ; thereby making them
financially secure. (d) Economic Capital In Lucknow, two Societies - Samaj Vikas Kendra &
Jan Parivar Kalyan Santhan have been formed for rural development & for providing
healthcare to the rural areas. These societies have made great efforts for health, education and
women empowerment in rural areas.

(e) Human Capital Tata motors has introduced many scholarship programs for the higher
education of the children. Through a scholarship program Vidyadhanam, the company
supports 211 students. Out of these students 132 students are from the marginalized sections
of the society. These students get books, copies and other study materials. They also undergo
different kinds of workshops, creative & outdoor sessions and residential camps as well. The
company has entered into Public-Private Partnership (PPP) for upgrading 10 Industrial
Technical Institutes (ITI) across the country.

(f) Natural Capital On the World Environment Day, Tata Motors has launched a tree
plantation drive across India and countries in the SAARC region, Middle East Russia and
Africa. As many as 25,000 trees were planted on the day. Apart from this more than 100,000
saplings were planted throughout the monsoon. 15 6.4.3 Tata Chemicals Ltd (TCL) Tata
Chemicals is making an effort for sustainability. Sustainability for the group means honesty
and transparency towards stakeholders, environmental protection , generating economic
value, promoting human rights and creating social capital. Tata Chemicals supports the UN
Global Compact and is committed to reporting its sustainability performance in accordance
with GRI (Global Reporting Initiatives) guidelines. Its main operations for environment
protection include optimal use of resource, finding and/or generating

Tea Tata Tea has been working hard since the 1980s to fulfill the needs of specially-abled
people. It has set up the Srishti Welfare Centre at Munnar, Kerala; its various programs
provide education, training and rehabilitation of children and young adults with special needs.
Srishti has four projects: a. The DARE School b. The DARE strawberry preserve unit c.
Athulya d. Aranya. Tata Tea‘s welfare officers help identify and encourage relatives or

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children of employees who are handicapped to join the Welfare Centre for special education
and rehabilitation.

a.The DARE It provides the students with training in basic academics, self-help skills and
skills like gardening, cooking, weaving etc. Children are taught to paint and some of the
paintings are printed and sold as greeting cards. The sales proceeds of which are used back
into the units.

b.The DARE strawberry It preserves unit trains youngsters to make natural strawberry
preserve. The trainees are paid for the work; they receive social cover, free medical aid and
other benefits.

c.Athulya It has two units - (i) A vocational training center that imparts training in
stationery-making (ii) A handmade paper-making unit which trains physically challenged
persons in the art of making recycled paper

d.Aranya This project was started to nurture the lives of the disabled and also to revive the
ancient art of natural dye. Individuals are given training in various natural dyeing techniques
including block printing, tie and dye, batik work, etc. Their products are sold in and outside
the country . 17 Tata Tea’s Jaago Re! Campaign exemplifies the Social-Cause Marketing
Initiatives . 6.4.5 Titan Corporate social responsibility is a basic element of TITAN Group‘s
governing objective and one of its corporate values. In its corporate philosophy CSR is
defined as doing less harm and more good by adopting the following practices :

 Respecting and supporting local communities

 Caring for the employees

 Being an active member of societ

y  Committed to sustainable development

 Putting safety(at work) first Titan has employed 169 disabled people in blue collar
workforce at Hosur. 6.4.6 TISCO TISCO was awarded The Energy Research Institute (TERI)
award for Corporate Social Responsibility (CSR) for the fiscal year 2002-03 in recognition of
its corporate citizenship and sustainability initiatives. As the only Indian company trying to
put into practice the Global Compact principles on human rights, labor and environment,
TISCO was also conferred the Global Business Coalition Award in 2003 for its efforts in
spreading awareness about HIV/AIDS. 6.4.7

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 TELCO TELCO, Puna has started community development activities for the benefit of
TELCO families and local residents in 1973 with the following objectives:
www.iosrjournals.org 24 | Page 1. To create social awareness in all the employees and their
families, to promote congenial mutual relations amongst them, to improve personal and
environmental hygiene and health 2.

To help the families of employees develop better living standards by organizing extension
education programs, training in various trades/skills and providing opportunities to earn
additional income. TELCO is fighting against Leprosy at Jamshedpur. 6.4.8 Tata
Consultancy Services (TCS) TCS aims at the Tata group‘s philosophy of building strong
sustainable businesses community .The elements that make for strong corporate sustainability
at TCS include the following: A fair, transparent corporate governance , a strong strategy for
long-term growth ,Best-in-class HR processes , initiatives for community betterment and
welfare. In 2010-11, TCS supported its local communities in the United States: supported the
victims of the 2010 Chilean earthquake, conducted IT educational programs for high school
students in Cincinnati , raised support and awareness for diabetes prevention through a series
of marathon sponsorships Tata Consultancy Services runs an adult literacy program.

Indian government launched Saakshar Bharat, an adult education programe in 2009 and the
programe will now go online via TCS‘ partnership. The scheme, aimed at female literacy
aims to make literate 70 million people, of which at least 85 percent are women literate and
the program has already been rolled out in 167 districts across 19 states. 18 6.4.9 Tata
Archery Academy The Tata Archery Academy was established in Jamshedpur in 1996 . The
academy has all the training facilities like highly efficient coaches, archery grounds,
equipment from India and abroad. It also provides hostel and multi gymnasium facilities for
its cadets. After a rigorous selection process being carried all over India, the Academy selects
boys and girls between the age group of 13 to 18 years for the four years course and it
provides the training during which the cadets are also imparted with formal education. Some
of the major championships where the of the Tata Archery Academy cadets have participated
and have won several medals are Junior world Archery Championship, Senior World Archery
Championship, Asian Archery Championship, Commonwealth Games and Asian Games.
6.4.10

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 TQMS Tata Quality Management Services (TQMS - a division of Tata Sons) had been
entrusted with the task of institutionalizing the Tata Business Excellence Model (TBEM).
The TBEM provides each company with a wide outline to help it improve business
performance and attain higher levels of efficiency and productivity. It aims to facilitate the
understanding of business dynamics and organizational learning. TBEM is a ‗customizedto-
Tata‘ adaptation of the globally renowned Malcolm Baldrige model. TBEM model focuses
on seven core aspects of operations: leadership, strategic planning, customer and market
focus, measurement, analysis and knowledge management, human resource focus, process
management and business results. Performance is measured in absolute points; companies
have to achieve a minimum of 500 points (out of 1,000) within four years of signing the
BEBP agreement.. TQMS helps Tata companies use the model to gain insights on their
business strengths and opportunities for improvement.

