MEANING:

Corporate social responsibility (CSR, also called corporate conscience, corporate

citizenship or sustainable responsible business/ Responsible Business)[1] is a form
of corporate self-regulation integrated into a business model. CSR policy functions as a selfregulatory mechanism whereby a business monitors and ensures its active compliance with the spirit
of the law, ethical standards and international norms. In some models, a firm's implementation of
CSR goes beyond compliance and engages in "actions that appear to further some social good,
beyond the interests of the firm and that which is required by law." [2][3] CSR aims to embrace
responsibility for corporate actions and to encourage a positive impact on the environment
and stakeholders including consumers, employees, investors, communities, and others.

The term "corporate social responsibility" became popular in the 1960s and has remained a term
used indiscriminately by many to cover legal and moral responsibility more narrowly construed. [4]

Proponents argue that corporations increase long term profits by operating with a CSR perspective,
while critics argue that CSR distracts from business' economic role. A 2000 study compared
existing econometric studies of the relationship between social and financial performance,
concluding that the contradictory results of previous studies reporting positive, negative, and neutral
financial impact, were due to flawed empirical analysis and claimed when the study is properly
specified, CSR has a neutral impact on financial outcomes.[5]

Critics[6][7] questioned the "lofty" and sometimes "unrealistic expectations" in CSR. [8] or that CSR is
merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over
powerful multinational corporations.

Political sociologists became interested in CSR in the context of theories

of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of

capitalist legitimacy and in particular point out that what began as a social movement against
uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk
management' device, often with questionable results

[9]

CSR is titled to aid an organization's mission as well as a guide to what the company stands for to its
consumers. Business ethics is the part of applied ethics that examines ethical principles and moral
or ethical problems that can arise in a business environment. ISO 26000 is the recognized
international standard for CSR. Public sector organizations (the United Nations for example) adhere
to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with
no formal act of legislation.

Definition[edit]
Business dictionary defines CSR as "A companys sense of responsibility towards the community
and environment (both ecological and social) in which it operates. Companies express this
citizenship (1) through their waste and pollution reduction processes, (2) by contributing educational
and social programs and (3) by earning adequate returns on the employed resources.

CONSUMER PERSPECTIVE

Most consumers agree that while achieving business targets, companies should do CSR at the
same time.However not all CSR activities are popular. Most consumers believe companies doing
charity will receive a positive response.[ Somerville also found that consumers are loyal and willing
to spend more on retailers that support charity. Consumers also believe that retailers selling local
products will gain loyalty. Smith (2013) shares the belief that marketing local products will gain

consumer trust. However, environmental efforts are receiving negative views given the belief that
this would affect customer service.[ Oppewal et al. (2006) found that not all CSR activities are
attractive to consumers. They recommended that retailers focus on one activity. Becker-Olsen
(2006) found that if the social initiative done by the company is not aligned with other company goals
it will have a negative impact. Mohr et al.(2001) and Groza et al. (2011) also emphasise the
importance of reaching the consumer.

APPROACHES:
Some commentators have identified a difference between the Canadian (Montreal school of CSR),
the Continental European and the Anglo-Saxon approaches to CSR.[22] It is said that for Chinese
consumers, a socially responsible company makes safe, high-quality products; for Germans it

provides secure employment; in South Africa it makes a positive contribution to social needs such as
health care and education.[23] And even within Europe the discussion about CSR is very
heterogeneous.[24]
A more common approach to CSR is corporatephilanthropy. This includes monetary donations and
aid given to nonprofit organizations and communities. Donations are made in areas such as the arts,
education, housing, health, social welfare and the environment, among others, but excluding political
contributions and commercial event sponsorship.[25]
Another approach to CSR is to incorporate the CSR strategy directly into operations. For instance,
procurement of Fair Trade tea and coffee.
Creating Shared Value, or CSV is based on the idea that corporate success and social welfare are
interdependent. A business needs a healthy, educated workforce, sustainable resources and adept
government to compete effectively. For society to thrive, profitable and competitive businesses must
be developed and supported to create income, wealth, tax revenues and philanthropy. The Harvard
Business Review article Strategy & Society: The Link between Competitive Advantage and
Corporate Social Responsibility provided examples of companies that have developed deep linkages
between their business strategies and CSR.[26] CSV acknowledges trade-offs between short-term
profitability and social or environmental goals, but emphasizes the opportunities for competitive
advantage from building a social value proposition into corporate strategy. CSV gives the impression
that only two stakeholders are important - shareholders and consumers.
Many companies employ benchmarking to assess their CSR policy, implementation and
effectiveness. Benchmarking involves reviewing competitor initiatives, as well as measuring and
evaluating the impact that those policies have on society and the environment, and how others
perceive competitor CSR strategy

