A Project Report on Corporate Social Responsibility
With reference to
TATA STEEL Submitted in partial fulfillment of the requirement for the award of degree of Masters of Management Studies [MMS- Semester I] under Mumbai University
Submitted by – MR. JAYESH DILIP WALANJ Roll No. 15 Academic Year 2011-12
Under the guidance of PROF. SADHANA OGALE Changu Kana Thakur Institute of Management Studies & Research
Plot No. 1 & 4, Sector-11 Khanda Colony, New Panvel (W) 410206. Page | 1
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DECLARATION
I MR. JAYESH DILIP WALANJ Student of C. K. Thakur Institute of Management Studies & Research, has completed this project on CSR with reference to TATA STEEL .In the academic year 2011-12 The information submitted in this project is true & Original to the best of my knowledge.
Signature of Student
(MR.JAYESH DILIP WALANJ)
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ACKNOWLEDGEMENT
No book is entirely created by an individual. Many people have helped to create this book and each of their contribution has been valuable. The timely completion of this book is mainly due to the interest and persuasion of Prof. . We take this opportunity to thank her for her guidance, support and the faith she has shown to us. We would like to thank Prof. Nilesh Manore, Head and cocoordinator for his valuable advice given time to time. We would also thank Teaching and Non-Teaching staff of Computer Department for allowing us to use computers, internet and printers whenever required. We thank Principle Dr.S.T.Gadade our Director for looking after our work and for giving valuable comments.
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Abstract: This project aims to offer a preliminary case study exploration of the “Corporate Social Responsibility” issues being addressed and reported by JAYESH DILIP WALANJ, roll no.15 the researcher.
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No.
Chapter
Page No.
Chapter-1
Introduction to the project
8-9
Chapter-2
Introduction to CSR
10 - 18
Chapter-3
Introduction to Steel Industry
19 - 24
Chapter-4
Introduction to TATA Steel
25 - 29
Chapter-5
Facts and Findings
30 - 41
Chapter-6
Analysis and Interpretation
Chapter-7
Conclusion and Recommendations
Chapter-8
Bibliography
42 43 - 44 45
INDEX
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OBJECTIVE OF PROJECT: The main objective of this project is ➢
To
Understand
the
concept
of
Corporate
social
responsibility ➢ To Study activities carried out by TATA in various areas ➢ To analyze impact of CSR on society & employees.
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Executive Summary
Corporate Social Responsibility (CSR) is the commitment of business to contribute to sustainable economic development, working with employees, their families, the local community and society at large to improve quality of life, in ways that are both good for business and good for development.
Although the contemporary CSR agenda is maturing, the term “CSR” has not yet taken hold within many public sector agencies, either in industrial or developing countries. Few government initiatives have been undertaken explicitly as “pro-CSR initiatives” but nonetheless many have contributed effectively to the promotion of greater social responsibility.
There is a significant opportunity for public sector bodies in developing countries to harness current enthusiasm for “CSR” alongside key public policy goals and priorities to encourage delivery of results in both respects. Through an in-depth exploration of the dilemmas, challenges, and complexities inherent to current models of corporate social responsibility, the program will push the frontiers of the field and bring into focus the next generation of issues facing practitioners.
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Chapter 2: INTRODUCTION TO CSR
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INTRODUCTION TO CSR:-
Corporate social responsibility (CSR) is: An obligation, beyond that required by the law and economics, for a firm to pursue long term goals that are good for society 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 that of the local community and society at large About how a company manages its business process to produce an overall positive impact on society
Corporate social responsibility means:
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Conducting business in an ethical way and in the interests of the wider community.
Responding positively to emerging societal priorities and expectations A willingness to act ahead of regulatory confrontation Balancing shareholder interests against the interests of the wider community Being a good citizen in the community
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Is CSR the same as business ethics?
There is clearly an overlap between CSR and business ethics
Both concepts concern values, objectives and decision based on something than the pursuit of profits
And socially responsible firms must act ethically
designed to increase its profit so long as it stays will the rules of the game, which is to say, engages in open and free competition, without deception or fraud.” [Milton The difference is that ethics concern individual actions which can be assessed as right or wrong by reference to moral principles. CSR is about the organisation’s obligations to all stakeholders – and not just shareholders.
