Tata teel has taken the initiative in Community Development through the establishmentof business- community relations. Tata Council for Community Initiatives.
Editors Dr. Balvinder Shukla Dr. Sanjeev Prashar Harvinder Singh
AMITY BUSINESS SCHOOL - AU T""' ..•
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Corporate Social Responsibility in Community Development:Tata Steel DEBASHIS DEBNATH*
Tata teel has taken the initiative in Community Development through the establishmentof business - community relations. Tata Council for Community Initiatives (TCCI) is a product of the Tata group'scommitment to the community. It serves to help the Tata companies in their business-communityrelations by drawing up 'Tata Guidelines for Community Development' designing programmes, then implementing them. Programmes include training courses in which Tata companies conduct technical (IT, Vocational) training for the members of the community. This is done with the help of company volunteers, often management staff. Thus, T ata corps of volunteers plays an important role in developing busines -communiry relations. The company has provided many examples of new business-communityrelations who are approachedby the private sector in India. Their initiatives give an impression of degreeof working to improve both "before" and "after-profit" practice. Tata steel has taken the initiative under the consideration of "before profit practice" and the corporate governance which discusses social responsibility during the business process. The "before profit practice" means a proportional amount has been earmarked for corporate social responsibility. They also consider social investment and philanthropic activity undertaken with use of company profits and donation. Corporate governance is being tackled through increased transparency in business operations. The Tata code of conduct also means that the company holds certain principles based on value judgements that influence its policies and procedures. One result of this has been the adoptionof various organisationalstructures that are responsible for targetingparticular issues,such as the Family Welfare and Environmental Management Department. Moreover, Tata steel has seeminglypushed back the boundariesof what is expected from "Corporate social responsibility" (CSR) in India at this time. Not only has it given
*
Associate Professor, IIFM, Bhopal
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donations to local education, health and sports projects, but it has also demonstrated longer-term commitment in the establishment of the Tata Council for Community Initiatives (TCCI). Its participation in the Global Business Coalition to raise awareness of HIV/AIDS has earned international recognition over a sustained period.' This is indicative of a move towards "Social investment", which heralds a more serious commitment to CSR then donations or sponsorship. T ata Steel's dalliance with employee volunteering is, however, of the most interest for this attempt of CSR. It seems that the volunteer databaseenables the company to match volunteers with community positions easily and quickly. The experience then is more beneficial to everyone. It would be interesting to learn if employees are given incentives for volunteering, or if they are rewarded afterwards. This would have implications on the "real" motivation behind employeesgiving up their time for a local cause. Would this make a difference of the quality of work? Do volunteers need extra motivation any way or is altruism and personal satisfaction enough? Another issue that arises from Tata's employeevolunteering scheme is the manner in which "jobs' and communities are chosen. On the Tata website, it is claimed that: "Companies are encourages to design and implement programmes that help improve the health and hygiene of the various communities
that are "adopted".
Tata Steel believes that business. as a social process. must provide
exemplary leadership in discharging social responsibility. to the
extent
possible
in creating
and
sustaining
The Steel Company healthy
and
will
prosperous
volunteer
its resources
environments.
Our
commitments will enrich the socio economic. cultural sporting lives of communities in the areas of our operation."
Prioritising health and hygieneprogrammesseemslike a goodidea, becauseit targets the community's "basic needs". The doubts appear because the companies are expected to design their own projects. Moreover the term "adopted" implies that the communities themselves have little choice in the matter. All of a sudden, it seems that the company is dictating developmentprogrammes. Thus, this 'top-down'approach is quite dangerous as it might lack community participation. Alternatively it might try to engage in community participation that affects the utcome of the project. In short, a business might not have the technical or sociological knowledge to implement a successful community project and hence T ata's paternal "adoption" of communities is therefore, worrying, the implication being that the "targeted" communities have minimal input into their future relations with the company. Although Tata Steel's initiatives have served communities at many levels, a means of enhancing business-community·relations in the future would require communication between both sectors, when both parties are able to contribute to project selection and planning procedures.
