Project Report on Csr of Tata Steel

A Project Report on

Corporate Social Responsibility

With reference to

TATA STEELSubmitted 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.

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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 co-coordinator 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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INDEX

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 42

Chapter-7 Conclusion and Recommendations 43 - 44

Chapter-8 Bibliography 45

OBJECTIVE OF PROJECT:

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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.

Executive Summary

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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: 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

And there are people who would argue that it is not the job of business organisations to

be concerned about social issues and problems

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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

Regulation should be kept to a minimum since regulation stifles initiative and

creates barrier to market entry

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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

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

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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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Orgn

Discretionary Resp.

Ethical Resp.

Legal Resp.

Economic Resp.

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:

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.

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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”

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

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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 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

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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 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

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The iron and steel industry presents one of the most energy intensive sectors within the Indian economy and is therefore of particular interest in the context of both local and global environmental discussions. Increases in productivity through the adoption of more efficient and cleaner technologies in the manufacturing sector wil l 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 wil l 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 report ing productivity growth. Regarding patterns of substitution most analyses focus on interfuse substitut ion possibi l i t ies in the context of r ising 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 possibi l i t ies 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 technologicalChange within the context of global environmental change. We wil l introduce the iron and steel industry in more detail taking into account industry specific aspects such as structural Composit ion, production, technologies, energy consumption within processes, environmental impacts, sector specif ic policies etc. This fol lowing we derive both statistical and econometric estimates of productivity growth for the iron and steel sector over t ime. For the statistical analysis we calculate partial and total productivity in a growth accounting framework while for theEconometric analysis a translog cost function approach is employed to estimate productivity growth, technical change biases and substitut ion elasticity. The results wil l then be interpretedWithin a broader context of structural and policy changes in the sector as well as other sector specif ic aspects.Future energy use and carbon emissions depend on the level of production and the technologies employed. Furthermore, dif ferent economic and policy settings affect structures and eff iciencies within the sector. The f inal section therefore examines the ongoing changes in the iron and steel industry structure. I t wil l compare world best technologies to Indian technologies and identify potentials and barriers to the adoption

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of such efficiency improvements. A scenario analysis wil l conclude the report in highlighting the energy efficiency and productivity improvements that could be achieved by employing more efficient technologies

Others major steel producers in India are:-1. TISCO ( Tata Iron and Steel Corporation ltd)

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2. Essar Steel 3. Jindal Vijaynagar Steels Ltd 4. Jindal Strips Ltd 5. JISCO 6. Saw Pipes 7. Uttam Steels Ltd 8. Ispat Industries Ltd 9. 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.

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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 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 mult inational steel company headquartered in Jamshedpur, India and part of Tata Group. It is the world's seventh-largest steel company, with an annual crude steel capacity of 31 mil l ion tones, and the largest private-sector steel company in India measured by domestic production. Tata Steel is also India's second-largest and

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second-most profitable private-sector company, with consolidated revenues of 118,753 crore (US$24.08 bil l ion) and net profit of over 8,983 crore (US$1.82 bil l ion) 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 acquisit ions; the company has become a mult inational with operations in various countries. The Jamshedpur plant contains the DCS supplied by Honeywell. The registered off ice 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 l isted 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 acquisit ion by an Indian company. I t made the Tata Group the world's f i fth 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 peopleB Muthuraman (Vice Chairman)

HM Nerurkar (MD)

ProductsSteel, 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)

Employees 81,269

Parent Tata Group

Subsidiaries Tata Steel Europe

Website www.tatasteel.com

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Chapter:- 5

Facts and Findings

CSR activities of TATA industry –

Employability1085 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

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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 2007-08 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 Mumbai-Ahmedabad Highway

HealthCurative 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

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:

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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

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.

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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.

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, Shot-put, Skipping ropes, Ring Balls, Carom Boards) to the students of various residential and non-residential schools in the region

Initiatives in Sports-Tata 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

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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:

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

Tata Archery Academy

Tata Athletics Academy

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Tata Steel Adventure Foundation

HEALTH-Extending 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 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 GobarghatiFor 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.

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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.

Tata Steel Healthcare Programme in Tribal Residential Schools

Several children in the rural and tribal areas of the state are found malnourished due to a number of factors. In the Kalinganagar area TSRDS has taken up five tribal residential schools under the 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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Number of tribal children attended

Bandhagaon residential school - 70 Tamka High School - more than 300 Tamka residential school - 350 Phuljhar residential school - 260 Rampilo Kanya Ashram - around 450

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.

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A few salient features of Tata Steel’s Women Empowerment Programme in the rehabilitation colonies have been discussed below.

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 all-round 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

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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.

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 SakamTwo 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 income-generation activities with the guidance of TSRDS.

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Tata Memorial Centre:-

Geography

Location Mumbai, Maharashtra, India

Organization

Funding Government hospital

History

Founded 28 February 1941

Links

Website tatamemorialcentre.com

Lists Hospitals in India

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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

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

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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.

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

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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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