General Management Project on

“A STUDY ON CSR ACTIVITIES BY TATA GRUOP”

Submitted in partial fulfilment for award of the degree of

Masters of Management Studies (MMS)

(under University of Mumbai)

Submitted By

Deepak Gopal Singh

(Roll. No. 31582195)

Under the guidance of

Prof. Bhaskar Joshi

2022-2023

Pramod Ram Ujagar Tiwari

Saket Institute of Management

i
 CERTIFICATE

This is to certify that project titled “A STUDY ON CSR ACTIVITIES BY TATA GROUP" is
successfully completed by Mr. Deepak Gopal Singh during the IV semester, in partial fulfillment
of the Masters Degree in Management Studies recognised by University of Mumbai for the
Academic Year 2022-2023 through Pramod Ram Ujagar Tiwari Saket Institute of Management.

This project is original and not submitted earlier for award of any degree, diploma or
associateship of any other university or institute.

Name: Prof. Bhaskar Joshi

Date: (Signature of the Guide)

ii
 DECLARATION

I hereby declare that this Project Report submitted by me to Pramod Ram Ujagar Tiwari Saket
Institute of Management is a bonafide work undertaken by me and it is not submitted to any
other University or Institution for award of any degree, diploma/certificate or published any time
before.

Name: Deepak Gopal Singh

Roll. No. : 31582195 (Signature of the Student)

iii
 Acknowledgements

The success and final outcome of this project required a lot of guidance and assistance from
many people and I am extremely privileged to have got this all along the completion of my
project. All that I have done is only due to such supervision and assistance and I would not forget
to thank them.

I respect and thank Mr Saket Tiwari , for providing me an opportunity to do the project work in
Saket Gyanpeeth and giving me all support and guidance which made me complete the project
duly. I am extremely thankful to him for providing such a nice support and guidance, although he
had busy schedule managing the corporate affairs. I also thank Mrs. Shobha Nair the C.E.O of
Saket Gyanpeeth.

I owe my deep gratitude to my project guide Prof. Bhaskar Joshi ,who took keen interest on our
project work and guided me all along, till the completion of our project work by providing all the
necessary information.

I am thankful to and fortunate enough to get constant encouragement, support and guidance from
all Teaching staff and DR.Sanoj Kumar of Pramod Ram Ujagar Tiwari Saket Institute of
Management who helped me in successfully completing my project work.

iv
 TABLEOFCONTENT

Sr No Topic Page No
1 Introduction 1-13

2 Objectives 14

3 Literature Review 15-16

4 Research Methodology 17

5 Data Collection 18

6 Data Analysis And Interpretation 19-24

9 Significance of the study 25-42

11 Conclusion 43

12 Bibliography 44

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INTRODUCTION OF THE STUDY

1.1 Abstract:

Starting from the times of barter system to today’s modern era of plastic money, the mankind
has trodden a remarkably long path undoubtedly profitability has always been a driving force
and an undercurrent behind all this development; but asevery coin has two facets; growing cut
throat competition and business rivalries started taking heavy toll on the quality, transparency,
environment and the society in general endangering the peaceful coexistence of business and
society.

The businesses houses started realizing that they would have to rise over and above the
profitability and takecare of all those associated with their survival in the society directly or
indirectly. This realization resulted intothe oncept of Corporate Social Responsibility(CSR).
This research paper moves around developing anunderstanding about the corporate social
responsibility (CSR), delving into its concept and finding out itsscope taking the case study of
the TATA Group and Reliance Group

trodden a remarkably long path.

Undoubtedly “profitability” has
always been the drivingforce and
an
trodden a remarkably long path. Undoubtedly “profitability”has always been the
driving force and an.
Corporate Social Responsibility refers to the management is a management model according to
which business firms take care of the society and environment as their social responsibility. The
society pay the price in terms of pollution and other difficulties for business to run smoothly.
Even the human society suffered with a number of new diseases because of the environmental
changes coming because of the industrial pollution. However, in the present era companies are
using as most of a business strategy to take competitive advantage over others as well as to
enhance the profit to the companies.

A properly executed CSR concept can result as huge competitive advantages, such as better
access to capital and markets, boosted sales and profits, operational cost reserves, enhanced
productivity and quality, competent human resource, value-added and status, improved customer
loyalty, enhanced decision-making and risk management processes. The CSR can be understood
as a responsibility of business wherein the business not only takes care of the internal

1
stakeholder (i.e., Shareholders, Workers) but also the external stakeholder (i.e., society, nature)
as well.
The 2013 Act offers a chance to catch up and make our corporate regulations more contemporary,
as also potentially to make our corporate governing framework a model to imitate for other
econom ic systems with similar physiognomies. The 2013 Act is more of a rule- based legislation
comprising only 470 sections, which refers that the extensive part to the regulation will be in the
form of rules.There are over 180 sections in the 2013 Act where rules have been arranged and the
draft rules were released by the MCA in three batches. It is generally anticipated that the 2013 Act
and undeniably the rules will stipulate for phased execution of the provisions and in line with this,
98 sections of the 2013 been notified and subsequently the analogous section of the 1956 Act
ceases to be in force (Grant, Thornton, an insight for growth 2013)J. Adv. Res. HR Organ. Mqmt.
201 added brand image, and status, improved customer loyalty, making and risk management
processes. The CSR can be understood as a responsibility of business wherein the business not
only takes care of the internal stakeholder (i.e., Shareholders,also the external stakeholder).

Social responsibility is important to all businesses. Economic conditions alone cannot justify the
existence of corporate entities. Business decisions are as important as economic factors in
determining the success of a business. A socially responsible firm not only meets the needs of
the community but also creates a long-term and sustainable market for its products. A long time
ago, raising profits was the sole purpose of business, but this idea is no longer a good one. If
companies want to survive and maintain market growth, if they want to be market leaders, they
have to sacrifice part of the profits to favor the parties without the owners.
This business idea recognizes the concept of social responsibility. It includes the corporate
business obligations to care for the public interest beyond their economic objectives.
Traditionally, the provision of goods and services to the public, increased corporate profits and
job creation were considered social obligations of the business.

Today, the focus has shifted from economic to social factors in business decisions. Business
organizations help solve many social problems such as poverty, crime, pollution etc. They are
expected to raise the standard of education, create jobs, promote the minority and the
disadvantaged in society.

Managers are beginning to realize that they have a responsibility to the community as they owe
their businesses.

 "A social obligation is an organizational obligation to assist the community in ways that
exceed the core business objective of maximizing profits."

