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Corporate Social Responsibility



Submitted to: Prof. Dr. Shankaran Kutty

Submitted by:




This is to certify that __________________________________ has Successfully completed the project work as a part of academic fulfillment of Master of Management Studies (MMS) Semester I Examination.


________________________________ Name and Signature of Project Guide Date: _________



I wish to express my deep sense of gratitude to ProfDr. Shankaran Kutty sir for his valuable guidance and constant encouragement during the course of our project work. I would also like to thank all teaching & non teaching staff of babasaheb gawde institute of management studies. I thank the officials & staff of Tata Memorial


Hospital & TAMUK for giving us access of their data. For their assistance extended to me for data collection work.

Date : 2nd Jan 2010


Table of Contents
Content Page .no
Chapter 1

What is social responsibility Importance of CSR 9-12 Need of CSR Scope of CSR 21-27
Our contribution 28 Chapter 2 TATA’S SOCIAL RESPONSIBILITY 29-31

8 13-20

Tata Family 32
Organization information 33 PERSONNEL INFORMATION

Chapter 3 Tata Memorial Hospital Overview of organization 35-37
Hospital Ethics Committee 38-40

Chapter 4
Why Tata Memorial Hospital

Corporate social responsibility of Tata memorial hospital 42-49


Tata Annapurna Mahila Udyog Kendra 50-55

Conclusion 56 My experience 57 Bibliography 58



“Every company harms the environment”! (Just as an individual does)
CORPORATE SOCIAL RESPONSIBILITY is thus only about two aspects:

company to neutralize, minimize or offset the harmful effects caused by its processes and product usage.

taken using its resources, core competence, skills, location and funds for the benefit of people, society and the environment at large.


Values - Not only wealth creation but also for the wellbeing of the


Strategy - Being more socially responsible is important
for the


strategic development of a company.

Social Pressure - from media, the state and other
public bodies to become more socially responsible.

Importance of CSR in different sector
There have been increased demands from employees, customers and government bodies for businesses to be more open about their activities and that they reach and maintain acceptable standards
practice. in their business For employers, CSR is now seen as an

important way to increase competitive advantage, protect and raise brand awareness and build trust with customers and employees. Corporate social responsibility is necessarily

an evolving term that does not have a standard definition or a fully recognized set of specific criteria. With the understanding that businesses play a key role on job and wealth creation in society, Corporate Social Responsibility is generally understood to be the way a company achieves a balance or integration of economic, environmental, and social imperatives while at the same time addressing shareholder and stakeholder expectations. Corporate Social Responsibility is generally accepted as applying to


firms wherever they operate in the domestic and global economy. The way businesses engage/involve the shareholders, employees, customers, suppliers, governments, non-governmental organizations, international organizations, and other stakeholders is usually a key feature of the concept. While business compliance with laws and regulations on social, environmental and economic objectives set the official level of Corporate Social Responsibility performance, Corporate Social Responsibility is often understood as involving the private sector commitments and activities that extend beyond this foundation of compliance with laws. From a progressive business perspective,

Corporate Social Responsibility

usually involves

focusing on new opportunities as a way to respond to interrelated economic, societal and environmental demands in the marketplace. that this focus provides a Many firms believe clear competitive

advantage and stimulates corporate innovation. Corporate Social Responsibility is generally seen as the business which contribution has the been ability to sustainable defined of as development without

"development that meets the needs of the present compromising future generations to meet their own needs", and is generally understood as focusing on how to achieve


the integration of economic, environmental, and social imperatives. Corporate Social Responsibility also overlaps and often is synonymous with many features of other related concepts such as corporate sustainability, responsibility, corporate corporate accountability, citizenship, corporate corporate

stewardship, etc.. Corporate Social Responsibility

commitments and activities typically address aspects of a firm's behaviour (including its policies and practices) with respect to such key elements as; health and safety, environmental protection, human rights, human resource management protection, practices, supplier corporate governance, community development, and consumer protection, labour relations, business ethics, and stakeholder rights. Corporations are motivated to involve

stakeholders in their decision-making and to address societal challenges because today's stakeholders are increasingly aware of the importance and impact of corporate decisions upon society and the environment. The stakeholders can reward or punish corporations. Corporations can be motivated to change their corporate behaviour in response to the business case which a Corporate Social Responsibility approach potentially promises. This includes:


1. 2. 3. 4.

Stronger financial performance and profitability Improved accountability to and assessments Enhanced employee commitment, Decreased vulnerability through and stronger improved with communities,

(e.g. through eco-efficiency), from the investment community,


reputation and branding.


A good reputation makes it easier to recruit employees.

• Employees may stay longer, reducing the costs and disruption of

recruitment and retraining.


• Employees are better motivated and more productive.

• CSR helps to ensure you comply with regulatory requirements.

• Activities such as involvement with the local community are ideal

Opportunities to generate positive press coverage.

• Good relationships with local authorities make doing business


• Understanding the wider impact of business can help the business

to develop new products and services.

CSR can make industries more competitive and reduces the risk

Of sudden damage to your reputation (and sales). Investors


recognise this and are more willing to finance you.

Need of CSR
It is difficult to concede if CSR may is purely driven by the intentions of corporate members to exert ethical conduct or is it a distraction and/or opportunity to over shadow or distracts society and consumer perception based on the amoral standing of an organization. Examining some of the following drivers may provide some answer to the principles.

