SOCIAL MANAGEMENT PROJECT REPORT

ON

STUDY ON CORPORATE SOCIAL RESPONSIBILITY OF

TATA MOTORS

Submitted in the partial fulfilment for the award of the degree of

Masters of Management Studies (MMS)
(Under University of Mumbai)

Submitted By:

Name: Siddesh Mohandas Nayak

Roll No. 104

Under the guidance of

Prof. Simone Simon

2017-19

St Francis Institute Of Management And Research, Mt.Poinsur ,

S.V.P Road, Borivali (W) Mumbai.
 CERTIFICATE

This is to certify that project titled "Study on Corporate Social Responsibility of TATA

MOTORS " is successfully completed by Mr. Siddesh Mohandas Nayak during the IV

Semester, in partial fulfillment of the Masters Degree in Management Studies recognized by the

University of Mumbai for the academic year 2018-19 through St. Francis Institute Of

Management and Research. This project work is original and not submitted earlier for the award

of any degree/diploma or associate ship of any other University/Institution.

Name – Dr. Simeon Simon

Date - (Signature of the Guide

 DECLARATION

I hereby declare that this Project Report submitted by me to the St. Francis Institute of

Management and Research is a bonafide work undertaken by me and it is not submitted to any

other University or Institution for the award of any degree diploma/certificate or published any

time before.

Name – Siddesh Nayak

Roll no – 104 (Signature of the student)

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 ACKNOWLEDGEMENT

I am using this opportunity to express my gratitude to everyone who supported me throughout

my project.
It is a great pleasure for me to acknowledge the kind of help and guidance received by me during
my project work. I was fortunate enough to get support from a large number of people to whom I
shall always remain grateful.
I express my warm thanks to Prof. Simone Simon for his support and guidance and for provided
me with the facilities being required and conditions for my winter project.

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 Table of Contents

Sr.No Particulars Page No.

1. INTRODUCTION 7

2. LITERATURE REVIEW 10

3. NEED FOR THE STUDY 11

4. RESEARCH METHODOLOGY& 12
OBJECTIVES

5. CSR DATA ANALYSIS 13-29

6. FINDINGS 30

7. CONCLUSION 31

8. BIBLIOGRAPHY 32

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6
 Chapter 1
Introduction

1.1. Corporate Social Responsibility

Corporate Social Responsibility (CSR), likewise alluded to as corporate citizenship or socially
dependable business, is a type of corporate self-guideline incorpo
rated into a plan of action. The enthusiasm for CSR has developed with the spread of socially
mindful contributing, the consideration of nongovernmental associations (NGOs), and morals
preparing inside associations. Late occurrences of morals based corporate embarrassments have
likewise expanded attention to CSR. Associations that grasp CSR consider themselves
responsible to others for their activities and try to have a constructive outcome on nature, their
networks, and the bigger society.
Corporate social obligation may incorporate magnanimous endeavors, for example, beneficent
gifts or projects that energize worker volunteerism by giving paid break to such exercises.
Numerous associations look to have a considerably more prominent effect through CSR
activities that coordinate social qualities into operational and business duty to utilize just reused
materials in its bundling of customer products.

1.2. Company Overview

TATA Engineering and Locomotive Company Ltd (TELCO) was incorporated on 1st September
1945 at Jamshedpur in the Eastern part of India, when TATA SONS took over the ‘Singhbhum
Shops’ from the East India Railways on 1st June 1945. While the objective was to produce
locomotive and general engineering equipment, Telco’s first locomotive was only produced in
January 1952. In 1954 the company embarked on the manufacture of Diesel Commercial
Vehicles at Jamshedpur under
A 15 year technical & financial collaboration with M/S Daimler Benz, A.G., and West Germany.
This collaboration was very successful in introducing the highly reliable TATA commercial
vehicles in India. Till 1969 these vehicles were marketed as Mercedes Benz vehicles. From 1969
onwards they have been marketed as TATA commercial vehicles.
Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. Tata Motors
Limited, a USD 42 billion organisation, is a leading global automobile manufacturer with a
portfolio that covers a wide range of cars, sports vehicles, buses, trucks and defence vehicles.
Our marque can be found on and off-road in over 175 countries around the globe.It is the leader
in commercial vehicles in each segment, and among the top three in passenger vehicles in India
with winning prod2ucts in the compact, midsize car and utility vehicle segments. The Company
is the world’s fourth largest truck manufacturer, and world’s third largest bus manufacturer. It
produces over 150 models of Vehicles & Automotive Products.