This is managed through an annual process of assessment and assurance. The model, through
its regular and calibrated updates, is used by Tata companies to stay in step with the ever-
changing business environment. TBEM based performance excellence goals: Basically
TBEM Criteria is designed to help organizations use an integrated approach to performance
management that results in delivery of ever-improving value to customers and stakeholders,
contributing to organizational sustainability improvement of overall organizational
effectiveness organizational and personal learning . 6.4.11

TCSRD Tata Chemicals Limited (TCL) set up the Tata Chemicals Society for Rural
Development (TCSRD) in 1980 to promote its social objectives for the communities in and
around Mithapur, where its facility is located. This service was further extended to the
communities in and around its Babrala and Haldia facilities. Through Tata Chemicals Society
for Rural Development (TCSRD) Tata Chemicals works to improve the quality of life of the
people and communities. It also aims at supporting sustainable development, which is the
central theme of the company's corporate philosophy. It works to protect and nurture the rural
populations in and around TCL's facilities, and assists people in attaining self-sufficiency in
natural resource management, livelihood support. It also aims at the building of health and
education infrastructure i.e. schools and hospitals, maternity centers etc.

The initiatives that TCSRD is involved in include:

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a) Agricultural development

b) Animal husbandry

c) Watershed development

d) Education

e) Rural energy

f) Women's programs

g) Relief

6.4.12 Tata Relief Committee Tata Relief Committee (TRC) works to provide relief at
disaster affected areas. During natural calamities there are two phases of assistance

- (a) Relief measures and (b) rehabilitation program. After the Gujarat earthquake the group
built 200 schools in two years and they rendered help during the Orissa floods when people
lost cattle’s. Even after the Tsunami disaster members of TRC immediately reached the
places and supplied the things required. 6.4.13 Tata Council for Community Initiatives
(TCCI) TCCI was established in 1994. TCCI's mission states: "We will work together to be,
and to be seen as, a group which strives to serve our communities and the society at large".
TCCI is also involved in assisting Tata companies maintain sustainability reporting the
guidelines of Global Reporting Initiative (GRI)

. It is the focal point for the UN Global Compact in India, which has 42 Tata companies as
signatories, the highest in the world from a single business group. In collaboration with the
United Nations Development Programme (India), TCCI has crafted the Tata Index for
Sustainable Human Development, aiming at directing, measuring and enhancing the
community work that Tata enterprises is undertaking for the upliftment and welfare of the
people. 6.5 Tata Corporate Sustainability Policy "No success or achievement in material
terms is worthwhile unless it serves the needs or interests of the country and its people. - J R
D Tata The corporate policy of the group encompasses the sustainable development of all the
stakeholders. The major points included in the corporate policy are following:

 Demonstrate responsibility and sensitivity to biodiversity and the environment  Comply

with rules and regulations relating to environment

22 | P a g e
  Constantly upgrade technology and apply state-of-the-art processes and practices with
institutional arrangements that will combat larger issues like climate change and global
warming

 Create sustainable livelihoods and build community through social program pertaining to
health, education, empowerment of women and youth, employee volunteering,

 Find ways to enhance economic human, social and natural capital for bringing and
maintaining a balance among business, society and environment. 6.6 Dedications to the
Nation at a Glance 6.6.1 Tata Health Infrastructure

 Tata main hospital at Jamshedpur

 ICU in Joda and Balangpur

 CHC in Bari and Kuhika

 Hospitals in Gobarghati,sukinda, joda, belpahar, belipada and bamnipal

 ―Lifeline Express‖- the hospital on wheels

 Mobile health clinics

 Centre for hearing impaired children 6.6.2

Tata Educational Infrastructure Institute of mathematics Sukinda college Joda college

centenary learning centre at XIMB J N Tata Technical Education centre School of hope
Shishu Niketan

Tata Sports Infrastructure 

Tata athletics academy

 Tata archery academy

 Tata Football academy

 Tata steel adventure foundation

 Sports feeder centres

23 | P a g e
 Stadium at keonjhar 6.6.4 Preservation of culture & Heritage  Contribution to setting up
national Center for performing arts Mumbai  Tribal cultural centres showcases legacy of
nine tribes Jharkhand and Orissa  Gramshree mela activities

Tata group believes that the role of business is not just about giving back to society from its
profits but also about ensuring that the processes it employs to earn these profits are ethical,
socially responsible and environmentally sound.

New Delhi: The Tata group today announced the launch of We Dream of a Better World
report which maps out Tata group’s contribution in business, CSR and philanthropy.

Dr Mukund Rajan, chairman, Tata Global Sustainability Council, and Yuri Afanasiev, UN
Resident Coordinator in India, at the launch of We Dream of a Better World report by the
Tata group in New Delhi

The 65 case studies from the report capture the various initiatives of the Tata group
companies, across geographies, and of the Tata Trusts’ philanthropy efforts in India. These
are aligned with the 17 Sustainable Development Goals (SDGs), identified in September
2015, and subsequently agreed on and committed to by 193 countries.

The SDGs are the world’s most ambitious vision for sustainable development yet and will
reshape the practice of development globally, including the role of the private sector. The
Tata group believes that the role of business is not just about giving back to society from its
profits but also about ensuring that the processes it employs to earn these profits are ethical,
socially responsible and environmentally sound.

Commending the Tata group on its vision, Yuri Afanasiev, UN Resident Coordinator in
India, said, “India’s private sector will play a critical role in addressing the country’s most
pressing development problems through developing commercially viable business models,
and offering solutions that can be scaled to achieve the SDGs”.

Dr Mukund Rajan, chairman, Tata Global Sustainability Council, said “We continue to be
guided by Jamsetji Tata’s business philosophy and by the new opportunities that the SDGs
present to us, to meaningfully impact the global discourse, design and developmental agenda.

24 | P a g e
So, this report is a testimony to the difference we are making in the world through our
business innovations or by helping the communities in need”.

The Tata group has always been committed to integrating environmental, social, and ethical
principles into its core business. The culture of giving back to society flows from the tradition
of nation and community building sowed more than a century ago. This SDGs report will
help guide, shape, implement, monitor and report company-wide initiatives, providing the
business case for staying invested in sustainable development for the long term

Beyond
Compliance

While all CSR interventions shall fully comply with the relevant laws of the land in which
they operate, they will strive to meet core needs, even if it is beyond what is mandated.

Impactful

Interventions will focus on impact on communities and to this end, all companies will work
collaboratively and synergistically on a set of agreed Tata group Focus Initiatives.