There are four dimensions of corporate responsibility
Economic - responsibility to earn profit for owners
Legal - responsibility to comply with the law (society’s codification of right and wrong)
Ethical - not acting just for profit but doing what is right, just and fair
Voluntary and philanthropic - promoting human welfare and goodwill
Being a good corporate citizen contributing to the community and the quality of life
The debate on social responsibility: Not all business organisations behave in a socially responsible manner
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And there are people who would argue that it is not the job of business organisations to be concerned about social issues and problems There are two schools of thought on this issue:
In the free market view, the job of business is to create wealth with the interests of the shareholders as the guiding principle
The corporate social responsibility view is that business organisation should be concerned with social issues
Free market view - a summary
The role of business is to create wealth by providing goods and services
“There is one and only one social responsibility of business- to use its resources and engage in activities Friedman, American economist]
Giving money away is like a self imposed tax
Managers who have been put in charge of a business have no right to give away the money of the owners
Managers are employed to generate wealth for the shareholders - not give it away
Free markets and capitalism have been at the centre of economic and social development
Improvements in health and longevity have been made possible by economies driven by the free market
To attract quality workers it is necessary to offer better pay and conditions and this leads to a rise in standards of living and wealth creation
Free markets contribute to the effective management of scarce resources
It is true that at times the market fails and therefore some regulation is necessary to redress the balance
But the correcting of market failures is a matter for government - not business Page | 2
Regulation should be kept to a minimum since regulation stifles initiative and creates barrier to market entry
The free market case against corporate social responsibility
The only social responsibility of business is to create shareholder wealth
The efficient use of resources will be reduced if businesses are restricted in how they can produce
The pursuit of social goals dilutes businesses’ primary purpose
Corporate management cannot decide what is in the social interest
Costs will be passed on to consumers
It reduces economic efficiency and profit
Directors have a legal obligation to manage the company in the interest of shareholders – and not for other stakeholders
CSR behaviour imposes additional costs which reduce competitiveness
CSR places unwelcome responsibilities on businesses rather than on government or individuals
The corporate responsibility view
Businesses do not have an unquestioned right to operate in society
Those managing business should recognise that they depend on society
Business relies on inputs from society and on socially created institutions
There is a social contract between business and society involving mutual obligations that society and business recognise that they have to each other
Stakeholder theory
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The basic premise is that business organisations have responsibility to various groups in society (the internal and external stakeholders) and not just the owners/ shareholders The responsibility includes a responsibility for the natural environment Decisions should be taken in the wider interest and not just the narrow shareholder interest
Arguments for socially-responsible behaviour
It is the ethical thing to do
It improves the firm’ public image
It is necessary in order to avoid excessive regulation
Socially responsible actions can be profitable
Improved social environment will be beneficial to the firm
It will be attractive to some investors
It can increase employee motivation
It helps to corrects social problems caused by business
Enlightened self interest This is the practice of acting in a way that is costly and/or inconvenient at present but which is believed to be in one’s best long term interests. There is a long history of philanthropy based on enlightened self interests e.g. Robert Owens’s New Lanark Mills, Titus Salt’s Saltaire as well the work of the Quaker chocolate makers such as Cadbury at Bournville and Rowntree in York. Enlightened self interest is summed up in this quotation from Anita Roddick (founder of the Body Shop):“Being good is good for business”
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CSR behaviour can benefit the firm in several ways
It aids the attraction and retention of staff
It attracts green and ethical investment
It attracts ethically conscious customers
It can lead to a reduction in costs through re-cycling
It differentiates the firm from its competitor and can be a source of competitive advantage
It can lead to increased profitability in the long run.
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Models of Corporate Social Responsibility
There are some models, which endeavor to describe the evolution and extent of social orientation of companies.
➢
Carroll’s Model:
Economic Discretionary Ethical Legal Resp. Resp. Resp. Resp. Orgn
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He defines CSR as a range and obligations a business has towards the society. There are four categories of the obligation.
Economic Responsibility: A firm being an economic unity, this is its prime responsibility, i.e. to satisfy the economic needs of the society through generating surplus and investing in development of the society Legal Responsibility: A company performs this because it is bound to obey the law and the legal system. Ethical Responsibility: Business organization is expected to undertake these though they are not mandatory. These include not restoring to unfair trade practices, not cheating the customer, etc.
Discretionary Responsibility: It refers to the voluntary activities undertaken by the organization for social development programmes. These levels of responsibilities was named as “Pyramid of Corporate Social Responsibility” Page | 2
Ackerman’s Model: Also described that CSR done by a company generally spreads over three phases: ➢ FIRST where the top management recognizes the existence of social problem, which deserves attention and acknowledges the company’s policy towards it by making an oral or written statement. ➢ SECOND phase is where the Co. appoints staff specialists or external consultants to study the problem and suggest ways of dealing with it. ➢ THIRD phase involves the implementation of the social responsibility programmes.
