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CORPORATE SOCIAL

RESPONSIBILITY

PROJECT SUBMITTED IN PARTIAL
FULLFILLMENT OF THE REQUIREMENT FOR
THE DEGREE OF B.COM (H)

UNDER THE GUIDANCE OF:

SUBMITTED BY:

MS. RACHNA JAWA

ANKITA BAGE
B.COM(H) 3rd YEAR
SHRI RAM COLLEGE OF COMMERCE

DECLARATION
I, Ankita Bage hereby declare that this project report entitled
“CORPORATE SOCIAL RESPONSIBILITY OF COMPANIES” is
based on original research work carried out by me under the guidance of
Ms. Rachna Jawa in lieu of paper No.XXXVII B.Com(H) 3rd year, Shri
Ram College of Commerce, University of Delhi. I have duly
acknowledged all the resources used by me in the preparation of this
project report.

Signature of Student
Ankita Bage
B.Com(H) 3rd year

Ankita Bage . that it was just another regular course activity. I wish their friendly approach towards me forever. I would like to thank Teacher in-charge and commerce faculty of Shri Ram College of Commerce for their constant co-operation and encouragement. Rachna Jawa for her constant guidance and valuable advice throughout the project.XXXVII) has been introduced for the first time by Delhi University. The Project Report (Paper No. yet her guidance at every step made us feel.ACKNOWLEDGEMENT I feel immense pleasure in taking opportunity to express my sincere indebtness and deep sense of gratitude towards my academic mentor Ms.

CONTENTS Sr No. TOPICS 1 2 3 4 5 6 7 8 9 10 11 Meaning and Development Corporate Philanthropy and CSR Social compliance. social accountability and CSR Benefits of CSR Developing CSR policies Challenges of CSR and its solution Drivers How to develop and implement CSR initiatives Human resource and community relations CSR: companies in news CSR: Indian scenario • TATA steel • TATA consultancy services • TATA chemicals • TATA motors Case study: CSR in ONGC Conclusion 12 13 .

. Historically. higher UK road tax for higher-emission vehicles). legal. communities and other stakeholders. The range and quantity of business ethical issues reflects the degree to which business is perceived to be at odds with non-economic social values.” Corporate social responsibility (CSR. In the increasingly conscience-focused marketplaces of the 21st century. social responsibility charters). DEVELOPMENT: Business ethics is a form of the art of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. as well as the environment. ethics codes. both within major corporations and within academia. interest in business ethics accelerated dramatically during the 1980s and 1990s. descriptive approaches are also taken. pressure is applied on industry to improve business ethics through new public initiatives and laws (e. commercial and public expectations that society has of business.g.g. corporate citizenship. responsible business and corporate social opportunity) is a concept whereby organizations consider the interests of society by taking responsibility for the impact of their activities on customers. the demand for more ethical business processes and actions (known as ethicism) is increasing. Simultaneously. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large. employees. also called corporate responsibility. In academia. shareholders.MEANING: “Corporate Social Responsibility is defined as operating a business that meets or exceeds the ethical. As a corporate practice and a career specialization. the field is primarily normative. suppliers. For example. today most major corporate websites lay emphasis on commitment to promoting non-economic social values under a variety of headings (e. Business ethics can be both a normative and a descriptive discipline.

contributions of products and services. • Corporate philanthropy refers to the practice of companies of all sizes and sectors making charitable contributions to address a variety of social. mitigating or remedying operational harm. • Corporate philanthropy is a key component of a corporation’s broader social responsibility and includes cash gifts. ethical. and making decisions that fairly balance the claims of all key stakeholders • Companies that consciously integrate strategies that seek to maximize the creation of environmental and social value within their core business models. CORPORATE SOCIAL RESPONSIBILITY: • Obeying the letter and spirit of the law. issue or nonprofit organization. volunteerism. product donations and employee volunteerism. commercial and other expectations society has for business. • Achieving commercial success in ways that honor ethical values and respect people. communities. and the natural environment. and sustainable development of natural resources.CORPORATE PHILANTHROPY & CORPORATE SOCIAL RESPONSIBILITY: CORPORATE PHILANTHROPY • Those activities that companies voluntarily undertake to have a positive impact on society. It serves as a major link between the corporation and its communities. . and other business transactions to advance a cause. operations and supply chains. economic and other issues as part of their overall corporate citizenship strategy. • Addressing the legal. • Donating money and other corporate resources to social causes. including cash contributions.

