Corporate Social Responsibility Activities of Tata Group

The Study of CSR Activitiesof TATA Group
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Introduction
Corporate social responsibility is a form of corporate self-regulation, integrated into
a business model. CSR policy functions as a self-regulatory mechanism whereby a business
monitors and ensures its active compliance with the spirit of the law, ethical standards and
national or international norms.
With some models, a firm's implementation of CSR goes beyond compliance and statutory
requirements, which engages in "actions that appear to further some social good, beyond the
interests of the firm and that which is required by law". The binary choice between
'complying' with the law and 'going beyond' the law must be qualified with some nuance. In
many areas such as environmental or labor regulations, employers can choose to comply with
the law, to go beyond the law, but they can also choose to not comply with the law, such as
when they deliberately ignore gender equality or the mandate to hire disabled workers. There
must be a recognition that many so-called 'hard' laws are also 'weak' laws, weak in the sense
that they are poorly enforced, with no or little control or no or few sanctions in case of non-
compliance. 'Weak' law must not be confused with soft law. The aim is to increase long-term
profits and shareholder trust through positive public relations and high ethical standards to
reduce business and legal risk by taking responsibility for corporate actions. CSR strategies
encourage the company to make a positive impact on the environment
and stakeholders including consumers, employees, investors, communities, and others.
Proponents argue that corporations increase long-term profits by operating with a CSR
perspective, while critics argue that CSR distracts from businesses' economic role. A 2000
study compared existing econometric studies of the relationship between social and financial
performance, concluding that the contradictory results of previous studies reporting positive,
negative, and neutral financial impact, were due to flawed empirical analysis and claimed
when the study is properly specified, CSR has a neutral impact on financial outcomes.
Political sociologists became interested in CSR in the context of theories
of globalization, neoliberalism and late capitalism. CSR is titled to aid an organization's
mission as well as serve as a guide to what the company represents for its
consumers. Business ethics is the part of applied ethics that examines ethical principles and
moral or ethical problems that can arise in a business environment. ISO 26000 is the
recognized international standard for CSR. Public sector organizations (the United Nations

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for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to
similar principles, but with no formal act of legislation.

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Objectives
 To understand the concept of CSR
 To study the various CSR activities of Tata Group
 To study the various business-related profits that Tata Group gains because of CSR
activities
 To study the effects of CSR activities on the people, environment and the employees.
Scope of the study
 The study helps use to understand the importance of CSR activities.
 The study emphasis on how Tata group have fulfilled its responsibilities towards
stakeholders, employees, consumers and society.
Limitations
 The Secondary research was done and it consists of the information from
reliable online sources.
 It includes theories published by research papers.

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History and Evolution
The historical evolution of the CSR can be classified into different periods. The earlier period
in the CSR evolution was followed by the development of unique trends in the 1970s. The
1970s trends were followed by the shifts that existed during the 1990s. The below figure
shows the historical timeline and different stages in the history of CSR as a paradigm in
management and business theory:
The Early Classical Period
CSR was looked as a product of the industrialization process at that time. With the
development of big companies in 1870s the tasks of these companies increasingly affected
other society domains. From 1900 through 1920, extra legislation based on business social
responsibilities was passed under the banner of the collection of advocated social reforms in
the upcoming era.
The Immediate Post war Period
The debate over the social responsibility of business had achieved impetus succeeding World
War II. By this time corporate philanthropy had already become part of normal social fabric
and business life. Two principles formed the foundations for contemporary views on CSR.
These were the principle of stewardship and charity.
Trends during the 1970s
During 1970s, the texture of the war based on CSR altered to some degree. The focus in the
war shifted from corporate responsibility to the corporate responsiveness concept. This new
focus on responsiveness altered the emphasis from what organizations could do to survive to
what organizations could do to better the world through sustainability.

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Shifts during the 1990s
In the 1990s, the concept of CSR emerged as the outcome of new forms of stakeholder
engagement and social regulation, increased demands of stakeholder and governmental
regulation for reporting and CSR. Critics and Scholars improved their analysis to include
arguments based on the sustainability, business ethics, corporate social performance, green
marketing, stakeholder theory and citizenship theory
Scope
Initially, CSR emphasized the official behaviour of individual firms. Later, it expanded to
include supplier behaviour and the uses to which products were put and how they were
disposed of after they lost value.
In the 21st century, corporate social responsibility in the supply chain has attracted attention
from businesses and stakeholders. Corporations' supply chain is the process by which several
organizations including suppliers, customers and logistics providers work together to provide
a value package of products and services to the end user, who is the customer.
Corporate social irresponsibility in the supply chain has greatly affected the reputation of
companies, leading to a lot of cost to solve the problems. For instance, incidents like the 2013
Savar building collapse, which killed over 1000 people, pushed companies to consider the
impacts of their operations on society and environment. On the other side, the horse meat
scandal of 2013 in the United Kingdom affected many food retailers, including Tesco, the
largest retailer in the United Kingdom, leading to the dismissal of the supplier. Corporate
social irresponsibility from both the suppliers and the retailers has greatly affected the
stakeholders who lost trust for the affected business entities, and despite the fact that
sometimes it's not directly undertaken by the companies, they become accountable to the
stakeholders. These surrounding issues have prompted supply chain management to consider
the corporate social responsibility context. Wieland and Handfield (2013) suggested that
companies need to include social responsibility in their reviews of component quality. They
highlighted the use of technology in improving visibility across the supply chain.
Corporate social initiatives
Corporate social responsibility includes six types of corporate social initiatives:

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 Corporate philanthropy: company donations to charity, including cash, goods, and
services, sometimes via a corporate foundation
 Community volunteering: company-organized volunteer activities, sometimes while an
employee receives pay for pro-bono work on behalf of a non-profit organization
 Socially-responsible business practices: ethically produced products which appeal to a
customer segment
 Cause promotions: company-funded advocacy campaigns
 Cause-related marketing: donations to charity based on product sales
 Corporate social marketing: company-funded behavior-change campaigns
All six of the corporate initiatives are forms of corporate citizenship. However, only some of
these CSR activities rise to the level of cause marketing, defined as "a type of corporate
social responsibility (CSR) in which a company's promotional campaign has the dual purpose
of increasing profitability while bettering society."
Companies generally do not have a profit motive when participating in corporate
philanthropy and community volunteering. On the other hand, the remaining corporate social
initiatives can be examples of cause marketing, in which there is both a societal interest and
profit motive.
Implementation
CSR may be based within the human resources, business development or public
relations departments of an organisation, or may be a separate unit reporting to the CEO or
the board of directors.
Engagement plan
An engagement plan can assist in reaching a desired audience. A corporate social
responsibility individual or team plans the goals and objectives of the organization. As with
any corporate activity, a defined budget demonstrates commitment and scales the program's
relative importance.

