A Project Report on

Corporate Social Responsibility

With reference to

TATA STEEL
Submitted in partial fulfillment of the requirement for the award of
degree of Masters of Management Studies [MMS- Semester I] under
Mumbai University

Submitted by –
MR. JAYESH DILIP WALANJ
Roll No. 15

Academic Year 2011-12

Under the guidance of

PROF. SADHANA OGALE
Changu Kana Thakur Institute of Management Studies & Research

Plot No. 1 & 4, Sector-11

Khanda Colony, New Panvel (W)
410206.
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 DECLARATION

I MR. JAYESH DILIP WALANJ Student of C. K. Thakur Institute of

Management Studies & Research, has completed this project on CSR with
reference to TATA STEEL .In the academic year 2011-12 The information
submitted in this project is true & Original to the best of my knowledge.

Signature of Student

(MR.JAYESH DILIP WALANJ)

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 ACKNOWLEDGEMENT

No book is entirely created by an individual. Many people have

helped to create this book and each of their contribution has been
valuable. The timely completion of this book is mainly due to the
interest and persuasion of Prof. . We take this opportunity to thank
her for her guidance, support and the faith she has shown to us.

We would like to thank Prof. Nilesh Manore, Head and co-

coordinator for his valuable advice given time to time. We would also
thank Teaching and Non-Teaching staff of Computer Department for
allowing us to use computers, internet and printers whenever
required.

We thank Principle Dr.S.T.Gadade our Director for looking after

our work and for giving valuable comments.

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 Abstract:

This project aims to offer a preliminary case study

exploration of the “Corporate Social Responsibility” issues being
addressed and reported by JAYESH DILIP WALANJ, roll no.15
the researcher.

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 No. Chapter Page No.

Chapter-1 Introduction to the project 8-9

Chapter-2 Introduction to CSR 10 - 18
Chapter-3 Introduction to Steel Industry 19 - 24
Chapter-4 Introduction to TATA Steel 25 - 29
Chapter-5 Facts and Findings 30 - 41
Chapter-6 Analysis and Interpretation 42
Chapter-7 Conclusion and Recommendations 43 - 44
Chapter-8 Bibliography 45

INDEX

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OBJECTIVE OF PROJECT:

The main objective of this project is

➢ To Understand the concept of Corporate social

responsibility

➢ To Study activities carried out by TATA in various areas

➢ To analyze impact of CSR on society & employees.

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 Executive Summary

Corporate Social Responsibility (CSR) is the commitment of business to

contribute to sustainable economic development, working with employees, their
families, the local community and society at large to improve quality of life, in ways that
are both good for business and good for development.

Although the contemporary CSR agenda is maturing, the term “CSR” has not yet
taken hold within many public sector agencies, either in industrial or developing
countries. Few government initiatives have been undertaken explicitly as “pro-CSR
initiatives” but nonetheless many have contributed effectively to the promotion of
greater social responsibility.

There is a significant opportunity for public sector bodies in developing countries

to harness current enthusiasm for “CSR” alongside key public policy goals and priorities
to encourage delivery of results in both respects.

Through an in-depth exploration of the dilemmas, challenges, and complexities inherent

to current models of corporate social responsibility, the program will push the frontiers
of the field and bring into focus the next generation of issues facing practitioners.

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 Chapter 2:

INTRODUCTION TO CSR

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 INTRODUCTION TO CSR:-

Corporate social responsibility (CSR) is:

 An obligation, beyond that required by the law and economics, for a firm
to pursue long term goals that are good for society

 The continuing commitment by business to behave ethically and

contribute to economic development while improving the quality of life of
the workforce and their families as well as that of the local community and
society at large

 About how a company manages its business process to produce an

overall positive impact on society

Corporate social responsibility means:

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 Conducting business in an ethical way and in the interests of the wider
community.

 Responding positively to emerging societal priorities and expectations

 A willingness to act ahead of regulatory confrontation

 Balancing shareholder interests against the interests of the wider community

 Being a good citizen in the community

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Is CSR the same as business ethics?

 There is clearly an overlap between CSR and business ethics

 Both concepts concern values, objectives and decision based on something than
the pursuit of profits

 And socially responsible firms must act ethically

designed to increase its profit so long as it stays will the rules of the game, which is
to say, engages in open and free competition, without deception or fraud.” [Milton The
difference is that ethics concern individual actions which can be assessed as right or
wrong by reference to moral principles. CSR is about the organisation’s obligations to
all stakeholders – and not just shareholders.

