Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
ON
SUBMITTED BY
ANKIT ARORA
Enrollment no.
1281921708
STUDENT OF
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OF
SUBMITTED TO
DELHI, INDIA
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Table of Contents
Acknowledgement ……………………………………………………………..…6
Declaration ……………………………………………………………………………7
Introduction ...............................................................................8
What Is Corporate Social Responsibility? ..............................9-10
Meaning and Definition........................................................11-13
Need for Corporate Social Responsibility..................................14
Importance of CSR ...............................................................15-16
CSR in Today’s World ...........................................................17-18
Implementing CSR ................................................................19-20
Arguments of CSR.................................................................21-24
Corporate Social responsibility in India ...............................25-26
Measure for applying Corporate Social Responsibility .......27-29
TATA company profile …………………………………………………….30-49
Product and service …………………………………………………………50-63
Group holding structure…………………………………………………64-65
CSR by tata ……………………………………………………………………66-73
Initiatives ……………………………………………………………………………76-82
Development …………………………………………………………………….83-85
CSR by tata steel……………………………………………………………….86-100
About Tata Power…………………………………………………………….101
CSR Action Plan @ Tata Power............................................102
Integrating CSR with VMV....................................................103
VISION................................................................................104
MISSION.............................................................................104
VALUES...............................................................................105
CSR Mission & Approach......................................................105
Mission...............................................................................105
Approach...........................................................................105
Corporate Sustainability/Community Development Policy. 106
Identification of Key Communities.......................................106
Key Communities...............................................................106
Thrust Areas For CSR.........................................................106
Energy..................................................................................107
Other Areas…………………………………………………………………….108
Partnering with Govt./NGO’s/Community for Sustainability….1109
Resettlement & Rehabilitation.............................................109
Volunteering Policy..............................................................110
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ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and supported me
during the writing of this report. My deepest thanks to Lecturer, [mr. SHUSHMA
SHARMA] for correcting various documents of mine with attention and care. He has
taken pain to go through the project and make necessary correction as and when
needed. I express my thanks to the hod of, BBA, for extending his support. My deep
sense of gratitude to mr. SHEKHAR ROY (HR. MANAGER), [TATA CHEMICALS BABRALA,
(BADAUN) U.P] support and guidance. Thanks and appreciation to the helpful people
At tata chemicals, for their support. I would also like to thank my Institute and my
faculty members without whom this project would have been a distant reality.
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DECLARATION
ANKIT ARORA
1281921708
[SIGNATURE OF STUDENT]
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Introduction
The changing image of business in the recent years has lent further support to the idea
of social responsibility. Some public opinion polls in the 1960’s and 1970’s in United
States have left businessman disenchanted. These polls have revealed that the
businessman is viewed as an individual who does not cares for others, who ignored
social problems, who preys upon the population, who exploits labor, and who is a
selfish money grabber. On the other hand, until these opinions were unveiled, the
businessman in America believed that others viewed him as he viewed himself, as a
practical, down-to-earth, hardworking, broadminded, progressive, interesting and a
competitive free enterpriser. He believed that the society looked up at him as a self
sacrificing community leader, pillar of society, generous to a fault, great supporter of
education, patron of the arts, in short, the salt of the earth. Indeed, the businessman in
the pre-poll days thought of himself as a happy mix of Plato, Gandhi, and Churchill.
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As part of the business model, businesses have to take into account the impact of their
activities on the environment, employees, communities, stakeholders, and other
members of the public. In short, CSR represents the deliberate inclusion of the public’s
interest in a business’ decision making to ensure a triple bottom line that considers the
planet, people, and profits.
In general, CSR involves some kind of standardized reporting that allows the business
to collect information on how it is making progress on various fronts. Businesses that
engage in CSR typically focus on some or all of the following:
Employees: It’s important to ensure that all employees are cared for adequately.
Businesses usually focus on workplace conditions, benefits, living wages, and
training.
Crisis Preparedness: Being ready to address business crises and ensure safety for
employees and surrounding communities is critical. Having plans ready and
tried are important in ensuring minimal losses during times of crises.