Cost-benefit analysis[edit]
In competitive markets a cost-benefit analysis of CSR initiatives, can be examined using a resourcebased view (RBV). According to Barney (1990) "formulation of the RBV, sustainable competitive
advantage requires that resources be valuable (V), rare (R), inimitable (I) and non-substitutable
(S)."[28][29] A firm introducing a CSR-based strategy might only sustain high returns on their investment
if their CSR-based strategy could not be copied (I). However, should competitors imitate such a
strategy, that might increase overall social benefits. Firms that choose CSR for strategic financial
gain are also acting responsibly.[3]

RBV presumes that firms are bundles of heterogeneous resources and capabilities that are
imperfectly mobile across firms. This imperfect mobility can produce competitive advantages for
firms that acquire immobile resources. McWilliams and Siegel (2001) examined CSR activities and
attributes as a differentiation strategy. They concluded that managers can determine the appropriate
level of investment in CSR by conducting cost benefit analysis in the same way that they analyze
other investments.

Reinhardt (1998) found that a firm engaging in a CSR-based strategy could only sustain an
abnormal return if it could prevent competitors from imitating its strategy

IMPLEMENTATION
CSR may be based within the human resources, business development or public
relations departments of an organisation,[12] or may be a separate unit reporting to
the CEO or the board of directors. Some companies approach CSR without a clearly
defined team or programme.

Engagement plan[edit]
An engagement plan can assist in reaching a desired audience. A corporate social
responsibility individual or team plans the goals and objectives of the organization.
As with any corporate activity, a defined budget demonstrates commitment and
scales the program's relative importance.

Accounting, auditing and reporting[edit]

Main article: Social accounting

Social accounting is the communication of social and environmental effects of a

company's economic actions to particular interest groups within society and to
society at large.[32]

Social accounting emphasizes the notion of corporate accountability. Crowther

defines social accounting as "an approach to reporting a firms activities which
stresses the need for the identification of socially relevant behavior, the
determination of those to whom the company is accountable for its social
performance and the development of appropriate measures and reporting
techniques."[33] Reporting guidelines and standards serve as frameworks for social
accounting, auditing and reporting:

AccountAbility's AA1000 standard, based on John Elkington's triple bottom line (3BL)
reporting
The Prince's Accounting for Sustainability Project's Connected Reporting
Framework[34]
The Fair Labor Association conducts audits based on its Workplace Code of Conduct
and posts audit results on the FLA website.
The Fair Wear Foundation verifies labour conditions in companies' supply chains,
using interdisciplinary auditing teams.
Global Reporting Initiative's Sustainability Reporting Guidelines
Economy for the Common Good's Common Good Balance Sheet[35]

GoodCorporation's standard[36] developed in association with the Institute of

Business Ethics
Synergy Codethic 26000[37] Social Responsibility and Sustainability Commitment
Management System (SRSCMS) Requirements Ethical Business Best Practices of
Organizations - the necessary management system elements to obtain a certifiable
ethical commitment management system. The standard scheme has been build
around ISO 26000 and UNCTAD Guidance on Good Practices in Corporate
Governance.The standard is applicable by any type of organization.;
Earthcheck Certification / Standard
Social Accountability International's SA8000 standard
Standard Ethics Aei guidelines
The ISO 14000 environmental management standard
The United Nations Global Compact requires companies to communicate on their
progress[38] (or to produce a Communication on Progress, COP), and to describe
the company's implementation of the Compact's ten universal principles.[39]
The United Nations Intergovernmental Working Group of Experts on International
Standards of Accounting and Reporting (ISAR) provides voluntary technical guidance
on eco-efficiency indicators,[40] corporate responsibility reporting,[41] and
corporate governance disclosure.[42]
The FTSE Group publishes the FTSE4Good Index, an evaluation of CSR performance
of companies.