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 1945 - TATA MOTORS Established

60,000 - Employee Strength

$42 Billion - Company Turnover

12.5 lakhs - Vehicles Sold

>6,600 - Sales & Service Point

5.2. History of Tata Motors

1945 - Manufacturing of locomotives & other engineering products
1948 – Steam Road roller introduced in collaboration with Marshall Sons
1954 – Rolled out the first commercial vehicle, The TMB 312 truck
1964 – The 1210 series of vehicles set out from Jamshedpur
1969 – Telco began to travel under Tata brand
1975 – Indian road discovered Tata 1210 semi-forward model
1983- Manufacture of Heavy commercial vehicle
1986 – Tata LCV 407 from Telco
1989 – Tata Multi utility mobile vehicle
1991 – Launch of 1st indigenous passenger vehicle Tata Seirra
1992 – Launch of Tata Estate
1994 – Launch of Tata Sumo – the multi utility vehicle
1995 – Telco brings three pointed star to India
1998 – Tata Safari – India’s first Sport Utility Vehicle launched
1998 – Tata Indica – India’s first fully indigenous passenger car launched

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2002 – Tata Indigo - India’s first sedan car launched & positioned as comfortable, spacious,
premium feature sedan car
2004 – Launch of Tata NOVUS by Tata Daewoo (Dumper)
2004 – Launch of Tata Indigo Marina
2005 – Launch of wide range of buses & coaches called Globus &Starbus brand
2005 – Launch of India’s mini truck Tata Ace
2005 – Launch of Tata TL 4x4 – India’s first Sport utility Truck
2007 – Launch of Tata Magic – comfortable four wheeler public transport vehicle
2007 – Launch of Tata Winger, India’s only maxi van
2008 – Launch of Tata Indigo Compact Sedan, world’s first sub four metre sedan
2009 – Launch of Tata Nano
2009 – Launch of Tata Prima – Range of world standard trucks (container body)
2009 – Launch of Jaguar Land Rover in India
2009 – Launch of Tata Manza, new generation indigo
2010 - Launch of Tata Aria, first Indian four wheel drive crossover
2011 – Launch of Tata Venture (mid-level MUV)
2011 – Launch of Tata Magic Iris & Tata Ace Zip
2012 – Launch of Tata Safari Storme – The real SUV
2014 – Launch of Tata Armoured Personnel Carrier (Military Vehicles)
2014 – Compact sedan – Tata Zest
2015 – Launch of Tata Marcopolo( Luxury Bus) & Tata Bolt (Multi drive & sporty hatchback
car)
2016 - Launch of Tata Tiago
2017 – Launch of Tata Xenon Yodha& Tata Starbus Hybrid (Luxury bus) & Tata Hexa (SUV)
2017 – Introduced new sub brand TAMO (Luxury sport vehicle) & Tata Tigor (Sedan) , Tata
AMT Bus, Tata Nexon (SUV)
2018- Launch of Tata Ace Gold, &Nex Gen Ultra Trucks

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 CHAPTER 2
LITERATURE REVIEW

 R.S. Raman (2006), in a study on “Corporate Social Reporting in India-a view from the top”,
used content analysis technique to examine the chairman’s message section in the Annual
Reports of the top 50 companies in India to identify the extent and nature of social reporting.
The study concluded that the Indian companies placed emphasis on product improvement
and development of human resources.

 Gupta (2007) concluded an explorative research paper on the trends of social responsibility
of corporate sector in India. The researcher found that trends in socially responsible
initiatives are encouraging as well as crucial in India.

