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CORPORATE SOCIAL RESPONSIBILITY (CSR) OF TATA GROUP. INTRODUCTION

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 Studia i Monografie z. 490

BIZNES I ZARZĄDZANIE
A BEZPIECZEŃSTWO
W POLSCE I NA ŚWIECIE

Redakcja naukowa:
Leszek Karczewski
Henryk A. Kretek

Politechnik a Opolsk a
ISSN 1429-6063
Opole 2018 ISBN 978-83-66033-20-7
 POLITECHNIKA OPOLSKA

KOMITET REDAKCYJNY
Małgorzata ADAMSKA, Włodzimierz BĘDKOWSKI, Aleksander KAROLCZUK,
Mariusz MIGAŁA, Barbara MIŁASZEWICZ, Piotr NIESŁONY – przewodniczący,
Zbigniew PERKOWSKI, Jan SADECKI, Beata ŚWIERCZEWSKA

RECENZENCI:
prof. dr hab. Jan RÓG
dr hab. Robert GEISLER, prof. Uniwersytetu Opolskiego
dr hab. Janina KUBKA, emer. prof. Politechniki Gdańskiej
dr Henryk A. KRETEK

Komitet Redakcyjny Wydawnictw Politechniki Opolskiej

ul. Prószkowska 76

© Copyright by Politechnika Opolska 2018

Opracowanie redakcyjne: Oficyna Wydawnicza Politechniki Opolskiej

Nakład: 120 egz. Ark wyd. 20,0. Ark. druk. 20,0.
Druk i oprawa: Sekcja Poligrafii Politechniki Opolskiej
 SPIS TREŚCI

WPROWADZENIE – OD REDAKTORÓW ...................................................... 5

CZĘŚĆ 1. BIZNES I ZARZĄDZANIE W KORELACJI

Z BEZPIECZEŃSTWEM
Maciej Gitling: Znaczenie przywództwa w organizacji..................................... 11
Elżbieta Karaś, Furkan Korkut: Zarządzanie talentami jako czynnik rozwoju
organizacji ............................................................................................... 23
Julitta Koćwin: Religijno-etyczne uwarunkowania biznesu w Hongkongu....... 35
Małgorzata Matyja, Krystian Ulbin: Działalność przedsiębiorstw społecznych
w Województwie Dolnośląskim. Raport z badań ..................................... 45
Małgorzata Nadziakiewicz: Wpływ wdrożonego systemu ISO
na funkcjonowanie jednostki służby zdrowia ........................................... 59
Brygida Smołka-Franke: Od miasta przemysłowego do miasta kreatywnego.
Miasto w procesie przemian społeczno-gospodarczych na przykładzie
Katowic .................................................................................................... 69
Mirosław Szulczyński: Analiza danych makroekonomicznych poprzedzających
wystąpienie gwałtownego kryzysu finansowego ...................................... 79

CZĘŚĆ 2. BEZPIECZEŃSTWO SPOŁECZEŃSTWA I PAŃSTWA

W ASPEKTACH ZARZĄDZANIA
Anna Bohdan: Bezpieczeństwo teleinformatyczne urzędów gmin w zakresie
zarządzania bezpieczeństwem informacji ................................................ 91
Henryk A. Kretek: Bezpieczeństwo energetyczne w Unii Europejskiej
w aspekcie szans i zagrożeń dla Polski .................................................... 99
Jerzy Nikołajew: Bezpieczeństwo w zakładach karnych i aresztach śledczych.
Uwagi dotyczące unormowań i praktyki ................................................ 109
Józef Ober, Joanna Stolarska: Formalno-prawne aspekty bezpieczeństwa
organizacji imprez masowych ................................................................ 119
Łukasz Wojcieszak: Bezpieczeństwo energetyczne państw Trójmorza –
wyzwania i perspektywy ......................................................................... 131

3
CZĘŚĆ 3. MULTIDYSCYPLINARY DETERMINANTS OF BUSINESS
AND MENAGEMENT
Johannes Kals: Energy Autarky and Adaption to Climate Change – Important
Elements of National Security and Sustainable Globalization .............. 143
Leszek Karczewski, Kaja Karczewska: Corporate Social Responsibility (CSR)
of Tata Group. Introduction to the Problematics ................................... 157
Alla Levitskaia: Cluster - based Development Initiatives as a Drivers
of Regional Economic Growth ............................................................... 173
Wanda Musialik, Teodor Cilan: Historical and Cultural Heritage
as a Resource for the Regional Development ........................................ 183
Ruizan Mekvabidze: Teaching Tomorrow-Today: Stusdy Module of Business
Modeling ................................................................................................ 191
U Pranav, N Sivakumar:Key Challenges Faced by Secondary Education
in India - a Meta Study ........................................................................... 201
N Sivakumar: The Religion of Love – Promoting Human Values Through Unity
of Religions in Higher Education .......................................................... 229
Naděžda Petrů, Andrea Tomášková: Investment incentives and their impact
on employment in the regions of the Czech Republic in light (shadow)
of the social aspect of the czech family enterprises ............................... 245
M. S. Sai Vinod, N. Sivakumar: Corporate environmental responsibility
of Indian companies comprising the nifty index: analysis and
categorization ...................................................................................... 275
Jesuneh Gizaw Chernet: A Review Paper on “Micro and Small Enterprises;
Their Contribution and Challenge” in Ethiopia .................................... 289