Linked to
Business

All companies may seek business benefits and leverage their core competencies while
undertaking CSR activities. However, community benefits will have to be paramount and
clearly defined.

Relevant to National
& Local Contexts

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The CSR initiatives must be closely aligned with and relevant to the local and national

contexts in which the company is located.

Sustainable Development Principles

All CSR interventions will follow sustainable development principles - they will factor
social, human rights and environmental impacts in their design and execution.

Participative
& Bottom-up

Communities must be central to the interventions and they must be actively involved in
identifying the issues to be addressed and in the management and monitoring of the
interventions.

Focused on
the Disadvantaged

Special care must be taken to ensure that the needs of the most disadvantaged in the
community - in terms of gender, ethnicity, disability and occupation - are addressed.

Strategic &
Built to Last

By design, all CSR initiatives shall ensure that communities can sustain them on their own,
beyond the involvement of the Tata group. Hence, the initiatives must be part of a long-term
CSR strategy.

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Partnerships

All CSR interventions will be done in partnership with institutions that are close to the
ground - community organisations, NGOs, companies (within & outside the Tata group) and
government: local, state and central.

Opportunities
for Volunteering

The CSR initiatives will be designed to provide a range of volunteering opportunities for Tata
employees.

Tata Leads in Latest ET CSR Ranking

India CSR News Network

MUMBAI: Four Tata Group companies have secured top 10 Rank in CSR for 2 nd consecutive
year in Economic Times Survey, report published on September 15, 2016. There are four
Tata group companies in the top 10 list. Tata Power retains its position. Compared to the
previous study, it has jumped two places. Mahindra & Mahindra the top ranked company in
2014 has dropped 3 ranks to be placed fourth. Ultratech Cement and Shree Cements are a
surprise entrant in the top 10. Interestingly no foreign players made it to the top 10 list – a
trend that follows from 2014.

India’s ‘Top companies for Sustainability and CSR’, in its third year, attempts to examine
companies, 217 of them, through the CSR microcosm and also on larger issues of
sustainability. The study is result of a partnership between IIM Udaipur, Futurescape and The
Economic Times.

The Tata Group was also ranked first in a recent sustainability leadership survey conducted
across Asia for advancing the sustainable development agenda. The UN system’s set of 17

27 | P a g e
sustainable development goals (SDGs) is now being woven into the development frameworks
of countries, and also corporations.

“Why do the Tatas often make it to such lists and rankings? The reasons are many. While the
$ 103 billion group has an enviable record in philanthropy, enabled through a unique
shareholding pattern — Tata trusts hold 66 per cent of Tata Sons — many of its companies
are now emerging as sustainability innovators. Apparently, group companies haven’t rested
on its philanthropic or CSR laurels.” report said.

Tata firms top rankings:

The Top 10 Companies

Rank Rank
2015 Companies 2014 Companies

Mahindra &
1 Tata Steel Ltd 1 Mahindra

Tata Power Tata Power

2 Company 2 Company

UltraTech
3 Cement 3 Tata Steel

Mahindra &
4 Mahindra 4 Larsen & Tubro

5 Tata Motors 5 Tata Chemicals

6 Tata Chemicals 6 Tata Motors

7 ITC 7 GAIL (India)

8 Shree Cements 8 BPCL

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 9 BPCL 9 Infosys

Jubilant Life
10 Larsen & Tubro 10 Sciences

Natural Capital, in simple terms, and as defined by the newly- minted Natural Capital
Coalition, is an economic metaphor for the limited stock of natural (non-renewable) resources
and the limited capacity of ecosystems to generate benefits for human well-being. Valuing
environmental externalities is integral to the concept. The group, therefore, is emerging as a
sustainability champion even as it endeavours to consolidate, restructure and renew
traditional CSR to meet emerging needs —skilling, employability — and also address new
challenges. Structures and process are undergoing an overhaul within the group.

Look at the manner in which the Group’s CSR approaches are changing. It was felt that
synergies and the expertise lying within individual companies in the sustainability and CSR
spaces were not being drawn upon for better dissemination, spread and impact, across the
Group. The old Tata Council for Community Initiatives (TCCI) was banished and the Tata
Sustainability Group (TSG) came into being to function as a crucible for sustainability and
CSR.

The TSG is also the executing arm for a new generation of initiatives that go by the name of
Group CSR Programmes (GCPs) which are implemented by another new entity created in
2014, the Tata Community Initiatives Trust (TCIT).

The first programme under this arrangement is Tata Strive, a skills project with a focus
employability, entrepreneurship and community enterprises. The first national Strive centre
was set up in Aligarh to train youth as air-conditioning and refrigeration operators,
electricians and solar PV installers. This was in July 2015. Since then three other centres —
in Hyderabad, Mumbai and Pune — have been set up with several focus areas — BPO, debt

29 | P a g e
recovery agents, F&B, retail, auto repairs — with participation from companies like Tata
Motors, Voltas and others.

Tata companies can set aside a portion of the 2 per cent CSR spend for GCPs. This is not all.
The group’s volunteering programme — Tata Engage — plugs into the effort. Partnerships
and collaboration form the bedrock GCPs. Don Bosco Tech, a skills ecosystem of a certain
vintage, is an active partner. These initiatives are not the usual; they have been crafted by
examining the challenges in the ecosystem; lack of life skills, attrition, trainer quality and
assessment.

Key findings of the survey:

1. Only the Top 33 per cent firms believe in taking a long-term view on responsible business.

2. Governance for business responsibility sees improvement. The average governance

score is the highest of the four factors. This year more than 54 per cent companies
have scored more than half the marks on governance vs 47 per cent last year.

3. Disclosures are poor as sustainability reporting is inadequate.

4. Sustainability is at the heart of high performing companies.

5. Total CSR spend of 173 firms for which data was available in 2014-15 was Rs 5752
crore with an average spend of Rs 33.25 crore per company. This translated into an
average CSR spend as a percentage of average PAT of 1.4 per cent, which is lower
than the government mandate of 2 per cent and more.

6. Government push makes corporate India step up. Over 39 per cent of companies
focused on Swachh Bharat. 59 per cent of the companies surveyed work in the areas
of solar energy.

7. Emissions disclosure needs more focus. Only 36 per cent (38 per cent in the previous
year) of India’s top 200 companies disclosed data on GHG emissions while 54 per
cent participated in carbon specific initiatives such as Carbon Disclosure Project
(CDP).

8. Energy and Materials, given the inherent nature of their business, try to mitigate the
impact on the external world through a business responsibility focus.

30 | P a g e
 9. Education and healthcare attracted the largest CSR spends, accounting for 45 per cent
of the total spends. Empowering women, support for senior citizens and armed forces
veterans saw no takers.