 Mallen Baker (2012) in his article on “Four emerging trends in Corporate Responsibility”
tried to elucidate three basic things about the trends of CSR that have changed from last so
many years. Firstly, the relationship between business and society has changed. They have
come closer because of the social and environmental problem prevailing around the world.
Secondly, the strategy of the businessman to develop business also affected the society a lot.
Their new ideas, concept, developments also came with CSR management that reflects in
their product and services. Lastly, the changes of CSR are also affected by other parties like
outside agencies and the firm’s own goals that interfere the firm’s activity.

 Bibhu Prasad and Mohanty (2012) made a study on “Sustainable Development Vis-à-vis
Actual CSR”. The findings showed that companies today invests in a lot of areas like child
labour, ground water, food, education, etc but they are not aware of the essential need of the
poor. The study suggested that though profit earning is a natural fact of companies, CSR is
beyond the natural and statutory obligation of the companies. The study concluded that
sustainable development is the development of the society as well as the company in a
balanced way.

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 CHAPTER 3

NEED FOR THE STUDY

 A company doesn’t runs only for profit, but they have certain responsibilities toward
society in which they operates. Tata is old and recognized company in India, whereas the
study will help to know the annual spend of the company and what are the activities
carried out by the company for the society.

 The project aims at understanding the principles as well as the economic, legal, ethical
and philanthropic responsibilities of the Corporate Social Responsibility activities. The
study will further highlight the business advantages of the CSR activities in terms of
enhancing the brand reputation, improved relationship with investor community, ease of
access to the capital and improved employee productivity.

 The study will include the different activities taken up by the Tata Motors in the field of
healthcare, education, sustainable livelihood, infrastructure, social cause and upgrading
the rural India across its entire geographical reach.

 The following study will highlight the win-win situation secured by the beneficiary i.e.
the poor and needy people as well as the benefactor i.e. the Tata Motors.

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 CHAPTER 4

4.1. RESEARCH METHODOLOGY

EXPLORATORY RESEARCH
Exploratory research conducted for a problem that has not been clearly defined. Exploratory
research helps determine the best research design, data collection method and selection of
subjects. It should draw definitive conclusions only with extreme caution. Exploratory research
often relies on secondary research such as reviewing available literature and/or data, or
qualitative approaches such as informal discussions with consumers, employees, management or
competitors, and more formal approaches through in-depth interviews, focus groups and
projective methods.

Data Collection: Secondary sources of data are used for data collection. Different terminologies
and concepts are explained in this research paper. It is the information which is already there in
the form of books, websites, bibliographies and blogs. The secondary data in this project are
websites, newspapers, Company prepared data.

4.2. OBJECTIVES

 To Understand the concept of Corporate Social Responsibility

 To Study activities carried out by Tata Motors in various areas

 To analyze impact of CSR on society & employees

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 CHAPTER 5
CSR AT TATA MOTORS

Four years ago, the company undertook the task of restructuring their CSR programmes
and interventions to further the agenda of Sustainable Development Goals. Consolidation of
the existing programmes, target setting, developing framework for new partnerships,
monitoring and impact measurement were some key components of the new roadmap the
company developed to ensure a structured approach to CSR. The company should be
particularly proud that even in the face of (understandable) budget cuts in the CSR funding,
their beneficiary coverage and national footprint continues to grow.
Incorporation of technology at both implementation and measurement phase has increased the
efficiency of their programmes. This step has facilitated the availability of real time data,
which helpsimprove and course correct their initiatives. No development story can be
complete unless it ensures inclusion and diversity. The affirmative action initiatives under
Aadhar have been instrumental in bringing the SC/ST communities on equal footing. Almost
half of their beneficiaries across all the verticals belong to socially marginalised
communities and the company have witnessed an improvement in their standard of
living.
The name ‘Tata’ is an inspiration for all of us, resonating extraordinary commitment to the
larger community. ‘Connecting Aspirations’
The brand promise of Tata Motors connects this purpose to the fullest. It stands for the bigger
vision, beyond the core requirement ofrunning the business sustainably.
What could be a better reflection of this commitment than seeing theircolleagues
go an extra mile to participate in relief and rehabilitation measures, moving ‘out of
comfort’ zones to provide comfort to the neediest ones and volunteering passionately to the
TVW activities. CSR is not just a statement but an integral part of our DNA. It feels proud
to lead an organization where people live and breed such philosophy.

