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Corporate
Social
Responsibility
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TATA MEMORIAL
HOSPITALUNIVERSITY OF MUMBAI
Submitted to:
Prof. Dr. Shankaran Kutty
Submitted by:
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ADITI DILIP KADAM (36)
MMS 1A
CERTIFICATE
This is to certify that __________________________________ has
Successfully completed the project work as a part of academic fulfillmentof Master of Management Studies (MMS) Semester I Examination.
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________________________________
Name and Signature of Project Guide
Date: _________
CORPORATE SOCIALRESPONSIBILITY OF
TATA MEMORIAL
HOSPITAL
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Acknowledgement
I wish to express my deep sense of
gratitude to ProfDr. Shankaran Kuttysir for
his valuable guidance and constant
encouragement during the course of our
project work. I would also like to thank all
teaching & non teaching staff of babasaheb
gawde institute of management studies.
I thank the officials & staff of Tata Memorial
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Hospital & TAMUK for giving us access oftheir data.
For their assistance extended to me fordata collection work.
Date : 2nd Jan 2010
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Table of ContentsContentPage .noChapter 1
What is social responsibility 8Importance of CSR9-12Need of CSR 13-20Scope of CSR21-27Our contribution28Chapter 2TATAS SOCIAL RESPONSIBILITY29-31
Tata Family32Organization information33PERSONNEL INFORMATION 34Chapter 3
Tata Memorial Hospital
Overview of organization35-37 Hospital Ethics Committee38-40
Chapter 4Why Tata Memorial Hospital 41Corporate social responsibility of Tata memorial hospital
42-49
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Tata Annapurna Mahila Udyog Kendra50-55
Chapter5
Conclusion
56My experience57Bibliography58
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WHAT IS CORPORATE SOCIALRESPONSIBILITY?
Every company harms the environment!(Just as an individual does)
CORPORATE SOCIAL RESPONSIBILITY is thus only about twoaspects:
1)REDUCING NEGATIVE EFFECTS:Steps taken by a
company toneutralize, minimize or offset the harmful effects caused byits processes
and product usage.
2)INCREASING POSITIVE CONTRIBUTION:Further steps
takenusing its resources, core competence, skills, location andfunds for the
benefit of people, society and the environment at large.
WHY CORPORATE SOCIAL RESPONSIBILITY?
Values - Not only wealth creation but also for the well-being of the
Communities.
Strategy - Being more socially responsible is importantfor the
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strategic development of a company.
Social Pressure - from media, the state and otherpublic bodies to become more socially responsible.
Importance of CSR in different sector
There have been increased demands from employees,
customers and government bodies for businesses to be
more open about their activities and that they reach and
maintain acceptable standards in their business
practice. For employers, CSR is now seen as an
important way to increase competitive advantage,
protect and raise brand awareness and build trustwith customers and employees.
Corporate social responsibility is necessarily
an evolving term that does not have a standard
definition or a fully recognized set of specific criteria.
With the understanding that businesses play a key
role on job and wealth creation in society, Corporate
Social Responsibility is generally understood to be
the way a company achieves a balance or integration
of economic, environmental, and social imperatives
while at the same time addressing shareholder and
stakeholder expectations. Corporate Social
Responsibility is generally accepted as applying to
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firms wherever they operate in the domestic and
global economy. The way businesses engage/involve
the shareholders, employees, customers, suppliers,
governments, non-governmental organizations,
international organizations, and other stakeholders is
usually a key feature of the concept. While business
compliance with laws and regulations on social,
environmental and economic objectives set
the official level of Corporate Social Responsibility
performance, Corporate Social Responsibility is often
understood as involving the private sector
commitments and activities that extend beyond this
foundation of compliance with laws.
From a progressive business perspective,
Corporate Social Responsibility usually involves
focusing on new opportunities as a way to respond to
interrelated economic, societal and environmental
demands in the marketplace. Many firms believe
that this focus provides a clear competitive
advantage and stimulates corporate innovation.
Corporate Social Responsibility is generally seen
as the business contribution to sustainable
development which has been defined as
"development that meets the needs of the present
without compromising the ability of future
generations to meet their own needs", and is
generally understood as focusing on how to achieve
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the integration of economic, environmental, and
social imperatives. Corporate Social Responsibility
also overlaps and often is synonymous with many
features of other related concepts such as corporate
sustainability, corporate accountability, corporate
responsibility, corporate citizenship, corporate
stewardship, etc..
Corporate Social Responsibility
commitments and activities typically address aspectsof a firm's behaviour (including its policies and
practices) with respect to such key elements as;
health and safety, environmental protection, human
rights, human resource management practices,
corporate governance, community development, and
consumer protection, labour protection, supplier
relations, business ethics, and stakeholder rights.
Corporations are motivated to involve
stakeholders in their decision-making and to address
societal challenges because today's stakeholders are
increasingly aware of the importance and impact of
corporate decisions upon society and the
environment. The stakeholders can reward or punish
corporations. Corporations can be motivated to
change their corporate behaviour in response to the
business case which a Corporate Social Responsibility
approach potentially promises. This includes:
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1. Stronger financial performance and profitability
(e.g. through eco-efficiency),
2. Improved accountability to and assessments
from the investment community,
3. Enhanced employee commitment,
4. Decreased vulnerability through stronger
relationships with communities, and improved
reputation and branding.
IN SHORT IMPORTANCE OF CORPORATESOCIAL RESPONSIBILITY IN THE CORPORATE WORLD
A good reputation makes it easier to recruitemployees.
Employees may stay longer, reducing the costsand disruption of
recruitment and retraining.
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Employees are better motivated and moreproductive.
CSR helps to ensure you comply with regulatoryrequirements.
Activities such as involvement with the localcommunity are ideal
Opportunities to generate positive press coverage.
Good relationships with local authorities makedoing business
easier.
Understanding the wider impact of business canhelp the business
to develop new products and services.
CSR can make industries more competitiveand reduces the risk
Of sudden damage to your reputation (and sales).Investors
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recognise this and are more willing to finance you.