There are four dimensions of corporate responsibility

 Economic - responsibility to earn profit for owners

 Legal - responsibility to comply with the law (society’s codification of right and
wrong)

 Ethical - not acting just for profit but doing what is right, just and fair

 Voluntary and philanthropic - promoting human welfare and goodwill

 Being a good corporate citizen contributing to the community and the quality of
life

The debate on social responsibility:

Not all business organisations behave in a socially responsible manner

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And there are people who would argue that it is not the job of business organisations to
be concerned about social issues and problems

There are two schools of thought on this issue:

 In the free market view, the job of business is to create wealth with the interests
of the shareholders as the guiding principle

 The corporate social responsibility view is that business organisation should be

concerned with social issues

Free market view - a summary

 The role of business is to create wealth by providing goods and services

 “There is one and only one social responsibility of business- to use its resources
and engage in activities Friedman, American economist]

 Giving money away is like a self imposed tax

 Managers who have been put in charge of a business have no right to give away
the money of the owners

 Managers are employed to generate wealth for the shareholders - not give it
away

 Free markets and capitalism have been at the centre of economic and social
development

 Improvements in health and longevity have been made possible by economies

driven by the free market

 To attract quality workers it is necessary to offer better pay and conditions and
this leads to a rise in standards of living and wealth creation

 Free markets contribute to the effective management of scarce resources

 It is true that at times the market fails and therefore some regulation is necessary
to redress the balance

 But the correcting of market failures is a matter for government - not business
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  Regulation should be kept to a minimum since regulation stifles initiative and
creates barrier to market entry

The free market case against corporate social responsibility

 The only social responsibility of business is to create shareholder wealth

 The efficient use of resources will be reduced if businesses are restricted in how
they can produce

 The pursuit of social goals dilutes businesses’ primary purpose

 Corporate management cannot decide what is in the social interest

 Costs will be passed on to consumers

 It reduces economic efficiency and profit

 Directors have a legal obligation to manage the company in the interest of

shareholders – and not for other stakeholders

 CSR behaviour imposes additional costs which reduce competitiveness

 CSR places unwelcome responsibilities on businesses rather than on

government or individuals

The corporate responsibility view

 Businesses do not have an unquestioned right to operate in society

 Those managing business should recognise that they depend on society

 Business relies on inputs from society and on socially created institutions

 There is a social contract between business and society involving mutual

obligations that society and business recognise that they have to each other

Stakeholder theory

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The basic premise is that business organisations have responsibility to various groups
in society (the internal and external stakeholders) and not just the owners/ shareholders

The responsibility includes a responsibility for the natural environment

Decisions should be taken in the wider interest and not just the narrow shareholder
interest

Arguments for socially-responsible behaviour

 It is the ethical thing to do

 It improves the firm’ public image

 It is necessary in order to avoid excessive regulation

 Socially responsible actions can be profitable

 Improved social environment will be beneficial to the firm

 It will be attractive to some investors

 It can increase employee motivation

 It helps to corrects social problems caused by business

Enlightened self interest

This is the practice of acting in a way that is costly and/or inconvenient at
present but which is believed to be in one’s best long term interests.

There is a long history of philanthropy based on enlightened self interests e.g.

Robert Owens’s New Lanark Mills, Titus Salt’s Saltaire as well the work of the Quaker
chocolate makers such as Cadbury at Bournville and Rowntree in York.

Enlightened self interest is summed up in this quotation from Anita Roddick (founder of
the Body Shop):“Being good is good for business”

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CSR behaviour can benefit the firm in several ways
 It aids the attraction and retention of staff

 It attracts green and ethical investment

 It attracts ethically conscious customers

 It can lead to a reduction in costs through re-cycling

 It differentiates the firm from its competitor and can be a source of competitive
advantage

 It can lead to increased profitability in the long run.

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 Models of Corporate Social Responsibility

There are some models, which endeavor to describe the evolution and extent
of social orientation of companies.

➢ Carroll’s Model:

Economic
Discretionary
Ethical
Legal Resp.
Resp.
Resp.
Resp.
Orgn

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 He defines CSR as a range and obligations a business has towards the
society. There are four categories of the obligation.

 Economic Responsibility:

A firm being an economic unity, this is its prime responsibility,

i.e. to satisfy the economic needs of the society through generating surplus
and investing in development of the society

 Legal Responsibility:

A company performs this because it is bound to obey the law and the legal
system.

 Ethical Responsibility:

Business organization is expected to undertake these though they are not

mandatory. These include not restoring to unfair trade practices, not
cheating the customer, etc.

 Discretionary Responsibility:

It refers to the voluntary activities undertaken by the organization for

social development programmes. These levels of responsibilities was
named as “Pyramid of Corporate Social Responsibility”

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 Ackerman’s Model:

Also described that CSR done by a company generally spreads over three
phases:

➢ FIRST where the top management recognizes the existence of social

problem, which deserves attention and acknowledges the company’s
policy towards it by making an oral or written statement.

➢ SECOND phase is where the Co. appoints staff specialists or external

consultants to study the problem and suggest ways of dealing with it.

➢ THIRD phase involves the implementation of the social responsibility

programmes.