4
 WPROWADZENIE – OD REDAKTORÓW

Książka oddawana do rąk czytelnika dotyczy ważnych obecnie dylematów

i wyzwań stojących zarówno przed polską jak, europejską i globalną edukacją,
administracją, biznesem, gospodarką i zapewnieniem szeroko rozumianego
bezpieczeństwa narodowego. Adresowana jest ona do naukowców zajmujących
się omawianą problematyką, do studentów różnych kierunków studiów, a także
do praktyków życia gospodarczego i decydentów różnych szczebli polityki spo-
łecznej, zarządzania, administracji i edukacji.
Książka składa się z trzech części i zawiera 22 rozdziały. Pierwsza część nosi
tytuł Biznes i zarządzanie w korelacji z bezpieczeństwem. Rozdział I otwiera
tekst Macieja Gitlinga Znaczenie przywództwa w organizacji, w którym autor
podkreśla, że sprawne przywództwo opiera się na systemie wartości organiza-
cyjnych, w którym etyka odgrywa zasadniczą rolę. Autor stara się przekonać
czytelnika, że przywódcy poprzez swoje wyjątkowe osiągnięcia i dawanie przy-
kładu, budują swój autorytet i charyzmę wśród współpracowników. W rozdziale
drugim Zarządzanie talentami jako czynnik rozwoju organizacji Elżbieta Karaś
i Furkan Korkut wskazują, że zarządzanie talentami staje się jednym z naj-
ważniejszych trendów we współczesnym zarządzaniu organizacjami, gdyż roz-
wój zasobów ludzkich w istotny sposób wpływa na wzrost efektywności i kon-
kurencyjności organizacji, zwłaszcza w okresie postępującej globalizacji i zmian
społeczno-demograficznych. Julitta Koćwin w kolejnym rozdziale tej części
pracy omawia etykę biznesu w Hongkongu. Autorka stawia w nim tezę, że war-
tości azjatyckie, głównie konfucjańskie, kreują kulturę ekonomiczną mieszkań-
ców tej enklawy Chin, są głównym czynnikiem osiąganych sukcesów gospodar-
czych i pozytywnie wpływają na życie społeczne. Małgorzata Matyja i Kry-
stian Ulbin są autorami kolejnego rozdziału zatytułowanego Działalność przed-
siębiorstw społecznych w województwie dolnośląskim. Celem opracowania jest
prezentacja wyników badań prowadzonych w ramach projektu „Firma społeczna
– co to takiego?”.Wskazano w nim kluczowe czynniki wpływające na rozwój
przedsiębiorstw społecznych oraz korzyści wynikających z tej działalności dla
społeczności lokalnej. W rozdziale piątym Wpływ wdrożonego systemu ISO na
funkcjonowanie jednostki służby zdrowia Małgorzata Nadziakiewicz dokonała
analizy znaczenia jakości w sektorze ochrony zdrowia, a także w sferze zarzą-
dzania jakością, zgodnie z panującymi na rynku usług medycznych trendami.
W świetle tych analiz wdrożenie systemu zarządzania jakością umożliwia
wzrost satysfakcji pacjentów oraz zadowolenia personelu z wykonywanej pracy.
W rozdziale szóstym Od miasta przemysłowego do miasta kreatywnego. miasto
w procesie przemian społeczno-gospodarczych na przykładzie Katowic Brygida
Smołka-Franke omawia z kolei proces przemian jaki przeszły Katowice na
przełomie ostatnich lat, zmieniając się z miejscowości o typowo przemysłowym

5
charakterze, w jedno z najbardziej kreatywnych miast w Polsce i na świecie.
Mirosław Szulczyński w rozdziale zatytułowanym Analiza danych makroeko-
nomicznych poprzedzających wystąpienie gwałtownego kryzysu finansowego na
podstawie analizy okresów poprzedzających kryzysy stawia tezę, że za wystę-
powanie ostrych kryzysów bezpośrednio odpowiedzialne są duże banki inwesty-
cyjne, wprowadzanie tzw. normalizacji finansowej - szybkiego ograniczania
dopływu pieniądza na rynki finansowe.
Część drugą książki pt. Bezpieczeństwo społeczeństwa i państwa
w aspektach zarządzania otwiera rozdział Bezpieczeństwo teleinformatyczne
urzędów gmin w zakresie zarządzania bezpieczeństwem informacji autorstwa
Anny Bohdan, w której podjęto się analizy systemu zarządzania bezpieczeń-
stwem informacji urzędów gmin. Autorka omawia w nim wymogi stawiane
organom gmin przez ustawodawcę w obowiązujących przepisach prawnych.
W kolejnym rozdziale tej części Bezpieczeństwo energetyczne w Unii Europej-
skiej w aspekcie szans i zagrożeń dla Polski Henryk Kretek dokonuje rozwa-
żań nad dywersyfikacją, współpracą i solidarnością, które dla bezpieczeństwa
obecnych i przyszłych pokoleń powinny stać słowami kluczowymi i wymagają
rozwinięcia, a także wyjaśnienia na bazie gospodarki energetycznej Polski
i Europy. Jerzy Nikołajew w rozdziale Bezpieczeństwo w zakładach karnych
i aresztach śledczych. uwagi dotyczące unormowań i praktyki podjął się omó-
wienia obowiązków administracji penitencjarnej w zakresie zapewnienia bez-
pieczeństwa osobistego osadzonych, a także personelu więziennego, przeciw-
działanie przemocy w środowisku osób pozbawionych wolności. Józef Ober
i Joanna Stolarska koncentrują uwagę czytelnika na temacie formalno-prawne
aspekty bezpieczeństwa organizacji imprez masowych. W rozdziale dokonują
autorzy charakterystyki imprez masowych, opisują rolę organizatora imprez
masowych oraz najważniejsze zadania służb porządkowych i informacyjnych.
W rozdziale bezpieczeństwo energetyczne państw Trójmorza – wyzwania i per-
spektywy Łukasz Wojcieszak zwraca uwagę czytelnika na perspektywy współ-
pracy w ramach Trójmorza, jak również czynniki mogące uczynić tę ideę trudną
do zrealizowania w obliczu istniejących rozbieżności interesów poszczególnych
państw.
Część trzecią książki pt. Multidyscyplinary determinants of business and
management otwiera rozdział Johannesa Kalsa Energy autarky and adaption to
climate change – important elements of national security and sustainable glob-
alization. Autor stawia w nim tezę, że na dzisiejszy świat należy patrzeć holi-
stycznie, pod kątem bezpieczeństwa narodowego i bezpieczeństwa globalnego
również w aspekcie bezpieczeństwa energetycznego. Leszek Karczewski
i Kaja Karczewska w kolejnym rozdziale książki prezentują najważniejsze
działania z zakresu CSR podejmowane przez firmę Tata od początku powołania
jej do życia przez charyzmatycznego założyciela Jamseti Tatę. Alla Levitskaia
w trzecim rozdziale tej części opracowania skupia uwagę czytelnika na znacze-
niu klastrów, polityki ich tworzenia w Mołdawii w procesie tworzenia i transfe-
ru wiedzy oraz implementacji innowacji. Celem opracowania autorstwa Wandy

