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The term "corporate social responsibility" came in to common use in the late 1960s and early 1970s, after many multinational corporations formed. The term stakeholder, meaning those on whom an organization's activities have an impact, was used to describe corporate owners beyond shareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984.[2]Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms 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 (currently a Draft International Standard). Public sector organizations (the United Nations 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. The UN has developed the Principles for Responsible Investment as guidelines for investing entities.
citizenship, social
or sustainable
business)[1] is
of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, CSRfocused businesses would proactively promote the public interest(PI) by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of PI into corporate decision, that is the core business of the company or firm, and the honoring of a triple bottom line: people, planet, profit.
Approaches
An approach for CSR that is becoming more widely accepted is a community-based development approach. In this approach, corporations work with local communities to better themselves. For example, the Shell Foundation's involvement in the Flower Valley, South Africa. In Flower Valley they set up an Early Learning Centre to help educate the community's children as well as develop new skills for the adults. Marks are also active in this community through the building of a trade network with the community guaranteeing regular fair trade purchases. Often activities companies participate in are establishing education facilities for adults and HIV/AIDS education programmes. The majority of these CSR projects are established in Africa. JIDF For You, is an attempt to promote these activities in India. A more common approach of CSR is philanthropy. This includes monetary donations and aid given to local organizations and impoverished communities in developing countries. Some organizations do not like this approach as it does not help build on the skills of the local people, whereas community-based development generally leads to more sustainable development. Another approach to CSR is to incorporate the CSR strategy directly into the business strategy of an organization. For instance, procurement of Fair Trade tea and coffee has been adopted by various businesses including KPMG. Its CSR manager commented, "Fairtrade fits very strongly into our commitment to our communities."[5] Another approach is garnering increasing corporate responsibility interest. This is called Creating Shared Value, or CSV. The shared value model is based on the idea that corporate success and social welfare are interdependent. A business needs a healthy, educated workforce, sustainable resources and adept government to compete effectively. For society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax revenues, and opportunities for philanthropy. CSV received global attention in the Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility [1] by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School; and Mark R. Kramer, Senior Fellow at the
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Kennedy School at Harvard University and co-founder of FSG Social Impact Advisors. The article provides insights and relevant examples of companies that have developed deep linkages between their business strategies and corporate social responsibility. Many approaches to CSR pit businesses against society, emphasizing the costs and limitations of compliance with externally imposed social and environmental standards. CSV acknowledges trade-offs between short-term profitability and social or environmental goals, but focuses more on the opportunities for competitive advantage from building a social value proposition into corporate strategy. Many companies use the strategy of benchmarking to compete within their respective industries in CSR policy, implementation, and effectiveness. Benchmarking involves reviewing competitor CSR initiatives, as well as measuring and evaluating the impact that those policies have on society and the environment, and how customers perceive competitor CSR strategy. After a comprehensive study of competitor strategy and an internal policy review performed, a comparison can be drawn and a strategy developed for competition with CSR initiatives.
based
on Ellingtons triple
bottom
line (3BL)
The Prince's Accounting for Sustainability Project's Connected Reporting Framework The Fair Labor Association conducts audits based on its Workplace Code of Conduct and posts audit results on the FLA website. The Fair Wear Foundation takes a unique approach to verifying labour conditions in companies' supply chains, using interdisciplinary auditing teams. Global Reporting Initiative's Sustainability Reporting Guidelines Good Corporations Standard developed in association with the Institute of Business Ethics Earthcheck www.earthcheck.org Certification / Standard
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Human resources
A CSR programme can be an aid to recruitment and retention,[12] particularly within the competitive graduate student market. Potential recruits often ask about a firm's CSR policy during an interview, and having a comprehensive policy can give an advantage. 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 found to encourage customer orientation among frontline employees.[13] See also Corporate Social Entrepreneurship, whereby CSR can also be driven by employees' personal values, in addition to the more obvious economic and governmental drivers.
Risk management
Managing risk is a central part of many corpo rate strategies. Reputations that take decades to build up can be ruined in hours through incidents such as corruption scandals or environmental accidents.[14] These can also draw unwanted attention from regulators, courts, governments and media. Building a genuine culture of 'doing the right thing' within a corporation can offset these risks.[15]
Brand differentiation
In crowded marketplaces, companies strive for a unique selling proposition that can separate them from the competition in the minds of consumers. CSR can play a role in building customer loyalty based on distinctive ethical values.[16] Several major brands, such as The Co-operative Group, The Body Shop and American Apparel[17] are built on ethical values. Business service organizations can benefit too from building a reputation for integrity and best practice.
