CHAPTER: 1 INTRODUCTION

1.1 MEANING
1.2 OBJECTIVES

1.1 MEANING:
Tata Consultancy Services (TCS) is one of the world's leading information technology
companies. Through its Global Network Delivery Model, Innovation Network, and Solution
Accelerators, TCS focuses on helping global organizations address their business challenges
effectively.
The company's Mission is
To help customers achieve their business objectives, by providing innovative, best-in-class
consulting, IT solutions and services. To make it a joy for all stakeholders to work with us.
The Values are:
Leading change Integrity Respect for the individual Excellence. Learning and sharing.
The company has set & adheres to certain Code of Conducts which goes hand in hand with the
functionality of Triple Bottom Line.
"The triple bottom line (TBL) focuses corporations not just on the economic value they add, but
also on the environmental and social value they add -- and destroy. At its narrowest, the term
Triple bottom line' is used as a framework for measuring and reporting corporate performance
against economic, social and environmental parameters."

1.2 OBJECTIVES:

CHAPTER: 2 CONCEPTUAL DATA

2.1 THE CORE CHARACTERISTICS OF CSR:

The core characteristics of CSR are the essential features of the concept that tend to get
reproduced in some way in academic or practitioner definitions of CSR. Few, if any, existing
definitions will include all of them, but these are the main aspects around which the definitional
debates tend to centre. Six core characteristics are evident:

Voluntary:

Many definitions of CSR will typically see it as being about voluntary activities
that go beyond those prescribed by the law.Many companies are by now well used
to considering responsibilities beyond the legal minimum, and in fact the development
of self-regulatory CSR initiatives from industry is often seen as a way of forestalling
additional regulation through compliance with societal moral norms. The case of UK soft
drinks companies introducing a code of responsible practice in 2006 (see Ethical
Performance, 2006) is a good example of such a CSR initiative that has arguably been
introduced to head off potential regulatory action. Critics of CSR, therefore, tend to see the
element of voluntarism as CSRs major flaw, arguing that legally mandated accountability is
where attention should really be focused, as the Christian Aid definition demonstrates1.

Internalizing or managing externalities:

Externalities are the positive and negative side effects of economic behaviour that are borne by
others, but are not taken into account in a firms decision making process, and are not included in
the market price for goods and services. Pollution is typically regarded as a classic example of an
externality since local communities bear the costs of manufacturers actions. Regulation can
force firms to internalise the cost of the externalities, such as pollution fines, but CSR would
represent a more voluntary approach to managing externalities, for example by a firm investing
in clean technologies that prevent pollution in the first place. Much CSR activity deals with such
See for example the Corporate Responsibility (CORE) Coalition, a collection of UK NGOs
including WWF (UK),Amnesty International, Action Aid and Friends of the Earth, that work to
make changes in UK company law to minimize companies negative impacts on people and the
environment and to maximize companies contribution to sustainable societies (www.corporateresponsibility.org).externalities (Husted & Allen, 2006), including the management of human
rights violations
in the workforce, calculating the social and economic impacts of relocation or downsizing, or
reducing the health impacts of toxic or otherwise dangerous products, etc. For example, a
recent example of CSR in Asia was Unilevers collaboration with Oxfam to assess the
positive and negative impacts of its business on the lives of poor people in Indonesia this,
in effect, was an attempt to account for one of the firms main externalities in the region (see
Clay, 2005).

Multiple stakeholder orientation:

CSR involves considering a range of interests and impacts among a variety of different
stakeholders other than just shareholders. The assumption that firms have responsibilities to
shareholders is usually not contested, but the point is that because corporations rely on various
other constituencies such as consumers, employers, suppliers, and local communities in order to
survive and prosper, they do not only have responsibilities to shareholders. Whilst many disagree
on how much emphasis should be given to shareholders in the CSR debate, and on the extent to
which other stakeholders should be taken into account, it is the expanding of corporate
responsibility to these other groups which characterises much of the essential character of CSR,
as illustrated by the CSR

Alignment of social and economic responsibilities:

This balancing of different stakeholder interests leads to a fourth facet. Whilst CSR may be
about going beyond a narrow focus on shareholders and profitability, many also believe that it
should not, however, conflict with profitability. Although this is much debated, many definitions
of CSR from business and government stress that it is about enlightened self-interest where
social and economic responsibilities are aligned. See, for example, the definitions of the CBI, the
UK government and HSBC. This feature has prompted much attention to the business case for
CSR namely, how firms can benefit economically from being socially responsible.