Organisation Tata Steel is a pioneer in the concept of CSR. It believe that the loyalty and commitment of its employeesdepend upon the quality of life they are provided with at work and at home. Consistent with the Group Purpose. T ata Steel has declared in its vision statement
Corporate
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The company has received a number of awards in recognition of its CSR efforts. The most recent testimony to Tata Steel's contribution is The Energy and Resources Institute (TERI) Award conferred on it in recognition of corporate leadership for good corporate citizenship and sustainable initiative. Tata Steel is the only Indian Company to have pledgedto translate the Global Compact principles on human rights, labor and environment into practice and was conferred the Global Business Coalition Award for Business Excellence in the Community for HIV /AID . Tata Steel is one of 28 minor corporations in the Tata group. It was founded in 1907. It is the largest private sector steel company with the capacity of 4.5 million tonnes per annum crude steel production. Operations are spread across the country, with the steel manufacturing unit in ]amshedpur and other manufacture and mining activities situated at ]harkhand and Orissa at eight level. Headquarter is based in Mumbai, Maharastra.
Corporate
Philanthropy
The ideals and philosophyof the Tata grouporiginatedfrom the foundingfather, ]amshetji Nusserwanji Tata (1839-1904). In 1908 he initiated the Corporate Social Responsibility as a constructive philanthropy rather than patchwork philanthropy as said in his comment: ..There is one kind of chsrity common enough among us .... It is that Patchwork Philanthropy which clothes the ra8/jed, feeds the poor and heals the sick and halts.... Whatadvances a nation or a community is not so much to prop up its weakest and most helpless members as to lift up the best and the most gifted so as to make them worthy of the greatest service to the country. I prefer this Constructive Philanthropy. .... ··
Throughout the last century, Tata an pioneered in the notion of employeebenefits in India. It introduced the labour welfare of eight hours working day from unlimited time in 1912-astonishing 36 years before the Indian Government could be formed independent decorative India. Similarly, free medical aid, maternity benefits, schooling facilities, and leave with pay, just some examples of benefits. The Tata steel is a pioneer in the concept of CSR. Its beliefs that the loyalty and commitment of its employeesdepend upon the "Quality of Life", are provided at work and at home. Consistent with the group purpose, Tata Steel has declared in its vision statement that it will constantly strive to improve the quality of life of the community which it serves through excellence of all facets of its activity. This idea of CSR was carried forward by ]RD Tata who talked about industry having a very definite responsibility.He said that the most significant contribution industry can make is to identify itself with the life and problems of the community it lives in. According to him: "There is little doubt that the technical resources and managerial talents of organised industry have a function in the society and an obligation to the community which is much wider than the mere discharge
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He also commented: "The wealth generated by the people needs to go back to them in the same measure or more". On February 01, 2003 Tata Steel developed its CSR policy- Tata Steel believe that the primary purposeof business is to improve the quality of life of people. Tata Steel will volunteer its resources, to the extent it can reasonably afford, to sustain and improve healthy and prosperousenvironment and to improve the quality of life of the people of the areas in which it operates." The concept of CSR of ]amshedjee Tata and ]RD Tata was transformedinto a key business process, by their successors Ratan T ata, he commented: "l do believe that we in the (Tala) Group have held a view and held a sense ofpurpose that our companies are not in existence just to run our business and to make profit and that we are responsible and 800d corporate citizens over and above out normaloperations. By that. /mean. thatweptey apart in the communityand we shoulder community responstbtltty as part of social responsibtltty of our nation. And. these responsibilities are not to be confused with employee we/fare. (because) they go beyond our own employees and In fact concentrate on contribution to the community and to the nation."
Tata Steel has been fortunate to be instituted by a visionary such as ]N Tata, who inculcated the value of community and social service in the very fabric of the Company's existence. At T ata Steel, the principles of corporate social responsibility are firmly embedded not only as corporate policy but al 0 as an important aspect of sustainabl, development. Their current and future business decisions are, and will continue to be, greatly influenced by the values that strengthen their communities in which we operate.