License to operate
Corporations are keen to avoid interference in their business through taxation or regulations. By taking substantive voluntary steps, they can persuade governments and the wider public that they are taking issues such as health and safety, diversity, or the environment seriously as good corporate citizens with respect to labour standards and impacts on the environment.
Nature of business
Milton Friedman and others have argued that a corporation's purpose is to maximize returns to its shareholders, and that since only people can have social responsibilities, corporations are only responsible to their shareholders and not to society as a whole. Although they accept that corporations should obey the laws of the countries within which they work, they assert that corporations have no other obligation to society. Some people perceive CSR as in-congruent with the very nature and purpose of business, and indeed a hindrance to free trade. Those who assert that CSR is contrasting with capitalism and are in favor of neoliberals argue that improvements in health, longevity and/orinfant mortality have been created by economic growth attributed to free enterprise.[18] Critics of this argument perceive neoliberals as opposed to the well-being of society and a hindrance to human freedom. They claim that the type of capitalism practiced in many developing countries is a form of economic and cultural imperialism, noting that these countries usually have fewer labour protections, and thus their citizens are at a higher risk of exploitation by multinational corporations.[19] A wide variety of individuals and organizations operate in between these poles. For example, the Leadership Alliance asserts that the business of leadership (be it corporate or otherwise) is to change the world for the better.[20] Many religious and cultural traditions hold that the economy exists to serve human beings, so all economic entities have an obligation to society (see for example Economic Justice for All). Moreover, as discussed above, many CSR proponents point out that CSR can significantly improve long-term corporate profitability because it reduces risks and inefficiencies while offering a host of potential benefits such as enhanced brand reputation and employee engagement.
Motives
Some critics believe that CSR programs are undertaken by companies such as British American Tobacco (BAT),[21] the petroleum giant BP(well known for its high-profile advertising campaigns on environmental aspects of its operations), and McDonald's (see below) to distract the public from ethical questions posed by their core operations. They argue that some corporations start CSR programs for the commercial benefit they enjoy
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through raising their reputation with the public or with government. They suggest that corporations which exist solely to maximize profits are unable to advance the interests of society as a whole.[22] Another concern is that sometimes companies claim to promote CSR and be committed to sustainable development but simultaneously engage in harmful business practices. For example, since the 1970s, the McDonald's Corporation's association with House has been viewed as CSR and relationship marketing. More recently, as CSR has become mainstream, the company has beefed up its CSR programs related to its labor, environmental and other practices[23] All the same, in McDonald's Restaurants v Morris & Steel, Lord Justices Pill, May and Keane ruled that it was fair comment to say that McDonald's employees worldwide 'do badly in terms of pay and conditions'[24]and true that 'if one eats enough McDonald's food, one's diet may well become high in fat etc., with the very real risk of heart disease.'[25] Royal Dutch Shell has a much-publicized CSR policy and was a pioneer in triple bottom line reporting, but this did not prevent the 2004 scandal concerning its misreporting of oil reserves, which seriously damaged its reputation and led to charges of hypocrisy. Since then, the Shell Foundation has become involved in many projects across the world, including a partnership with Marks and Spencer (UK) in three flower and fruit growing communities across Africa. Critics concerned with corporate hypocrisy and insincerity generally suggest that better governmental and international regulation and enforcement, rather than voluntary measures, are necessary to ensure that companies behave in a socially responsible manner. A major area of necessary international regulation is the reduction of the capacity of corporations to sue states under settlement provisions in trade or investment treaties if otherwise necessary public health or environment protection legislation has impeded corporate investments.[26] Others, such as Patricia Werhane, argue that CSR should be considered more as a corporate moral responsibility, and limit the reach of CSR by focusing more on direct impacts of the organization as viewed through a systems perspective to identify stakeholders.
Ethical consumerism
The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR. As global population increases, so does the pressure on limited natural resources required to meet rising consumer demand (Grace and Cohen 2005, 147). Industrialization, in many developing countries, is booming as a result of both technology and globalization. Consumers are becoming more aware of the environmental and social implications of their day-to-day consumer decisions and are therefore beginning to make purchasing decisions related to their environmental and ethical concerns.[27] However, this practice is far from consistent or universal.