Need of CSR
It is difficult to concede if CSR may is
purely driven by the intentions of corporate members
to exert ethical conduct or is it a distraction and/or
opportunity to over shadow or distracts society and
consumer perception based on the amoral standing
of an organization. Examining some of the following
drivers may provide some answer to the principles.
1. ETHICAL CONSUMERISM
Ethical consumerism can certainly be
linked in shaping the methodologies of corporate
processes and responsibility. The population has
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significantly increased in the last two decades
placing great pressure on the resources required to
meet the demands (Grace and Cohen 2005, 147).
Technology has provided many new tools and
resources that meet human needs. Industrialization
in many third world countries is booming as a result
of technology, in turn fuelling globalizations.
Consumers are well aware of the risk associated with
global warming and climate change however the
correlation between what they buy and their day to
day needs have no relevance. Society as a whole are
aware of the CSR, but the on a day to day level fail to
act on belief or relate to something that is intangible,
and invisible. Consumers relate to brands and not
corporations (Centaur Communications Ltd 2007).
Examples are the number of people who still
purchase Nike apparel when it is publicly known that
third world nations are exploited in producing these
goods. Resource industries continue to profits from
mining of natural resources while the R&D on newer,
cleaner technology has a far less focus given the
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environmental concerns even though evidence
suggest that such technology will mean a
competitive advantage (Fields 2002).
2. GLOBALIZATION AND MARKET
FORCES
There are major challenges in todays
corporate arena that impose limitations to the growth
and potential profits of an organization. Government
restriction, tariffs, globalization, environmentally
sensitive areas and exploitation are problems that
are costing millions of dollars for organization. It may
be apparent that in some cases, ethical implications
are simply a costly hindrance that potentially forces
businesses to finding alternative means to shift
viewpoints. It is certainly a potential strategic tactic
to gain public support to sustain a competitive
advantage. There is no doubting that social
contributions provides a subconscious level of
advertising that suggest that profit targeting may be
the purpose and questions the ethical marketing
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techniques (Fry, Keim, Mieners 1986, 105)
Globalization is certainly making it difficult for
competition and many organizations are
merging/acquiring other businesses with competitive
and alternative core competencies. This not only
prolongs sustainability but enables transition to other
business landscapes that are subject to or limited in
terms of complex cultural differences and laws. The
ability to claim on one hand, to support communities
in need of assistance and development, while on the
other hand, providing jobs and opportunity for third
world employees that virtually earn $1.00 if that, for
every $100 dollars profited. Further to this,
employment conditions are far worst compared to an
average workplace of a 1st world nation (The
Corporation 2006) The implications could be further
interrogated to suggest that somewhere in a
corporate home nation, employees of that nation
would have lost their jobs to lower paid workers in a
foreign land.
3. SOCIAL AWARENESS AND EDUCATION
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There is highly visible change in
behavior among corporate stakeholders as a result of
high publicity on environmental and human right
movements in present times. With global warming,
and corporate behavior so publicly available to
broadcast, there appears to be a trend in social
behavior slowly changing from an individualistic
mindset to a more holistic and collective reasoning.
The Kyoto Protocol is an example of societies coming
together and seeing the need for change on a global
level (Bulkeley 2001). Peer pressure from society is
paving the way business is conducted. Through
education and dialogues the development of
community in holding businesses responsible for
their actions is growing (Roux 2007). Unlike the past,
the public has taken a significant shift in holding
businesses responsible for their actions. This in turn
causes businesses to satisfy their customers needs.
This view is also shared by Bansal and Roth (Bansal
and Roth 2000). Amoral attitudes and behavior are
unaccepted by consumers who have the potential to
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impact the sustainability of the organization (Fields
2002, A143).
4. CORPORATE BEHAVIOR AND
CULTURE
Another driver changing the behavior
and culture of employees is credited to ethics
training. The aim of such activities is to help
employees make ethical decisions when the answers
are unclear. Organizations believe the rewards are
demonstrated in the loyalty and pride employees
hold towards the organization. This also equates to
reducing the likelihood of dirty hands (Grace and
Cohen 2005), fines and damaged reputations for
breaching laws or moral norms. Caterpillar and Best
Buys are examples of organizations that have taken
such steps (Thilmany 2007). Tullberg believes that
humans are built with the capacity to cheat and
manipulate a view taken from (Trivers 1971, 1985),
hence the need for learning normative values and
rules in human behavior (Tullberg 1996).
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5. GOVERNMENT LAWS AND REGULAT
Another plausible driver of CSR is by independent
mediators to ensure that corporate goals dont harm or
disadvantage anyone or environment. This remark
supported by Friedman feels demonstrates that
governments themselves should set the agenda for social
responsibility by the way of laws and regulation that will
allow a business to conduct themselves without
disadvantage or degradation. In many instances separate
organizational bodies are established to administer the
workings of fair-trading on a local and global front. The
issues surrounding government regulations poses some
problems; the first, regulation in itself is unable to cover
every aspect of detail in a corporations process. This
leads to the argument and interpretation of the law and
the debatable grey areas (Sacconi 2004). General
Electric is an example of a corporation that has failed to
clean up the Hudson River after contaminating it with
organic pollutants. They continue to argue via the legal
process on the decisions of liability, while the cleanup
remains stagnant. (Sullivan & Schiafo 2005). The second
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issue is the financial burden this places on an economy if
such a corporation contributed significantly to the nations
economy. This view shared by Bulkeley, who identifies the
Australian Federal Governments actions to not comply
with Kyoto in 1997, on the concerns of economic loss and
national interest especially relating to the energy and
resources industries. Signing the Kyoto pack would have
caused significant economic losses than any other OECD
nation (Bulkeley 2001, pg 436). The Bush administration is
another government body, who is opposed to regulatory
measures along with resistance from many big US
businesses who think alike. The burden and inconvenience
to stakeholder are unjustified (Fialka 2006).