SUSTAINABLE DEVELOPMENT: ONE of the most significant developments in the field of CSR over the past few years has been the growth in public expectations that the companies not only make commitments to its stakeholders in its business operations. indicators. The agenda that has resulted from these concerns has variously been called ‘corporate citizenship’. But since the 1990s. increasing concern over the impacts of economic globalisation has led to new demands for corporations to play a central role in efforts to eliminate poverty. ‘corporate accountability’ or simply ‘corporate responsibility’. the approach is to view business as part of society and to find ways to maximise the positive benefits that business endeavour can bring to human and environmental well-being whilst minimising the harmful impacts of irresponsible business. The mechanisms a company uses to demonstrate accountability are varied and inevitably need to change and grow as a company evolves.SOCIAL COMPLIANCE . ‘corporate social responsibility’ (CSR). Corporate Social Responsibility (CSR) is an expression used to describe what some see as a company’s obligation to be sensitive to the needs of all to take account not only of the financial/economic dimension in decision-making. The scope of operations for which companies are expected to be accountable has increased dramatically in recent years to include not only company’s own performance but also that of the business partners and other actors throughout the company’s value chain. that is. that CSR is recognised as not only necessary but also develop systems to manage implementation and systematically assess and report on progress relative to those commitments. targets and processes to manage the full range of activities. but also the social and environmental consequences. SOCIAL ACCOUNTABILITY &CORPORATE SOCIAL RESPONIBILITY: The idea of responsible business behaviour is far from new. As we all know. In essence. at the same time effective systems for . 1. Corporate accountability encompasses the systems a company establishes to develop policies. achieve equitable and accountable systems of governance and ensure environmental security. The principle is closely linked with the imperative of ensuring that these operations are “sustainable”.

legality and safeguarding public interest in satisfaction of the expectations of the external agency or group. environmental and ethical performance. In a decentralised democracy the basic objec-tive is power to the people. Corporate accountability today spans emerging CSR issues like business ethics. in some cases by creating a dedicated position responsible for broad oversight of a company’s CSR activities. analysed and presented. retain. and fulfils its responsibilities to investors and other stakeholders. further. including rethinking processes for designing products and services and changing practices used to hire. Effective and accountable management systems help companies shape cultures that support and reward CSR performance at all levels. many companies are working to integrate accountability for CSR performance into actions ranging from long-term planning to everyday decision-making. 2. reward. how Directors handle social and environmental issues. This can lead to changes in who serves on the Board.increasing accountability generally allow the company to be inclusive. many companies are working to increase accountability for CSR performance at the Board level. diversity. and how the Board manages itself.CORPORATE ACCOUNTABILITY: Accountability in its basic sense implies render-ing of accounts and. However. Therefore. as this practice has only become more widespread since the mid-1990s. both as a communication to stakeholders and as a management tool. or how that information is collected. Companies are also seeking to build accountability for CSR performance at the senior management level. indicate answer-ability to an external agency or group and. marketplace behaviour. human rights and labour rights as well as more traditional areas of financial and environmental performance. As part of this effort. . Social Accountability suggests accountability to the people. Finally. there are as yet no standard formats to address the type of information companies choose to report. this is a core value in a democratic set-up. responsive and engaged with its stakeholders. an increasing number of companies are reporting publicly on their social. governance. and promote employees. implies ensuring propriety. by extension.

