INDEX

Chapter Page
No. No.

EXECUTIVE SUMMARY i-viii

SECTION I
INTRODUCTION

1.1 Introduction to Topic 1

1.2 Objectives of the Study 4
1.3 Research Methodology 5
1.4 Data 10
1.5 Scope of the Study 11
1.6 Limitations of the Study 11

SECTION II
FUNDAMENTAL CONCEPTS RELATED TO TOPIC

2.1 What is CSR? 13

2.2 Recent changes in CSR 16
2.3 History of Tata 17
2.4 Corporate Social Responsibility in Tata Group 20
2.5 10 Principles of Tata Group 23
2.6 Tata Corporate Sustainability Policy 25
2.7 Introduction to Tata Steel (TISCO) 26
2.8 Background of company 27
2.9 History & Company‘s Definition of CSR 28
2.10 Tata Steel CSR Policy 30
2.11 CSR Activities in Tata Steel 33
2.12 Other CSR Activities in Tata Steel 47
2.13 Recent CSR Activities in Tata Steel 52

SECTION III
CONCULSION

3.1 Conclusion 66

3.2 Bibliography 67

3.3 Annexure 68

i
 EXECUTIVE SUMMARY

Corporate social responsibility refers to company‘s commitment to operating in an economically,

socially and environmentally sustainable manner which is transparent and increasingly satisfying to its
stakeholders. Stakeholders include investors, employees, customers, business partners, environment and
society.

CSR is generally understood as being the way through which a company achieves a balance of
economic, environmental and social imperatives (Triple-Bottom-Line Approach), while at the same time
addressing the expectations of shareholders and stakeholders.

Following are the objectives for the study:

 To know the CSR activities undertaken by the TATA Steel (TISCO) for upliftment of masses.

 To find out various measures adopted by TATA Steel for involving its staff in its CSR drive.

 To find out the current CSR initiatives taken by Tata Steel.

Tata Steel has focused on responsible business practices with community centric interventions.
Sustainable development and inclusive growth is facilitated by CSR department through the Tata Steel
Rural Development Society (TSRDS), the Tata Steel Family Initiative Foundation (TSFIF), the Tribal
Cultural Society (TCI), the Tata Steel Skill Development Society (TSSDS) and the Urban Services,
which contribute to health, drinking water, education, sustainable livelihood, renewable energy,
employability Training and Tribal ethnicity.

ii
 SECTION I

INTRODUCTION

1
 1.1 INTRODUCTION

Corporate Social Responsibility in now accepted as a means to achieve sustainable

development of an organization. CSR is about integrating economic, environmental and
social objective with a company‘s operations and growth. CSR impacts governance and
ethics, employee welfare, society welfare, environment protection etc. and many more.
The Companies Bill, 2012 intends to inculcate the philosophy of CSR among Indian
companies. There are different types of CSR like Environmental CSR, Community based
CSR, HR based CSR and Philanthropy.

The functions of CSR are Ethical, Legal, Societal and Ecological functions. The ethical
functions of CSR help to present conflicts of interest between earning corporate profits
and maintaining the integrity of the company. The legal function of CSR helps to
encourage transparency in a company‘s business practices and financial reporting. The
societal functions of CSR helps to respect and invest in the communities in which the
company operates. The ecological functions of CSR helps not only to respect the
immediate environment in which the company operates but also to respect the company‘s
effect on the global environment.

Tata Group translated the vision of the CSR into action with a great zeal and
commitment in India way back in 1920 at Tata Iron and Steel Co. Ltd (TISCO), which
was seen as a role model to be followed by others subsequently.

Corporate Social Responsibility has always been taken care of by the Tata group. In
words of Mr. Jamshedji Tata "In a free enterprise, the community is not just another
stakeholder in business but is in fact the very purpose of its existence."

In pre and post independence era of India, TATAs have contributed largely in the overall
development of nation covering various spheres like health, education, environment,

2
science and technology, research, sports, culture etc. Amidst of many scams and scandals
taking place in India & involvement of many private sector companies, it is TATA Group
who has always been admired for its ethical and philanthropic values.

This study on CSR at Tata Steel has sufficient reasons to be established. Many such
studies have been done at Tata Steel on CSR initiatives in the past. But, the recent study
will throw lights on the perseverance and continuous efforts of Tata Steel for CSR
activation. Here few quotations of the great leaders are justified to be given.

―I do believe that we, in the Tata group, have held a view and sense of purpose that our
companies are not in existence just to run our business and to make profits but that we are
responsible and good corporate citizens over and above our normal operations‖.
- Ratan N. Tata, Chairman

―Let the industry established in the countryside ‗adopt‘ the villages in its‘
neighbourhood, it is also clearly in the interests of industry that surrounding areas should
be healthy, prosperous and peaceful.
- JRD Tata,Chairman

―In a free enterprise, the community is not just another stakeholder in business but is in
fact the very purpose of its existence."
- JamsetjiNusserwanji , Tata Founder, Tata Group.

3
 1.2 OBJECTIVE OF THE STUDY

Following are the objectives for the study:

 To know the CSR activities undertaken by the TATA Steel (TISCO) for upliftment of
masses.

 To find out various measures adopted by TATA Steel for involving its staff in its CSR

drive.

 To find out the current CSR initiatives taken by Tata Steel.

4
 1.3 RESEARCH METHODOLOGY

1.3.1 LITERATURE REVIEW

In the paper ―The 10 Companies with Best CSR Reputations (Prathima, 2018), many
Indian organizations are currently anticipated that would release their partner duties and
societal commitments, alongside their shareholder-riches boost objective. About all
driving corporate in India are included in corporate social obligation (CSR) programs in
regions like training, wellbeing, vocation creation, expertise advancement, and
strengthening of weaker areas of the general public. Remarkable endeavours have
originated from the Tata Group, Infosys, Bharti Enterprises, ITC Welcome gathering,
Indian Oil Corporation among others. The new Companies Act has requested that
Corporate India venture in with the arrangement that organizations contribute to for every
penny of their net benefits in CSR. Worldwide Reporting Initiative (GRI) that structures
the premise for this paper has a few parameters that are far in abundance of what the
Indian Companies Act recommends. It covers manageability and CSR issues while in the
meantime likewise taking a gander at worker guidelines, wellbeing and security issues
and a great deal more. The study took a gander at main 115 organizations to touch base at
the positioning. It covers enterprises as changed as autos, banks, expanded, FMCG,
foundation, data innovation, metals and mining, oil, power, steel, pharmaceuticals, media
communications and others.

In the paper ―A Study of Corporate Social Responsibility in Indian organization: an

introspection (Mishra, June, 2013) the Indian economy is growing, here Corporate Social
Responsibility (CSR) assume vital part in associations. In Indian industry one can without
much of a stretch notice an outlook change from corporate humanitarian to being socially
mindful. The significance of CSR is expanding in Indian corporate situation since
association have understand that extreme objective is not benefit making next to this trust
building is feasible and attest capable with societal relationship.

5
The impulse of CSR has risen in most recent two decades when Indian association
understands the significance of supporting in this relentless rivalry period. Prior to this
Indian business had materialistic society. In the shout of LPG (Liberalization,
Privatization and Globalization) organizations were just engaged toward benefit boost
which drove social discharge. To beat this design CSR, assume a critical part in
supportable improvement which is just conceivable when there is a harmony amongst
benefit and bringing down social discharge or annihilating it. The paper attempts to
dissect the investigation of CSR status in India, this can offer knowledge to what degree
organizations can take after the CSR. It throughs light on CSR for Indian association
which would be useful for both monetary and social interest which would be cutting edge
majors to give profitable data and in addition recommend on their CSR practices and
execution.

In the paper ―Corporate Social Responsibility: A Case Study of TATA Group (Amit
Kumar Srivastava G. N., Sep-Oct. 2012) Starting from the seasons of trade framework to
today's advanced time of plastic cash, the humankind has trodden a strikingly long way.
Without a doubt "gainfulness" has dependably been the main thrust and an undercurrent
behind this improvement; yet as each coin has two features; developing relentless rivalry
and business competitions began taking substantial toll on the quality,
straightforwardness, environment and the general public by and large imperiling the quiet
conjunction of business and society. The organizations house began understanding that
they would need to ascend far beyond the gainfulness and deal with every one of those
connected with their survival in the general public straightforwardly or by implication.
This acknowledgment came about into the idea of Corporate Social Responsibility (CSR).
This exploration paper moves around building up a comprehension about the corporate
social obligation (CSR), digging into its idea and discovering its extension taking the
contextual analysis of the TATA Group under Mr. Ratan Tata who has exemplified the
awareness of other's expectations towards the growth of regular masses and assurance of
nature and improvement of the country.

