1

REPORT ON
ETHICS AND
CSR ACTIVITIES
OF TATA
COMPANY
By: Group6 IBM Sec H - VarkalaAbhishek20FMUCHH010714
Mallika Sajish Mappadath20FMUCHH010733
Sohini Reddy 20FMUCHH010747
Tuba Anwar-20FMUCHH010773
Gunda Haswanth-20FMUCHH010788
Sathwik Aitha-20FMUCHH010818
Neeraja Dornals-20FMUCHH010832
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CONTENT
S.no Topic Page no
1. Introduction of Tata company 3-4
2. Ethics, core value followed by Tata 5-7
3. CSR and its importance 8-10
4. CSR policy of TATA 11-12
5. CSR activities of TATA 13-16
6. TATA dealing with issues 17-23
7. Conclusion 24
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Introduction
The Tata Group is an Indian multinational conglomerate
headquartered in Mumbai. Established in 1868, it is India's
largest conglomerate, with products and services in over 150
countries, and operations in 100 countries across six
continents. Acknowledged as the founder of the Tata Group,
Jamshedji Tata is sometimes referred to as the "father of
Indian industry". Each Tata company operates independently
under the guidance and supervision of its own board of
directors and shareholders. Philanthropic trusts control over
66% of the Tata holding company Tata Sons, while the Tata
family is a very small shareholder. The group's annual
revenue for fiscal year 2021–22 was reported to be US$128
billion. There are 29 publicly-listed Tata Group companies
with a combined market capitalisation of $311 billion as of
March 2022. Significant Tata Group affiliates include Tata
Consultancy Services, Tata Consumer Products, Tata Motors,
Tata Power, Tata Steel, Voltas, Titan Company, Tanishq, Tata
Chemicals, Tata Communications, Trent, Tata Elxsi, Indian
Hotels Company, Air India, TajAir, Tata Cliq, Tata Advanced
Systems, Tata Capital, Cromā, BigBasket and Tata Starbucks.
As published in the Journal of the Royal Society of Arts dated
Aug. 27, 1948. The House of Tata - Sixty Years Industrial
Development in India by Sir Frederick James, O.B.E. -
“Jamshedji Nusserwanji Tata was born in 1839, just after
Macaulay had left India to write his famous history of
England. Tata graduated from Elphinstone College in Bombay
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in 1858. Shortly afterwards, he joined his father’s trading firm

that dealt in general merchandise.
There, the junior Tata took a special interest in developing
trade with China. When the American Civil War caused a
boom in the Bombay cotton market, Tata and his father
joined the Asiatic Banking Corporation. When the tide ebbed,
Tata's credit was left desolate. Fortunately, the firm’s credit
was re-established during the next three years. A share in the
lucrative contract for the commissariat of Napier’s expedition
to Abyssinia in 1868 restored the family fortune.” In 1870
with Rs.21,000 capital, he founded a trading company.
Further, he bought a bankrupt oil mill at Chinchpokli and
converted it into a cotton mill, under the name Alexandra
Mill which he sold for a profit after two years. In 1874, he set
up another cotton mill at Nagpur named Empress Mill. He
dreamed of achieving four goals, setting up an iron and steel
company, a unique hotel, a world-class learning institution,
and a hydroelectric plant. During his lifetime, in 1903, the Taj
Mahal Hotel at Colaba waterfront was opened making it the
first hotel with electricity in India.
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ETHICS &CORE VALUE

FOLLOWED BY TATA

INTRODUCTION OF ETHICAL BEHAVIOUR

Organizational ethics express the values of an organization to
its employees and/or other entities irrespective of
governmental and/or regulatory laws. Ethics are the
principles and values used by an individual to govern their
actions and decisions.
Tata Steel has always maintained that all its stakeholders are
equal and we look forward to an equally aligned work culture
with all our stakeholders.
Ethical behaviour is intrinsic to their business and has been
part of their legacy since inception, as envisioned by its
Founder. He believed that a business must operate in a
manner such that it respects the rights of all its stakeholders
and creates overall value for society.
Each year, the organization observes the month of July as
‘Ethics Month’ across the organisation to reinforce ethical
culture. This year’s theme ‘Integrity Matters’ intends to
further drive a sense of personal commitment, amongst all
stakeholders, towards a better and ethical tomorrow.
CORE VALUES:
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Tata has always been a values-driven organisation. So, these

values continue to direct the growth and business of Tata
companies.
The five core Tata values underpinning the way we do
business are:
 Integrity: We will be fair, honest, transparent and
ethical in our conduct; everything we do must stand the
test of public scrutiny.
 Responsibility: We will integrate environmental and
social principles in our businesses, ensuring that what
comes from the people goes back to the people many
times over.
 Excellence: We will be passionate about achieving the
highest standards of quality, always promoting
meritocracy.
 Pioneering: We will be bold and agile, courageously
taking on challenges, using deep customer insight to
develop innovative solutions.
 Unity: We will invest in our people and partners, enable
continuous learning, and build caring and collaborative
relationships based on trust and mutual respect
The Tata philosophy of management has always been, and is
today more than ever, that corporate enterprises must be
managed not merely in the interests of their owners, but
equally in those of their employees, of the consumers of their
products, of the local community and finally of the country as
a whole.
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ETHICS TOWARDS OUR EMPLOYEES