5. Consequences and Events
Unfortunately many consequential
events are a reason why CSR policies become
evident. One of the most active stands against
environmental management is the CERES Principle
that eventuated after the Exxon Valdez incident in
Alaska in 1989 (Grace and Cohen 2006). Many highly
media publicized incidents have resulted in ethical
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and social responsibility by corporations to rectify the
problems. The lead poisoning paint used by toy giant
Mattel saw a recall of millions of toys globally,
initiating new risk management and quality control
processes. Mageline Metals in the West Australian
town of Esperance was responsible for lead
contamination killing thousands of birds in the area.
The immediate cease of business and the cleanup
was executed along with independent regulatory
bodies called to provide assistance and assessment
of the impacts
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SCOPE OF CSR
Various CSR studies and surveys indicate that
the most important reason to undertake CSR
initiatives is to be a good corporate citizen. This, they
believe, can be achieved by discharging their
responsibilities through carrying out philanthropic
activities around their operational sites. Such
initiatives essentially help companies to improve
their relationship with local communities, build a
good public image and thus improve the brand value
of companies over competitors. For some companies
the compliance with the legislation is the driving
factor whereas some old and large companies do
maintain that philosophy of the founders is the
guiding factor for companies to undertake CSR
initiatives. Though a large range of factors drives CSR
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initiatives of companies, I would put all of them into
following three major categories and term them as
underlying drivers for corporate to take up CSR:
a. To have Social License to operate business
b. To mitigate reputation and operational risks
c. To ensure higher sales volume
Underlying principle that companies
follow for addressing CSR and the CSRmovement start level
Sustainable business is the only underlyingprinciple for companies to follow CSR. Howeverdifferent companies might have different principles.
The history of CSR is as old as business is. With
times, the scope and magnitude of it have changed.
Therefore no particular place or region can be said as
the birthplace of CSR. However, the recent history
goes back to the seventeenth century when excesses
of the East India Company were commonly
expressed. The tradition of benevolent capitalism is
as old as over 150 years. Some Quakers, such as
Barclays and Cadbury; socialists such as Engels and
Morris practiced value based and socially responsible
business. In 1790s, the England witnessed the first
large scale consumer boycott over the issue of slave
harvested sugar which finally forced importer to have
free-labour sourcing. In India, JN Tata in the
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beginning of 1900 wrote to his sons to pay back to
society., the values which resulted in to several
ethical, social and environmental practices that got
well integrated into business culture in Tatas a
brand name known for its social responsibility.
Common agendas and programmes
covered under CSR initiatives.
The program under CSR flows from the factorthat drives company into CSR. However, the
philanthropic mode of CSR dominates and therefore
companies prefer to contribute to welfare programs
under health, education and relief mostly. I would
rather be critical saying that the philanthropic
activities are even non- strategic as companies havefailed to achieve human development goals even in
their spheres of influence. The stakeholders model of
CSR, which overarches workplace issues, Human
rights issues, customers expectations and
aspirations, suppliers issues, environment and etc,
has still far way to go in India. The meaning and
scope of CSR initiatives in the country is limited to
dealing with community as the only stakeholder,
which is of course a voluntary action but driven
mostly by business needs. Otherwise, programs
dealing with other stakeholders are limited to
compliance and hardly have companies been seen
taking voluntary and proactive actions on those
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counts.
As regards corporate partnering with NGOs,
PiCs survey indicates that 16% companies had
worked in partnership with NGOs. Companies like to
make cash donations mostly. But, there are
companies have their own institutions foundations/
trusts. Alternatively, Companies get their CSR
programme implemented through their internal
functions like HR and Corp Communication, which I
would like to suggest corporate that they should hire
CSR experts by creating separate division of CSR. I
dont mean to do marketing of social experts but it is
essential for corporate to understand that CSR is a
different and very specialized function and can not
be treated as sub function. Most companies fail to
produce impacts of CSR just because the approaches
undertaken by HR/Corp Comm. are always different
from what a CSR expert would have initiated.
Partnership is the key to the success and
sustainability of CSR and therefore public-private
people partnership should be given more stress.
Common funding mechanism for CSR
initiatives
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There is no established mechanism for
committing resources. It again depends on how well
CSR is integrated as a part of business processes.
Since the philanthropic activity is meant as CSR,
companies allocate some budget for the community
development programs. It is not the strategic
giving, rather, is more of a fair weather approach
depending mostly on the financial performance of the
company or you can call it profit.
What I wish to emphasize on is that companies
first have to institutionalize CSR as a core business
practice. If it is done so, then resources for CSR are
committed as a part of the revenues and not a part
of the profit. This mechanism is more sustainable as
it goes with the business. Resources for CSR as part
of the profit are always a risky proportion.
Payroll contribution is related to employee
voluntarism. Charity Aid Foundation has been
promoting this as Give As You Earn and as a result
companies such as Price Waterhouse Coopers and
Glaxo SmithKline in India have provided opportunities
to their employees to support their chosen charitable
causes.
CSR in building a socially sensitive brand
for an enterprise
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______________________________________________________
___________________
Nike suffered the consumer boycott of its
products in the mid -90s. It learnt from their mistakes
and attacks from NGOs and today it has emerged as
one of the most progressive global corporations as it
improved its CSR practices and integrated it as one
of their core business practices. Nike is a brand
today. Another example, Exxon Mobil, decided to
fight the environmental movement, faces on going
NGOs severe criticism, consumer boycotts just
because it failed to recognize the wider importance
of CSR as a corporate strategy. There are several
examples as to how CSR has helped companies
improve their brand image over its competitors. The
best example in India is Tatas a brand known for its
values principles and practices that have made this
group sustain in the business for almost over a
century.
Allegations of CSR being a face saving
mechanism for corporate misdeeds______________________________________________________
_________________
There cannot be a second argument that CSR,
over a period of time, has been instrumental making
sustainable business. CSR is a dynamic business
process that mitigates the concerns and aspirations
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of stakeholders. This form of CSR certainly does not
leave any scope for any controversies or challenges
for business. However, CSR in its limited form, using
this as instrument only towards mitigating business
challenges in short term does not long last and
therefore be dissuaded. Such an approach even
cannot help companies in face saving. There are
extractive companies active in India and Africa, who
despite having their well laid out CSR policies at the
group level failed to deliver the same intent locally.