1. ETHICAL CONSUMERISM Ethical consumerism can certainly be linked in shaping the methodologies of corporate processes and responsibility. The population has


significantly increased in the last two decades placing great pressure on the resources required to meet the demands (Grace and Cohen 2005, 147). Technology has provided many new tools and resources that meet human needs. Industrialization in many third world countries is booming as a result of technology, in turn fuelling globalizations. Consumers are well aware of the risk associated with global warming and climate change however the correlation between what they buy and their day to day needs have no relevance. Society as a whole are aware of the CSR, but the on a day to day level fail to act on belief or relate to something that is intangible, and invisible. “Consumers relate to brands and not corporations” (Centaur Communications Ltd 2007). Examples are the number of people who still purchase Nike apparel when it is publicly known that third world nations are exploited in producing these goods. Resource industries continue to profits from mining of natural resources while the R&D on newer, cleaner technology has a far less focus given the


environmental concerns even though evidence suggest that such technology will mean a competitive advantage (Fields 2002).


There are major challenges in today’s corporate arena that impose limitations to the growth and potential profits of an organization. Government restriction, tariffs, globalization, environmentally sensitive areas and exploitation are problems that are costing millions of dollars for organization. It may be apparent that in some cases, ethical implications are simply a costly hindrance that potentially forces businesses to finding alternative means to shift viewpoints. It is certainly a potential strategic tactic to gain public support to sustain a competitive advantage. There is no doubting that social contributions provides a subconscious level of advertising that suggest that profit targeting may be the purpose and questions the ethical marketing


techniques (Fry, Keim, Mieners 1986, 105) Globalization is certainly making it difficult for competition and many organizations are merging/acquiring other businesses with competitive and alternative core competencies. This not only prolongs sustainability but enables transition to other business landscapes that are subject to or limited in terms of complex cultural differences and laws. The ability to claim on one hand, to support communities in need of assistance and development, while on the other hand, providing jobs and opportunity for third world employees that virtually earn $1.00 if that, for every $100 dollars profited. Further to this, employment conditions are far worst compared to an average workplace of a 1st world nation (The Corporation 2006) The implications could be further interrogated to suggest that somewhere in a corporate home nation, employees of that nation would have lost their jobs to lower paid workers in a foreign land.



There is highly visible change in behavior among corporate stakeholders as a result of high publicity on environmental and human right movements in present times. With global warming, and corporate behavior so publicly available to broadcast, there appears to be a trend in social behavior slowly changing from an individualistic mindset to a more holistic and collective reasoning. The Kyoto Protocol is an example of societies coming together and seeing the need for change on a global level (Bulkeley 2001). Peer pressure from society is paving the way business is conducted. Through education and dialogues the development of community in holding businesses responsible for their actions is growing (Roux 2007). Unlike the past, the public has taken a significant shift in holding businesses responsible for their actions. This in turn causes businesses to satisfy their customers’ needs. This view is also shared by Bansal and Roth (Bansal and Roth 2000). Amoral attitudes and behavior are unaccepted by consumers who have the potential to


impact the sustainability of the organization (Fields 2002, A143).


Another driver changing the behavior and culture of employees is credited to ethics training. The aim of such activities is to help employees make ethical decisions when the answers are unclear. Organizations believe the rewards are demonstrated in the loyalty and pride employees hold towards the organization. This also equates to reducing the likelihood of “dirty hands” (Grace and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Caterpillar and Best Buys are examples of organizations that have taken such steps (Thilmany 2007). Tullberg believes that humans are built with the capacity to cheat and manipulate a view taken from (Trivers 1971, 1985), hence the need for learning normative values and rules in human behavior (Tullberg 1996).


5. GOVERNMENT LAWS AND REGULAT Another plausible driver of CSR is by independent mediators to ensure that corporate goals don’t harm or disadvantage anyone or environment. This remark supported by Friedman feels demonstrates that governments themselves should set the agenda for social responsibility by the way of laws and regulation that will allow a business to conduct themselves without disadvantage or degradation. In many instances separate organizational bodies are established to administer the workings of fair-trading on a local and global front. The issues surrounding government regulations poses some problems; the first, regulation in itself is unable to cover every aspect of detail in a corporation’s process. This leads to the argument and interpretation of the law and the debatable “grey areas” (Sacconi 2004). General Electric is an example of a corporation that has failed to clean up the Hudson River after contaminating it with organic pollutants. They continue to argue via the legal process on the decisions of liability, while the cleanup remains stagnant. (Sullivan & Schiafo 2005). The second


issue is the financial burden this places on an economy if such a corporation contributed significantly to the nation’s economy. This view shared by Bulkeley, who identifies the Australian Federal Governments actions to not comply with Kyoto in 1997, on the concerns of economic loss and national interest especially relating to the energy and resources industries. Signing the Kyoto pack would have caused significant economic losses than any other OECD nation (Bulkeley 2001, pg 436). The Bush administration is another government body, who is opposed to regulatory measures along with resistance from many big US businesses who think alike. The burden and inconvenience to stakeholder are unjustified (Fialka 2006).