Organisational
Structure in Community Initiative
T ata steel also established several social departments and societies that work within the structure for the corporate initiative in their community development programme.So far they have developed seven departments and societies. The following exhibit shows the formation of different Departments and Societies in different years: Exhibit 1 S.N.
1. 2. 3. 4.
5. 6. 7.
Department/Society Family Welfare Community Development and Social Welfare Tribal and Hariian Welfare Cell Tata Steel Rural Development Society Environmental Management Tribal Cultural Society Tata Steel Family Initiative Foundation
Year of Formation
1951 1958 1974 1979 1986 1990 1998
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The organisational structure for the community development is as follows: Head-Managing Director
•
Deputy Managing Director (Corporate Services)
~~--------------.--------------------~.
L~ent
~
CD and SW (Department)
.--_t__ TSRDS
Head-SSandFI (Division)
_Tt]
1
Community Development And Social Welfare Department (CdandSw) Tata Steel "Continually wins the trust of the communities we serve"
Background CD and SW department of Tata Steel is formed to serve its excellence in community development within the boundaries of Jam hedpur town. It has 12 main centres and 4 sub-centres. Vocational training, awareness building, women empowerment and skill development, and children development are the key is ues. CD and SW has launched various Initiatives for community development and social welfare for town-people (see Exhibit No.I).
Quality Objective 1.
To upgrade the "Quality of Life" of the communities in and around the company's operation in Jamshedpur.
2.
To promote self-sustaining processesand welfare activities for socio-economicand environmental developments.
3.
To act as "Catalytic Enabler rather than a Doer", thus making people responsible citizens.
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Social Services and Family Initiative
(SS and FI)
Background As a result of India's rapid transformation into a market led economy in the last decade. Indian industry has becomemore competitive at the global level. Indian productscompete with the best in the world and the country itself has become a very important industrial base in the free-trade economy especially in the field of software, biotechnology, and automobile etc. While the steady growth in the Indian economy augurs well for those living in urban centres the downside of this scenario is that the agriculture sector of the economy has yet to be integratedwith the globaleconomy.A very small percentageof the agriculture produce finds it way to the overseas markets. It clearly means that there is ample scope for improvementssuch as Social Services and Family Initiatives which can take the lead and provide models of development that will re ult in tangible benefits to those residing in the villages. So SS and FI is fully convicted that its integrated approach to community empowerment will reap such dividends and further improve the quality of life of their fellow citizens living in the villages. Now SS and FI is committed to providing better means of livelihood in the village it operatesin and thus fulfill its commitment of bringing to the mainstreamof the society.
The aspiration 1.
Social services and family initiative will facilitate its urban, rural and tribal community partners to improve their "Quality of Life".
2.
Together, we will enhance community well being and create opportunities and choices, which will enable people to become productive assets in the society.
3.
We will strive to be the NGO partner of choice of delivering best values.
Tata Steel Rural Development
Society
Introduction Starting with 32 villages in 1979, the Tata Steel Rural Development Society (TSRDS) now reaches out to over 700 village in the vicinity of the Company's diverse business operations in the States of Jharkhand, Bihar and Orissa. The numerous programmes launched by the Society in the initial years have now been virtually "taken over" by the
orporare
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villagers as self-sustainingschemes. Thi is as it was meant to be. TSRDS has made rapid progressin strengthening the socio-economicfabric of the rural community by adopting and designing programmes aimed to assist the poore t, and most underdeveloped and underprivilegedregionsof the country. The programme, which teach villagers the benefits of multiple crop farming, water management, reforestation, and poultry and animal husbandry procedures, is breaking through rigid caste and social tructures and establishing rapport between inhabitant of two and country. TSRDS is also helping communities to improve their quality of life by implementing a number of relevant programmesthat they themselves are taught to run and manage. Educational, medical and sanitation services; family planning, drinking water, irrigation, agriculture, animal husbandry, adult literacy, afforestation, vocational training and the encouragement of rural industry, entrepreneurship and handicrafts, are, thus, thrust areas common to all the centre being run by the Society. TSRDS has been the recipient of Federation of Indian Chamber of Commerce and Industry's (FICCI) award for outstandingachievements in rural developmentin 1983, 1989 and 1997-98. It's special initiatives in 1997 were once again recognisedwhen Hong Kong Foundation International award wa conferred upon it by Rehabilitation Coordination India (RCI) for outstandingperformance in the service of persons with multiple handicaps. A recent and unique initiative taken by TSRDS, in collaboration with Impact India Foundation and Indian Railways, is the ponsorship of the Life-Line Express (the world's first hospital-on-rails). This has enabled it to reach out to some of the remotest and most inacces ible villages and provide them medical and health care facilities to treat ailments such a polio-deformities, cataract and other eye-related disorders, and hearing disabilities. Since the inception of thi concept in the country, Tata Steel has supportedfive such projects which is in itself a record in the corporate sector. TSRDS has al 0 undertaken programmes for the promotion and pre ervation of rural arts and crafts and handicrafts. The Gram Shree Melas (organised by the Society annually in association with the Council for Advancement for People's Action and Rural Technology) and other exhibition organisedby TSRD , help to provide direct access to the market to skilled craftsperson and thereby eliminate the intermediarie , with their mark-ups.