In nations such as France, legal requirements for social accounting, auditing and
reporting exist, though international or national agreement on meaningful
measurements of social and environmental performance has not been achieved.
Many companies produce externally audited annual reports that cover Sustainable
Development and CSR issues ("Triple Bottom Line Reports"), but the reports vary
widely in format, style, and evaluation methodology (even within the same
industry). Critics dismiss these reports as lip service, citing examples such as
Enron's yearly "Corporate Responsibility Annual Report" and tobacco companies'
social reports.

In South Africa, as of June 2010, all companies listed on the Johannesburg Stock
Exchange (JSE) were required to produce an integrated report in place of an annual
financial report and sustainability report.[43] An integrated report reviews
environmental, social and economic performance alongside financial performance.
This requirement was implemented in the absence of formal or legal standards. An
Integrated Reporting Committee (IRC) was established to issue guidelines for good
practice.

Ethics training[edit]
The rise of ethics training inside corporations, some of it required by government
regulation, has helped CSR to spread. The aim of such training is to help employees
make ethical decisions when the answers are unclear.[44] The most direct benefit is
reducing the likelihood of "dirty hands",[45] fines and damaged reputations for

breaching laws or moral norms. Organizations see increased employee loyalty and
pride in the organization.[46]

Common actions[edit]
Common CSR actions include:[47]

Environmental sustainability: recycling, waste management, water management,

renewable energy, reusable materials, 'greener' supply chains, reducing paper use
and adopting Leadership in Energy and Environmental Design (LEED) buildind
standards.[48][49][50]
Community involvement: This can include raising money for local charities,
providing volunteers, sponsoring local events, employing local workers, supporting
local economic growth, engaging in fair trade practices, etc.[51][52]
Ethical marketing: Companies that ethically market to consumers are placing a
higher value on their customers and respecting them as people who are ends in
themselves. They do not try to manipulate or falsely advertise to potential
consumers. This is important for companies that want to be viewed as ethical.
Social license[edit]
Social license refers to a local communitys acceptance or approval of a company.
Social license exists outside formal regulatory processes. Social license can
nevertheless be acquired through timely and effective communication, meaningful
dialogue and ethical and responsible behavior.

Displaying commitment to CSR is one way to achieve social license, by enhancing a

companys reputation

POTENTIAL BUSINESS BENEFITS

A large body of literature exhorts business to adopt measures non-financial
measures of success (e.g., Deming's Fourteen Points, balanced scorecards). While
CSR benefits are hard to quantify, Orlitzky, Schmidt and Rynes[54] found a
correlation between social/environmental performance and financial performance.

The business case for CSR[55] within a company employs one or more of these
arguments:

Triple bottom line[edit]

"People, planet and profit", also known as the triple bottom line form one way to
evaluate CSR. "People" refers to fair labour practices, the community and region
where the business operates. "Planet" refers to sustainable environmental practices.
Profit is the economic value created by the organization after deducting the cost of
all inputs, including the cost of the capital (unlike accounting definitions of profit).
[56][57]

This measure was claimed to help some companies be more conscious of their
social and moral responsibilities.[58] However, critics claim that it is selective and
substitutes a company's perspective for that of the community. Another criticism is
about the absence of a standard auditing procedure.[59]

Human resources[edit]
A CSR program can be an aid to recruitment and retention,[60][61] particularly
within the competitive graduate student market. Potential recruits often consider a
firm's CSR policy. CSR can also help improve the perception of a company among its
staff, particularly when staff can become involved through payroll giving,
fundraising activities or community volunteering. CSR has been credited with
encouraging customer orientation among customer-facing employees.[62]