Consequences and Events
Unfortunately many consequential

events are a reason why CSR policies become evident. One of the most active stands against environmental management is the CERES Principle that eventuated after the Exxon Valdez incident in Alaska in 1989 (Grace and Cohen 2006). Many highly media publicized incidents have resulted in ethical


and social responsibility by corporations to rectify the problems. The lead poisoning paint used by toy giant Mattel saw a recall of millions of toys globally, initiating new risk management and quality control processes. Mageline Metals in the West Australian town of Esperance was responsible for lead contamination killing thousands of birds in the area. The immediate cease of business and the cleanup was executed along with independent regulatory bodies called to provide assistance and assessment of the impacts


Various CSR studies and surveys indicate that the most important be reason to undertake discharging sites. CSR their Such initiatives is to be a good corporate citizen. This, they believe, activities can achieved their by responsibilities through carrying out philanthropic around operational initiatives essentially help companies to improve their relationship with local communities, build a good public image and thus improve the brand value of companies over competitors. For some companies the compliance with the legislation is the driving factor whereas some old and large companies do maintain that philosophy of the founders is the guiding factor for companies to undertake CSR initiatives. Though a large range of factors drives CSR


initiatives of companies, I would put all of them into following three major categories and term them as underlying ‘drivers’ for corporate to take up CSR: a. b. c. To have Social License to operate business To mitigate reputation and operational risks To ensure higher sales volume

Underlying principle that companies follow for addressing CSR and the CSR movement start level
‘Sustainable business’ is the only underlying principle for companies to follow CSR. However different companies might have different principles. The history of CSR is as old as business is. With times, the scope and magnitude of it have changed. Therefore no particular place or region can be said as the birthplace of CSR. However, the recent history goes back to the seventeenth century when excesses of the East India Company were commonly expressed. The tradition of benevolent capitalism is as old as over 150 years. Some Quakers, such as Barclays and Cadbury; socialists such as Engels and Morris practiced value based and socially responsible business. In 1790s, the England witnessed the first large scale consumer boycott over the issue of slave harvested sugar which finally forced importer to have free-labour sourcing. In India, JN Tata in the


beginning of 1900 wrote to his sons “to pay back to society….”, the values which resulted in to several ethical, social and environmental practices that got well integrated into business culture in Tatas – a brand name known for its social responsibility.

Common covered
that drives

agendas under

and CSR
into CSR.

programmes initiatives.
However, the

The program under CSR flows from the ‘factor’ philanthropic mode of CSR dominates and therefore companies prefer to contribute to welfare programs under health, education and relief mostly. I would rather be critical saying that the philanthropic activities are even non- strategic as companies have failed to achieve human development goals even in their spheres of influence. The stakeholders model of CSR, which overarches workplace issues, Human rights issues, customers’ expectations and aspirations, suppliers’ issues, environment and etc, has still far way to go in India. The meaning and scope of CSR initiatives in the country is limited to dealing with community as the only stakeholder, which is of course a voluntary action but driven mostly by business needs. Otherwise, programs dealing with other stakeholders are limited to compliance and hardly have companies been seen taking voluntary and proactive actions on those


counts. As regards corporate partnering with NGOs, PiC’s survey indicates that 16% companies had worked in partnership with NGOs. Companies like to make trusts. cash donations mostly. But, get there their are CSR companies have their own institutions – foundations/ Alternatively, Companies through programme implemented their internal

functions like HR and Corp Communication, which I would like to suggest corporate that they should hire CSR experts by creating separate division of CSR. I don’t mean to do marketing of social experts but it is essential for corporate to understand that CSR is a different and very specialized function and can not be treated as sub function. Most companies fail to produce impacts of CSR just because the approaches undertaken by HR/Corp Comm. are always different from what a CSR expert would have initiated. Partnership is the key to the success and sustainability of CSR and therefore “public-private people partnership” should be given more stress.

Common initiatives












committing resources. It again depends on how well CSR is integrated as a part of business processes. Since the philanthropic activity is meant as CSR, companies allocate some budget for the community development programs. It is not the ‘strategic giving’, rather, is more of a ‘fair weather approach’ – depending mostly on the financial performance of the company or you can call it ‘profit’. What I wish to emphasize on is that companies first have to institutionalize CSR as a core business practice. If it is done so, then resources for CSR are committed as a part of the revenues and not a part of the profit. This mechanism is more sustainable as it goes with the business. Resources for CSR as part of the profit are always a risky proportion. Payroll contribution is related to employee voluntarism. Charity Aid Foundation has been promoting this as “Give As You Earn” and as a result companies such as Price Waterhouse Coopers and Glaxo SmithKline in India have provided opportunities to their employees to support their chosen charitable causes.

CSR in building a socially sensitive brand for an enterprise


______________________________________________________ ___________________ Nike suffered the consumer boycott of its products in the mid -90s. It learnt from their mistakes and attacks from NGOs and today it has emerged as one of the most progressive global corporations as it improved its CSR practices and integrated it as one of their core business practices. Nike is a brand today. Another example, Exxon Mobil, decided to fight the environmental movement, faces on going NGOs’ severe criticism, consumer boycotts just because it failed to recognize the wider importance of CSR as a corporate strategy. There are several examples as to how CSR has helped companies improve their brand image over its competitors. The best example in India is Tatas – a brand known for its values principles and practices that have made this group sustain in the business for almost over a century.

Allegations of CSR being a face saving mechanism
_________________ There cannot be a second argument that CSR, over a period of time, has been instrumental making sustainable business. CSR is a dynamic business process that mitigates the concerns and aspirations






of stakeholders. This ‘form’ of CSR certainly does not leave any scope for any controversies or challenges for business. However, CSR in its limited ‘form’, using this as instrument only towards mitigating business challenges in short term does not long last and therefore be dissuaded. Such an approach even cannot help companies in face saving. There are extractive companies active in India and Africa, who despite having their well laid out CSR policies at the group level failed to deliver the same intent locally. They are working with conviction that doing CSR in form of community development initiatives will save their misdeed in terms of Human rights abuse, poor work-place practices, environmental violations and corruption bribery. No, it is their mis-belief. It is therefore these companies have continuously been facing threats from different stakeholders.

