SOCIAL RELEVANCE

Final Project Report On

“A Study of CSR Initiatives with reference to Tata Steel ”

A detailed study done in

MMS SEM IV - “FINANCE”

Submitted in partial fulfillment of the requirement for the award of degree of Master
of Management Studies (MMS) under the university of Mumbai

Submitted by
NAME OF THE CANDIDATE: AKSHATA NITIN BAIT

ROLL NO : 2022M005 PRN: 2019016400972534

BATCH: 2022-2024 ACADEMIC YEAR 2023-2024

Under the guidance of

DR.Vijay Bidnur

Bharati Vidyapeeth’s
Institute of Management Studies & Research
Navi Mumbai

1
 ACKNOWLEDGEMENT

I would like to express my heartfelt gratitude to all those who supported and
contributed to the completion of this project. I extend my sincere thanks to DR. Vijay
Bidnur Sir for their unwavering support and insightful guidance. Their expertise and
constructive feedback played a pivotal role in shaping the direction of this project.

I put on record my sincere thanks to my college, Bharati Vidyapeeth's Institute of

Management Studies and Research, Belapur, and specially Dr. Anjali
Kalse(Director,BVIMSR Belapur) for giving me an opportunity to work on this
project.

In conclusion, this project would not have been possible without the collective effort
and support of all those mentioned above. Thank you for being an integral part of this
endeavor.

This project has been a rewarding learning experience, and I appreciate the
opportunity to delve deeper into the financial analysis of banks.

Signature of the student,

(Akshata Nitin Bait)

2
 CERTIFICATE

This is to certify that, the ‘Social Relevance’ Final Project titled A Study of CSR
Initiatives with reference to Tata Steel” is successfully done by DR.Vijay Bidnur,
Roll No:2022M005, Batch 2022-2024 ,a student of Bharati Vidyapeeth’s Institute of
Management Studies and Research, Navi Mumbai , submitted in partial fulfillment of
MMS -Master of Management Studies programme affiliated to the University of
Mumbai during the Semester IV academic year 2023-24.

Date :___________

_____________________ _________________
Prof._____________ Dr. Anjali Kalse
Project Guide Director
BVIMSR BVIMSR

3
 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.

4
 INDEX

SR. PARTICULARS PAGE NO.

NO.
1.
Acknowledgement 1
2.
Certificates 2
3.
Executive Summary 3
4.
Table of Contents 4

Chapter 1:Introduction to the Project

5.
INTRODUCTION TO THE PROJECT 8,9
6.
OBJECTIVE OF PROJECT: 10
7.
INTRODUCTION TO CSR 11-21

8.
CHAPTER 2:Introduction to the INDUSTRY
9.
INTRODUCTION TO STEEL INDUSTRY 23-28
10. Other Producers in India
2

11.
CHAPTER 3:Introduction and Overview of TATA
STEEL
12.
INTRODUCTION TO TATA STEEL 31-37
5
 CSR activities of TATA industry 38-55

CHAPTER 4:Research Methodology

13.
Research Design 57-58
14.
Chapter 5:Data Analysis and Interpretation

15. ANALYSIS AND INTERPRETATION 60-63

Chapter 6:Conclusion & Suggestions
16. 65-68

17. Chapter 7:Learning Experince of project 70-72

18.
BIBLIOGRAPHY 73
19.
ANNEXURE - SYNOPSIS 74-75

6
 Chapter 1:
Introduction to the
Project

7
 INTRODUCTION TO THE PROJECT

Corporate Social Responsibility (CSR) has become an integral aspect of modern

business practices, where companies not only aim for economic success but also

strive to make a positive impact on society and the environment. This project focuses

on the CSR initiatives of Tata Steel, one of India's leading steel manufacturers and a

global industry player. Established in 1907, Tata Steel has a rich history and a strong

commitment to ethical business practices, social welfare, and sustainability.

This study explores Tata Steel's CSR philosophy, guiding principles, and the various

programs and initiatives it has implemented over the years. It seeks to understand how

the company balances its business objectives with social and environmental

responsibilities, illustrating the broader impact of its CSR activities on stakeholders,

including employees, local communities, and the environment.