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CAHPTER: - 3
INTIODUCTION TO STEEL INDUSTRY
INTRODUCTION TO THE INDUSTRY – The modern steel industry is inseparable from the second Industrial Revolution of the nineteenth century. From simple, small-batch production, new technologies such as the Bessemer process (developed in England in 1854) contributed to the mass production Page | 2
of steel. The industry diffused throughout Europe and the United States. The depression of the 1890s and subsequent mergers consolidated the American industry. In 1901 U.S. Steel, then the world’s largest company, was formed. Scale of production increased dramatically in the twentieth century with large-scale blast furnaces to melt iron ore, its reduction in open hearth furnaces, followed by larger and more efficient basic oxygen furnaces (developed in Austria in 1954), continuous casting of molten steel, and port-based mills (in Japan and South Korea), which relied on massive ships capable of transporting imported raw materials and exports of finished steel products inexpensively. In the United States in the 1980s Kenneth Iverson adopted German innovations in electric arc furnace (EAF) technology. These mini-mills relied on recycled scrap or natural gas–based directly reduced iron (DRI) and thin slab casting. Mini-mills’ smaller scale added to its flexibility and competitiveness compared to blast furnace– based integrated producers. The geographical location of steel mills was dictated by the availability of coal and iron ore. For the United States in the mid-1800s coal fields in eastern states such as Pennsylvania, Ohio, New York, and New Jersey attracted major iron works. Similarly, the availability of iron ore and coal around Birmingham, Alabama, and later in the late nineteenth century in Minnesota and Michigan influenced the location of steel mills in the Great Lakes region with Chicago as a major market. Such patterns have been found in other countries such as Brazil and India where mills were located near mines. However, in East Asian countries such as South Korea, Taiwan, and Japan, devoid of raw materials, a new pattern of plant location emerged, targeting coastal locations to source raw materials from and export finished steel to the world economy. The post–World War II (1939–1945) American industry was characterized by oligopolistic competition at home, slow technological change, and little international competition. A handful of firms led by U.S. Steel dominated the industry. Supportive Keynesian policies propped up the U.S. economy, maintained industry profits, and accommodated high wages for steel workers. A major steel strike in 1959 paralyzed the economy, which was soon followed by brief controls of steel prices during the Vietnam War under the Kennedy administration (1961–1963) to stem inflationary pressures. John F. Kennedy asked steel workers to restrain their wage demands on the condition that steel corporations such as U.S. Steel would not raise prices. While workers kept their part of the bargain the companies did not as prices increased by $6 a ton. An Page | 2
infuriated Kennedy found such action as “wholly unjustifiable and irresponsible defiance of the public interest” (Kennedy 1962). Such price controls have been maintained worldwide through subsidies and public ownership because of the industry’s dense intersect oral linkages. Not only are investments and employment encouraged in other industries but also economy-wide inflation is restrained. Steel is also a strategic industry with direct links to the defense sector.
INTRODUCTION TO INDIAN STEEL INDUSTRIES 1. Introduction The iron and steel industry presents one of the sectors within the Indian economy and is therefore the context of both local and global environmental in productivity through the adoption of more
most energy intensive of particular interest in discussions. Increases efficient and cleaner Page | 3
technologies in the manufacturing sector will be effective in merging economic, environmental, and social development objectives. A historical examination of productivity growth in India’s industries embedded into a broader analysis of structural composition and policy changes will help identify potential future development strategies that lead towards a more sustainable development path. Issues of productivity growth and patterns of substitution in the iron and steel sector as well as in other energy intensive industries in India have been discussed from various perspectives. Historical estimates vary from indicating an improvement to a decline in the sector’s productivity. The variation depends mainly on the time period considered, the source of data, the type of indices and econometric specifications used for reporting productivity growth. Regarding patterns of substitution most analyses focus on interfuse substitution possibilities in the context of rising energy demand. Not much research has been conducted on patterns of substitution among the primary and secondary input factors: Capital, labor, energy and materials. However, analyzing the use and substitution possibilities of these factors as well as identifying the main drivers of Productivity growth among these and other factors is of special importance for understanding technological and overall development of an industry. In this paper we contribute to the discussion on productivity growth and the role of technological Change within the context of global environmental change. We will introduce the iron and steel industry in more detail taking into account industry specific aspects such as structural Composition, production, technologies, energy consumption within processes, environmental impacts, sector specific policies etc. This following we derive both statistical and econometric estimates of productivity growth for the iron and steel sector over time. For the statistical analysis we calculate partial and total productivity in a growth accounting framework while for the Econometric analysis a translog cost function approach is employed to estimate productivity growth, technical change biases and substitution elasticity. The results will then be interpreted Within a broader context of structural and policy changes in the sector as well as other sector specific aspects. Future energy use and carbon emissions depend on the level of production and the technologies employed. Furthermore, different economic and policy settings affect structures and efficiencies within the sector. The final section therefore examines the ongoing changes in the iron and steel industry structure. It will compare world best technologies to Indian technologies and identify potentials and barriers to the adoption of such efficiency improvements. A scenario analysis will conclude the report in highlighting the energy efficiency and productivity improvements that could be achieved by employing more efficient technologies Page | 2
Others major steel producers in India are:1. TISCO ( Tata Iron and Steel Corporation ltd)
2. Essar Steel Page | 1
3. 4. 5. 6. 7. 8. 9.