6
In this paper ―A Stakeholder Approach to Corporate Social Responsibility fresh
perspective into theory and practice‖ (Jamali, 2008) Stakeholder hypothesis has picked up
coin in the business and society writing as of late in light of its common sense from the
point of view of directors and researchers. In representing the late command of partner
hypothesis, this article introduces an outline of two conventional conceptualizations of
corporate social duty (CSR), A Three Dimensional Conceptual Model of Corporate
Performance', The Academy of Management Review and Wood: Corporate Social
Performance Revisited', The Academy of Management Review, highlighting their
prevalent slant toward giving static ordered CSR portrayals. The article then presents the
defence for a partner way to deal with CSR, inspecting its method of reasoning and laying
out how it has been coordinated into late observational studies. In light of this audit, the
article embraces a partner structure the Ethical Performance Scorecard (EPS) proposed
by, 'Moral Business and Investment: A Model For Business and Society', Journal of
Business Ethics to look at the CSR methodology of a specimen of Lebanese and Syrian
firms with an enthusiasm for CSR and test applicable speculations got from the
CSR/partner writing.

In the paper ―A Three Country Comparative Analysis of Managerial CSR

Perspectives: Insights from Lebanon, Syria and Jordan‖ (Dima Jamali, March 2009)
Corporate social duty (CSR) is an idea that has obtained another reverberation in the
worldwide economy. With the approach of globalization, supervisors in various
connections have been presented to the thought of CSR and are being compelled to
embrace CSR activities. However, in perspective of immeasurably varying national
societies and institutional substances, blended introductions to CSR keep on being
striking in various settings, swaying between the traditional viewpoint which considers
CSR as a weight on aggressiveness and the cutting edge point of view that perspectives
CSR as instrumental for business achievement. Gaining by the two-dimensional CSR
model created by Quazi and O'Brien, this article surveys administrative viewpoints
towards CSR in three neighbouring Middle Eastern nations (Lebanon, Syria and Jordan)
through an observational study including 333 directors.

7
The discoveries loan backing to the Quazi and O'Brien model, proposing a few shared
traits in CSR introductions and in addition minor divergences.

In the paper ―Achieving Corporate Social Responsibility‖ (Fitch, Jan 1976) Corporate
social duty is characterized as the genuine endeavour to tackle social issues created
entirely or to some extent by the company. The issue idea is operationally characterized,
and social issues are recognized from non-social issues. A strategy for social issue
arrangement, taking into account the standards of connected conduct investigation, is
shown utilizing a modern mishap decrease case.

In the paper ―Corporate Social Responsibility as a Dynamic Internal Organizational

Process: A Case Study‖ (Sharon C. Bolton, June 2011) the paper tracks Corporate Social
Responsibility (CSR) as an eminent authoritative procedure that places the worker at its
inside. Transcendently, inquire about on CSR tends to concentrate on outer weights and
results prompting a disregard of CSR as a dynamic and creating process that depends on
the association of the representative as a noteworthy partner in its co- creation and
execution. Using contextual analysis information drawn from an investigation of an
expansive multinational vitality organization, we investigate how administration depends
on workers' communication with CSR as the procedure of start - > execution - >
development creates. Representative association develops from a minor component in the
CSR start stage to a fundamental contributory element in CSR's accomplishment in the
later phases of the procedure. The article offers new bits of knowledge into a procession
and interactional way to deal with CSR that records for the activities of various on-screen
characters required at every stage.

8
1.3.2 Research Design

The research study involves gathering and interpreting the information in the form
of text, visual data to enhance the understanding of the fact under study.

For this research, the researcher will adopt qualitative methodology which comprises of
gathering daily newspaper articles and other data identified with the Tata Steel.

1.3.3 Period of Study

The study has covered the period from November 2018 to February 2019.

9
 1.4 DATA

Secondary data has been used for the research.

Sources of Data

The data for the study is collected from the books, research papers, newspapers,
magazines etc. Also the ―Annual Report of Tata Steel was used for the study.

Method of Data Collection

Research is based on secondary data collected from various sources such as books,
magazines, journals, newspapers, internet, etc.

10
 1.5 SCOPE OF THE STUDY

Scope of the Study:

The scope of the study is mentioned below:

 The CSR activities of other companies of the Tata group can be also studied.
 The comparative study can be done on the companies of the Tata steel or with the
other companies.

1.6 LIMITATIONS OF THE STUDY

Limitations of the Study:

The limitation of the research paper is that, only TATA Steel from all the Tata
companies have been considered.

11
 SECTION II

FUNDAMENTAL CONCEPTS
RELATED TO

TOPIC

12
 2.1 What is CSR?

Corporate Social Responsibility is a management concept whereby companies integrate

social and environmental concerns in their business operations and interactions with their
stakeholders. CSR is generally understood as being the way through which a company
achieves a balance of economic, environmental and social imperatives (―TripleBottom-
Line - Approach), while at the same time addressing the expectations of shareholders and
stakeholders. In this sense it is important to draw a distinction between CSR, which can
be a strategic business management concept, and charity, sponsorships or philanthropy.
Even though the latter can also make a valuable contribution to poverty reduction, will
directly enhance the reputation of a company and strengthen its brand, the concept of
CSR clearly goes beyond that.

Promoting the uptake of CSR amongst SMEs requires approaches that fit the respective
needs and capacities of these businesses, and do not adversely affect their economic
viability. UNIDO based its CSR programme on the Triple Bottom Line (TBL) Approach,
which has proven to be a successful tool for SMEs in the developing countries to assist
them in meeting social and environmental standards without compromising their
competitiveness. The TBL approach is used as a framework for measuring and reporting
corporate performance against economic, social and environmental performance. It is an
attempt to align private enterprises to the goal of sustainable global development by
providing them with a more comprehensive set of working objectives than just profit
alone. The perspective taken is that for an organization to be sustainable, it must be
financially secure, minimize (or ideally eliminate) its negative environmental impacts and
act in conformity with societal expectations.

13
Key CSR issues:

Environmental management, eco-efficiency, responsible sourcing, stakeholder

engagement, labour standards and working conditions, employee
and communityrelations, social equity, gender balance, human rights, good
governance, and anti-corruption measures.

A properly implemented CSR concept can bring along a variety of competitive

advantages, such as enhanced access to capital and markets, increased sales and profits,
operational cost savings, improved productivity and quality, efficient human resource
base, improved brand image and reputation, enhanced customer loyalty, better decision
making and risk management processes.

The importance of CSR

Corporate social responsibility (CSR) has become one of the standard business practices
of our time. For companies committed to CSR it means kudos and an enhanced overall
reputation – a powerful statement of what they stand for in an often cynical business
world.

The establishment of a CSR strategy (sometimes referred to as a sustainability strategy) is

a crucial component of a company‘s competiveness and something that should be led by
the firm itself. This means having policies and procedures in place which integrate social,
environmental, ethical, human rights or consumer concerns into business operations and
core strategy – all in close collaboration with stakeholders.

For companies, the overall aim is to achieve a positive impact on society as a whole
while maximizing the creation of shared value for the owners of the business, its
employees, shareholders and stakeholders. Not so long ago, the European Commission
defined CSR as ―the responsibility of enterprises for their impacts on society‖, a succinct
and distinct summation for sure.

14
 A 2015 study by the Kenexa High Performance Institute in London (a division of
Kenexa, a global provider of business solutions for human resources) found that
organizations that had a genuine commitment to CSR substantially outperformed those
that did not, with an average return on assets 19 times higher. Additionally, the study
showed that CSR-orientated companies had a higher level of employee engagement and
provided a markedly better standard of customer service.

And yet, despite the positivity and optimism that CSR brings to the corporate table,
companies do not always accept their responsibilities in this area in good heart, with a fair
number admitting to having adopted CSR mainly as a marketing gimmick. In some cases,
firms may have been coerced into adopting CSR and did so with insufficient enthusiasm
and vigor, leaving many of them to ponder what they could and should have done
differently.