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Verification
Corporate social responsibility and its resulting reports and efforts should be verified by the
consumer of the goods and services. The accounting, auditing and reporting resources
provide a foundation for consumers to verify that their products are socially sustainable. Due
to an increased awareness of the need for CSR, many industries have their own verification
resources.
Common actions
Common CSR actions include:
 Environmental sustainability: recycling, waste management, water management,
renewable energy, reusable materials, 'greener' supply chains, reducing paper use and
adopting Leadership in Energy and Environmental Design (LEED) building standards.
 Community involvement: This can include raising money for local charities, providing
volunteers, sponsoring local events, employing local workers, supporting local economic
growth, engaging in fair trade practices, etc.
 Ethical marketing: Companies that ethically market to consumers are placing a higher
value on their customers and respecting them as people who are ends in themselves. They
do not try to manipulate or falsely advertise to potential consumers. This is important for
companies that want to be viewed as ethical.
Social license
"Social license" refers to a local community's acceptance or approval of a company. Social
license exists outside formal regulatory processes. Social license can nevertheless be acquired
through timely and effective communication, meaningful dialogue and ethical and
responsible behaviour.
Displaying commitment to CSR is one way to achieve social license, by enhancing a
company's reputation.
Potential Business Benefits
Triple bottom line
"People, planet and profit", also known as the triple bottom line, form one way to evaluate
CSR. "People" refers to fair labour practices, the community and region where the business

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operates. "Planet" refers to sustainable environmental practices. Profit is the economic value
created by the organization after deducting the cost of all inputs, including the cost of the
capital (unlike accounting definitions of profit).
This measure was claimed to help some companies be more conscious of their social and
moral responsibilities. However, critics claim that it is selective and substitutes a company's
perspective for that of the community. Another criticism is about the absence of a standard
auditing procedure.
The term was coined by John Elkington in 1994.
Human resources
A CSR program can be an aid to recruitment and retention, particularly within the
competitive graduate student market. Potential recruits often consider a firm's CSR policy.
CSR can also help improve the perception of a company among its staff, particularly when
staff can become involved through payroll giving, fundraising activities or community
volunteering. CSR has been credited with encouraging customer orientation among customer-
facing employees.
CSR is known for impacting employee turnover. Several executives suggest that employees
are their most valuable asset and that the ability to retain them leads to organization success.
Socially responsible activities promote fairness, which in turn generate lower employee
turnover. On the other hand, if an irresponsible behavior is demonstrated by a firm,
employees may view this behavior as negative. Proponents argue that treating employees
well with competitive pay and good benefits is seen as a socially responsible behavior and
therefore reduces employee turnover. Executives have a strong desire for building a positive
work context that benefits CSR and the company as a whole. This interest is driven
particularly by the realization that a positive work environment can result in desirable
outcomes such as more favorable job attitudes and increased work performance.
Risk management
Managing risk is an important executive responsibility. Reputations that take decades to build
up can be ruined in hours through corruption scandals or environmental accidents. These
draw unwanted attention from regulators, courts, governments and media. CSR can limit
these risks.

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Brand differentiation
CSR can help build customer loyalty based on distinctive ethical values. Some companies use
their commitment to CSR as their primary positioning tool. Some companies use CSR
methodologies as a strategic tactic to gain public support for their presence in global markets,
helping them sustain a competitive advantage by using their social contributions as another
form of advertising.
Companies that operate strong CSR activities tend to drive customer's attention to buy
products or services regardless of the price. As a result, this increases competition among
firms since customers are aware of the company's CSR practices. These initiatives serve as a
potential differentiator because they not only add value to the company, but also to the
products or services. Eg. Being human that provides education and healthcare services for the
underprivileged in India and Marico’s Nihar Shanti Amla hair oil that reiterates the
company’s social objectives of not letting children drop out of schools due to financial crisis.
According to a Harvard Business Review article, there are three theaters of practice in which
CSR can be divided. Theater one focuses on philanthropy, which includes donations of
money or equipment to non-profit organizations, engagement with communities' initiatives
and employee volunteering. This is characterized as the "soul" of a company, expressing the
social and environmental priorities of the founders. The authors assert that companies engage
in CSR because they are an integral part of the society. For instance, the Coca-Cola

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Company contributes with $88.1 million annually to a variety of environmental educational
and humanitarian organization..
On the other hand, theater two focuses on improving operational effectiveness in the
workplace. The researchers assert that programs in this theater strive to deliver social or
environmental benefits to support a company's operation across the value chain by improving
efficiency. Some of the examples mentioned include sustainability initiatives to reduce
resource use, waste, and emission that could potentially reduce costs. It also calls for
investing in employee work conditions such as health care and education which may enhance
productivity and retention. Unlike philanthropic giving, which is evaluated by its social and
environmental return, initiatives in the second theater are predicted to improve the corporate
bottom line with social value. Bimbo, the largest bakery in Mexico, is an excellent example
of this theater. The company strives to meet social welfare needs. It offers free educational
service to help employees complete high school. Bimbo also provides supplementary medical
care and financial assistance to close gaps in the government health coverage.
Moreover, the third theater program aims to transform the business model. Basically,
companies create new forms of business to address social or environmental challenges that
will lead to financial returns in the long run. One example can be seen in Unilever's Project
Shakti in India.

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The company hires women in villages and provides them with micro-finance loans to sell
soaps, oils, detergents, and other products door-to-door. This research indicates that more
than 65,000 women entrepreneurs are doubling their incomes while increasing rural access
and hygiene in Indian villages. Another example is IKEA's People and Planet initiative to be
100% sustainable by 2020. As a consequence, the company wants to introduce a new model
to collect and recycle old furniture.
Reduced scrutiny
Corporations are keen to avoid interference in their business through taxation or regulations.
A CSR program can persuade government and the public that a company takes health and
safety, diversity and the environment seriously, reducing the likelihood that company
practices will be closely monitored.

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Statement of Problem
CSR is believed to have a significant influence on corporate sustainability. In the business
context, CSR has emerged as a form of sustainability governance with advantages to the
economic, environment and social progress. Successful executives know that their long-term
success is based on continued good relations with a wide range of individuals, group and
institutions. Smart firms know that business can’t succeed in societies that are failing —
whether this is due to social or environmental challenges, or governance problems. Moreover,
the general public has high expectations of the private sector in terms of responsible
behaviour. Consumers expect goods and services to reflect socially and environmentally
responsible business behaviour at competitive prices. In the recent past organization had a
choice to return back to the society but due to competition, it has become an obligation for
them to become socially responsible by giving back to the society for them to improve their
image in the eyes of the public. In as much as these organizations are returning back to the
society, do they benefit from this investment in terms of increased profit, satisfy and retain
customers and also increase market share.
Hence when it comes to CSR activities TATA Group believes in putting efforts into education of
children, women empowerment, and cultural benefits TATA Group process the environment
initiatives, education programs, health care programs, rural development program, etc. at their
own working community for enhancing the quality life of the company’s employees and
maximizing the shareholders profit. Although, CSR approach owes indispensable positive
impacts to the society.

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Tata Group
Introduction
Founded by Jamsetji Tata in 1868, the Tata group is a global enterprise, headquartered in
India, comprising over 100 independent operating companies. The group operates in more
than 100 countries across six continents, with a mission 'To improve the quality of life of the
communities they serve globally, through long-term stakeholder value creation based on
Leadership with Trust'.
Tata Sons is the principal investment holding company and promoter of Tata companies.
Sixty-six percent of the equity share capital of Tata Sons is held by philanthropic trusts,
which support education, health, livelihood generation and art and culture. In 2017-18, the
revenue of Tata companies, taken together, was 110.7 billion. These companies collectively
employ over 702,454 people.