Tata Steel's approach to CSR is rooted in the broader Tata Group ethos, emphasizing

corporate citizenship, sustainability, and inclusive growth. The company's CSR

activities encompass a wide range of focus areas, including education, healthcare,

rural development, environmental sustainability, and community engagement. Tata

8
Steel has also been at the forefront of addressing critical social issues, such as

women's empowerment, skill development, and support for marginalized groups.

 The project aims to answer several key questions:

1. What are the core areas of focus for Tata Steel's CSR initiatives?

2. How does Tata Steel design and implement its CSR programs to achieve

meaningful social and environmental impact?

3. What has been the measurable impact of these initiatives on local communities

and other stakeholders?

4. How does Tata Steel ensure that its CSR activities align with its corporate

values and broader business goals?

By answering these questions, this project intends to provide a comprehensive

overview of Tata Steel's CSR approach, showcasing best practices and identifying

areas for improvement. It will involve a detailed examination of the company's CSR

reports, interviews with stakeholders, and case studies of specific initiatives.

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OBJECTIVE OF PROJECT:

The main objective of this project is

 To Understand the concept of Corporate social responsibility along with thed

activities carried out by TATA in various areas.

 To analyze impact of CSR on society & employees & To identify the key focus

areas of Tata Steel's

 To understand Tata Steel's approach to Corporate Social Responsibility (CSR)

& give recommendations for enhancing Tata Steel's CSR initiatives.

 To evaluate the sustainability and long-term outcomes of Tata Steel's CSR

programs.

 .To assess the impact of Tata Steel's CSR activities on local communities.

10
 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

11
 Being a good citizen in the communityIs 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
12
 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

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]

13
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

14
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

15
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

Decisions should be taken in the wider interest and not just the narrow shareholder

interest

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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

17
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”

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:

He defines CSR as a range and obligations a business has towards the

society. There are four categories of the obligation.Discretionary Resp.

Ethical Resp.

Orgn
Legal Resp.

Economic Resp.

 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

19
  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”

 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.

20
 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.

21
 CHAPTER 2:
Introduction to the
INDUSTRY

22
 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.

23
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

24
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 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.

25
INTRODUCTION TO INDIAN STEEL INDUSTRIES -

1. Introduction

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 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

26
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
27
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

28
Others major steel producers in India are:

1. TISCO ( Tata Iron and Steel Corporation ltd)

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

29
 CHAPTER 3:
Introduction and
Overview of TATA
STEEL

30
INTRODUCTION TO TATA STEEL INDUSTRY

31
History – Tata Steel

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,

32
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 multinational steel co mpany headquartered in

Jamshedpur, India and part of Tata Group. It is the world's seventh-

33
largest steel co mpany, with an annual crude steel capacity of 31 millio n

tones, and the largest private -sector steel company in India measured b y

domestic produc tion. Tata Steel is also India's second -largest and

second-most profitable private-sector co mpany, 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 Econo mic 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 c ompany has become a multinational wit h

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 Dyna mics in 2005. The company is listed on Bo mbay Stock

Exchange and National Stock Exchange of India, and e mploys about

34
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 globa l

league.

Tata steel

Industry Steel

Founded 1907

Dorabji Tata and Utsav

Founder(s)
Maheshwari

Mumbai, Maharashtra,
Headquarters
India[1]

Area served Worldwide

Key people B Muthuraman (Vice

35
 Chairman)

HM Nerurkar (MD)

Steel, flat steel products,

Products long steel products, wire

products, plates

118,753 crore (US$24.08

Revenue
billion)

8,983 crore (US$1.82

Profit
billion)

Total assets US$ 24.446 billion (2010)

Employees 81,269

Parent Tata Group

Subsidiaries Tata Steel Europe

36
Website www.tatasteel.com

37
 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.

38
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

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

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:
39
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

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

40
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.

41
 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-

42
 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 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:
43
  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

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
44
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.

45
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.

Number of tribal children attended

Bandhagaon residential school - 70

Tamka High School - more than

300

46
 Tamka residential school - 350

Phuljhar residential school - 260

Rampilo Kanya Ashram - around

450

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.