6
Musialik i Teodora Cilana było z kolei ukazanie jak pozytywną i nie do prze-
cenienia rolę odgrywać może historyczne i kulturowe dziedzictwo dla rozwoju
regionalnego. Ruizan Mekvabidze w kolejnym rozdziale opisuje rolę jaką od-
grywa modelowanie biznesowe w procesie edukacji menedżerskiej i doskonale-
nia procesu zarządzania. W rozdziale The Religion of Love – Promoting Human
Values Through Unity Of Religions in Higher Education N. Sivakumar opisuje
system edukacji etycznej w duchu wartości ogólnoludzkich stosowany w trakcie
kształcenia studentów w Sri Sathya Sai Institute of Higher Learning w Indiach.
Rozdział zawiera także badania empiryczne dotyczące implementacji tych war-
tości przeprowadzone wśród studentów opisywanej uczelni. Naděžda Petrů
i Andrea Tomášková w kolejnym rozdziale monografii skupiają uwagę czytel-
nika na wpływie zachęt inwestycyjnych stosowanych w latach 1998 – 2017 na
rozwój biznesu rodzinnego w Czechach. Celem opracowania autorstwa
M. S. Sai Vinoda i N. Sivakumara było dokonanie analizy i kategoryzacji
działań z zakresu CSR firm indyjskich po wprowadzeniu w życie tzw. Compa-
nies Act 2013, obligującego firmy do przekazywania określonej kwoty dochodu
ma rzecz działań społecznie odpowiedzialnych. Rozdział zamykający całość
opracowania Yesuneha Gizaw Cherneta poświęcony został omówieniu roli
małych i mikro przedsiębiorstw w gospodarce narodowej Etiopii i wyzwań jakie
stoją przed tymi przedsiębiorstwami.
Zespół redakcyjny pragnie w tym miejscu podziękować wszystkim osobom,
które przyczyniły się do powstania i opublikowania tej książki. Słowa wdzięcz-
ności kierujemy przede wszystkim do autorów za przygotowanie inspirujących
do refleksji tekstów, a także do recenzentów, którzy dokonali starań, aby teksty
te dopracować pod względem metodologicznym i merytorycznym: Pa-
ni Prof. dr hab. Janinie Kubce, Panu Prof. zw. dr. hab. Janowi Rogowi oraz Panu
dr. hab. Robertowi Geislerowi, prof. Uniwersytetu Opolskiego Pragniemy po-
dziękować także za trud włożony w przygotowanie tekstu do publikacji. Panu
Redaktorowi Januszowi Krajewskiemu z Państwowej Wyższej Szkoły Zawo-
dowej w Raciborzu oraz Pani Redaktor Oficyny Wydawniczej Politechniki
Opolskiej mgr Małgorzacie Szymczyk.

7
LESZEK KARCZEWSKI1
Politechnika Opolska, WEIZ, KNHiP, Opole Poland
KAJA KARCZEWSKA2
Xiamen University, College of Humanities, Xiamen, China

CORPORATE SOCIAL RESPONSIBILITY (CSR) OF TATA

GROUP. INTRODUCTION TO THE PROBLEMATICS

Summary. The problem of Corporate Social Responsibility for several decades

is a theoretically open and unresolved issue. Questions are constantly asked
about whom CSR is to serve and serve in practice. Are all these activities only
part of PR (usually these activities are still being done by the PR departments,
which suggests precisely that these are strictly PR activities), aimed mainly at
increasing the company's share in the awareness of customers and consumers?
Are the basics of these activities actually some rules and moral values (how to
prove it?), or only economic values such as short term or long term profits? Are
the true moral values really to lie at the heart of these activities? Is it possible to
reconcile and balance out the expectations of various stakeholders? Is the im-
plementation of the expectations of other stakeholders than the owners not ex-
cessive interference of the corporation with politics and the manifestation of
their pursuit of hegemony and further enlargement of their excessive political
influence? What are the cultural determinants of CSR?
Answers to these questions go beyond the scope of this article, but are some-
where in the background or between the lines of the following considerations.
The author of the article is aware of these great threats as well as opportunities
for global development, on the part of corporations, especially transnational
ones, and does not aim to practice their apologetics, in particular Tata, with
which he has no connections or for which he does not work. Only the collected

1 Dr hab. nauk humanistycznych w zakresie filozofii, prof. PO i PWSZ w Raciborzu.

Członek Towarzystwa Naukowego Prakseologii, członek-założyciel Polskiego
Stowarzyszenia Etyki Biznesu EBEN Polska, członek Polskiego Towarzystwa
Religioznawczego. Autor, współautor i redaktor osiemnastu monografii naukowych
i ponad sześćdziesięciu innych publikacji z zakresu etyki życia gospodarczego,
zarządzania, społecznej odpowiedzialności biznesu i wyższych uczelni, bezpieczeństwa
narodowego.
2 M. A., Kaja Karczewska gradueted from College of English Language (Bachelor degree)
and from Opole University (Bachelor Degree and Master Degree in English Philology).
She studied Chinese language at Beijing University of Technogy and Xiamen University.
At present she is Ph.D Research Scholar at the College of Humanities of Xiamen Universi-
ty. She is also co-author of the article Intrapersonal Communication as a Basis of Commu-
nication in Organisation

157
facts were shown, leaving their interpretation to the leader. Those facts were
presented mainly by the company itself, because access to others facts is diffi-
cult. These facts seem to indicate the broad spectrum of Tata's activity in the
field of CSR. The purpose of the article is to present the most important CSR
activities of the world-famous Indian company Tata. The main thesis of the
study can be summarized as follows: the company Tata, from the beginning of
its existence to the present day, conducts extensive activities in the field of CSR.
Their reliable assessment, obviously, requires further in-depth research in the
future. The present study should be treated only as a preliminary to the subject
matter.
Key words: Business Ethics, Corporate Social Responsibility (CSR), Codes of
Ethics and Ethical Programmes, Tata Company.