Jindal Vijaynagar Steels Ltd Jindal Strips Ltd JISCO Saw Pipes Uttam Steels Ltd Ispat Industries Ltd Mukand Ltd 10. \Mahindra Ugine Steel Company Ltd 11.Tata SSL Ltd 12.Usha Ispat Ltd 13.Kalyani Steel Ltd 14.Electro Steel Castings Ltd 15.Sesa Goa Ltd 16.NMDC 17.Lloyds SteeI Industries Ltd
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Chapter: - 4
INTRODUCTION TO TATA STEEL INDUSTRY
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History – Tata Steel The origins and ascent
of Tata Steel, which has culminated into the century long history of an
industrial empire, emerge from the illustrious efforts of India's original iron man and the remarkable people who thereafter, have kept the fire burning. The story of Tata Steel is a century old. And so is the story of steel in India. Etched with the visions and hardships of a single man, the story has flowed through ages to redefine steel in every way. The saga, which started in 1907, completes a century of trust in 2007. Over the years this one company has exposed the various shapes and forms in which steel can be applied for effective utilization. The story of Tata Steel: defines and redefines conventional wisdom in myriad ways. The great Iron Pillar, a thousand years older than the Qutab Minar stands as a living testimony to the unmatched skills of ancient Indian metallurgists. They had so perfected the craft of forging that Indian steel was highly sought after. In Marco Polo’s travels there is a reference to andanique, a corruption of the Persian hundawaniy, i.e. Indian steel. Tavernier, the 17th century French traveller, mentions the existence of a steel industry in the “Kingdom of Golconda”. And the Arab Edrisi declared, “The Hindus excel in the manufacture of iron”. For centuries, therefore, steel of remarkably superior quality was being fashioned in India out of primitive furnaces, to be used, for instance, in the preparation of medicine and in the manufacture of arms. It was only in the last century with the advent of the Industrial Revolution that the time- honoured skills of Indian ironsmiths began to die. The Industrial Revolution in England ushered in an era of unparalleled peace and prosperity. Modern science bore fruit in an unprecedented technological development and industrial progress. This left countries like India, where industrialisation was still in its infancy, feeling slightly dazzled and overwhelmed. The leading Indian intellectuals of the 19th century believed that if India were to keep pace with the world it would have to master the modern scientific methods of the West. In these times was born Jamsetji Nusserwanji Tata. Within his lifetime, Jamsetji was to witness the birth of a Page | 1
revolutionary Indian nationalism that would assist in the emergence of independent India, which he helped to create and whose presence could already be felt when he died in 1904. Tata Steel (formerly TISCO and Tata Iron and Steel Company Limited) is a multinational steel company headquartered in Jamshedpur , India and part of Tata Group . It is the world's seventhlargest steel company, with an annual crude steel capacity of 31 million tones, and the largest private-sector steel company in India measured by domestic production. Tata Steel is also India's second-largest and second-most profitable private-sector company, with consolidated revenues of 118,753 crore (US$ 24.08 billion) and net profit of over 8,983 crore (US$ 1.82 billion) in the year ended March 31, 2011. Tata Steel is the eighth most-valuable Indian brand according to an annual survey conducted by Brand Finance and The Economic Times in 2010. It is currently ranked 410th in the Fortune Global 500 . Tata Steel's largest plant is located in Jamshedpur, Jharkhand, with its recent acquisitions; the company has become a multinational with operations in various countries. The Jamshedpur plant contains the DCS supplied by Honeywell. The registered office of Tata Steel is in Mumbai . The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. The company is listed on Bombay Stock Exchange and National Stock Exchange of India , and employs about 82,700 people (as of 2007). In August 2007 Tata Steel won the bid to acquire the UK-based steel maker Corus in what was, to date, the largest international acquisition by an Indian company. It made the Tata Group the world's fifth largest steel maker, and catapulted them to the global league.