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 CAHPTER: - 3

INTIODUCTION TO STEEL
INDUSTRY

INTRODUCTION TO THE INDUSTRY –

The modern steel industry is inseparable from the second Industrial Revolution of the
nineteenth century. From simple, small-batch production, new technologies such as the
Bessemer process (developed in England in 1854) contributed to the mass production

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of steel. The industry diffused throughout Europe and the United States. The
depression of the 1890s and subsequent mergers consolidated the American industry.
In 1901 U.S. Steel, then the world’s largest company, was formed. Scale of production
increased dramatically in the twentieth century with large-scale blast furnaces to melt
iron ore, its reduction in open hearth furnaces, followed by larger and more efficient
basic oxygen furnaces (developed in Austria in 1954), continuous casting of molten
steel, and port-based mills (in Japan and South Korea), which relied on massive ships
capable of transporting imported raw materials and exports of finished steel products
inexpensively. In the United States in the 1980s Kenneth Iverson adopted German
innovations in electric arc furnace (EAF) technology. These mini-mills relied on recycled
scrap or natural gas–based directly reduced iron (DRI) and thin slab casting. Mini-mills’
smaller scale added to its flexibility and competitiveness compared to blast furnace–
based integrated producers.

The geographical location of steel mills was dictated by the availability of coal and iron
ore. For the United States in the mid-1800s coal fields in eastern states such as
Pennsylvania, Ohio, New York, and New Jersey attracted major iron works. Similarly,
the availability of iron ore and coal around Birmingham, Alabama, and later in the late
nineteenth century in Minnesota and Michigan influenced the location of steel mills in
the Great Lakes region with Chicago as a major market. Such patterns have been
found in other countries such as Brazil and India where mills were located near mines.
However, in East Asian countries such as South Korea, Taiwan, and Japan, devoid of
raw materials, a new pattern of plant location emerged, targeting coastal locations to
source raw materials from and export finished steel to the world economy.

The post–World War II (1939–1945) American industry was characterized by

oligopolistic competition at home, slow technological change, and little international
competition. A handful of firms led by U.S. Steel dominated the industry. Supportive
Keynesian policies propped up the U.S. economy, maintained industry profits, and
accommodated high wages for steel workers. A major steel strike in 1959 paralyzed the
economy, which was soon followed by brief controls of steel prices during the Vietnam
War under the Kennedy administration (1961–1963) to stem inflationary pressures.
John F. Kennedy asked steel workers to restrain their wage demands on the condition
that steel corporations such as U.S. Steel would not raise prices. While workers kept
their part of the bargain the companies did not as prices increased by $6 a ton. An

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infuriated Kennedy found such action as “wholly unjustifiable and irresponsible
defiance of the public interest” (Kennedy 1962). Such price controls have been
maintained worldwide through subsidies and public ownership because of the
industry’s dense intersect oral linkages. Not only are investments and employment
encouraged in other industries but also economy-wide inflation is restrained. Steel is
also a strategic industry with direct links to the defense sector.

INTRODUCTION TO INDIAN STEEL INDUSTRIES -

1. Introduction
The iron and steel industry presents one of the most energy intensive
sectors within the Indian economy and is therefore of particular interest in
the context of both local and global environmental discussions. Increases
in productivity through the adoption of more efficient and cleaner

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technologies in the manufacturing sector will be effective in merging
economic, environmental, and social development objectives. A historical
examination of productivity growth in India’s industries embedded into a
broader analysis of structural composition and policy changes will help
identify potential future development strategies that lead towards a more
sustainable development path.
Issues of productivity growth and patterns of substitution in the iron and
steel sector as well as in other energy intensive industries in India have
been discussed from various perspectives.
Historical estimates vary from indicating an improvement to a decline in
the sector’s productivity. The variation depends mainly on the time period
considered, the source of data, the type of indices and econometric
specifications used for reporting productivity growth. Regarding patterns
of substitution most analyses focus on interfuse substitution possibilities
in the context of rising energy demand. Not much research has been
conducted on patterns of substitution among the primary and secondary
input factors: Capital, labor, energy and materials. However, analyzing
the use and substitution possibilities of these factors as well as
identifying the main drivers of Productivity growth among these and other
factors is of special importance for understanding technological and
overall development of an industry.
In this paper we contribute to the discussion on productivity growth and
the role of technological
Change within the context of global environmental change. We will
introduce the iron and steel industry in more detail taking into account
industry specific aspects such as structural Composition, production,
technologies, energy consumption within processes, environmental
impacts, sector specific policies etc. This following we derive both
statistical and econometric estimates of productivity growth for the iron
and steel sector over time. For the statistical analysis we calculate partial
and total productivity in a growth accounting framework while for the
Econometric analysis a translog cost function approach is employed to
estimate productivity growth, technical change biases and substitution
elasticity. The results will then be interpreted
Within a broader context of structural and policy changes in the sector as
well as other sector specific aspects.
Future energy use and carbon emissions depend on the level of
production and the technologies employed. Furthermore, different
economic and policy settings affect structures and efficiencies within the
sector. The final section therefore examines the ongoing changes in the
iron and steel industry structure. It will compare world best technologies
to Indian technologies and identify potentials and barriers to the adoption
of such efficiency improvements. A scenario analysis will conclude the
report in highlighting the energy efficiency and productivity improvements
that could be achieved by employing more efficient technologies