Structure and Foundation of TSRDS Since its inception in 1979, TSRDS has been playing hugerole in community development and rural development.
Managing Committee of TSRDS There are 19 (nineteen) members in TSRDS managing committee which constitutes President, Vice-President, Honorary Secretary, Honorary Joint ecretary, Honorary Treasurer and 14 (fourteen) members are there. In which president of TSRDS is the Managing Director of Tata Steel.
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Activities: a.
b.
c.
Income Generation•
Sustainable livelihood programme for tribals.
•
Water management.
•
Allied activities (poultry, goatry, duck rearing, pi ciculture)
•
Forest Management
Health and Hygiene•
Eye care survives, immunisation, reproductive health programme
•
Operation Muskan.
•
TB control programme.
•
Blood donation.
•
Safe drinking water.
•
Rural Sanitation.
Empowerment-
• • •
• • •
SHG formation. Capacity Building. Women development. Social education. Youth activitie . Sports activities.
State Covered:
Jharkhand and Orissa
District Covered: 9 Block covered:
26
Population Covered: 7,00,000 Village Covered: 700
Corpora le Social
Responsibility
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Structure of TSRDS tresident
• ••
V ice-President Honorary Secretary, SS and PI
TSRDS
Hon. J r. Secretary
Hon. Trea urer
Mng. Support Service
Mng.Advisors
Manager (Out locations) ~
..... .....
Sub-Managers Process Leaders
Field Supervisors
I
Communication and Reporting This is a five-tier review mechanism/reportingsystemin TSRDS panel. The daily patrolling teams of field supervisors go to targeted villages and report every evening to process leader, who are responsiblefor taking feedback and daily reports. There are three Process Leaders in this block, i.e. Income Generation, Empowerment, and Health and Hygiene. Then every process leader reports weekly to the Managers. And then managersgive the reports and feedback to Head-rural services i.e. Hon. Jr. Secretary of TSRDS every month. Head gives all the feedback and progressreports to Honorary Secretary quarterly. And six-monthly review is done by vice president. In this panel President, Vice-President, Honorary-Secretary, and Head-Rural Services are permanent TISCO employee. All permanent can transfer their position in steel making processesbased on their will. A case is given in the employeesfollowing as the activities of TSRDS:
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Tribal Cultural Society
Introduction Pioneering care of tribal communities in the vicinity of the Company's establishment, responsibility was entrusted to the Tribal and Harijan Welfare Cell (T&HWC) since 1974 with a specific objective to initiate development programmesfor Scheduled Castes and Tribes living in the peripheryof jamshedpur. Towards achievement of these objectives the T&HWC prioritised key activities such as Art and Culture, Educati n and Training, Health and Hygiene, Women and Child Development and Sports. The formation of the Tribal Cultural Society in 1993 gave the programme,impetus and increased the scopeof operations, networking with like minded agencies to increase availability of resources for a wider outreach. The Society, by virtue of becoming a focal point of some key initiatives involving Vocational and Technical training, Forest conservation and regeneration programmes, has added new dimensions to the efforts of THWC. The society works directly with the people in 56 villages under 8 Panchayats and 10 blocks in the East and West Singhbhum and Saraikella-Kharsawan districts. These blocks are Jamshedpur, Gamharia, Chandil, Saraikela, Ghatsila, Potka, Rajnagar, Chakulia, Kuchai and Kharsawan. Over the last 8 years the Society has evolved from the role of a provider to the role of a facilitator. Tribal Cultural Society's objective is to partner sustainablesolutions to the concerns of the marginalised communities through activities that build capacities to grow while preserving the traditional value sy terns. Since its inception in 1990, tribal cultural society is running in their excellence in tribal community development, preservation of cultural heritage, sport enhancement, and different programmefor empowermentand income generation. Now TCS has been doing outstanding work, often under very difficult circumstances in different peri-urban areas of Jamshedpur.