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Ethics training
The rise of ethics training inside corporations, some of it required by government regulation, is another driver credited with changing the behavior and culture of corporations. The aim of such training is to help employees make ethical decisions when the answers are unclear. Tullberg believes that humans are built with the capacity to cheat and manipulate, a view taken from (Trivers 1971, 1985), hence the need for learning normative values and rules in human behavior.[29] The most direct benefit is reducing the likelihood of "dirty hands" (Grace and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Organizations also see secondary benefit in increasing employee loyalty and pride Buy are in examples the of organization. Caterpillar and Best
organizations that have taken such steps.[30] Increasingly, companies are becoming interested in
processes that can add visibility to their CSR policies and activities. One method that is gaining increasing popularity is the use of well-grounded training programs, where CSR is a major issue, and business simulations can play a part in this.[citation needed]
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One relevant documentary is The Corporation, the history of organizations and their growth in power is discussed. Corporate social responsibility, what a company does to in trying to benefit society, versus corporate moral responsibility (CMR), what a company should morally do, are both important topics to consider when looking at ethics in CSR. For example, Ray Anderson, in The Corporation, takes a CMR perspective in order to do what is moral and he begins to shift his company's focus towards the biosphere by utilizing carpets in sections so that they will sustain for longer periods. This is Anderson thinking in terms of Garret Hardin's "The Tragedy of the Commons," where if people do not pay attention to the private ways in which we use public resources, people will eventually lose those public resources.
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companies to include information on corporate social responsibility (CSR) in their annual financial reports. The reporting requirements became effective on 1 January 2009. [31] The required information includes:
information
on
the
companies
policies
for
CSR
or socially
responsible
investments (SRI)
information on how such policies are implemented in practice, and information on what results have been obtained so far and managements expectations for the future with regard to CSR/SRI.
CSR/SRI is still voluntary in Denmark, but if a company has no policy on this it must state its positioning on CSR in their annual financial report. More on the Danish law can be found at CSRgov.dk Crises and their consequences Often it takes a crisis to precipitate attention to CSR. One of the most active stands against environmental management is the CERES Principles that resulted after the Exxon Valdez incident in Alaska in 1989 (Grace and Cohen 2006). Other examples include the lead poisoning paint used by toy giant Mattel, which required a recall of millions of toys globally and caused the company to initiate new risk management and quality control processes. In another example, Magellan Metals in the West Australian town of Esperance was responsible for lead contamination killing thousands of birds in the area. The company had to cease business immediately and work with independent regulatory bodies to execute a cleanup. Odwalla also experienced a crisis with sales dropping 90%, and the company's stock price dropping 34% due to several cases of E. coli spread through Odwalla apple juice. The company ordered a recall of all apple or carrot juice products and introduced a new process called "flash pasteurization" as well as maintaining lines of communication constantly open with customers.
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Stakeholder priorities
Increasingly, corporations are motivated to become more socially responsible because their most important stakeholders expect them to understand and address the social and community issues that are relevant to them. Understanding what causes are important to employees is usually the first priority because of the many interrelated business benefits that can be derived from increased employee engagement (i.e. more loyalty, improved recruitment, increased retention, higher productivity, and so on). Key external stakeholders include customers, consumers, investors (particularly institutional investors), and communities in the areas where the corporation operates its facilities, regulators, academics, and the media. Branco and Rodriguez (2007) describe the stakeholder perspective of CSR as the inclusion of all groups or constituents (rather than just shareholders) in managerial decision making related to the organizations portfolio of socially responsible activities.[32] This normative model implies that the CSR collaborations are positively accepted when they are in the interests of stakeholders and may have no effect or be detrimental to the organization if they are not directly related to stakeholder interests. The stakeholder perspective suffers from a wheel and spoke network metaphor that does not acknowledge the complexity of network interactions that can occur in cross sector partnerships. It also relegates communication to a maintenance function, similar to the exchange perspective.[33]
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Tata Power has pioneered hydro-power generation in India and is the largest power generator (production capacity of 2300 MW) in India in the private sector. Indian Hotels Company (Taj Hotels, resorts and palaces) happens to be the leading chain of hotels in India and one of the largest hospitality groups in Asia. It has a presence in 12 countries in 5 continents. Tata Global Beverages (formerly Tata Tea), with its major acquisitions like Tetley and Good Earth is at present the second largest global branded tea operation. When Jamsetji Tata gave shape to his vision of nation building by forming what was to become the Tata Group in 1868, he had envisaged India as an independent strength politically, economically and socially. In order to become a force that the world has to reckon with, the Tata Group has always ventured into path breaking territory and pioneered developments in industries of national importance.