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Others major steel producers in India are:-
1. TISCO ( Tata Iron and Steel Corporation ltd)
2. Essar Steel
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3. Jindal Vijaynagar Steels Ltd
4. Jindal Strips Ltd
5. JISCO
6. Saw Pipes
7. Uttam Steels Ltd
8. Ispat Industries Ltd
9. Mukand Ltd
10. \Mahindra Ugine Steel Company Ltd
11.Tata SSL Ltd
12.Usha Ispat Ltd
13.Kalyani Steel Ltd
14.Electro Steel Castings Ltd
15.Sesa Goa Ltd
16.NMDC
17.Lloyds SteeI Industries Ltd

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 Chapter: - 4

INTRODUCTION TO TATA STEEL

INDUSTRY

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History – Tata Steel
The origins and ascent of Tata Steel, which has culminated into the century long history of an
industrial empire, emerge from the illustrious efforts of India's original iron man and the
remarkable people who thereafter, have kept the fire burning.

The story of Tata Steel is a century old. And so is the story of steel in India. Etched with
the visions and hardships of a single man, the story has flowed through ages to
redefine steel in every way. The saga, which started in 1907, completes a century of
trust in 2007. Over the years this one company has exposed the various shapes and
forms in which steel can be applied for effective utilization. The story of Tata Steel:
defines and redefines conventional wisdom in myriad ways.

The great Iron Pillar, a thousand years older than the Qutab Minar stands as a living
testimony to the unmatched skills of ancient Indian metallurgists. They had so perfected
the craft of forging that Indian steel was highly sought after. In Marco Polo’s travels
there is a reference to andanique, a corruption of the Persian hundawaniy, i.e. Indian
steel. Tavernier, the 17th century French traveller, mentions the existence of a steel
industry in the “Kingdom of Golconda”. And the Arab Edrisi declared, “The Hindus excel
in the manufacture of iron”. For centuries, therefore, steel of remarkably superior quality
was being fashioned in India out of primitive furnaces, to be used, for instance, in the
preparation of medicine and in the manufacture of arms. It was only in the last century
with the advent of the Industrial Revolution that the time- honoured skills of Indian
ironsmiths began to die.

The Industrial Revolution in England ushered in an era of unparalleled peace and

prosperity. Modern science bore fruit in an unprecedented technological development
and industrial progress. This left countries like India, where industrialisation was still in
its infancy, feeling slightly dazzled and overwhelmed. The leading Indian intellectuals of
the 19th century believed that if India were to keep pace with the world it would have to
master the modern scientific methods of the West. In these times was born Jamsetji
Nusserwanji Tata. Within his lifetime, Jamsetji was to witness the birth of a

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revolutionary Indian nationalism that would assist in the emergence of independent
India, which he helped to create and whose presence could already be felt when he
died in 1904.

Tata Steel (formerly TISCO and Tata Iron and Steel

Company Limited) is a multinational steel company headquartered in
Jamshedpur , India and part of Tata Group . It is the world's seventh-
largest steel company, with an annual crude steel capacity of 31 million
tones, and the largest private-sector steel company in India measured by
domestic production. Tata Steel is also India's second-largest and
second-most profitable private-sector company, with consolidated
revenues of 118,753 crore (US$ 24.08 billion) and net profit of over
8,983 crore (US$ 1.82 billion) in the year ended March 31, 2011. Tata
Steel is the eighth most-valuable Indian brand according to an annual
survey conducted by Brand Finance and The Economic Times in 2010. It
is currently ranked 410th in the Fortune Global 500 .
Tata Steel's largest plant is located in Jamshedpur, Jharkhand, with its
recent acquisitions; the company has become a multinational with
operations in various countries. The Jamshedpur plant contains the DCS
supplied by Honeywell. The registered office of Tata Steel is in Mumbai .
The
company was also recognized as the world's best steel producer by World
Steel Dynamics in 2005. The company is listed on Bombay Stock
Exchange and National Stock Exchange of India , and employs about
82,700 people (as of 2007). In August 2007 Tata Steel won the bid to
acquire the UK-based steel maker Corus in what was, to date, the largest
international acquisition by an Indian company. It made the Tata Group
the world's fifth largest steel maker, and catapulted them to the global
league.