Risk management[edit]

Managing risk is an important executive responsibility. Reputations that take

decades to build up can be ruined in hours through corruption scandals or
environmental accidents.[63] These draw unwanted attention from regulators,
courts, governments and media. CSR can limit these risks.[64]

Brand differentiation[edit]
CSR can help build customer loyalty based on distinctive ethical values.[65] Some
companies use their commitment to CSR as their primary positioning tool, e.g., The
Co-operative Group, The Body Shop and American Apparel[66]

Some companies use CSR methodologies as a strategic tactic to gain public support
for their presence in global markets, helping them sustain a competitive advantage
by using their social contributions as another form of advertising.[67]

Reduced scrutiny[edit]
Corporations are keen to avoid interference in their business through taxation
and/or regulations. A CSR program can persuade governments and the public that a
company takes health and safety, diversity and the environment seriously, reducing
the likelihood that company practices will be closely monitored.

Supplier relations[edit]

Appropriate CSR programs can increase the attractiveness of supplier firms to

potential customer corporations. E.g., a fashion merchandiser may find value in an
overseas manufacturer that uses CSR to establish a positive imageand to reduce
the risks of bad publicity from uncovered misbehavior.

CRITICISMS AND CONCERNS

CSR concerns include its relationship to the purpose of business and the motives for
engaging in it.

Nature of business[edit]

Milton Friedman and others argued that a corporation's purpose is to maximize

returns to its shareholders and that obeying the laws of the jurisdictions within
which it operates constitutes socially responsible behavior.[68]

While some CSR supporters claim that companies practicing CSR, especially in
developing countries, are less likely to exploit workers and communities, critics
claim that CSR itself imposes outside values on local communities with
unpredictable outcomes.[69]

Better governmental regulation and enforcement, rather than voluntary measures,

are an alternative to CSR that moves decision-making and resource allocation from
public to private bodies.[70] However, critics claim that effective CSR must be
voluntary as mandatory social responsibility programs regulated by the government
interferes with peoples own plans and preferences, distorts the allocation of
resources, and increases the likelihood of irresponsible decisions.[71]

Motives[edit]
File:Story Azim pramji foundation.webm
A story of CSR promoted by Azim Premji Foundation in India[72]
Some critics believe that CSR programs are undertaken by companies to distract
the public from ethical questions posed by their core operations. They argue that

the reputational benefits that CSR companies receive (cited above as a benefit to
the corporation) demonstrate the hypocrisy of the approach.[73]

Misdirection[edit]
Another concern is that sometimes companies use CSR to direct public attention
away from other, harmful business practices. For example, McDonald's Corporation
positioned its association with Ronald McDonald House as CSR[74] while its meals
have been accused of promoting poor eating habits.[75]

Controversial industries
Industries such as tobacco, alcohol or munitions firms make products that damage
their consumers and/or the environment. Such firms may engage in the same
philanthropic activities as those in other industries. This duality complicates
assessments of such firms with respect to CSR

TATA COMPANY

CSR OF TATA COMPANY:

A 100 years ago, Tata Steel first marked its imprint on a small, insignificant place called
Sakchi, which later transformed into Jamshedpur, the birthplace of Indian steel. Today, Tata
Steel is a beacon to the corporate world, in its endeavours to enrich the lives of the people
and communities it touches.
The companys corporate social responsibility (CSR) strategy was
inspired by Jamsetji Tatas conviction that, In a free enterprise, the
community is not just another stakeholder, but is, in fact, the very
purpose of its existence. Tata Steels approach to its business has
evolved from this concept and the wealth it has created is
continuously returned to the people through its community initiatives.
The mandate given to the Tata Steel CSR team was to work for the welfare of the socially
and economically disadvantaged communities living in and around its areas of operation,
including the mines and collieries serving the plant. Over the years, its initiatives have
encompassed provision of healthcare services, drinking water, rain water harvesting, tribal
development, relief and rehabilitation endeavours, income and employment generation,
womens health and education, awareness programmes on the ill-effects of drugs, alcohol
and HIV/AIDS, and patronage to sports and cultural activities.
The CSR programme is managed by three organisations Tata Steel Rural Development
Society (TSRDS), Tata Steel Family Initiatives Foundation (TSFIF) and the Tribal Culture
Society (TCS).
Of these, TSRDS assumes (and uses) the lions share of Tata
Steels services and resources, because of the sheer range and
volume of its activities. TSRDS also serves as an implementing