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Tata steel Industry
Steel
Founded
1907
Founder(s)
Dorabji Tata and Utsav Maheshwari
Headquarters
Mumbai, Maharashtra, India[1]
Area served
Worldwide
Key people
Products
B Muthuraman (Vice Chairman) HM Nerurkar (MD) Steel, flat steel products, long steel products, wire products, plates
Revenue
118,753 crore (US$24.08 billion)
Profit
8,983 crore (US$1.82 billion)
Total assets
US$ 24.446 billion (2010)
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Employees
81,269
Parent
Tata Group
Subsidiaries
Tata Steel Europe
Website
www.tatasteel.com
Chapter:- 5
Facts and Findings
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CSR activities of TATA industry – Employability 1085 youth from areas adjacent to the Company’s plants, were trained in various technical and vocational trades. At the new plant location of Singur alone, over 350 local youth have been trained in partnership with the government and the social sector, enhancing their employability As a part of its skill development programme, the company has identified 10ITIs across the country to upgrade their facilities and enhance the relevance of their programmes to industry needs. Of these four it is have been covered in 2007-08. They have been equipped with the latest machines and tools, the students have been taken on exposure visits to understand manufacturing processes and Train the Trainer programmes have been organised for their faculty In addition as a part of the company’s women empowerment programme 1058 women have been trained in manufacturing food products and utility items, sewing and beautician cources. All the students of the company-supported Mechanic Motor Vehicle Trade course 200708 in association with the Ramakrishna Mission at Sakwar, Thane district, Maharashtra have been successfully placed at the company’s dealership. Two students from the previous batch have been facilitated to open their own workship on the MumbaiAhmedabad Highway Health Curative and preventive health services were provided to over 92390 persons through the company’s community health programmes. In Jameshedpur, 374 indivisuals benefited from cataract operations conducted free of cost. Special country-wide programmes were conducted for drivers during service camps
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Towards the company’s drive for total sanitation in adopted viallages, 1940 low cost toilets were constructed 12 hand pumps were installed and 3 wells were repaired , ensuring clean drinking water supply for over 3500 villagers. Tanker facilities were deployed during summer months to meet drinking water requirements of rain-parched rural areas in Pune district, Maharashtra Education: Shiksha Prasar Kendra, a TATA Motors society at Jamshedupur supported 18000 students from across 33 schools . Scholarships for higher studies were awarded to 375 students. Extra curricular activities were organised in 31 schools in which over 4300 students participated Infrastructure was improved at 13 schools , promoting higher education for 2000 children from over 25 villages. This includes a computer lab at Beraberi High school at Singur in West Bengal Environment: Over 175242 saplings have been planted with a 80% survival rate Community irrigation wells and check dams have been constructed at villages near Pune , augmenting incomes of families through improved irrigation. In Jamshedpur, 85 acres of land has been brought under irrigation and tree plantation has extensively been carried out in over 152 acres
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Education Development of the communities in its areas of operation is facilitated by Tata Steel through basic education, technical competency training and skills development apart from other initiatives. The Company has been playing a leading role in Odisha in sustainable growth of the rural and tribal population by integrating them in mainstream economy through education. Children in five camps of Kalinganagar attend ‘Shishu Bachans’ (Balwadis) located in each of the Parivar Colonies. These children are prepared for admission at Ashram Schools managed by the State. Those who want to pursue higher education are provided scholarships in technical training centers and engineering & medical colleges. Specific initiatives in education have been discussed below. •
Tata Steel has built or facilitated the construction of 200 educational institutions in Jajpur district. To improve the educational infrastructure of schools in the neighboring areas, the Company has taken proactive initiatives in repairing and construction of buildings, construction of boundary walls, distribution of desks and benches to schools, apart from distribution of essential items to students.
•
To popularize education and provide a healthy environment for the students to pursue their studies, Tata Steel provides mattresses, pillows, blankets and trays to various residential schools located in Kalinganagar area. Besides, medicated mosquito nets, notebooks are also distributed to the school students by Tata Steel.
•
Education in Tata Steel Parivar at present is being handled through 12 education centres running at five locations, catering to children in the age group of 3 to 14 years.
•
Computer Based Functional Literacy (CBFL) programmes are conducted through six adult literacy centre.
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•
A thorough monitoring system tracks performance of children on a monthly basis.
•
Various extracurricular activities are conducted to foster both mental and physical well being of the children. In the past years series of workshops were held on the occasion of Sishu Mela. A children’s magazine called 'Ama Prathama Lekha' is being published annually. Centres are also provided with monthly subscription of other children’s magazines.
•
Experts from 'Prathama Orissa' conduct specific training programmers for teachers to update them in innovative teaching and learning methods.
•
Three computers have been provided in each of the rehabilitation colonies.
•
Under project 'Asha' Tata Steel Rural Development Society (TSRDS) is providing sports materials (Football, sports attire, Football shoes, Discus, Shotput, Skipping ropes, Ring Balls, Carom Boards) to the students of various residential and non-residential schools in the region
Initiatives in SportsTata Steel has helped to create an atmosphere conducive to sports promotion and also created champions who have made the Country proud. In India, Tata Steel pays special attention to the sporting activities for youth at the State and National levels. The Company has begun work for opening Feeder Centers at out-locations and in Greenfield project areas. Plans are in place for opening Excellence Centers in selected sports at various schools, which have the infrastructure.