Introduction
The problem of corporate social responsibility has been insolved and open for
theoretical considerations for several decades3. Questions are constantly asked
why and to whom CSR is to serve and is serving in practice4
The authors of the article are aware of undoubted threats5 and opportunities
for global development on the part of corporations, especially transnational
ones, and do not aim at practicing their "apologetics", in particular Tata, with
whom they have no connections or for which they do not work. Certain attempts
were only made to present in the chapter collected facts that are presented by the
company itself. These facts seem to testify to Tata’a broad spectrum of activities
in the field of CSR. The purpose of the article is to present the most important
CSR activities of the world-famous Indian company Tata. The main thesis of the
study can be summarized as follows: the Tata company from the very beginning
of its existence up to the present conducts extensive activities in the field of
CSR. Their reliable assessment obviously requires further in-depth research in

3 Sea for example: FRIEDMAN M.: The social duty of business is multiplying profit
In: RYAN L.V., SÓJKA J. (ed.): Business ethics: American thoughts from contemporary
classics, W drodze, Poznań 1997 (in Polish); LEWICKA - STRZAŁECKA A.: Moral re-
sponsibility in economic life, Wydawnictwo Instytutu Filozofii i Socjologii Polskiej Akad-
emii Nauk, Warszawa 2006, pp. 22 – 26 (in Polish); GASPARSKI W.: Lectures on Busi-
ness Ethics. New edition completed, Wyższa Szkoła Przedsiębiorczości i Zarządzania im.
Leona Koźmińskiego, Warszawa 2007, pp. 326 - 334 (in Polish).
4 SMITH N. C., WARD H: The current way of doing business does not solve social prob-
lems in: SMITH N. C., LENSSEN G.: Responsibility of business. Theory and practice,
Studio EMKA Publishing, Warszawa 2009, p. 31 (in Polish)
5 BAKAN J.: Corporation. Pathological chase for profit and power, Lepszy Świat, Wasza-
wa 2006 (in Polish).

158
the future. The present study should be treated only as preliminary to the subject
matter.

Corporate social responsibility in India

Currently, nearly one fifth of the world’s inhabitants are the residents of India,
and in the near future it may become one fourth. India is one of the major driv-
ers of the global economy that has been growing steadily at an average rate of
around 6% of GDP per year for several years, with a middle class about the size
of European population and the largest number of billionaires in the world. The
country, which invests huge sums in research and development, has powerful
intellectual potential, fueled annually by two million very ambitious university
graduates. In India, the CSR concept is also developing dynamically, and Tata is
one of the model national companies in this area. In Polish literature in the field
of business ethics and CSR India, and particularly Tata, despite the above-
mentioned facts, have not been the subject of a broader analysis. Some issues in
this field include author’s article on the latest Tata code of ethics in 20176 This
justifies the need of further investigation of this topic in Poland and abroad.
Cultural and historical determinants of business ethics in India, as well as the
stages of development of this discipline and practice in this country, were de-
scribed in another article published in "Prakseologia"7. The article evaluated the
Indian business culture based on the considerations of Geert Hofstede, Gert Jan
Hofstede and Michael Minkov8 and the reflections of Richard Gesteland9, as
well as presented the infamous example of unethical activities in business con-
ducted in India by Union Carbide in Bhopal10, hoping that this anti-example will
serve other companies operating not only in India, but also anywhere in the
world, as a lesson of humility and will never be repeated in the future.
In this article, the author's intention is to develop previously discussed
threads and considerations. It should be noted that the idea of business ethics

6 KARCZEWSKI L., Tata's Code of Ethics, [in]: KARCZEWSKI L., KRETEK H. (ed.):
Multidisciplinary determinants of international security, business and management, PWSZ
in Racibórz, Racibórz 2017, pp. 147 – 156 (in Polish).
7
KARCZEWSKI L.: Culture of business, business ethics and corporate social responsibil-
ity (CSR) in India. Introduction to the issues. "Prakseologia" 158, vol. 1/2016, pp. 41 – 64
[in Polish).
8 HOFSTEDE G., HOFSTEDE G. J., MINKOV M.: Cultures and organizations, PWE,
Warszawa 2011 (in Polish).
9 GESTELAND R. R., Cultural Differences and Business Behaviors, PWN Warszawa 1999
(in Polish).
10 In 1984, an accident at the Union Carbide pesticide plant in Bhopal, India, took place.
As a result, over 3,500 people died, and more than one hundred and fifty thousand inhabit-
ants of the city were injured and hospitalized. See for example BUCHHOLZ, R. A.,
& ROSENTHAL, S. B.: Business ethics: The pragmatic path beyond principles to process,
Prentice Hall, NJ 1998, pp. 211 – 215.