agency for other international organisations engaged in socio-economic development and

empowerment initiatives. The two other organisations are newer and more focused in their
specific areas.
The Tata Steel CSR policy encompasses initiatives to conserve, sustain and renew the
environment, to encourage sustainable socio-economic development of the community and
to improve the quality of life of the people living in the areas in which it operates.
In all their programmes, the organisations seek to engage the ultimate beneficiaries of an
initiative right from the conceptualisation and planning stage to the implementation, with the
company playing the role of a catalyst eliciting positive change. The attempt is to get the
people to act out of their own convictions, and support them in their efforts to build a better
future.
Says AN Singh, deputy managing director (corporate services), Tata Steel, Community
development must have a beneficial impact on the lives of the people, and should be
sustainable. For this to happen, people need to accept ownership of a project. The
understanding of the word empowerment comes from enabling people to stand on their
own feet, and a step forward in this direction is to get those people to replicate it for the
good of the next community.
To ensure this, Tata Steel follows a participative model for its
CSR initiatives, offering resources in the form of expertise,
guidance and direction. The community plays a significant role,
right from the prioritisation of its needs to the planning and the
execution of the project. Once people begin to accept ownership
of a project, they become more enthusiastic about what will work, and aware of what will

not. This commitment to the project means they are far more likely to derive benefits from it,
and look after it in the future.
This model has been very successful. In fact, just as Tata Steel has become a benchmark in
the industry for its business practices, its CSR programme too has been hailed as a
benchmark. It has also been acknowledged as a best practice leader in the area of
corporate social responsibility since 1993.
Singh says, We have a 100-year-old legacy of working with the community. We have the
experience of working in different areas, different situations, and using different approaches
to achieve our objectives. This has given us the opportunity to fine-tune our processes and
brought us where we are today. Other corporates, public sector undertakings and NGOs
often come to us to study our processes. We are very happy to share our learnings and to
learn from others, because we believe that if you network, you go a mile longer, and have
greater reach.
Tata Steel doesnt shy away from collaborating with the government either. Singh avers, If
we have a better delivery mechanism than the government, and they have more funds than
us, we should work together.
The greatest strength of the companys CSR activity is that it is looked upon as a business
process, like any other, not post-profit philanthropy. There is an annual
business plan, with mid-, short- and long-term plans specified, thereby
encouraging the company to think in terms of sustainability. Singh says,
When we spend money, we either create an asset in terms of a
building, pump, school, house and so on, or we improve the quality of
life through programmes on adult literacy, TB treatment, empowering women, etc. If money

spent does not create an asset or an improvement in the lives of the people, then the
money is wasted.
It is this commitment that has gained Tata Steel the unstinting support and admiration of the
grateful people of Jharkhand and Orissa. The company has received numerous awards in
recognition of its CSR endeavours, including The Energy and Resources Institute Award,
recognising its corporate leadership for good corporate citizenship and sustainable
initiatives. It is also the only Indian company to have pledged to translate the Global
Compact principles on human rights, labour and environment into practice, and has been
conferred with the Global Business Coalition Award for Business Excellence in the
Community for HIV/AIDS.
Singh now has plans to take community development initiatives even further. Going
forward, he says, I see an enlargement of our community development processes. I see
them getting bigger, more accentuated and focused. As we do well, wed like to do even
more for the community. The team is now working on expanding its activities in
Chhatisgarh, where Tata Steel is putting up a greenfield site.
Through its work in CSR and sheer perseverance, the Tata Steel team has proved its fidelity
to the Tata Groups enduring commitment to Improving the quality of life of the communities
we serve.
Tata Steel Rural Development Society
Tata Steel Rural Development Society (TSRDS), established in
1979, has faithfully executed its mandate of enriching the quality of
life of the communities in which Tata Steel operates. Over the years,
it has worked in areas such as food, water and health and ensured