Structure of the managing committee There are 16 (sixteen) membersin TCS managingcommittee which constitutes President, Honorary Secretary, Honorary Joint Secretary, Two Honorary Assistant Secretary, Honorary T rea urer and 10 membersare there. In which president of TCS is the Deputy Managing Director of Tata Steel. J
Activities: 1.
Education: Finance assistanceto meritorious, SC/ST students, computer basedadult
literacy programme, coaching for different competitive programme.
Corporate
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441
2.
Livelihood: Micro enterprise, training for community health providers, and sports.
3.
Awareness: Promoting healthy sexual behaviour, preservation of tribal value and culture. Operational Area:
Jharkhand
Tata Steel Family Initiative Foundation (TSFIF)
Background Tata Steel Family Initiative Foundation, formerly the Family Planning Department has been working as a wing of SS and FI Division for the last 16 years in Jamshedpur and its adjacent areas with the Family Planning and Reproductive Health Services. It covers a heterogeneouspopulation of over 10,00,000 including adolescents and youth, industrial workers, bustee dwellers, and those from the indigenous tribes of the area. The head quarter is situated at Road #: 3, BH-area, Kadma, Jamshedpur. It focuses on communities and groups, which continue to practice age-old reproductive health norms. TSFIF currently operates 20 clinics across Jamshedpur. Recently, it tied up with Surya Clinic and with some NGOs. With this collaboration, they are providing low-eo t services to all the citizens. They have a team good doctors, nurses, ANMs, and paramedics who have experti e in their field. TSFIF fixed the weekdays for specific purposes. In Tuesday and Thursday, people come here from different places to solve their reproductive, antenatal, and other health concerns. This is working in town region. There is another main ho pital named T ata Main Hospital in Jamshedpur town, which is working consistently for Tata Employees as well as local community. Every department is well equipped and staff members are highly experienced and having expertise in their fields. Social side of Tata Main hospital New Initiatives at Tata Main Hospital TMH at a Glance Year 01-02 Authorised Beds Dispensaries First Aid Centres Indoor Admission
740 9
5 39,836
Year 02-03 740 9 5 40.529
Year 03-04 740 9
5 40,897
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•
OPD system restructured to double the acces to the Specialists.
•
Two Super Dispensaries created in the township.
•
Tobacco and Pan Masala chewing banned in TMH premi es.
•
Open dialogue meeting with employees in medical division introduced.
In addition to that, TSRDS and TCS have well-equippedmobile van which goesto every centres of different locations on weekdays. They are providing Prenatal, Postnatal cases, Tubal Ligations, Va ectomy and Contraceptive devices. They teach people about spacing methods.
Services S.N.
and Facilities
1.
Services Spacing Methods
Beneficiaries About 7,500 couples benefited
2.
Tubal ligations
3.
Antenatal Facilities
About 4862 ligations were conducted, 1/3 on women with two children. On 03-02-04, 328 LTT cases conducted on a sinqle day. The doctors guided and educated 5,249 pregnant woman on nutrition, personal hygiene and the process of giving birth.
4.
Postnatal Checkups
About 3,000 mother received checkups after delivery.
5. 6.