 “A social obligation refers to an obligation to an organization that seeks to protect and

promote the well-being of the community and its interests.”

2
 "A social obligation is a stated, mandatory or sensible obligation of managers, working
within their jurisdiction to assist or protect the interests of the parties without them,"
Isib"

 “The CSR is a continuous business commitment to good behavior and contributing to

economic development, while improving the quality of life of employees and their
families and of the local community and society as a whole.”

 “CSR is about building sustainable livelihoods. It respects cultural diversity and offers
business opportunities in building the skills of employees, communities and
Government. ”.

 "CSR is about restoring business to the community."

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CSR should be central to all companies and be part of each company's operations. CSR focuses
on three aspects of value creation; profit, people and the planet. Companies should make every
effort to develop CSR throughout the value chain process. They must commit themselves to the
consequences of their social, economic and environmental actions and engage in dialogue with
those who participate in this greatness.

Dialogues with stakeholders help see the social and environmental consequences of their actions.
Companies should represent policies and objectives on the basis of these discussions. The CSR
incorporates the organisation's commitment to ethical and environmental behavior, while
respecting the interests of its direct stakeholders.

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1.2 CSR LAW

CSR is an abbreviation of Corporate Social responsibility which is defined insection 135 of the
companies act 2013.
According to which corporate social responsibility means and includes but is not
limited to:
1) Projects or programs relating to activities specified in Schedule 8 to the act; or
2) Projects or programs relating to activities undertaken by the board of directors of a
company in pursuance of recommendations of a CSR committee subject tothe
condition that such policy will cover subject enumerated in schedule 8 of the act In
the given book we are going to review the CSR done by tata sons and reliance group
of companies But how do we understand whether these companies are eligible for
CSR. Some might make an assumption since they are in the biggest companies in
the country in India, they have to be eligible for CSR. Although this argument is
partly correct and leads to the same conclusion one has to understand what does the
law require.

According to section 135(1): any company which fulfills the following conditions is required to
constitute a CSR committee
 Every company including its holding or subsidiary and a foreign company as
defined under section 2(42) of the act having its branch or project in India, having

1. net worth* of rupees 500 crore or more or;

2. turnover of rupees 1000 crore or more or;

3. a net profit of rupees 5 crore or more during any financial year shallconstitute a
Corporate Social Responsibility Committee of the Board.

Note*:net worth under section 2(57) means the aggregate value of the paid-up share capital and
all reserves created in accordance with balance sheet and profit and loss account of the company
after deducting the aggregate value of the accumulated losses, deferred expenditure and
miscellaneous expenditure not written off as per the audited balance sheet, but does not include
reserves created out of revaluation of assets, write back of depreciation and amalgamation
. . net worth = paid up share capital +reserves (including P/L but excluding
amalgamation, depreciation and revaluation reserve)-all accumulated losses and deferred
expenses and miscellaneous expenses

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 Now the question arises but what about foreign companies how will we knowtheir net
worth, turnover or net profit So, the net worth turnover or net profit of a foreign company
shall be computed in accordance with the balance sheet and P/L of the such company as
prepared in accordance with the provisions of 381(1)(a) and section 198 of the act
Exclusions from CSR committee:
Every company which does not comply with the provision of 135(1) of the acts;
1) Shall not be required to constitute a CSR committee and,
2) Is not required to comply with the provisions of section 135 Now in order to
understand the entire process let’s take some example

ABC PVT LTD.

This company will be required to comply with the requirements of section 135 even though its
net worth is less than rupees 500 crore since it complies with 135(1) in condition of turnover

Let’s say PQR PVT LTD is a subsidiary of ABC PVT LTD but does not comply with any of
the conditions of 135(1) will it be required to constitute a CSR committee and comply with
section 135:

The answer would be yes this is because the 135(1)(a) clearly states that any company including
its holding and subsidiary complying to such conditions shall be required to constitute a CSR
committee and thus in this instance PQR PVT limited shall is also required to comply with the
requirements of section 135 of the act

Composition of CSR committee:

The CSR committee shall consist of 3 or more directors out of which at least one director
shall be and independent director
The companies which are not required to appoint an independent director shall have its
CSR committee without such director
A company which shall have only two directors shall constitute in CSR with said two
directors With respect to foreign company the CSR committee shall include of at least two
persons of which one person shall be as specified under section 380(1)(d) of the act another
person shall be nominated by the foreign company

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Amount of contribution towards CSR:

A. The board of every company shall ensure that the company spends in every financial year
at least two percent of the average net profits of the company made during the preceding 3
financial years

B. The company shall give preference to the local area and areas around it where it operates
for spending the amount embarked for CSR activities

C. If the company fails to spend such amount the Board shall, in its report specify the reasons
for not spending the amount

D. Companies may build CSR capacities of their own personnel as well as those records of
at-least three financial years. However, such expenditure including expenditure on
administrative overheads shall not exceed 5% of total expenditure of the company in one
financial.

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1.2 CSR Activities

Rule 4 of the companies (CSR Policy) 2014 states that various CSR activities that shall be
undertaken by the companies. Following are the CSR activities-
1. The CSR activities shall be taken by the company as per its CSR policy as projects or
programmed or activities excluding activities undertaken in pursuance of its normal course
of business

2. The Board of company may decide to undertake its CSR activities approved by the
CSR committee through,

A. A company registered under section 8 of the act or a registered trust or a registered

society, established by the company either singly or along with any other company,
or

B. A company established under section 8 of the act or a registered trust or aregistered

society established by the central government or state government or any entity
established under the act of the parliament or a state legislature:

Provided that- if the board of a company decides to undertake its CSR activates through a
company established under section 8 of the Act or a registered company or a registered
society other than those specified in this sub-rule such company or trust or society shall have
an established track record of three years in undertaking similar projects and the company has
specified the projects and programs and the monitoring and reporting mechanism
3. A company may also collaborate with other companies for undertaking projects or programs
or CSR activities in such manner that the CSR Committees of respective companies are in a
position to report separately on such projects or programs in accordance with these rules

4. Subject to provisions contained in section 135(5) the CSR projects programs oractivities
in India only shall amount to CSR expenditure

5. The CSR projects or programs or activities that benefit only the employees of the
company and their families shall not be considered as CSR activities in accordance with
section 135 of the Act

6. Companies may build CSR capacities of their own personnel as well as those of
implementing agencies through Institutions with established track records of at least three
financial years but such expenditure in one financial year.