empowerment to people whose lot has been otherwise abject and pitiable. Today those
people aspire and have access to things they scarcely dreamed of some decades ago.
The society has a special focus on income generation, health and hygiene and
empowerment. It has established a network of health stations and trained staff who act as
providers of basic healthcare. TSRDS has offices in West Bokaro, Noamundi, Jamadoba,
Gopalpur and Sukinda, besides Jamshedpur.
TSRDSs efforts have led to the economic development of an area once classified as
backward. Starting with 32 villages, it now covers over 700 villages in its programmes,
including those surrounding Sukinda, Bamnipal and Gopalpur.
Its projects have included the developing of water sources, training farmers on improved
agricultural practices, promoting rural enterprise, infrastructure development to boost the
village economy, encouraging animal husbandry, promoting art, culture, sports and games.
Some projects have also been in the area of sanitation, water conservation, tube well
installation and the enhancement of livelihood.
The infrastructure it has developed includes schools and hostels, community sheds,
rehabilitation hutments, link roads, culverts, etc, the absence of which pose a serious
hindrance to rural development.
The society also conducts health awareness programmes and
health camps to promote awareness on health issues, especially
on the preventive and curative aspects. TSRDS has also made
arrangements for the Lifeline Express to visit villages under its
care. This is a unique hospital on wheels, equipped with a modern

operating theatre that provides diagnostic, medical and surgical intervention to people living
in remote areas.
No effort has been spared in involving the government and other NGOs in the task of
improving rural conditions. TSRDS was well aware that in the struggle to achieve rural
development, it needed to work hand in
hand with others with similar goals. Many such partnerships have raised the standard of
living of the people of Jharkhand and Orissa. More importantly, they have brought to the
fore specific types of skills and expertise to cater to specific needs, making projects more
effective. Also, being a part of Tata Steel has enabled it to access and utilise the
tremendous resources of the company and the Group.
TSRDSs commitment and dedication have inspired and directed numerous people to play a
more proactive role in their spheres of existence. The thrust has always been on
participative leadership as a successful model of rural development. Groups such as
Salahakar Samiti, Pani Panchayat, Community Health Guide, Save the Forest Group and
Mahila Samiti have helped the organisation to garner support in all its endeavours.
The idea was to encourage the ultimate beneficiaries to play a more active role in the
projects so as to make it more self-sustaining. To ensure this, TSRDS conducts periodic
leadership camps, where youngsters are encouraged to develop their talents in the service
of their own people.
The greatest achievement of TSRDS has been its ability to empower people, give them a
glimpse of latent capabilities, and drive them to use their talents for the good of the
community. Pleased with its commitment, the government has granted the status of a
mother NGO to this society.

The Tribal Culture Society

The Tribal Culture Society (TCS) of Tata Steel has done
outstanding work for the tribals of Jamshedpur and the
surrounding areas in Jharkhand. The society evolved from a pure
company department for Adivasi affairs in 1974, to a Tribal and
Harijan Welfare Cell in 1984. In 1993, it assumed its present form as a non-profit
organisation, equipped with the expertise and financial resources to make a difference in
the lives of marginalised tribal communities.
The intention was extremely laudable since developmental concerns often have a way of
neglecting indigenous people. TCS was set up to ensure that the voice of the tribal
community did not go unheeded. Empowerment of the marginalised community was TCSs
primary aim.
The society focuses on three important issues: education, improvement of livelihood
opportunities and the preservation of the ethnic identity of the tribal community.
At its basic level, education requires the creation of functional literacy within the community.
Shakshar Samaj uses the software developed by Tata Consultancy Services to teach
people to read and write. RK Singh, honorary joint secretary, TCS, says, We have shifted
from using only computers to using flip charts and alphabet charts. Currently learners are
taught how to write in the Devanagari script. Plans are on to teach them the local language,
Santhali.
Programmes like the Jyoti fellowship and other coaching programmes have served to
create a positive impact on the lives of youngsters. SC/ST candidates appearing for the
Trade Apprentice entrance exams are made to undergo a six-month residential training