Tata Steel is in the process of extending its support in a formalised way to Hockey, the traditional sport of Jharkhand and the National sport of India. In addition, training of the Bhutan Archery Team is a part of the CSR activity of Taj Tashi, Bhutan.
Tata Steel leads the effort by the Confederation of Indian Industry (CII) to create "golden hopes" for India. It is the only Indian company to invest in world-class facilities, create academies and to maintain and manage international level arenas. Apart from setting up academies in various fields of sports, the initiatives include the following facilities:
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•
The JRD Tata Sports Complex, an international stadium with an 8-lane polyurethane track and football field. The complex also houses facilities for handball, tennis, volleyball, hockey, basketball, boxing, table tennis, swimming and a modern gymnasium.
•
The Keenan Stadium, that hosts international cricket matches and provides accommodation facilities for visiting sportspeople.
collapse all Tata Football Academy
The objective of Tata Football Academy is to nurture and train budding footballers in the most scientific way with the sole purpose of improving the standard of Indian Football and be a nursery for producing outstanding players for the Indian National Team.
The Academy has excellent placement record for its cadets with the premier football clubs of India. It has nine training centers in different disciplines and it trains more than 500 community children in a year.
The Academy not only provides intensive training but also all-round developmental opportunities with facilities for formal education and vocational training. The fully residential programme includes special features such as boarding and lodging, monthly stipend, playing kits, summer and winter clothing, ceremonial kits, comprehensive medical care, education, a group insurance scheme and other benefits.
Some of the Championships won by TFA in recent years:
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•
All India Biju Pattnaik Football Tournament in 2007-2008
•
Chief Minister's Cup in 2007-2008
•
All India Ghosto Pal Memorial Football Tournament in 2007-2008
•
JRD Tata Youth (Under -19) Invitational Football Tournament in 2007-2008
•
5th Jr. (Under -19) Football Tournament (I League) in 2008-2009
For more information visit: www.tatafootballacademy.comclose this
Tata Archery Academy
The main objective of this academy is to help talented youth to realise their full potential and achieve excellence in Archery through sustained scientific training. It is committed to creating value by continually improving Archery Cadets' performance at national and international level.
A Four Year Residential Training Programme is offered with wide range of basic and advanced training. Promising cadets are regularly sent overseas for specialised training. While moulding budding talents, emphasis is placed on technical and tactical training to help them achieve better understanding of the sport and its success strategies. Practical lessons are supplemented with theory classes, to provide them with knowledge of Physiology and Psychology. As a result, cadets understand their abilities and achieve greater success at the highest level of the sport.
In recent times, several youngsters from Tata Archery Academy won India a Gold Medal in the Asian Archery Championship, reclaiming the title after 17 years.
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Tata Athletics Academy
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The basic objective of Tata Athletics Academy is to provide the mainstream of national athletics with a perennial pool of young athletes trained and oriented to international standards. The strategy is to "Catch Them Young", to give them the best in terms of training with modern techniques, tactics, psychological as well as physical conditioning and related inputs to make them medal winners in the International arena.
Besides technical training, personality development training is also imparted. Fully residential programme includes special features such as free boarding and lodging, a monthly stipend, playing kit, summer and winter clothing, ceremonial kits etc. Free education and medical care makes this academy a completely self-contained facility for students.
Among some of the recent accolades received by the Tata Athletics Academy is the performance of the cadets in the East Zone Athletics Championship, winning 9 Gold, 5 Silver and 5 Bronze Medals.
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Tata Steel Adventure Foundation
HEALTHExtending better healthcare facilities to the people in its areas of operation and in upcoming project areas has always been a priority in Tata Steel's periphery development and CSR plan. At the rehabilitation colonies of Odisha, healthcare is given Page | 2
a broader perspective beyond its familiar territories of treatment and intervention. It is approached at an individual level to bring about greater impact for the community. Whereas earlier, people had extremely limited access to healthcare facilities, that too of inferior quality, post-relocation they have seen a marked improvement in conditions. For the most part this is due to sincere efforts by the R&R team to integrate well being and healthcare with the key determinants of total rehabilitation. A team of three doctors, six paramedics and six community health assistants are supported by fifteen community health facilitators (referred to as ‘Swasthya Mitras') to ensure quality health services to all the families in the Parivar Colonies. Some of the programmes undertaken for the improvement of healthcare conditions in and around the Kalinganagar project area have been discussed below.Upcoming Hospital at Gobarghati For families affected in its Greenfield steel project at Kalinganagar and also for people in peripheral villages, Tata Steel is setting-up a hospital in Gobarghati rehabilitation colony on a land of four acres. It is slated to have a total capacity of 200 beds, to be incorporated in phases. When completed it would have round-the-clock service, a pathology lab and an outdoor complex.