Future of CSR initiative
______________________________________________________ ___________________ In a globalising world where companies are increasingly relying on brand strength to add value and product differentiation, and where NGO-driven consumer activism is increasing, role of CSR will be


inevitable as it makes good business sense. MalcomBaldrige and EFQM models of Business Excellence have already positioned CSR as one of the core business processes. Companies following these models have to integrate CSR in to their business culture. Still, CSR is in evolving process and therefore there is no uniformity in understanding and approach. This has been understood and articulated differently – continent to continent; country to country; in future. companies to companies and even individually – therefore I foresee a huge scope of CSR


______________________________________________________ _______________

⇒ Be a responsible citizen – Please drive slowly and safely.

⇒ Say “No” to “Child Labour”.

⇒ Save every drop of water today, to live and let


live tomorrow’s generations.

⇒ Stop smoking in public places. ⇒ Help to reduce Global Warming.

______________________________________________________ _______________ Long before the establishment of the Rockefeller and Carnegie Trusts, as early as 1892, Jamsetji Tata established the JN Tata Endowment Scheme to provide higher education for deserving Indians. Since then 3,500 Tata scholarships have been awarded, including to President KR Narayan and Dr Raja Ramanna. Before the dawn of the 20th century, Jamsetji had already introduced accident compensation for his textile workers, something then unheard of, and he said, "We do not claim to be more unselfish, more generous or more philanthropic than other people. But we think we started on sound and straightforward business principles, considering the interests of the shareholders our own, and the health and welfare of the employees the sure foundation of our prosperity." Those who followed Jamsetji have built on the legacy they inherited. His son, Dorab, even went to the extent of inviting well-known socialists Sydney and Beatrice Webb to Jamshedpur in 1917 to organize the medical services of Tata Steel. Through the 1940s, several philanthropic trusts were set up — Trusts that have given to the nation a host of pioneering institutions — IISc, TIFR, TISS, Tata Memorial


Hospital, TERI and NCPA. Most of these are now national institutions. Indeed, JRD Tata was very conscious that the social responsibility of his companies should not be left to individuals; it should be institutionalized. The trusts are only one instance of that. Therefore, in the 1970s, the Articles of Association of the major Tata companies were formally amended to read that the "company shall be mindful of its social and moral responsibilities to the consumers, employees, shareholders, society and the local community". Companies commit themselves to their social expenditure in their business plans and this outlay is sacrosanct. In the last few years, when business conditions have been difficult, this has gone up from Rs 52 crore in 1995-96 to Rs 169 crore in 2002-03. This is apart from what the Trusts do, which is quite independent of the companies. The Group institutionalized its social responsibility charter further when it included a clause on this in the Code of Conduct, by which companies have to actively assist in improving the quality of life in the communities in which they operate. In recent years, the Tata Council for Community Initiatives was created to give the Group's community activities greater focus and cohesion. Yet another institution is the Tata Relief Committee standing groups of volunteers for disaster relief, which operate out of Jamshedpur and Mumbai. There are heroic stories about the work done by these volunteers for the victims of the Koyna earthquake, the 1999 Orissa cyclone, and later for the victims of the Bhuj earthquake. From my perspective, the most salient experience was the Group's approach after the Kargil war in 1999. The Group's cash collection was perhaps the largest from any business group, Rs 12 crore. But I was personally struck by the natural sincerity of purpose that drove the whole effort. Considerable top management time was invested to assure that the


money it collected would not just vanish into some large pool where it may be less than optimally utilized. So the Group worked closely with the Army to understand the real needs of war victims and their families — what finally emerged was a Tata Defense Welfare Corpus, which is now being administered by a committee comprising both Tata and Defiance people. The Tata Group and the Army jointly decided that help would be provided to victims of not just the Kargil War, for whom a fair quantity had already been collected, but for the families of the victims of all conflicts since 1972. It was also decided that the corpus would focus its financing on education and rehabilitation — anything that would ensure a livelihood. Five years down the road, everything is in place and the disbursals have begun, and will undoubtedly go on for a long, long time. The number of beneficiaries of this scheme by now aggregates 178 individuals. But social responsibility, as we know, is not just about coming to the aid of those hit by disaster: it is engaging with and solving society's most pressing current problems, like illiteracy. A few years ago, some of the finest minds in Tata Consultancy, led by the redoubtable FC Kohli, bent their minds to the issue of how they could leverage technology to make a dent in the problem of illiteracy. The problem was that, while literacy was growing at the rate of 1 per cent per annum, the population was growing at the rate of 2 per cent. Even if the rate of growth of both indices remained constant, total literacy would be a distant dream. However, if the rate of growth of literacy by some miracle could be stepped up 10 times, then the backlog of illiteracy could be wiped out within our lifetime. The National Literacy Mission, the Tata Consultancy team recognized, had done very good work. But it was doing two things which could perhaps be improved: it was insisting on teaching the illiterate


how to write — and we all know how much more daunting writing is, compared to reading and speaking. And it was going from alphabets to words — which is how we are all taught in schools. After six months of study, they came out with a package that would go from words to alphabets and would make adults functional literates — able to read newspapers, shop signs, bus numbers — through a computer-aided programmed of 30-45 hours of learning. This programmed is currently being implemented in some 40 villages in Guntur district. The package has now also been taken by the Madhya Pradesh government, which intends to adapt it in over 600 centers from July onwards. A TV version of the lessons has been created, with the help of Siticable, which is being telecast every night for one hour in Guntur district. It's been found that the TV version works just as well as the computer version. Some NRIs have been so inspired that they have committed to financing 200,000 machines every year for the programmed. Today the project is up and running and it has helped more than 20,000 people learn the most basic of the three Rs

The Tatas are a wealthy Parsi family in India. Originally a priestly family in Navsari, they have been active in industry and philanthropy since the


nineteenth century. The Tata Group, founded by Jamsetji Tata, is one of the largest private employers in India. Other prominent members of the family include Dorabji Tata, J.R.D. Tata and Ratan Tata.