Contraceptive Devices Vasectomy
About 1,500 women at clinic received IUCDs. 15 operations were conducted.
7.
Immunisation
8.
Adolescent Health Care
More than 4,468 children were immunised. Awareness in 13,298 adolescents
Teamwork
Actions/Remarks Included IUCDs, oral pills, condoms etc. Included women belonging to economically less privileged groups of society.
Special emphasis on healthy diet, iron and folic acid supplement during pregnancy and advantages of breast-teedinq. Breast-feeding, immunisation, nutrition and childcare and the need for soacino, Including Copper-T and other devices. Permanent method for Contraception All vaccination programme. Including HIV/AIDS, STD/RTD infections and sex education.
and Operations
TSFIF is now working as team motivator for the existing community, the team members are adept in their work. They have a set-skill in motivation and awareness programme. The role of its team can be explained in two folds. One, to offer reproductive health related services and two, to build its own capacity within the community so that it can't act as a resource centre for NGOs within its area of impact. Since 2000, wh n TSFIF came into being more than 15,000 tuberectomyhave been conducted, more than 13,000 postnatal and 21,500 antenatal checkups have been conducted, about 180 va ectomies performed, 5272 Intra Uterine Contraception Devices (lUCDs) inserted. Near 20,000 children immunised and 21,576 couples protected.
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The district of Singhbhum East banks on TSFIF to ensure that these services are effectively delivered. The projects under implementation include Better Life Options Opportunities Modules (BLOOM), Population Foundation of India (PFI), Targeted Intervention (TI), Adolescent Reproductive Health Project and Youth Access Reproductive Health Services.
Family Planning Activities
Tubectomy IUCD MTP
01-02
02-03
533 226 375
478 416 324
452 362 273
Immunisation Activities 03-04 TOTAL BENEFICIARIES
27,356
21,338
21,915
Structure of Managing Committee There are 11 members in TSFIF managing committee which constitutes Chairman, Managing Trustee, Two Administrators, Joint Administrator, Treasurer and 5 members are there. In which the Chairman of TSFIF is the Deputy Managing Director of Tata Steel. Activities: •
Maternal and child health care and other issues.
•
Family planning services,
•
AIDS awareness programme,
•
Adolescent health programme. State Covered:
Jharkhand
District Covered : 2 Block Covered:
2
Population Covered:
3,00,000
Volunatism In Community Development The T ata Group has evolved a code of conduct in getting their companiesand individual in community development initiatives. Key to this community initiative is volunteering.
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The Tata Council for community initiative has been formed. The Tata's felt that their community initiatives were perceived to be polaris d around )amshedpur. There are economic, environmental and social impacts on the communities arising out of their activities. The economic impacts had been largely positive due to employmentcreation, infrastructure developmentand overall contribution to the regional and National economy. We recognise adverse environmental and social impacts as a result of their activities and address them proactively. Their commitment to manage these impacts has been articulated in the Tata Code of Conduct, Quality Policy, Environmental Health and Security Policy, Human Resource Policy and Social Responsibility Policy. The impacts are: Environmental - Air Emission, Water Pollutants, Resource Conservation, Global Warming, Social - Health, Land Management, Pressure on Logistics, Stimulating Economic Growth through Income Generation (IG): Assisting families in breaking out of the vicious cycle of illness, wage loss, indebtednessand poverty which were the driving force for these programmes.Among the more significant projects were; •
Mission "Hayali" a project catering to provide irrigation for multi-cropping.
•
Institutionalising activities for the promotion of indigenous tribal handcraft and generating income for families, served a dual purpose.
•
Providing technical training programmes to elf-help groups, linking them with financial institutions and assisting them in etting up micro-enterprises.
Empowennent: Tata Steel supportedand nurtured the formation of self help groups, youth groupsand village level advocacy groupscreating a cadre of people who can take on leadership roles in their areas and promote sustainable development. Education: Tata Steel uses education as a tool for empowerment and addresses both child and adult education. Specific programmeswhich ran simultaneouslythroughout last year were; •
Balwadi classes for toddlers.
•
Project Sahyog for school children.