Corporate Employee Engagement

In the light of the COVID-19 pandemic, Connect For has curated an exclusive Virtual
Volunteering Programme. Our goal is to safeguard the health of our volunteers which is our
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hospitals, and day-schools that need assistance to run their daily administration and cater to
their respective beneficiary groups. We are determined to continue to create value as we
ideate, design, and execute these opportunities with defined outcomes for our Corporate

31 | P a g e
Partners. We believe that our commitment to CSR should stay strong now more than ever, as
the potential for impact is currently immense.

We are happy to have identified ways to keep making a difference while remaining in the
safety and comfort of our homes. Achieve your Employee Volunteering Goals with us in a
creative, impactful, safe, and engaging manner.

Check out this video to see ways a corporate volunteer can help NGOs during these tough
times!

If you’re a corporate organization looking for post lockdown engagements, scroll to know
more.

Connect For is where cause meets passion meets impact

We have been working in the integral space of corporate philanthropy, helping organizations
fulfil their corporate social responsibility (CSR) goals through employee engagement. We
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the non-profit space.

We provide tailored solutions to ensure social value through volunteering and CSR, and are

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We act as a vital link between corporates and NGO partners, wherein we assess-

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The Connect For team ensures a seamless end to end experience by using its expertise and
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Service Offerings
32 | P a g e
Find below our Service Offerings for Corporate Organizations across India -

 Group Virtual Volunteering - One day, one time volunteering in a group

 Individual Virtual Volunteering - Long-term volunteering in individual capacities
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 Virtual Volunteers’ Motivation Workshop - Boosting Employees’ Morale to
Volunteer
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an Employee Volunteering Program

Sanjana Majhi, the daughter of a goat herder and a daily wage labourer from the Kisan tribe
of Odisha, has learned to construct a rain gauge and a wind vane, and even started plotting
weather maps. All during the lockdown.

For Pritilata, Sanjana and the 35,000+ children who were part of Tata Steel’s 1000 Schools
Programme, learning continued uninterrupted throughout the pandemic. As it did for the
differently abled students of Tata Consumer Product Ltd’s (TCPL) Srishti initiative, for the
municipal school students and underserved engineering and medical college aspirants
supported by Tata Motors’ Vidyadhanam, for the students and teachers who are part of Titan
Company’s skilling and training programmes, and for the thousands of students around the
world who are part of Tata Consultancy Services’ (TCS) go IT and Ignite My Future in
School programmes, among others.

“Our underlying philosophy was that promises had to be kept,” said Sourav Roy, chief,
Corporate Social Responsibility (CSR), Tata Steel, explaining the CSR strategy for FY21, a
year complicated by the Covid-19 pandemic. “It resonated strongly from the board down to
our last field worker that in a year when the need amongst communities is higher, our
commitment — in terms of resources, time spent and sheer thinking for them — cannot be
lesser. We did more, spent more and learnt more this year.”

33 | P a g e
He added, “We measure ourselves by the number of lives we directly and meaningfully touch
every year. We wanted to reach 1.6 million people and didn’t want to reduce our ambition in
a year when the need is the highest.”

Stepping up

This sentiment echoed across the Tata group. Company after company stepped up with new
initiatives to tackle the community’s needs arising out of the pandemic without dishonouring
existing CSR commitments.

TCS, with its presence in over 46 countries, started to see the impact of Covid-19 from
December 2019 — much before India was hit by her own patient zero. They were focused on
ensuring resilience for communities across the globe while also supporting a seamless
transition to this new normal. “It was very clear from those early interactions that we needed
to provide support on healthcare, continued access to education and look at broader
community efforts to be agile and nimble in reacting to the arising needs,” said Balaji
Ganapathy, global head of CSR, TCS. “While the safety and well-being of our employees
and ensuring support to our customers was key, it was equally important to continue the
mission critical services we are performing around the world. ... A lot of monetary resources
and support went into Covid measures, but it wasn’t at the cost of discontinuing any of our
strategic programmes.”

Alka Talwar, chief, CSR and Sustainability, Tata Chemicals, said, “This was the time when
people really needed support, so we started looking at ways to continue what we are doing to
ensure that the beneficiaries didn’t slide back in terms of the economic and social gains they
had got before the pandemic.”

Vinod Kulkarni, head, CSR, Tata Motors said, “Lockdowns could not dampen spirits of our
CSR participants and the team at Tata Motors. We responded with extraordinary
interventions, enabling the stakeholders to achieve their aspirations. Our digital interventions
were disruptive in nature and will help us deliver on a scale with far-reaching impacts.”

Dr Anurag Priyadarshi, manager, Global Sustainability, TCPL, added, “The Tata values of
giving back to the community are vital for us; it is inbuilt in our DNA. What was more
important than chasing numbers this year was to keep our community engagements going to
ensure the health and well-being of the communities we serve? There were no budget cuts. In
fact, we started more programmes due to Covid-19.”

34 | P a g e
Against all odds

 MANSI: In a regular year, Tata Steel’s Maternal and New born Survival Initiative
covers 2,000+ high-risk cases. But by the first half of FY21, which corresponded with
the national lockdown, the programme had identified at least 2,440 high-risk cases —
the highest so far. Armed with MANSI’s ‘Operation Sunshine’ digital tracking
system, which helps them monitor cases and creates a seamless channel of
communication, the healthcare workers were also able to increase the percentage of
cases addressed from 94% to 98%.

 goIT: At its core, TCS’ goIT helps students understand local problems and produce
inventive technology-enabled solutions, which they then pitch before experts — at the
school leaders, government or industry — who are part of TCS’s network of partners.
TCS not only created quick project templates to pivot the programme from in-person
to virtual, but also layered on unique offerings, including a monthly challenges
initiative focused on the UN Sustainable Development Goals, in the processes
expanding goIT’s reach to 33 countries.

 Vidyadhanam: Under its umbrella education initiative, Tata Motors partnered with

the Jawahar Navodaya Vidyalaya (JNV), a pan-India system of schools for talented
but underserved students, to coach engineering and medical college aspirants for JEE
and NEET. When the residential coaching programme ground to a halt during the
lockdown — forcing students to return to their homes, sometimes in the most isolated
areas of the country — Tata Motors introduced a virtual coaching model with
remarkable results. JNV Puducherry reported 89% and 100% success for IIT-JEE
Advanced and JEE Mains, respectively, while JNV Palghar reported a 95% selection
rate at NEET. The results prompted the JNV governing body to partner with Tata
Motors to extend these virtual coaching classes for JEE and NEET across all 600
JNVs.