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1. The quality of their management - both in terms of people and processes (the inner
circle).
2. The nature and quantity of their impact on society in the various areas.
Outside stakeholders are taking an increasing interest in the activity of the company.
Most look to the outer circle - what the company has actually done, good or bad, in
terms of its products and services, in terms of its impact on the environment and on
local communities, or in how it treats and develops its workforce. Out of the various
stakeholders, it is financial analysts who are predominantly focused - as well as past
financial performance - on quality of management as an indicator of likely future
performance.
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Other definitions
The World Business Council for Sustainable Development in its publication "Making
Good Business Sense" by Lord Holme and Richard Watts, used the following
definition. "Corporate Social Responsibility is the continuing commitment by
business to behave ethically and contribute to economic development while
improving the quality of life of the workforce and their families as well as of the
local community and society at large"
The same report gave some evidence of the different perceptions of what this should
mean from a number of different societies across the world. Definitions as different as
"CSR is about capacity building for sustainable livelihoods. It respects cultural
differences and finds the business opportunities in building the skills of employees,
the community and the government" from Ghana, through to "CSR is about business
giving back to society" from the Phillipines.
On the other hand, the European Commission hedges its bets with two definitions
wrapped into one: "A concept whereby companies decide voluntarily to contribute to
a better society and a cleaner environment. A concept whereby companies integrate
social and environmental concerns in their business operations and in their
interaction with their stakeholders on a voluntary basis".
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Importance of CSR
CSR is an important business strategy because, wherever possible, consumers want to
buy products from companies they trust; suppliers want to form business partnerships
with companies they can rely on; employees want to work for companies they respect;
and NGOs, increasingly, want to work together with companies seeking feasible
solutions and innovations in areas of common concern. Satisfying each of these
stakeholder groups allows companies to maximize their commitment to another
important stakeholder group—their investors, who benefit most when the needs of
these other stakeholder groups are being met:
Carly Fiorina
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The businesses most likely to succeed in the globalizing world will be those best able
to combine the often conflicting interests of its multiple stakeholders, and incorporate a
wider spectrum of opinions and values within the decision-making process and
objectives of the organization. Lifestyle brand firms, in particular, need to live the
ideals they convey to their consumers:
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Consumers and society in general expect more from the companies whose products
they buy. This sense has increased in the light of recent corporate scandals, which
reduced public trust of corporations, and reduced public confidence in the ability of
regulatory bodies and organizations to control corporate excess.
• Increasing affluence
This is true within developed nations, but also in comparison to developing nations.
Affluent consumers can afford to pick and choose the products they buy. A society in
need of work and inward investment is less likely to enforce strict regulations and
penalize organizations that might take their business and money elsewhere.
• Globalization
The growing influence of the media sees any ‘mistakes’ by companies brought
immediately to the attention of the public. In addition, the Internet fuels
communication among like-minded groups and consumers—empowering them to
spread their message, while giving them the means to co-ordinate collective action (i.e.
a product boycott).
These three trends combine with the growing importance of brands and brand value to
corporate success (particularly lifestyle brands) to produce a shift in the relationship
between corporation and consumer, in particular, and between corporation and all
stakeholder groups, in general.
The result of this mix is that consumers today are better informed and feel more
empowered to put their beliefs into action. From the corporate point of view, the
market parameters within which companies must operate are increasingly being shaped
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by bottom-up, grassroots campaigns. NGOs and consumer activists are feeding, and
often driving, this changing relationship between consumer and company.
CSR is particularly important within a globalizing world because of the way brands are
built—on perceptions, ideals and concepts that usually appeal to higher values. CSR is
a means of matching corporate operations with stakeholder values and demands, at a
time when these values and demands are constantly evolving.
CSR can therefore best be described as a total approach to business. CSR creeps into
all aspects of operations. Like quality, it is something that you know when you see it. It
is something that businesses today should be genuinely and wholeheartedly committed
to. The dangers of ignoring CSR are too dangerous when it is remembered how
important brands are to overall company value; how difficult it is to build brand
strength; yet how easy it can be to lose brand dominance.
CSR is, therefore, also something that a company should try and get right in
implementation.