•
Project Bloom a bridge course for dropouts.
•
Sakhshar Samaj - a computer aided Adult Literacy Programme.
Sports and adventure From excellent performance at sporting meets, to building of world-class facilities, Tata Steel was involved in multi-dimensional programmes including events, infrastructure
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development and national representation. The Tata Football Academy cadets were a dominant force in the Indian Junior teams; the Archery cadets qualified for the Athens Olympics and several hundred children from various training centres, supported or run by Tata Steel, won medals at the tate and national level champion hips. Tata Steel Adventure Foundati n (TSAF) offered a wide gamut of avenues to interact with nature and test one's spirit. In its ongoingrole, TSAF organisedand supportedseveral expeditions this year for Company employeesand community. It providedthem with opportunitiesfor activities such as mountaineering, parasailing, rock climbing, caving, environmental learning, obstacle courses, rafting, kayaking, field cooking and trekking.
Art and Culture: For preservation and promotion of tribal culture and their heritage, numerous festivals and event were conducted. The aim is to create awarenessand understanding,promoteand preserve indigenous culture and beliefs, both among the various tribal communities and between tribals and non-tribals. "Jhunoor-a music and dance festival" and "Chou" dance lecture demonstrations which were some of the initiatives started la t year. The facilities at the T ata Steel Tribal Cultural Centre is a one of a kind centre for the promotion of the life and times of the tribals of Jharkhand were upgraded.
Immunisation status: Immunisation Coverage Survey as per the guidelines of WHO was conducted to as ess the immunisation status in the age group of 1-2 years of children, coverage of which was found to be 98%. Two Rounds of Intensified Pulse Polio Immunisation Campaigns were conducted in FY 03-04 in which 142,374 do es of Polio vaccine were given to the children in the JamshedpurTownship as against 145,455 during 02-03. During the year 37138 dosesof oral polio vaccine, 24185 children were given DPT, 3025 children were administered DT, 1945 doses of Tetanus Toxide and 3867 do es of BCG vaccine were given and 6554 children were immunised against Measles.
Other Preventive measures against communicable diseases: Surveillance to maintain hygienic condition in eating houseswas intensified. 495 numbers of water samples were examined and Health Education was imparted to hotel owners and workers. 602 casesof various communicabledi ea es were investigatedand appropriate control measures were taken.
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Exhibit 2: Community Support Activities by Tata Steels
Communities Impacted Citizens of Jamshedpur and adjoining area
Types
Health
Care
Rural Communities in and around Operations
Educational support
School children in Jamshedpur Preschool children in 60 villages in Jharkhand and Orissa SC/ST students
Training for Gainful employment
Urban and Preurban population of Jamshedpur. Rural communities residing near their operations Business; Community; Rural Population
Promoting economic growth
Business; Community; Population
Rural
Organisation
Support
740 bed hospital with specialised burn care unit; Allied hospitals 9 dispensaries; Cancer hospital with MRI 1 Blood Bank; 2 De-addiction centres; 5 Homeopathic Clinics; Public Health Services, Quality drinking water. Outreach services through mobile and community clinics; Family welfare programmes; Tuberculosis education, Immunisation services; Safe drinking water; Low cost sanitation; Disability management.
Millennium Scholarships / VG Gopal scholarships for meritorious students / Financial assistance to SC/ST meritorious students; Coaching for entry into administrative / technical services / computer education; Build and Manage infrastructure; More than 200 libraries in areas across their operations / Internship training - MBN Engg. /Med.; Dr. J J Irani Education Excellence award based on Malcolm Baldriae education criteria. Trade apprentice coaching and training at SNTI; Training of rural women population on specific trades; Computer Education; Traditional Birth attendant training for rural girls. Networking with Govt. and Non -Govt. training institutes. Infrastructure development in Jamshedpurl Adityapur; Development / support of local vendors; Procurement from social organisations; Agriculture extension/ skill up gradation; Micro-financingWomen Focused; Providina Market linkaqes.