 Hu Pan Digital: Tata Chemicals trained 137 women’s self-help groups who were
working on savings and credit, helping the groups transition from physical meetings
to online financial transactions, wallets, etc.

 Srishti: Srishti enables learning and economic opportunities for differently abled

youth in Munnar, Kerala. After a quick halt to recalibrate the hands-on initiative,
TCPL introduced a system to have the raw material delivered to the homes of the

35 | P a g e
 beneficiaries. The new system allowed them to work from the safety of their homes;
the finished work was then collected by a partner organisation.

 WATSAN: Titan’s water and sanitation programme in Uttarakhand ran without a

break during the pandemic. Eight WATSAN projects, reaching 500 households, were
completed by the end of the year. 

“The value of teamwork,” noted Dr Priyadarshi, “emerged as the biggest lesson. We realised
that we could only overcome the challenges as a team and with our partnerships.”
The third was to overcome the challenges presented by the need for an immediate digital
pivot due to the mobility restrictions of the lockdown and the reality of India’s yawning
digital divide.

RESULT FOR THE EFFECTIVE CRS OF TATA GROUP OF INDUSTRIES

Digital darkness

Tata Steel, for instance, discovered that only 14% of the children covered by its 1000 Schools
Programme and other learning programmes in Odisha and Jharkhand had smartphone access.
While they were able to pilot a digital Lockdown Learning Programme by early April 2020, it
wasn’t enough. “Everything that is happening on the digital front is absolutely fantastic and
full of potential, but we have to come out of our mindset of just going digital,” observed Mr

36 | P a g e
Roy. “We have to combine it with a physical component till there is larger digital coverage.”
Tata Steel mobilised nearly 4,000 teachers — travelling on cycles, scooters, and even on foot
at times — to support children in digitally dark dispersed habitations during the lockdown.

In Mithapur, Gujarat, Tata Chemicals faced similar challenges with Okhai, which had onsite
stitching units. “Digital can become another way of dividing people,” said Ms Talwar. “It is
about access. Even if everything starts moving to digital, the issue remains the same. If you
don’t have access, there will be a divide of opportunities. Therefore, bridgital solutions will
become the norm. You will use digital to extend your reach and social/physical contact to
bridge the last-mile gap.”
This understanding of access darkness prompted a mix of bridgital and other innovative
solutions that allowed the companies to recalibrate their programmes with agility. In several
cases, the pivot from in-person to virtual took place within a week to 10 days, Mr Ganapathy
pointed out, adding, “We leveraged this time as an opportunity to reimagine our programmes
through a digital-first approach, to democratise access. In some cases, significant scaling has
happened during this time.”
Do better, do more

For instance, with TCS’ Youth Employment Programme for rural colleges, where computer
and internet access were limited, the company changed its model of engagement so that even
students using regular phones or smartphones with low bandwidth could connect to mentors
and coaching sessions. The digital pivot enabled volunteers from every part of the country,
even other parts of the world, to join in. The challenge of mobility became an opportunity to
tap into a larger pool of volunteers, increasing one-on-one engagement and learning
effectiveness.

Tata Chemicals converted its Okhai online platform into a marketplace to help other artisans;
the move increased the number of artisans connected to the platform from 2,500 to about
25,000.

Tata Steel brought another 1.25 lakh children into the Lockdown Learning Programme by
January 2021, quadrupling its reach since the start of the pandemic. They were also able to
expand Samvaad, a platform for the tribes of India and beyond. In a normal year, the event
hosts 1,500 participants in Jamshedpur, but the bridgital version in 2020 drew 10,000
participants from 30 states and union territories and four countries. “In terms of continuity of

37 | P a g e
impact,” said Mr Roy, “we have done better than previous years. We will exceed the target of
reaching 1.6 million lives this year.”

In some cases, companies even transformed the challenges of the pandemic into an
opportunity to accelerate ongoing projects. Titan hastened the implementation of technology
for its Kanya programme and completed the digital transition of the Titan LeAP skilling
centre in Chennai. Tata Chemicals saw its Holistic Nutrition Programme become more
robust, while Tata Motors made its Vidyadhanam remedial and coaching lessons initiatives
more effective through an app that makes learning agnostic of the time a student gets access
to a device.

“We were cognizant that there will be a marginal dip in outcomes as we transition from
physical to digital, but in the long-term, it will have a multiplier effect on outcome,” said Mr
Kulkarni. “With digital, even students in slums can have access to the same kind of content as
children living in high rises. We see it as an opportunity. We see it as the best period for us to
innovate, revisit all that we were doing and deliver at a lower cost.”

Mr Ganapathy called it the catapult effect: “That foundational effort is being put in now, and
our outlook is that we will build on these to enhance the outcomes for the communities in the
coming year and much beyond that. Once the pandemic ends and the mobility and other
challenges are behind us, by leveraging this foundational effort we can leapfrog into the
future to significantly scale the programmes.”

CSR in India has traditionally been seen as a philanthropic activity. And in keeping with the
Indian tradition, it was an activity that was performed but not deliberated. As a result, there is
limited documentation on specific activities related to this concept. However, what was
clearly evident that much of this had a national character encapsulated within it, whether it
was endowing institutions to actively participating in India’s freedom movement, and
embedded in the idea of trusteeship.

38 | P a g e
As some observers have pointed out, the practice of CSR in India still remains within the
philanthropic space, but has moved from institutional building (educational, research and
cultural) to community development through various projects. Also, with global influences
and with communities becoming more active and demanding, there appears to be a
discernible trend, that while CSR remains largely restricted to community development, it is
getting more strategic in nature (that is, getting linked with business) than philanthropic, and
a large number of companies are reporting the activities they are undertaking in this space in
their official websites, annual reports, sustainability reports and even publishing CSR reports.

The Companies Act, 2013 has introduced the idea of CSR to the forefront and through its
disclose-or-explain mandate, is promoting greater transparency and disclosure. Schedule VII
of the Act, which lists out the CSR activities, suggests communities be the focal point.

On the other hand, by discussing a company’s relationship to its stakeholders and integrating
CSR into its core operations, the draft rules suggest that CSR needs to go beyond
communities and beyond the concept of philanthropy. It will be interesting to observe the
ways in which this will translate into action at the ground level, and how the understanding of
CSR is set to undergo a change.