7. Contribution of any amount directly or indirectly to any political party under section182
of the Act, shall not be considered as CSR policy

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Exceptions to CSR Activities:

The companies Act provides activities that won’t be counted as CSR activities
1. The CSR activities undertaken outside India

2. The CSR activities under taken for the employees and their respective families

3. Contribution of any amount directly or indirectly to any political party under

section182 of the Act

Calculation of average net profit

A) Here “average net profit” shall be calculated in accordance with the provisions ofsection
198

B) Net profit shall not include the following

1. Any profit arising from any overseas branch or branches of the company whether operated as a
separate company or other wise and

2. Any dividend received from other companies in India, which are covered under and complying
with the provisions of section 135 of the act

C) However net profit in respect of a financial year with the provisions for which the
relevant financial statements were prepared in accordance with the provisions of the
Companies Act, 1956 shall not be required to be re-calculated in accordance with the
provisions of the Act

D) It is further provided that company covered under this rules, net profit means the net
profit means the net profit of such company covered under these rules net profit means the
net profit means the net profit of such a company as per profit and loss account prepared
in terms of clause (a) of sub section(1) 31 read with section 198 ofthe Act.

9
CSR reporting:

A) The board’s report of a company covered under these rules pertaining to a financial year
commencing on or after 1st of April, 2014 shall include an annual report on CSR

B) In case of a foreign company the balance sheet filed under section 381(1)(b) shall contain
an Annexure regarding report on CSR

Activities specified under schedule 8:

Activities which may be included by companies in their CSR Policies Activities as specified
under schedule 8 are as follows:

1. Eradicating hunger, poverty and malnutrition, promoting health care including preventive
health care and sanitation including contribution to the Swachh Baharat Kosh set-up by the
central government for the promotion of sanitation and making available safe drinking water

2. Promoting education including special education and employment enhancing vocation skills
especially among children women elderly and the differently and livelihood enhancement
project

3. Promoting gender equality empowering women setting up homes and hostels for women and
orphans; setting up old age homes day care centers and such other facilities for senior citizens
and measures for reducing inequalities faced by sociallyand economically backward groups

4. Ensuring environmental sustainability ecological balance protection of flora and fauna animal
welfare Argo forestry conservation of natural resources clean ganga fund set up by the central
government for rejuvenation of river ganga;

5. Protection of national heritage art and culture including restoration of building and sites of
historical importance and works of art setting up public libraries’ promotionand development of
traditional arts and handicrafts

6. Measures for the benefit of armed forces veterans war widows and their dependents

10
7. Training to promote rural sports nationally recognized sports Paralympic sports and Olympic
sports

8. Contributions to the prime minister’s national relief fund or any other fund set up bythe central
government for socio-economic development and relief and welfare of scheduled castes the
scheduled tribe other backward classes minorities and women

9. Contributions or funds provided to technology incubators located within academic institutions

which are approved by the central government

10. Rural developments projects

11. Slum area development.

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The goal of the SRO is to contribute to the development and promotion of socially responsible
business processes, which benefit not only the SRO and its employees, but also the larger
community, economy and environment. SROs seek to reshape the way business is conducted in
both profitable and non-profit areas.

Type of Social Responsibility: -

The nature of social responsibility can be understood as follows:

i. Focus on business firms:

While both business and non-business organizations should be accountable to the community,
the focus is on corporate interests to take into account the public interest.

ii. Dealing with ethical issues:

Companies have specific policies and are designed to take into account the interests of
employees and other stakeholders. These programs are built on the need to do what is right and
fair in society as a whole.

iii. In line with the goal of maximizing profits:

Social policies are made by economically strong organizations. A business that cannot function
financially cannot look after the public interest. In fact, it may transfer the cost of social
responsibility to consumers by increasing prices for goods and services.

iv. Full work:

Social responsibility is not just the responsibility of senior management. Managers at all levels
participate in community activities.

v. Ongoing work:

Social responsibility does not cater for the public interest once or twice. It is important for
organizations to continue to be involved in community affairs if they want to survive in the long
run. In fact, economic and social issues are intertwined.

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 Levels of Social Responsibility: -
A hierarchy of the extent to which business houses discharge social responsibilities is developed
by R. Joseph Monsen.
Starting from the lowest level, there are four levels of hierarchy:
i. Obey the law:
Managers feel discharging social responsibility is merely obeying the law.
ii. Cater to public expectations:
Social responsibility goes beyond merely obeying the law. In addition to abiding by legal
framework of the country, social responsibility also caters to public expectations from the
business enterprises (for example, providing job opportunities, quality goods, controlling
pollution etc.).
iii. Anticipate public expectations:
At a still higher level, companies not only fulfill what society expects but also anticipate needs of
the society and devise programmed to fulfill those needs.
iv. Create public expectations:
At the highest level of hierarchy, managers not only cater to public demands but also set
standards of social responsibilities and want the society to be benefited by those standards.
Business enterprises are moving from lower to higher levels of this hierarchy.

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Objectives of the study

• To understand the concept of CSR

• To find out the scope of CSR

• To know how the Tata group has fulfilled its responsibility towards all stakeholders; what
specific activities, programs and strategies it has set, devised and implemented for the same.

14
Literature Review

The concept of CSR began in the 1950s in the USA but began to expand in the early 1970s. At
that time the US had many social problems such as poverty, unemployment and pollution. As a
result, there was a sharp decline in dollar values. Public Commitment to Business has become a
very important issue for various groups seeking change in the business. During the 1980s and
2000s, companies recognized and began to accept social responsibility. Social responsibility
(CSR) focuses on wealthconstruction for the benefit of all stakeholders - including shareholders,
employees, customers, location and community.

The term participants refers to all those whose organizational activities and activities have a
direct or indirect effect on them. The term was used to describe company owners other than
shareholders as a result of a book entitled Strategic management: a stakeholder approach by R.
Edward Freeman in 1984. According to Bowen, the CSR refers to the business community's
commitment to pursuing those goals in order to make those decisions or to pursue those
relationships that are desirable in terms of the goals and values of our society.

Frederick (1960) states: “Commitment to society means that entrepreneurs must be vigilant
the implementation of an economic plan that meets the expectations of the people. ‘Davis (1960)
argued that the social obligation is an irrational concept but should be seen in the context of
governance. He argued that some business decisions that are responsible for the community can
be forgiven through a long, complex process of negotiation as a good opportunity to bring long-
term economic benefits to the company, thus restoring it to its socially responsible position.

A good CSR has both moral and philosophical equality, especially in India where there is a wide
gap between segments of the population in terms of income and standards and socio-economic
status (Bajpai, 2001) .Goyder (2003) states: to advise shareholders. It has become a joint venture
where employees, managers, customers, location, govt. and union officials are all involved. If the
system we know in the name of a private business is going to continue, it must somehow be
found to include many of the interests we are going to build the industry.
for the same purpose.