Jamsedji Nusserwanji Tata, known as the father of Indian industry

Dorabji Tata, Indian industrialist and philanthropist

J. R. D. Tata, Indian pioneer aviator and founder of Tata Airlines

Ratan Tata, present chairman of the Tata Group Simone Naval Tata, chairperson of Trent


• • •

: : : fighting

Health Nil Global Ca

Subsidiary companies

Awards award for ncer

• Community initiatives : Cancer detection camps, exhibition and lectures on the ill effects of tobacco, cancer awareness programme for school children and school personnel, Clinic based and community based opportunistic screening programmes for common cancers etc. are regularly conducted. 66 Blood donation camps were arranged during the year 2002.

Contact details

: Tata

Tata Memorial Centre, Memorial Hospital, Dr. Earnest Borges Marg, Parel,


Mumba i – 400 012

Board of Directors CEO/MD : Dinshaw, Director, Tata Memorial Centre

Dr. K.A.

CAO : Mr. T. Anbumani, Chief Administrative Officer

CFO Offg. Joint Controller
• •


Mr. N.C.N. Moorthy,

Head of HR : Mr. K. Subramanian, Human Resource Development Officer Head of Communications : Head, Information Technology

Mr. T.K. Ghosh,


Overview of Organization
In 1932, when Lady Meherbai Tata died of leukemia, after treatment abroad, Sir Dorabaji Tata was determined to establish facilities for the treatment of Cancer in India. Unfortunately Sir Dorabaji also died in 1932. However, the Trustees of the Sir Dorabji Tata Trust, after consultations with outstanding Cancer specialists committed themselves in 1935 to establishing Hospital, Hospital. The Tata Memorial Hospital was initially commissioned on 28 February 1941 with 80 beds and was managed by the Sir Dorabji Tata Trust from 1941 to 1957. The Trustees of the Sir Dorabji Tata Trust being desirous of dedicating the hospital to the nation with all its assets requested the Govt. of India to take over the control and management of the hospital with effect from 1.4.1957. The Government of India agreed to manage it at the + ir own expenses on the terms and conditions set forth in an in a cancer centre. the Out Tata of this humanitarian concept was born the nucleus of a 1941, called Memorial


agreement dated 4th February 1957. Accordingly, the Ministry of Health took over the Hospital. In the year 1952, the Indian Cancer Research Centre (ICRC), now called Cancer Research (CRI) was set up at the same premises by the Govt. of India in collaboration with the Trustees of Sir Dorabji Tata Trust for basic research in Cancer. The administrative control of the Tata Memorial Hospital and the Indian Cancer Research Centre was transferred from the Ministry of Health to the Department of Atomic Energy with effect from 1.2.1962 due to the role that radiation would play in cancer treatment and because a strong base existed in BARC in allied areas of Health Physics and Radiation Protection. The Tata Memorial Hospital and Indian Cancer Research Centre were amalgamated into one body called the “Tata Memorial Centre” with effect from 6.1.1966, with a mandate for Service, Education and Research in Cancer. Tata Memorial Centre Energy. The Tata Memorial Centre was registered under the Societies Registration Act (1860) on April 22, 1988 and the Mumbai Public Trust Act (1950) on June 28, 1988. The progressive policies of the Dept. of Atomic Energy and infusion of funds have kept the Tata is a grant-in-aid institution under the administrative control of the Department of Atomic








research, The

treatment and education in cancer in India. 2005.

number of beds has grown from 80 in 1941 to 565 in The area occupied by the TMC including Golden Jubilee Block, Service Block and ACTREC is 84,812 sq. mtrs. As against 15,363 sq. meters. In 1941. The annual budget was Rs.5.00 lakhs in 1941 – today it runs close to Rs.120 crores. The Hospital is a comprehensive cancer patient care centre of international reputation where about 38,000 patients visit every year from all over India and neighbouring countries. attend the OPD daily About 1,000 patients for medical advice,

comprehensive care or for follow up treatment. About 70% of the patients are treated free of charge. The Tata Memorial Hospital was the first Centre in the country to initiate Bone Marrow Transplant in 1983. This has been possible due to better total supportive care using better antibiotics, nutritional, blood transfusion support, nursing and other areas. Tata Memorial Hospital has set up a Tissue Bank, which is unique, and only ISO, 9001:2000 certified Tissue Bank in the country. The Tissue Bank collects normal tissues from cadavers from different hospitals in Mumbai and these tissues are then processed, irradiated and preserved in sterile packs.


A Digital Library was set up in the year 2000, which collects information in the form of books, compact discs, journals and e-journals in the field of Oncology and covers all subject streams and facilities necessary for the hospital. The Library has been

completely automated and for this it has library management software customized to its needs. On March 30, 2002 the and Advanced Education Centre in for Treatment, Research Cancer

(ACTREC) was commissioned in the new campus in Kharghar with the relocation of the Cancer Research Institute. subsequently The Clinical Research on March Centre 30, was 2005 inaugurated

completing the project ACTREC.