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 Each Tata company or enterprise operates independently under the guidance and
supervision of its own board of directors and shareholders. Market capitalization of all
28 listed Tata group companies crore to ₹10.88 trillion as of 12 February 2019.
. Tata companies with significant scale include Tata Steel, Tata Motors, Tata Consultancy
Services, Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata
Communications and Indian Hotels.
Many Tata companies have achieved global leadership in their businesses. For instance, Tata
Communications is #1 international wholesale voice provider and Tata Motors is among the
top ten commercial vehicle manufacturers in the world. Tata Steel is among the top fifteen
best steelmakers and TCS is the second largest IT services company in the world by market
cap and profit. Tata Global Beverages is the second-largest tea company in the world and
Tata Chemicals is the world’s second-largest manufacturer of soda ash. Employing a diverse
workforce in their operations, Tata companies have made significant local investments in
different geographies.
In tandem with the increasing international footprint of Tata companies, the Tata brand is
also gaining international recognition. Tata companies bring to their customers worldwide a
whole host of reputed brands which touch their lives every day. Brand Finance, a UK-based
consultancy firm, has valued Tata’s multi-brand portfolio at over $23 billion in 2016.
With its pioneering and entrepreneurial spirit, the Tata group has spawned several industries
of national importance in India: steel, hydro-power, hospitality and airlines. The same spirit,
coupled with innovativeness, has been displayed by entities such as TCS, India’s first

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software company and Tata Motors, which made India’s first indigenously developed car, the
Tata Indica and the smart city car, the Tata Nano. Pursuit of excellence has similarly been
manifested in recent innovations like the Silent Track technology developed by Tata Steel
Europe and the next-generation Terrain Response, including infrared laser scanning to predict
terrain, and Wade Aid to predict water depth, by Jaguar Land Rover.
The Tata trusts, majority shareholders of Tata Sons, have endowed institutions for science
and technology, medical research, social studies and the performing arts. The trusts also
provide aid and assistance to non-government organisations working in the areas of
education, health care and livelihoods. Tata companies themselves undertake a wide range of
social welfare activities, especially at the locations of their operations, as also deploy
sustainable business practices.
Going forward, Tata companies are building multinational businesses that seek to
differentiate themselves through customer-centricity, innovation, entrepreneurship,
trustworthiness and values-driven business operations, while balancing the interests of
diverse stakeholders including shareholders, employees and civil society.

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CSR 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
Jamsetji 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

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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.
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.

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Tata Sustainability Group
TSG is driven by a mission to guide, support and provide thought leadership to Tata group
companies in embedding sustainability in their business strategies and demonstrating
responsibility towards society and the environment
Sustainability, in a business context, is an approach that creates long-term stakeholder value
by balancing economic, environmental and social performance. The Tata group believes that
being successful in business is not only about performing well in financial terms – which is of

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course very critical – but also ensuring that all its stakeholders benefit. Thus, how the profits
are made are as important as how much.
Set up in 2014, the Tata Sustainability Group (TSG) is a group-level resource meant to work
with Tata companies across the world in the sphere of sustainability. TSG’s mission is ‘To
guide, support and provide thought leadership to all Tata group companies in embedding
sustainability in their business strategies and demonstrating responsibility towards society
and the environment.’
TSG’s mission is based on the Tata group’s core value: “To improve the quality of life of the
communities we serve globally through long-term value creation for all stakeholders.”
The Tata group is committed to integrating environmental, social and ethical principles into
its core business, thereby enhancing long-term stakeholder value and touching the lives of
over a quarter of the world's population. The group’s guiding philosophy thus ensures that it
remains an employer of choice, a partner of choice and a neighbour of choice.
TSG’s field of execution covers a range of inputs, including thought leadership and
communicating its thinking and work to a wider audience. At the core of this function are the
three areas it is responsible for:
•Group CSR programmes like Tata STRIVE that focuses on skill enhancement
•The group-wide volunteering programme Tata Engage
•Responding to humanitarian emergencies and strengthening disaster risk reduction strategies

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Tata Strive
Two-third of India's 1.2 billion population is under 35 years, making the country one of the
youngest in the world, from a demographic perspective. The economic benefit of having such
a large working age population is obvious. However, a significant percentage of this
population is unskilled or under-skilled. Skill building is therefore a key focus area for
national development. The outcome of India's skilling mission would be to mould this vast
human potential into productive employees and venturesome entrepreneurs. Developing a
skilled workforce will also help India leverage a global opportunity. As per the 11th Five Year
Plan published by the Indian Government, there will be a shortage of 55 million skilled
workers in 2022 in the rest of the world, whereas India will have a surplus of 47 million
skilled workers.
Although India does have a large trainable workforce, the supply pool is not always close to
demand. Socio-cultural issues, migration issues further complicate the situation. The
education system, not being closely linked to industry needs, creates graduates who are not
readily employable. From the industry's perspective therefore acquisition and retention of
new talent, especially of blue collar workers, is a major challenge.
The past five years has witnessed a lot of activity in the skilling ecosystem through efforts
from both the government and private sector. However, there are major challenges that are
seen. First, the attrition level at entry level jobs across most industries is high, especially
during the initial months of hiring new talent. For industry, soft skills is a threshold
competency and is closely linked to attrition hence is a top priority of employers. Second, the
investment on upskilling of existing trainers is often neglected, which eventually affects the
quality of the overall delivery of training. Third, assessment and certification suffers from
authentication issues making it difficult for organisations to assess the professional

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capabilities of the candidate. Finally, skilling for entrepreneurship requires a more engaged
approach, in addition to a conducive local ecosystem and multi-stakeholder partnerships.
Any skilling programme must address these challenges. The transition of youth into an
employee/entrepreneur is a transformation process that involves behaviour change,
knowledge acquisition and skill development.

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Tata Engage
Most of us have an innate desire to make a difference to the world we live in. We wish to
contribute in meaningful ways to society, beyond just financial donations. But meaningful
change demands sustained engagement and focus. Thus more often than not, this fervour to
'do well' gets put on a back burner because factors such as work hours, deadlines, deliverables
and professional growth take precedence.
Society ends up losing the services of competent professionals who through their skills and
expertise can herald accelerated change.
To remedy this anomaly, Tata Sustainability Group has launched Engage+, a platform
wherein selected employees with the requisite professional skills and experience, will be
awarded a full-time deputation for up to 6 months, to lead an important non-profit project and
bring it to successful completion.
During this period you will be actively mentored by an eminent domain expert - someone
from the senior management of the Tata group or a veteran from the industry. Thus not only
will you be leveraging your professional expertise for a lasting social cause, you will also
grow as a professional.

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Tata Sustainability
Being a good corporate citizen is at the heart of the Tata group philosophy. The Tata group
has long supported relief and response efforts during a humanitarian disaster. The focus has
been to deliver fast, effective support during a crisis; help build capacity and resilience of
communities for long-term rehabilitation; and foster the exchange of ideas that benefit group
companies to respond more effectively during disasters.
As part of its efforts in developing disaster response frameworks within the Tata group, the
TSG is collaborating with Tata companies and the Tata Trusts to develop Project Managers,
with the requisite knowledge and capabilities to manage future disaster response initiatives of
the Tata group. The Project Managers will be based at the location of a response initiative for
a period between 1 to 6 months, and be central to the planning and execution of projects,
engagement with multiple stakeholders, sourcing and analysing information and looping back
with the steering committee on key decisions / approvals.

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The Tata Sustainability Policy
The policy helps Tata companies to integrate sustainability considerations into all decisions
and key work processes, mitigating future risks and maximising opportunities
The Tata group sustainability policy articulates how Tata companies create long-term
stakeholder value by integrating economic, environmental and social considerations. The
policy will help Tata companies to integrate sustainability considerations into all decisions
and key work processes, mitigating future risks and maximising opportunities. It embodies
the principles of product stewardship by reducing environmental impact and enhancing
health, safety and social impacts of products and services across their lifecycles.
Further, under the policy, Tata companies commit to aspire to global sustainability leadership
in the sectors they operate in by constituting a governance structure to oversee sustainability
endeavours. The governance process, under the aegis of the Boards, identifies relevant
sustainability issues and develops comprehensive sustainability strategies with goals, targets,
mitigation and adaptation action plans. The Policy aligns the companies to undertake natural
and social capital valuation to assess business risks while adhering to global reporting
frameworks.