15
CSR refers to a specific type of commitment, both to business policies and actions. This
A look at CSR performance is reflected in the firm's public performance, which can be assessed
by how the company manages its relationships with the public, its social impact and the
consequences of its CSR policies and actions (Wood, 1991).

16
RESEARCH METHODOLOGY

Exploratory research

The term research refers to a systematic approach that involves identifying a problem, building a
theory that collects data, analyzes facts, and draws conclusions, either in the form of a solution to
a problem of anxiety or by a combination of theory. Research Methodology is a method of
solving a research problem in a systematic way. It can be understood as the science of learning
how research is done scientifically.

Exploratory research is a method that investigates research questions that have not been studied
in depth before. Experimental research is usually of natural quality. However, large-scale
sampling of experimental methods may also be valuable

A comprehensive literature survey on the topic and related concepts has been conducted.
Secondary data combining quantitative and qualitative data and collected from various sources
including books, research papers, newspapers, magazines, and websites is used for research
purposes.
Gathering information on a topic that has never been explored before can be a challenge.
Experimental research can help you narrow down your topic and build a clearer perspective, and
give you a “worldview” on your topic.

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Data collection

Using exploratory research is often divided into primary and secondary research methods, with
data analysis following the same model.

Primary research

In primary research, your data is collected directly from primary sources: your participants.
There is a variety of ways to collect primary data.
Some examples include:

 Survey methodology
 Focus groups
 Interviews

Secondary research

In secondary research, your data is collected from preexisting primary research, such
as experiments or surveys.
Some other examples include:

 Case studies
 Literature reviews
 Online polls, surveys, blog posts, or interviews; social media

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DATA ANALYSIS AND INTERPRETATION
Data analysis is the process of evaluating, cleaning, modifying, and modeling data for the
purpose of obtaining useful information, informing conclusions, and supporting decision-
making. ... The term data analysis is sometimes used as a synonym for data modeling.

Data interpretation is the process of interpreting information gathered and determining

conclusions, significance and implications of the findings..
Primary data and interpretation

Q1] Do you know about CRS activities

Ans- Yes
No

3.1.1-Q1

INTERPRITATION: -
According to survey-

88% know about CSR activities

12% don’t know about CSR activitie

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Q2] Do you think CRS Activities helps societies
Ans- Yes
No
Maybe

3.1.Q2

INTERPRITATION: -
According to survey-

58% of people thinks CSR activities helps societies.

12% of people thinks CSR activities doesn’t help societies.

30% of people thinks maybe CSR activities helps societies.

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Q3] Are you aware of CSR activities done by TATA GROUP
Ans- Yes
No
Maybe

3.1.3- Q3

INTERPRITATION: -
According to survey-

56% of them are aware of CSR activities done by TATA GROUP.

20% of them are not aware of CSR activities done by TATA GROUP.

24%of them are maybe aware of CSR activities done by TATA GROUP.

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Q4] According to you who amongst this are excellent at CSR activities
Ans- TATA GROUP
Reliance Industries limited
WIPRO
Hindustan Unilever (HUL)

6%

3.1.4-Q4

INTERPRITATION: -
According to survey-

60% of them have voted for TATA GROUP as excellent at CSR activities.

6% of themhave voted for Reliance Industries Limited as excellent at CSR activities.

16% of them have voted for WIPRO as excellent at CSR activities.

18% of them have voted for Hindustan Unilever (HUL)as excellent at CSR activities.

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Q5] How important is it to you that companies operate on a socially responsible event
Ans- Extremely important
Very important
Somewhat important
Not so important

4%

3.1.5- Q5

INTERPRITATION: -
According to survey-

50%of them think that companies operate on a socially responsible event are extremely
important.

20% of them think that companies operate on a socially responsible event are very important.

26%of them think that companies operate on a socially responsible event are somewhat
important.

4%of them think that companies operate on a socially responsible event are not so important.

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Q6] If a company had a proven track record of poor CSR, would you be put off
purchasing their products?

Ans- Yes
No
Maybe

3.1.6- Q6

INTERPRITATION: -
According to survey-

44% of people will put of purchasing products.

16% of people will not put of purchasing products.

40% of people will maybe put off or may not put off purchasing product.

24
CSR Activities by TATA

1. Towards health sector

The Tata group's efforts in the healthcare sector span the spectrum — from tackling malaria and
improving maternal and neonatal health, to constantly evolving cancer care in the country.
Healthcare efforts are especially concentrated in rural areas and focused on marginalised
communities with limited or no access to healthcare.

Perhaps the Group's most ambitious project is the National Cancer Grid, a network of 114 cancer
centres, research institutes, patient advocacy groups and charitable organisations, set up by the
Indian government.
Tata Trusts is assisting in expanding the reach and scope of the Grid to ensure standard treatment
and research protocols across India.

2. TATA Medical center

TMC’s stated mission is to promote the prevention and cure of cancer patients and provide
rehabilitation and palliative care to them. A special emphasis will be given to children suffering
from cancer. TMC is a quality cancer-care facility that caters especially, though not exclusively,
to the poor of the region. The first phase of the project has space for 170 patients, with a
provision for extending capacity to a further 150 patients (figures do not include outpatients).
About 50 per cent of the beds are earmarked for free treatment of the underprivileged. The
remaining 50 per cent of patients will be in the subsidised or paying categories, and the money
accrued will be utilised to support the institution. The rest of the centre’s expenses will be
covered by charitable donations.

25
Situated at Rajarhat on the outskirts of Kolkata, it is easily accessible from downtown Kolkata
and the city’s airport. The centre will soon house a shelter, called Premashraya, that will provide
free stay and food for patients and their relatives.

TMC will be managed by the Tata Medical Center Trust, which has been formed for this
purpose. The centre has outpatient, inpatient, therapeutic, diagnostic, telemedicine and other
services.
TMC has state-of-the-art equipment to ensure top-notch diagnostic and treatment services. It has
disease management teams with experts from different streams, such as surgery, radiation
oncology, medical oncology, pathology, radiology, psychiatry and medical social work.
The Rs3,500-million funding for the project and an additional Rs400 million corpus deposit was
provided by Tata trusts, various Tata companies and Tata Sons, the promoter holding company
of the Tata group. Several well-wishers from India and abroad contributed to the noble cause.
Besides, the Government of India and the Government of West Bengal also supported the
project.
TMC aims to be an organisation that excels in services, education and research in the field of
cancer. More than 3 million Indians suffer from cancer, but facilities to treat those living with the
disease are few and far between in this country. The centre marks the realisation of a dream to
which many people have contributed, and adds another chapter to a Tata tradition of
philanthropy.