Their actions also followed theintent, of making a definite impact on the long-
term value for the community we serve. For instance, in 2018 their CSR program
touched lives of6,44,000 people across the identified thrust areas of health, education,
employability and environment. They streamlined their approach to bring speed and agility in
their programme delivery. To make the process inclusive, they sought feedback from
community members, collaborated with academic institutions / agencies working at the
grass root level and the extended corporate ecosystem. A step change was introduced in
2015, as responsible corporate citizens, aligned their CSR strategy with the Sustainable
Development Goals (SDG), laid down by the United Nations. Happy and proud to report
that on this aspect, they have already addressed fifteen of the seventeen SDGs, and have
demonstrated remarkable progress with their latest achievement being the nutrition initiatives
undertaken at Jamshedpur, earning them the‘Industry Champion’ award (instituted jointly
by the Government of Jharkhand and UNICEF).

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5.1. Five Important Steps of CSR at Tata Motors

 Philosophy: More from Less for More implies striving to achieve scale by judicious
utilization of resources, to achieve greater impact. It is realised by forging partnerships
and leveraging technology.
 Approach: Tata Motors adopts human lifecycle approach by offering age continuum
CSR programmes which are horizontally linked to each other
 Engagement of Tata Motor’s Eco-System: Engaging Business Partners such as
customer, employees, shareholders, supplier in entirevalue-chain.
 Measuring Impact: Adoption of socially appropriate impact measures like Social Return
on Investment principles
 Business Connect: Employability programmes have business connect. Volunteering is
part of organisational culture which drives the philosophy of giving back to the society at
Tata Motors

5.2. Four pillars of CSR at Tata Motors:

•Health initiative:- ‘Aarogya’ which aims to curb malnutrition, facilitated availability of

clean drinking water to remote communities and provided preventive/
curative health services, covering 2,909 malnourished children and 3,13,303 people
for health services.
• Education initiative:- ‘Vidyadhanam’ which focuses on improving the academic
performance of secondary/college going students, engaged in disbursing
scholarships to the needy/ meritorious students,while facilitating them with
special coaching classes. Company sanctioned 9,612 scholarships and
supported 28,078 students with special coaching in FY 2017/18. Our school
infrastructure improvement initiatives continue to enhance the learning environment for
the students.
 Employability initiative :- ‘Kaushalya’ which aims to address high rate of
unemploymentby skilling people in automotive, non-automotive, agricultural &
allied trades. The initiative also supports women empowerment by introducing them in
traditionally male dominant industries. In the year 2017-18, 12,031 and 3,484 people
underwent automotive and non-automotive training respectively.

 Environment initiative:- ‘Vasundhara’ which promotes environmental

consciousness among school students encouraged sapling plantation and
distribution of renewable energy products. Outcome – 1,03,746 new saplings planted
across locations with 56,161 people covered under environmental awareness programs.

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5.3. CSR Activities as per Various Locations:

Jamshedpur:
 Wide reach and deep social engagement
 CSR strategy and role has evolved from service provider to enabler
 Pioneered initiatives replicated by government (MTC and Leprosy treatment)
 Floated societies to implement CSR programmes
Addressing malnutrition through Malnutrition Treatment Centre - Pioneer in institutionalising
PPP model for Malnutrition Treatment Centre (MTC). The model is replicated by the
government across Jharkhand (at 87 centres) and other states. The initiative also received the
best corporate award in corporate SDG by UNICEF and government.

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Pune :
 Unique employee engagement platform of community development centres which
engage over 30000 employees and their family members
 Strong culture of employee volunteering amongst employees and their families
 Focused on Integrated Rural Development
 Eradicated Malaria in Rajgurunagar block in 2000

Promoting renewable energy through Hybrid Energy Systems – A hybrid energy system is
installed in Bhausaheb Raut Vidyalaya (student strength: 170), Ghotawadi, Khed to meet the
electricity and water needs of the school. This renewable energy system operates on solar and
wind energy and generates 5KW electricity. The system ensures that even during extreme
weather conditions (monsoon), electricity is available in school and saves Rs. 8400 annually on
electricity bill.