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Tata steel

Industry Steel

Founded 1907

Founder(s) Dorabji Tata and Utsav Maheshwari

Headquarters Mumbai, Maharashtra, India[1]

Area served Worldwide

B Muthuraman (Vice Chairman)

Key people
HM Nerurkar (MD)

Steel, flat steel products, long steel

Products
products, wire products, plates

Revenue 118,753 crore (US$24.08 billion)

Profit 8,983 crore (US$1.82 billion)

Total assets US$ 24.446 billion (2010)

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Employees 81,269

Parent Tata Group

Subsidiaries Tata Steel Europe

Website www.tatasteel.com

Chapter:- 5

Facts and Findings

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CSR activities of TATA industry –

Employability
1085 youth from areas adjacent to the Company’s plants, were trained in various
technical and vocational trades. At the new plant location of Singur alone, over 350
local youth have been trained in partnership with the government and the social sector,
enhancing their employability

As a part of its skill development programme, the company has identified 10ITIs across
the country to upgrade their facilities and enhance the relevance of their programmes to
industry needs. Of these four it is have been covered in 2007-08. They have been
equipped with the latest machines and tools, the students have been taken on
exposure visits to understand manufacturing processes and Train the Trainer
programmes have been organised for their faculty

In addition as a part of the company’s women empowerment programme 1058 women

have been trained in manufacturing food products and utility items, sewing and
beautician cources.

All the students of the company-supported Mechanic Motor Vehicle Trade course 2007-
08 in association with the Ramakrishna Mission at Sakwar, Thane district, Maharashtra
have been successfully placed at the company’s dealership. Two students from the
previous batch have been facilitated to open their own workship on the Mumbai-
Ahmedabad Highway

Health
Curative and preventive health services were provided to over 92390 persons through
the company’s community health programmes. In Jameshedpur, 374 indivisuals
benefited from cataract operations conducted free of cost.

Special country-wide programmes were conducted for drivers during service camps

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Towards the company’s drive for total sanitation in adopted viallages, 1940 low cost
toilets were constructed

12 hand pumps were installed and 3 wells were repaired , ensuring clean drinking
water supply for over 3500 villagers. Tanker facilities were deployed during summer
months to meet drinking water requirements of rain-parched rural areas in Pune district,
Maharashtra

Education:
Shiksha Prasar Kendra, a TATA Motors society at Jamshedupur supported 18000
students from across 33 schools . Scholarships for higher studies were awarded to 375
students. Extra curricular activities were organised in 31 schools in which over 4300
students participated

Infrastructure was improved at 13 schools , promoting higher education for 2000

children from over 25 villages. This includes a computer lab at Beraberi High school at
Singur in West Bengal

Environment:
Over 175242 saplings have been planted with a 80% survival rate

Community irrigation wells and check dams have been constructed at villages near
Pune , augmenting incomes of families through improved irrigation. In Jamshedpur, 85
acres of land has been brought under irrigation and tree plantation has extensively
been carried out in over 152 acres

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Education -
Development of the communities in its areas of operation is facilitated by Tata Steel
through basic education, technical competency training and skills development apart
from other initiatives. The Company has been playing a leading role in Odisha in
sustainable growth of the rural and tribal population by integrating them in mainstream
economy through education.

Children in five camps of Kalinganagar attend ‘Shishu Bachans’ (Balwadis) located in

each of the Parivar Colonies. These children are prepared for admission at Ashram
Schools managed by the State. Those who want to pursue higher education are
provided scholarships in technical training centers and engineering & medical colleges.
Specific initiatives in education have been discussed below.

• Tata Steel has built or facilitated the construction of 200 educational institutions
in Jajpur district. To improve the educational infrastructure of schools in the
neighboring areas, the Company has taken proactive initiatives in repairing and
construction of buildings, construction of boundary walls, distribution of desks
and benches to schools, apart from distribution of essential items to students.
• To popularize education and provide a healthy environment for the students to
pursue their studies, Tata Steel provides mattresses, pillows, blankets and trays
to various residential schools located in Kalinganagar area. Besides, medicated
mosquito nets, notebooks are also distributed to the school students by Tata
Steel.
• Education in Tata Steel Parivar at present is being handled through 12 education
centres running at five locations, catering to children in the age group of 3 to 14
years.
• Computer Based Functional Literacy (CBFL) programmes are conducted
through six adult literacy centre.

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 • A thorough monitoring system tracks performance of children on a monthly
basis.
• Various extracurricular activities are conducted to foster both mental and
physical well being of the children. In the past years series of workshops were
held on the occasion of Sishu Mela. A children’s magazine called 'Ama
Prathama Lekha' is being published annually. Centres are also provided with
monthly subscription of other children’s magazines.
• Experts from 'Prathama Orissa' conduct specific training programmers for
teachers to update them in innovative teaching and learning methods.
• Three computers have been provided in each of the rehabilitation colonies.
• Under project 'Asha' Tata Steel Rural Development Society (TSRDS) is
providing sports materials (Football, sports attire, Football shoes, Discus, Shot-
put, Skipping ropes, Ring Balls, Carom Boards) to the students of various
residential and non-residential schools in the region

Initiatives in Sports-
Tata Steel has helped to create an atmosphere conducive to sports promotion and also
created champions who have made the Country proud. In India, Tata Steel pays
special attention to the sporting activities for youth at the State and National levels. The
Company has begun work for opening Feeder Centers at out-locations and in
Greenfield project areas. Plans are in place for opening Excellence Centers in selected
sports at various schools, which have the infrastructure.