The demand for increased corporate accountability today comes from all sectors. or a result of enforcement through the state. and creates demand led improvement in services. forces proper spending of funds. generates trust and peace. aligning practice with organisational values. whether they are market-based. In doing so. the companies recognise that verification by a third party can add value to the overall social and environmental reporting process by enhancing relationships with stakeholders. The need is to implement social. In a sense. improving business performance and decision-making. In an effort to meet these demands —as well as to strengthen the credibility of their social and environmental reports—some companies are choosing to have their reports externally verified.At the same time. ethical and environmental policy (commonly known as codes of conduct) through the development of objectives. One very important aspect of ensuring social accountability is establishing social compliance through continuous audit and monitoring. 3. Thus social accountability ensures transparency. Legislation to deal with worst case instances of irresponsible behaviour and to set a minimum floor for business conduct will not work in the absence of effective drivers for business implementation and enforcement. many stakeholders are becoming increasingly sophisticated in the type and quality of information they are demanding from companies. and strengthening reputation risk management. reduces leakages.CSR AND GOOD GOVERNANCE: One of the most significant issues within the CSR agenda concerns the dynamic relationship between CSR and good public governance. programmes and mechanisms for monitoring social compliance performance. .. The limits both to corporate accountability through law and to ‘voluntary’ CSR-related actions by businesses lie with the public good governance agenda. it is a continuing audit and a constant check on malfeasance.

2. Building a genuine culture of 'doing the right thing' within a corporation can offset these risks. CSR can also help to improve the perception of a company among its staff. Reputations that take decades to build up can be ruined in hours through incidents such as corruption scandals or environmental accidents. businesses may not be looking at short-run financial returns when developing their CSR strategy. CSR may be based within the human resources. The definition of CSR used within an organization can vary from the strict "stakeholder impacts" definition used by many CSR advocates and will often include charitable efforts and volunteering.HUMAN RESOURCES: A CSR programme can be seen as an aid to recruitment and retention particularly within the competitive graduate student market. These events can also draw unwanted attention from regulators. Some companies may implement CSR-type values without a clearly defined team or programme. and having a comprehensive policy can give an advantage.RISK MANGEMENT: Managing risk is a central part of many corporate strategies. governments and media. of may be given a separate unit reporting to the CEO or in some cases directly to the board.BENEFITS OF CSR: The scale and nature of the benefits of CSR for an organization can vary depending on the nature of the enterprise. and are difficult to quantify. business development or public relations departments of an organisation. particularly when staff can become involved through payroll giving. though there is a large body of literature exhorting business to adopt measures beyond financial ones found a correlation between social/environmental performance and financial performance. . fundraising activities or community volunteering. courts. 1. However. Potential recruits often ask about a firm's CSR policy during an interview.

3.BRAND DIFFERENTIATION: In crowded marketplaces. such as The Co-operative Group and The Body Shop are built on ethical values. companies strive for a unique selling proposition which can separate them from the competition in the minds of consumers. and so avoid intervention. Those operating away from their home country can make sure they stay welcome by being good corporate citizens with respect to labour standards and impacts on the environment.LICENSE TO OPERATE: Corporations are keen to avoid interference in their business through taxation or regulations. By taking substantive voluntary steps. Several major brands. diversity or the environment seriously. This also applies to firms seeking to justify eye-catching profits and high levels of boardroom pay. 4. . they can persuade governments and the wider public that they are taking issues such as health and safety. CSR can play a role in building customer loyalty based on distinctive ethical values. Business service organisations can benefit too from building a reputation for integrity and best practice.

