What is your assessment of the TATA CSR initiatives
described in Case (B) and the changes in CSR made by Tata
Motors since the Companies Act, 2013?
Changes made by tata motors-
● Adopted new tools to measure the effectiveness of corporate spending on social problems and
maximize the return on every rupee spent.
● Partnership with social and global entrepreneurs.
● Collaboration in local businesses
● Tata Motors began looking for ways to overhaul its CSR framework
CSR Initiative by TATA-
- Inspiration and role model for CSR act in India
- Success stories have proved how well the models worked
- Tata Motors target the most needy, as well as in the places where the company could make the
- Using technology for social change.
What metrics can be used to measure the impact of CSR
● In this case tata motor has used Social Return On Investment (SROI) framework.
● Tata motor used SROI to understand socio-economic impacts,measure achievements, and
assess CSR projects.
● The process had seven components: involving stakeholders, understanding changes, verifying
things that matter, only including what is material, avoiding over-claiming, being transparent, and
verifying the results.
● Results- measured by interviewing students who had graduated from the programme (drop-outs
were not included).
● Other metrics which can be used to measure the impact of CSR programs are-
1. Set relevant KPI ( Key performance Indicator)
2. Set sustainable development goals (SDGs) to achieve benchmark.
3. Benchmark against top performers.
● SROI gives better results than other metrics.
• What is meant by ‘do more from less for more’? Why is this
philosophy important in India? Could it be useful in wealthier
countries? Propose at least one CSR example for each.
1. Gandhian Principle - Benefit for “All”
2. It means getting more outcomes from fewer resources for more benefits.
3. As a rapidly growing economy, thoughtful and sustainable use of resources is crucial for
4. Example- Dr. R.A Mashelkar invented a business concept known as “Gandhian
engineering” Whereas companies traditionally strived to get more productivity from less
resources for more profits, he called on them to do more with less to benefit more people.
Tata Motors could alternatively have started its own
training programs. What did it do instead to broaden the
reach of its efforts?
1. Worked with an organisation that already had its foundations set and was
2. Avoided set-up costs like teacher training, advertising, reach out costs
3. Worked with professionals in the field
4. Helped the organisation to develop further by providing appropriate resources
5. Saved time and resources
6. Focused on impacts rather than needs
• What internal changes did the company make to
improve the governance of its CSR programs?
1. Long term planning (5 year target)
2. Incorporated change management
3. Ran with the motto - ‘More from less for more’