Practices and values:

CSR is clearly about a particular set of business practices and strategies that deal with social
issues, but for many people it is also about something more than that namely a philosophy or
set of values that underpins these practices. This perspective is evident.The values dimension of
CSR is part of the reason why the subject raises so much disagreement if it were just about what
companies did in the social arena, it would not cause so much controversy as the debate about
why they do it.

Beyond philanthropy.

In some regions of the world, CSR is mainly about philanthropy i.e. corporate largesse towards
the less fortunate. But the current debate on CSR has tended to emphatically claim that real
CSR is about more than just philanthropy and community projects, but about how the entire
operations of the firm i.e. its core business functions impact upon society. Core business
functions include production, marketing, procurement, human resource management, logistics,
finance, etc. This debate rests on the assumption that CSR needs to be mainstreamed into normal

business practice rather than being left simply to discretionary activity. The attempt to consider
how CSR might be built in to the core business of firms as opposed to bolted on as an added
extra has become a major theme in the CSR practitioner world (Grayson & Hodges, 2004). Even
the then UK Minister for Corporate Social Responsibility, Nigel Griffiths MP, noted in 2004 that
corporate responsibility must be ingrained into the ethos of every business, built in, not bolted
on. These six core characteristics, we would suggest, capture the main thrust of CSR.

2.2 TRIPLE BOTTOM LINE:

The triple bottom line (TBL) focuses corporations not just on the economy value add, but also on
the environment and social value they add and destroy. At its narrowest, the term triple bottom
line is used as a framework for measuring and reporting corporate performance against
economic, social and environmental parameters.
In its Endeavour to show sustainability and growth by adhering to the above definition for triple
bottom line, Tata consultancy services (TCS) follows as strict code of conduct as described by
the TATA group, which are described as

2.3 TCS CODE OF CONDUCT:

National Interest (focusing on Economic parameters):
The Tata Group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.
A Tata company's management practices and business conduct shall benefit the country, localities
and communities in which it operates, to the extent possible and affordable, and shall be in
accordance with the laws of the land.
A Tata company, in the course of its business activities, shall respect the culture, customs and
traditions of each country and region in which it operates. It shall conform to trade procedures,
including licensing, documentation and other necessary formalities, as applicable.

 Financial Reporting and Records (focusing on Financial parameters):

A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance
with the accounting and financial reporting standards which represent the generally accepted
guidelines, principles, standards, laws and regulations of the country in which the company
conducts its business affairs.
Internal accounting and audit procedures shall reflect, fairly and accurately, all of the company's
business transactions and disposition of assets, and shall have internal controls to provide
assurance to the company's board and shareholders that the transactions are accurate and
legitimate. All required information shall be accessible to company auditors and other authorized
parties and government agencies. There shall be no willful omissions of any company
transactions from the books and records, no advance-income recognition and no hidden bank
account and funds.
Any willful, material misrepresentation of and/or misinformation on the financial accounts and
reports shall be regarded as a violation of the Code, apart from inviting appropriate civil or
criminal action under the relevant laws. No employee shall make, authorize, abet or collude in an
improper payment, unlawful commission or bribing.