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Addressing climate change
Across the Tata group, there has been considerable progress in terms of developing
abatement strategies, increasing awareness and determining best practices
The Tata group acknowledges that businesses have a significant role to play in combating
climate change, and as a socially responsible groupit would continue to play a leadership role.
Globally, there are many factors that are prompting corporate action to address climate
change.
The first is the growing rise of extreme weather events, which have inevitable emotional and
business implications for the work force and operations.
Second, with public pressure, regulations have tightened around the world, and stronger
action to tackle climate change is being driven by governments.
Third, the new corporate social responsibility (CSR)legislation in the Indian Companies Act
in 2013 is viewed as a watershed for corporate India since it requires every company meeting
certain size and scale criteria to spend 2 percent of their net profits on CSR. So, for the Tatas,
responding to climate change makes for both ethical and business sense.
This resulted in a two-pronged approach. At one level, a behaviour change among Tata
companies has been initiated by incorporating climate change in the Tata Code of Conduct.
At another level, a series of plans, policies and initiatives have been drawn up for companies
by setting up a climate change steering committee in 2008.

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A climate change policy for all Tata companies has also been articulated by the steering
committee. This functions as a common framework for institutionalising climate change
policies. The climate change agenda is now being expanded to create a larger discourse on
sustainability that includes environment and community initiatives. The Tata Global
Sustainability Council, set up in November 2014, provides strategic guidance and thought
leadership to companies, including the development of a group-wide sustainability policy.
The Tata group became part of the Prime Minister's low carbon committee and was a member
in the steering committee of the 'Caring for Climate' initiative of the United Nations Global
Compact and United Nations Environment Programme. Ahead of the crucial global climate
change talks that concluded in Paris, global corporate leaders signed an open letter on climate
change, including the former Chairman of Tata Sons. The coalition, CEO Climate Leaders,
comprising CEOs from 79 companies with operations in over 150 countries and territories,
and facilitated by the World Economic Forum, believes the private sector has a responsibility
to actively engage in global efforts to reduce greenhouse gas emissions, and to help lead the
global transition to a low-carbon, climate-resilient economy.
Dr Mukund 1q11Rajan, Chairman, Tata Global Sustainability Council, is one of the two
Commissioners from India for the Energy Transitions Commission (ETC) along with Ajay
Mathur, director-general of The Energy Research Institute (TERI). The ETC brings together a
uniquely diverse group of individuals and organisations from across the energy landscape –
investors, incumbent energy companies, industry disruptors, international organisations,

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NGOs, research institutes – from across the developed and developing world. It aims to
accelerate change towards low-carbon energy systems that enable robust economic
development and limit the rise in global temperature to well below 2°C. Lord Adair Turner,
Chairman of the Institute for New Economic Thinking (INET) in the UK, chairs this
initiative.
Volunteering
Giving back to the society is at the core of the Tata business model, and forms the foundation
for group-wide employee volunteering initiatives that aim to touch a quarter of the world's
population by 2025
Community engagement, especially volunteering, is an integral component of business
sustainability that lies at the heart of the Tata way of life. Volunteering is one of the most
effective ways of connecting with society through the group’s most valuable asset — its
people. At the group level, the Tata Engage programme builds on the group’s tradition of
giving back to society.
Listed among the top 10 corporate volunteering programmes in the world, Tata Engage has a
target of achieving a million volunteering hours each year, through employee volunteering
initiatives.
Today, Tata Engage has emerged as a vibrant platform that kindles, nurtures and channelises
the volunteering spirit at Tata and amplifies outcomes by bringing together not only Tata
employees, but also their families and retired Tata employees. The platform connects

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volunteers with causes close to their heart and helps build the institutional capacity of civil
society organisations.
Volunteering opportunities range from three-hour experiential activities during the Tata
Volunteering Weeks designed to encourage and inspire Tata employees to experience the joy
of volunteering, to a six-month, part-time, skills-based project called ProEngage.
Success Stories
Tata Strive aims to bridge the gap between an under-skilled youth segment and the talent
vacuum in the Indian economy
Skilling young India
Over the past quarter of a century, India has been undergoing an economic transformation
like never before, and yet the country is home to millions of earnest and employment-hungry
youngsters who are unable to get jobs.
This is the challenge being addressed by Tata Strive, a pan-India initiative aimed at arming
the country’s young with the skills needed to improve prospects and secure jobs in the
industries of today. Tata Strive’s mission is to train youngsters in both soft and work skills
and make them readily employable — and hence, also addressing industrial India’s other
concern, the shortage of skilled talent.
With two-thirds of its population under 35 years of age, India is one of the youngest countries
in the world from a demographic perspective. Cashing in on this demographic dividend is
critical to India and its ambitions.
Focused skill sets
Tata Strive is a manifestation of the Tata group’s belief that harnessing the collective
expertise of its companies and combining their efforts to strengthen India’s skilling
ecosystem can lead to perceptible difference in the community. Through Tata Strive, the Tata

29
group has sought to equip people in the 18-35 age bracket with skills that are relevant to
industry.
Tata Strive is aligned with the 25 ‘sectors of focus’ identified by the Indian government, and
designed to address the skill gaps pointed out by the National Skill Development
Corporation.
Currently, Tata Strive offers courses in the fields of retail, banking and financial services,
automotive, business process outsourcing and hospitality. There are courses for electricians
and other technicians as well. In addition, there are innovatively designed modules for
facilitators and trainers on youth employability, life skills and empowerment coaching. Tata
Strive also brings in appropriate certification to enable the measurement of outcomes in the
creation of a skilled workforce.
Power of the collective
To power this effort, Tata Strive has forged a wide variety of partnerships — with Tata and
non-Tata companies, the Tata Trusts and other charitable foundations, nonprofits,
government agencies, industrial training institutes, banks, and training associates. Within the
Tata ecosystem, a large number of companies have come on board. Among the non-Tata
partners are companies such as Schneider, Siemens, Bosch and Cipla.
Recently, Tata Strive signed a memorandum of understanding with the Indian Chamber of
Commerce. The aim is to map skilling opportunities in core sectors like steel, mining, power,
coal and infrastructure, particularly in the east and northeast regions.
The delivery of the skilling happens at centres called Tata Strive Skill Development Centres
(TSSDC). These are managed and staffed by people hired through the initiative. There are
also TSSDC extension centres which are smaller but similarly run.

30
Volunteers from group companies also work with Tata Strive (through the ProEngage
programme of the Tata Sustainability Group). In short, Tata Strive is driven by the spirit of
cooperation and collaboration.
Another aspect of Tata Strive is the planning for sustainability. The use of technology makes
operations replicable, scalable and measurable. Content is available through the platform and
can be made available offline to any location. Facilitator guides and student handbooks are
digitised and attendance and placement data are tracked real time via the platform.
Benchmarks are also being put in place, with the training methodology being standardised
and made replicable.
Uphill task
Tata Strive today has more than 20 centres. But the launch phase has not been easy. While
the Tata brand gave it a head-start, it still had to contend with a plethora of challenges in a
scenario where the skilling ecosystem was often minimal. The Tata Strive team had to ensure
that the demand and supply of skills was well matched. Care had to be taken to ensure that
any migration that happened was born of aspiration and not forced by the availability of
trades.
Another challenge involved the logistics of taking quality training to the communities that
really needed it. Communities traditionally deprived of opportunities are often based in
remote areas, where setting up a centre and attracting faculty proved difficult.
Long-termview
Tata Strive is funded from CSR funds of various Tata companies as well as from the funds of
non-Tata entities. It is also in the process of leveraging government schemes and charging
fees for placement.
While Tata Strive’s offerings are capable of changing lives, beneficiaries will need to make
the effort to take advantage of them. For this to happen, mindsets will need to change. There
will need to be a greater participation of women in the programmes.
Tata Strive is actively working to encourage women to take up non-traditional courses by
enabling a safe environment for them and providing career guidance to parents and students
alike.