159
and its social responsibility aspect has some theoretical grounding in India.
From the beginning of the 21st century, with the strong support of the Indian
government and non-governmental organizations, an institutional infrastructure
was created on the Indian subcontinent that fostered the social responsibility of
the organization. This infrastructure was based on actions already undertaken in
India for decades. Just like in any other country, there are undoubtedly multiple
ethical challenges of economic growth and development, such as corruption,
strong social stratification and environmental pollution (India, like China and
the United States, did not sign the Kyoto Protocol).
Furthermore, just like anywhere else in the world, in order to make this in-
evitable development more sustainable and responsible than before, it requires
systemic solutions to be undertaken in India, social commitment and further
progress of education, including civic and consumer education, which can in-
crease the awareness of consumers, employees and all stakeholders, and as
a result, social acceptance for irresponsible activities may be reduced. An im-
portant role in this process in India can be played by the Tata Company dis-
cussed in the article.
For many years, numerous and effective activities have been conducted in
India to add to the business an ethical dimension. India is a member of the Glob-
al Compact11 program, initiated by former UN Secretary General Kofi Annan,
practically from the beginning of the program's emergence in 2000, and a mem-
ber of the WTO since 1995.
There are many initiatives for social responsibility, such as the IndiaCSR in-
ternet portal, which organizes seminars and conferences. India CSR
(www.indiacsr) is an information portal related to CSR since 2009, open to rela-
tions, comments and issues important for the reader (feedback)12. It can also be
found on Facebook (IndiaCSR News Network). Other organizations supporting
business ethics in India can be mentioned here as well, such as the Center for
Social Research, which was established in the mid-1980s in New Delhi, working
to improve the basic social rights and conditions of women's lives.
For several years now, national awards in the field of CSR have also been
given in India. Since 2001, the Department of Company, the Government of
India and the Ministry of Finance has been giving the National Award for Excel-

11 www.globalcompact.org. In 2015, 8343 companies and over 4,000 non-profit organiza-

tions from 162 countries participated in the "human face" business program, and
34 388 CSR reports were produced under it. 524 enterprises came from India and 159 from
Poland [access 25.11/2015]. In 2016, 9146 companies from 168 countries participated in
the program, 41851 reports were created [access 28. 12. 2016]. In 2017, the number of
these companies was 9,704, they came from 161 countries and 51.800 reports were created
[access 10.02.2018].
12 editor@indiacsr.in. [access 27. 12. 2017]

160
lence in Corporate Governance13. The Loyola Institute of Management in Chen-
nai gives the Mother Teresa Award for Corporate Citizenship. The Indian
Chamber of Commerce and Industry in New Delhi is in turn the initiator of the
FICCI CSR Awards. Similar awards are given by: 'Times of India', the Bombay
Chamber of Good Citizenship (since 1993), 'Riders Digest India', and the Insti-
tute of Energy Sources. Also noteworthy is the CII Shree Prabha Exemplar
Award awarded to women who make an outstanding contribution to the devel-
opment of the local community.
The main areas of good CSR practices of Indian companies operating in In-
dia are activities similar to those conducted around the world, as well as activi-
ties related to the specificity of this country: initiatives in the field of rural de-
velopment, supporting sport, physical culture and general education, investing in
health and consumer education, environmental protection, initiatives aimed at
increasing access to drinking water and water protection, increasing sanitary
standards of urban and rural residents, career development of women, culture
and art, promotion of human rights, rehabilitation of disabled people and victims
of natural disasters, providing free medical assistance, social and economic de-
velopment of local communities.
Only good cooperation of non-governmental, governmental and business or-
ganizations can cope with the social challenges of modern India. This coopera-
tion is to be facilitated by the act passed by the Indian parliament in 2013, and
binding on 1 January 2014, devoted to corporate social responsibility. According
to this law, a company with a specific net value or a certain level of income
should allocate not less than 2% of the three years of profits for CSR activities
specified in paragraph VII of the above-mentioned Industrial Companies Act.
As it can be observed, in India since 2014 the idea of CSR seems to be inter-
preted in a similar way as in the Middle Kingdom (some share of state regula-
tions), and less similar than in Europe, where actions in this area are described
as quite voluntary. India is impressed by China's power and want to follow their
example. They also have, like China, five-year development plans. Time will
show what business model, business ethics and CRS are more effective for the
world and for India.

Tata Company and its activities in the field of business ethics and
CSR
Until 2005, until the introduction of the amended code, Tata distinguished five
basic values that guided its operation:
• Integrity: conducting business in a fair, honest and transparent manner for the
public.

13 http://www.icsi.edu/WebModules/Programmes/CGAward/2013/cga2013.htm.
[access 23.11.2017]

161
• Empathy: caring, respect, compassion and humanity towards colleagues and
clients around the world and the community in which the company operates.
• Striving for excellence: striving to achieve the highest standards of work and
the quality of goods and services.
• Unity: working together in groups and with clients and partners around the
world, building strong relationships based on tolerance, understanding and
mutual cooperation.
• Responsibility: sensitivity to countries, communities and environments in
which the company operates.
After the amendment of the Code in 2015, the company proposed a set of
five new, crucial values14:
• Being a pioneer: taking challenges and striving to develop innovative solu-
tions that meet the needs of customers.
• Integrity: ethical, i.e. fair, honest, transparent conduct that will pass the pub-
lic controls and assessments.
• Excellence: striving to maintain the highest quality standards, applying the
principle of professionalism and meritocracy in management.
• Harmony: investing in employees and partners, enabling them to constantly
learn and build relationships based on trust and mutual respect.
• Responsibility: integrating the principles of environmental protection and
responsibility towards society, assuming that what is received from people
should be returned to them in a multifaceted manner.
The mission of Tata is "Improving the quality of life of the community,
which the company serves all over the world by creating long-term value for
stakeholders based on trust-based leadership15." At Tata, the Vision of 2025 was
also created. By 2025, 25% of the world's population will be able to experience
the positive impact of Tata's commitment to improving the quality of life of
customers and the community in which it operates, according to its vision. As
a result, Tata is hopes to become one of the 25 most respected corporate brands
and employers in the world.
The company was founded in 1868 by Jamsetja Nusserwanji Tata (1839 -
1904), called the "father" of Indian industry. Currently, the Tata Group has
around one hundred companies operating in various branches of the economy,
such as the car industry, food industry, civil aviation, metallurgy and chemistry.
More than half a million employees are currently employed in the company's
conglomerate.