As a policy, the Tata Group Companies promote and encourage economic, social and educational development in the community, returning wealth to the society they serve. Two-thirds of the equity of Tata Sons is held in philanthropic trusts that take care of endowments towards improvement programmes in these spheres. Through the years, the Tata Group has been amongst the most prestigious corporate presences in the world governed by its principles of business ethics. Its foray into international business has been recognized by various bodies and institutions. Brand Finance, a UK based consultancy firm after a recent valuation of the Tata brand at $11.22 billion has ranked it 65th among the world's top 100 brands. In Business Week magazine's list of the 25 most innovative companies the Tata name appears 13th and The Reputation
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Institute, USA has evaluated the Tata Group as the 11th in a global study of the most reputed companies. In the road ahead, the Tata Group is focusing on integration of new technologies in its operations and breaking new grounds in product development. The Eka supercomputer had been ranked the worlds fourth fastest in 2008 and the launch of the Nano has been a benchmark for the auto industry specifically and the economy in general. With a holistic approach in all its business operations, a loyal and dedicated workforce and its rooted belief in value creation and corporate citizenship, the Tata Group is always ready to realise its vision and objectives. The challenges of the future will only help to enhance the Groups performance and transform newer dreams to reality.
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TATA Steel
Established in 1907, Tata Steel is among the top ten global steel companies with an annual crude steel capacity of over 28 million tons per annum (mtpa). It is now one of the world's most geographically-diversified steel producers, with operations in 26 countries and a commercial presence in over 50 countries. The Tata Steel Group, with a turnover of US$ 22.8 billion in FY '10, has over 80,000 employees across five continents and is a Fortune 500 company. Tata Steels vision is to be the worlds steel industry benchmark through the excellence of its people, its innovative approach and overall conduct. Underpinning this vision is a performance culture committed to aspiration targets, safety and social responsibility, continuous improvement, openness and transparency. Tata Steels larger production facilities include those in India, the UK, the Netherlands, Thailand, Singapore, China and Australia. Operating companies within the Group include Tata Steel Limited (India), Tata Steel Europe Limited (formerly Corus), NatSteel, and Tata Steel Thailand (formerly Millennium Steel).
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Board of Directors
Mr. Ratan Tata Chairman - Not Independent, Non-Executive Director Mr. Ratan N. Tata is presently Chairman of Tata Sons, the holding company of the Tata Group and also Chairman of the major Tata companies including Tata Steel. It is under his leadership that the Company has scaled new heights and established a presence as one of the leading steel conglomerates in the world. Mr. Ratan Tata is a Bachelor of Science in the field of architecture.
Mr. B. Muthuraman Vice Chairman - Not Independent, Non-Executive Director Mr. B Muthuraman joined Tata Steel in 1966 as a Graduate Trainee. On completion of training, he worked in the areas of Iron-making and Engineering Development for ten years and then moved to the Marketing & Sales Division and spent nearly twenty years there, ultimately rising to the position of Vice President.
Mr. H.M. Nerurkar Managing Director - Not Independent Mr. Hemant M. Nerurkar was Executive Director of India and South East Asia of Tata Steel Limited since April 9, 2009 and was appointed as Managing Director of Tata Steel Limited from October 01, 2009. A B.Tech in metallurgical engineering from the College of Engineering, Pune University, Mr. Nerurkar has attended several management courses in India and overseas, including CEDEP in France.
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Dr. Karl-Ulrich Khler Not Independent, Non-Executive Director Dr. Karl-Ulrich Khler is appointed as a Director of the Company with effect from 12th November 2010. He has been Chief Executive Officer and Managing Director of Tata Steel Europe Limited since October 1, 2010. He was appointed Chief Operating Officer of Tata Steel Europe Limited in February 2010.