DEVELOPING CSR POLICIES: Firms that acknowledge the influence of stakeholders on their business can provide effective and successful CSR programmes which can deliver real value in the form of reputation. employee loyalty and investment opportunities. vision and values statement • Adopting a meaningful code of ethics that is implemented consistently • Publishing formal social and environmental reports and audits • Community Investment Programmes • Providing products and services • Employee volunteering schemes • Public education and awareness programs • Mentoring programs • Corporate community partnerships • Supporting good causes in marketing campaigns • Supporting and contributing to community forums . Moving from theory to practice and putting corporate responsibility into action can be achieved in a number of ways including: • Incorporating a clear CSR policy into mission. customer attraction.

creditors. customers. to engage the organisation and its stakeholders (for example. it is at this point that the HR leadership.CHALLENGES IN CSR AND SOCIAL ACCOUNTABILITY: The business case for CSR is not necessarily a simple one. time. owners. is key to the CSR equation. Further. although some large companies are now placing CSR in a more strategic framework. CSR programmes may not be expensive or require a significant time commitment. However. there is the question of how to measure CSR. safety and community relations to provide their organisations with a competitive advantage. policies and practices.Besides. Further. Not all organisations may have the resources (for example. Among the challenges is the fact that the social and/or environmental impact differs across industries. . employees. the government and other public organisations) in the value of CSR by focusing on communications. investment in CSR is not yet being taken seriously by some organisations. as the eyes and ears of the organisation. Social Work professionals as HR leaders have the expertise to manage programmes. Social Work professionals with their professional knowledge and expertise can help address this challenge by considering different options and developing creative approaches to CSR to in the company. Thus. One of the largest obstacles is lack of a rigorous. complicated by the fact that the term CSR has different meanings to different industry sectors in different parts of the globe. CSR is still considered to mean compliance and philanthropy. some may question if the message CEOs communicate about CSR is an add—on or part of company core business activities—or is it merely an insincere effort to boost public relations? In some organisations. funds. credible business case backed up by performance indicators and metrics that can be quantified and benchmarked. the greatest challenge to CSR and accountability are in three areas. management. health. Organisations that are interested in CSR may choose to start with small projects that showcase their commitment to their workforce and the community. staff) to funnel into CSR initiatives. employee relations. Also.CHALLENGES OF CSR AND ITS SOLUTION: 1.

Many more companies are looking at the world that way today than they were ten years ago. The issues involve from finding resources to conflicts with short-term business objectives. finding local audit and monitoring professionals who are well conversant with the local issues. net positive. . NGOs and other stakeholders.Whether it’s through global trade agreements and the WTO or whether it’s their own enforcement of laws or “smart” regulation that looks at creating incentives to engage the business community as a partner. the companies have to decide to look at CSR and accountability as a core part of their business. Financial institutions have actually started to move significantly over the last couple of years—a very important development because it’s remaking the way markets work. involving workers. understanding the local law and at times finding the local law. On the other hand. or neutral in terms of influencing the kinds of decisions that businesses make. only a few have been able to roll out a full scale and independent monitoring programme. the government remains an incredibly significant actor and can be a net negative. but it probably still is a minority opinion and so part of the challenge is simply about the political will on the part of companies to look at their impact through the prism of sustainability. finding local language and dialect skills.CHALLENGES TO SOCIAL COMPLIANCE: Though many multinational retailers can now boast of a Code of Conduct. External challenges include cultural diversity. The THIRD actor is the government. there are two communities out there that exert immense influence on business across all sectors: consumers and financial institutions.FIRST. SECONDLY. most suppliers consider compliance programmes a new burden resulting in poor and untrustworthy partnership with their buyers when it comes to implementing the code of conduct. 2. local communities.