programme to increase their capabilities. Similar coaching classes are held for those
wanting to appear for the civil services exam.
Aspirants are also given training to become motor drivers, fitters and mechanics,
pathologists and community health providers, etc.
Project Sahyog helped youth to gain a better understanding of themselves, develop
leadership skills, and inculcate a feeling of fellowship. Beyond this, TCS decided to work on
building the capacities of adolescents. This gave rise to DISHA Development Initiative on
Supporting Healthy Adolescents, a programme seeking to delay the age of marriage, and
provide access to information and better health services.
SPARSH Strategies for Promotion of Adolescent Reproductive
and Sexual Health provides information on issues related to
adolescence and seeks to improve the status of the girl child in the
community. All these steps have served to integrate tribal youth into
the mainstream.
TCS also nurtures the talent of youth chosen for their sporting abilities. They are given
training and financial support to participate in meets around the country. They then secure
an entry into the athletic, archery or football academies established by Tata Steel.
TCS takes its goal of livelihood generation very seriously. The idea, says Singh, is not so
much to guarantee livelihood as to improve their employability. Self-help groups enable TCS
to fulfil dreams of running microenterprises. The society arranges for bead and jute
handicraft making, paper making, candle making, stone carving classes, etc.

TCS also supports numerous local clubs and promotes tribal customs and traditions in an
attempt to help tribal children understand their heritage. This programme includes a tribal
appreciation programme to promote indigenous value systems.
A heritage hall has been created in Jamshedpur to showcase the rapidly dying culture and
lifestyle of the four major and six minor tribes in Jharkhand. TCS has a library of books,
which are available to students conducting research on tribal issues.
TCS has also made arrangements for a number of mobile clinics to treat diseases like
tuberculosis, diarrhoea, leprosy, cleft lip and other general ailments. It also looks into
immunisation of babies and creates awareness on subjects like contraception, breast
feeding, etc.
Through these and other measures, TCS has demonstrated that it has the will and the
desire to give a helping hand to the less privileged sections of society.
Family Initiatives Foundation
Tata Steels Family Welfare Programme began in the 1950s.
Since March 2000, the activities are being carried out under the
Tata Steel Family Initiatives Foundation. It provides maternal and
child health and family planning services. It also works on adolescent reproductive and
sexual health issues and has a care and support programme for HIV/AIDS.
TSFIF believes that investing in a health system is the key to improve the quality of life of
people and is continuously striving for it, explains TSFIF head Shakti Sharma. The
foundation operates in Jharkhand, Orissa and Chhatisgarh.
TSFIF has six main focus areas:

Maternal and Child Health: TSFIF addresses family planning concerns through the
use of communication media. This programme has successfully destroyed prejudices
created by myths and traditional beliefs. TSFIF focuses on reproductive health services
and creates awareness on spacing methods and family planning options.

Adolescent Reproductive and Sexual Health: TSFIF has four projects

Youth Access to Reproductive Health Services in India (YARS) provides high

quality, comprehensive reproductive health services to youth and adolescents and
helps them to practice healthy sexual behaviour.

Strategies to Improve Adolescent Reproductive Health and Rights through

Advocacy and Services (SAHAS) seeks to improve the sexual and reproductive
health and well-being of adolescents.

Apni Baatein is a school-based teen health programme that emphasises

value-based education. There was a need for school students to have a platform
where they could share their concern about values and reproductive health. The
project was born from this need, says TSFIF manager Dilith Castleton. The topics
include effective communication skills, dealing with emotions and peer pressure,
understanding ones body, HIV/AIDS and personality development.

RISHTA is an adolescent health project, in collaboration with the Tata Steel

Rural Development Society and the David and Lucile Packard Foundation.

AIDS awareness: Understanding the threat of HIV/AIDS, TSFIF realised the

importance of integrating HIV/AIDS programmes with RCH services. Screening tests for

pregnant mothers were introduced along with counselling and treatment for those
infected.