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Implementing CSR
CSR is about common sense policies that represent a means of integrating a complete
‘social perspective’ into all aspects of operations. The goal is to maximize true value
and benefit for an organization, while protecting the huge investments corporations
make today in their brands.
CSR asks companies to ensure their business operations are clean and equitable, and
contribute positively to the society in which they are based. Otherwise, they leave
themselves open to too much danger from a potential consumer backlash.
CSR is good business sense, and a total approach to doing business, in a globalizing
world where companies are increasingly relying on brand strength (particularly global
lifestyle brands) to add value and product differentiation, and where NGO-driven
consumer activism is increasing.
Many believe the issue of how corporations integrate CSR into everyday operations
and long-term strategic planning will define the business marketplace in the near
future. It will become a key point of brand differentiation, both in terms of corporate
entities and the products that carry their brands.
Key steps on the road to integrating CSR within all aspects of operations include:
• Ensure the compensation system within the organization reinforces the CSR
policies that have been created, rather than merely the bottom-line
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Corporations today are best positioned when they reflect the values of the constantly
shifting and sensitive market environment in which they operate. It is vital that they are
capable of meeting the needs of an increasingly demanding and socially-aware
consumer market, especially as brands move front and center of a firm’s total value.
Global firms with global lifestyle brands have the most to lose if the public perception
of the brand fails to live up to the image portrayed.
Integrating a complete ‘social perspective’ into all aspects of operations will maximize
true value and benefit for an organization, while protecting the huge investments
companies make in corporate brands.
Arguments of CSR
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Arguments offered in favor of CSR can be broadly split into two camps—moral and
economic.
CSR broadly represents the relationship between a company and the wider community
within which the company operates. It is recognition on the part of the business that
‘for profit’ entities do not exist in a vacuum, and that a large part of any success they
enjoy is as much due to the context in which they operate as factors internal to the
company alone.
Charles Handy makes a convincing and logical argument for the purpose of a business
laying beyond the goals of maximizing profit and satisfying shareholders above all
other stakeholders in an organization:
The purpose of a business is not to make a profit, full stop. It is to make a profit so that
the business can do something more or better. That “something” becomes the real
justification for the business….It is a moral issue. To mistake the means for the end is
to be turned in on oneself, which Saint Augustine called one of the greatest sins….It is
salutary to ask about any organization, “If it did not exist, would we invent it?” Only if
it could do something better or more useful than anyone else” would have to be the
answer, and profit would be the means to that larger end.
Advocates of CSR believe that, in general, the goal of any economic system should be
to further the general social welfare. In advanced economies, the purpose of business
should extend beyond the maximization of efficiency and profit. Increasingly, society
expects businesses to have an obligation to the society in which they are located, to the
people they employ, and their customers, beyond their traditional bottom-line and
narrow shareholder concerns.
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But, in most cases, businesses also draw their most important resource, its employees,
largely from the local community. Any business will be more successful if it employs a
well-educated workforce that can attend good hospitals if they become sick, and who
have grown up in a positive environment. This is not to mention consumers, also often
members of the local community, without whom no business could survive.
CSR advocates point out that no organization exists in isolation. They believe that
businesses, without exception, have an obligation to contribute as well as draw from
the community, on which they rely so heavily.
Therefore, an effective CSR policy will infuse all aspects of operations. They believe
the actions corporations take today to incorporate CSR throughout the organization
represent a real point of differentiation and competitive market advantage on which
future success can hinge:
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and companies today need to build a watertight brand with respect to all stakeholders.
Whether as an employer, producer, buyer, supplier, or investment, the attractiveness
and success of a company today is directly linked to the strength of its brand.
CSR affects all aspects of all operations within a corporation because of the need to
consider the needs of all constituent groups. Each area builds on all the others to create
a composite of the corporation (its brand) in the eyes of all stakeholder groups.
Of course, one of the challenges in considering cases "for" and "against" CSR is the
wide variety of definitions of CSR that people use. We assume here we are talking
about responsibility in how the company carries out its core function - not simply
about companies giving money away to charity.