15
 2.2 Recent Changes in CSR

The government has made changes to the norms governing expenses on Corporate
Social Responsibility (CSR) activities under the new companies law.

Certain classes of profitable companies are required to shell out at least two per cent of
their three-year annual average net profit towards CSR works. The requirement is part of
the Companies Act, 2013, most of whose provisions came into effect from April,1.

Under the rules, companies are allowed to build CSR capacities for their own personnel
through other institutions provided such expenses does not exceed five per cent of the
total expenditure incurred on social welfare activities in one financial year.

Providing more clarity for stakeholders, the Corporate Affairs Ministry has said
the five per cent cap would include "expenditure on administrative overheads".

The changes have been made to the Companies (Corporate Social Responsibility
Policy) Rules, 2014, through a notification dated September 12.

These rules were notified in February this year. As per earlier norms, companies
may build CSR capacities of their own personnel as well as those of their implementing
agencies through institutions with established track records of at least three financialyears
but such expenditure shall not exceed five per cent of total CSR expenditure of the

company in a single financial year.

16
 2.3 History of Tata

Founded by Jamsetji Nusserwanji Tata (JN Tata) in 1868, the Tata group has developed
into one of India's largest business conglomerates. Tata Sons, which was established as a
trading company by JN Tata in 1868, is the promoter of the Tata group. Tata Industries,
initially established in1945 as a managing agency for the businesses promoted by Tata
Sons, propelled the group's entry into new and high-tech industries during the early
1980s.The group has 102 companies in diverse sectors and has been moving from
product-driven businesses to brand-driven businesses. The group listed its materials,
chemicals, energy and engineering products as product-driven while engineering services,
automotive, communications and IT, services and consumer goods have been identified
as brand driven businesses.

TATAs preferred to set up their Steel Plant in a undeveloped area (Sakchi) in

Jamshedpur. It is a tribal area with poor tribal population but rich in mineral resources.
TATA set up the factory there as there was availability of basic resources needed for
manufacturing of steel in the area/nearby area but they did not ignore the local
community. They took care of, for alleviating the misery of local poor population by
providing various basic facilities such as road, schools (education), medical care,
employment etc.

The TATA salt factory at Mithapur, too, has taken care of the population in its
surrounding area by carrying out various rural development activities.

All TATA Groups companies are known for commencing development activities in the
surrounding villages. TISCO is carrying out various welfare/development activities in
Jharkhand. Similar is the case with other TATA group companies, too. The society has a
lot of expectations from TATAs. TATAs have met the expectations of people/nation, too,
by establishing world class educational institutions, hospitals and other institutions of
repute the details of which will follow in the subsequent pages.

17
Basic values/principles

As a global benchmark for CSR and a pioneer of the concept in India, the Tata group has
adopted social responsibility as one of its integral values and the group has made
concerted efforts to link it with the group's overall strategy for achieving business
excellence. Besides undertaking CSR initiatives through its various companies, the
Tatagroup has been actively involved in facilitating the development of this concept in
India by setting standards and benchmarks. Moreover, Tata Group has adopted
participatory approach in the matter of CSR as depicted in the above diagram. Also,
Tata‘s declarations on CSR are mentioned in the slide follow hereunder

18
Approach

TATAs are the pioneer in the field of CSR in India. A unique feature of the group is that
65% percent of the equity capital of the parent firm Tata Sons Limited - is held by Tata
Trusts, which are philanthropic in nature. Over 75% percent of Trust‘s funds come from
dividends on the shares it owns in Tata Sons, the group‘s holding company. The
remaining comes from their own statutory investments. The trusts don‘t handle corporate
social responsibility; they are more of a funding agency, like the Ford -Foundation.

The Sir Dorabji Tata Trust was established in 1932 by Sir Dorabji Tata, the elder son of
group founder Jamshetji Tata, and is one of the oldest philanthropic organizations in
India. The Trust's vision of constructive philanthropy has been sensitive to the fast-
growing needs of a developing nation, and the projects and programmes it supports bear
contemporary relevance.

The grant-making pattern of the #rust involves three broad areas endowment grants
(grants to institutions), grants to non-governmental organizations NGO‘s and grants to
individual (medical and educational grants.

Reinforcing the implicit beliefs the group brings to its mission of sustainable
development is an explicit set of structures, embodied most notably by the Tata Council
for Community Initiatives (TCCI). The Council has, in collaboration with the United
Nations Development Programme (India), crafted the Tata Index for Sustainable Human
Development, which measures and improves the community work that Tata enterprises
undertake.

19
 2.4 Corporate social responsibility in Tata Group

The group's CSR activities are rooted in the knowledge that businesses have a duty to
enable all living beings to get a fair share of the planet's resources.

Businesses are powerful constituents of society and the most successful, respected, and
desirable businesses exist to do much more than make money; they exist to use the power
of business to solve social and environmental problems. The Tata culture of giving back
flows from the tradition of nation and community building sowed more than a century
back by Jamshetji Tata, the Founder of the group. Tata companies are involved in a wide
variety of community development and environment preservation projects. The Tata
group's social activities relate to health, primary education, skills training and
entrepreneurship, livelihoods, women empowerment and strengthening services for the
differently-abled.

The group believes corporate social responsibility (CSR) is a critical mission that is at
the heart of everything that it does, how it thinks and what it is. The Tata group is
committed to integrating environmental, social and ethical principles into the core
business, thereby enhancing long-term stakeholder value and touching the lives of over a
quarter of the world's population. The group‘s CSR programmes aim to be relevant to
local, national and global contexts, keep disadvantaged communities as the focus, be
based on globally-agreed sustainable development principles and be implemented in
partnership with governments, NGOs and other relevant stakeholders.

20
The CSR approach adopted envisages that the group evolves and executes strategies to
support communities in partnership with governments, civil society and relevant
stakeholders. Key to this approach is Tata employees who generously give of their time,
experience and talent to serve communities; group companies encourage and facilitate
them to do so. At the group level, the Tata Engage programme builds on this tradition. It
is amongst the top 10 corporate volunteering programmes in the world.

Tata companies work towards empowering people by helping them develop the skills
they need to succeed in a global economy, which is now consolidated into a group CSR
programme called Tata STRIVE. The group equips communities with information,
technology and the capacity to achieve improved health, education and livelihood
outcomes. It also works towards enabling other living things on the planet get their fair
share of the resources.

21
2.5 10 Principles of Tata Group

22
 The 10 core principles of CSR in Tata

1. Beyond Compliance

While all interventions shall fully comply with the relevant laws of the land in which
they operate, they will strive will meet core needs, even if it is beyond what is
mandated.

2. Impactful

Interventions will focus on impact on communities and to this end; all companies will
work collaboratively and synergistically on the set of agreed Tata group focus
Initiatives.

3. Linked to Business
All companies may seek business benefits and leverage their core competencies while
undertaking CSR Activities. However, community benefits will have to be paramount
and clearly defined.

4. Relevant to National and Global Contexts

The CSR Initiatives must be closely aligned with and relevant to the local and
national contexts in which the company is located.

5. Sustainable Development Principles

23
 All CSR Interventions will follow sustainable development principles – They will
factor all social, human rights and environmental impacts on their design and
execution.
6. Participative and Bottom-Up
Communities must be centre to the interventions and they must be actively involved
in identifying the issues to be addressed and in the management and monitoring of the
interventions.

7. Focus on the Disadvantaged

Special care must be taken to ensure that the needs of the most disadvantaged in the
community – in the terms of gender, ethnicity, disability and occupation – are
addressed.

8. Strategic and Build to Last

By design, all CSR initiative must ensure that communities can sustain them on their
own, beyond the involvement of the Tata Group. Hence the CSR must be the part of
long - term CSR strategy.

9. Partnerships
All CSR interventions will be done in partnership with the institutions that are close
to the ground – communities, organizations, NGO‘s (within and outside of the Tata
Group) and government: local, state and central.

10. Opportunities for Volunteering

The CSR initiatives will be designed to provide a range of volunteering opportunities
for the Tata employees.

24
 2.6 Tata Corporate Sustainability Policy

"No success or achievement in material terms is worthwhile unless it serves the needs or
interests of the country and its people.‖

- J R D Tata

The corporate policy of the group encompasses the sustainable development of all the
stakeholders.