Health, Safety and Environment (focusing on Environmental parameters):

A Tata company shall strive to provide a safe, healthy, clean and ergonomic working
environment for its people. It shall prevent the wasteful use of natural resources and be
committed to improving the environment, particularly with regard to the emission of greenhouse
gases, and shall Endeavour to offset the effect of climate change in all spheres of its activities.
A Tata company, in the process of production and sale of its products and services, shall strive
for economic, social and environmental sustainability.
Focusing on Social Parameters Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights. The board of directors of a Tata company

shall duly and fairly inform its shareholders about all relevant aspects of the company's business,
and disclose such information in accordance with relevant regulations and agreements.
Corporate Citizenship
A Tata company shall be committed to good corporate citizenship, not only in the compliance of
all relevant laws and regulations but also by actively assisting in the improvement of quality of
life of the people in the communities in which it operates. The company shall encourage
volunteering by its employees and collaboration with community groups.
Tata companies are also encouraged to develop systematic processes and conduct management
reviews, as stated in the Tata 'corporate sustainability protocol', from time to time so as to set
strategic direction for social development activity.
The company shall not treat these activities as optional, but should strive to incorporate them as
an integral part of its business plan.
Equal opportunities employer
A Tata company shall provide equal opportunities to all its employees and all qualified applicants
tor employment without regard to their race, caste, religion, color, ancestry, marital status,
gender, sexual orientation, age, nationality, ethnic origin or disability.
Human resource policies shall promote diversity and equality in the workplace, as well as
compliance with all local labor laws, while encouraging the adoption of international best
practices.
Employees of a Tata company shall be treated with dignity and in accordance with the Tata
policy of maintaining a work environment free of all forms of harassment, whether physical,
verbal or psychological. Employee policies and practices shall be administered in a manner
consistent with applicable laws and other provisions of this Code, respect for the right to privacy
and the right to be heard, and that in all matters equal opportunity is provided to those eligible
and decisions are based on merit.

2.4 TATA GROUP'S INITIATIVES FOR TRIPLE BOTTOM LINE:

The Tata group has consistently adhered to the practice of corporate governance and has initiated
the process of the triple bottom line, consisting of benchmarking with global practices
Corporate ethics and governance having once been edged into the backseat by blatant
commercial interest, are now wending their way back into the boardroom. The Tata group has.
However consistently adhered to the practice of corporate governance for many years. The group
has initiated the process of the triple bottom line, consisting of benchmarking with global
practices.
The triple bottom line addresses the need for a company to assume responsibility towards
environment and society. The triple bottom line, a three-fold

Manifesto, constitutes a company's environmental obligation, its social responsibilities, and its
financial bottom line. Traditionally, companies have followed a stringent reporting system of its
financial position, whereas environmental and social obligations have been pushed onto the
backburner. But the house of Tata's has been practicing the triple bottom line way before it
became a norm with corporate houses worldwide.
In the long run.it is worthwhile for an enterprise to play the game of business according to rules,
even if their competitors do not. In effect, while this benefits society at large, it also helps build
the community's faith in the company. The Tata group, for one.can illustrates this from its own
business experiences. Bihar is a case in point. The state is a crucible of social and political
unrest. Disruptive forces have made several attempts to undermine the good work done by other
corporate houses, but the efforts of the Tata group have never been adversely affected.
People: Sustainable Internal and External Communities
More than 250,000 employees are the backbones of TCS, who are actively engaged with to drive
sustain ability initiatives. Externally, TCS conducts a diverse range of CSR initiatives in the
areas of education & skill building, health environment and affirmative action using
volunteering, sponsorships and pro bono leveraging of our IT capabilities as the modes of
engagement. In addition initiatives focused at promoting supply promoting supply chain and
procurement sustain ability ensure the alignment of that our vendors and suppliers to the sustain
ability objectives
Planet: Environmental Sustainability
From designing sustainable infrastructure, running efficient operations, to engaging with our
supply chain partners in green procurement and disposal activities: TCS takes a holistic approach
towards reducing its energy, water, material, and waste and carbon footprint. TCS offices as well
as IT infrastructure are sustainably designed and built for maximum resource efficiency.
Profit: Sustainable Marketplace
In addition to ensuring sustainability of the Company's business performance, a dedicated ecosustainability team works across industry verticals with an aim to provide next-generation

sustainability services to customers. Integrating sustainability into business strategies and

unlocking environmental efficiencies in the entire value chain is a significant value adds.