Lucknow:
 Has conceptualised and delivered high impact projects (ascertained through SROI)
 Programmes under each vertical are linked withgovernment initiative/department for
greater synergy
 CSR programmes have earned goodwill of the community around

Health at your doorstep through Paramedic Stewards - More than 130 youth with basic education
were trained by Wockhardt Foundation and Tata Motors as general duty assistants. The aim of
the training is to equip them with patient care skills post which they can assist in caregiving for
elderly people and patients at homes and hospitals. This initiative has created a body of
paramedics who function as health stewards.

Pantnagar:

 Early adopters of new CSR strategy and initiators of Common Minimum Programme post
2014
 Closely works with district administration for development initiatives
 Highest volunteering engagement of employees

Women empowerment at Pantnagar - 400women from slums around the Pantnagar plant were
trained in job oriented skills by Kaushal Vikash Kendra. 52% of them belonged to SC/ST
communities and were first generation learners. This has enabled augmenting monthly income
by INR 3000. The programme is strengthened through IT enabled platforms and monitored by
personnel from ICDS.

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Mumbai:
 Works on a scale of nation-wide footprint

Leveraging technology for special coaching in BMC schools - Over 23000 Students (9th and
10th standard) across 155 Brihanmumbai Municipal Corporation schools are coached in
Mathematics, Science and English in partnership with Global Education Trust (part of Mahesh
Tutorials MT Educare). This programme is managed and monitored through a mobile application
which enables scheduling of classes and capturing real time performance.

Dharwad:
 The youngest plant to embark on CSR journey
Technology driven pedagogy through Tabs - This initiative encourages peer to peer learning in
government schools where groups of 3-4 students receive a digital tablet preloaded with
educational videos. Over 2270 students have benefited from this initiative over the last two
years. One of the partner school (Government High School Kurubagatti) achieved 100% pass
percentage in board

Sanad: Enlarging the scope of Vidyadhanam- Vidyadhanam scholarships cater to students from
the entire block. This is a joint programme run in collaboration with the Government of Gujarat

5.4. Various CSR Programmes Adopted by Tata Motors

 Aarogya: Nutrition & Health programme

Reasons for implementing it-
 Alarmingly high rate of under nutrition and child stunting among children in India
• 38% children under 5 years are affected by stunting (children too short for their age due to
lack of nutrients, suffering irreversible damage to brain capacity)
• More than half the women of reproductive age in the country suffer from anaemia
(Global Nutrition Report, 2017

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How they do it:
 Programmes to address malnutrition and undernutrition through RUTF and nutritious
breakfast
• Collaboration with ICDS and other implementing partners to hold sessions for pregnant
and lactating women
• Health awareness drives to stress on adoption of preventive measures

Palghar is known as malnutrition capital in western Maharashtra. In 2016, the tribal district
recorded 557 child deaths. Along with Prasad Chikitsa,the initiative to combat malnutrition in
Palghar has transformed the health of children in 20 anganwadis. The approach to reduce
malnutrition rate incorporates both curative and preventive measures. The curative measures
consist of Ready-to-Use-Therapeutic-Food (RUTF) for children with SAM (Severe Acute
Malnourishment). They are administered Medical Nutritional Therapy under the expert
guidance of Chota Sion Hospital. To ensure the children receive adequate care after
improvement of their health status, they are also provided with milk and multi- vitamins at
anganwadis. Health talks are held every week for adolescent girls, pregnant women and
lactating mothers. To track their progress anthropometry of children is done on regular basis
Rampur and Shiv Nagar slums that neighbour the Pantnagar plant were found to have
high number of malnourished children. To support their nutritional needs, improve health
status in the district and encourage control feeding, a day care centre was established
in collaboration with ICDS, district officials, Institute of Social Development (ISD)