The major points included in the corporate policy are following:

 Demonstrate responsibility and sensitivity to biodiversity and the environment

 Comply with rules and regulations relating to environment
 Constantly upgrade technology and apply state-of-the-art processes and practices
with institutional arrangements that will combat larger issues like climate change
and global warning.
 Create sustainable livelihoods and build community through social program
pertaining to health, education, empowerment of women and youth, employee
volunteering.
 Find ways to enhance economic human, social and natural capital for bringing and
maintaining a balance among business, society and environment.

25
 2.7 Introduction of Tata Steel (TISCO)

Tata Steel, formerly known as TISCO (Tata Iron and Steel Company Limited), is the
world's 5th largest and India's largest steel company with an annual crude steel capacity
of 28 million tonnes. It is a Fortune Global 500company with a rank of 315. It is based in
Mumbai, India. It is part of Tata Group of companies. Tata Steel is also India's second-
largest and second-most profitable company in private sector.

Its main plant is located in Jamshedpur,Jharkhand, though with its recent acquisitions, the
company has become a multi – national with operations in various countries. The
Jamshedpur plant contains the DCS supplied by Honeywell.The registered office of Tata
Steel is in Mumbai. In the year 2000, the company was recognized as the world's lowest-
cost producer of steel. The company was alsorecognized as the world's best steel producer
by World Steel Dynamics in 2005.The company is listed on BSE and NSE; and employs
about 82,700 people (as of 2007).

The time was the early 1990s and the occasion was gathering of industrialists called by
India‘s Prime-Minister, PV Narasimha Rao. Representing the Tata Groupwere Chairman
Ratan Tata and JJ Irani, the managing director of Tata Steel at that point. ―The prime
minister proposed that we business people set aside 1 percent of our net profit for
community development projects totally unconnected to the workers and industry any of
us was involved with, recalls Mr. Irani. ―Mr. Tata and I looked to each other; we didn't
make any comment. Later, we drew up a chart that quantified Tata Steel‘s contribution on
Mr. Rao‘s scale. We discovered that, over a 10-year period, the company had been
dedicating between 3 and 20 per cent of its profits to social development causes. In the

26
years since, depending on profit margins, the figure has continued to vacillate within this
band. The Tata Steel example is not an anomaly for a Tata company.

2.8 Background of the Company

The Tata Steel Group has always believed that mutual benefit of countries, corporations
and communities is the most effective route to growth. Tata Steel has not limited its
operations and businesses within India but has built an imposing presence around the
globe as well. With the acquisition of Corus in 2007 leading to commencement of Tata
Steel's European operations, the Company today is the tenth largest steel producer in the
world with employee strength of above 81,000 across five continents.

The Company has always had significant impact on the economic development in India
and now seeks to strengthen its position of pre-eminence in international domain by
continuing to lead by example of responsibility and trust. Tata Steel's overseas ventures
and investments in global companies have helped the Company create a manufacturing
and marketing network in Europe, South East Asia and the Pacific-rim countries.

27
 2.9 History and Company's definition of CSR

Tata Steel, for the last 100 years has been committed to the social upliftment and
development of the state of Jharkhand. It has been working towards improving the quality
of life of the communities it operates in. Social development and welfare of communities
of Jharkhand has been internalized by the Company since its inception and has been
followed since then, making Tata Steel a leader in the area of social commitment. The
wealth generated by Jamshetji Tata and his sons in half a century of industrial pioneering
formed but a minute fraction of the amount by which they enriched the nation. The whole
of that wealth is held in trust for the people and used exclusively for their benefit. The
cycle is thus complete: what came from the people has gone back to the people many
times over. For Jamshetji Tata, the progress of enterprise, welfare of people and the
health of the enterprise were inextricably linked. Wealth and the generation of wealth
have never "been ends in themselves, but a means to an end, for the increased prosperity
of India," The Times of India said in 1912 of the Tata‘s. Successive generations of Tata
Group leaders have always held the belief that no success in material terms is worthwhile
unless it serves the interest of the nation and is achieved by fair and honest means.

Conscious that the task of social progress, especially in a country as diverse as India,
cannot be undertaken by the Government alone, J R D Tata the Chairman of the Tata
Group from 1938 to 1991, believed that, "to create good working conditions, to pay the
best wages to its employees and provide decent housing to its employees are not enough
for the industry, the aim of an industry should be to discharge its overall social
responsibilities to the community and the society at large, where industry is located."

28
Guided by this mandate, Tata Steel has for decades used its skills and resources, to the
extent it can reasonably afford, to give back to the community a fair share of the product
of its efforts. It was the first to establish labour welfare practices, even before these were
made statutory laws across the world. In 1912 it invited Sidney and Beatrice Webb, the
Founders of the London School of Economics, to prepare a Memorandum of Health for
the Steel City.

The Company also instituted an eight-hour workday in 1912, free medical aid in 1915, a
Welfare Department in 1917, leave with pay, Workers Provident Fund and Workmen's
Compensation in 1920 and Maternity Benefit for ladies in 1928. With the understanding
that the hunger for employment can never be satisfied despite its best efforts, the
Company took an enlightened decision to address the needs of those who migrated to its
vicinity in search for employment. It first stimulated entrepreneurship and economic
development in the Steel City and then reached out to the rural poor, empowering them
with the means to create better livelihoods within their own villages. At the same time,
Tata Steel also fulfilled their basic need for health care, food security, education and
income generation through the development of rural infrastructure, empowerment and
community outreach programmes.

29
 2.10 TATA STEEL CSR POLICY

Tata Steel‘s vision is ―to be a global benchmark in value creation and corporate
citizenship‖. The company has always endeavored 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
redeployed 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.

Focused Geographic Spread:

30
Tata Steel‘s focus areas for developmental activities will be in urban as well as rural
areas in the states in which it is located.

The company may also support initiatives in other geographies, as approved by the CSR
Committee of the Board, from time to time.

The company will ensure that all communities benefit from our CSR activities, we would
focus on those groups that are socially and economically marginalized. These would
include women, girl children and scheduled castes and tribes.

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 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:

31
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, 3 implement and review projects. Partner agencies will be selected based on
welldefined selection criteria.

Governance Mechanism:

Tata Steel‘s CSR will have a multi-tiered governance mechanism.

 The CSR Committee of the Board will govern and review the CSR of the
company from time to time. The CSR Committee will recommend the Annual
Business Plan for CSR to the Board for its approval. The plan will include
resource requirements and allocation across interventions and locations.
 An Apex CSR Steering Committee chaired by the Managing Director and
comprising the senior management team of Tata Steel will do a quarterly review
of the activities and monitor achievements against targets set at the beginning of
the year.

 The Company has set up a CSR Advisory Council, comprising some of the most
eminent experts from the academic and developmental domains. It is envisaged
that the members of the Advisory Council, with their years of experience and
multifunctional expertise, will provide macro policy-level inputs that will not only
critique, but also guide and inform Tata Steel‘s CSR work.

Review of Policy:

32
This CSR policy document will be reviewed from time to time and any changes, if
necessary, will be approved by the CSR Committee of the Board.

2.11 CSR Activities in Tata Steel

Tata Steel has evolved, over the years, an encompassing culture of social responsibility
that not only sustains but also enriches the lives of the communities it supports.

A 100 years ago, Tata Steel first marked its imprint on a small, insignificant place called
Sakchi, which later transformed into Jamshedpur, the birthplace of Indian steel. Today,
Tata Steel is a beacon to the corporate world, in its endeavours to enrich the lives of the
people and communities it touches.

The company‘s corporate social responsibility (CSR) strategy was inspired by Jamsetji
Tata‘s conviction that, ―In a free enterprise, the community is not just another
stakeholder, but is, in fact, the very purpose of its existence.‖ Tata Steel‘s approach to its
business has evolved from this concept and the wealth it has created is continuously
returned to the people through its community initiatives.

33
 Creating the will to realise a better tomorrow

The mandate given to the Tata Steel CSR team was to work for the welfare of the
socially and economically disadvantaged communities living in and around its areas of
operation, including the mines and collieries serving the plant. Over the years, its
initiatives have encompassed provision of healthcare services, drinking water, rain water
harvesting, tribal development, relief and rehabilitation endeavours, income and
employment generation, women‘s health and education, awareness programmes on the
ill-effects of drugs, alcohol and HIV/AIDS, and patronage to sports and cultural
activities.