47
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.

48
A few salient features of Tata Steel’s Women Empowerment Programme in the

rehabilitation colonies have been discussed below.

49
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

50
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.

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.
51
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

52
number of income-generation activities with the guidance of TSRDS.

Tata Memorial Centre:-

Geography

Location Mumbai, Maharashtra, India

Organization

Funding Government hospital

History

Founded 28 February 1941

Links

53
 Website tatamemorialcentre.com

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

54
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.

55
 CHAPTER 4:
Research Methodology

56
The research methodology for a study of Corporate Social Responsibility (CSR)
initiatives with reference to Tata Steel encompasses a comprehensive approach,
integrating both qualitative and quantitative data collection methods to gain a holistic
understanding of the company's CSR practices. The following sections detail the
research design, data collection methods, sampling strategy, and data analysis
techniques used in this study.

Research Design
The study uses a mixed-methods approach to explore Tata Steel's CSR initiatives.
This allows for in-depth analysis of CSR activities, their impact, and stakeholder
perceptions. The qualitative component includes interviews and content analysis,
while the quantitative component involves surveys and statistical data.

Data Collection
Data collection involves gathering information from both primary and secondary
sources to ensure a comprehensive understanding of Tata Steel's CSR practices.

Observations: Field visits to Tata Steel's CSR projects, allowing direct observation of
the programs in action and their interaction with local communities.
Secondary Data Collection:
Company Reports: Tata Steel's annual reports, sustainability reports, and CSR reports
provide detailed information on the scope and outcomes of their CSR initiatives.
Academic Literature: Relevant studies, articles, and books on CSR practices and
corporate sustainability offer context and benchmarks for analysis.
Media and External Sources: News articles, industry publications, and external
assessments of Tata Steel's CSR activities help validate findings and provide
additional insights.
Sampling Strategy
The sampling strategy aims to ensure a representative cross-section of stakeholders to

57
capture a diverse range of perspectives on Tata Steel's CSR initiatives.

Interviews: Key personnel from Tata Steel's CSR teams, including senior executives
and field staff, are selected for interviews. Additionally, representatives from local
communities and beneficiaries of CSR programs are included.
Surveys: A stratified random sample of Tata Steel employees, community members,
and other stakeholders ensures a diverse range of responses to survey questions.
Data Analysis
The data analysis involves a combination of qualitative and quantitative methods to
draw comprehensive conclusions about Tata Steel's CSR initiatives.

Qualitative Analysis: Interview transcripts are analyzed using thematic analysis to

identify recurring themes, patterns, and insights related to CSR practices and
outcomes. This analysis helps understand the qualitative impact of CSR programs and
stakeholder perceptions.
Quantitative Analysis: Survey data is analyzed using statistical methods to identify
trends, correlations, and differences in stakeholder responses. Descriptive statistics
and inferential analysis are used to assess the impact and effectiveness of CSR
initiatives.

58
 Chapter 5
Data Analysis and
Interpretation

59
 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.

60
 Positive Facts and Findings

Comprehensive CSR Approach:

Tata Steel has a holistic approach to Corporate Social Responsibility (CSR),

addressing various areas such as education, healthcare, rural development,

environmental sustainability, and community engagement. This diversified focus

helps the company make a broad impact on society.

Commitment to Long-Term Impact:

The company has a longstanding history of CSR, with programs running for decades.

This commitment to sustained social responsibility demonstrates a genuine intent to

create lasting change.

Community Engagement and Collaboration:

Tata Steel engages directly with local communities to understand their needs and

tailors its CSR programs accordingly. It collaborates with NGOs, local governments,

and other stakeholders to ensure that the initiatives are effective and relevant.

61
Employee Involvement and Volunteerism:

Tata Steel encourages its employees to participate in CSR activities, fostering a sense

of community within the company. Employee involvement often leads to increased

morale and a more inclusive corporate culture.

Innovation in CSR Initiatives:

The company has implemented innovative CSR programs, such as vocational training

for youth, digital literacy programs, and renewable energy projects. These innovations

reflect Tata Steel's adaptability and focus on modern solutions to societal challenges.