Drinking water and sanitation: Nearly 2,000 tube wells have been constructed for
a population of 3 lakh. At least 2,000 toilets are constructed annually.

Eye care and cleft lip: More than 1,500 eye-related and 500 cleft lip and palate
correction services are provided annually.

Lifeline Express: This hospital on wheels has helped over 50,000 patients in
Jharkhand, Orissa and Chhatisgarh.

TSFIF also looks at livelihood concerns of the community through:

Watershed management: It trains villagers on water use, crop diversification,

multicropping, hybrid farming, maintenance of assets, etc.

Land and water management: It teaches villagers to adopt improved agricultural

techniques.

Enterprise promotion: It trains villagers on financial management, entrepreneurship,

etc through activities such as goat rearing, poultry, banana cultivation, etc.

The organisation has worked hard to enhance the quality of life of the people in and around
Jamshedpur. It truly believes in what JRD Tata once said: The wealth gathered by Jamsetji
Tata and his sons in half a century of industrial pioneering formed but a minute fraction of
the amount by which they enriched the nation. The whole of that wealth is held in trust for

the people and used exclusively for their benefit. The cycle is thus complete; what came
from the people has gone back to the people many times over.

TIMES OF INDIA ARTICLE:

Tatas spent Rs 1k cr on corporate social responsibility activities in FY14

MUMBAI: In what could be the highest CSR spend by anIndian conglomerate, the Tata
Group spent Rs 1,000 crore oncorporate social responsibility (CSR) in 2013-14. If one were
to exclude the salt-to-software enterprise's philanthropic trusts, the Tata Group companies
spent Rs 660 crore on CSR in the just ended fiscal. The diversified Indian multinational's
CSR spend was well above 2% of its net profit, a minimum requirement for an Indian
company under the Companies Act.

A significant amount of the total CSR spend by the Tata Group has gone into skill
development, health and education, with Tata Steel emerging as the biggest spender within
the group. Among other Indian conglomerates, the $40-billion Aditya Birla Group spent Rs
200 crore on CSR in fiscal 2014, which is a little over 2% of the net profit from India.

Under the new law, all companies with at least Rs 5-crore net profit or Rs 1,000-crore
turnover will have to spend 2% of their annual net profit on CSR activities which include
slum redevelopment, road safety awareness and consumer protection services with effect
from April 1, 2015. While some Tata companies spend more than 2% of their profits on CSR,
others like Tata Consultancy Services (TCS) are yet to meet the requirement. In fiscal 2014,
the outsourcing giant's CSR expenditure was Rs 93 crore, which was 0.48% of its profits. At
TCS' annual general meeting last month, chairman Cyrus Mistry informed shareholders on
TCS' intent to do more on CSR. "Over the last decade, our spend on CSR activities, between
the Tata trusts and the Tata companies, has been in excess of Rs 8,000 crore. In the last
three years, we have been trending at an average of Rs 1,000 crore per annum between the
trusts and our companies, typically in a 60:40 ratio between the companies and the trusts,"
said Mukund Govind Rajan, member-group executive council and brand custodian, Tata
Sons, the holding company of the $100-billion group.

The Tata trusts hold 66% of Tata Sons, which in turn has holdings across group companies.

The Aditya Birla Group, which has a presence in cement, telecom, carbon black and
financial services, spent Rs 150 crore on CSR in 2012-13. The CSR spend has risen in 201314 with growth in profits. The group's CSR initiatives are led by Aditya Birla Centre for

Community Initiatives and Rural Development.

The Godrej Group is also among conglomerates that run their philanthropic activities
through trusts. About 25% of the shares of the Godrej Group's holding company Godrej &
Boyce are held in a trust that supports initiatives in education, healthcare and
environmental sustainability. Apart from the trust, Godrej Group companies spent around
Rs 18 crore on CSR under the 'Good and Green' initiative, which is more than 2% of the
profits.

Around 8,000 companies are expected to come under the ambit of the new CSR regulations.
The annual CSR funding by companies is expected to be in the range of Rs 15,000-20,000
crore, according to industry estimates.