Below are some of the key arguments most often used against CSR and some
responses.
The leading companies who report on their social responsibility are basket cases
- the most effective business leaders don't waste time with this stuff
Our company is too busy surviving hard times to do this. We can't afford to take
our eye off the ball - we have to focus on core business
It's the responsibility of the politicians to deal with all this stuff. It's not our role
to get involved
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I have no time for this. I've got to get out and sell more to make our profit line.
Corporations don't really care - they're just out to screw the poor and the
environment to make their obscene profits
• Many companies are only making token gestures towards CSR in tangential
ways such as donations to charitable trusts or NGOs, sponsorship of events, etc.
• Most companies believe that charity and philanthropy equals to CSR; very few
companies are using their core competence to benefit the community.
• Most companies use CSR as a marketing tool to further spread the word about
their business. For instance, donation of a token amount to some cause on
purchase of a particular product. The fact that companies are hiring advertising
agencies for their CSR further highlights this.
• Very few companies openly state the processes followed by them, the damage
caused by these processes, and the steps taken to minimize this damage.
• Very few companies state how much they spend on CSR. There is no mention of
the amount spent in any of their balance sheets or annual reports. Most companies
just list and describe their CSR activities and seem to be spending minimal amounts
on CSR.
• Very few companies are engaged in CSR activities in the local communities where
they are based.
• Very few companies have a clearly defined CSR philosophy. Most implement their
CSR in an ad-hoc manner, unconnected with their business process.
• Most companies spread their CSR funds thinly across many activities, thus
somewhere losing the purpose of undertaking that activity.
• Generally speaking, most companies seem either unaware or don’t care about CSR.
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Sustainability reporting
It is recommended that every company should publish a separate Corporate
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Sustainability Report (as per the Global Reporting Initiative (GRI) framework) along
with their Annual Report. At the very least, every company must include a Corporate
Sustainability section in its Annual Report (similar to the mandatory section on
Conservation of Energy, Technology Absorption and Foreign Exchange Earnings and
Outgo).
CSR philosophy to be defined and articulated
Every company must clearly define its own CSR philosophy and objectives, stating
which issues it intends working on or contributing to. It is recommended that a
company first takes up areas that directly concern its business processes, and thereafter
any other related or unrelated issues. These can also yield strategic benefits to the
company.
The scale of operations of a company and its impact is connected with its sales, and not
with its profits. The larger the company, the greater is the damage it is doing to the
environment. Conversely, the greater is the company's ability to do good.
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Instead of contributing to the trust of the CEO or the promoter family, a company
should set up its own trust/foundation as a matter of proper business ethics.
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MILESTONES
1868
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1874
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1902
1907
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1910
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• Agricultural inputs
• Agrochemicals (Rallis)
• Fertilisers (Tata Chemicals)
• Automotive
• Automotive components (TACO)
• Automotive services (TACO, Tata
Technologies)
• Commercial vehicles (Tata Motors)
• Diesel engines (Tata Cummins)
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Electronics
• Digital disc recorder (Tata Elxsi)
Energy
• Oil and gas (Tata Power)
• Power (Tata Power, Tata Projects)
• Solar energy (Tata BP Solar)
Engineering
• Air-conditioning products and services (Voltas)
• Bearings (Tata Steel)
• Construction equipment (Telcon, Voltas)
• Engineering consultancy (TCE Consulting Engineers)
• Engineering equipment and services (TRF, Voltas)
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Financial services
• Insurance (Tata AIG General, Tata AIG Life)
• Investment (Tata Asset Management, Tata
Investment Corporation, Tata International AG)
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Food products
• Coffee (Tata Coffee)
• Food additives (Tata Chemicals)
• Spices (Tata Tea, Tata Coffee)
• Tea (Tata Tea, Tata Tea Inc)
Hospitality
• Hospitality (Indian Hotels)
Indian Hotels and its subsidiaries, collectively
known as the Taj Group, are recognised as one of
the world's finest hospitality chains.