31
The success of its endeavours has brought in much learning for the Tata Strive team. Having
settled in, the team is confident of being able to take the programme beyond India’s shores.
Tata Strive has very quickly proved that it is an idea whose time has come. Its unique
methodology, empowered coaching and teaching techniques that go beyond textbook
learning have kept students motivated and got them ready to play a full part in the India of
today and tomorrow.
Powering new dreams
Tata Strive's extension centre at Peddamberpeta in Hyderabad is helping underprivileged
students fulfill their dreams of becoming automobile service technicians
Colourful charts lining the whitewashed walls of the Tata Strive extension centre in
Peddamberpeta at Hyderabad offer a glimpse into the lives and aspirations of the 22 young
men who are currently training at the centre. They are the centre’s first batch of aspiring auto
service technicians.
The Hyderabad Tata Strive extension centre trains youth to become auto service
technicians

32
‘My dream: own an Audi, visit the Eiffel Tower and own a factory’ are the words
emblazoned on one of the charts, an ambitious plan for a youngster hailing from a rural
district in Telangana. However, that is exactly what the Tata Strive centre is aiming for — to
lay a solid foundation for underprivileged youth to find employment and change their
destinies for the better.
Set up in March 2016, the centre is run in partnership with Tata Motors, Automotive Skills
Development Council and Strategic Learning Systems. The young men, all from below
poverty line families, are halfway through their 13-week course. The students are a mix of
engineering graduates and diploma holders from industrial training institutes.
The emphasis on practical work and on-the-job training is the USP of the course. “In my
bachelor of technology course, I only got theoretical knowledge, so the practical knowledge
here has helped me a lot. I am also looking forward to on-the-job training,” says 21-year-old
Ajay.
Emotional self regulation
Once they complete the course, the men are expected to find employment as qualified auto
service technicians in India’s rapidly growing automobile sector. The programme also
focuses on easing their transition into the work place. This is done through the youth
development programme, which is a mix of cognitive and non-cognitive practices.
The trainees begin their days with ‘mindfulness’ practices. “Mindfulness helps students
become aware of what emotion they are going through at a certain point in time,” says
Bhaskar Natarajan, head, programme execution, Tata Strive.
Mr Natarajan explains the rationale behind the module. He says, “There are high attrition
rates in this field because auto service technicians often prove easy targets for irate
customers. Technicians get scared or angry and don’t know how to channelise their emotions
in a productive manner. This is why we have introduced these scientific methods to help them
manage themselves.”

33
Focus on life skills
The focus on life skills is clearly a plus point for the trainees, as Arvind, a student from
Warangal, testifies, “Earlier, I paid for a course on soft skills but I wasn’t satisfied with what
I learnt there. The faculty over here has taught us different things — how to handle situations,
about unity, responsibility and how to respect others.”
The signs of change are already visible, especially in the confidence levels of the youngsters.
“Initially, the trainees found it difficult to adapt because of their rural backgrounds. But once
they began, they found it interesting,” says Mr Ranjith, a facilitator at the centre. “Now, they
take the lead during the classes. They explore topics, prepare charts and come up with unique
concepts.”
Setting an example
The first batch of students is already doing the centre proud. Impressed by the trainees,
representatives from various automobile companies including Maruti Suzuki and Hyundai
have not only extended support for on-the-job training but for placements as well.
Bolstered by this vote of confidence, the management at the extension centre has begun
charting its future plans. “We will introduce an auto sales training course. We plan to have up
to 150 students in a year and will roll out three batches annually,” says Mr Murali Krishna, a
master facilitator. The trainees’ faith in the Tata Strive programme is paying off: one is
confident of becoming a general manager while another wants to work in Germany. It is clear
that armed with their newly acquired skills and knowledge, the young men are already
dreaming of a bright future.
The joy of contributing
The ProEngage programme offers volunteers from across the Tata group the opportunity to
use their skills and capabilities to help and serve nonprofit organisations
Kahlil Gibran, poet and writer, once said,

34
“ProEngage, a unique experience provided by Tata Engage, the Tata group volunteering
initiative, helps group employees to do just that through a programme that enables them to
use their skills in the service of nonprofit organisations.
'ProEngage opens the way for people to engage with nonprofits, to use their professional
skills and enjoy a longer-term and meaningful interaction, and it gives the nonprofits access
to professional help,' explains Manjula Sriram, senior manager, Tata Sustainability Group
(TSG).The response to ProEngage since its launch in December 2014 has been heartening.
During the first edition, 140 volunteers partnered more than 30 nonprofits in 10 Indian cities
and worked on some 65 projects. ProEngage2, which is underway, has 186 volunteers
working with 35 nonprofits on 70 projects in 15 cities.
The increased numbers indicate the gusto with which volunteers have embraced the
programme. Incidentally, 10 volunteers from the first edition are participating in the second
edition in a different set of projects. Two volunteers have been invited to work on the same
project and two others, from the first edition, are continuing their involvement with their
respective nonprofits outside of ProEngage.
TSG matches applicants to projects of their choice. The volunteers must ensure that they have
the skills, attributes and educational background required to undertake the project. Typically,
pairs of volunteers are allocated to a single project to ensure that they have someone to
collaborate with.
Employees must work for 4-6 hours on Saturdays. They are also required to visit the
nonprofit at least once in four weeks. The programme demands a high degree of commitment
from volunteers, who work on their own time. Often, even their supervisors are unaware of
their volunteering efforts.

35
Despite what appear to be disadvantages, nearly everyone who has been part of ProEngage
has spoken of intense personal satisfaction. Krushit Jethva of Tata Communications and
Raunak Sarda of Tata Steel, who designed fund-raising instruments for the Vandana
Foundation, an organisation that helps desperately poor communities by providing
microloans for livelihood generation, speak with infectious enthusiasm about their
volunteering work. These efforts have earned them the respect and trust of the nonprofit’s
senior leadership.
Says Mr Jethva: “I have been able to use all the knowledge I gained for a good cause. I feel
satisfied that I have contributed to their growth.” Mr Sarda says the programme has been a
huge learning. “We give them ideas but we are also gaining perspectives about how they
work,” he says. “They trust our suggestions, and that has put a lot of pressure on us.”
Pleased with their work, the foundation invited them to continue partnering it under the aegis
of ProEngage2. The scope of the project has expanded to include business planning, analysis
and strategy.
The volunteering instinct was what prompted K Satyanarayana of Tata Consultancy Services
(TCS) to sign up for ProEngage, and he devised a fund-raising strategy for Youth4Jobs. “I
wanted to use my skills to make a difference to a nonprofit,” he says. “I’m now keen to put
my learning into effect on future projects of Tata Engage.”
When the cause is good
Sanjivani Patil from CMC felt driven to use her strengths for a good cause. She says, “I like
the idea of leveraging people capabilities for corporate social responsibility initiatives.” Ms
Patil developed process documents and associated guidelines and templates for Tata Strive
centres.