Tata Steel is in the process of extending its support in a formalised way to Hockey, the
traditional sport of Jharkhand and the National sport of India. In addition, training of the
Bhutan Archery Team is a part of the CSR activity of Taj Tashi, Bhutan.

Tata Steel leads the effort by the Confederation of Indian Industry (CII) to create
"golden hopes" for India. It is the only Indian company to invest in world-class facilities,
create academies and to maintain and manage international level arenas. Apart from
setting up academies in various fields of sports, the initiatives include the following
facilities:

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 • The JRD Tata Sports Complex, an international stadium with an 8-lane
polyurethane track and football field. The complex also houses facilities for
handball, tennis, volleyball, hockey, basketball, boxing, table tennis, swimming
and a modern gymnasium.
• The Keenan Stadium, that hosts international cricket matches and provides
accommodation facilities for visiting sportspeople.

collapse all
Tata Football Academy

The objective of Tata Football Academy is to nurture and

train budding footballers in the most scientific way with the sole purpose of improving
the standard of Indian Football and be a nursery for producing outstanding players for
the Indian National Team.

The Academy has excellent placement record for its cadets with the premier football
clubs of India. It has nine training centers in different disciplines and it trains more than
500 community children in a year.

The Academy not only provides intensive training but also all-round developmental
opportunities with facilities for formal education and vocational training. The fully
residential programme includes special features such as boarding and lodging,
monthly stipend, playing kits, summer and winter clothing, ceremonial kits,
comprehensive medical care, education, a group insurance scheme and other benefits.

Some of the Championships won by TFA in recent years:

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 • All India Biju Pattnaik Football Tournament in 2007-2008
• Chief Minister's Cup in 2007-2008
• All India Ghosto Pal Memorial Football Tournament in 2007-2008
• JRD Tata Youth (Under -19) Invitational Football Tournament in 2007-2008
• 5th Jr. (Under -19) Football Tournament (I League) in 2008-2009

For more information visit: www.tatafootballacademy.comclose this

Tata Archery Academy

The main objective of this academy is to help talented youth to realise their full potential
and achieve excellence in Archery through sustained scientific training. It is committed
to creating value by continually improving Archery Cadets' performance at national and
international level.

A Four Year Residential Training Programme is offered with wide range of basic and
advanced training. Promising cadets are regularly sent overseas for specialised
training. While moulding budding talents, emphasis is placed on technical and tactical
training to help them achieve better understanding of the sport and its success
strategies. Practical lessons are supplemented with theory classes, to provide them
with knowledge of Physiology and Psychology. As a result, cadets understand their
abilities and achieve greater success at the highest level of the sport.

In recent times, several youngsters from Tata Archery Academy won India a Gold
Medal in the Asian Archery Championship, reclaiming the title after 17 years.

close this

Tata Athletics Academy

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 The basic objective of Tata Athletics Academy is to provide
the mainstream of national athletics with a perennial pool of young athletes trained and
oriented to international standards. The strategy is to "Catch Them Young", to give
them the best in terms of training with modern techniques, tactics, psychological as well
as physical conditioning and related inputs to make them medal winners in the
International arena.

Besides technical training, personality development training is also imparted. Fully

residential programme includes special features such as free boarding and lodging, a
monthly stipend, playing kit, summer and winter clothing, ceremonial kits etc. Free
education and medical care makes this academy a completely self-contained facility for
students.

Among some of the recent accolades received by the Tata Athletics Academy is the
performance of the cadets in the East Zone Athletics Championship, winning 9 Gold, 5
Silver and 5 Bronze Medals.

close this

Tata Steel Adventure Foundation

HEALTH-
Extending better healthcare facilities to the people in its areas of operation and in
upcoming project areas has always been a priority in Tata Steel's periphery
development and CSR plan. At the rehabilitation colonies of Odisha, healthcare is given

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a broader perspective beyond its familiar territories of treatment and intervention. It is
approached at an individual level to bring about greater impact for the community.
Whereas earlier, people had extremely limited access to healthcare facilities, that too of
inferior quality, post-relocation they have seen a marked improvement in conditions.
For the most part this is due to sincere efforts by the R&R team to integrate well being
and healthcare with the key determinants of total rehabilitation.

A team of three doctors, six paramedics and six community health assistants are
supported by fifteen community health facilitators (referred to as ‘Swasthya Mitras') to
ensure quality health services to all the families in the Parivar Colonies.