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Impact of Aarogya:
Addressing malnutrition
• 89% of the malnourished children are in healthy zone
• 90% of SC/ST children are healthy
Health awareness
• Visible behavioural change in communities (health and hygiene awareness, WASH
knowledge, attitude and practises)
Preventive and curative health
 313303 lives touched
313303 lives touched

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Amrutdhara: National drinking water programme

Reason for implementing it-

 163 Million Indians lack access to safe drinking water (World Bank)
• 210 Million Indians lack access to improved sanitation
• 21% of communicable diseases are linked to unsafe water

How they implement it-

 Ensuring availability, accessibility and absorbability of water in water stressed villages
• Innovate context specific water solutions
• Instilling ownership and sustainability through community contribution

Osmanabad district falls in Marathwada region and was facing drought for the fourth
consecutive year. SMDF along with Paryay undertook the project of water conservation
by reviving the age old practices ofnalla deepening to augment the water storage capacity
of the structure. The field team selected three villages - Wagholi, Nagjarwadi and Shingoli
which faced severe water scarcity, high rate of migration, decreasing cultivable land on
one hand and willingness of villagers to pool in resources on the other hand. The team
worked to cater to immediate requirements through building and repair of existing
infrastructure, introduction of better farming practises and inputs, long term solutions
through capacity building to ensure sustainability of the projects and formation of
monitoring and maintenance committees. Nallas were deepened and the farmlands were
improved with bunds and farm ponds in the three villages for better catchment. The
villagers participated in the infrastructure development phase by shramdaan. Combination of
availability of better inputs and irrigation increased the crop yield in the villages.

Impact of Amrutdhara:
 Made water available to 2 lakh citizens spread across 413 villages
• Per capita availability is ~ 30 litres clean water/person/day (as per WHO standards)
• Distance saved to procure water is equivalent to 22 round trips from earth to moon
• Improved enrollment ratio and attendance of girls in school

 A total of 293 farmers were impacted

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Vidhyadhanam: Education &Schlorship programme

Reason for implementing it-

 Focus on ensuring universal primary education led to considerable neglect of secondary and
senior secondary education
• 47 million students drop out by standard 10th due to lack of finance and guidance
• Enrollment in class 10 is 77%, but enrollment in class 11 is only 52% (Institute for Policy
Research Studies (PRS))
• Only 53% of all 14-year-olds can read a simple text in English and 44% can perform a simple
division (National Achievement Survey (NAS) , 2014)

How they implement it-

 Intervention in the entire spectrum of education
 Financial assistance to socially & economically vulnerable students
 Support classes in Mathematics, English and Sciences
 Developing school infrastructure to foster better learning environment

Tupudang is a tribal hamlet which fares poorly across the human development
indicators. Six more such villages shared the fate of Tupudang in the East Singhbum district
of Jharkhand. Team Jamshedpur took on itself to alter the developmental landscape
across these seven villages by instituting programmes which cater to health,
education and livelihood. Improvement of educational standards was identified as the top
priority as it was found that pass percentage and enrollment ratios were low, drop out rate
among students was high, and the school had poor infrastructure. Coupled with this was
prevalence of apathy towards education in the community resulting in poor governance
at schools.To address these challenges Tata Motors adopted a holistic approach which
included instituting need based scholarships for students (especially for girls);
introduction of support classes to augment learning in English, Mathematics and Science
and improvement of school infrastructure through basic amenities like water, sanitation and
classroom furniture. Tata Motors also started night schools to encourage adult learning.
This infused interest in parents towards education. To bring in efficiency in school
management Tata Educational Excellence Programme (TEEP) was introduced. TEEP
follows a graded and time bound approach to management of schools thereby
institutionalising better management and governance practise.