36
A Tata volunteer with a group of students
The programme also fulfilled the desire of Tarun Mahar, from TCS, to be of service, though
his decision to work on weekends disappointed his family and friends. “It was hard work to
convince them that this was what I wanted to do,” he says, “but the effort paid off. Seeing the
satisfaction in my students’ eyes at the end of my very first session made it all worth it.”
Managing their volunteering duties proved to be challenging for most of the Tata participants
in the programme. “Since we didn’t have to visit the organisation every weekend, we
managed to do justice to our voluntary duty while managing our professional and personal
lives,” says Mr Satyanarayana.
Ms Patil does not regret the personal time she had to forego for a cause she made her own. “I
put the time to good use and I learned a lot,” she says. “I’m thankful to my company and my
family for their support. There were times when I worked on a project during office hours;
my company allowed me that much flexibility.”
It is a measure of the dedication of the volunteers that none of them minded that they were
giving up part of their weekends to do something without pay. For Mr Jethva and Mr Sarda,
the demand came at a personally significant time. Mr Sarda got married soon after ProEngage
began and Mr Jethva received news that his wife was expecting their first child. Both give
credit to their wives for their patience and support at a very critical period.
It is not just a sense of duty that drives volunteers. There is ample scope for creativity, too.
Sushil Ojha of Tata Steel Processing and Distribution went beyond the mandate of his
project, which involved designing a performance management system for Bharat Samaj Seva

37
Kendra. When he realised that the organisation’s overall human resources structure was
weak, he insisted on conducting a ‘visioning workshop’. The event, a huge success, saw
employees from three branches of the organisation meeting for the first time.
While volunteers received no overt reward, the work was not without fringe benefits. Says
Mr Satyanarayana: “The nonprofits appreciated our work and implemented our suggestions. I
can use this experience to mentor others. Personally, the experience has taught me the value
of persistence, the importance of networking and how to work with limited resources.”
For Mr Mahar, this is not the end of the volunteering journey. “I am very proud to be part of a
company and a group that is making a difference,” he says. “I was very impressed with the
energy of the youngsters, their optimism and eagerness to learn new things.”
Experience to cherish
For the volunteers, the ProEngage experience is something to be cherished. “The assignment
has given me a different perspective, one that will help me take better decisions,” adds Ms
Patil. “I have come to realise the deeper economic and social impact that such efforts can
have. Thanks to ProEngage, I am now sensitised to the need to improve the employability of
underprivileged youth.”
Ms Sriram is pleased that the programme’s goals are being met. For its part, TSG made the
effort to facilitate a meaningful experience for volunteers, intervening when necessary and
following up rigorously to ensure the programme flowed smoothly. It also organised an
orientation workshop for the Tata volunteers.
With the second edition nearly complete, the TSG team has learned a lot from the initiative.
“Applicants now sign an undertaking, which includes several terms and conditions that
remind them of the scale of the commitment they are signing up for,” Ms Sriram says. “They
realise that they cannot take off on long holidays or relocate over the six months of the
programme.” She adds that attempts are also being made to ensure that ProEngage volunteers
receive recognition from their companies, besides two days off every quarter to work on their
projects.
For the future, TSG plans to widen the scope of the ProEngage experience. Ms Sriram says,
“A few years down the line, we plan to make ProEngage a year-round volunteering activity.”

38
This move will enable volunteers to participate in greater numbers in a programme that has
proved its worth.
An employee of one of the nonprofits expressed it best when she said: “People often donate
in cash or kind, but to donate one’s time and expertise is a rare occurrence. This is a blessing
for us and we are very grateful to the Tata volunteers.” The efforts of the volunteers have
turned ProEngage into the gift that keeps on giving to nonprofits.
Women come first here
Women's empowerment and affirmative action are the pillars that support Tata International's
leather products business
In Dewas, it was a curse to be born a woman till a few decades ago. The conservative
community there enforced a strict system of purdah, where women had to cover their faces in
the presence of males, even their own fathers and brothers. Many were not allowed to obtain
a formal education. Few had a say in family matters and going to work outside the home was
unheard of.
The leather complex that TIL set up in 1975 in Dewas has brought about a sea change in the
lives of the women working at the facility, a result of years of investment by the company. It
provided women with soft skills and work-related training to manufacture shoes and gave
them jobs in the factory. The company reassured the families about their safety (women
employees are picked up from home and dropped back in buses). And it also educated them
about hygiene, nutrition and financial matters.
The Dewas women are now empowered — they earn well, operate bank accounts, use ATM
cards, drive scooters and cycles, and are respected by their families. And to push the
empowerment agenda further, TIL has set up cooperatives and self-help group. All this aside,
the company’s community development efforts go way beyond women empowerment.

39
TIL, in consultation with the central government's Department of Industrial Policy
and Promotion (DIPP), created Navchetna, an initiative to train women
More than 50 percent of employees at Dewas and as much as 70 percent at the Chennai unit
come from the scheduled caste and scheduled tribe communities. The company’s Navachetna
initiative, a training programme designed in consultation with the Indian government’s
Department of Industrial Policy and Planning, has been recognised by the Tata Affirmative
N Mohan, global head of the leather products business and chairperson of the affirmative
action committee at Tata International, says, “This initiative fulfils a business imperative, but
it’s also an opportunity to help further the idea of an inclusive society in which there is no
discrimination.”
Aarogya – Health
For years, health has remained a frontrunner of all the programmes that TML has initiated for
the society. The Company has set up a community hospital in Jamshedpur, India and also
commenced several community programmes to address the issues of leprosy, malnutrition
and others.

40
Through ‘Aarogya’, the health initiative under its CSR programme, TML operates mobile
health clinics for remote tribal community outreach, offering last-mile aid in Pune. Aarogya
also focusses on maternal and child health, with a holistic and balanced approach towards
preventive healthcare and curative healthcare interventions. The Company has tied up with
nutrition rehabilitation centres across India to raise awareness on the health of children,
pregnant women and lactating mothers.
With this belief, they have set up
community hospital infrastructure in
Jamshedpur and have been running
programmes to address leprosy,
malnutrition, etc. for many decades now.
Under our CSR programme for health –
Aarogya, we operate mobile health clinics
for remote, last mile tribal community
outreach in Pune. They have tied up with
Anganwadis and nutrition rehabilitation
centres across India to ensure better
nutrition and health awareness for

41
children, pregnant women and lactating mothers. Our initiatives also focus on holding
awareness sessions for adolescent girls to address their queries on puberty, health and
hygiene.
The story in numbers – 3,76,310 Beneficiaries of preventive and curative health services.
60,098 People benefitted from health awareness session, 2,909 Children treated for
malnutrition.
Addressing child nutrition and health awareness
Malnourishment among children
can hamper brain development,
which could lead to long-term
negative impact on health, physical
and mental development, as well as
overall wellbeing. Tata Motors has
taken several steps to address such
concerns. They run a malnutrition
treatment centre at Jamshedpur
where severely malnourished infants and children are medically treated for three weeks so
that they achieve normal health as per WHO protocols. At the company’s other locations,
nutritious food is provided to Anganwadi children in nearby rural and urban slum
communities. We also deploy information, education and communication campaigns in
partnership with competent, reputed non-profit agencies and experts.
Preventive and curative health services
The spectrum of preventive and
curative interventions of Tata
Motors includes dealing with
leprosy, tuberculosis, HIV/ AIDS,
malaria, waterborne diseases, etc.
At Jamshedpur and Lucknow, this

