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Tata Power : Corporate Social Responsibility and Susta
Submitted By:
ANSHUL SEHAL !"PP##!
ANSHUL SHAR$A !"PP##%
ANSU$AN CHATT&PA'H(A( !"PP##)
AP&&R* AAR+AL !"PP##"
ARH(A 'A
AR-.-T CHA/
AR-.-T HA+
A*-NASH BA
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6th Largest sMaker
Revenue=3.2%of GDP
Value= US$.! "#ll#onne of the to6& "ran's
ne of the to ()o**er)#al veh#)le*anufa)turer #n the+orl'
,orl'-s largest
+holesale vo#)e )arr#ers 2n'
largest*anufa)turer of
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Company Highlights
TPC belongs to Tata group company engaged in generationtransmission and distribution of electricity.
Got Ci!ic a"ard# for social de!elopment.
Triple bottom line approach for C$R acti!ity%
&.'conomic !alue
2.'n!ironmental causes(.'ducation and health
Guiding principle% )olunteering participation of employees pro*ects
$hould the company create a separate C$R department orthe e+isting pattern.
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Indian Institute of Management Raipur
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hat is C$R
Process of integration of company "ith sta/eholders for common
good.
'conomic, en!ironmental, social ob*ecti!es along "ith company0s
operational gro"th.
1ot mere charity or donation.
ey C$R issues% en!ironmental management, eco3e4ciency,
responsible sourcing, sta/eholder engagement, labour standards
and "or/ing conditions, employee and community relations, socia
e5uity, gender balance, human rights, good go!ernance, and anti
corruption measures.
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,/ 0SR1
Green "ashing# or soothe ills of capitalism
nnovat#on 7 '+ample% 8nile!er0s hair conditioner.
0ost Sav#ngs '+ample% General Mill0s energy mon
meters.
Longter* th#nk#ng 4 sustainability of the company
0usto*er engage*ent 4 Message is good#.
5ran' '#erent#at#on '+ample% Cola ars.
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0SR 7 8989 GRUP
:sta"l#she' an' ;nan)e'
*an< resear)h
e'u)at#onal an' )ultural
#nst#tutes
Prov#'e a#' an'
ass#stan)e to 7Gs
8989 sons lt'. 66% #s
o+ne' "< h#lanthro#)
trusts
&&6:: em
2: com
&6:::: m898gro
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S8::R 9nal
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Indian Institute of Management Raipur
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VS7 8o "e the *ost a'*#re'
#ntegrate' o+er an' energ)o*an< 'el#ver#ngsusta#na"le value to all
stakehol'ersIndian Institute of Management Raipur
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'B THR8$T =R'=$
Health
'ducation
Infrastructure
'nergy
'n!ironment
IncomeGeneration
1eedIdenti?cati
udget=llocation
Implementan
Impactassessme
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'+isting structure of C$R
)olunteering initiati!es of the employees in !arious pro*ect
)olunteered o!er and abo!e regular "or/ing hours
26A employee currently "or/ing as !olunteer, numbers inc&&@ to 26A due to Ti"ari0s initiati!e.
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Challenges for implementing C
Darge !ariety of income le!els and income de!elopment inidenti?ed for C$R.
$ingle 8niform programme could not be catered to all the
Construction of single community satisfaction inde+# for iassessment.
culti!ating a sense of o"nership among local communities
Gap bet"een s/ill set and le!el of aspiration.
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T'=RI0$
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Te"ari0s
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Te"ari0s Ether Challenge
To incorporate the interest of !arious sta/eholders "hile unC$R acti!ities.
Perfect strategy to manage gro"th and business for corporde!elopmental aspects for 1GEs.
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Searate 0SR'eart*ent
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$trategy
=lign C$R "ith companies )ision, Mission and )alues.
Clear change of theory.
$peci?c goals for short term and long term.
Impactful de!elopment.
ocus on de!eloping strengths.
1et Positi!e Model.
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$tructure
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Process
Promote C$R acti!ities
Tangible results
Proper identi?cation and collaboration "ith 1GEs to addressissues
General issuance of targets and achie!ed results
Regular e!aluation and modi?cation of C$R policies
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Re"ard $ystems
Incenti!e for employees
Identi?cation of e+ceptional performers
Re"ards both e+trinsic and intrinsic
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Human Resource Management
'Fecti!e enlistment process
Proper training programme
Moti!ation to underta/e C$R acti!ities
C$R e+perts for mentoring and on ?eld guidance
$ense of o"nership and accountability
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hy set up separate C$R dept
Practically no additional cost to be incurred.
Consistent "ith the current operations.
ill enhance the image of TPC.
ill ha!e a higher social as "ell as e+ternal en!ironmenta
ill help to focus better on the C$R acti!ities.
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Composition
Ha!e regional C$R heads3 Mumbai o*obera. 8nder each of these, ha!e heads for each of the si+ thrust
Health, education, infrastructure, energy, en!ironment ingeneration.
The regional heads "ill report to the manager of C$R acti!
The heads of thrust areas "ill further ha!e a number of em"or/ing under them.
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Ris/s and Mitigation
>#nan)#al 9ngle
• Cost In!ol!ed "ith setting up a ne" C$R !ertical Ke+ternal hiringL
• Ho" to measure the cost Jbene?t of ha!ing a separate C$R
M#t#gat#on
• The ?nancial di4culties "ith this alternati!e is more than obene?ts arising out of a dedicated C$R "ing on the aFectecommunities and the o!erall brand image
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Contd.
Strateg#) Pro"le*s
• Gi!ing a free hand to any 1GE associated "ith the acti!ity
• Dac/ of participation by other business operations, once a "ing is set up
M#t#gat#on
•
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Than/ Bou