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Information technology
• IT-enabled services (SerWizSol)
• IT products and solutions (TCS, CMC, Tata
Infotech, Nelito Systems, Tata Interactive
Services)
• IT services (TCS, CMC, Tata Infotech, Tata
Technologies, Nelito Systems)
Infrastructure
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Publishing
Trading
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Approach
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Initiatives
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Tata MOTORS
The Company is engaged in community and social
initiatives on labor and Environment .
Reducing Pollution
Restoring Ecological Balance
End of Life Vehicle Treatment and Recycling
TATA Group companies have always displayed a
keen interest in the welfare of the communities in
which they operate. As pioneers in the area of CSR,
TATA has played an important role in nation building
and socio-economic development since the early
1900s.
A survey conducted by the website indianngos
revealed that Tata’s spent Rs. 1.5 billion on
community development and social services during
the fiscal 2001-02 - the highest by any corporate
house in India.
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– Women's programmes
– Animal husbandry
– Rural energy
– Watershed development
– Relief work
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Initiatives – Institutions
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PARTNERSHIP
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DEPLOYMENT
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DEPLOYMENT
the community.
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Lighting up Lives!
Recognised as India’s largest private sector power utility, with a reputation for trustworthiness, built up over
nearly nine decades, Tata Power surges ahead into yet another year with plans of sustained growth, greater
value to consumer and reliable power supply.
Led by a powerful vision, Tata Power pioneered the generation of electricity in India. It has now successfully
served the Mumbai consumers for over ninety years and has spread its footprints across the nation. Today, it
is the country’s largest private player in the sector. Apart from Mumbai and Delhi, the company has
generation capacities in Jojobera, Jharkhand and Karnataka.
Tata Power has an installed power generation capacity of about 3000 Mega Watts, with the Mumbai power
business, which has a unique mix of Thermal and Hydro Power, generated at the Thermal Power Station,
Trombay, and the Hydro Electric Power Stations at Bhira, Bhivpuri and Khopoli, accounting for 1797 MW. Its
diverse generation capability facilitates the company in producing low cost energy, thereby giving its
consumers a greater value for money.
Among its many achievements that Tata Power can proudly boast of are the installation and commissioning
of India’s first 500 MW unit (at its Thermal Power Generating Station, Trombay) the 150 MW Pumped Storage
Unit at its Hydro Generating Station, Bhira, and environmental control systems like the Flue Gas
Desulphurisation plant.
Tata Power has a first of its kind joint venture with Power Grid Corporation of India for the 1200 km Tala
Transmission Project.
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VISION - To be the most admired Integrated Power & Energy Company delivering sustainable value to all
stakeholders
MISSION - To become the most admired company delivering sustainable value by:
• Providing world class power and energy solutions that exceed customer expectations
• Empowering our employees and creating an environment for them to perform at their highest
potential
• Caring for the safety, environment and well-being of employees and the communities
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Mission
• To provide path breaking sustainable solutions to improve quality of life of our communities in a
proactive and sensitive manner
Approach
Committed to
• Environment enrichment
• Community services
• Sustainable development
At Tata Power, Sustainability Policy integrates economic progress, social responsibility and environmental
concerns with the objective of improving quality of life. We believe in integrating our business values and
operations to meet the expectations of our customers, employees, partners, investors, communities and
public at large.
• uphold values of honesty, partnership and fairness in our relationship with stakeholders
• provide & maintain a clean, healthy and safe working environment for employees, customers and the
community
• strive to consistently enhance our value proposition to the customers and adhere to our promised
standards of service delivery
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• respect the universal declaration of human rights, International Labour Organizations's fundamental
conventions on core labour standards and operate as an equal opportunities employer
• encourage and support our partners to adopt responsible business policies, Business Ethics and our
Code of Conduct Standards
• By constantly protecting ecology, maintaining and renewing bio-diversity and wherever necessary
conserving and protecting wild life, particularly endangered species
• By encouraging our employees to serve communities by volunteering and by sharing their skills and
expertise
• By striving to deploy sustainable technologies and processes in all our operations and use scarce
natural resources efficiently in our facilities
They also help communities that are affected by natural calamities or untoward incidence, or that are
physically challenged in line with Tata Group's efforts
Key Communities
Communities in and around the current and prospective areas of operations of TATA Power in
Mumbai License Area, Hydro Divisions, Jojobera, Belgaum and Projects at various locations
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Energy
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Other Areas
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• Partner with Govt./Communities to create sustainable activities relevant to the needs of the
communities
• In case of no such available schemes, we will develop a self-reliant initiatives for communities in line
with needs
• Helping in income creation by providing vocational training thereby improving employability of the
community
Volunteering Policy
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Keeping the above in view Tata Power conducted various programmes to contribute to the society
and a few of them are:-
1. Programme in association with Rotary club of North Island at the Kanya Vidya Mandir
school, Santacruz
In the two sessions which were held, 950 students .A brief idea about Tata Power was given and a
leaflet on Tata Power was distributed to the students.