They are working with conviction that doing CSR in
form of community development initiatives will save
their misdeed in terms of Human rights abuse, poor
work-place practices, environmental violations and
corruption bribery. No, it is their mis-belief. It is
therefore these companies have continuously been
facing threats from different stakeholders.
Future of CSR initiative______________________________________________________
___________________
In a globalising world where companies are
increasingly relying on brand strength to add value
and product differentiation, and where NGO-driven
consumer activism is increasing, role of CSR will be
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inevitable as it makes good business sense. Malcom-
Baldrige and EFQM models of Business Excellence
have already positioned CSR as one of the core
business processes. Companies following these
models have to integrate CSR in to their business
culture. Still, CSR is in evolving process and therefore
there is no uniformity in understanding and
approach. This has been understood and articulated
differently continent to continent; country to
country; companies to companies and even
individually therefore I foresee a huge scope of CSR
in future.
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OUR CONTRIBUTION AS A HUMAN BEING
TO CORPORATE SOCIAL RESPONSIBILITY______________________________________________________
_______________
Be a responsible citizen Please driveslowly and safely.
Say No to Child Labour.
Save every drop of water today, to live and let
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live tomorrows generations.
Stop smoking in public places.
Help to reduce Global Warming.
TATAS SOCIAL RESPONSIBILITY
TOWARDS THE SOCIETY_____________________________________________________________________
Long before the establishment of the Rockefeller andCarnegie Trusts, as early as 1892, Jamsetji Tataestablished the JN Tata Endowment Scheme toprovide higher education for deserving Indians. Sincethen 3,500 Tata scholarships have been awarded,
including to President KR Narayan and Dr RajaRamanna. Before the dawn of the 20th century,
Jamsetji had already introduced accidentcompensation for his textile workers, something thenunheard of, and he said, "We do not claim to be moreunselfish, more generous or more philanthropic thanother people. But we think we started on sound andstraightforward business principles, considering theinterests of the shareholders our own, and the health
and welfare of the employees the sure foundation ofour prosperity."
Those who followed Jamsetji have built on the legacythey inherited. His son, Dorab, even went to theextent of inviting well-known socialists Sydney andBeatrice Webb to Jamshedpur in 1917 to organize themedical services of Tata Steel. Through the 1940s,several philanthropic trusts were set up Trusts that
have given to the nation a host of pioneeringinstitutions IISc, TIFR, TISS, Tata Memorial
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Hospital, TERI and NCPA. Most of these are nownational institutions.
Indeed, JRD Tata was very conscious that the social
responsibility of his companies should not be left toindividuals; it should be institutionalized. The trustsare only one instance of that. Therefore, in the1970s, the Articles of Association of the major Tatacompanies were formally amended to read that the"company shall be mindful of its social and moralresponsibilities to the consumers, employees,shareholders, society and the local community".Companies commit themselves to their social
expenditure in their business plans and this outlay issacrosanct. In the last few years, when businessconditions have been difficult, this has gone up fromRs 52 crore in 1995-96 to Rs 169 crore in 2002-03.
This is apart from what the Trusts do, which is quiteindependent of the companies.
The Group institutionalized its social responsibilitycharter further when it included a clause on this inthe Code of Conduct, by which companies have toactively assist in improving the quality of life in thecommunities in which they operate. In recent years,the Tata Council for Community Initiatives wascreated to give the Group's community activitiesgreater focus and cohesion. Yet another institution isthe Tata Relief Committee standing groups ofvolunteers for disaster relief, which operate out of
Jamshedpur and Mumbai. There are heroic storiesabout the work done by these volunteers for the
victims of the Koyna earthquake, the 1999 Orissacyclone, and later for the victims of the Bhujearthquake.
From my perspective, the most salient experiencewas the Group's approach after the Kargil war in1999. The Group's cash collection was perhaps thelargest from any business group, Rs 12 crore. But Iwas personally struck by the natural sincerity of
purpose that drove the whole effort. Considerable topmanagement time was invested to assure that the
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money it collected would not just vanish into somelarge pool where it may be less than optimallyutilized. So the Group worked closely with the Armyto understand the real needs of war victims and their
families what finally emerged was a Tata DefenseWelfare Corpus, which is now being administered bya committee comprising both Tata and Defiancepeople.
The Tata Group and the Army jointly decided thathelp would be provided to victims of not just theKargil War, for whom a fair quantity had already beencollected, but for the families of the victims of all
conflicts since 1972. It was also decided that thecorpus would focus its financing on education andrehabilitation anything that would ensure alivelihood. Five years down the road, everything is inplace and the disbursals have begun, and willundoubtedly go on for a long, long time. The numberof beneficiaries of this scheme by now aggregates178 individuals.
But social responsibility, as we know, is not justabout coming to the aid of those hit by disaster: it isengaging with and solving society's most pressingcurrent problems, like illiteracy. A few years ago,some of the finest minds in Tata Consultancy, led bythe redoubtable FC Kohli, bent their minds to theissue of how they could leverage technology to makea dent in the problem of illiteracy. The problem wasthat, while literacy was growing at the rate of 1 percent per annum, the population was growing at the
rate of 2 per cent. Even if the rate of growth of bothindices remained constant, total literacy would be adistant dream. However, if the rate of growth ofliteracy by some miracle could be stepped up 10times, then the backlog of illiteracy could be wipedout within our lifetime.
The National Literacy Mission, the Tata Consultancyteam recognized, had done very good work. But it
was doing two things which could perhaps beimproved: it was insisting on teaching the illiterate
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how to write and we all know how much moredaunting writing is, compared to reading andspeaking. And it was going from alphabets to words which is how we are all taught in schools. After six
months of study, they came out with a package thatwould go from words to alphabets and would makeadults functional literates able to readnewspapers, shop signs, bus numbers through acomputer-aided programmed of 30-45 hours oflearning.