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• TATA Memorial Hospital

 Starting as an 80-bed hospital covering an area of 15,000 squaremetres, TMC now has
more than 600 beds spread over almost 70,000 square metres. The annual budget of Rs5
lakh in 1941 is now close to Rs120 crore.

 TMC is a comprehensive centre for the prevention and treatment of cancer, and for
research. It is a landmark on the global health map and particularly important to this part
of the world. Nearly 25,000 patients visit the clinics each year, not only from all over
India but from neighbouring countries as well. About 60 per cent ofpatients seeking
primary care are treated free of charge. Over theyears, TMC has also realised the
importance of preventive activities and is reaching out to create awareness even in rural
areas.

27
 The centre has 620 in-patient beds (with 98 per cent occupancy) and treats around 140
patients every day.

 TMC has collaborations with many cancer centres across India, among them, the
Regional Cancer Centres at Ahmedabad, Thiruvananthapuram, Nagpur, Gwalior and
Hyderabad, the Civil Hospital, Shillong and the Jorhat Hospital, Jorhat (Assam).

 TMC has some 300 postgraduate and doctoral students and its own university. The centre
has residency programmes in general surgery, radiotherapy, pathology and
anaesthesiology, super- speciality programmes and research programmes. It also
conducts training courses that range from six to eighteen months and distance education
programmes.

 The centre has collaborative initiatives with the World Health Organisation, the National
Institute of Health, Washington DC (USA), IARC, Lyon (France) and the Bill and
Melinda Gates Foundation.

 Though Tata is not directly involved with the centre, a large number of TMC's patients
benefit from the financial support that the Tata Trusts provide, as well as through
research grants.

 TMC is a classic example of how well private philanthropy and public support can work
together. And, as will be attested by the countless number of people who have benefited
from the skill and care that the centre provides, this is more than a hospital, standing as it
does on the frontline of India’s fight against a disease that takes no prisoners.

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Food for thought

 The haunting tune of the legendary protest song of freedom movements around the globe
rings through the courtyard of the Eklavya Model Residential School (EMRS) at
Mundhegaon in Igatpuri taluka of Maharashtra’s Nashik district.

 Some 40 girls of the school, belonging to impoverished families living in the state’s
hardscrabble tribal belt, evocatively render the powerful song. More than 500 students,
boys and girls, are studying at the residential school meant for tribal children. For most of
their parents, toiling away in harsh fields, or working as migrant labourers in distant
cities, it was a bold decision to leave their children at the residential school.

 The students get quality education, accommodation in hostels, and, most importantly,
nutritious meals.

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 The Ministry of Tribal Affairs, Government of India, provides funds to state governments
to run EMRS and residential ashram schools for the benefit of members of the scheduled
tribes. In Maharashtra, there are four English-medium Eklavya residential schools,
including the one at Mundhegaon.

 In June, the Maharashtra government signed a memorandum of understanding with the

Tata Trusts and Bengaluru-based NGO Akshaya Patra to set up two centralised kitchens
– called Annapoorna kitchens – in Mundhegaon and Kambalgaon in Palghar district. The
unique public- private partnership aims to provide wholesome food to students at EMRS
and ashram schools in the state.

 The modern centralised kitchen, featuring state-of-the-art equipment, has a capacity for
20,000 meals a day. At present, we cater to the needs of 3,500 students at this school and
in nine other institutes, including ashram schools, within a radius of 50km from here.

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Milk Fortification

 The Tata Trusts’ vision for fighting malnutrition is reflected in the words of the Chairman,
Mr. Ratan N. Tata, “My most visible goal is to do something in nutrition to children and
pregnant mothers in India. Becausethat would change the mental and physical health of
our population in years to come.”

 By partnering with other stakeholders such as non-profits, philanthropic organisations,

and private organisations, and driving a number of varied interventions – all aimed at
improving India’s nutritional parameters – theTrusts are working towards achieving
large-scale sustainable impact in the fight against malnutrition. Our goals are aligned
towards the UN Sustainable Development Goal 2 of ending hunger, helping the country
achieve food security and improved nutrition, and promoting sustainable agriculture.

 The Tata Trusts’ strategy for combating malnutrition is an integrated approach that
focuses on three fundamental aspects. One, ensuring adequate nutrition among
communities to promote optimal growth and mitigate health risks related to
undernutrition. Two, strengthening existing nutrition programmes and schemes through
appropriate modifications and support. Three, providing recommendations and data-
backed advocacy to policymakers by developing research-backed products and extending
technology support and data analytics to help tackle the challenges in meeting the
nutrition goals of the country.

 The Trusts’ multi-sectoral approach to address malnutrition in states such as Maharashtra,

Rajasthan and Andhra Pradesh has underscored the benefits of an integrated solution to
fight malnutrition. The Swasth BharatPrerak Programme, a joint initiative of the Trusts
and Government of India as part of the National Nutrition Mission, is expected to give a
significant boost to promoting nutrition across 500 plus districts across India

 Fighting malnutrition in a complex and diverse country like TATA’s is anarduous task.
Despite sustained efforts, India’s success in combating malnutrition has been modest and
slower than other countries with comparable socio-economic indicators. To make a real
and sustainable impact, challenges need to be tackled at three different levels:

 Because of the alarming impact and its inter-generational consequences,the Tata Trusts have
identified malnutrition as a key focus area of work.

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TATA on Education

The Tata group continues to be inspired by this vision of our Founder—that nation-building must begin
with the educational upliftment of its people. Whether it is through our establishing of great institutes
of learning, or the scope of Tata companies' programmes to make education accessible to the most
marginalised communities, we are committed to the idea of universal education.