14 http://tata.com/aboutus/articlesinside/Values-and-purpose [access date 27. 12. 2017]

15 http://www.tata.com/ebook/tcoc/index.html. [access date 22.10.2017]

162
 It should be noted that this company from its inception, thanks to the servant
leadership16 of its founder was guided by high ethical standards. Employees of
the company, earlier than employees of companies in the West, had an eight-
hour day's work (from 1912), had the right to create trade unions and employee
committees, were covered by medical care, and the employees' children were
provided with factory nurseries and kindergartens. The company created an
honest and at the same time efficiency-based remuneration and bonus system -
profit bonuses. The Tata Group also allows employees a variety of career paths
and free training, e.g. at the Tata Management Training Center.
The Tata Company has established a number of organizations that are fa-
mous for their country's merits, such as the Indian Institute of Science, Tata
Institute of Fundamental Research and the Tata Memorial Hospital. In Jamshed-
pur, Tata Steel's company also claims to efficiently manage important city insti-
tutions such as the hospital, zoological garden and sports stadium. The compa-
nies operate in the region to improve the quality of agriculture, health and edu-
cation, for the benefit of Indian society as a whole and local communities. One
such program is the Tata Engage17 program. More than 70,000 employees have
recently taken part in the company's volunteer program. As a result, Tata Group
was awarded the Carnegie Medal of Philanthropy in 200718.
On the initiative of Tata, such organizations as: Tata Institute of Social Sci-
ences, Indian Institute of Science, National Center for Performing Arts, Training
Center Tata were created. From Tata Management Academy, Tata Football
Academy, Tata Cricket Academy, Archery Academy, Tata Athletic Academy,
Tata Trust - group philanthropic organizations, JRD Tata Ecotechnology Center,
Energy and Resources Institute - non-governmental research institute and Tata
Medical Center.

16 A servant leader is a leader who wants to serve and not lead others to satisfy his lust for
power and a desire for domination. His goal is to strive for people subordinated to him to
be realized in terms of physical, intellectual and spiritual. The servant leader is character-
ized by the ability to listen, empathy, self-awareness, and thus the ability to transform oth-
ers, build community and manage the common good. See for example GREEN-
LEAF R. K., The Servant Leader[in]: HAZLEY H., BEGGS J., SPEARS L.C. (eds),
A Transformative Path, Paulist Press, NY: 2003; pp. 15 - 17; BLANCHARD K., HODG-
ES P.: The Servant Leader. Transforming Your Hearth, Head, Hands&Habbits, Tennes-
see: Countryman, Nashville2003, pp. 17 – 20; BOMBAŁA B.:, Phenomenology of man-
agement. Leadership, Difin, Warszawa 2010, pp. 92 – 97 (in Polish);
SZCZUPACZYŃSKI J.: In Search of the Ethical Guidance for Leadership in the Contem-
porary World, "Prakseologia" 158 vol. 1/2016, p. 101 (in Polish).
17 www.tataengage.com [access date 20. 12. 2017]. "The essence of this undertaking is coop-
eration, sharing with others, connecting people and inspiring them to do something useful
for the community. Thanks to this program, Tata's employees can say with pride - we are
caring for others! ".
18 Tata Group donated $ 50 million to Harvard Business School to build Tata Hall on the
campus of the Boston institute. This is the largest international grant in the history of HBS.

163
 As soon as in 2014, Tata donated the equivalent of approximately 660 INR
crore to CSR activities. In comparison, the next big Indian company Birla Group
- 200 INR crore, and Godrej Group 18 INR crore. In the whole India, the
amount transferred by 8000 corporations for activities under CSR amounted to
approximately 18,000 INR crore19.
Tata’s CSR activity focuses on issues such as20: health care (Tata runs a hos-
pital in Jamshedpur and six other hospitals in Orissa, mobile health clinics for
people living in rural areas, so-called hospitals on wheels, which were used by
about 60,000 people; in general, Tata provides medical care to 400,000 Orissa
citizens21), education of children and youth in secondary schools - activities
addressed to 51,000 young people (special coaching activities, equipping
schools with audiovisual resources and workshops), education of future mothers
and mothers with babies, creating society civic, providing access to drinking
water (the Amruthdhara initiative addressing 16,000 citizens and a total of
178 200 beneficiaries), providing citizens with access to cheap sanitary facilities
(around 19,000 have been installed).
Tata also attempts to shape ecological awareness among citizens through ed-
ucation. 12,600 people took part in educational activities in this field. What’s
more, Tata's employees planted about 70,000 trees on wasteland.
The impact of CSR activities on the environment is also examined through
the audit and the Social Return on Investment (SROI) program. Through the
employee volunteering program, the company strives to create an organizational
culture of trust and empathy. As part of the Tata Engage program, there are
activities called Tata Volunteer Week. In recent years, such weeks were carried
out at the turn of September and October 2015, and March and April 2016.
A quarter Tata’s employees with their families took part in these activities.
As part of CSR, Tata also promotes the principles of social entrepreneurship
and cooperates with young people through various initiatives. Such a program
is, for example, a Business Quiz - an initiative aimed at engaging young, talent-
ed people as well as a quiz for employees and students - launched in 200422.
In 2016, an essay on the development of India was organized for the first time23.
The latter is the competition of the highest rank among many competitions in
this area conducted in the Indian subcontinent.
In 2008, Tata initiated a two-month internship program that allows students
to participate in projects related to the sustainable development of corporate

19 http://timesofindia.indiatimes.com/business/india-business/Tatas-spent-Rs-1k-cr-on-
corporate-social-responsibility-activities-in-FY14/articleshow/38444133.cms
[access date28. 12. 2017.
20 www.tatacrucible.com [access date 28. 12. 2017].
21 www.tatabuildingindia.com [access date 28. 12. 2017].
22 www.tatacrucible.com. [access date28. 12. 2017] .
23 www.tatabuildingindia.com [access date 28. 12. 2017].