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 Impact of Vidhyadhanam
 None of the schools had students dropping out which was 40% two years back
• Pass percentage of the students improved to 96%from a dismal 65%
• Enrollment for higher studies was unprecedented
• 100% Rate of enrollment in primary section and anganwadis
• 1000 SC/ST students benefitted
• 620 Adults joined adult literacy classes
• 1542 Students attended support classes
• Regular parent teacher meetings
• Installation of suggestion/complaint boxes

Tata Samarth Scholorship: Tata Samarth Scholarship is a mentorship based rolling

scholarship programme jointly instituted by Tata Motors, Tata Communications and
Tata Henderickson. The objective of this programme is to support bright young
budding engineers from economically weak and socially disadvantaged sections of the
society. Till date 100 scholars have been supported financially, imparted soft skills and
intense mentoring from the senior leadership of these companies. Of these, 54% are from
SC/ST communities and 42% are women. 3 Samarth scholars found employment at Tata Motors
upon completion of their graduate degree

Features of the Scholorship:

 Scholarship worth INR 25000/ year
 Mentoring from Senior Leadership of Tata Motors, Tata Communications and Tata Henderickson
 Inputs on soft/life skills
 Internships and projects at Tata Motors and Tata Communication

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Kaushalya: Training & Skills development programme

Reasons for implementing it-

 Only 2.3% of the workforce has received formal skills training
• More than 12 million youth between 15 and 29 years of age are expected to enter India’s
labor force every year for the next two decades
• Auto and auto component industry expected to have shortage of 35 million workers by
2022

How they implement it-

 Leveraging domain expertise in automotive trade through knowledge creation
 Resource lean approach
 Deep business connect especially at sales and services touch points
 Engaging ecosystem
 Automotive and non-automotive skilling courses
 Agricultural and allied skilling initiatives
 Entrepreneurship development

Impact of Kaushalya:
 Agriculture and allied training 1461people trained
 Auto (driving and servicing) and technical trades 93715 people skilled
 57% employment / self employment among youth trained
 54% of the placed youth belong to SC/ST communities
 Annual income of the beneficiaries increased by 1 lakh rupees
 Non- auto training3484 people skilled

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Skill Pro: Skill Pro is a unique initiative rolled out in 2015 that engages international
community members. Channel partners identify unemployed candidates for
Motor Mechanic training who are trained to develop as technically qualified professionals
with career growth options. The candidates undergo a 6-month training at the Service
Training Centre in Jamshedpur plant and earn monthly stipend. The candidates are
certified by Tata Motors upon successful completion of the training. The OJT component
of the training is taken care of by the channel partner in the home country of the candidate
and the candidates are often absorbed by the distributor in their workforce. Since 2015,
71 students (67 boys & 4 girls) from 9 countries have been trained as a part of this
programme

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Vasundhara:Nurturing the environment
Reason for Implementing it-
 Globally carbon dioxide emissions have reached record high of 40 billion tonnes
• Greenhouse gases emissions need to be reduced in order to maintain the temperature change
of 2%
• Need to promote sustainable ways of living among younger generation

How do they implement it-

 Promotion of use of renewable energy
 Environmental awareness campaigns
 Plantation drives

To sensitise future generations on environmental issues and infuse a sense of social

responsibility by adopting sustainable lifestyle an environmental olympiad was organised
in collaboration with TERRE policy. More than 125000 students took the online quiz
which was available in 5 different languages. Students from classes V to VIII participated in
the olympiad and Tata Motors collaborated with the west region team to ensure its success in
Maharashtra. To ensure greater reach an online portal was set up for registration and study
material was disseminated in 5 languages. 25000 students from Maharashtra participated in
the olympiad and 58% of them were girls. To sustain this, many schools have started eco
clubs which work on the issues of waste management, water management and reduction in
usage of plastic.

Impact of Vasundhara:
 Environment awareness 56161lives touched
 103746 Saplings planted
 85% survival of saplings planted
 90% of the saplings are local species

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Aadhar:TataMotorsstrivesforinclusivedevelopment through its affirmative action
programmes under the umbrella of Aadhar. Affirmative Action focuses specifically on dalit
and tribal communities and as a strategy it ensures 40% beneficiary coverage and
budgetary allocation from its CSR expenditure. The initiative falls under the direct purview of
the CSR committee of board and is championed by senior management across all plants.