Some of the programmes undertaken for the improvement of healthcare conditions in

and around the Kalinganagar project area have been discussed below.Upcoming
Hospital at Gobarghati
For families affected in its Greenfield steel project at Kalinganagar and also for people
in peripheral villages, Tata Steel is setting-up a hospital in Gobarghati rehabilitation
colony on a land of four acres. It is slated to have a total capacity of 200 beds, to be
incorporated in phases. When completed it would have round-the-clock service, a
pathology lab and an outdoor complex.

Apart from Tata Steel Parivar families, the hospital would cater to around 10000 people
from the nearby villages. Various health services like rural health check-up
programmes, health camps during epidemics and awareness building activities for
people would also be planned through the hospital. Till the completion of the hospital,
the Company is running a dispensary at Gobarghati, which has seen overwhelming
response from the people.

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Tata Steel Healthcare Programme in Number of tribal children
Tribal Residential Schools attended
Several children in the rural and tribal
Bandhagaon residential school - 70
areas of the state are found malnourished
Tamka High School - more than 300
due to a number of factors. In the
Tamka residential school - 350
Kalinganagar area TSRDS has taken up
Phuljhar residential school - 260
five tribal residential schools under the
Rampilo Kanya Ashram - around 450
school healthcare programme with the
objective of taking care of children through
regular health check-ups and free medicines distribution. Company doctors along with
trained para-medical staff visit each of the schools once a month for this purpose.
Besides, students in the tribal residential schools are also taught about basic
healthcare and hygiene.

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Women Empowerment

The successful functioning of Self Help Groups (SHGs) and various other women
empowerment activities undertaken by Tata Steel for the rehabilitated families of Tata
Steel Parivar has set an example for others. While the literacy level has increased
significantly for women of Tata Parivar families in last four years, all of them now have
round-the-clock access to the modern medical services provided by Tata Steel’s
Rehabilitation and Resettlement team. This has resulted in reducing the maternal
mortality rate to zero with much better level of antenatal care, zero adolescence
pregnancy and better understanding of family planning needs.

A few salient features of Tata Steel’s Women Empowerment Programme in the

rehabilitation colonies have been discussed below.

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Empowerment through SHGs

The Tata Steel Parivar Women SHGs are no longer

micro-credit institutions only; they are part of a vibrant social institution devoted to all-
round development of the people. In Resettlement and Rehabilitation, women of SHGs
have taken proactive roles towards improving the quality of life in all aspects. From
encouraging children to attend schools and monitoring their progress to conducting
forums where healthcare issues are discussed, women SHG members have proved
their worth beyond doubt.

More than 60% of the women members of Tata Parivar have launched income
generation programmes with an objective of making their families economically
sustainable. At the moment there are 22 all-women Tata Parivar SHGs. In order to
achieve better levels of income, the rehabilitation and resettlement team of Tata Steel
is continuously imparting Capacity Building Training in the sectors Soura Painting,
Stitching, Poultry & Goat Rearing and Computer based literacy programmes. Even girls
are availing technical education through Tata Steel Parivar Scholarship programmes.

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Tejaswini Training Programme

The Tejaswini Training Programme, designed by

Tata Steel aims at empowering women for a developed society, providing them
opportunities of alternative livelihood and educating them about their role in sustainable
industrialisation and development of their own community and region. The tribal women
members near Kalinganagar area in Odisha are being trained to undertake various
activities and become self-sufficient.

As a first step in this direction, a training-cum-exposure visit was organised for 17 tribal
women, who belong to different SHGs, at Gandhi Labour Foundation, Puri. Tata Steel
makes it a point to educate the SHGs in terms of enhancing productivity, acquiring
loans, in market planning of products and utilisation of funds through workshops and
exposure visits. The participants were also taken on a trip to Pipili to get an idea of the
appliqué industry there and develop interest in different crafts for livelihood earning.

Sagen and Sarjam Sakam

Two women self-help groups (SHGs), supported by Tata Steel Rural Development
Society (TSRDS) have begun the process of bringing into the forefront women
empowerment activities for the members of Tata Steel Parivar. The first, ‘SAGEN’, has
been started with 20 women with active support from Tata Steel Rural Development
Society. SHG members have now started making mats and brooms, which are
marketed locally. ‘Sarjam Sakam’, the other SHG in Trijanga rehabilitation colony
comprising seventeen members has been awarded by the Hon’ble Chief Minister of
Odisha, Shri Naveen Patnaik on February 08, 2009. It has started a number of income-
generation activities with the guidance of TSRDS.