Transparent Reporting and Compliance:

Tata Steel maintains a high level of transparency in its CSR reporting, regularly

publishing detailed reports and complying with regulatory requirements. This

transparency fosters trust among stakeholders and provides accountability.

62
 Challenges and Areas for Improvement

Impact Measurement

While Tata Steel conducts various CSR programs, there's room for improvement in

measuring their impact. Developing more rigorous metrics and evaluation methods

could help the company better assess the effectiveness of its initiatives.

Reach and Coverage

Some CSR programs might have limited geographic coverage, impacting only

specific regions. Expanding these programs to reach a broader audience could

increase their overall impact.

Addressing Environmental Concerns

Despite significant efforts in environmental sustainability, Tata Steel, as a steel

manufacturer, has a large carbon footprint. The company could further enhance its

environmental CSR initiatives to address climate change and reduce emissions.

Inclusion and Diversity

While Tata Steel promotes diversity, there's potential for greater focus on gender

equality and inclusion of underrepresented groups. CSR initiatives targeting women's

empowerment and social inclusion could be expanded.

63
 Chapter 6:
Findings & Suggestions

64
 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.

Findings on CSR Approaches

Variations in CSR Approaches: Leading operators in the industry have diverse

approaches to CSR, with notable variations in both the nature and extent of CSR

reporting.

Focus on Four CSR Issues: The paper identifies four main sets of CSR issues:

marketplace, workplace, environment, and community. It also discusses the

commitment to these issues at corporate and individual public levels.

Scope of the Case Study: This case study primarily explores CSR issues as reported

on the internet, indicating that deeper investigation is needed to draw more definitive

conclusions. CSR in the pub sector of the hospitality industry, for instance, requires

more academic attention.

65
CSR and Tata Steel (TISCO)

CSR as Culture: For Tata Steel, Corporate Social Responsibility is ingrained in its

culture and represents an unwritten contract with the community. The company views

every citizen as an asset in economic activity and seeks to create opportunities for

them.

Tata Steel's CSR Contribution: It is argued that Tata Steel has significant potential to

create social value through sustainable CSR initiatives, particularly in developing

countries, through training and education.

Global and Local CSR Initiatives: The project identifies some possible pathways for

international organizations and state governments to collaborate on localizing CSR

training initiatives. Localizing CSR requires aligning national needs with business

strategies and competencies to achieve a common understanding and promote social

value creation through business development.

Recommendations and Implications

Setting Up a CSR Agency: To support and encourage CSR initiatives, it is suggested

to create a CSR agency at the national level, integrating government, private sector,

and civil society organizations. This agency would help fill the gap in addressing CSR

initiatives and optimize the advantages of CSR.

66
Challenges and Opportunities: Although this is a preliminary study, it points to a

significant opportunity for Tata Steel and other operators to contribute to CSR in a

meaningful and sustainable manner. Further research and deeper exploration are

recommended to understand the implications and long-term impact of CSR practices.

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 the
67
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.

68
 Chapter 7:
Learning Experience
from the project

69
Possible Learning and Experience from the Project: A Study of CSR Initiatives with

Reference to Tata Steel Through the course of studying Tata Steel's Corporate Social

Responsibility (CSR) initiatives, you can gain a wealth of knowledge and experience

that can be valuable for personal development, academic progress, and career

advancement. Here's an outline of potential learning outcomes and experiences you

might acquire from this project:

1. Understanding Corporate Social Responsibility (CSR)

CSR Principles: Learn the foundational principles and concepts of CSR, including the

triple bottom line (people, planet, profit), and how corporations balance profitability

with social and environmental responsibilities.

CSR Scope: Gain insights into the various areas encompassed by CSR, such as

education, healthcare, environment, employee welfare, community engagement, and

more.

2. Insights into Tata Steel's CSR Approach

Company-Specific Practices: Understand Tata Steel's unique approach to CSR,

including its long-term commitment, specific programs, and strategic focus areas.

Corporate Culture and Values: Explore how a company's values and culture drive its

CSR initiatives, contributing to its corporate identity and reputation.