The CSR programme is managed by three organisations — Tata Steel Rural

Development Society (TSRDS), Tata Steel Family Initiatives Foundation (TSFIF) and the
Tribal Culture Society (TCS).

34
 Bringing people together to share their ideas

Of these, TSRDS assumes (and uses) the lion‘s share of Tata Steel‘s services and
resources, because of the sheer range and volume of its activities. TSRDS also serves as
an implementing agency for other international organisations engaged in socio-economic
development and empowerment initiatives. The two other organisations are newer and
more focused in their specific areas.

The Tata Steel CSR policy encompasses initiatives to conserve, sustain and renew the
environment, to encourage sustainable socio-economic development of the community
and to improve the quality of life of the people living in the areas in which it operates.

In all their programmes, the organisations seek to engage the ultimate beneficiaries of an
initiative right from the conceptualization and planning stage to the implementation, with
the company playing the role of a catalyst eliciting positive change. The attempt is to get
the people to act out of their own convictions, and support them in their efforts to build a
better future.

35
 Says AN Singh, deputy managing director (corporate services), Tata Steel,
―Community development must have a beneficial impact on the lives of the people, and
should be sustainable. For this to happen, people need to accept ownership of a project.
The understanding of the word ―empowerment‖ comes from enabling people to stand on
their own feet, and a step forward in this direction is to get those people to replicate it for
the good of the next community.‖

Working with farmers to enhance yield

To ensure this, Tata Steel follows a participative model for its CSR initiatives, offering
resources in the form of expertise, guidance and direction. The community plays a
significant role, right from the prioritisation of its needs to the planning and the execution
of the project. Once people begin to accept ownership of a project, they become more
enthusiastic about what will work, and aware of what will not. This commitment to the
project means they are far more likely to derive benefits from it, and look after it in the
future.

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This model has been very successful. In fact, just as Tata Steel has become a benchmark
in the industry for its business practices, its CSR programme too has been hailed as a
benchmark. It has also been acknowledged as a best practice leader in the area of
corporate social responsibility since 1993.

Singh says, ―We have a 100-year-old legacy of working with the community. We have
the experience of working in different areas, different situations, and using different
approaches to achieve our objectives. This has given us the opportunity to fine-tune our
processes and brought us where we are today. Other corporate, public sector undertakings
and NGOs often come to us to study our processes. We are very happy to share our
learnings and to learn from others, because we believe that if you network, you go a mile
longer, and have greater reach.‖

Tata Steel doesn‘t shy away from collaborating with the government either. Singh avers,
―If we have a better delivery mechanism than the government, and they have more
funds than us, we should work together.‖

Ensuring children have a carefree childhood

The greatest strength of the company‘s CSR activity is that it is looked upon as a
business process, like any other, not post-profit philanthropy. There is an annual business
plan, with mid-, short- and long-term plans specified, thereby encouraging the company
to think in terms of sustainability. Singh says, ―When we spend money, we either create

37
an asset in terms of a building, pump, school, house and so on, or we improve the quality
of life through programmes on adult literacy, TB treatment, empowering women, etc. If
money spent does not create an asset or an improvement in the lives of the people, then
the money is wasted.‖

It is this commitment that has gained Tata Steel the unstinting support and admiration of
the grateful people of Jharkhand and Orissa. The company has received numerous awards
in recognition of its CSR endeavours, including The Energy and Resources Institute
Award, recognising its corporate leadership for good corporate citizenship and
sustainable initiatives. It is also the only Indian company to have pledged to translate the
Global Compact principles on human rights, labour and environment into practice, and
has been conferred with the Global Business Coalition Award for Business Excellence in
the Community for HIV/AIDS.

Singh now has plans to take community development initiatives even further.
Going forward, he says, ―I see an enlargement of our community development
processes. I see them getting bigger, more accentuated and focused. As we do well, we‘d
like to do even more for the community.‖ The team is now working on expanding its
activities in Chhatisgarh, where Tata Steel is putting up a greenfield site.

Through its work in CSR and sheer perseverance, the Tata Steel team has proved its
fidelity to the Tata Group‘s enduring commitment to ―Improving the quality of life of
the communities we serve.

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Tata Steel Rural Development Society

A self-help group meeting in progress

Tata Steel Rural Development Society (TSRDS), established in 1979, has faithfully
executed its mandate of enriching the quality of life of the communities in which Tata
Steel operates.

Over the years, it has worked in areas such as food, water and health and ensured
empowerment to people whose lot has been otherwise abject and pitiable. Today those
people aspire and have access to things they scarcely dreamed of some decades ago.

The society has a special focus on income generation, health and hygiene and
empowerment. It has established a network of health stations and trained staff who act as
providers of basic healthcare. TSRDS has offices in West Bokaro, Noamundi, Jamadoba,
Gopalpur and Sukinda, besides Jamshedpur.

TSRDS‘s efforts have led to the economic development of an area once classified as
backward. Starting with 32 villages, it now covers over 700 villages in its programmes,
including those surrounding Sukinda, Bamnipal and Gopalpur.

39
Its projects have included the developing of water sources, training farmers on improved
agricultural practices, promoting rural enterprise, infrastructure development to boost the
village economy, encouraging animal husbandry, promoting art, culture, sports and
games. Some projects have also been in the area of sanitation, water conservation, tube
well installation and the enhancement of livelihood.

The infrastructure it has developed includes schools and hostels, community sheds,
rehabilitation hutments, link roads, culverts, etc, the absence of which pose a serious
hindrance to rural development.

The society also conducts health awareness programmes and health camps to promote
awareness on health issues, especially on the preventive and curative aspects. TSRDS has
also made arrangements for the Lifeline Express to visit villages under its care. This is a
unique ‗hospital on wheels‘, equipped with a modern operating theatre that provides
diagnostic, medical and surgical intervention to people living in remote areas.

Improved livelihood brings smiles on their faces

No effort has been spared in involving the government and other NGOs in the task of
improving rural conditions. TSRDS was well aware that in the struggle to achieve rural
development, it needed to work hand inhand with others with similar goals. Many such
partnerships have raised the standard of living of the people of Jharkhand and Orissa.

40
More importantly, they have brought to the fore specific types of skills and expertise to
cater to specific needs, making projects more effective. Also, being a part of Tata Steel
has enabled it to access and utilise the tremendous resources of the company and the
Group.

TSRDS‘s commitment and dedication have inspired and directed numerous people to
play a more proactive role in their spheres of existence. The thrust has always been on
participative leadership as a successful model of rural development. Groups such as
SalahakarSamiti, Pani Panchayat, Community Health Guide, Save the Forest Group and
MahilaSamiti have helped the organisation to garner support in all its endeavours.

The idea was to encourage the ultimate beneficiaries to play a more active role in the
projects so as to make it more self-sustaining. To ensure this, TSRDS conducts periodic
leadership camps, where youngsters are encouraged to develop their talents in the service
of their own people.

The Tribal Culture Society

A sympathetic approach works towards bringing down barriers and inhibitions

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The Tribal Culture Society (TCS) of Tata Steel has done outstanding work for the tribals
of Jamshedpur and the surrounding areas in Jharkhand. The society evolved from a pure
company department for Adivasi affairs in 1974, to a Tribal and Harijan Welfare Cell in
1984. In 1993, it assumed its present form as a non-profit organisation, equipped with the
expertise and financial resources to make a difference in the lives of marginalised tribal
communities.

The intention was extremely laudable since developmental concerns often have a way of
neglecting indigenous people. TCS was set up to ensure that the voice of the tribal
community did not go unheeded. Empowerment of the marginalised community was
TCS‘s primary aim.

The society focuses on three important issues: education, improvement of livelihood

opportunities and the preservation of the ethnic identity of the tribal community.

At its basic level, education requires the creation of functional literacy within the
community. Shakshar Samaj uses the software developed by Tata Consultancy Services
to teach people to read and write. RK Singh, honorary joint secretary, TCS, says, ―We
have shifted from using only computers to using flip charts and alphabet charts.‖
Currently learners are taught how to write in the Devanagari script. Plans are on to teach
them the local language, Santhali.

Programmes like the Jyoti fellowship and other coaching programmes have served to
create a positive impact on the lives of youngsters. SC/ST candidates appearing for the
Trade Apprentice entrance exams are made to undergo a six-month residential training
programme to increase their capabilities. Similar coaching classes are held for those
wanting to appear for the civil services exam.