Institutes by tata

Indian institute of science

TATA institute of fundamental research

TATA institute of social science

National centre for the performing arts

Indian institute of science:

What advances a nation or community is not so much to prop up its weakest and the most
helpless, as to lift the best and most gifted, so as to make them of the greatest service to the
country." It was this thought which motivated Jamsetji Tata, the founder of the Tata group, to
conceive of establishing an institution of advanced scientific education and research, the like of
which even England did not have, at the end of the 19th century. Jamsetji Tata was convinced
that national resurgence was only possible through multi-level industrialisation, higher education
and scientific research. "He was a visionary who had personally established industries which
were at the forefront of technology in those times. Besides, he donated half of his personal
wealth (14 buildings and four landed properties in Bombay [now Mumbai]) for the creation of
this institution," says Goverdhan Mehta, director, Indian Institute of Science (IISc). After
consulting several authorities in the country, Jamsetji Tata constituted a provisional committee to
prepare the required scheme for the setting up of the Institute. At the initiative of the dewan, Sir
K Sheshadri Iyer, the government of Krishnaraja Wodeyar IV, the maharaja of Mysore, came
forward with an offer of 372 acres of land, free of cost, and promised other necessary facilities.
Thus Jamsetji Tata's original scheme became a tripartite venture, with the association of the
Government of India and the Mysore maharaja. In 1911, the Maharaja of Mysore laid the
foundation stone of the institute and, on July 24 that year, the first batch of students was admitted
in the departments of general and applied chemistry, organic chemistry and electro-technology.
Since then, IISc has grown into a premier institution of research and advanced instruction, with
more than 2,000 active researchers working in almost all the frontier areas of science and
technology. During past decades, Nobel laureate CV Raman, Homi J Bhabha, Vikram S
Sarabhai, JC Ghosh, MS Thacker, S Bhagavantam, Satish Dhawan, CNR Rao and many others
who have played a key role in the scientific and technological progress of India have been
closely associated with the Institute.

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IISc has helped create and nurture other laboratories and scientific institutions within the
country. The Tata Institute of Fundamental Research and the Atomic Energy Commission were
born here. In fact, Homi Bhabha wrote the proposals for creating both these institutions when he
was part of the faculty of the Institute. The Indian space programme, too, was developed here. It
also enabled CV Raman to undertake research in light scattering, which eventually won him the
Nobel Prize in 1930. Says Dr Mehta, "Jamsetji's vision was that the Institute should commit
itself to the quest of excellence for the betterment of people. That has been IISc’s endeavour for
close to a century: to be at the forefront of research for the benefit of humankind and the people
of India. It is a not a one-time activity, but an ongoing process." JRD Tata, the late chairman of
the Tata group, took a keen interest in the Institute.

He believed that it should contribute not just to science but to society as a whole, while
emphasising the social relevance of science. "He took good care of the employees and even
helped start the Tata Memorial Sports Club, which he regularly visited," says NV Raghavan, the
Institute's public relations officer. JRD paid great attention to the maintenance and upkeep of the
buildings. Ratan Tata, Chairman, Tata Sons, is continuing this legacy. In recent times, he has
helped promote the Sir Dorabji Tata Centre for Tropical Diseases and assisted with the
maintenance of the structure.

The world of science and technology has metamorphosed since the establishment of the IISc.
The Institute has tried to keep pace, in terms of training its people and in its research
contributions, which are widely recognised in India and abroad. "The contribution of institutes
like ours should be judged on how they have enriched the intellect of science and technology in
the country," says Dr Mehta. "We have manned some prestigious and nationally important
missions and projects." The Institute has also started the process of celebrating its centenary,
while defining its goals for the next century of its existence. "My dream is to transform it into an
international institute of science," adds Dr Mehta. "I believe we have done our best and
maintained the vision of the founder. His spirit is still present here."

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IISc when it was just completed.

TATA institute of fundamental research

Mr Bhabha — in the letter he wrote to the Sir Dorabji Tata Trust requesting financial assistance
to get TIFR idea off the ground — talked about "creating aschool of physics comparable to the
best anywhere in the world." JRD, on the other hand, stressed the "progress" aspect while
arguing the case for the institution. These visionaries, working together at a critical time in the
nation'shistory, considered science an integral component to modern India's identity.

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JRD Tata, along with Dr Homi Bhabha, was instrumental in making the Tata Institute of
Fundamental Research a reality TIFR became the cradle of the country's atomic energy
endeavour. The Institute wasn't just about science; it was also about discovering and delivering
the benefits drawn from science to Indian society. Given that there was little scientific and
industrial infrastructure at the time, TIFR came to play a crucial role. The building of TIFR was
quite interesting. Everything was done in-house, including the carpentry and such. We were at
the frontiers of science, which meant that we had to create our own infrastructure. The
fundamental research we were involved in then was of the atypical kind. Our early years were
marked by this wide vision we had of what research needed to be done. What usually happens
when you have so broad a vision is that you compromise on either quality or excellence. But
TIFR managed to keep the course it had charted by making excellence intrinsic to its existence.
This, to me, is one of the Institute's most remarkable triumphs. We have done a large amount of
experimental research that has blossomed into trend-setting initiatives. For instance, India's first
digital computer was crafted at TIFR, back in 1957. This was a significant success by any
yardstick. Today, you hear of technology that's spun off. In my reckoning, TIFR, more than any
other Indian institution or industry, has spawned a variety of vital organisations. In the years
immediately following independence, India's goal was self-reliance. But, in terms of self-reliance
there is a difference between science and technology. If you don't have a particular technology,
you can try and develop it to, say, build a car indigenously. The Indica is a fine example of self-
reliance. It does not look much different from other cars of its class, but its strength is that it is
built indigenously. However, if the Indica had qualities its competitors didn't, then that would
make it distinct. To make things indigenously and also make them distinct — that would be an
extraordinary combination. In science you cannot stop once you have crossed the indigenous
hurdle; you also have to get to a given point before everybody else. Frontier science is about
being the discoverer. If someone has discovered something, you cannot go to your lab and
rediscover it. Today, India has turned the corner. It is a more confident country and its
infrastructure has improved tremendously. Catching up is no longer an achievement; we have to
be up there with the best. Therefore, that part of TIFR's original charter — being at the frontiers
of science — remains relevant, but being self-reliant and developing infrastructure is secondary.
In that sense the continuity of the vision articulated by Mr Bhabha and JRD has been preserved.
TIFR now functions differently, and so it must. If it does not it will be frozen in an earlier time,