Equal opportunity employer in TATA:
1. It provides equal opportunities to all our employees and
to all eligible applicants for employment in our company. We
do not unfairly discriminate on any ground, including race,
caste, religion, colour, ancestry, marital status, gender,
sexual orientation, age, nationality, ethnic origin, disability or
any other category protected by applicable law.
2. When recruiting, developing and promoting our
employees, our decisions will be based solely on
performance, merit, competence and potential.
3. It shall have fair, transparent and clear employee policies
which promote diversity and equality, in accordance with
applicable law and other provisions of this Code. These
policies shall provide for clear terms of employment, training,
development and performance management.
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CSR AND ITS IMPORTANCE

Corporate social responsibility is a broad concept that can
take many forms depending on the company and industry.
Through CSR programs, philanthropy, and volunteer efforts,
businesses can benefit society while boosting their brands.
For a company to be socially responsible, it first needs to be
accountable to itself and its shareholders. Companies that
adopt CSR programs have often grown their business to the
point where they can give back to society. Thus, CSR is
typically a strategy that's implemented by large corporations.
After all, the more visible and successful a corporation is, the
more responsibility it has to set standards of ethical
behaviour for its peers, competition, and industry.
Types of Corporate Social Responsibility:
In general, there are four main types of corporate social
responsibility. A company may choose to engage in any of
these separately, and lack of involvement in one area does
not necessarily exclude a company from being socially
responsible.
Environmental Responsibility
Environmental responsibility is the pillar of corporate social
responsibility rooted in preserving mother nature. Through
optimal operations and support of related causes, a company
can ensure it leaves natural resources better than before its
operations. Companies often pursue environmental
stewardship through:
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1.Reducing pollution, waste, natural resource consumption,

and emissions through its manufacturing process.
2.Recycling goods and materials throughout its processes
including promoting re-use practices with its customers.
Ethical Responsibility
Ethical responsibility is the pillar of corporate social
responsibility rooted in acting in a fair, ethical manner.
Companies often set their own standards, though external
forces or demands by clients may shape ethical goals.
Instances of ethical responsibility include:
1.Fair treatment across all types of customers regardless of
age, race, culture, or sexual orientation.
2.Positive treatment of all employees including favorable pay
and benefits in excess of mandated minimums. This includes
fair employment consideration for all individuals regardless
of personal differences.
Philanthropic Responsibility
Philanthropic responsibility is the pillar of corporate social
responsibility that challenges how a company acts and how it
contributes to society. In its simplest form, philanthropic
responsibility refers to how a company spends its resources
to make the world a better place. This includes:
1.Whether a company donates profit to charities or causes it
believes in.
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2.Whether a company only enters into transactions with

suppliers or vendors that align with the company
philanthropically.
Financial Responsibility
Financial responsibility is the pillar of corporate social
responsibility that ties together the three areas above. A
company make plans to be more environmentally, ethically,
and philanthropically focused; however, the company must
back these plans through financial investments of programs,
donations, or product research. This includes spending on:
1.Research and development for new products that
encourage sustainability.
2.Recruiting different types of talent to ensure a diverse
workforce.
Importance of CSR:
1. Social responsibility empowers employees to leverage
the corporate resources at their disposal to do good.
2. Being a socially responsible company can bolster a
company's image and build its brand.
3. Social responsibility programs can boost employee
morale in the workplace and lead to greater
productivity, which has an impact on how profitable the
company can be.
4. Businesses that implement social responsibility
initiatives can increase customer retention and loyalty.
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CSR POLICY OF TATA