42
Aspirants are also given training to become motor drivers, fitters and mechanics,
pathologists and community health providers, etc.

Project Sahyog helped youth to gain a better understanding of themselves, develop

leadership skills, and inculcate a feeling of fellowship. Beyond this, TCS decided to work
on building the capacities of adolescents. This gave rise to DISHA — Development
Initiative on Supporting Healthy Adolescents, a programme seeking to delay the age of
marriage, and provide access to information and better health services.

SPARSH — Strategies for Promotion of Adolescent Reproductive and Sexual Health —

provides information on issues related to adolescence and seeks to improve the status of
the girl child in the community. All these steps have served to integrate tribal youth into
the mainstream.

TCS also nurtures the talent of youth chosen for their sporting abilities. They are given
training and financial support to participate in meets around the country. They then secure
an entry into the athletic, archery or football academies established by Tata Steel.

TCS takes its goal of livelihood generation very seriously. The idea, says Singh, is not so
much to guarantee livelihood as to improve their employability. Self-help groups enable
TCS to fulfil dreams of running microenterprises. The society arranges for bead and jute
handicraft making, paper making, candle making, stone carving classes, etc.

TCS also supports numerous local clubs and promotes tribal customs and traditions in an
attempt to help tribal children understand their heritage. This programme includes a tribal
appreciation programme to promote indigenous value systems.

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A heritage hall has been created in Jamshedpur to showcase the rapidly dying culture and
lifestyle of the four major and six minor tribes in Jharkhand. TCS has a library of books,
which are available to students conducting research on tribal issues.

TCS has also made arrangements for a number of mobile clinics to treat diseases like
tuberculosis, diarrhoea, leprosy, cleft lip and other general ailments. It also looks into
immunisation of babies and creates awareness on subjects like contraception, breast
feeding, etc.

Through these and other measures, TCS has demonstrated that it has the will and the
desire to give a helping hand to the less privileged sections of society.

Family Initiatives Foundation

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Tata Steel‘s Family Welfare Programme began in the 1950s. Since March 2000, the
activities are being carried out under the Tata Steel Family Initiatives Foundation. It
provides maternal and child health and family planning services. It also works on
adolescent reproductive and sexual health issues and has a care and support programme
for HIV/AIDS.

―TSFIF believes that investing in a health system is the key to improve the quality of
life of people and is continuously striving for it,‖ explains TSFIF head Shakti Sharma.
The foundation operates in Jharkhand, Orissa and Chhatisgarh.

TSFIF has six main focus areas:

 Maternal and Child Health:

TSFIF addresses family planning concerns through the use of communication media. This
programme has successfully destroyed prejudices created by myths and traditional
beliefs. TSFIF focuses on reproductive health services and creates awareness on spacing
methods and family planning options.

 Adolescent Reproductive and Sexual Health:

TSFIF has four projects —

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 • Youth Access to Reproductive Health Services in India (YARS) provides high
quality, comprehensive reproductive health services to youth and adolescents and
helps them to practice healthy sexual behaviour.
• Strategies to Improve Adolescent Reproductive Health and Rights through
Advocacy and Services (SAHAS) seeks to improve the sexual and reproductive
health and well-being of adolescents.
• ApniBaatein is a school-based teen health programme that emphasises valuebased
education. ―There was a need for school students to have a platform where they
could share their concern about values and reproductive health. The project was
born from this need,‖ says TSFIF manager Dilith Castleton. The topics include
effective communication skills, dealing with emotions and peer pressure,
understanding one‘s body, HIV/AIDS and personality development.
• RISHTA is an adolescent health project, in collaboration with the Tata Steel Rural
Development Society and the David and Lucile Packard Foundation.

 AIDS awareness:

Understanding the threat of HIV/AIDS, TSFIF realised the importance of integrating

HIV/AIDS programmes with RCH services. Screening tests for pregnant mothers were
introduced along with counselling and treatment for those infected.

 Drinking water and sanitation:

Nearly 2,000 tube wells have been constructed for a population of 3 lakh. At least 2,000
toilets are constructed annually.

 Eye care and cleft lip:

More than 1,500 eye-related and 500 cleft lip and palate correction services are provided
annually.

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  Lifeline Express:

This hospital on wheels has helped over 50,000 patients in Jharkhand, Orissa and
Chhatisgarh.

TSFIF also looks at livelihood concerns of the community through:

 Watershed management: It trains villagers on water use, crop diversification,

multicropping, hybrid farming, maintenance of assets, etc.
 Land and water management: It teaches villagers to adopt improved agricultural
techniques.
 Enterprise promotion: It trains villagers on financial management,
entrepreneurship, etc through activities such as goat rearing, poultry, banana
cultivation, etc.

The organisation has worked hard to enhance the quality of life of the people in and
around Jamshedpur. It truly believes in what JRD Tata once said: ―The wealth gathered
by Jamsetji Tata and his sons in half a century of industrial pioneering formed but a
minute fraction of the amount by which they enriched the nation.

2.12 CSR Activities in Tata Steel (other)

Tata Steel has adopted the Corporate Citizenship Index,Tata Steel spends 5-7 per cent of
its profit after tax on several CSR initiatives. This includes:

 Self-Help Groups (SHG‘s):

Over 500 self-help groups are at present operating under various poverty minimizing
programs; out of which over 200 are engaged in activities of income generation through
micro enterprises. Women empowerment programs through Self-Help Groups have been

47
 extended to 700 villages. From the year 2003 to 2006, the maternal and infant survival
project had a coverage area of 42 villages in Gamharia block in Serai kela Kharsawa and
a replication project was taken up in Rajnagar block. For providing portable water to rural
communities 2,600 tube wells have been installed for the benefit of over four Lakh
people.

 Support for Social Welfare Organizations:

• Tata Steel supports various social welfare organizations like;
• Tata Steel Rural Development Society Tribal Cultural Society
• Tata Steel Foundation for Family Initiatives
• National Association for the Blind
• ShishuNiketan School of Hope
• Centre for Hearing Impaired Children
• Indian Red Cross Society, East Singhbhum

 Healthcare Projects:

The healthcare projects of Tata Steel include facilitation of child education, immunization
and childcare, plantation activities, creation of awareness of AIDS and other healthcare
projects.

 Assistance to government:

Tata Steel has hosted 12 Lifeline Expresses in association with the Ministry of Railways,
Impact India Foundation and the Government of Jharkhand. Over seven lac rural and
another seven Lac urban population have been benefited by the CSR activities of Tata
Steel.

Engagements with SHGs includes:

48
  Empowerment of women to give then a greater say in decision making within the
family. Income generation and entrepreneurship development.
 Facilitating credit linkages and marketing of products.
 Trained to adopt a more professional approach and improving the quality
packaging and branding of their production.
 Competitions to encourage creativity & leadership.

Key Interventions in CSR at Tata Steel:

1. Sustainability Initiatives
2. Rehabilitation and Resettlement Initiatives
3. Skill Development
4. Tribal Initiatives
5. Urban Services
6. Empower women self-help groups
7. Training programme Initiatives.

The various CSR activities of Tata steel are discussed below:

• Environment

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 The environment management of the company is guided by tata climate change policy,
tata code of conduct, sustainability policy, environmental policy, vision and UN global
compact principles. Tata has reduced the amount of energy required to produce a tone of
steel since last four decades and has set target of reducing carbon dioxide emissions by 20
per cent till the end of next decade. Environment management system has been
implemented at all mining and manufacturing sites, which are also certified under EMS
ISO 14001 and regular audits and reviews are conducted for them. Environment
management committee monitors and assesses the environmental risks, likewise, noise
level, waste, water impact, air quality levels, dust suppression arrangements and records
stakeholders concerns, priorities and expectations.

• Sustainable Livelihoods

Tata steel has undertaken various development initiatives in the rural and semi-urban
areas to exploit the skills and resources of the locals hence improving agricultural
productivity, crop yield, enhancing irrigation facilities and enhancing rural communities
capacity through skill-based trainings in farming techniques. Examples are: SRI (System
of Rice Intensification) method of paddy cultivation benefitting more than 2000 farmers,
dry land farming project in collaboration with International Crop Research Institute for
Semi-Arid Tropic (ICRISAT), Hyderabad, developed more than 200 acres of land
resulting in increased yields, more than 16000 acres of wasteland have been brought
under cashew, mango and lemon plantations and 152 irrigation structures including lift
irrigation facilities, creation/renovation of ponds, etc. were created in Jharkhand and
Odisha.