Here the management cares only about its company’s gains. As organizations usually behave in response to market forces. they initiate certain socially responsible activities that may have a direct impact on their economic performance . continuity. And those organizations that do not abide with the legal framework are termed as illegal organizations. Organizations following these activities are called as “Legal Citizens”. Those activities that are driven in response to legal constraints fall under this category. . Responsible behaviour that is driven by legal concern aims either at compliance with the existing laws or to avoid any litigation. profitability and organizational success at any price. These activities intend not to violate laws and equate social responsibility with fulfilling minimum legal requirements. These activities generally become an investment that helps the organization in improving long-term economic performance. Such activities are undertaken after a detailed planning and doing a thorough cost benefit analysis. 2. Activities that are undertaken to improve the image or reputation of an organization can be included in this category. Organizations following these activities are called as “Economic Citizens”. As the criteria for legitimacy here is legal in nature it implies that bringing corporate behaviour to a level where it is congruent with the prevailing legal framework. and growth.DRIVERS: 1.Although these activities are social in nature and aim for community welfare and societal development somewhere they have a hidden concern for profits. Their main strategy to have these activities is to exploit opportunities for corporate gain. These activities have a direct economic benefit that is clearly visible.CONCERN FOR LAW: Organizations prefers to conduct its operations within the legal framework imposed by social system within which it operates. This is the expected behaviour of any organization. As the criteria for legitimacy for such activities is economic in nature the cost that is incurred in implementing these activities is treated as an investment. This is the also termed as the required behaviour of any organization.CONCERN FOR PROFIT: Corporations like all other social institutions are an integral part of society and must depend on it for their existence.

CONCERN FOR SOCIETY: These activities have very limited relevance of legal and market forces and they are above such criteria. . they are the leaders in the industry and are called as “Responsible Citizens”.Organizations having such activities are progressive. Organizations or activities belonging to this category are driven by a high concern for society. As these activities are not legally forced they are in congruence with the prevailing social norms and values. Organizations having these activities do recognize the importance of profitable operations but also takes definite stand on issues of public concern. This is the desired behaviour of any organization. Although these activities are not compulsory for any organization to undertake but these are definitely appreciated by the stakeholders.3. All ongoing community development programmes that are voluntary in nature and are ultimately implemented to benefit the society at large come under in this category.

harassment-free. By considering these three CSR standards. As HR leaders. . • EMPLOYMENT PRACTICES Human resource management practices promote personal and professional employee development. competitive wages and benefits and a safe. we can influence three primary standards of CSR—ethics. one of the critical roles of the HR leadership today is to spearhead the development and strategic implementation of the CSR throughout the organisation and promote sound corporate citizenship. with the right to fair labour practices. Employees are valued partners. diversity at all levels and empowerment.HOW TO DEVELOP AND IMPLEMENT CSR INITIATIVES: With company reputation. familyfriendly work environment. cooperative and collaborative role to make the community a better place to live and conduct business. • COMMUNITY INVOLVEMENT The company fosters an open relationship that is sensitive to community culture and needs and plays a proactive. as outlined below. employment practices and community involvement—that relate either directly or indirectly to employees. • ETHICS Ethical standards and practices are developed and implemented in dealings with all company stakeholders. viability and sometimes survival at stake. customers and the local community. Commitment to ethical behaviour is widely communicated in an explicit statement and is rigorously upheld. HR leaders can then identify the CSR stage of their organisation before making decisions to develop and implement CSR initiatives.

. Moving Forward with CSR—HR as a Change Agent FOCUSING on company values. we can link critical issues—decreasing turnover. • Include ethical concerns in staff performance measures. • Encourage active engagement in community activities. • Build personal and professional capability of the workforce (for example. competition for talent within the organisation’s industry sector).HUMAN RESOURCE AND COMMUNITY RELATIONS: One of the most visible CSR initiatives is in community relations. • Ensure highest standards in workplace health and safety. Three practical steps to promote change regarding CSR are to: 1) establish a workable stakeholder consultation process. • Support participative decisionmaking. expand intellectual capital within the organisation and in collaboration with other organisations). Strong community relations can have a positive impact on company reputation and brand. savings on cost per hire and attracting talented individuals—to CSR and the bottom line. Through community programmes that highlight the company doing good work. As HR leaders. cultural facilities for the community. an educational project to help prepare tomorrow’s workforce) . recreational facilities for employees and their families. • Scan the environment to identify potential threats (for example. a development professional can perform the following: . HR’s role as a change agent—grounded in mutual respect and open and honest communication—is essential to educate management and employees about including CSR when setting business goals and objectives. There are many other possibilities that HR leaders could explore to match both company and community needs (for example. we as HR leaders can set the tone for an organisational culture that is open to and understands CSR.