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Tata Memorial Centre:-

Geography

Location Mumbai, Maharashtra, India

Organization

Funding Government hospital

History

Founded 28 February 1941

Links

Website tatamemorialcentre.com

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 Lists Hospitals in India

The Tata Memorial Hospital is situated in Parel, Mumbai in India. It is a specialist

cancer treatment and research centre, closely associated with the Advanced Centre for
Treatment, Research and Education in Cancer (ACTREC). One of the fields of
specialization of this hospital is in the treatment of acute lymphoblastic leukemia
(A.L.L). The hospital claims to treat and cure 99% of the A.L.L patients. This hospital is
also one of the few in India to have a P.E.T. scanner. The Director of this hospital is Dr.
Rajendra A Badwe, who took over from for director Dr. K.A. Dinshaw (who
superannuated after 13 years in the institution), while the head of the Bio-Imaging Unit
is Dr. Venkatesh Rangarajan.
The Tata Memorial Centre is the national comprehensive cancer
centre for the prevention, treatment, education and research in Cancer and is
recognized as one of the leading cancer centres in this part of the world. This
achievement has been possible due to the far-sighted and total support of the
Department of Atomic Energy, under Dr. Homi N Sethna responsible for managing this
Institution since 1962. The Tata Memorial Hospital was initially commissioned by the Sir
Dorabji Tata Trust on 28 February 1941 as a center with enduring value and a mission
for concern for the Indian people.
In 1952 the Indian Cancer Research Centre was established as a
pioneer research institute for basic research—later called the Cancer Research
Institute (CRI). In 1957 the Ministry of Health took over the Tata Memorial Hospital. The
transfer of the administrative control of the Tata Memorial Centre (Tata Memorial
Hospital & Cancer Research Institute) to the Department of Atomic Energy.
In 1962 was the next major milestone. The Tata Memorial Hospital
and Cancer Research Institute merged as the two arms of the Tata Memorial Centre
(TMC) in 1966 as a classic example of private philanthropy augmented by Government
support with a mandate for Service, Education & Research in Cancer.

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 Analysis and Interpretation

The local population gains the most as a result of the TISCO operations. Apart
from benefits accruing from the primary function of the corporation, HMIL has been
extending full support in the overall development of the areas around its operations all
over the country. The execution of these programmes has been further streamlined.
Work-centre-wise allocations are made each year and programmes are being executed
under the comprehensive guidelines issued on the subject. Major emphasis has been
given for promotion of education, health and community development and in times of
natural calamities such as floods, cyclones, earthquakes, landslides, etc. The impact of
these concerted efforts is felt by the community. TISCO programs about health care,
helping the educational institutions are widely appreciated.

A proactive approach towards socio-economic development is adopted i.e.

projects are identified by TISCO at the plant level by involving the district
administration, local representatives and recognized voluntary organizations.

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 Conclusion and Suggestions

The findings reveal that each of the leading operators has its own approach to
CSR and that there are substantial variations in the nature and the extent of reporting.
More specifically the paper focuses upon four sets of CSR issues namely those relating
to the marketplace; the workplace; the environment; and the community and then
provides some reflections on the commitment to these issues at both corporate and
individual public levels. Research implications/limitations – CSR in the pub sector of the
hospitality industry has received relatively little attention from academics but the case
study suggests a number of fertile grounds for future enquiry and research. That said
the current case is a preliminary exploration of CSR issues as reported on the
worldwide web and more in depth work will be needed before more definitive
conclusions can be drawn.

For TATA STELL, Corporate Social Responsibility is a culture and an unwritten

contract with the community. Every citizen is an asset in economic activity and TATA
STELL only tries to provide the opportunity.

It has been argued that there are considerable evidence and significant

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opportunities for TISCO to contribute in a sustainable manner to social value creation
through CSR related training initiatives in developing countries.

Through the present Project, and taking into account, we consider that we
have identified some working avenues that international organizations, state
governments, or both working together, could undertake with the goal of inspiring and
orienting the challenge of localizing CSR training initiatives.

Localizing CSR training initiatives requires relevant national needs with the
business strategies and competences. Only then, can we consider the possibility of
arriving at a shared understanding and agreement on the way in which we can
contribute to social value creation through business development.

In this context, one option would be setting a CSR agency, which can support
and encourage the development of a CSR leading entity at national level: “localizing
CSR”, integrating government, private sector and civil society organizations. There is a
need to fill the gap for addressing initiatives to further and optimize the CSR
advantages. Among them:

 Raising awareness of the role of CSR in human capital development. Work to

advance the concept of CSR as a “social value creation” strategy. For instance,
promoting commitment and long term vision for meeting education needs.

 HMIL has to concentrate on their core competencies to be better able to

innovate on their initiatives. This helps to ensure consistency between the
company’s portfolio of activities and the engagement on CSR.

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  Regional integration, define an agenda for regional educational priority issues
and develop a network of governments, business and civil society organizations
with the goal of promoting CSR training initiatives at the regional level.

To enlarge TISCO commitment towards human capital development through

CSR training related initiatives would require a more coherent approach to emphasize
the quantitative and qualitative benefits for both, company and society at large. It is
crucial to build on existing successful initiatives, capacities and skills to serve as a
model for promoting the legitimacy of this endeavor.

Bibliography –

1. www.google.com

2. www.tatasteel.com

3. Annual Report – 2008-2009 of TATA STEEL

4. www.tata.com

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