42
decades through Tata Motors own societies. At other locations, they partner with recognised
non-profits and government hospitals to deliver health care services. In general, the pressing
health care needs of communities proximate to our plants and offices determine the kind of
interventions under this CSR project.
Course for General Duty Assistant
The ideal nurse-patient ratio stands at 1
nurse for every 500 people. India faces
a shortage of 2.5 million nurses. Our
programme aims to fill this gap.
Majority of the requests for bedside
attendants come from families who
want a full-time caretaker for geriatrics.
Tata Motors acted on this insight and in
partnership with Wockhard Health, they developed a course for General Duty Assistant. The
infrastructural support to students for training in the form of laboratory, classroom furniture
and scholarships has been facilitated by us. After completion of this course, students can offer
their services at hospitals, nursing homes and at private homes.
Vidyadhanam - Education
Education is the foundation upon which the development of an individual’s cognitive,
psychological and intellectual faculties rests. Their CSR programme for education,
Vidyadhanam, ensures support to thousands of young learners at several stages of their
educational journey.
TML believes education is the cornerstone of one’s
cognitive, psychological and intellectual faculties.
Vidyadhanam, TML’s CSR programme for education,
provides support to young learners by ensuring holistic
development in education infrastructure and services.
The programme focusses on the academic, physical and
social development of students, in conjunction with

43
value education. It facilitates their mentoring by professionals who are experts in their
subjects of interest.
The key projects under Vidyadhanam include:
 Scholarships
 Financial aid to students of IITs and government engineering colleges
 Coaching classes
 Special coaching for IIT-JEE and other competitive exams
 School infrastructure improvement
 Co-curricular activities
The story in numbers - 37,937 Students attended special coaching classes 5,843Students
benefitted through school infrastructure improvement 30,411Students engaged in life skills
and co-curricular activities 2,731Beneficiaries of scholarships and financial aid 161Students
availed IIT-JEE coaching.
Children Scholarships and financial aid
Jointly instituted by Tata Motors and
Tata Communications, the Tata Samarth
scholarship is a mentor-based rolling
scholarship programme supporting bright
young engineers belonging to the
economically weaker sections of society.
Thus far, we have awarded scholarships
to 50 students from five engineering colleges affiliated with the College of Engineering,
Pune. These students are also being mentored by senior leaders of the two companies. They

44
have also partnered with the IIT Bombay Alumni Association to extend financial aid to IIT-B
students in need. About 40 students have been supported till now under this programme.
for malnutrition
Special coaching classes
In order to tackle the issue of high dropout
rates, low percentages of students passing
exams and weak academic performances
in the secondary school system, Tata
Motors has partnered with reputed non-
profits to provide quality education to
students studying in municipal schools. In
partnership with the Global Education
Trust (the CSR arm of leading coaching class institute Mahesh Tutorials), we are providing
special coaching to around 23,000 students of grades 9 and 10 enrolled in over 140 municipal
schools of Mumbai. Based on the encouraging outcome of this project, we have deployed
similar projects in communities around our other manufacturing locations. At some places,
we have also set up e-learning technology to promote digital learning
Special coaching for IIT-JEE and competitive exams
Tata Motors has partnered with
Avanti Fellows, an NGO, to support
bright students of Jawahar Navodaya
Vidyalaya (JNV) schools preparing
for IIT-JEE and other competitive
entrance exams. As part of the
programme, we provide special
coaching to students at JNV
Mangalore and JNV Puducherry. We have also deployed innovative peer-to-peer learning
pedagogy at these places. As a result of the intervention, the overall entrance exam
performance of students from these schools has significantly improved.

45
Kaushalya – Employability or Skilling
TML has received the Golden Peacock award for its training initiatives.
Without formal skills, the employability of a
person gets affected. To address this issue, TML
has partnered with numerous skill development
centres across India. TML’s skill development
programme, Kaushalya, seeks to empower
unemployed youth by providing vocational
training in automotive and other industrial trades.
Additionally, TML also facilitates the following:
 Train youth in vocational skills for employment
areas such as electrician, nursing assistant and so
on
Engage in capacity building of community-based group, including women and farmers, in
agriculture and allied industries. and skill development are key to creating a talent pool of skilled
manpower.
The story in numbers - 98,661Youth trained in automotive and allied trades 3,465Youth
trained in marketable vocational trades 1,388Farmers and women benefitted from capacity
building programmes 729People benefitted from entrepreneurship development.

46
LEAP programme
LEAP (Learn, Earn and
Progress) is a one-year
training programme
established by Tata
Motors for youth to
become motor vehicle
mechanics. With support
from their dealers and
implementation partners,
we not only provide
classroom training to students, but also make sure that they get practical hands-on experience
of working in Tata Motors authorised dealer workshops. During their on-the-job training,
students are paid nominal stipend which helps them cover their training fee. This extended
engagement has ensured 80% job placement immediately after completion of the training
programme.
Professional driver training programme
Driving as profession
presents an excellent
opportunity for the
unemployed youth with
relatively lower
educational qualification.
Tata Motors has taken a
unique approach towards
professional drivers
training by forging multi-
stakeholder partnerships with NGOs, reputed driving schools and associated dealers. We

47
have also developed strong government linkages, particularly to ensure subsidy in training
fees of the candidates.
Training in marketable vocational trades
Further to meet
aspirations of youth,
Tata Motors
provides training to
them in marketable
vocational skills
leading to wage
employment. They
facilitate many non-
automotive market
driven courses, such as electrician training, development of IT skills, beautician training, etc.
For successful implementation of these courses, we have partnered with reputed NGOs to
train the youngsters as per national occupation standards. They also engage industry leaders
to provide the youth with on-the-job training.
Skill development in agriculture and allied trades
Tata Motors
works closely
with community-
based group of
farmers and
women, mainly
engaged in
agriculture, to
help them earn
supplementary

48
income. Through these interventions, we focus on training them on improved agricultural
practices such as rice intensification methodology, intercropping, etc. In addition to this, we
equip them with various allied skills such as backyard poultry and dairy which helps in
reducing their vulnerability and also provides them with an extra source of income.
Vasundhara – Environment
Tata Motors, under the environment-related CSR programme – Vasundhara, strives to
contribute to enhanced environmental sustainability by proactively facilitating the protection,
conservation, judicious use and augmentation of natural resources.
Depletion of forests disturbs the
delicate ecological balance and also
contributes to climate change. With our
initiatives under Vasundhara, we aim to
promote environmental consciousness
among community members, school
students and our employees by
engaging them in plantation and
cleanliness drives. The underlying
vision is that environment being a
common global concern, any effort at
promoting environmental sustainability
at a local level would benefit the
environment as well as local
communities and society at large. They also encourage community members to use
renewable energy products like solar lamps and promote innovative products like fuel
efficient chulhas that reduce the carbon footprint.
They partner with the communities and NGOs around our manufacturing plants and office
locations for deployment of Vasundhara projects. This approach meets the needs of the local
community, and also inculcates in them a sense of responsibility. This, they believe, is
essential for ensuring long-term sustainability of our collective interventions.