70
3. Practical Knowledge of CSR Program Implementation

Design and Execution: Learn how CSR programs are designed, implemented, and

evaluated. Understand the role of partnerships, community engagement, and

employee involvement in successful CSR execution.

Impact Assessment: Explore methods to measure and assess the impact of CSR

programs, gaining experience with both qualitative and quantitative evaluation

techniques.

4. Engagement with Stakeholders

Stakeholder Perspectives: Experience the importance of engaging with various

stakeholders, including employees, local communities, NGOs, government agencies,

and business partners.

Interview Skills: Develop skills in conducting interviews and gathering feedback from

stakeholders to understand their perspectives on CSR initiatives.

5. Critical Thinking and Problem-Solving

Identifying Challenges: Learn to identify challenges and areas for improvement

within CSR initiatives, enhancing your problem-solving skills.

Generating Solutions: Gain experience in generating practical recommendations for

improving CSR programs, considering both business goals and social impact.
71
6. Research and Data Analysis Skills

Research Techniques: Develop skills in researching CSR topics, collecting data, and

analyzing information to draw meaningful conclusions.

Data Interpretation: Learn to interpret quantitative and qualitative data, allowing you

to assess the success of CSR programs and identify trends.

7. Communication and Reporting

Report Writing: Enhance your skills in structuring and writing comprehensive project

reports, including executive summaries, analysis sections, and annexures.

Presentation Skills: Gain experience in presenting your findings to others, improving

your ability to communicate complex information effectively.

8. Awareness of Global CSR Trends

Global Perspective: Explore broader trends in CSR, gaining awareness of how

different companies and industries approach social responsibility. Understand the

international context of CSR and its evolving role in business.

By engaging in this project, you gain a holistic understanding of CSR and its

implications for both corporations and society. You also develop a diverse set of skills

and experiences that are valuable for a career in business, social work, public policy,

or other related fields.

72
 Bibliography

1. www.google.com

2. www.tatasteel.com

3. Annual Report – 2022-2023 of TATA STEEL

4. www.tata.com

73
 ANNEXURE

Annexure A: Tata Steel CSR Policy and Guidelines

 Full text of Tata Steel's official CSR policy, detailing the company's
commitments, objectives, and guiding principles for CSR.
 Outline of the key guidelines and frameworks that Tata Steel follows for
implementing CSR initiatives.

Annexure B: List of Tata Steel's CSR Programs

 A comprehensive list of Tata Steel's ongoing and past CSR programs,
categorized by focus areas such as education, healthcare, rural development,
environmental sustainability, etc.
 Brief descriptions of each program, including objectives, locations, and target
beneficiaries.

Annexure C: Stakeholder Interview Transcripts

 Transcripts of interviews conducted with stakeholders such as Tata Steel
employees, program managers, community members, and local leaders.
 Insights from stakeholders on the effectiveness and impact of Tata Steel's CSR
initiatives.

Annexure D: Impact Assessment Data

 Data sets and analysis showing the impact of specific CSR programs on local
communities.
 Quantitative measures, such as the number of people served, environmental
metrics, or educational outcomes.
 Qualitative feedback from program beneficiaries.

Annexure E: Case Studies of Successful CSR Initiatives

 Detailed case studies of successful CSR projects implemented by Tata Steel.
 Description of the project's goals, activities, challenges, and outcomes.
 Lessons learned and best practices identified from these case studies.

74
Annexure F: CSR Budget and Resource Allocation

 Overview of Tata Steel's CSR budget for the past five years, including the
allocation of resources among different programs.
 Breakdown of funding sources and any external partnerships that support CSR
activities.

Annexure G: Regulatory Framework and Compliance

 Summary of the legal and regulatory requirements for CSR in India and how
Tata Steel complies with these requirements.
 Documentation of any third-party audits or evaluations of Tata Steel's CSR
programs.

Annexure H: Recommendations and Future Strategies

 Compilation of recommendations based on the project's findings.

 Proposed future strategies for enhancing Tata Steel's CSR initiatives and
ensuring long-term sustainability.

75