164
Tata companies in India24. Together with the Indian Institute of Management,
the company also undertook the initiative of the Tata Social Enterprise Chal-
lenge, which aims to raise economic awareness and promote social entrepre-
neurship among young people and identify the best social enterprises in India25.
Dad also conducts training for unemployed youth in the profession of driver
and mechanic. Every year, about 73,000 people obtain such qualifications,
thanks to which they have the opportunity to get employment in one of many
Tata companies. Educational activities are also conducted among rural people
for the possibility of obtaining additional income in cooperation with Tata.
Tata organizes global initiatives. One of them is training in the profession of
motor vehicle mechanic, which was conducted for 6 months in a training center
in Jamshedphur for youth (25 people in 2016) from Sri Lanka, Bangladesh,
Nepal, Bhutan, Burma, Nigeria and Mozambique. These young people, after
returning to their countries, have a chance to find employment with Tata's busi-
ness partners.
Another initiative of Tata outside of India is an initiative run by employees
of Jaguar Land Rover, a subsidiary of Tata, who pledged to devote two days
a year to volunteering. In 2015, 4,900 employees of the company have spent
over 100,000 hours on activities for various Tata stakeholders. For example,
a device with a light aluminum construction was designed, allowing young disa-
bled athletes to pursue their passions. Tata's global CSR program has enabled
the improvement of life of four million people since 2013, including
500,000 through projects supported by Tata in the framework of the Red Cross.
Also 300,000 children in 375 schools in Kenya, thanks to Tata's programs, re-
ceived access to drinking water. For its charity, the company was honored in
2016 by the Ministry of National Defense of Great Britain with a Gold Award
for supporting retired employees of the armed forces of that country.
Another program is the Inspiring Tomorrow Engineers (ITE) program. Jagu-
ar Land Rover enables professional internships for a significant number of stu-
dents - in 2015, this number was 3,000. Business education centers also enable
young people to make educational trips around the workplace. In 2005, over
20,000 pupils and 2,000 teachers participated in such trips.
An important activity in the field of CSR is the Tata group's sustainable de-
velopment policy26. Its goal is to create long-term value for stakeholders by
including three dimensions in the company's activities: economic, environmental
and social. Tata’s sustainability policy seeks to incorporate these dimensions
into key organizational decisions, mitigate future threats and maximize opportu-
nities by reducing the negative impact of company goods and services on the

24 www.tatasocial-in.com/internship [access date28. 12. 2017].

25 www.tatasechallenge.org [access date 28. 12. 2017].
26 http://tata.com/sustainability/articlesinside/The-Tata-Corporate-Sustainability-Policy
[access date 22. 12. 2016].

165
environment, improving the safety of their usage and utilization. Tata also un-
dertakes to strive to be a global leader in sustainable development in the sectors
in which it operates, and complies with the global reporting framework for sus-
tainable development.
An integral element of the company's sustainable development and its social
involvement is employee volunteering, which is considered in India as one of
the most effective ways of integrating the company with the society. The Tata
program is listed among the top ten employee volunteer programs in the world.
At Tata, the Volunteer ProEngage program27 was created and monitored by
a specially designed Tata Engage platform. It is in fact a platform that aims to
cultivate the spirit of volunteering among current employees of Tata and their
families, as well as retired employees. This platform is supposed to help in the
realization of the "needs of the heart" of employees, as well as foster the institu-
tional capacity of the organization and civil society in India. These activities
take place mainly during the Tata Volunteer Week, during which employees
devote three hours of their free time to voluntary activities. The aim of Tata
Engage is to achieve a million hours of volunteering annually.
The Tata Group assumes that success in business means not only good re-
sults in financial terms, but also provides added value for various stakeholder
groups. For Tata, sustainable development is therefore an approach that creates
long-term value for stakeholders by balancing economic, environmental and
social performance. In 2014, the Tata Sustainability Group (TSG) was created,
which aim is to monitor ecology activities of companies belonging to Tata
around the world. TSG's mission is to "Lead, support and provide leadership in
sustainable development, environmental protection and social responsibility in
all companies of the Tata group." This mission is based on the basic value of the
Tata Group, which is "improving the quality of life of the communities we serve
around the globe, by creating long-term value for all stakeholders"28.
The Tata Group runs three main programs in the field of CSR. The first pro-
gram is Tata STRIVE. This program focuses on increasing the skills of employ-
ees29. The second program is the employee volunteering program of Tata En-
gage30. The third program is a rapid response program in emergency situations
related to humanitarian aid and the organization of disaster risks31.

27 http://tata.com/sustainability/articlesinside/volunteering. [access date 18.12.2017].

28 http://tata.com/sustainability/articlesinside/tata-sustainability-group
[access date 27. 12. 2017].
29 www.tataengage.com [access date 26.12.2017].
30 http://www.tatasustainability.com/disasterResponse.aspx,http://tata.com/sustainability/
articlesinside/tata-sustainability-group See also a video about the help provided by Tata to
the injured https://www.youtube.com/embed/nspkupYlz_0?autoplay
[access date 26. 12. 2017].
31 www.tataengage.com [access date 26.12.2017].

166
 Tata is a signatory of UN Global Compact and a member of the Global Re-
porting Initiative.
The extensive list of activities for CSR of Tata, presented in a nutshell, indi-
cates that this company is serious about the issue of social responsibility, is an
undisputed leader in India in this area and can serve as a model not only for
companies of the Indian subcontinent. Of course, there are also critical opinions
about the company's activities in India itself and in the world32. One of them
concerned too low compensation for the transfer of land for the construction of
the company producing the cheapest car in the world of 2009 - Tata Nano33.
Other critical voices concerned the negative impact of the company's activities
on mangrove beaches and mangrove forests in Dhamra Port34 and the negative
impact of one of the company's plants, built with the consent of local govern-
ments, on the flora and fauna of Lake Natron in Tanzania35. In 2016, two
US members of the Tata Group - Tata Consultancy Services and Tata America
International - were imposed a fine of USD 940 million for the unlawful use
of trade secrets, confidential information, documents and other data to the det-
riment of Epic System, which could have been used to enrich the competitive
Tata36 product. Other accusations concern the poor working and living condi-
tions on Tata’s Tetley tea plantations, such as labor abuses, insufficient safety
measures, lack of sanitation and even child labor37.
Maintaining high ethical standards is probably not an easy task, both for
small and large companies, and in particular for the entire huge conglomerate
of companies such as Tata. Globalization brings many challenges and threats.
The ethicality of activities is not always favored by the global and intra-national
fierce competition38 - there are various types of collusion and, in the case