TATA STEEL CSR POLICY
Tata Steel’s vision is “to be a global benchmark in value
creation and corporate citizenship”. The company has always
endeavoured to conduct its business responsibly, mindful of
its social accountability, respecting applicable laws and with
regard for human dignity. The company’s long-term CSR
objective is “to improve the quality of life of the communities
we serve globally through long term value creation for all
stakeholders”, which is in alignment with the Tata Group
Core Purpose. The company shall allocate at least 2% of its
average net profits before taxes of the preceding three years,
towards CSR activities to sustain and improve a healthy and
prosperous environment and to improve the quality of life of
the communities it serves. The company may also utilize its
products and services as suitable for its CSR activities. Any
surpluses arising out of CSR projects or programmes or
activities shall be re-deployed back into CSR activities and will
not form a part of the business profits of the company. The
company shall positively impact and influence its employees
and partners in fostering a sense of social commitment for
their stakeholders.
CSR Focus Areas-
Tata Steel’s CSR in alignment with the Tata Group focus
initiatives (Skills, Water, Governance, Education) will focus on
four thrust areas – Education, Health, Livelihoods and Rural
and Urban infrastructure. Besides, it will also undertake
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Interventions in the areas of sports, disaster relief,

environment and ethnicity etc, all aimed at improving the
quality of life of the communities.
Approach -
The Company’s CSR will revolve around six guiding principles
– Impact, Partnerships, Affirmative Action, Volunteerism,
Communication and Innovation. Delivery Mechanism Whilst
a large part of the CSR efforts of Tata Steel will be
implemented by an in-house CSR department and through
several Societies promoted by the company, the company
will also partner with credible organizations – individually or
as a consortium – to design, fund, implement and review
projects. Partner agencies will be selected based on well-
defined selection criteria.
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CSR Activities of TATA Group:

Aarogya – Health:
Their initiatives try to address malnutrition in children who
are between 0-6 years of age. Apart from providing
supplementary diet and nutritional supplements to
malnourished children, the focus has been to work on
preventive measures like enabling behavioural changes in
communities, especially the young mothers and parents,
through awareness sessions, providing ante-natal and post-
natal services.
Added to these interventions are the curative health care
services wherein the communities are serviced through
diagnosis, administration of generic medicines and
consultations. Access to safe drinking water is another
concern that our initiative Amrutdhara aims to address.
Their health program has benefitted 3,82,888 people. Over
74% of the malnourished children are in healthy category and
there has been positive change in the knowledge, attitude
and the behaviour of the communities on health. Infusing
sustainability is core to our approach; therefore, we
strengthen institutional delivery mechanism by enhancing
the capacities of the personnel from the government on one
hand while mentoring communities to take ownership of
programmes on the other.
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Vidyadhanam – Education:
TML has adopted a targeted approach for improving the
scholastic performance and infusing confidence in children,
which includes:
1. Instituting need based rolling scholarships/ financial
supports for financially challenged students
2. Organizing support classes for difficult subjects for high
school students
3. Value based life skills, sports and other co-curricular
activities
4. Plugging gaps in infrastructure at schools
A conscious effort has been made to target the middle school
level which has a dearth of resource and a significant
representation of SC/ST communities, and a maximum school
drop-out rate which is close to 50%. Nearly all of our
education interventions have been digitized.
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Kaushalya – Employability or Skilling:

As an approach, Kaushalya reaches out to the huge pool of
school dropout unemployed youth. The courses are available
for youths from our corporate social responsibility education
programs, for those who have a dire need to support their
families or don’t wish to continue education. Given the
limited opportunity to productively participate in the formal
economy, our skill development programme in India
“accelerate aspirations” of school dropout youth, in sectors
which provide opportunity to those who undergo continuous
formal learning and training (ITI and Diploma).
Auto Trade: Tata Motors leverages its domain knowledge
automobile space and has designed courses (like auto service
technician) which have been approved by Automotive Skill
Development Council (ASDC). We leverage our dense
network of Industrial Training Institutes for imparting training
and over 6600 Dealers and Tata Authorized Service Stations
(TASS) for On-the-Job Training (with commitment of spend).
Non-Auto Trade: Tata Motors offers a host of vocational
training courses which have high market demand.
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Vasundhara – Environment:
TML has planted 1,10,101 saplings (of indigenous varieties)
across locations and ensured their survival rate is significantly
high (85%). At few locations, these places have turned into
microhabitats which host varied species of flora and fauna.
Our environmental awareness programmes aim to sensitise
young children, and we have been able to reach to 90,575
persons, making these one of the dynamic green initiatives
by corporates in India.