measurements of employment activities and development of partnerships for CSR programmes.2) use the process to understand the local culture (for example. . our role as a change agent continues through keeping the CEO and other members of the senior management team informed of human capital initiatives. internal—the workforce—or external—the community) at all stages of implementing CSR. both inside and outside the organisation. 3) create a sense of ownership between the staff who set up a project and those who implement it. Beyond including CSR in the HR management system. the status of community relations.

just like we already have in financial reporting. The CSR movement needs to be wary of promoting the achievements of companies when all they are doing is going through the motions.CORPORATE SOCIAL RESPONSIBILITY -COMPANIES IN NEWS: ENRON: Following the company's collapse. and on health and safety records.But there is a bigger challenge here.Enron was doing the whole "social responsibility thing" with its CSR reporting. with massive debts concealed so that they didn't show up in the company's accounts.The Enron last social and environmental report was rather light on the kind of measures that are increasingly being demanded. CSR REPORTING . The move towards more robust social and environmental reporting will not quickly get to the point where its indicators pick up the deliberate actions at the top that typify this story. ISSUES . This is made all the more challenging on account of that fact that . Enron's statements about profits were shown to be untrue. But financial reporting was not sufficiently transparent and robust to pick up on the Enron problem . what social reporters are trying to do is identify the core reporting data which will give a real picture of the health of the company .to some observers .an image which quickly turned out to be an elaborate mistruth.how much more difficult for the hard-to-define measures of stakeholder engagement and social performance? The main message from this is that expectations of company reporting need to be kept realistic. The financial misrepresentation that covered-up the giant black hole at the heart of the company's finances have fuelled interest in how such corporations can be identified and held to account.The firm projected itself as a highly profitable. The company was gearing up to address human rights and other issues. It did include a number of figures on environmental performance. Enron has become a by-word for corporate irresponsibility. . growing company . After all. environmental and community programmes.

and allow independent inspection to verify conditions there. In the face of constant accusations. By and large. Nike has developed a considered response. and making sports available to young people across the world. with allegations made by campaigns of poor conditions. A lot of focus is given to wage rates paid by the company’s suppliers. with commonplace harassment and abuse. within which around 20% of the workers are creating Nike products. CRITICS’ OPINION . Conditions for these workers has been a source of heated debate. ISSUES .Nike has around 700 contract factories. the issues are those of human rights and conditions for workers in factories in developing countries. In Nike’s case. The criticism continues. aiming for carbon neutrality.NIKE: Nike has become one of those global companies targeted by a broad range of campaigning NGOs and journalists as a symbolic representation of the business in society. supported by corporate website reporting. It now has a well developed focus for its corporate responsibility on improving conditions in contracted factories.Critics have suggested that Nike should publicise all of its factories. however. Any auditing carried out by Nike should be made public. audits have found that wage rates are above the national legal minimum. but critics contend that this does not actually constitute a fair living wage .

