TATA POWER: CSR AND SUSTAINABILITY

Sec D Group 7Aditya Vikram Bharadwaj(12P185)

Ankit Gupta(12P187)Chandrachuda Sharma(12P194)

Chirag Sachdev(12P195)Santosh Garbham(12P229)Venkatesh Vellur(12P238)

TATA POWER Started in 1919 with operations in Maharashtra, Jharkhand and Karnataka

TPC business operations were divided into two segments: power and others

Power segment is engaged in generation, transmission and distribution of electricity

Engaged in manufacturing of electronic equipment, broadband services like project consultancy, terminalling, investments and oil exploration

Col. Prakash Tiwari Served in Indian Army for 25 years

Prematurely resigned to work on CSR with a corporate

Won many awards internationally for his projects in the fields of disaster management,

biodeiversity, wasteland development and many more

TRIPLE BOTTOM LINE & TPC Stake holders

Customers

ShareholdersCommunity

KEY THRUST AREAS

HealthEducatio

n

Infrastructure

Energy

Environment

Income Generation

Need Identification

Budget Allocation

Implementation

Impact assessment

Ground Level Challenges

Cultivating ownership among communities

Role of employees – how to motivate them?

CSR

Sustainability

Striking balance – environment & business

Balance of bargaining power – NGOs/PBOs

TEWARI’S DILEMMA

Separate

Departme

nt

Internal part of

Operations

Co

existing

with NGO

External hiringInternal employees

Balance of powerBalance of goals

COST

Recommendations

Integrating CS with Vision, Mission, Values

Involvement of senior leaders in key activities – while launching or review of activities & personnel

Utilizing the existing employees

“Partneering” with NGOs for individual projects

Analysis

External hiring

would lead to greater

costs

Balancing various

stakeholders is important – employees, shareholders, customers & communities

To strike a balance top

management should set

vision, mission and goals and

align the organization accordingly

CSR should be

internalized with

operations by utilizing employees

This would give a more sustainable

and cost- effective win-win

model for TPC

Employee Utilization for CSR

Register Employee Talent

Keep a track of each employee’s performance – Volunteering days spent, achievements, self appraisal

Non-Monetary Recognition

system

Highlighting Significant

Achievement

Organize Training for employees

Communication of Calendar of activities

well in advance

Summary

VMV Leveraging Core Competence and

Expertise

Networking with Community and

enabling agencies

Alignment of internal processes for

implementation

Volunteering Spirit – sensitizing employees to

Community needs