35
which means it would fail in its mission. Some of our activities have changed down the years and
this process will continue as we chart a new course that will, in its details, be somewhat different
from the past, but still stay faithful to the original idea. We are now trying to set a standard by
saying that we are not going to applaud if our people repeat something that somebody else has
done. We will only applaud if you are the first one to discover something. Earlier, to be able to
produce something was an accomplishment of a kind. That is no longer true. But we had to go
through that period to get where we currently are. An excellent institution must be able to
rediscover and reinvent itself frequently. And that is one of the strengths of TIFR. The Institute
had many successes in the early years of its existence and that, in a way, was a problem. An
institution is much more alert if it is in trouble. When an institution is doing well constantly, the
high level of confidence generated

can sometimes lead to complacency. For TIFR, a successful organisation by any measure, the
question now is how to take an outstanding institution and make it truly exceptional. It's a more
complicated struggle, requiring a new point of view and a course of action that's consistent with
the times we live in. We want to make sure we get the best people. This is a huge challenge
because, financially speaking, we cannot provide the kind of salaries that some of our
competitors around the world do. But we try to even the playing field as much as possible so that
we can compete with the best. Apart from salaries, we provide a work environment that's as good
as any other, and in some ways better. Without funding you cannot do research. We have a
steady source of funds, but there is a flip side to this equation. Steadfast support can make you
complacent, so we have to ensure that support is earned, and not secured just as an entitlement.
We receive tremendous backing from the Department of Atomic Energy, which takes an
enlightened view of the long-haul factor. We have a beautiful campus and excellent
infrastructure, with the finest machines and the latest technology equipment. Our libraries are
among the best anywhere and we have good housing facilities. Youth is the future, always has
been and always will be. Given that reality, we have to understand, hard as it is, that the basic
sciences are not an attractive career for today's youngsters. And youth are our lifeblood. If bright
young people don't do science, where will our next generation of scientists come from? This is
where we now have to concentrate our energies. Earlier, we did not get involved in the education
bit; we did not feel the need to. Our education system is not in good shape, particularly in the

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basic sciences, and — this is my personal opinion — leading institutions such as TIFR have been
short sighted in not engaging with this system. It is a crisis that we have brought upon ourselves.
University systems are in distress and we need to be involved there. We are making a beginning
in this sphere by starting an integrated PhD programme. It's our grand plan, a cradle-to-grave
programme for students from 12th class upwards. We have a two-pronged strategy: first comes a
'nurture programme' for young students, followed by an advanced programme for graduates.
Generally, our best and brightest students go to institutions such as the IITs, because they think
that's the safer, more lucrative option as a career. But a large number of them may continue in
basic science if we can compensate by having a first-class education programme. Under the
TIFR umbrella, the Homi Bhabha Centre for Science Education is putting in place the nurture
programme for engineering students. We also want to capture students who go abroad for their
MSc or PhD and take them into our own programmes. We have now become a deemed
university and can give them the degrees they seek. To get young people and give them a quality
education — that's the top item on my agenda.
TIFR has had a good run of more than 50 years, but the times are changing, the economy and
society are changing. We have to adapt to this new era and we can do that by incubating our own
original ideas. We may have grown a little too big, but in the frontier sciences largeness does not
bring quality. We need to ensure that our centres have significant autonomy to forge their own
destinies. The governing structure set up by the founders, with representatives from the
Government of India, the Sir Dorabji Tata Trust and the Government of Maharashtra, is ideal.
No one group dominates, which means the Institute can retain its autonomy. Today everybody
talks about being global, but TIFR has been global in its outlook since its birth. We have had
some significant accomplishments. The GMRT telescope is one of its kind and the best in the
world for what it does. Our scientists discovered a new class of superconductors. Many of our
students have gone abroad to teach. We've had many distinguished visitors, among them Nobel
laureates John Nash and Stephen Hawking. In a sense, we are the bridge between our community
and the world. We have to recognise that our original charter requires us to act differently. We
have to set the highest standards for accomplishments, not third-world standards but the best
global standards. This institute is uniquely placed to do this — and I believe we can do it.

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TATA institute of social science
Today TISS is one of India's premier educational institutions. It trains professionals in human
resources and social work, carries out research on social problems and social sciences, as well as
publishes and disseminates this information for the benefit of society. It is also one of the few
institutions in the country which undertakes field projects to demonstrate the workings of
organised and systematic welfare measures. "We have never believed in pure classroom
instruction," says Dr Singh. "Apart from teaching and training, the faculty participates in field-
action projects. Over time we have formed units forresearch into child welfare and the sociology
of education and urbanisation, among other subjects. The social justice budget and report was
prepared with our help. This is a first for the state of Maharashtra and a great challenge for us."
The problems faced by Dr Manshardt in Nagpada exist even today. Maintaining relevance,
explains Dr Singh, is a continuous process, and is played out in the mindset and thinking. To
keep up with the changing social fabric, the departments are constantly adding new thrust areas
like sustainable rural development and education. The Institute has published over 500 research
reports and has initiated 32 field action projects, with the Sir Dorabji Tata Trust supporting a
few. "Our link with the Trust continues even today," says Dr Singh. Though it is a deemed
university, the representative of the Trust is still the chairman of the governing board. JRD Tata
himself headed the board for a number of years. Like Jamsetji Tata, he too believed that wealth
must be ploughed back for regeneration of society. The Tatas have financially supported the
institute with critical grants for the building and the rural campus. Located 500km from Mumbai
(near Solapur in Maharashtra), the rural campus is in a chronically drought prone area. A
parched hillock has been successfully greened, and various other projects are taking shape here.
On the cards are centres for developmental studies, disaster management, domestic violence and
human rights. At the moment, small projects are under way in these areas. The Institute is also
facilitating the setting up of similar units in other parts of the country. It is holding workshops
and running programmes to share knowledge with other universities. TISS is contributing
towards teaching, training, research, and extending technical support to voluntary organisations,
as well as capacity building in educational institutions, including primary education. "The
inspiration of Jamsetji, the stewardship of JRD as chairman of the governing board, and the
philanthropy of Dorabji constitute a confluence which has nurtured, supported and strengthened
us," says Mr Singh.

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National centre for performing arts

The NCPA was established because JRD Tata and Dr. Jamshed Bhabha envisioned the need for a
world-class, all-encompassing centre for the arts. It counts among its mentors, leading lights in
the arts, like Satyajit Ray and Yehudi Menuhin, and since it was built in 1969, several legendary
artistes have performed here, lending it its iconic status.

The Tata Theatre, which first opened in 1982, can seat up to 1,010 people The NCPA has five
theatres (including the Tata Theatre, designed by the postmodernist American architect Philip
Johnson), as well as galleries, libraries, restaurants, and reception spaces. Boasting the best-
appointed auditoriums in India in terms of equipment and expertise, the NCPA frequently
attracts major events from overseas and is ideally suited to host large productions, including
fully-staged operas and ballets.

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TATA CSR Towards Environment

Tata group companies are strongly driven by international benchmarks for sustainable practices
in business. But a greater portion of what the group does in this sphere is by choice and
conviction. From this flows its support for endeavours to conserve plant and animal species,
improve land and water use, and protect forest tracts and green sanctuaries. The group's
contribution to conservation falls into two categories: the efforts of different Tata companies, big
and small, to preserve and enrich the environment in and around their areas of operation, and the
philanthropic thrust of the Tata Trusts, which support a diverse cluster of non-governmental
organisations working in areas such as the management of natural resources, community
development and livelihoods.