They also have their CONSITITUTION OF HOSPITAL ETHICS COMMITTEE which helps to give the information about ethical issues in society. And help to create the awareness about importance of ethics. The Hospital Ethics Committee is constituted by the authority vested in the Director Tata Memorial Centre


by the Governing Council of the Tata Memorial Centre. The Hospital Ethics Committee of Tata Memorial Centre was established in 1996 to function in accordance with ICH and GCP guidelines and those laid down in the Ethical Guidelines for Biomedical Research on Human Subjects by Indian Council of Medical Research New Delhi.

The HEC was established to formalize and specify the Institution's commitment to promotion of high ethical standards in patient care, professional education and clinical research, community interests. The mission of the HEC is to provide a multidisciplinary forum for the analysis and discussion of ethical standards effecting Tata Memorial Centre in all its activities. This mission is fulfilled through the Committee's advisory, educational, policy development, and service functions. The HEC, through its delegated sub-committees and task forces, is charged with assisting the Institution in conducting its patient care and operations within a consistent ethical framework and in the integration of ethical values into practice, policy, relationships, and organizational activities.

The purpose of the IEC is to cultivate a pluralistic and democratic exchange of ethical values and concerns and to critically analyze that discussion for opportunities to enhance the ethical integrity of the Institution.

HEC has responsibility within the institution for the following objectives:


To ensure the competent review and evaluation of all ethical aspects of the research project received, to ensure compliance with the appropriate laws and safe guard welfare of subjects • Patient care services • Clinical ethics consultation • Education of professional, administrative, and support staff about ethical issues • Continuing education and training programs that assure that HEC members are qualified to perform their specific duties within the HEC.

The HEC is composed of a Chairperson, a Secretary, and 15-20 active members who represent an appropriate balance of professional, ethical, legal, cultural, educational, and community interests. The members will be selected to have an equitable representation of all specialties in the institution. It includes scientists, clinicians, members of the community, a lawyer /expert in ethics, a social worker. There will be adequate representation of age, gender, community, etc. in the Committee to safeguard the interests and welfare of all sections of the community / society. Members should be aware of local, social and cultural norms, as this is the most important social control mechanism. • The committee will comprise a diverse working group without any gender bias.

The following qualities are sought in HEC members:
     

interest and motivation, commitment and availability, experience or education, respect for divergent opinions, interest in committee work, integrity, and



The Hospital Ethics Committee can have as its members, individuals from other institutions or communities if required. If required, subject experts could be invited to offer their views, for example for drug trials a clinical pharmacologist, may be included. The Chairperson of the Committee will necessarily be a person of stature with a scientific slant and adequate familiarity with the principles of ethics and related issues. He/she will preferably be from outside the Institution to maintain the independence of the Committee. The Member Secretary will belong to TMC to conduct the business of the Committee.

The composition may be as follows:1. Chairperson 2. 1-2 basic medical scientists. 3. 1-2 clinicians from each specialty 4. One legal expert or retired judge 5. One social scientist / representative of nongovernmental voluntary agency 6. One philosopher / ethicist / theologian 7. One lay person from the community 8. Member Secretary


 

Why Tata Memorial Hospital? The Tata Memorial Centre is not just India's

best cancer hospital. It is a global centre of excellence where 70 per cent of patients get free primary care. About 10 to 12 million people the world over suffer from cancer. Almost 52 per cent of them are from developing countries. In India 800,000 are diagnosed with this dreaded disease every day. At any given time there are 2.5 million old and new patients. If you think this is bad news, there's worse to come. By 2020 the number of patients globally will shoot up to 20 million, and 72 per cent of them will be from the third world. Is India geared for this future? Not at all, says Dr Ketayun Dinshaw, director, Tata Memorial Centre (TMC), adding, "We need a Tata Memorial Hospital in every state." She says it was extraordinary vision which made the Tata’s set up a specialty cancer centre at a time when there were only a handful of them in the world. Today TMC treats one-third of the cancer patients in the country.  Because of this I selected this organization for

my project for the sole reason that the name itself reflects CSR. All the activities done by the hospital comes under CSR. When I started collecting more information about their work, I come to know that I


was on a right path. Tata Memorial Hospital is not only indulged in a various social activities but also providing support to other organization for serving the society.











Tata Memorial Hospital is not making any kind of profit through treatment of patients. Every year nearly 38,000 new patients visit the clinics from all over India and neighboring countries. Nearly 60% of these cancer patients receive primary care at the Hospital of which over 70% are treated almost free of any charges. Over 1000 patients attend the OPD daily for medical advice, comprehensive care or for follow-up treatment. During the year 2004, over 22000 new cases were registered in addition to over 11000 Referral Cards issued for only special investigations.


Nearly 8500 major operations are performed annually and 5000 patients treated with Radiotherapy and Chemotherapy annually in multidisciplinary programmes delivering established treatments. At the TATA MEMORIAL HOSPITAL, Evidence Based Medicine is the keystone of our Endeavour. Apart from the patient care and service, clinical research programmes and randomized trials contribute increasingly to improved delivery of care and highest standards of work ethics. Supportive care in the form of total rehabilitation and counseling of patients is widely recognized to be very important aspects of therapy. Excellent work has been carried out in areas of rehabilitation, physiotherapy, occupational therapy, speech therapy, psychology and medical social work that also at free of cost or at very minimum cost.