Apart from Tata Steel Parivar families, the hospital would cater to around 10000 people from the nearby villages. Various health services like rural health check-up programmes, health camps during epidemics and awareness building activities for people would also be planned through the hospital. Till the completion of the hospital, the Company is running a dispensary at Gobarghati, which has seen overwhelming response from the people.
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Tata Steel Healthcare Programme in Tribal Residential Schools
Number of tribal children attended
Several children in the rural and tribal Bandhagaon residential school - 70 areas of the state are found malnourished Tamka High School - more than 300 due to a number of factors. In the Tamka residential school - 350 Kalinganagar area TSRDS has taken up Phuljhar residential school - 260 five tribal residential schools under the Rampilo Kanya Ashram - around 450 school healthcare programme with the objective of taking care of children through regular health check-ups and free medicines distribution. Company doctors along with trained para-medical staff visit each of the schools once a month for this purpose. Besides, students in the tribal residential schools are also taught about basic healthcare and hygiene.
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Women Empowerment The successful functioning of Self Help Groups (SHGs) and various other women empowerment activities undertaken by Tata Steel for the rehabilitated families of Tata Steel Parivar has set an example for others. While the literacy level has increased significantly for women of Tata Parivar families in last four years, all of them now have round-the-clock access to the modern medical services provided by Tata Steel’s Rehabilitation and Resettlement team. This has resulted in reducing the maternal mortality rate to zero with much better level of antenatal care, zero adolescence pregnancy and better understanding of family planning needs.
A few salient features of Tata Steel’s Women Empowerment Programme in the rehabilitation colonies have been discussed below.
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Empowerment through SHGs
The Tata Steel Parivar Women SHGs are no longer micro-credit institutions only; they are part of a vibrant social institution devoted to allround development of the people. In Resettlement and Rehabilitation, women of SHGs have taken proactive roles towards improving the quality of life in all aspects. From encouraging children to attend schools and monitoring their progress to conducting forums where healthcare issues are discussed, women SHG members have proved their worth beyond doubt. More than 60% of the women members of Tata Parivar have launched income generation programmes with an objective of making their families economically sustainable. At the moment there are 22 all-women Tata Parivar SHGs. In order to achieve better levels of income, the rehabilitation and resettlement team of Tata Steel is continuously imparting Capacity Building Training in the sectors Soura Painting, Stitching, Poultry & Goat Rearing and Computer based literacy programmes. Even girls are availing technical education through Tata Steel Parivar Scholarship programmes.
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Tejaswini Training Programme
The Tejaswini Training Programme, designed by Tata Steel aims at empowering women for a developed society, providing them opportunities of alternative livelihood and educating them about their role in sustainable industrialisation and development of their own community and region. The tribal women members near Kalinganagar area in Odisha are being trained to undertake various activities and become self-sufficient. As a first step in this direction, a training-cum-exposure visit was organised for 17 tribal women, who belong to different SHGs, at Gandhi Labour Foundation, Puri. Tata Steel makes it a point to educate the SHGs in terms of enhancing productivity, acquiring loans, in market planning of products and utilisation of funds through workshops and exposure visits. The participants were also taken on a trip to Pipili to get an idea of the appliqué industry there and develop interest in different crafts for livelihood earning.