FINANCIAL SUSTA1NABILITY
Successful execution of the Company's strategy for sustainable growth requires investments in
building capacity, in people and in new business initiatives. The ability to fund these investments
either through internal accruals or from the outside is critical to business sustainability. TCS'
business model has a financial profile characterized by strong cash generation, low capital needs,
low working capital requirements, negligible debt and very attractive Return on Equity. TCS is a
near zero-debt company, funding its growth entirely through internal accruals. TCS did not
receive any significant governmental financial assistance in FY 2013. These are the structural
attributes of TCS' business model which going forward is sustainable. Equally important, is the
robust risk management framework with which the Company can scan the environment for
potential risks to this sustainability and take mitigate steps.

Strong cash flows:

The Company's growth is financed by cash generated from operations. As of March 31, 2013,
Total Shareholder's
Equity stood at $7,659 Mn of which Retained Earnings made up $8,024 Mn. As at March 31,
2013, the Company had cash and cash equivalents of $339 Mn (FY12: $391 Mn) and Bank
Deposits of $1,361 Mn (FY12: $1,295 Mn). Net Cash generated from Operations was $2,266
Mn. The Company believes that it has sufficient cash from operations to meet its working capital
requirements. In addition it has short term working capital facilities with various commercial
banks. As at March 31, 2013, the Company had available lines of credit with multiple banks
aggregating $ 983 Mn interchangeable between fund- based and non fund-based limits ($ 821
Mn as at March 31, 2012).

Independent Credit Ratings:

Although historically TCS has never used debt to fund growth, the option is always available
given our strong credit worthiness. An independent assessment of the Company's financial
strength and sustainability is the credit rating assigned to TCS by various global rating agencies.

Shareholder Value delivered, year after year

After going public, TCS has paid out dividends to its shareholders every year, maintaining a
payout ratio of around 30%. In FY 2013, the Company paid a total dividend of $0.4 (Rs 22) i.e. a

payout ratio of 40% of the consolidated profits under IFRS. TCS' market capitalization as of
March 31. 2013 was $56.7 Bn.
ENVIRONMENTAL IMPACT:
As part of the Tata culture of being a responsible corporate citizen, TCS continuously strive to
reduce their ecological footprint by identifying material areas and focusing on each of them
strategically. TCS have defined processes and systems in order to identify, quantify and reduce
the impacts on the environment, including the carbon, water, energy and waste footprint. The key
pillars of the successful environment management have been senior management commitment
and an integrated management systems approach guided by the TCS Environmental Policy.
Pillars of Environment Management TCS.

Green office infrastructure:

TCS views green infrastructure as a key tool in the drive to reduce energy footprint, material
footprint and carbon footprint. All new offices coming up are designed as per LEED Green
Buildings - Gold rating. TCS already has LEED Certified Green Buildings at Chennai.
Bhubaneswar and Trivandrum.The other upcoming facilities at Hyderabad. Pune and Ahmedabad
are also designed at higher resource efficiency levels. Some key features of the TCS green
buildings include onsite renewable energy (solar photovoltaic panels), solar thermal installations,
improved energy efficiency, chiller waste heat recovery units, solar PV based peripheral lighting
systems, etc. In FY 2013, TCS increased its solar water heater capacity by 55% over 2011-12
(Figure 20), thereby helping reduce the energy used in heating water for use in kitchens and
gymnasium washrooms.

Green IT:

TCS has undertaken a series of initiatives to reduce the energy footprint of our data centers and
computer workstations, such as server visualization and consolidation, data center power
management, server cooling load management, shift to blade servers,
Procurement of energy-star rated equipment, remote
Desktop control, desktop visualization projects to help reduce the energy consumption further by
consolidating individual CPU loads on a single server for load optimization, etc.