Mr. Nusli Neville Wadia Independent, Non-Executive Director Mr. Nusli Neville Wadia - Mr. Wadia is foremost among famous Indian industrialists and the Company Director and Chairman of various Indian companies. Taking over responsibilities from his father Neville Wadia, he made the Wadia Group and Bombay Dyeing the most respected and widely diversified business houses in the corporate world.
Mr. Andrew Robb Independent, Non - Executive Director Mr. Andrew M. Robb is a Fellow of the Chartered Institute of Management Accountants and holds a Joint Diploma in Management Accounting. Mr. Andrew Robb has been a Non Executive Independent Director of Tata Steel Limited since November 22, 2007. He joined the board of Corus Group plc and became Chairman of the Audit Committee in August 2003.
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Mr. S. M. Palia Independent, Non - Executive Director Mr. S M Palia, a B.Com., LL.B., CAIIB and CIIB ( London ) is a Development Banker by profession. He was with IDBI from 1964 to 1989 during which period he held various responsible positions including that of an Executive Director to the Bank. He joined the Company as a Director in 1994.
Mr. Ishaat Hussain Not Independent, Non - Executive Director Mr. Ishaat Hussain graduated in economics from St Stephens College, New Delhi. He is a fellow of the Institute of Chartered Accountants in England and Wales (FCA). Mr. Hussain joined the board of the Indian Tube Company (a Tata Steel associate company) in 1979.
Mr. Subodh Bhargava Independent, Non - Executive Director Mr. Subodh Bhargava is a Mechanical Engineer from the University of Roorkee. He joined Board of the Company as a Director in 2006. Mr. Bhargava was the Group Chairman and Chief Executive Officer of the Board of Eicher Group of Companies and is now the Chairman Emeritus of the same group.
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Mr. Jacobus Schraven Independent, Non - Executive Director Mr. Jacobus Schraven was appointed as an Additional Director of the Company with effect from May 17, 2007. He was appointed a non-executive Director and Deputy Chairman of Corus Plc. in December 2004. Mr. Schraven, in 2005 was appointed a Member and Chairman of the Supervisory Board of Corus Nederland BV. Until June 2005 he was President of the Confederation of The Netherlands Industry and Employers (VNO-NCW).
Mr. Suresh Krishna Independent, Non - Executive Director Mr. Suresh Krishna received a Bachelor of Science degree from Madras Christian College in 1955 and an M.A. in literature from the University of Wisconsin in 1959. He did his post-graduate work in literature at the University of Munich, Germany. Mr. Krishna is the Chairman and Managing Director of Sundram Fasteners Ltd.
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Community Union and key contractors. The Group has also raised funds for the development of community centers which could help young children stay away from drugs.
Employability training
Apart from a strong focus on primary and secondary education, the Tata Steel Group has actively supported employability or vocational training. The initiative aims at developing skills among communities, women and young people, supporting local artisans to provide them with better opportunities to compete in the job market. Job oriented training programmes are regularly conducted in many centers in India, Africa and South East Asia.
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Education
Tata Steel has influenced the integration of tribals in the economy in a less obvious and immediate way by propping up the education of tribal children and youth of various ages and at various stages of their academic career. Infants and toddlers are prepared for formal schooling in the informally run balwadis (crches/nurseries). The dropout rate of tribal students in schools and colleges has been checked with financial assistance and sponsorships. The TCS bears the entire expense of two tribal students who secure admissions for management education at the Tata Institute of Social Sciences. It also coaches students for entrance into administrative, technical and the public services. An unusual project called Sahyog, implemented in five schools, helps tribal students to develop self-esteem and plan their future. The Xavier Institute for Tribal Education near Jamshedpur has also been supported by
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Tata Steel to produce professionally trained personnel. Had it not been for this fellowship from Tribal Cultural Society, I was bound to be like Many others, recycled into the family's earning process at an age when I needed to be at School, says Sunita Murmu. And then come the announcement of Jyoti Fellowships. Sunita won the award not just for the year, but, for the next seven consecutive years as well. The fellowship saw her through matriculation and Intermediate. Relieved of the pressure, Sunita was able to concentrate and secure first division all through. At an award ceremony, when asked what she had to say about this assistance, Thank you, Tata Steel and Tribal Cultural Society were the words she uttered with extreme gratitude
Tribals culture