Benefits of a robust CSR programme

As the business environment gets increasingly complex and stakeholders become vocal about
their expectations, good CSR practices can only bring in greater benefits, some of which are
as follows:

Communities provide the licence to operate:

Apart from internal drivers such as values and ethos, some of the key stakeholders that
influence corporate behaviour include governments (through laws and regulations), investors
and customers. In India, a fourth and increasingly important stakeholder is the community,
and many companies have started realizing that the ‘licence to operate’ is no longer given by
governments alone, but communities that are impacted by a company’s business operations.
Thus, a robust CSR programme that meets the aspirations of these communities not only

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provides them with the licence to operate, but also to maintain the licence, thereby precluding
the ‘trust deficit’.

Attracting and retaining employees:

Several human resource studies have linked a company’s ability to attract, retain and
motivate employees with their CSR commitments. Interventions that encourage and enable
employees to participate are shown to increase employee morale and a sense of belonging to
the company.

Communities as suppliers:

There are certain innovative CSR initiatives emerging, wherein companies have invested in
enhancing community livelihood by incorporating them into their supply chain. This has
benefited communities and increased their income levels, while providing these companies
with an additional and secure supply chain.

Enhancing corporate reputation:

The traditional benefit of generating goodwill, creating a positive image and branding
benefits continue to exist for companies that operate effective CSR programmes. This allows
companies to position themselves as responsible corporate citizens.

Trinity Care Foundation improves Government Schools, conducts School Health Programs,
community outreach programs and provides free Cleft and facial deformity surgeries for
marginalized sections of the society in Karnataka state, India.

A clean, spacious school building having basic facilities including:

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 1. Spacious classrooms with requisite furniture, boards, electrical fittings like lights and
fans

2. Clean and hygienic toilets

3. Accessible drinking water

4. Activity and play areas

5. Laboratories with requisite instruments and equipment

6. Computers for students to learn and experiment with.

7. Teachers are key in ensuring that students get the requisite lessons that keep their
minds ignited for seeking knowledge

Responsible Companies in the Age of Globalisation

Over the past few decades, expectations on corporate behaviour have continued to rise
alongside greater public awareness around human rights, environmental protection and other
issues. The institutionalisation of CSR is stronger than ever, as many companies have sought
to adapt to this more socially-conscious customer base. There is strong evidence to suggest
that highlighting responsible business practices endows a company with clear competitive
advantages. A study looking into the coffee industry, for example, found that Fair Trade
certified growers enjoyed higher sales, despite higher prices. Indeed, recent studies have
shown that a majority of consumers will choose to spend more money on a product from a
‘sustainable’ brand. Businesses seen as responsible also benefit from greater employee
productivity and retention. So savvy companies have sought to protect their corporate image,
seeing the direct impact it can have on relationships with investors, employees, and
customers.

How “Socially Responsible” are Companies in Reality?

While it may be true that companies are increasingly sensitive to reputational damage, this
does not necessarily imply they will actually improve their business practices. In some cases
companies have instead engaged in elaborate PR campaigns designed to manipulate the
public’s perceptions of those practices. As environmental concerns have taken centre-stage
in public discourse in recent years, “greenwashing” has become a particular problem, as

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many corporations have sought to market themselves as ecologically responsible whilst
continuing to behave in fundamentally damaging ways.

Types of Greenwashing

Companies have developed a number of techniques to ‘green’ their image. Some examples
include:

1. Outright false claims

Volkswagen was widely seen as a pioneer of CSR, even topping the Dow Jones
Sustainability Index as the most sustainable car manufacturer. This all changed in 2015 when
it was discovered to have rigged 11 million of its “clean diesels” with software designed to
cheat nitrous oxide emissions tests, and to have reported its CO2 emissions incorrectly.
Similarly Mercedes-Benz faces legal action, because it’s “Earth Friendly” cars have been said
to release up to 65 times more nitrous oxide than EPA regulations allow.

2. Emphasising specific positive characteristics whilst ignoring the overall negative context.

The fossil fuel industry has attempted to rebrand itself in light of the global climate crisis.
Exxon-Mobil for example ran a campaign trumpeting its intended goal of producing 10,000
barrels a day of algae biofuels by 2025. What it failed to mention however is that this would
account for just 0.2 percent of its current refinery capacity. At the same time it plans on
expanding oil production by 35 percent by 2030. Similarly, BP is being sued for misleading
claims about its investment in renewable energy, while other firms such as Total are also
under scrutiny. These rebranding attempts distract not only from the problems posed by oil
companies’ core operations, but also from their continued behind-the-scenes attempts to
disrupt climate legislation.

3. Unsubstantiated claims
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Companies sometimes make unsubstantiated claims about their products. For example AJM
Packaging Corporation claimed its boldly named “Nature’s Own Green Label paper plates”
were 100% recyclable as well as biodegradable. However when they were investigated by the
FTC they could not provide any reliable scientific data to prove it.

4. Dodgy certifications

One way companies have tried to shore up their green credentials is by having their products
certified by independent environmental organisations. Unfortunately, not all of these
organisations are as independent, or as environment-friendly, as it may seem. The Sustainable
Forestry Initiative (SFI) for instance was accused by a number of environmental NGOs of
allowing irresponsible practices such as clear-cutting, logging endangered forests, and human
rights abuses. They were also accused of conflicts of interest because the SFI receives its
funding from the timber industry. This problem seems to be a fairly pervasive one. The
Forestry Stewardship Council, which was established as a more rigorous alternative to the
SFI, has also had its share of controversy. Its decision to outsource its logo to other certifying
bodies has made it unable to ensure compliance standards. Meanwhile, FSC-certified timber
sells for a higher price, meaning that socially irresponsible loggers are profiting from its log

5. Emphasising correct, yet irrelevant, properties of a product

This is the case when, for example, cosmetic products profess to be “free from animal
testing” when being sold in places like the EU or UK, where testing cosmetics on animals is
actually illegal anyway.

Unfortunately greenwashing is rife. The above examples are just some of the many ways
companies have been known to do so. A survey conducted in the USA and Canada of 4744
products found 95% of them guilty of greenwashing practices.

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Is there hope for CSR?

Considering all this, it is easy to feel hopeless. If greenwashing is so pervasive, can any
businesses be trusted?

One study looking in-depth into three companies found encouragingly that the business
managers in question were indeed motivated by CSR. However, it also found that they had a
poor grasp of the social costs of their operations, and of the CSR concept itself. It concluded
that better education and training around CSR may be the key to encouraging compliance
through the power of intrinsic motivation, and by providing a framework for ethical decision-
making. These would also be more effective when combined with opportunities for personal
recognition, and when connected to external standards and scrutiny.