Direct and Indirect Employment

TCS' strategy of a distributed delivery capability tapping into the local talent in each delivery
location has resulted in a largely balanced positive economic impact through employment
generation both direct and indirect. Direct employment results in the creation of tens of
thousands of white-collar jobs, broadening the tax collections at the local state and central levels.
Each delivery center has over a thousand employees. The construction of these massive
campuses employs architects, engineers and construction workers. Once the facility is
commissioned, the center opens up tremendous local employment opportunities for skilled
workers while the vendor partners hire housekeeping staff, security guards, drivers, gardeners,
maintenance workers, chefs, cafeteria staff etc. The creation of these jobs creates a massive
demand for local housing in the surrounding areas Moreover the beneficiaries of these net new
jobs are often young (median age of the workforce: 28 years) and therefore tend to display high
consumption patterns, benefiting local businesses and by extension, the local economies. All in
all, it is conservatively estimated that we generate 32 indirect
Jobs for every 10 direct jobs taking these indirect jobs into account, TCS' consolidated, global
employment generation footprint is estimated at over 870,000.

Infrastructure Development

The setting up of delivery centers promotes infrastructure development to accommodate the

resultant growth within the communities. Local municipalities respond to the growing needs of
the community. An improvement in transport infrastructure and connectivity as well as an
improvement in electricity and water supply is expected outcomes of this growth. Private and
public sector partners respond to these developments by offering their services in areas including
telecom, healthcare, education etc.

Broad based Regional Development:

Historically, the emergence of the Indian IT industry occurred in the four large metropolitan
cities of New Delhi. Mumbai.Chennai and Kolkata. Further expansion to Bangalore and
Hyderabad occurred with a view to take advantage of the available engineering talent and
supporting infrastructure. Recognizing the multiplier effect that the IT-BPO industry has on local
economies, various state governments are encouraging IT companies to establish centers in

smaller cities. This is to broad-base the resultant economic development beyond just the Tier
cities With a view to leverage benefits of low costs and a motivated local workforce, the IT-BPO
industry has started establishing centers in Tier II and Tier III cities TCS has been leading this
foray with headcount in Tier Hill cities steadily growing as a percentage of our total India
headcount over the last 4 years.

2.5 SOCIAL RESPONSIBILITIES ADULT LITERACY PROGRAMME:

TCS' Adult Literacy Programmed (ALP) is among the first instances of using IT Core
Competence tor social causes, and since its inception in 2000 continues to be a flagship
programme of TCS CSR. The ALP has reached 1, 93.625 beneficiaries. The software is available
in 9 Indian languages. The ALP software in Arabic was
Completed in December 2012. This is the third foreign language offering after Northern Sotho
(South Africa) and Moore (West Africa). TCS MEA is currently developing a plan for
deployment.
A new website for ALP (Error!Hyperlink reference not valid.was recently created as a one-stop
shop for all information related to the ALP. with provision for registration, tracking and
monitoring of users as well as gathering feedback.
In FY 13, the programme reached 11,125 people and through TCS' partnerships with NGOs and
academic institutions, 473 trainers were capacity built to conduct ALP programmes in Telugu,
Hindi, Urdu, Odia and Marathi. Hindi ALP was deployed among the jail population in Lucknow
and New Delhi. In FY 13, the ALP reach in New Delhi increased from 3 Jails to 10 jails. At Tihar
Jail, New Delhi, a total of 300 inmates have been made literate through this programme.

IT Core Competence:

TCS has a dedicated team which provides end to end consultancy and architected comprehensive
solutions lor social organizations. The locus has been on using technology as a key enabler to
assist and resolve business challenges laced by these organizations.
Retina India Foundation is an NGO focused on patient care for visually challenged persons in
India. TCS has prepared the prototype for a National Retina Disease Registry System and is
working on creation of a retinopathy patient database. Justice and Care is an international NGO
supporting victims of Trafficking. A prototype for the Case Management System for monitoring
trafficking cases and collaterals to assist the management team in visualizing the Case
Management System has been prepared and showcased to the organization.
Operation Smile is an international NGO which provides tree surgery tor cleft lips, cleft palates
and other facial deformities to economically backward children. TCS conducted a feasibility
study during the visit to the organization's Guwahati center in FY 13 and prepared a prototype
for Patient Care System for tracking patients, with visual collaterals.
Impact India Foundation focuses on reducing disabilities among marginalized people through
curative and preventive measures. TCS customized and deployed a Donor Management
System (DMS) addressing Impact's donor management needs and prepared a process document
for their Community Health Initiative programme. This document has been showcased to the
Health Minister of
India and has been sent to the Office of the Prime Minister of India.
CHILDLINE India Foundation works to ensure children's rights and the protection of children.
TCS customized and deployed a DMS addressing Child lines Donor Management needs.
Mumbai Mobile Creches provides support to workers at construction sites. TCS is involved in
training and support for inventory and DMS. The TCS team also worked on configuration of the
Donor Management System and supporting MMC Infrastructure upgrade.
Operation Smile is an organization that provides free surgery to repair cleft lips, cleft palates and
other facial deformities in children throughout India. TCS is working on creating an MIS for the
organization. For Internal Circulation only 10

Tata Medical Centre:

TCS has designed and implemented a comprehensive Hospital Management System and IT
Infrastructure for Tata Medical Centre
(TMC) in Kolkata that provides cancer treatment to patients in eastern India. TCS continues to
support IT infrastructure of TMC. In FY 13, TCS provided TMC with pro bono IT services
valued at INR 4.2 cores.
Med Mantra for Cancer Institute in Chennai - An integrated Hospital Management System along
with IT infrastructure including a comprehensive and fully integrated, web-based solution has
been provided free of cost to the Cancer Institute at Chennai. TCS Med Mantra strives to
enhance the quality of care that this landmark institution provides to over 130.000 patients every
year. FY 13 marked the successful implementation of all 17 modules of Med Mantra which were
then transitioned to a support mode. The final phase of the TCS Med Mantra installation was
completed in March 2012 and it now records all details of the patient in Cancer Institute from
registration to discharge. TCS financially and intellectually sponsored the entire project from
design to implementation. 125,000 consultations performed in FY13, an increase of 25% from
FY12. 100.000 Laboratory investigations ordered in FY13, an increase of 70% from FY12. It
indicates an increased adherence by Doctors towards Med Mantra HMS. Since December 2010
till date, 160,000 doctor consultations and 42.000 patient registrations have been managed
through Med Mantra. TCS is currently providing complete end-to-end support both from onsite
at Chennai and offshore at Hyderabad. New features including Clinical Lab Equipments
Integration, Bar Code Printing. Cancer Registry was delivered to Cancer Institute yielding
significant benefits, equipments integration resulted into increased operational commitment
towards Med Mantra.
+

Energy audits:

TCS has taken up the internal energy audit projects at various locations to identify potential
energy efficiency projects to come up with all possible innovations and ideas to improve the
energy performance of the older buildings.

Operational energy efficiency:

Operational controls have been put in place and are monitored on an ongoing basis, including:
Optimization of HVAC operating hours to ensure energy saving without compromising on
employee comfort
Temperature regulation in work areas at optimal comfort levels
Rationalization of illumination levels in conformance to applicable building and energy
efficiency codes
Installing Variable Frequency Drives (VFD) in air handling units
Power Factor management
Minimizing use of energy intensive lighting
Auto hibernation software patches tor switching off of monitors when not in use
Employee engagement through awareness drives and visual communication methods, etc.
ECONOMIC VALUE ADD:
Direct and Indirect Economic Impact:
The most significant, direct economic impact TCS has is the productivity benefits that clients
gain from the automation of their various business processes using the IT applications. Greater
cost-efficiency and productivity at a firm-level translates into higher productivity for the larger
economy. Therefore. TCS has had a significant role in the transformational phase of the global
economy, marked by significant productivity gains from the deployment of IT. The productivity
benefits from the Company's IT-related work directly translate into community benefits when
TCS engages with various governments to digitize their operations, particularly in the area of
citizenry services. Examples of TCS' exemplary service include an end to end IT solution to
successfully automate the National Rural Employment
Guarantee Act (NREGA) scheme in Andhra Pradesh. The Company does not believe that any
part of its operations has a potential or actual negative impact on the communities with whom it