Efforts to support tribals may well leave them at the doorstep of Development without a sense of belongings and their cultural heritage. With a view to helping the tribal population preserve its rich inheritance, Tata Steel has set up the Tribal Culture Centre (TCC) at a cost of Rs 35, 00,000. This Centre showcases the tribal legacy of four major and five minor tribes of Jharkhand and Orissa and evokes a lot of interest amidst scholars, researchers and even laypersons. TCC not only documents Relevant research but also enables the continuation of the tradition by sharing it with the Youth and non-tribal. Additionally, a Santali Language Laboratory has also been initiated in the Centre since 2002-03. The centre was instrumental in reviving the now almost forgotten 'Kati' - a game played between two teams that attempt to score points by hitting the opponent's Kati - a semicircular piece of wood by a long wooden stick using their feet. Known to be a game that used to be played by youths in non agricultural season, it tests the team spirit, physical strength and concentration levels of the players. Adim Dastoor, a three day programme, was organized at Bari Maida, Jamshedpur. This cultural extravaganza showcased the heritage and lifestyle of the indigenous people in Jharkhand. Lecture demonstration sessions on tribal heritage, exhibitions on historical advent of tribal movements, various forms of tribal dance and music, their relevance and specifics were dwelled upon at great length followed by actual performance by the experts.
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The event also showcased a day-night Kati tournament between 25 teams from all over Jharkhand and tribal Orissa. Tribal belief has it that within the 'Akhara' (common meeting place for men within the village), no one is an audience. Every step taken is dance; every word that is uttered is a song. The climax of the three-day event resounded this belief as hundreds of people in the ground joined in the performance accompanied by 25 drum beaters who lent a sparkling end to the festival.
Ongoing Programmes
Mother and Infant Survival Programme Population Stabilization Operation Muskaan for cleft lips and palates "YARS" - Youth and Adolescent Reproductive Services
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specifically targeted programmes on HIV and AIDS. Project "WATSAN" for Water and Sanitation Free Health Checkups for Women at Surya Clinics Pioneer in Family Initiatives and HIV/AIDS Awareness Ringing the first alarm bell for Population Control The first corporation in the country to launch a family welfare programme, Tata Steel has been promoting controlled family planning since the 1950s. Through the innovative use of communication media, motivational programmes have extremely successfully broken the barriers of prejudice and myths to bring about the participation of communities, in even those which do not readily accept family planning. Jamshedpur today is a leader in demographic indices in the country. For the past 16 years, Tata Steel Family Initiatives Foundation (TSFIF) - formerly the Family Planning Department - has been reaching out to the Community in Jamshedpur with Family Planning and Reproductive Health Services. It covers a heterogeneous population of over 10,00,000 including adolescents and youth, industrial workers, busted dwellers and those from the indigenous tribes of the area. Now it is in the process of reauthoring its role, so as to extend both its capability and services into emerging sectors of need.
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The Global Business Coalition, which is an alliance of over a hundred major international companies who are expected to lead by example, is dedicated to combating this disease. Tata Steel is one of its founding members. The prestigious "Global Business Coalition Award (GBC) for 2003 for Business Excellence" was conferred on Tata Steel for its response to the epidemic and its outstanding HIV/AIDS Awareness work in Jamshedpur. The award is conferred on companies who have evolved best practices on HIV/AIDS prevention, especially to reduce the stigma and discrimination. This award places Tata Steels initiatives at par with the best in the world, to be showcased globally.
Environment
Tata Steel believes that environment management is integral to sustainable business. The company's commitment in this area can be further gauged from the fact, that Tata Steel is the first company in the country to be confer red ISO-14001 Certification for its main steel works and utility services in Jamshedpur All its mines and collieries are also ISO-14001 Certified for environmental management. Tata Steel's collieries and mines which support the 'Save Forests' campaign are a benchmark in environment management, further augmenting its commitment in this field, Tata Steel, has planted 1.5 million surviving trees as a part of the Green Millennium campaign. It may be worth mentioning that Jamshedpur has the best tree cover in the country.
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Conclusion
We have conclude about the project of "corporate social responsibility" We have done study on TATA STEEL Pvt Ltd. CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. We have got more knowledge & experience from this project.
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Bibliography
Search Engine:
www.google.com www.wikipedia.com
Books:
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