2. Programme in association with Rotary club of Mumbai North Island at Utpal Sanghvi
International School
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This programme was attended by around 650 students. This CSR team was guided by.
Mr. A.Thamankar gave a talk on Trombay power plant and Mr. Shibu George on Energy
Conservation followed by a power point presentation on 'Save Energy' , a film on" The Power of
Future" and CSR activities within Tata Power. A live demonstration on saving energy was also
presented by Mr.Prasanna Patharkar followed by Question and Answer sessions which were very
effective.
3. Programme at S S Mahavidyalaya
This programme was attended by 100 students and 3 teachers. Mr Prassanna Patharkar gave the talk
on Energy conservation and also spoke about the importance of Electrical Safety in our daily life. A
Demonstration on saving Energy as well as Safety in handling electrical equipments/gadgets was also
given.
A Horticulture Training Course was conducted from 15th to 19th Oct at the Horticulture Training
Centre at Talegaon. 24 girl students from 12 villages were identified and selected from our key
communities.
An Eye Check-up camp was held on 28th Sept 2007 at the Dharavi Municipal School. The number of
students examined was 157. A follow-up of 24 children needing further investigations will be
followed up with the Bombay City Eye Institute and Research Centre and spectacles required by 15
children will be provided to them free of cost.
All this led to Tata Power bagging the BCCI 'Good Corporate Citizen Award 2001-2002'
& many more awards.
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INTERVIEWS
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Mr. bhatiya.
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Me – thanks a lot,,
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Conclusion
Corporate Social Responsibility is a difficult and elusive topic for companies to deal
with. It can often be very costly and yield benefits that are hard to quantify. Perhaps
this is one reason why companies, according to the survey, have put so much focus on
the internal improvements that can be made, such as improving corporate governance
and transparency. This could also explain why the most important stakeholders, after
customers, are the traditionally important employees and shareholders.
There’s also the issue of just what standard of corporate social responsibility should
companies use and how far companies should go to perform their responsibilities
beyond what the laws call for. The issue of what is the “responsibility” of a corporation
is far from being settled, and there is an unresolved argument over what corporate
social responsibility means. Companies face a plethora of options among the various
standards, guidelines, benchmarks and other proposed measures of corporate social
responsibility.
One point that all can agree on is that corporate social responsibility is not a neutral
topic. There is a persistent debate about whether the corporate social responsibility
“movement” represents an unjustified intrusion into corporate affairs, and whether
companies should invest profits in their own corporate social responsibility projects or
return the money to shareholders to let them invest as they see fit. But there is no
denying that corporate social responsibility has become an important issue facing the
global business community and one that promises to grow in importance in the coming
years.
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Reference
1. Sen Gupta, Sunita Singh (2004). Business Social Partnership : An International
Perspective. Jaipur: Aalekh publications.
2. Jagdish (2004). Social Welfare in the Twenty-First Century : Issues , Critique
and Relevance. New Delhi: Akansha.
3. Sharma, Shashi Prabha (2004). Basic Principles of Education. New Delhi:
kanishka.
4. Saeen, Sandeeep(2001). Ethics Management. New Delhi: Sarup.
5. Corporate Social Responsibility in India - An Empirical Research
By Bernadette Dsilva
6. 2. CSR could prove to be a valuable asset in an age of M&As, as it helps firms
spread their brand name - Maitreyee Handique
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