works. TCS' profitable global operations result in payment of corporate taxes applicable in
multiple countries. Thereby, funding the governments indirectly to help improve the quality of
their civic services. Tax expense relating to overseas operations is determined in accordance with
tax laws applicable in countries where such operations are domiciled and provided for. In FY
2013, TCS provided for a total tax expense of $741 Mn, distributed across over 50 countries.
Based on NASSCOM's figures for the entire sector, it is estimated that TCS contributed 0.75% to
India's GDP and TCS's share of India's exports in FY 2013 is over 3%.

Innovation:

TCS RSD continues to attract top research talent from India and across the world. The Company
continues to support sabbaticals, internships and PhD sponsorships in research areas relevant to
the Company as well as in premier academic institutions. Research based competencies have
been introduced in the Company's learning portal.

Affirmative Action:

Enhancing employability skills and generating employment opportunities- In 2010. TCS initiated
a programme to train economically and socially disadvantaged candidates for BPO jobs and then
absorb some of them based on the company's requirements. Since the program's inception, TCS
has trained 22,236 underprivileged graduates of which 7,681 are from the SC/ST categories. The
programme now reaches rural areas across 152 locations in India. Over 1.883 of these
beneficiaries are today TCS - BPO Associates. The efficiency of the programme has seen a
marked improvement, with a consistently higher percentage of trained students joining TCS.
During FY13, the team trained 10,819 candidates of which 2.501 were SC/ST. 827 of the trained
candidates joined TCS-BPO.
TCS has developed a Faculty Development Programme focusing on Industrial Training Institute
(ITI) Instructors of the COPA (Computer Operator cum Programming Assistant) course. This
programme seeks to improve the quality of training in courses run by these Instructors. In FY 13,
48 instructors were trained and certified in Kolkata. Bangalore and Mumbai.
TCS Pune sponsored the education of 40 Dalit children in hostels run by Manuski. Additionally.
TCS provided water filters, computers and a broadband connection within the Girls Hostel and

helped set up a library for the Boys Hostel. The Pune branch has recently initiated project level
involvement with the Manuski Hostel Project to increase TCS' contribution to the initiative.
TCS also contributes towards scholarships through the Foundation for Academic Excellence and
Access (FAEA) to help SC/ST students studying in professional courses. TCS is engaging with
the FAEA to ensure suitable employment of TATA Scholars post their education, on behalf of the
Tata Group.

Employability programmes:

In April 2012, Project "Udaan" an employability training programme for youth of Jammu and
Kashmir, in association with the National Skill Development Corporation, Govt. of India to help
Kashmiri youth join the mainstream of corporate India was launched at Kolkata. TCS endeavors
to catalyze the Kashmiri youth connect with Indian industry, coupled with polishing their skills
Thus making them more employable. TCS has partnered with NSDC in this promising initiative
and is the first organization in India to sign the MOU with NSDC.
TCS designed and developed a 14 week training programme. TCS has completed deployment of
2 batches of training successfully and offered employment to 119candidates.

GoIT:

In North America, TCS' GoITprogramme provides in-school IT career and awareness workshops,
and hands-on technology education to high school students and is conducted free of cost. The
programme is aimed at getting students interested in IT careers. In FY 13 GoIT targeted 5
schools for enhanced curriculum collaboration. For Internal Circulation only 11
Since its inception in 2009.GoIT has evolved from a two-school camp to a year-long program
and has impacted over 2.000 students across 40 school districts. 2 Schools have expanded their
technology education courses & 4 schools have been assisted with curriculum reviews.
In FY 13, TCS launched 'Go for IT in Australia, which is a 1 week structured and intensive work
placement initiative designed to encourage girls to consider IT as a career. This year, the
programme is being incorporated in ongoing school programmes e.g. sessions in schools on
working in the IT Sector, guest speakers on special topics.