The Taj Group's 'reef recharge' project

The Taj Group's 'reef recharge' project began in 2011 as a joint effort by Taj Exotica Resort and
Spa and Ocean Dive Maldives to increase coral coverage near the resort and encourage healthy
coral growth on the local reefs. The areahas already seen an increase in fauna diversity levels.

Tata Chemicals' Botanical Reserve

On the site of its soda ash facility in Mithapur, Gujarat, Tata Chemicals created a 150-acre
reserve that shelters 21 species of native plants and more than 114 species of other vegetation. It
is visited by over 70 species of birds, including threatened species, and is home to monitor
lizards, the rare star tortoise, jackals,wild boar and the Neelgai.

TATA motors wetland Habitat

Trees and vegetation and the ecosystem that nurtures them are the foundation on which the world’s
food chain is based, the fuel that allows life on the planet to flourish. They are naturalcarbon sinks,
creators of oxygen, producers of millions of natural resources and the very lifeblood of human and
animal existence.
Unfortunately, the environment is in peril due to the ravages of climate change and our insatiable need to
consume. Tata companies have, over the years, dedicated resourcesand knowhow in varied regions and
geographies for environmental causes,from afforestation programmes to greening initiatives, from
ecological regeneration tobiodiversity protection.

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A Hug for a Hotspot, Tata Power, Maharashtra, India

In the last 30 years, Tata Power has planted in excess of 18 million saplings in the catchmentareas around
the Walwhan dam and its hydroelectric facilities inthe Mulshi and Maval regions of India’s Western
Ghats, an environmental hotspot. This initiative has helped rejuvenate the springs in the region and
conserve local flora and fauna.See more initiatives by Tata companies above.

Tata Steel Samvaad — A Tribal Conclave

Samvaad is a four-day conclave that celebrates the tribal community. The event commemorates
the birth anniversary of iconic tribal leader Birsa Munda, as wellas the Foundation Day of the
State of Jharkhand. It is part of Tata Steel's continuing efforts to revive, preserve and promote
tribal culture

Lakhpati Kisan

Through their ‘Lakhpati Kisan - Smart Villages’ initiative, the Tata Trusts work in 17 remote
blocks in Jharkhand, Odisha, Maharashtra and Gujarat over a five- year programme. The aim is
to bring 101,000 families out of poverty by the year 2020 by raising their income levels to over
Rs. 1.2 lakh annually

Data Governance

Tata Trusts helped build a data-based micro-development plan for 290 villages.With it,
government officials could identify which households had no grid connectivity, ration cards,
LPG connections, toilets or access to processed tap water, and which ones were eligible for
skills-training or subsidised insurance programmes.

Tata STRIVE

Skill building is a key focus area for national development. The Tata STRIVE mission is to
build capacity to train youth for employment, entrepreneurship andcommunity enterprise. It
reaches out to communities, develops skills of people from financially challenged backgrounds
and acclimatises them with the changing work.

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Finding in common both these companies there are common places of CSR like:

1. Education
2. Empowerment
3. Health
4. Environment

 Education:
In education centre both Reliance and TATA have contributed heavily however the focus
for both of those has been different. Where Reliance focuses mainly on primary
schooling i.e. till 12th,with reliance foundation school and dhirubhai ambani international
school etc. TATA focuses on higher education with institutes like TISS, Indian institute
of science etc.

 Empowerment:
Reliance and TATA both focus on empowerment of women andpoor their even though
their destination is the same there is a difference in the journey and method used Reliance
uses digitalization and technology to provide accessibilityand information like the way
they provide information about cattleand crop caring by digital means whereas TATA
empowers them byproviding employment options and training which is seen in the
initiative of TATA Strive.

 Health care:
Reliance contributes towards health care majorly by reliance foundation hospital which
provides medical services and consultation for various diseases like amenia ; cancer etc.
it also has a world-class infrastructure to help athletes with sports injuriesthus preparing
the programmes like ASMAN which is done in partnership of TATA trust. The initiative
focuses on capacity building of primary care providers in labour rooms with the help of
technological innovations. TATA’s contributions towards health care span the spectrum
from tackling malaria and improving maternal and neonatal health, to constantly evolving
cancer care inthe country TATA has also focused on basic health care with its Food For
Thought initiative to provide nutritious meal and tackle the diseases like malnutrition

 Environment:
Both these companies have contributed toward the environment in similar fashion when it
comes to the swachh bharat kosh and other things alike. Reliance has focused towards
protection of wildlife with the help of their veterinary hospital and TATA focuses more
towards plantation and flora side of the environment with the help of its botanical
reserve. However both these companies also differ in certain areas like where Reliance’s
CSR policy includes sports development and has helped in sports like football and
basketball TATA emphasises in art and culture. This does not mean that the reliance does
not contribute towards art and culture but not as heavily and vice versa.

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CONCLUSIONS AND SUGGESTIONS

TCS have outstanding CSR schemes where they contribute towards education, employment, art,
sports, health care etc. and they take their CSR policy very seriously and not just as a mere legal
requirement from the data it can be seen that these companies focus on giving back to the society
and they are terrific at the same. A suggestion from my side would be that they should put a
certain bit of emphasis towards waste management and climate change which was lacking in
both the companies’ CSR policy I believe that if giants like these contribute towards such a cause
we may be able to get out of the same as one of the hurdle that stops us from tackling problems
like waste-management or climate change is the lack of funds which is something these
corporations can easily provide.

In order to restore and maintain a common balance in the economic and social arena it is
necessary to think critically and act wisely with the CSR. Every business house has a specific
social, national and global responsibility that it provides to everyone, property and natural
resources. Considering the long-term growth and sustainable development that follows CSR
processes, the development of new policies and effective implementation is inevitable to bring
about and sustain equity between the business world and society,generation after generation, man
and nature.

As for Tata's party, it has come a long way in fulfilling its mission and responsibility to the
community and the nation. It has reached the masses of people to elevate their lives, enhance
their dreams and develop their skills to prove the founder 's statement ―We do not mean to be
too selfish, more generous and more generous than other people. But we think we started with
sound and straightforward business principles, considering the interests of shareholders, our own,
and the health and well-being of employees, the sure foundation of our prosperity‖.

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Bibliography and webliography

CSR law: book on corporate laws issued by the ICAI

CSR by TATA: official website of tata i.e. https://www.tata.com/community

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