• Health

Tata steel offers healthcare services in the states of Chattisgarh, Jharkhand and Odisha. Its
major hospital is in Jamshedpur called the Tata Main hospital, two super dispensaries,
nine dispensaries and five society hospitals and other located at all mining sites where
free medical treatment is provided to employees and to others at nominal charges. Many
projects were undertaken by Tata steel, likewise, Project MANSI on maternal and new

50
 born survival, Project RISHTA on adolescent health, Project ROSHNI to provide nursing
and midwifery training to tribal girls and Projects like SATHI, Kavach, BASE and Sneh
Kendra on HIV/AIDS awareness and treatment. First mobile hospital, Lifeline Express in
1991 was launched using the Indian Railway network. It is equipped with a modern
operation theatre and other medical facilities, offering on-the-spot diagnostic, medical
and advanced surgical treatment through preventive and curative interventions to persons
with orthopaedic, ENT and eye ailments.

• Active Volunteering

Many employees at Tata Relief Committee‘s assist disaster management programmes,

likewise, a natural disaster, an immunisation drive or Aids awareness camps. The
company allows its employees to take time off from for such activities. Such activities are
included in the Tata group ethos under the support of the Tata Council for Community
Initiatives (TCCI), which encourages and guides in volunteering activities.

• Education
Tata steel has scholarship programmes, namely, Jyoti Fellowships for SC/ST
communities, Parivar Scholarships for children of relocated families, Moodie Fellowship
for meritorious tribal students and the JN Tata Endowment that advances loan
scholarships. The Company has built educational institutes, including the prestigious
Institute of Mathematics in Bhubaneshwar.

• Sports & Adventure

Tata steel plans to open Excellence Centers in selected sports at various schools having
the necessary infrastructure. Apart from various fields of sports (Tata Football Academy,
Tata Archery Academy and Tata Athletics Academy), the Company has established the
Tata Steel Adventure Foundation (TSAF), to induct people from all walks of life to the
thrills and wonders of adventure sports, thereby developing a healthy rapport with

51
 environment and nature. It has also constructed many stadiums, likewise, JRD Tata Sports
Complex, Keenan Stadium, SumantMoolgaonkar Stadium and Feeder Centers for
sporting talent from rural and urban areas. The Tata Steel Chess Tournament attracts
thousands of international visitors, including chess grandmasters.

2.13 Recent CSR Activities in Tata Steel

 Tata Steel Noamundi: 14 persons with Disability get 7 week Digital Literacy training

(By India CSR Network –February 13, 2018)

52
NOAMUNDI: The convocation ceremony of the first batch of SABAL, Centre for
Abilities on Digital Literacy was held at JRDTTI auditorium on Monday. Satish Chandra,
State Disability Commissioner, Government of Jharkhand, Dhurwa, Ranchi graced the
occasion as Chief Guest along with Pankaj Satija, General Manager, Ore Mines &
Quarries (OMQ) Division, Tata Steel.

A total of 14 persons with Disability (PWD), who underwent the 7 week Digital Literacy
programme, learned basics of computer through Non Visual Desktop Access (NVDA)
software. They were trained by Rana Tarsekar, Trainer for Visual Impairment and
Naveen Kumar, Trainer for Visual Impairment from Enable India.

Speaking on the occasion, Chandra said, ―Life is full of learnings and I have learned that
disability is enhanced ability in disguise. I am in awe of the spirit that these students
showcased. Let‘s do our bit in being more inclusive and appreciative.‖

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Expressing his happiness, Satija said, ―It is heartening to see that our initiatives taken to
promote Diversity & Inclusion have begun to blossom. The passion and dedication that
these students have is commendable. Best wishes to all the student for future.‖

The first batch comprising of 11 males and 3 females, completed two special projects
namely the plantation and safety awareness project which they presented in the form of a
powerpoint presentation.

SABAL, a joint initiative of Tata Steel Skill Development Society (TSSDS) and Enable
India for PWD is an institution for aspirants who want to make a mark and succeed in
life.

Present on the occasion were R.P Mali, Chief Noamundi Iron Mine, Tata Steel,
Parthasarathi Mishra, Chief HRM (OMQ), Tata Steel, Allen Joseph, Unit Head, TSRDS,
Noamundi and Dr. Dhirendra Kumar, Chief Medical Officer, Tata Steel Hospital
Noamundi.

 Tata Steel West Bokaro Division organizes Mega Health Camp

(By India CSR Network - January 25, 2018)

54
WEST BOKARO: As part of its Corporate Social Responsibility, Tata Steel West Bokaro
Division organized a one-day free Mega Health Camp today at Adarsh High School,
Badgaon under Mandu block of Ramgarh district.

Mr B V Sudhir Kumar, Chief, Coal Beneficiation (CB), Tata Steel (West Bokaro)
inaugurated the health camp in the presence of Mr Kanhaiya Ravidas, Mukhiya,
Badgaon, Mr Keshav Ranjan, Unit Head, TSRDS and Dr Jayant Tripathy, Senior
Registrar, CSR.

523 patients from Badgaon and surrounding villages including Nawadih, Pipragada,
Pipratand, Bhadua, Sirkaetc availed health services at the day long Mega Health Camp. In
the camp, consultation by specialist doctors from Medicine, ENT, Dental and
Dermatology disciplines were provided to the patients along with free medicines. Apart
from this, on the spot pathological investigations were also undertaken for proper
diagnosis.

 Bridging gaps through 1000 Schools Project

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(By India CSR Network - December 25, 2017)

BHUBANESWAR: The Thousand Schools project, implemented by Tata Steel in six

blocks of Odisha, has helped to bridge the learning gap in government-run primary
schools. A core programme of Corporate Social Responsibility (CSR) initiatives of the
company, the programme has succeeded in linking back 10000 out-of-school children
back to mainstream education, which is being looked upon as a major achievement
towards ensuring upliftment of communities.

In addition, a total of 12705 children of primary classes were assisted as part of this
programme to overcome their learning deficits. Overall, about 16000 children were
helped to overcome basic deficits of reading, writing and mathematics through 40-day
summer camps.

Thousand Schools project aims at improving quality of education in Odisha‘s government

primary schools. It has covered over 40,000 children in multifarious forms. Importantly,
the transition from primary to middle school is 98 per cent this year.

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The programme which made its inception in September 2014 covers six blocks of Odisha,
including Danagadi and Sukinda in Jajpur district, Harichandanpur and Joda in Keonjhar
district, and Koira and Kutra in Sundargarh district. It covers about 1,116 Schools in
2,206 habitations spread over 125 Gram Panchayats.

The overall goal of the project is to make Schools Right to Education (RTE) compliant in
selected tribal districts of Odisha. It has three core objectives and intends to achieve the
same in given time frame. They include, improving access to school for children,
improving quality of education and improving governance of schools.

In order to ensure that no child remains out of school through direct enrollment or bridge
courses, a school enrollment drive was undertaken to ensure all children in the age group
of 6-8 years are enrolled in school. Similarly, to address learning gap of never-enrolled
and school drop-outs in age group of 9- 14 years, a 6 to 12-month course to bridge the
learning gap was imparted through Residential Bridge Course (RBC). It sought to address
longer period of learning deficits among children. The Non-Residential Bridge Course
continues to address the shorter period of learning deficits and mainstreams children of
the same condition applicable to RBC.

As measures to improve quality of education which is one of the major objectives of the
programme, several enrichment programmes are being implemented and libraries set up
in Schools to enhance the learning level of children.

Further, to increase participation of community i.e. parents, members of School

Management Committee (SMC) and elected members of Panchayatiraj Institutions (PRIs)
in School management, training is imparted to members of School Management
Committee (SMCs), Parents and PRI members. Youth Conventions and meeting with
SHG Women are also organised to attain the objective.

 Tata Steel at Noamundi inaugurates training program for Persons with Disabilities

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(By India CSR Network - December 21, 2017)

NOAMUNDI: Tata Steel on Wednesday inaugurated the 1 st batch of the residential

training programme for Persons With Disabilities (PWD) at Noamundi.