Web Health Centre:

This is a healthcare portal offering online medical consultation and comprehensive healthcare
information. It offers a virtual home for patients and doctors to restore their information, and
record databases for cross referencing. WHC is free for browsing through general content like
health calculators, drug information, disease details, etc. It also provides online consultation,
accessing online health and medical record storage facility etc., for which one needs to register.

Partnerships over charity

It has never been the objective of Tatas to indulge in mere charity. Rather, they have helped and
guided villagers on the basis of partnerships. The village folk contribute land and labor towards
their various projects, while Tata experts guide them in water harvesting, and improving
cultivation, animal husbandry, etc.
Three years ago a casual trip was made for a prayer ceremony to one of the villages on the banks
of the Kharkai, a river near Jamshedpur. Little did the rural community realize then that this
would be a turning point for economic prosperity in their community. While the village had a
beautiful view of the factories at a distance, the immediate reality their farming systems was at
least 100 years old. The nearby industry had not impacted their lives.
Eventually, the villagers were made to see all that they could gain from a prosperous society.
They were coaxed into allowing water pumps and other modern agricultural equipment to aid
Them in their work. As a result of this initiative, the villagers now enjoy two crops a year, as
opposed to a single harvest in the past. A single profitable industry helped expand the scope of its
prosperity by sharing knowledge and benefits.
Corporate governance is in keeping with the Tata Business Excellence Model, which was
instituted seven years ago. This model focuses on the efforts of Tata companies in helping and
making a positive difference in the communities in which they exist.
Nowadays, many non-governmental organizations are actively involved in ensuring that
companies behave in a socially acceptable manner. People for the Ethical Treatment of Animals,
for instance, has taken up cudgels against the Tata group's leather unit, for alleged cruel treatment
of cattle in India without realizing that the company imports leather from China and other
countries'
The message, however, is clear. In future, communities will pronounce judgment on the
initiatives and activities of corporate houses. Unlike some other countries, this may take a long

time to happen in India. Ultimately (as has already happened abroad), communities will sanction
industries to exist within their boundaries, and shareholders will invest only in companies that
are conscious of their responsibilities towards the environment and social development.

CHAPTER: 3 CONCLUSION

3.1 CONCLUSION:

Thus, in today's business world, showing accountability only from an economic perspective is
not sufficient. It is required that the company should show its accountability from economic,
environmental and social perspectives too, as it helps its various stakeholders to learn,
understand and appreciate the different programmes and initiatives that the company is engaging
in from time to time.
Even though economic sustain ability and growth is the prime concern of every organization, if
we were all to go by the maxim - "Business of Business is Business", increasing awareness
amongst people makes it imperative that organizations show that they care for the surroundings
in which they operate, besides just focusing on economic profits and maintaining a good bottom
line. Thus, TBL is incorporated as an accounting framework that involves three dimensions of
performance - social, environmental and financial. TCS is a part of the Tata Group of
Companies, and the flagship company has incorporated the TBL framework within its working at
that point in time when very few Indian companies were aware of this concept. It has had to
undergo an overhaul of its Code of Conduct to ensure that every person in the organization
through his/her work performance, behavior and demeanor abides and imbibes values that help it
to achieve the goals established by the Triple Bottom Line.
TCS in its Endeavour to provide sustainability and to depict growth to its stakeholders and
shareholders has adopted the flagship company's policies in its functioning. Its initiatives in all
the dimensions - economic, social and environmental stand proof to the fact that by adopting the
Triple Bottom Line framework, the organization has not only registered profits for itself.but has
also made a significant contribution to the environment and to the people, as a whole.

CHAPTER 4 APPENDIX

4.1 BIBLIOGRAPHY

4.1 BIBLIOGRAPHY:

www.tcs.comCorporate social responsibility report by TCS.

TCS Corporate Social Responsibility 2010-11
TCS Corporate Social Responsibility 2011-12
TCS Corporate Social Responsibility 2012-13