2] Tata Memorial Hospital makes greeting cards and calendars with drawings by terminally ill children:


These ideas help not only in generating money for free treatment for other needy patients but also to spread awareness among general masses on brain tumor. Tata Memorial Hospital makes greeting cards, calendars with drawings by terminally ill children. Every eighth month of the year, the hospital holds an annual art festival as Part of its support group activity. Kids from across the country – survivors As well as those being treated at the Tata Memorial Hospital participate in This festival. The best drawings are then selected by a panel of judges and Transformed into greeting cards. The hospital has been holding such Competition and making greeting cards for the past four years now. This year alone we have sold 30,000 greeting cards each worth Rs 10. The money generated out of this is put back in giving free treatment to needy patients,”


3] “Femina White Ribbon Initiative”

Femina Miss India beauty pageant who transcends into the final phase, the 20 gorgeous finalists launched a commendable and classic nationwide campaign to throw light on the myths surrounding cancer, called “Femina White Ribbon Initiative”. The campaign is a combined CSR led initiative supported by three powerful bodies – Femina, Tata Memorial Hospital (TMH) and Nargis Dutt Foundation (NGF). And the funds collected from the sponserors will again be used for the treatment of cancer patients in Tata Memorial Hospital. It will focus on the importance of early detection and prevention and curability of cancer if discovered well in advance. This initiative will comprise of a series of informatory articles on prevention, detection and


management of cancer in the forthcoming issues of Femina magazine, several Mumbai-based events/ awareness campaigns to sensitize the Indian citizens about cancer, fundraising by NGF to support the treatment of underprivileged patients and research on cancer at Tata Memorial Hospital. The emotive moment of the afternoon was a fashion show put together by the 20 Miss India 2009 contestants who walked the ramp hand in hand with the cancer-affected children. Post the fashion show, each child was crowned and sashed as a ‘Femina Little Princess’. For the Miss India contestants, this benevolent act was just the beginning of their social mission of lending a helping hand towards the needy and engaging themselves in crucial social issues affecting our society’s growth. To bring a broadened smile to the faces of children further, Walt Disney India organized a movie screening for the 150 children which indeed made their day! As a part of the Femina White Ribbon Initiative, the participants of the Pantaloons Femina Miss India 2009 pageant will spread cheer and smiles in the lives of little children afflicted by cancer. This was a day will not only be remembered by the children and guests but also by the 20 Miss India contestants, who will file this moment in their beauty diaries.


4] Women’s Cancer Initiative – Tata Memorial Hospital {WCI-TMH}

The Foundation (WCI – TMH) has been designed to take care of various issues related to cancers in women. It has undertaken numerous initiatives to create awareness & emphasize the importance of early detection. It aims at alleviating physical, emotional & financial sufferings associated with Breast & Cervical Cancer. The Foundation also supports a large number of socially disadvantaged patients with Breast Cancer, aids R&D on the causes and cures of the disease, and facilitates interaction between professionals through annual breast cancer conferences at the Tata Memorial Hospital. The Annual Women’s Cancer Initiative – Tata Memorial Hospital (WCI-TMH) Conference is being organized from 26-28th October 2007 at Tata Memorial Hospital. This is 5th in the series of conferences that have focused on the issues specific to Women’s cancers. The Conference is an important


event in the annual academic calendar of Oncologists in this country. The previous WCI-TMH Conferences have built a reputation for high quality academic deliberations involving internationally renowned Faculty and intensive participation from practicing Oncologists from all over India. This year the Conference is focused on the problems and challenges of treating metastatic breast cancer and ovarian cancer. These are two of the most challenging situations for Oncologists and are also the subject of intense worldwide research. The International Faculty Members are the foremost experts in these malignancies and have several original contributions to their credit. They will deliver talks on a variety of issues related to metastatic breast cancer and ovarian cancer. The National Faculty Members are the leading academic Oncologists and opinion leaders who have vast experience in the management of these two malignancies. They will contribute to the academic deliberations in the form of invited talks, panel discussions etc. As is the tradition every year WCI will take this occasion to organize a FREE ``Open Forum’’ for members of the general public, patients, press and others to facilitate the interaction with the expert panel. The ``Forum’’ is scheduled on 27th October (Saturday) 4.15 pm at the Choksi Auditorium, 2nd Floor – Golden Jubilee Building, Tata Memorial Hospital, Parel, Mumbai. This would be an important opportunity for members of the General public to interact with the experts on matters of general Importance related to Women’s cancers. The members of the panel will include Dr. K A Dinshaw, Director Tata Memorial Centre and President of WCI; Mrs. Devieka Bhojwani, VicePresident of WCI; Dr. Sudeep Gupta, Gen-Secretary of WCI; Dr. R A Badwe, Prof. and Head of Surgical Oncology, Tata Memorial Hospital; Dr. H B Tongaonkar, Prof. and Head of Gynecologic Oncology Services - Tata Memorial Hospital; Dr. Indraneel Mittra, Senior Surgical Oncologist;


Sir Ganga Ram Hospital New Delhi; Dr. Jonathan Cosin, Gynecologic Oncologist, Washington University, Missouri, USA; and Dr. Peter Hoskin, Consultant Clinical Oncologist, Mount Vernon Hospital, UK.