Alongside these are the leading Indian companies with strong international shareholdings. TCS. There is certainly no lack of CSR programmes and projects in India: what is absent. are clear metrics for evaluating their actual impact in improving social conditions. Infosys. And then there is the new generation of enterprises that has surged on the back of knowledge based globalisation. and Wipro. NTPC (National Thermal Power Corporation). For long-established industrial dynasties. Ranbaxy. private sector and public sector companies have undertaken major initiatives till date and have adopted several modes of practice related to CSR in India. CSR in India has yet to realise its full potential. Cipla. such as Hero Honda. Ranbaxy. ITC. however. A sense of strategic direction is a vital component in an effective approach to corporate responsibility. such as the Birlas and the Tatas. Yet. and Maruti Udyog. NIIT. for all these signs of progress. and ONGC (Oil and Natural Gas Corporation). Individual and collaborative initiatives continue to be dominated by self-assertion rather than accountability. where local dynamics fuse with the business standards of the parent or partner. and Ion Exchange. where less emphasis is on minimising negative impacts and more on maximising the positive spill-over effects of corporate development. . there is a felt need for companies to graduate to strategic interventions in CSR. Several innovative measures have also been adopted by companies towards the institutionalisation of CSR that includes CSR initiatives by Lupin.CSR : THE INDIAN SCENARIO: With the retreat of the state in economic activity in India.Many Indian business houses. where social obligations remain an integral part of their business despite the march of privatisation. the imperative for business to take up wider social responsibilities is growing. HDFC (Housing Development Finance Corporation). such as Dr Reddy’s. such as BHEL (Bharat Heavy Electricals Ltd). BPCL. concepts of nationbuilding and trusteeship have been alive in their operations long before CSR become a popular cause. Another tradition emerges from the public sector enterprises. At all levels. which at present in many cases remain ad hoc. HLL (Hindustan Lever Ltd).

it is the largest private sector steel company in India. 2007 . And Tata Steel is one of twenty-eight major corporations within the Tata Group. With such a strong tradition of corporate responsibility. Tata Steels CSR activities started as early as its inception.000 people as at April 2002. occupational health and safety risk control and protecting the environment that means covering almost all the stakeholders. Initially. The ideals and philosophy of the TATA Group originated from the founding father. The Tata Group is a giant family of businesses that dominates Indian markets. The company employs approximately 48. it is no surprise that very recently Ratan Tata has been honoured with Carnegie Medal of Philanthrophy in Pittsburgh on Wednesday October 22. These “sound and straightforward principles” carried through the generations of Tatas still has influence on the prevailing businesses and practices. more generous or more philanthropic than others. Operations are spread across the country. improving health care. Founded in 1907. our own and health and welfare of our employees…the sure foundation of prosperity”.CSR OF TATA: Tata Group is a pioneer in promoting CSR in India.5 million tones per annum crude steel production. these activities were only philanthropic in nature and the company believed more in ‘giving’ back to the society. Jamshedji Nusserwanji Tata (1839-1904). but we think we started on sound and straightforward business principles considering the interests of the shareholders. In 1895 he explained: “We do not claim to be more unselfish. with steel manufacturing and mining activities situated in the states of Jharkhand and Orissa at eight locations. CSR activities are now ranging from community development. reducing poverty. with a capacity of 3.

researchers and even laypersons. This Centre showcases the tribal legacy of four major and five minor tribes of Jharkhand and Orissa and evokes a lot of interest amidst scholars.1.Additionally. implemented in five schools. An unusual project called Sahyog. TRIBAL CULTURE Efforts to support tribals may well leave them at the doorstep of development without a sense of belongings and their cultural heritage.Tata Steel is India’s acknowledged Corporate Social Responsibility leader and is recognised as a most humane organisation. the Company offers to all those who wish to work alongside it to "improve the quality of life of the communities it serves. the Company took an enlightened decision to address the needs of those who migrated to its vicinity in search for employment. Every lesson learned. every piece of knowledge gathered." EDUCATION Tata Steel has influenced the integration of tribals in the economy in a less obvious and immediate way by propping up the education of tribal children and youth of various ages and at various stages of their academic career. It first stimulated entrepreneurship and economic development in the Steel City and then reached out to the rural poor.TATA STEEL: SHARING WEALTH TO DIMINISH DISPARITIES With the understanding that the hunger for employment can never be satisfied despite its best efforts. a Santhali Language Laboratory has also been initiated in the Centre since 2002-03. TCC not only documents relevant research but also enables the continuation of the tradition by sharing it with the youth and non-tribals.The TCS bears the entire expense of two tribal students who secure admissions for management education at the Tata Institute of Social Sciences.The Xavier Institute for Tribal Education near Jamshedpur has also been supported by Tata Steel. helps tribal students to develop selfesteem and plan their future. . empowering them with the means to create better livelihoods within their own villages.

