Tata Power operates power generation, transmission and distribution businesses in India. It engages in corporate social responsibility (CSR) initiatives in key areas like health, education, infrastructure, energy and the environment. The document discusses challenges with CSR implementation like cultivating community ownership and motivating employees. It considers options for structuring CSR like an internal department versus external hiring and recommends integrating CSR into the company's vision and goals to make it more sustainable and cost-effective by utilizing existing employees.

1. TATA POWER: CSR AND
SUSTAINABILITY
Sec D Group 7
Aditya Vikram Bharadwaj(12P185)
Ankit Gupta(12P187)
Chandrachuda Sharma(12P194)
Chirag Sachdev(12P195)
Santosh Garbham(12P229)
Venkatesh Vellur(12P238)

2. TATA POWER
 Started in 1919 with operations in Maharashtra, Jharkhand and Karnataka
 TPC business operations were divided into two segments: power and
others
 Power segment is engaged in generation, transmission and distribution of
electricity
 Engaged in manufacturing of electronic equipment, broadband services
like project consultancy, terminalling, investments and oil exploration
Col. Prakash Tiwari
 Served in Indian Army for 25 years
 Prematurely resigned to work on CSR with a corporate
 Won many awards internationally for his projects in the fields of disaster
management, biodeiversity, wasteland development and many more

3. TRIPLE BOTTOM LINE &
TPC Stake holders
Customers
ShareholdersCommunity

4. KEY THRUST AREAS
Health
Education
Infrastructure
Energy
Environment
Income
Generation
Need
Identification
Budget
Allocation
Implementation
Impact
assessment

5. Ground Level Challenges
Cultivating ownership among communities
Role of employees – how to motivate them?
CSR
Sustainability
Striking balance – environment & business
Balance of bargaining power – NGOs/PBOs

6. TEWARI’S DILEMMA
Separate
Department
External
hiring Internal
employees
Balance of
power Balance of
goals
COST

7. Recommendations
Integrating CS with Vision, Mission, Values
Involvement of senior leaders in key activities – while launching
or review of activities & personnel
Utilizing the existing employees
“Partneering” with NGOs for individual projects

8. Analysis
External hiring
would lead to
greater costs
Balancing various
stakeholders is
important –
employees,
shareholders,
customers &
communities
To strike a
balance top
management
should set vision,
mission and goals
and align the
organization
accordingly
CSR should be
internalized with
operations by
utilizing
employees
This would give a
more sustainable
and cost- effective
win-win model for
TPC

9. Employee Utilization for CSR
Identify, engage & recognize any willing employee who
wishes to contribute
Register Employee Talent
Keep a track of each employee’s performance –
Volunteering days spent, achievements, self appraisal
Non-Monetary
Recognition
system
Highlighting
Significant
Achievement
Organize
Training for
employees
Communication
of Calendar of
activities well in
advance

10. Summary
VMV Leveraging Core
Competence and
Expertise
Networking with
Community and
enabling agencies
Alignment of internal
processes for
implementation
Volunteering Spirit –
sensitizing employees
to Community needs