5] TATA TIED UP WITH LANDSAND HOTEL: LANDSAND is a very premium hotel in Bandra.Tata hospital has Collaboration with hotel Landsand. Landsand hotel’s banquet hall Is always booked for various functions like birthday parties, Marriages, anniversaries etc. And lot of food remain left almost 9\10 times and instead of wasting this food Tata buys that food From the hotel and give that food to their OPD patients at free of Cost. Such food comes to hospital after the specific hygiene taste. Tata motors tempo is available to Tata Hospital to carry that food to hospital. Every day tempo left from hospital at 8.45a.m. To take Food from hotel. They give them food in air tight containers after Hygiene taste and after proper heating. The purpose is not just To give food to patients but also to stop wastage of food.


We are focusing on the following activity.


Staff of ‘TAMUK’


Take a moment to feel….. for the mother who see their children go hungry day after day.. for women who walk miles to get a pot of water.. for the young ones who work for a living instead of enjoying childhood.. for those who are stricken with illnesses that can be cured if only they had the means

Yes, it touches our heart and makes us grateful for what we have. And we want to do something to make a difference to those less fortunate. What you do matters. If every one of us decides to do a little bit, you would be surprised at the difference we can make to thousands of lives. The same thing happens with these women in picture, spouses of the employees of Tata Memorial Hospital. When the management of Tata Memorial Centre asked them to work for TAMUK, it met with a firm YES.


It’s nice to roll chapattis for cancer patients battling for life at the premier hospital. They were quite happy to be able to have time on their hands and gossip all afternoon.

This charitable scheme was introduced by the Tata hospital to ensure patients had nutritionally balanced food, which is needed for a body’s healing. Also they had realized that poor patients often fend off medical treatment because of the difficulty in arranging meals for the sick and their attendees.

Therefore TAMUK was established on 13th October 2005. At that time all the facilities were provided by the Tata Memorial Hospital. These facilities include 800sq.ft flat in Tata Colony at Mulund east, two machineries, utensils, gas, electricity, all the raw material required for cooking food and many more. The staff strength is 60 women. The Rs 85 per month wage has increased to Rs 1000, the number of chapattis from 500 to 5,000 per day


and from the "only chapattis" USP, it is also idlis, dosas, chakli, sev, thali and many more. From 80p per chapattis, they now charge a rupee and 60paise for all other than patients of Tata Memorial Hospital. From being a support service, they are also selling food from across the counter. Even the customer profile has increased from ailing patients and their relatives to doctors and nurses who order regularly. Chief Administrative Officer, Ambuvani is no exception. He told "I eat the same food." From a two-meal service - lunch and dinner to be precise - work now is almost round-the-clock beginning with breakfast for 30 nurses. Add to this the counter sale that begins at 8 am with 1,000 chapattis ready to be sold. Two more lots, double the quantity, are transported during the day by a special bus shuttle service between TAMUK's operation unit in Mulund and the Tata Memorial hospital.

Between them, the women now make Rs 1.25 lakh per month. What's more the "pocket money" has now been converted to help poor people like by


helping patients of Tata Memorial Hospital and bank accounts: recurring and individual PPF accounts.

The purpose is to generate income for the employee’s wives and to serve hygienic food to the patients at cheaper cost. TAMUK's Lakshmi aunty has already thrown up her hands. At 60, she does more than a 20-year-old can. But this is not just about chapattis or food. Neither is it about money, it is all about helping people and empowerment .Because TAMUK has helped change things for the better.

As it is said by TAMUK Chief Surekha Satpal that , “Open your heart and just give. That is all it takes to put a smile in some one’s face”.


Financial Analysis of TAMUK of May, 2009 :Sr.N o. 1 2 3 4 5 6 7 8 9 Expens es Milk Vehicle Raw Material Other Expense Gas Raw Vegetables Telepho e Salaries F.D. Amou nt (in Rs.) 400 1934 57347 1755 3755 3827 627 60000 5000

Total Income of May, 2009 :Rs195848


Total Monthly Expenses of May, 2009 :Rs.134645 Total Profit of May, 2009 : Rs:61203 Their CSR -20% of their total profit : Rs.12240 TAMUK employees donates 20% of their profit to Tata Memorial Hospital patients every month.

Financial Analysis of TAMUK of October, 2009 :Sr . N o. 1 2 3 4 5 Expenses Amoun t (in Rs.) 880 3420 63265 1300 3232

Milk Vehicle Raw Material Light Gas


6 7 8 9

Raw Vegetable s Telephone Salaries F.D.

4605 455 60000 5000

Total Income of October, 2009 :Rs.194000 Total Monthly Expenses of October, 2009 Rs. 142157 Total Profit of October, 2009 : Rs. 51843 Their CSR - 20% of their total profit Rs. 10369





Thus I can conclude that Tata Memorial Hospital is setting an Example of how one can contribute effectively to Corporate Social Responsibility. The number of activities they are conducting under CSR with such a great pace & intensity, it really makes every Indian proud. If anyone ever tried to search information about these activities On their official site or any other trade magazine, they will never Succeed. It proves that they are not making any PUBLIC RELATION (PR) but just the CORPORATE SOCIAL RESPONSIBILITY (CSR) Tata memorial hospital set a outstanding experience for every patient .they treat them very well and they are always ready to help their patient. Many times free of cost according to me they are really contributed very well towards the social responsibility.


My Experience I had personally visited the TATA MEMORIAL HOSPITAL and the TAMUK. It was my first visit to any of such organization and was a nice experience. They did their best to give us all the Information which we needed. They treated us like their guests and Served us snacks as well. All the staff of Tata Memorial Hospital And all women working in TAMUK were very cooperative and Helpful. I feel proud that I have chosen Professional and cooperative organization for my project. This gives me a lot of information about corporate social responsibility.