This programmed is currently being implemented insome 40 villages in Guntur district. The package hasnow also been taken by the Madhya Pradesh
government, which intends to adapt it in over 600centers from July onwards. A TV version of thelessons has been created, with the help of Siticable,which is being telecast every night for one hour inGuntur district. It's been found that the TV versionworks just as well as the computer version. SomeNRIs have been so inspired that they have committedto financing 200,000 machines every year for theprogrammed. Today the project is up and running
and it has helped more than 20,000 people learn themost basic of the three Rs
TATA FAMILY
The Tatas are a wealthy Parsi family in India.Originally a priestly family in Navsari, they have beenactive in industry and philanthropy since the
http://en.wikipedia.org/wiki/Parsi_peoplehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Navsarihttp://en.wikipedia.org/wiki/Parsi_peoplehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Navsari8/8/2019 TATA_FINAL 111 23[1]
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nineteenth century. TheTata Group, founded byJamsetji Tata, is one of the largest private employersin India. Other prominent members of the familyinclude Dorabji Tata,J.R.D. Tata and Ratan Tata.
PROMINENT MEMBERS:
Jamsedji Nusserwanji Tata, known as thefather of Indian industry
Dorabji Tata, Indian industrialist andphilanthropist
J. R. D. Tata, Indian pioneer aviator and
founder of Tata Airlines
Ratan Tata, present chairman of the TataGroup
Simone Naval Tata, chairperson ofTrent
http://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorabji_Tatahttp://en.wikipedia.org/wiki/J.R.D._Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorabji_Tatahttp://en.wikipedia.org/wiki/J._R._D._Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Simone_Tatahttp://en.wikipedia.org/wiki/Trent_(Westside)http://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorabji_Tatahttp://en.wikipedia.org/wiki/J.R.D._Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorabji_Tatahttp://en.wikipedia.org/wiki/J._R._D._Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Simone_Tatahttp://en.wikipedia.org/wiki/Trent_(Westside)8/8/2019 TATA_FINAL 111 23[1]
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CANCER IS CURABLE, IF DETECTED EARLY
ORGANISATION INFORMATION
Areas of business : HealthCare
Subsidiary companies : Nil
Awards : Globalaward for fighting Cancer
Community initiatives :Cancer detection camps, exhibition andlectures on the ill effects of tobacco, cancerawareness programme for school children andschool personnel, Clinic based and communitybased opportunistic screening programmes forcommon cancers etc. are regularly conducted.
66 Blood donation camps were arranged duringthe year 2002.
Contact details :Tata Memorial Centre,
TataMemorial Hospital,
Dr.Earnest Borges Marg,
Parel,
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Mumbai 400 012
PERSONNEL INFORMATION
Board of Directors
CEO/MD : Dr. K.A.Dinshaw,
Director, Tata Memorial Centre
CAO : Mr. T. Anbumani,Chief Administrative Officer
CFO : Mr. N.C.N. Moorthy,Offg. Joint Controller
Head of HR : Mr. K.
Subramanian,Human Resource Development Officer
Head of Communications : Mr. T.K. Ghosh,Head, Information Technology
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Overview of Organization
In 1932, when Lady Meherbai Tata died of leukemia,
after treatment abroad, Sir Dorabaji Tata was
determined to establish facilities for the treatment of
Cancer in India. Unfortunately Sir Dorabaji also died
in 1932. However, the Trustees of the Sir Dorabji
Tata Trust, after consultations with outstanding
Cancer specialists committed themselves in 1935 to
establishing a cancer centre. Out of this
humanitarian concept was born the nucleus of a
Hospital, in 1941, called the Tata Memorial
Hospital.
The Tata Memorial Hospital was initially
commissioned on 28 February 1941 with 80 beds and
was managed by the Sir Dorabji Tata Trust from 1941
to 1957.The Trustees of the Sir Dorabji Tata Trust
being desirous of dedicating the hospital to the
nation with all its assets requested the Govt. of India
to take over the control and management of the
hospital with effect from 1.4.1957. The Government
of India agreed to manage it at the + ir own
expenses on the terms and conditions set forth in an
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agreement dated 4th February 1957. Accordingly, the
Ministry of Health took over the Hospital.
In the year 1952, the Indian Cancer Research Centre
(ICRC), now called Cancer Research (CRI) was set up
at the same premises by the Govt. of India in
collaboration with the Trustees of Sir Dorabji Tata
Trust for basic research in Cancer.
The administrative control of the Tata Memorial
Hospital and the Indian Cancer Research Centre was
transferred from the Ministry of Health to the
Department of Atomic Energy with effect from
1.2.1962 due to the role that radiation would play in
cancer treatment and because a strong base existed
in BARC in allied areas of Health Physics and
Radiation Protection. The Tata Memorial Hospital and
Indian Cancer Research Centre were amalgamated
into one body called the Tata Memorial Centre with
effect from 6.1.1966, with a mandate for Service,
Education and Research in Cancer. Tata Memorial
Centre is a grant-in-aid institution under the
administrative control of the Department of Atomic
Energy.
The Tata Memorial Centre was registered under the
Societies Registration Act (1860) on April 22, 1988
and the Mumbai Public Trust Act (1950) on June 28,
1988.
The progressive policies of the Dept. of Atomic
Energy and infusion of funds have kept the Tata
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Memorial Centre in the forefront of research,
treatment and education in cancer in India. The
number of beds has grown from 80 in 1941 to 565 in
2005. The area occupied by the TMC including
Golden Jubilee Block, Service Block and ACTREC is
84,812 sq. mtrs. As against 15,363 sq. meters. In
1941. The annual budget was Rs.5.00 lakhs in 1941
today it runs close to Rs.120 crores.
The Hospital is a comprehensive cancer patient care
centre of international reputation where about
38,000 patients visit every year from all over India
and neighbouring countries. About 1,000 patients
attend the OPD daily for medical advice,
comprehensive care or for follow up treatment.
About 70% of the patients are treated free of
charge.