.
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TATA DEALING WITH ISSUE:

Tata Group Dispute Resolution Tata Group is no stranger to
constant disputes across all its companies. From the land
dispute in 2008 to the Cyrus Mistry controversy in 2016, Tata
has seen it all. But mainly Tata has managed to steer through
such difficult times and stood the test of time. The root cause
of the 2016 Tata Group standoff lies in the operating
structure of the group itself, proxy advisory firm Institutional
Investors Advisory Services (IiAS) said in a research note on
the 12th of November 2016. Tata Trusts controls Tata Sons,
which controls operating companies, some of which are
publicly traded and audited by external stakeholders,
including shareholders. The Tata Group needed to address
potential areas of conflict and clearly define the terms of
cooperation between his three levels of the group. They
created operational structures that outlast individuals.
Indeed, Tata Sons' nine-page letter dated November 10, 2016
revealed internal conflicts between various entities. The
holding company has exploited the trust placed in him by
ousted chairman Cyrus Mistry in an attempt to control the
Tata Group's main operating companies “To the exclusion of
Tata Sands and other Tata representatives.” accused of
being. IiAs proposed that the Chairman of the Tata Trusts and
Tata Sons should be the same person in order to align the
interests of the Tata Trusts and Tata Sons. He also suggested
that Tata Trusts and Tata Sons should be run by independent
CEOs with clearly defined roles in the future. The chairman
should be the manager of the Tata brand, but his CEO role at
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Tata Sands should be more than his portfolio manager. The

CEO of Tata Sons is responsible for overseeing company
performance, setting dividend policies, and allocating capital
between companies. Additionally, the CEO of Tata Sons was
forced to ensure brand identity compliance and leverage
group synergies by offering shared services. CEOs must have
the flexibility to focus on portfolio companies with which the
Tata brand is associated. Like a corporate board of directors,
the Tata Sons CEO is accountable to the board and chairman.
He's also tasked with keeping the costs and bureaucracy of
the Tata Sons from skyrocketing. This should be a new
burden where it is preferable to cap the cost by a certain
percentage. With clearly defined roles and a clear chain of
command, everyone involved should be clear about their
roles and responsibilities. The proposed structure should
benefit all stakeholders, namely those of listed companies as
well as Tata Trust. The battle between Mistry and Ratan Tata
has long been resolved. Anticipating a protracted battle, the
Tata Sons filed for shareholder liquidation following his
dismissal of Cyrus Mistry. When you arrived in Khejuri in
2008, you knew right away. The streets of the remote
communist area of Nandigram in India's West Bengal state
were lined with crude bamboo flagpoles bearing communist
hammers and sickles. About 150 kilometres away from
Kolkata, the region suffered a minor civil war in 2007 after
the provincial communist government attempted to acquire
land in Nandigram for a special economic zone set up by
Indonesia's Salim Group. Khejuri villagers wanted the zone,
claiming it would bring jobs. But neighbours in other parts of
 19

Nandigram who do not want to give up their farms have

started protesting the project. The communist cadres in
Khejuri took up arms against the protesters, leading to as
many as 14 deaths by some reports and creating divisions
that persist to this day. “We can't look them in the eye – we
can't go over there and they can't come here,” Satarajan Das,
a villager in Khejuri, says of his former neighbours in other
parts of Nandigram. The area had come to symbolise one of
the central difficulties facing India in its attempt to become
an industrial power – how to build big projects without
disenfranchising the nation's farmers, who still comprise 70
per cent of the population, many of them peasants who
follow centuries-old farming practices. The then high-profile
victim of this conflict between industry and agriculture is
Tata, one of India's largest conglomerates. The group was
being confronted with farmers' protests against its plan to
build a factory to make the world's cheapest car, the Nano,
also in West Bengal and on prime agricultural land. Vedanta
Resources, a UK-listed metals company, has been embroiled
in a dispute with tribesmen over plans to mine a mound
believed to be sacred in the state of Orissa, also in eastern
India. South Korean steelmaker Posco plans to build his 12
billion factories in Orissa No one disputes that India needs
more manufacturing to create jobs. Agriculture employs
almost 60% of the labour force, but produces only one-fifth
of the country's gross domestic product. With India's current
population of 1.3 billion set to halve again in less than 20
years, jobs are desperately needed in labour-intensive non-
agricultural industries. “No substantial country has ever
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crossed the barrier of poverty without very substantial