Sagen and Sarjam Sakam Two women self-help groups (SHGs), supported by Tata Steel Rural Development Society (TSRDS) have begun the process of bringing into the forefront women empowerment activities for the members of Tata Steel Parivar. The first, ‘SAGEN’, has been started with 20 women with active support from Tata Steel Rural Development Society. SHG members have now started making mats and brooms, which are marketed locally. ‘Sarjam Sakam’, the other SHG in Trijanga rehabilitation colony comprising seventeen members has been awarded by the Hon’ble Chief Minister of Odisha, Shri Naveen Patnaik on February 08, 2009. It has started a number of incomegeneration activities with the guidance of TSRDS. Page | 1
Tata Memorial Centre:-
Geography Location
Mumbai, Maharashtra, India Organization
Funding
Government hospital History
Founded
28 February 1941 Links
Website
tatamemorialcentre.com Page | 1
Lists
Hospitals in India
The Tata Memorial Hospital is situated in Parel, Mumbai in India. It is a specialist cancer treatment and research centre, closely associated with the Advanced Centre for Treatment, Research and Education in Cancer (ACTREC). One of the fields of specialization of this hospital is in the treatment of acute lymphoblastic leukemia (A.L.L). The hospital claims to treat and cure 99% of the A.L.L patients. This hospital is also one of the few in India to have a P.E.T. scanner. The Director of this hospital is Dr. Rajendra A Badwe, who took over from for director Dr. K.A. Dinshaw (who superannuated after 13 years in the institution), while the head of the Bio-Imaging Unit is Dr. Venkatesh Rangarajan. The Tata Memorial Centre is the national comprehensive cancer centre for the prevention, treatment, education and research in Cancer and is recognized as one of the leading cancer centres in this part of the world. This achievement has been possible due to the far-sighted and total support of the Department of Atomic Energy, under Dr. Homi N Sethna responsible for managing this Institution since 1962. The Tata Memorial Hospital was initially commissioned by the Sir Dorabji Tata Trust on 28 February 1941 as a center with enduring value and a mission for concern for the Indian people. In 1952 the Indian Cancer Research Centre was established as a pioneer research institute for basic research—later called the Cancer Research Institute (CRI). In 1957 the Ministry of Health took over the Tata Memorial Hospital. The transfer of the administrative control of the Tata Memorial Centre (Tata Memorial Hospital & Cancer Research Institute) to the Department of Atomic Energy. In 1962 was the next major milestone. The Tata Memorial Hospital and Cancer Research Institute merged as the two arms of the Tata Memorial Centre (TMC) in 1966 as a classic example of private philanthropy augmented by Government support with a mandate for Service, Education & Research in Cancer.
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Analysis and Interpretation
The local population gains the most as a result of the TISCO operations. Apart from benefits accruing from the primary function of the corporation, HMIL has been extending full support in the overall development of the areas around its operations all over the country. The execution of these programmes has been further streamlined. Work-centre-wise allocations are made each year and programmes are being executed under the comprehensive guidelines issued on the subject. Major emphasis has been given for promotion of education, health and community development and in times of natural calamities such as floods, cyclones, earthquakes, landslides, etc. The impact of these concerted efforts is felt by the community. TISCO programs about health care, helping the educational institutions are widely appreciated. A proactive approach towards socio-economic development is adopted i.e. projects are identified by TISCO at the plant level by involving the district administration, local representatives and recognized voluntary organizations.
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Conclusion and Suggestions
The findings reveal that each of the leading operators has its own approach to CSR and that there are substantial variations in the nature and the extent of reporting. More specifically the paper focuses upon four sets of CSR issues namely those relating to the marketplace; the workplace; the environment; and the community and then provides some reflections on the commitment to these issues at both corporate and individual public levels. Research implications/limitations – CSR in the pub sector of the hospitality industry has received relatively little attention from academics but the case study suggests a number of fertile grounds for future enquiry and research. That said the current case is a preliminary exploration of CSR issues as reported on the worldwide web and more in depth work will be needed before more definitive conclusions can be drawn.
For TATA STELL, Corporate Social Responsibility is a culture and an unwritten contract with the community. Every citizen is an asset in economic activity and TATA STELL only tries to provide the opportunity.
It has been argued that there are considerable evidence and significant Page | 3
opportunities for TISCO to contribute in a sustainable manner to social value creation through CSR related training initiatives in developing countries.
Through the present Project, and taking into account, we consider that we have identified some working avenues that international organizations, state governments, or both working together, could undertake with the goal of inspiring and orienting the challenge of localizing CSR training initiatives.
Localizing CSR training initiatives requires relevant national needs with the business strategies and competences. Only then, can we consider the possibility of arriving at a shared understanding and agreement on the way in which we can contribute to social value creation through business development.
In this context, one option would be setting a CSR agency, which can support and encourage the development of a CSR leading entity at national level: “localizing CSR”, integrating government, private sector and civil society organizations. There is a need to fill the gap for addressing initiatives to further and optimize the CSR advantages. Among them:
Raising awareness of the role of CSR in human capital development. Work to advance the concept of CSR as a “social value creation” strategy. For instance, promoting commitment and long term vision for meeting education needs.
HMIL has to concentrate on their core competencies to be better able to innovate on their initiatives. This helps to ensure consistency between the company’s portfolio of activities and the engagement on CSR. Page | 2
Regional integration, define an agenda for regional educational priority issues and develop a network of governments, business and civil society organizations with the goal of promoting CSR training initiatives at the regional level.
To enlarge TISCO commitment towards human capital development through CSR training related initiatives would require a more coherent approach to emphasize the quantitative and qualitative benefits for both, company and society at large. It is crucial to build on existing successful initiatives, capacities and skills to serve as a model for promoting the legitimacy of this endeavor.
Bibliography –
1. www.google.com
2. www.tatasteel.com
3. Annual Report – 2008-2009 of TATA STEEL
4. www.tata.com
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