The Tata Memorial Hospital was the first Centre in
the country to initiate Bone Marrow Transplant in
1983. This has been possible due to better total
supportive care using better antibiotics, nutritional,
blood transfusion support, nursing and other areas.
Tata Memorial Hospital has set up a Tissue Bank,
which is unique, and only ISO, 9001:2000 certified
Tissue Bank in the country. The Tissue Bank collects
normal tissues from cadavers from different hospitals
in Mumbai and these tissues are then processed,
irradiated and preserved in sterile packs.
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A Digital Library was set up in the year 2000, which
collects information in the form of books, compact
discs, journals and e-journals in the field of Oncology
and covers all subject streams and facilities
necessary for the hospital. The Library has been
completely automated and for this it has library
management software customized to its needs.
On March 30, 2002 the Advanced Centre for
Treatment, Research and Education in Cancer
(ACTREC) was commissioned in the new campus in
Kharghar with the relocation of the Cancer Research
Institute. The Clinical Research Centre was
subsequently inaugurated on March 30, 2005
completing the project ACTREC.
They also have their CONSITITUTION OF HOSPITAL
ETHICS COMMITTEE which helps to give the
information about ethical issues in society. And help
to create the awareness about importance of ethics.
The Hospital Ethics Committee is constituted by theauthority vested in the Director Tata Memorial Centre
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by the Governing Council of the Tata MemorialCentre.
The Hospital Ethics Committee of Tata Memorial
Centre was established in 1996 to function inaccordance with ICH and GCP guidelines and thoselaid down in the Ethical Guidelines for BiomedicalResearch on Human Subjects by Indian Council ofMedical Research New Delhi.
PURPOSE
The HEC was established to formalize and specify theInstitution's commitment to promotion of high ethicalstandards in patient care, professional education andclinical research, community interests.
The mission of the HEC is to provide amultidisciplinary forum for the analysis anddiscussion of ethical standards effecting TataMemorial Centre in all its activities. This mission isfulfilled through the Committee's advisory,educational, policy development, and service
functions.
The HEC, through its delegated sub-committees andtask forces, is charged with assisting the Institution inconducting its patient care and operations within aconsistent ethical framework and in the integration ofethical values into practice, policy, relationships, andorganizational activities.
Mandate
The purpose of the IEC is to cultivate a pluralistic anddemocratic exchange of ethical values and concernsand to critically analyze that discussion foropportunities to enhance the ethical integrity of theInstitution.
HEC has responsibility within the
institution for the following objectives:
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To ensure the competent review and evaluation of allethical aspects of the research project received, to ensurecompliance with the appropriate laws and safe guardwelfare of subjects
Patient care services Clinical ethics consultation Education of professional, administrative, andsupport staff about ethical issues Continuing education and training programs thatassure that HEC members are qualified to perform theirspecific duties within the HEC.
COMPOSITION
The HEC is composed of a Chairperson, a Secretary,and 15-20 active members who represent anappropriate balance of professional, ethical, legal,cultural, educational, and community interests. Themembers will be selected to have an equitablerepresentation of all specialties in the institution. Itincludes scientists, clinicians, members of thecommunity, a lawyer /expert in ethics, a social
worker.
There will be adequate representation of age,gender, community, etc. in the Committee to safeguardthe interests and welfare of all sections of the community /society. Members should be aware of local, social andcultural norms, as this is the most important social controlmechanism. The committee will comprise a diverse working groupwithout any gender bias.
The following qualities are sought in HECmembers:
interest and motivation, commitment and availability, experience or education, respect for divergent opinions,
interest in committee work, integrity, and
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diplomacy.
The Hospital Ethics Committee can have as itsmembers, individuals from other institutions or
communities if required. If required, subject expertscould be invited to offer their views, for example fordrug trials a clinical pharmacologist, may beincluded.
The Chairperson of the Committee will necessarily bea person of stature with a scientific slant andadequate familiarity with the principles of ethics andrelated issues. He/she will preferably be from outside
the Institution to maintain the independence of theCommittee. The Member Secretary will belong toTMC to conduct the business of the Committee.
The composition may be as follows:-
1. Chairperson2. 1-2 basic medical scientists.3. 1-2 clinicians from each specialty4. One legal expert or retired judge5. One social scientist / representative of non-governmental voluntary agency6. One philosopher / ethicist / theologian7. One lay person from the community8. Member Secretary
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Why Tata Memorial Hospital?
The Tata Memorial Centre is not just India's
best cancer hospital. It is a global centre of
excellence where 70 per cent of patients get free
primary care. About 10 to 12 million people the world
over suffer from cancer. Almost 52 per cent of them
are from developing countries. In India 800,000 are
diagnosed with this dreaded disease every day. At
any given time there are 2.5 million old and new
patients. If you think this is bad news, there's worse
to come. By 2020 the number of patients globally will
shoot up to 20 million, and 72 per cent of them will
be from the third world. Is India geared for this
future? Not at all, says Dr Ketayun Dinshaw, director,
Tata Memorial Centre (TMC), adding, "We need a
Tata Memorial Hospital in every state." She says it
was extraordinary vision which made the Tatas set
up a specialty cancer centre at a time when there
were only a handful of them in the world. Today TMC
treats one-third of the cancer patients in the country.
Because of this I selected this organization for
my project for the sole reason that the name itself
reflects CSR. All the activities done by the hospital
comes under CSR. When I started collecting more
information about their work, I come to know that I
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was on a right path. Tata Memorial Hospital is not
only indulged in a various social activities but also
providing support to other organization for serving
the society.
SOME OF THE MAJOR AREAS IN WHICH TATA
MEMORIAL HOSPITAL IS WORKING FOR BENEFIT OF
THE SOCIETY:
1] HEALTH CARE: [PATIENT CARE]
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Tata Memorial Hospital is not making any kind
of profit through treatment of patients. Every
year nearly 38,000 new patients visit the clinics from
all over India and neighboring countries. Nearly
60% of these cancer patients receive primary
care at the Hospital of which over 70% are
treated almost free of any charges. Over 1000
patients attend the OPD daily for medical advice,
comprehensive care or for follow-up treatment.