industrialisation,” Amartya Sen, the Nobel prize winning
economist, noted previously in a column for a local paper.
The problems arise, however, when it comes to acquiring
land for industry. In December, when work began to fence off
the plant site, police fired shots to clear the area. The strife at
the Nano plant came in August when the opposition
Trinamool Congress, led by prominent activist Mamata
Banerjee, started mass protests calling for 40 per cent of the
site to be returned to farmers still opposed to giving up their
land for the project. Mr Tata, distressed that the group might
miss the October commercial launch date for the Nano,
ratcheted up the pressure on the state government to solve
the impasse by bluntly warning that he would relocate the
plant if the protests continued. The threats drove Ms
Banerjee and Mr Bhattacharjee, both of whom have no
interest in seeing the Tata group leave the state, back to the
negotiating table. A visit to the villages around Singur shows
that this was an area where poor farmers eking out a
subsistence living rub shoulders with middle-class
agriculturalists. The government’s mistake was not to first try
to build a consensus among the people, particularly the more
prosperous farmers, over the need for the plant, analysts
said. "The West Bengal government is taking a 'my way or the
highway' attitude," said Mritiunjoy Mohanty, an assistant
professor at the Indian Institute of Management Calcutta.
Many farmers were outraged when the government
announced plans to forcibly purchase their land. A senior
state government official admits the government did not
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foresee the problems Singur could face. The dialogue should

have started earlier, he says. Some have criticised Mr.
Banerjee and the policies of the Communist government. But
analysts say the issue lies at the heart of the flaws in India's
legal system. The Indian legal system allows the government
to compulsorily acquire land for private companies. The West
Bengal government argues that acquiring land for private
industry is legal as it serves the public purpose of creating
jobs and collecting taxes. Farmland is typically divided into
hundreds of small parcels, and the Nano site alone had
12,000 owners, he adds, making it difficult for industrialists
to put together large chunks of land on their own. increase.
The Central Government of India has recognised the
importance of this issue and has drafted amendments to the
Land Acquisition Act of 1894. This specifically prohibits forced
acquisition of land for private use in most cases. However,
this change came too late to resolve the controversy
surrounding the Nano project. The Tatas, who continued to
pressure opposing factions to settle their disagreements,
were portrayed as unfortunate victims of politics and won
the sympathy of the country's urban middle class. The reality
is more complicated. But while the two might be far apart in
Singur, there was at least hope for a peaceful resolution. Mr.
Banerjee and the government tried to broker a deal that
would give more compensation to those who reluctantly
abandoned the country. There was no happy ending in sight
for Nandigram. The cautious youth village of Sonatura, near
Khejuri, which has been protesting against the Nandigram
Special Economic Zone, suffered the most from last year's
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riots. They claimed that Khejuri communist cadres would

sneak into the area every night and drop bombs on the
villagers. West Bengal is also home to the world's longest-
running democratically elected communist government, so it
doesn't seem like a hotspot for India's agricultural protests.
The ruling Left Front Coalition, led by the Communist Party of
India (Marxist), came to power in 1978 with an aggressive
land reform agenda to give landless peasants property rights,
and in the process became India's most prosperous. spawned
one of the rural areas. At the same time, however, union
activists alienated the industry with practices such as
"geraoing", in which factory managers were surrounded in
their offices and held until they complied with their demands.
The communist government has become highly anti-
business, severely restricting computer use and even
claiming its stealing jobs, but about a decade ago, it was
discovered that Indian software was missing out on his
boom. I noticed. The Prime Minister at the time, Buddhadev
Bhattacharjee, changed this to a more pro-business stance.
He is believed to be close to Ratan Tata, the chairman of the
Tata Group who brought him the coup by agreeing to
manufacture nano in West Bengal in exchange for subsidies
such as cheap land. CPI(M) leaders thumped the table when
they were accused of supporting capitalism in their new
industrial policy. “We are not serving the interests of
capitalists,” argues Biman Basu, leader of the CPI(M)-led
National Governing Coalition, the Left Front. “We want to
create jobs for the youth.” His CPI(M) supremacy in the state
is being challenged by his Trinamool parliament, a breakaway
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of the Congressional Party led by Mamata Banerjee. increase.

TMC won local elections in Singur, mobilising public support
for the Nano project. Additionally, some believe the ruling
coalition, led by Delhi's parliamentary party, supports their
efforts. The CPI(M) has angered parties in the House of
Representatives by opposing the ruling coalition's efforts in
Congress to reach a nuclear deal with the United States.
Through all of this, it is essential for us to imbibe that while
many external factors cause disputes even for huge
corporates such as Tata, it is also external factors that tame
the situation. Tata should be applauded for being able to
surpass such weighted accusations and still remain a strong
force in the world of India’s Capitalism.
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CONCLUSION
Tata has always been known for its ethics and CSR activities.
Its core values have inspired many people. The ethics
followed by tata company has always encouraged its
employees to work efficiently. The Company spent Rs. 23.7
Crores on its CSR initiatives in the last financial year.
Cumulatively, Tata Motors’ efforts positively impacted over
7.9 lakh lives during the year, with over 40% of beneficiaries
coming from SC and ST communities. And we hope that Tata
company will continue this practice of their ethics and csr
activities which gives hope to people that job can be
enjoyable.