The OMQ (Ore Mines & Quarries) Division of Tata Steel recently set-up a Centre for
Abilities SABALfor PWD at Noamundi in which the training programmes will be
conducted by Tata Steel.

SABAL is a joint initiative of Tata Steel Skill Development Society (TSSDS) and Enable
India for PWD. Enable India is a premier institute that has been shaping up lives of PWD
over the years in India. TSSDS, promoted by Tata Steel, is targeted towards enhancing
the technical skills of the youth of Jharkhand.

The residential training programme was inaugurated by Sanjiv Paul, Vice President
(Safety, Health & Sustainability), Tata Steel in the presence of Pankaj Satija, General
Manager (OMQ), Tata Steel and other senior officials of the company.

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 Speaking on the occasion, Paul said, ―This is one of its kind initiatives undertaken by
OMQ Division. I am sure that the participants will be benefitted from this programme
and will have a bright future.‖

SABAL will groom PWD for a sustainable life future by offering various courses like
training for trainers programme, disability awareness workshops, digital literacy
programme, career awareness workshops, foundation course in computer and
employability and similar need-based initiatives.

The 1st batch of SABAL will undergo a seven-week Digital Literacy Programme for the
visually impaired. The training will be delivered by experienced trainers from Enable
India, Bengaluru. The 1st batch will comprise of 15 visually impaired participants from in
and around Noamundi.

 Farmers training by TSRDS at West Bokaro

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(By India CSR Network - December 20, 2017)

WEST BOKARO: Tata Steel Rural Development Society (TSRDS), the Corporate Social
Responsibility (CSR) wing of Tata Steel organised a one day training session for the
farmers residing in the peripheral villages on Plant protection in Rabi crops in the
conference hall of its office near Sports complex at West Bokaro on December 20, 2017.

The training session attended by 27 farmers from Nawadih and Sarubera village aimed at
creating awareness among farmers on how to protect Rabi crops from various diseases
and new techniques to improve agriculture.

The training session was graced by Anand Kumar, Chief, Capacity Enhancement
Projects, Tata Steel (West Bokaro) as Chief Guest. Others present on the occasion were
KesavRanjan, Unit Head, TSRDS and Dr Jayant Tripathy, Senior Registrar, CSR.

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Attending as resource person, Sashi Kant, Executive, Rural Development of TSRDS
provided training to the participants on best practices to ensure good Rabi crop,
documentation of cropping pattern and proper usage of pesticide, fungicide, etc to keep
the crop safe. Besides conducting the training programme, he also answered queries of
the farmers on Rabi crop cultivation.

For proper documentation of the cropping pattern, the participants were provided with
Farmer’s Card which will help the farmers to keep a track of all minor and major details
of the crop.

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 Tata Steel Camp School at Noamundi inking a better future for dropout school girls

(By India CSR Network-December 3, 2017)

NOAMUNDI: In a country that has recently begun to voice its concerns on girl child
illiteracy, the story of Khushi Khatoon is not less than of a secret superstar. From
complete illiteracy to the shores of wisdom, the journey for her has been a remarkable
one.

Born in a family having three children, Khushi is the youngest of them all. A year ago, 12
year old Khushi had never dreamt of the world like this. Studying in class 6 at Kasturba
Gandhi Avasiya Balika Vidayalaya in Noamundi, she dreams to be a teacher for rural
India someday.

―Big cities have the best of the facilities and everyone wants to go there, learn and teach.
I want to visit small villages, stay there and teach, so that children like me get a chance to
better their future‖, says Khushi.

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The journey of transformation for Khushi began last year when her mother admitted her
to the Camp School for dropout students at Noamundi. From unlettered ignorant girl to a
sharp observant girl, Khushi began to learn but with great difficulty. For the first six
months of her tenure in Camp School, she struggled as she had never been introduced to
alphabets at home. In the last six months, she bloomed to pick up the pace and eventually
became a Camp School class topper.

SomavariPadiya, Warden, Camp School at Noamundi, recollecting her memory said, ―It
was only her 3rd day at Camp School, when we saw her crying while eating her lunch in
the afternoon. We all thought that she is missing her family. But to our surprise, she said
she had never had food for three times a day and this is what got her emotional. Stories
like that of Khushi compel us to do our bit in bringing up all such girls with compassion
and love.‖

The Camp School at Noamundi is a unique initiative by Tata Steel to rope in school
dropout girl students to further their studies. The initiative includes intake of 100-125
underprivileged girls every year from in an around Noamundi, who are mentored for a
year in a residential course and then bridged to mainstream education. For the last 8
years, this remarkable initiative has not only bridged more than 800 dropout girl students
into the mainstream education system, but has also sensitised the local villagers on the
importance of education for girls.

As a budding poetess, Khushi dreams of a happy life in her poems and like her, a number
of school dropout girls have begun to script their tale, one which is built on the
foundation of hope and will.

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 Tata Steel and Hockey Australia collaborates to train rural girls
(By India CSR Network-November 8, 2017)

NOAMUNDI (Jharkhand): In a move towards promoting sports in its areas of operation,

Ore Mines & Quarries (OMQ) Division of Tata Steel in association with Hockey
Australia – the governing body of hockey in Australia – on November 7, 2017 began
formal hockey training for girls of Kasturba Gandhi BalikaVidayalaya (KGBV) at
Noamundi., Jharkhand.

The collaboration of Tata Steel with Hockey Australia is to promote and popularise the
game of hockey in India.

The initiative coordinated by Tata Steel Rural Development Society at Noamundi is

aimed at attracting youngsters towards hockey.

The idea is to teach them basics of the game in a fun-filled yet professional ambiance.
Under the Hook in 2 Hockey programme, 30 selected girls of KGBV at Noamundi will
now be trained in hockey.

Hockey kits provided by Hockey Australia were distributed to the selected girls of KGBV
by Pankaj Satija, General Manager (OMQ) Division, Tata Steel. The kit comprised of
hockey stick, ball, shin-guard, T-shirt, Gumshield, etc.

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Talking about the initiative, Satija said, ―Sports is a way of life at Tata Steel. The
partnership with Hockey Australia is going to shape up the lives of the young hockey
players in rural areas.‖

On a similar note, Captain Amitabh, Head, Skill Development, Tata Steel said, ―This is
fantastic platform for the young girls of the school to learn and develop this sport. It is
one of its kind initiative in Jharkhand.‖

Jharkhand over the years has given some of the finest international hockey players to the
Indian Hockey team. Owing to its popularity in the tribal regions of West Singbhum,
Noamundi has been selected by Tata Steel as the breeding ground for girl‘s hockey to
encourage talent in rural areas.

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 SECTION III

CONCULSION

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 CONCULSION

Tata Steel for the last 100 years has focused on responsible business practices
with community centric interventions. Sustainable development and inclusive growth is
facilitated by CSR department through the Tata Steel Rural Development Society
(TSRDS), the Tata Steel Family Initiative Foundation (TSFIF), the Tribal Cultural
Society (TCI), the Tata Steel Skill Development Society (TSSDS) and the Urban
Services, which contribute to health, drinking water, education, sustainable livelihood,
renewable energy, employability Training and Tribal ethnicity.

More than 700 SHGs (Self Help Groups) accounting for 9000 plus members
function with the support of Tata Steel. SHGs are adopted by Tata Steel to promote
enterprise development.

Apart from the above activities, there are various other activities like community
centers, coaching centers and training centers which constantly work for the upliftment of
the society in and around Jamshedpur, Jharkhand. Every organization has some
responsibility towards the society and ultimately towards the nation, social involvement
of the organization would enhance a healthy relationship between society and
organization for mutual growth. Tata group has gone a long way in fulfilling its duty and
responsibility towards the society.

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 BIBLIOGRAPHY

Books:

- Freeman, R.E. Strategic Management, A Stakeholder Approach (Pitman Publishing

Marshfield, MA. 1984)
- Bowen, H. R, Social responsibilities of the businessman(New York, Harper & Row,
1953)
- Tata Motors $ Corporate Social Responsibility Annual Report 2009-10.
- INTEGRATED REPORT & ANNUAL ACCOUNTS 2016-17 | 110 YEAR

Websites used:

www.csrworld.net

www.tatasteel.com

www.tata.com

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 ANNEXURE

The secondary data is majorily used for the dissertation.

The Secondary data is collected through various electronic media, newspaper articles, magazines
and from the official website of the Tata Steel.

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