During the year 2004, over 22000 new cases were
registered in addition to over 11000 Referral Cards
issued for only special investigations.
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Nearly 8500 major operations are performed
annually and 5000 patients treated with
Radiotherapy and Chemotherapy annually in multi-
disciplinary programmes delivering established
treatments. At the TATA MEMORIAL HOSPITAL,
Evidence Based Medicine is the keystone of our
Endeavour. Apart from the patient care and service,
clinical research programmes and randomized trials
contribute increasingly to improved delivery of care
and highest standards of work ethics.
Supportive care in the form of total rehabilitation and
counseling of patients is widely recognized to be very
important aspects of therapy. Excellent work has
been carried out in areas of rehabilitation,
physiotherapy, occupational therapy, speech
therapy, psychology and medical social work
that also at free of cost or at very minimum
cost.
2] Tata Memorial Hospital makes greetingcards and calendars with drawings by
terminally ill children:
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3] Femina White Ribbon Initiative
Femina Miss India beauty pageant who transcendsinto the final phase, the
20 gorgeous finalists launched a commendable and
classic nationwidecampaign to throw light on the myths surroundingcancer, called Femina
White Ribbon Initiative.The campaign is a combined CSR led initiative
supported by three powerful bodies Femina, Tata
Memorial Hospital (TMH) and Nargis Dutt
Foundation (NGF).
And the funds collected from the sponserors
will again be used for the treatment of cancer
patients in Tata Memorial Hospital.
It will focus on the importance of early detection and
prevention and curability of cancer if discovered well
in advance. This initiative will comprise of a series of
informatory articles on prevention, detection and
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management of cancer in the forthcoming issues of
Femina magazine, several Mumbai-based events/
awareness campaigns to sensitize the Indian citizens
about cancer, fundraising by NGF to support the
treatment of underprivileged patients and research
on cancer at Tata Memorial Hospital.
The emotive moment of the afternoon was a fashion
show put together by the 20 Miss India 2009
contestants who walked the ramp hand in hand with
the cancer-affected children. Post the fashion show,
each child was crowned and sashed as a Femina
Little Princess.
For the Miss India contestants, this benevolent act
was just the beginning of their social mission of
lending a helping hand towards the needy and
engaging themselves in crucial social issues affecting
our societys growth.
To bring a broadened smile to the faces of children
further, Walt Disney India organized a movie
screening for the 150 children which indeed made
their day!
As a part of the Femina White Ribbon Initiative, the
participants of the Pantaloons Femina Miss India
2009 pageant will spread cheer and smiles in the
lives of little children afflicted by cancer. This was a
day will not only be remembered by the children and
guests but also by the 20 Miss India contestants, who
will file this moment in their beauty diaries.
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4] Womens Cancer Initiative Tata MemorialHospital {WCI-TMH}
The Foundation (WCI TMH) has been designed totake care of various issues related to cancers inwomen. It has undertaken numerous initiatives tocreate awareness & emphasize the importance ofearly detection. It aims at alleviating physical,emotional & financial sufferings associated withBreast & Cervical Cancer. The Foundation also
supports a large number of socially disadvantagedpatients with Breast Cancer, aids R&D on the causesand cures of the disease, and facilitates interactionbetween professionals through annual breast cancerconferences at the Tata Memorial Hospital. The Annual Womens Cancer Initiative TataMemorial Hospital (WCI-TMH) Conference is beingorganized from 26-28th October 2007 at TataMemorial Hospital. This is 5th in the series of
conferences that have focused on the issues specificto Womens cancers. The Conference is an important
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event in the annual academic calendar of Oncologistsin this country. The previous WCI-TMH Conferenceshave built a reputation for high quality academicdeliberations involving internationally renowned
Faculty and intensive participation from practicingOncologists from all over India.This year the Conference is focused on the
problems and challenges of treating metastaticbreast cancer and ovarian cancer. These are two ofthe most challenging situations for Oncologists andare also the subject of intense worldwide research.
The International Faculty Members are the foremostexperts in these malignancies and have several
original contributions to their credit. They will delivertalks on a variety of issues related to metastaticbreast cancer and ovarian cancer. The NationalFaculty Members are the leading academicOncologists and opinion leaders who have vastexperience in the management of these twomalignancies. They will contribute to the academicdeliberations in the form of invited talks, paneldiscussions etc.
As is the tradition every year WCI will take thisoccasion to organize a FREE``Open Forum for members of the general public,patients, press and others to facilitate the interactionwith the expert panel. The ``Forum is scheduled on27th October (Saturday) 4.15 pm at the ChoksiAuditorium, 2nd Floor Golden Jubilee Building, TataMemorial Hospital, Parel, Mumbai. This would be animportant opportunity for members of the General
public to interact with the experts on matters ofgeneral Importance related to Womens cancers.The members of the panel will include Dr. K ADinshaw, Director Tata Memorial Centre andPresident of WCI; Mrs. Devieka Bhojwani, Vice-President of WCI; Dr. Sudeep Gupta, Gen-Secretary ofWCI; Dr. R A Badwe, Prof. and Head of SurgicalOncology, Tata Memorial Hospital; Dr. H B
Tongaonkar, Prof. and Head of Gynecologic Oncology
Services - Tata Memorial Hospital; Dr. IndraneelMittra, Senior Surgical Oncologist;
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Sir Ganga Ram Hospital New Delhi; Dr. JonathanCosin, Gynecologic Oncologist, WashingtonUniversity, Missouri, USA; and Dr. Peter Hoskin,Consultant Clinical Oncologist, Mount Vernon
Hospital, UK.
5] TATA TIED UP WITH LANDSAND HOTEL:
LANDSAND is a very premium hotel in Bandra.Tatahospital has Collaboration with hotel Landsand.Landsand hotels banquet hall Is always booked forvarious functions like birthday parties, Marriages,anniversaries etc. And lot of food remain left almost9\10 times and instead of wasting this food Tata buysthat food From the hotel and give that food to theirOPD patients at free of Cost. Such food comes tohospital after the specific hygiene taste.