How do they ensure increase of the tribal community employment

 Mapping diversity in workforce since 2007 through employee self declaration
• Positive discrimination through relaxation in age and marks criteria for SC/STcandidates in
workforce and apprentice programme
• To ensure higher SC/ST composition in workforce Tata Motors focuses its recruitment
drives in tribal dominated areas
• Provided with subsidised boarding and lodging facility post joining Tata Motors(for
apprentices)

Seva:Volunteering programme
The volunteering activities undertaken by employees fall under two formats - TVW and
Pro-Engage. Tata Volunteering Week refers to month long volunteering activities that
employees and their family members, retirees, channel partners, dealers and vendors
participate in. Pro-Engage is a pro bono volunteering assignment where employees
invest their professional / domain expertise to address social issue.
Pulse Polio Drive: Over 300 employees volunteered & organised an awareness drive through
cycle rally and administered polio drops at various polio centres and sub centres. They reached
3000 citizen in Pune

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5.5. Number of lives impacted by CSR

Analysis: In the year 2017-18, the lives of the individuals touched were around 6.40 Lakhs, due
to change in the strategy of the programme, and involvement of employees for awareness of
education and environment lead to the increase. Employee played a huge role, from volunteering
to tree plantation drive, from teaching awareness drives to teaching the tribal community.

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5.6. CSR Spend by Tata Motors

Analysis:In the year 2016-17, Tata Motors reported a loss of 2469 crores due to Automobile
market being down, then too the organisation donated 21.43 crores for CSR Activity. In the
previous year the CSR expenditure was 25.94 crores, even with the Net Loss of 62.30 crores.
This proves that Tata Motor is more focused towards Societial development rather than earning
profits.

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 5.7. CSR SPEND BIFURCATION IN 2017-2018

S.No. Sector in which the Project is covered Budgeted Direct* Overhead* Total
Actual
spend
1 Enhancing Skill Development 5.41 4.28 0.24 4.52
2 Promoting Education 11.89 9.92 0.51 10.43
3 Eradicating Hunger & Malnutrition 3.64 2.72 0.18 2.9
4 Ensuring environmental sustainability 1.71 1.3 0.08 1.38
5 Development projects 1 1 0 1
6 Safe Drinking water 0 0.6 0 0.6
7 Overheads & Building cost 0.7 0.59 0.01 0.6
Total 24.35 20.41 1.02 21.43
*amount in crores

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 Chapter 7
Findings

 3,76,310 peoples were healed and malnourished childrens were given proper nutrition
through Aarogya Programme

 1,01,454 students were provided educational benefits and support classes through
Vidhyadhanam Programme

 103746 sapplings were planted through Vasundhara Programme in 2018

 9704 employees participated in volunteering by investing their 45,000 hours, in which

40% were permanent employees

 40% of the CSR budget was towards promoting education to backward class

 Over 2270 students have benefited education by learning through digital tablet preloaded with
educational videos

 89% of the malnourished children are in healthy zone

 7.5 km nallas been dug and deepened with storage capacity of 25 crore litres of water through
Amrutdhara Programme

 9910 students were provided Scholarships and grants through Tata Samarth Scholorship

 1037 trainees were trained through Kaushalya Programme, in which 84% were placed &
14% opted for higher education whereas 2% started their own business

 254 tribal farmers were given Agriculture & Allied Training through Kaushalya
Programme, in which 100% farmers are engaged in fruit & mushroom cultivation, which
will enhance their income level by INR 12,000 - INR 15,000 per month by the year 2019.

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 Chapter 8
Conclusion

 Through the entire analysis & study of the CSR activity of Tata Motors it can be
concluded that Tata Motors does not focus on profit building but also in developing a
sustainable environment where they can prosper and grow

 The company engages employees for volunteering purpose, so that they could have a
sense of responsibility towards society

 Tata Motors is one of the firm which is responsible for the growth and development of
rural and backward class in India

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 Website Reference

http://shodhganga.inflibnet.ac.in/bitstream/10603/46065/13/13_chapter%202.pdf

http://indianresearchjournals.com/pdf/IJSSIR/2013/June/4.pdf

https://www.tatamotors.com/corporate-social-responsibility/

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