32 http://www.rediff.com/money/2006/dec/09tata.htm [access date 28. 12. 2017].

http://www.thaindian.com/ newsportal/enviornment/sea-dredging-affecting-olive-ridley-
turtles-says-green-body_10034689.htmlvc [access date 28.12.2017)] .
http://www.theeastafrican.co.ke/news/-/2558/256646/-/t682syz/-/index.html [access date
28. 12. 2017].
33 http://www.rediff.com/money/2006/dec/09tata.htm. [data dostępu 28. 11. 2017].
34 http://www.thaindian.com/newsportal/enviornment/sea-dredging-affecting-olive-ridley-
turtles-says-green-body_10034689.htmlvc. [access date 28.11.2015].
35 http://www.theeastafrican.co.ke/news/-/2558/256646/-/t682syz/-/index.html,
[access date 28.11.2017].
36 https://web.archive.org/web/20160416195148/http://timesofindia.indiatimes.com
//business/india-business/US-jury-slaps-940-million-fine-on-Tata-group-in-trade-secret-
case/articleshow/51853815.cms [access date 10.02.2018]. US jury slaps $940 million fine
on Tata group in trade secret case, ‘The Times of India’ 16.04. 2016.
37 http://www.ethicalconsumer.org/ companystories.aspx? CompanyId=14912 &Category
Id = 421.
38 As Aniela Dylus indicates "[...] monopolistic agreements, mergers, and hostile takeovers
are actually on the agenda today [...] competition that is the mooring line of globalization
is paradoxically able to liquidate itself. In order to counteract it, some macroeconomic re-

167
of India, quite widespread corruption of business and political environments, for
which apparently, as in many other countries of the world, there is still too much
social consent.

Summary
The Tata Group gives a lot of attention to the issues of social responsibility.
Throughout the entire history of its existence, one can notice its social sensitivi-
ty. It probably results from the specific culture of this organization created by its
founder Jamsetja Nusserwanji Tata who, in Greenleaf's conceptions39, can unde-
niably be described as a servant leader, and in Tadeusz Kotarbiński's conception
as a reliable guardian (trustworthy guardian, trustworthy protector)40, an effi-
cient man acting in a good cause. Central Europe had its Tomasz Bata41, and
India had its Jamsetji Tata, whose spirit still seems to be taking care of his com-
pany. Every year one can observe the dynamics of various activities of this
company directed to the good of the community in which it operates both in
India and beyond. The Tata Group is trying to be a good citizen of these com-
munities, which is probably not an easy task, due to economic globalization with
its huge threats, global and domestic competition, finally indefinite deficits of
Indian residents, as well as corruption of India, including civil and state serv-
ants, expecting from entrepreneurs a certain "tribute" for the possibility of oper-
ating on the market.
Tata seeks to fulfill promises made to various stakeholder groups, contained
in the ethics code of this organization. This code was updated in 2015, it is mod-
ern, friendly for employees and other stakeholders of Tata, has an interesting
graphic design, and also contains case studies that may be useful especially for
employees of the company who face numerous ethical dilemmas while making
decisions42. The code is also complemented by various programs supporting

action is needed [...] There are no adequate political structures prepared to conduct compe-
tition policy on a global scale " DYLUS A.: Business ethics in the conditions of globaliza-
tion [in]: GASPARSKI W. (ed.) in cooperation with LEWICKA – STRZAŁECKA A.,
BĄK D., ROK B., SOKOŁOWSKA J.: Business, Ethics, Responsibility, PWN, Warszawa
2012, p. 98 [in Polish].
39 See GREENLEAF R. K.: The Servant Leader [In]: H. HAZLEY, BEGGS J., SPEARS
L.C. (eds), A Transformative Path, Paulist Press, NY 2003.
40 See KOTARBIŃSKI T.: Meditations on a decent life, Wiedza Powszechna, Warszawa
1967, pp. 68 – 72 (in Polish). See also AiraksinenT.: Ethical Thoughts: Kotarbinki’s
“Trustworthy Guardian” [in], BANAJSKI R., GASPARSKI W., LEWICKA _
STRZAŁECKA A.: Thought of Tadeusz Kotarbiński and its contemporary reception” Pol-
ska Akademia Nauk i Towarzystwo Naukowe Prakseologii, Waszawa 2006, s. 77-84
(in Polish).
41 BOMBAŁA B.: An integrated competitive advantage in the axiological perspective: a case
study, “Prakseologia” 140/2000, pp. 100-101.
42 See KARCZEWSKI L.: Tata's Code of Ethics in: KARCZEWSKI L., KRETEK H. (ed.)
Multidisciplinary determinants of international security, business and management, Pub-

168
ethical infrastructure, e.g. employee volunteering program. This infrastructure,
what is worth emphasizing, is also supported by the appointment of the Director
of Ethics who, together with other designated persons, is responsible for moni-
toring ethical issues in the organization.

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[35] www.tatacrucible.com.
[36] www.tatabuildingindia.com.
[37] www.tatasocial-in.com/internship.
[38] www.tatasechallenge.org.
[39] https://www.youtube.com/embed/nspkupYlz_0?autoplay .
[40] www.tatacrucible.com.
[41] www.tatabuildingindia.com.
[42] www.tatasocial-in.com/internship.
[43] www.tatasechallenge.org.
[44] http://www.ethicalconsumer.org/companystories.aspx?CompanyId
=14912&CategoryId=421.

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