In recent years, a number of internationally-recognised standards and benchmarks have been

created – such as the Global Reporting Initiative, the Dow Jones Sustainability Index, the
World Benchmarking Alliance, and the B Corp certification – which have the potential to
change corporate practice for the better. Ultimately though, it is consumer decisions that will
enforce CSR standards. The good news is that the pressures on companies to comply is likely
to continue to grow, as the percentage of consumers globally who make purchasing decisions
based on sustainable values is increasing rapidly, particularly among the younger generation.

Moreover, the digital revolution is increasing the transparency of business activities, meaning
it is easier to hold companies to account with more obtainable evidence. At the same time
digital analytics support new insights which make it easier for businesses to measure the
impacts of their decision-making, and to account for potentially unforeseen social and
environmental considerations. This has led some to argue that the era of greenwashing is
coming to an end.

Whether this prediction is valid, only time will tell. One thing is certain however: some
companies will be less able to adapt to changing circumstances than others. Indeed, for some

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industries, a clean transition may be impossible. Fossil fuels will always release greenhouse
gases, and plastic packaging will never not create waste. This is perhaps why these
companies are some of the worst offenders when it comes to both environmentally
irresponsible behaviour and greenwashing. In such cases, governments must step up with
stronger transnational regulations, and proactive efforts to wean us off our reliance on these
inherently polluting industries. Often governments are slow to act, but when people make a
loud enough noise, they catch up quickly. The campaign which resulted in the EU voting to
ban single-use plastics is a good recent example.

Governments also have a role to play in laying the groundwork for minimum standards, and
in informing the public. A government-certified carbon label on products, for example, would
likely be a very effective way of marrying regulation with consumer-driven change.

Until such a universal label is rolled out, keeping yourself informed about all the products on
the market can be difficult. But there are a number of resources available to help you make
wiser consumer decisions:

The Global Ecolabelling Network is a non-profit association of independent, third-party

environmental certification organisations with stringent membership requirements.
Familiarise yourself with existing eco-labels with proven track-records by visiting their
website.

Good Guide rates household and baby products based on ecological and health
considerations, while Cosmetics Database does the same for cosmetics.

For German speakers, the climate lie-detector evaluates the truth of ‘green’ claims made by
companies and politicians alike.

If in doubt, have a quick online search before you buy something, bearing in mind the
common greenwashing techniques listed above. If a product claims to be “organic”, where is
the proof of certification? If it is certified, you could even go one step further and do a search
to find out if it is a reliable one – asking who it is funded by, and if it has been surrounded by
any controversy. Additionally, it would also be wise to follow the recommendations of
reliable environmental NGOs such as Greenpeace and others.

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More than just the products you buy, you could switch where you buy them. You would
reduce plastic waste with no uncertainty if, instead of a supermarket, you bought your
groceries from a veg-box scheme, or signed up to a local Community Supported Agriculture
project. Alternatively you could visit one of the increasing number of emerging businesses
that do not use packaging.

All in all, CSR has had a checkered history. Relying on companies to privately self-regulate
has created opportunities for deception, and they have sometimes used CSR more as a
marketing ploy than as a genuine commitment. However, the future shows signs of hope. Not
only is consumer consciousness increasing, but there have been promising attempts to create
universal standards and benchmarks, as well as discussions of greater government
intervention in providing clearer regulatory frame

works. Let’s not give up hope for CSR.

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What Is a Project Management Methodology?

A project management methodology is a set of principles, tools and techniques that are used
to plan, execute and manage projects. Project management methodologies help project
managers lead team members and manage work while facilitating team collaboration.

There are many different project management methodologies, and they all have pros and
cons. Some of them work better in particular industries or projects, so you’ll need to learn
about project management methodologies to decide which one works best for you.

We’ll go through some of the most popular project management methodologies, which are
applied in many sectors such as software development, R&D and product development.

Top 10 Project Management Methodologies

If you manage projects, you need to learn about project management methodologies. Here’s a
quick overview of the most commonly used project management methods that you can use.

1. Waterfall Methodology

This may be the most straightforward and linear of all the project management methods in
this list, as well as the most traditional approach. The name is apt, as the waterfall
methodology is a process in which the phases of the project flow downward. The waterfall
model requires that you move from one project phase to another only once that phase has
been successfully completed.

When to Use It: The Waterfall approach is great for manufacturing and construction

projects, which are highly structured, and when it’s too expensive to pivot or change anything
after the fact. The waterfall method makes use of Gantt charts for planning and scheduling;
an example is below.

2. Agile Methodology

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What It Is: In a nutshell, Agile project management is an evolving and collaborative way to
self-organize across teams. When implementing the agile methodology, project planning and
work management are adaptive, evolutionary in development, seeking early delivery and are
always open to change if that leads to process improvement. It’s fast and flexible, unlike
waterfall project management.

The agile methodology offers project teams a very dynamic way to work and collaborate and
that’s why it is a very popular project management methodology for product and software
development. That’s because what we think of as agile really appeared in 2001 with the
publication of the “Manifesto for Agile Software Development,” authored by 17 software
developers.

When to Use It: The practice originated in software development and works well in that
culture. How do you know if agile is for you? It has been applied to non-software products
that seek to drive forward with innovation and have a level of uncertainty, such as computers,
motor vehicles, medical devices, food, clothing, music and more; and it’s also being used in
other types of projects that need a more responsive and fast-paced production schedule, such
as marketing.

Related: Agile vs Waterfall and the Rise of Hybrid Projects

3. Scrum Methodology

What It Is: Scrum is a short “sprint” approach to managing projects. The scrum

methodology is It’s ideal for teams of no more than 10 people and often is wedded to two-
week cycles with short daily meetings, known as daily scrum meetings. It’s led by what is
called a scrum master. Scrum works within an agile project management framework, though
there have been attempts to scale Scrum to fit larger organizations.

The term scrum was introduced in a “Harvard Business Review” article from 1986 by
Hirotaka Takeuchi and Ikujiro Nonaka. It became a part of agile when Ken Schwaber and
Mike Beedle wrote the book “Agile Software Development with Scrum” in 2001. Schwaber
formed the Scrum Alliance in 2002, a certified scrum accreditation series. Schwaber left the
Scrum Alliance in 2009 to start a parallel accreditation organization called Scrum.org.

When to Use It: Like agile, the scrum methodology has been used predominantly in software
development, but proponents note it is applicable across any industry or business, including

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retail logistics, event planning or any project that requires some flexibility. It does require
strict scrum roles, however.

4. Project Management Body of Knowledge (PMBOK)

What It Is: This is the granddaddy of methodologies if it’s a methodology at all. The Project

Management Institute (PMI) is a not-for-profit membership association, project management
certification and standards organization.