Tata motors tempo is available to Tata Hospital tocarry that food to hospital. Every day tempo left fromhospital at 8.45a.m. To take Food from hotel. Theygive them food in air tight containers after Hygienetaste and after proper heating.
The purpose is not just To give food to patients butalso to stop wastage of food.
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We are focusing on the following activity.
TATA ANNAPURNA MAHILA UDYOG KENDRA
[TAMUK]
Staff of TAMUK
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Take a moment to feel..for the mother who see their children go
hungry day after day..for women who walk miles to get a pot ofwater..
for the young ones who work for a livinginstead of enjoying childhood..
for those who are stricken with illnessesthat can be cured if only they had the means
Yes, it touches our heart and makes us grateful for what wehave. And we
want to do something to make a difference to those lessfortunate.
What you do matters. If every one of us decides to do a littlebit, you would
be surprised at the difference we can make to thousands oflives.
The same thing happens with these women in picture, spousesof the
employees of Tata Memorial Hospital. When the managementof Tata
Memorial Centre asked them to work for TAMUK, it met with afirm YES.
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Its nice to roll chapattis for cancer patients battling for life atthe premier
hospital. They were quite happy to be able to have time on
their hands and
gossip all afternoon.
This charitable scheme was introduced by the Tata hospital toensure
patients had nutritionally balanced food, which is needed for a
bodys
healing. Also they had realized that poor patients often fend offmedical
treatment because of the difficulty in arranging meals for thesick and their
attendees.
Therefore TAMUK was established on 13th October 2005. At thattime all
the facilities were provided by the Tata Memorial Hospital.These facilities
include 800sq.ft flat in Tata Colony at Mulund east, two
machineries,
utensils, gas, electricity, all the raw material required forcooking food and
many more. The staff strength is 60 women. The Rs 85 permonth wage has
increased to Rs 1000, the number of chapattis from 500 to5,000 per day
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and from the "only chapattis" USP, it is also idlis, dosas, chakli,sev, thali and
many more. From 80p per chapattis, they now charge a rupee
and 60paise
for all other than patients of Tata Memorial Hospital.
From being a support service, they are also selling food fromacross the
counter. Even the customer profile has increased from ailingpatients and
their relatives to doctors and nurses who order regularly. Chief
Administrative Officer, Ambuvani is no exception. He told "I eatthe same
food."
From a two-meal service - lunch and dinner to be precise - worknow is
almost round-the-clock beginning with breakfast for 30 nurses.Add to this
the counter sale that begins at 8 am with 1,000 chapattis readyto be sold.
Two more lots, double the quantity, are transported during theday by a
special bus shuttle service between TAMUK's operation unit inMulund and
the Tata Memorial hospital.
Between them, the women now make Rs 1.25 lakh per month.What's more
the "pocket money" has now been converted to help poorpeople like by
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helping patients of Tata Memorial Hospital and bank accounts:recurring
and individual PPF accounts.
The purpose is to generate income for the employeeswives and to
serve hygienic food to the patients at cheaper cost.
TAMUK's Lakshmi aunty has already thrown up her hands. At60, she does
more than a 20-year-old can.
But this is not just about chapattis or food. Neither is it aboutmoney, it is
all about helping people and empowerment .Because TAMUKhas helped
change things for the better.
As it is said by TAMUK Chief Surekha Satpal that ,
Open your heart and just give. That is all it takes toput a
smile in some ones face.
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Financial Analysis of TAMUK of May, 2009 :-
Sr.No.
Expenses
Amount (in
Rs.)1 Milk 4002 Vehicle 19343 Raw
Material57347
4 OtherExpense
1755
5 Gas 37556 Raw
Vegetables3827
7 Telephoe
627
8 Salaries 600009 F.D. 5000
Total Income of May, 2009:Rs195848
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Total Monthly Expenses of May, 2009:Rs.134645
Total Profit of May, 2009: Rs:61203
Their CSR -20% of their total profit: Rs.12240
TAMUK employees donates 20% of theirprofit to Tata Memorial Hospital patients everymonth.
Financial Analysis of TAMUK of October, 2009 :-
Sr.No.
Expenses Amount (inRs.)
1 Milk 8802 Vehicle 34203 Raw
Material63265
4 Light 1300
5 Gas 3232
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6 RawVegetables
4605
7 Telephone 455
8 Salaries 600009 F.D. 5000
Total Income of October,2009 :Rs.194000
Total Monthly Expenses of October, 2009 :Rs. 142157
Total Profit of October, 2009: Rs. 51843
Their CSR - 20% of their total profit :Rs. 10369
Conclusion
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Thus I can conclude that Tata Memorial Hospital issetting an
Example of how one can contribute effectively to
Corporate Social Responsibility. The number ofactivities they are conducting under CSR with such agreat pace & intensity, it really makes every Indianproud.
If anyone ever tried to search information aboutthese activities On their official site or any othertrade magazine, they will never Succeed. It provesthat they are not making any PUBLIC RELATION (PR)but just the CORPORATE SOCIAL
RESPONSIBILITY (CSR)
Tata memorial hospital set a outstandingexperience for every patient .they treat them verywell and they are always ready to help their patient.Many times free of cost according to me they arereally contributed very well towards the socialresponsibility.
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My
Experience
I had personally visited the TATA MEMORIALHOSPITAL and
the TAMUK. It was my first visit to any of suchorganization and was a nice experience. They didtheir best to give us all the
Information which we needed. They treated us liketheir guests and Served us snacks as well. All thestaff of Tata Memorial Hospital And all womenworking in TAMUK were very cooperative and Helpful.
I feel proud that I have chosen Professional andcooperative organization for my project.
This gives me a lot of information about corporatesocial responsibility.
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Bibliography
www.tatamemorialcentre.com
www.google.com
www.karmyog.orgwww.encyclopedia.com
http://www.google.com/http://www.karmyog.org/http://www.google.com/http://www.karmyog.org/