carpet weaving. terracotta.Tata Steel. the Company runs a 850-bed general hospital with a specialised Burn Centre. mat making. Tata Steel has long been involved with increasing the agricultural productivity for them in the rural areas through assured irrigation.INCOME GENERATION FOR TRIBALS In order to help tribals address their basic needs in a self-reliant and sustainable way. Dispensaries and Super Dispensaries to reach out to its employees as well as a large number of citizens across the steel cityThrough the efforts of the Tata Steel Rural Development Society (TSRDS) and the Tata Steel Family Initiatives Foundation (TSFIF). paper bag making. holding the belief that the tribals know best for themselves. the Company covers the rural and peri-urban population through basic health care amenities. Tata Steel provides these groups with training. HEALTH CARE Among the most active sponsors of the Lifeline Express – a hospital on wheels.Tata Steel has endeavored to take medical care far beyond those connected with its operations. mushroom farming. pisciculture and floriculture. piggery. has assisted in the formation of many Self Help Groups (SHGs).. networking and assistance in marketing. This unique train travels at the behest of its sponsors to those parts of rural India. . left untouched by modern medicine. food processing. At Jamshedpur. poultry.These SHGs enable the tribals to arrange for credit and engage in micro-enterprises like making Dokra items.

Optimise energy and power consumption. identify roles and responsibilities for policy implementation. measure performance. Integrate environment conservation. The measures and initiatives emerging as a result of this policy will be documented as processes. in priority areas. safety and environment concerns WORK PLACE TCS managers will review the work environment and suggest improvements in line with this policy. 5.TATA CONSULTANCY SERVICES: ENVIRONMENT POLICY TCS commitment to environment stems from the TATA Group's abiding concern for environment and society. .2. 4. Respect health. and report performance to stake holders periodically. 3. clients. and motivate them to participate in and promote organization endeavours to protect the environment. TCS is in the Information Technology (IT) consulting business. and the use of consumables and hardware recycling or reuse . Monitor policy implementation. health and safety measures in the design of new facilities. vendors and local community 2. safety and environment goals and objectives. It will integrate resource planning with health. MANAGEMENT TCS management will define health. and allocate necessary resources. and environment issues of employees. Increase environment awareness in employees. The policy will also initiate energy conservation. which by its nature of operation has low impact on the environment. and paper reduction. waste recycling. The main objectives of the policy are: 1. safety.

The initiatives that TCSRD is involved in include: • Agricultural development • Education • Women's programmes • Animal husbandry • Rural energy • Watershed development • Relief work TATA STEEL RURAL DEVELOPMENT SOCIETY Established in 1979. a theme that is central to the company's corporate philosophy. the Tata Steel Rural Development Society (TSRDS) is involved in various social development programmes aimed at helping the rural communities living around Tata Steel's operational units. Babrala (in the state of Madhya Pradesh in northern India) and Haldia (in the state of West Bengalin eastern India).TATA CHEMICALS: TATA CHEMICALS SOCIETY FOR RURAL DEVELOPMENT Tata Chemicals set up the Tata Chemicals Society for Rural Development (TCSRD) in 1980 to promote its social uplift projects for communities in and around Mithapur (in the state of Gujarat in western India).3. . Tata Chemicals works to improve the quality of life of the people and communities around its operations. and to support sustainable development. Through TCSRD.

TSRDS covered 32 villages around Jamshedpur (in the state of Jharkhand in eastern India) in its first year of operation. TSRDS is actively involved in the spheres of livelihood generation. and people empowerment. health and hygiene. the Society has seven separate units. and covers 600 villages in the states of Jharkhand and Orissa (also in eastern India). . Today. six in Tata Steel's operational areas.