Seca Group1 Tatapower

8/9/2019 Seca Group1 Tatapower

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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

Indian Institute of Management Raipur

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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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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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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

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