This organization produces a book called the “project management body of knowledge” or
PMBOK. The PMBOK provides definitions and guidelines for project planning, scheduling,
executing and controlling. For example, the project management process groups describe the
project life cycle, while the 10 project management knowledge areas explain how to manage
a project.

When To Use It: Almost any project can benefit from PMBOK, as all projects big and small
are going to go through the various stages outlined in the book. It’s a great way to keep
everyone on the same page, so to speak, and offers a clear definition of how a project is
managed.

The Project Management Institute it’s also the organization that grants the PMP certification,
which is the gold standard among project managers and is recognized all over the world.
PMBOK is a great traditional framework to run a project.

5. Critical Path Method (CPM)

What It Is: In the critical path method (CPM), you build a model of the project, including all
the activities listed in a work breakdown structure, the duration of those tasks, what if any
task dependencies there are and marking off milestones to indicated larger phases of the
project or points in which your project deliverables are due.

With this information, you can identify the longest sequence of tasks to finish the project,
which is called the critical path. You’ll need to keep an eye on those tasks because if one of
them is delayed, the whole project will be delayed.

The critical path method was developed in the late 1950s by Morgan R. Walker of DuPont and
James E. Kelley, Jr., of Remington Rand. DuPont was already using a precursor of CPM as
early as the 1940s, and it was applied to the Manhattan Project.

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When to Use It: CPM works better with smaller or mid-sized projects. The larger the project,
the more difficult it can be to take all the data you need to diagram and make sense of it
without project management software.

6. Critical Chain Project Management (CCPM)

What It Is: In CCPM, you’re focusing on resources that you’ll be using to complete the
project, such as teams, equipment, office space, etc. It’s a less technical method of project
management that doesn’t put as much emphasis on task order or schedule, but rather on
balancing resources and keeping them flexible.

First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been
credited with making projects anywhere from 10-50% faster and/or cheaper.

When to Use It: Can be applied to both large and small companies, and for projects that
include industries such as construction, software development and tech research and
development.

7. Kanban Methodology

What It Is: The Kanban methodology is a visual approach to project management. The name is

literally billboard in Japanese. It helps manage workflow by placing tasks on a Kanban
board where workflow and progress is clear to all team members. The Kanban methodology
helps reduce inefficiencies and is a great project management tool for many purposes such as
lean manufacturing or agile projects.

Kanban project management has been around since the late 1940s when it was studied by
Toyota to use the rate of demand to control the rate of production of its vehicles. The car
company applied it to their lean manufacturing model, known as the Toyota production
system.

With the dawn of visual planning boards in software in our era, like Trello, there are now
new uses for Kanban tools and Kanban methods. Agile teams use Kanban boards for story-
boarding user stories and for backlog planning in software development.

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 CONCLUSION OF THE PROJECT

It’s incredibly important that your company operates in a way that demonstrates social responsibility.
Although it’s not a legal requirement, it’s seen as good practice for you to take into account social and
environmental issues.

Social responsibility and ethical practices are vital to your success. The  2015 Cone
Communications/Ebiquity Global CSR study found that a staggering 91% of global consumers expect
businesses to operate responsibly to address social and environmental issues. Furthermore,  84% say
they seek out responsible products wherever possible.

As the above statistics show, consumers are increasingly aware of the importance of social
responsibility, and actively seek products from businesses that operate ethically. CSR demonstrates
that you’re a business that takes an interest in wider social issues, rather than just those that impact
your profit margins, which will attract customers who share the same values. Therefore, it makes
good business sense to operate sustainably

The benefits of CSR speak volumes about how important it is and why you should make an effort to
adopt it in your business.

Some clear benefits of corporate social responsibility are:

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Improved public image. This is crucial, as consumers assess your public image when deciding
whether to buy from you. Something simple, like staff members volunteering an hour a week at a
charity, shows that you’re a brand committed to helping others. As a result, you’ll appear much more
favourable to consumers.

Increased brand awareness and recognition. If you’re committed to ethical practices, this news will
spread. More people will therefore hear about your brand, which creates an increased brand
awareness.

Cost savings. Many simple changes in favour of sustainability, such as using less packaging, will help
to decrease your production costs.

An advantage over competitors. By embracing CSR, you stand out from competitors in your industry.
You establish yourself as a company committed to going one step further by considering social and
environmental factors.

Increased customer engagement. If you’re using sustainable systems, you should shout it from the
rooftops. Post it on your social media channels and create a story out of your efforts. Furthermore,
you should show your efforts to local media outlets in the hope they’ll give it some coverage.
Customers will follow this and engage with your brand and operations.

Greater employee engagement. Similar to customer engagement, you also need to ensure that your
employees know your CSR strategies. It’s proven that employees enjoy working more for a company
that has a good public image than one that doesn’t. Furthermore, by showing that you’re committed to
things like human rights, you’re much more likely to attract and retain the top candidates.

More benefits for employees. There are also a range of benefits for your employees when you
embrace CSR. Your workplace will be a more positive and productive place to work, and by
promoting things like volunteering, you encourage personal and professional growth.

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 CSR Bibliography

 AL binger HS, Freeman SJ (2000), ‘Corporate Performance and Attractiveness as an

Employer to Different Job Seeking Populations’, Journal of Business Ethics, Vol. 28, No. 3,
243-253 A study exploring the effect of organisational CSR practices on reputation and, in
turn, on firm attractiveness to prospective job applicants. Research results supported the
hypothesis that the relationship between an organisation’s Corporate Social Performance
(CSP) and job seekers’ perceptions of its attractiveness as an employer would increase in
strength as job-choice increased

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  Brown D (2003), ‘From Cinderella to CSR’, People Management, 7 August An article
referring to the key input HR can and must have in the development of CSR strategies within
organisations. Drawing on research by the CIPD, the author asserts that ‘great intentions and
“big ideas” are worthless unless they are widely shared and embedded in an organisation’s
day-to-day routines’. Without HR, he argues, CSR is simply PR.

 CSR Europe (2003), ‘CSR Magazine: June 2003’ An issue of the quarterly magazine which
focuses on a number of European CSR-related issues. These include disability in the
workplace and how companies have been assisting in breaking down barriers; the progress of
the European Business Campaign on CSR;

 Epstein MJ, Roy MJ (2001), ‘Sustainability in Action: Identifying and Measuring the Key
Performance Drivers’, Long Range Planning, Vol. 34, 585-604 This paper outlines a
framework of CSR drivers, the action managers can take to effect CSR, and the impact of
these kinds of action on organisational social and financial performance. Focusing on
managerial strategy and helpful for managers embarking on the CSR route.

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