49
The story in numbers - 1,03,746 Saplings planted 56,161 People reached through
environmental awareness sessions 2,638 People reached during promotion of renewable
energy.
Environment awareness
They believe that values
pertaining to environment
protection are better inculcated at
a young age. They are making this
possible by organising sessions for
school students which are
conducted by reputed
environmental non-profit agencies
and experts, encouraging green
actions and striving for behaviour
change in children towards
responsible consumption of natural resources. During the sessions, students are made aware of
environmental issues and educated on solid waste management, sustainable development, judicious
use of water and electricity and kitchen gardening techniques. Many interactive booklets in regional
languages have been developed to drive the message in a visually appealing manner. Students are also
taken out on nature trails so that they can better connect the environment conservation concepts in
their everyday life.
Tree plantation
Increasing the green cover through
tree plantation is a major project
under Vasundhara. They are striving
to achieve this primarily through
partnerships with NGOs and
community participation (for
instance, with the community gifting
land and volunteering labour for the

50
project) and also taking into consideration the local biodiversity. They try to ensure at least
three years of survival of the plantation with minimum reasonable mortality. Wherever
feasible, the plantations are harnessed for livelihood opportunities for the beneficiaries. This
makes the community a big stakeholder, which helps in long-term maintenance of the green
cover.
Amrutdhara - Drinking Water
Tata Motors, under the Amruthdhara programme, has been working towards providing safe
drinking water across India
Water scarcity and water inequality is one of
the major concerns affecting India’s overall
development. To address the issue of drinking
water needs of disadvantaged communities,
Tata Motors has initiated Amrutdhara. The
programme not only addresses the concerns
relating to safe drinking water, but also helps
in improving health, fostering gender equality
and promoting social equality.
In regard to our operations at Tata Motors, they
aspire to become water-neutral and eventually
water positive (especially in green water). They
have taken several initiatives in this context, such rain water harvesting and storage, water pooling,
water recycling, etc.
The story in numbers - 1,01,454 Beneficiaries 25 Litres water made available per person
per day 40%+Beneficiaries belong to the SC/ST category Rs. 20 Per month voluntary
contribution by employees.

51
Sumant Moolgaonkar Development Foundation
Amrutdhara has been conceived
and deployed under the aegis of
Sumant Moolgaonkar
Development Foundation
(SMDF), a social arm of Tata
Motors. It is powered through
voluntary contribution of Rs.
20/month/employee and a
matching contribution by the
company. To support the
programme’s core team, comprising professionals from the construction division, community
members contribute their land, locally available raw materials, labour, etc. The government
renders support to complete the project related processes and formalities. Community
mobilisation and sustainability of the projects is ensured by voluntary organisations. The
vendors develop cost-efficient water solutions and deploy the work following all ethical
standards. Volunteers help in identifying, deploying and monitoring the project. The diversity
in the geographical landscape gives SMDF an opportunity to innovate on water solutions.
Depending upon the terrain, the water solution could be installing RO plant, developing
percolation wells or rebuilding water reservoirs.

52
Aadhaar - Community Development
Aadhaar at Tata Motors is aimed at serving the socio-economically backward and
disadvantaged Scheduled Caste (SC) & Schedule Tribe (ST) communities.
The story in numbers - 9,706 Employee volunteers 45,000 Volunteering hours 93,715
People skilled.
Seva – Volunteering
The volunteering programme of Tata Motors, Seva, is aimed at providing employees and
their families with varied opportunities to meaningfully volunteer their time for social causes.
They at Tata Motors continue to nurture
a vibrant culture of volunteering by
involving our employees and their
families in our aspiration to
meaningfully contribute to social
causes. They see volunteering as a
character building activity that helps all
our employees in becoming socially
responsible individuals.
Their employees offer pro bono
services based on their competencies to
non-profits with clear deliverables.
They have been recognised several

53
times for our employee volunteering performance under the Tata Engage volunteering
programme. It is our constant effort to involve our business partners in volunteering
initiatives. They also encourage our employees to offer their voluntary services to serve the
communities affected by natural disasters.
The story in numbers - 9,706 Employees volunteered in various initiatives 47,151
Working hours contributed.
Pro-Engage
Under the Tata
Group’s Pro-
Engage format of
volunteering,
their employees
dedicate their
skills and domain
expertise to help
social
organisations
reach their goals.
It is an intensive engagement ranging from two to six months. Over this time, the volunteers
help in streamlining operational aspects of the organisation such as stepping up their
marketing efforts, revamping their website, etc.

54
Tata Mumbai Marathon
TMM - The Possible Dream
Mumbai Marathon’s journey for the past 15 years has been transformational - from starting a
fitness revolution that has spawned over 1000 road races in the country, to creating a
springboard for Indian long and middle-distance runners; people coming together - beyond
politics, religion, race, colour, - a beacon of humanity and compassion for the nation and the
world. Tata Mumbai Marathon is amongst the top 10 marathons in the world and has truly
put India on the global map of distance running. The USD 405,000 event has six different
race categories - Full Marathon (42.195 kms), Half Marathon (21.097 kms), Dream Run (6.6
km), Senior Citizens Race (4.7 km), Champions with Disability category (2.1 km) and a
newly added Open 10K run. Over 46,000 participants including amateurs, fitness enthusiasts
and the world’s best distance runners, take to the streets of Mumbai on the third Sunday of
January every year.
The event is not only the biggest participative sport in the country, but also the single largest
fund-raising platform for Civil Society Organisations. Since its inception, the event has raised

55
in excess of INR 266 crores benefitting over 700 NGOs, supporting myriad causes and
helping millions in our society, live a #BetterTommorow.
Tata Mumbai Marathon has never been about just running…. It is the Possible Dream!

56
Findings
 Business which is resourceful has a special responsibility to the society.
 Social involvement of business would enhance a harmonious and healthy relationship
between the society and business seeking mutual benefit for the both.
 Social involvement may create a better public image and goodwill for the company
which further becomes instrumental in attracting customers, efficient personnel and
investors.
 According to the study it was found that majority of the people are aware of the term
CSR also it was found that they believe that it is very important for big companies to
have CSR activities.
 loyalty lies with the company because of their good CSR reputation.

57
Conclusion
Now days, CSR is considered to be a very important aspect for the growth and goodwill of
the company. Before the imposition of law spending done under CSR was purely out of
will, there was no compulsion by ministry of corporate affairs. Every company does it for
its own sake but today the scenario is totally changed. Each and every company is now
bound to spend 2% of their profit for social development. CSR is considered to be the
most important responsibility of every firm.
TATA has done various efforts towards various area but its main priority area is health,
education and rural transformation. Even sports development and preservation of art and
culture is also considered by the company. It is expected that in future Tata will
maintained its CSR standard and help in sustainable development of country.
Corporate Social Responsibility is essential in India as more than 65% of population is living
in rural areas. There are huge differences between urban and rural India in terms health care
facilities, education levels, infrastructure, housing, nutritious food, awareness on their rights
of protection, etc. The corporate sector in India has to share responsibility with government
for promoting the community development.
TATA Group process the environment initiatives, education programs, health care programs,
rural development program, etc. at their own working community for enhancing the quality
life of the company’s employees and maximizing the shareholders profit. Although, CSR
approach owes indispensable positive impacts to the society.

58
Recommendations
 Introducing CSR in the business at the initial stages t and integrating it with long-
term aims and objectives.
 Ensuring the existence of CSR skills in all employees within the organisation.
 Implementing an effective audit/review system in terms of improving the quality
of CSR.
 Promoting and Rewarding of Voluntary CSR Initiatives Amongst Employees.
 Developing Rules and Regulations to Enforce CSR.
 Communicating CSR Initiatives to Various Stakeholders

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Bibliography
 http://www.tata.com/sustainability/articlesinside/sustainability-at-tata
 http://www.tata.com/aboutus/index/About-us
 http://lexicon.ft.com/Term?term=corporate-social-responsibility--(CSR)
 http://mdos.si/Files/defining-corporate-social-responsibility.pdf
 http://shodhganga.inflibnet.ac.in/bitstream/10603/46065/13/13_chapter%
202.pdf
 https://www.tatamotors.com/about-us/awards-recognitions/

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