Objectives/Achievements of Interventions Improved health of citizens of Jamshedpur. Provide improved health care facilities; Improved quality of drinking water; AIDS awareness training, Member of Global coalition on AIDS awareness training, Member of Global coalition on AIDS To prevent spread of diseases and improve health of the communities in order to build their capabilities. More than 7000 TB cases cured; 1050 tube wells provided; Life -line express hosted 7 times; In fact mortality rates brought down from 96 to 56/1 000 in Patamda block. Improve the quality of education to create inbuilt capabilities in communities. Improve the quality of education in the schools of Jamshedpur - This will help in creating a source of well trained employees base for us and their suppliers in the long-term; Manage 8 high schools/? primary schools/ 1 intermediate collegel 312 rural schools assisted! 171 Balwadis run in rural areas.
Increase employment opportunities for youth and raise standard of living. PM's trophy prize money to be used in setting up a Polytechnic at Jamshedpur; Networking partners: Rashtriya Karigar panchayaVlndo-Danish Tool Room; Ramkrishna Mission Improve the economic condition of the vicinity; Procurement from local supplier; Procurement from social organisations; Organising Gram Shree Mela and other exhibitions.
Contd. ..
Corporate
Social
Responsibility
in Community
sports and Adventure
Citizens of Jamshedpur; Rural Talents Nation
Setting up of sports infrastructure; 3 state of the art stadium at Jamshedpur and 3 outlocations; 8 training centres and academies; Flying Club / Horse riding school/Rock climbing! river raftingl parasailing; Corporate sponsorship of sporting events.
Civic Amenities
Citizens of Jamshedpur and employees of out location units
Promoting Art and Culture
Local Communities
Professional Society Membership
SPPE, St. John's Ambulance Brigade, BIS, JMA, AIWC, IIM, XLRI, CII, FICCI, ASSOCHAM,ICC
Tata Relief Committee
Communities affected by disasters
Development and maintenance of civic amenities; Maintenance of 524 kilometres of roads; 35.5 M gallons of water supplied daily; 17 large and small parks maintained; Emergency Fire Services. Establishment of tribal culture centre Jamshedpur school of Arts; Corporate sponsorship to traditional and contemporary cultural events. Tata Steel's leadership team contributes to nation building by taking on leadership roles in CII, IIM, XLRI, etc. Corporate sponsorship and Associations. Centre for Excellence created for the much needed business transaction facility. Tata Relief Committee instituted 1998 - 156 houses / community centres for MP earthquake; 2001-Constuction of houses and schools for Orissa cyclone victims; 2002-Reconstruction of 20 schools at Raipur in Gujarat, Distribution of medicines during Gujarat riots, etc.
Development:Tata
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Provide infrastructure to promote sports and inculcate spirit of adventure in citizens of Jamshedpur. 14 Gold I 8 Silver I 9 Bronze medals won in national events in2002-03; Sponsorship of events at Jamshedpur-Archery/ Football/ Cricket! Chess/ Badminton/ Handball/ Athleticsl Olympics for mentally retarded etc. To build a town and pro vide improve quality of life; Children/s entertainment park; Zoological Garden; Club houses in all residential complexes; Interstate Bus terminus; Maintenance of Markets. To preserve the local tribal cultural heritage and promote art and culture. Chau Mohoutsav, Jhunur; Film Festival; Art in industry. To strengthen communities by building associations.
To respond and alleviate large-scale sufferings of people owing to natural calamities.
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CASE STUDIES
CASE OF WATER HARVESTING AND MANAGEMENT Background Water harvesting is the need of today because of scarcity of water resource and the availability of ground water. The main source of water in Jamshedpur and its surroundings is river water as well as rain water. Other resources are limited and not easily accessible. So here a great need of water harvesting generated. So TSROS realised its effectiveness and made various projects to harvest water and its proper management. Although, they suggested Lift-Irrigation projects for villagers which are in proximity to river. But they planned for those villages which are not connected with any river or other water resources. So they formulated and implemented rainwater-harvesting projects. Various works like pond deepening, check dams, nallahs and other water logging practices have been done. Process TSROS implemented various methods for water harvesting based on area specific needs and available resources. In villages with small water resources like nallah, small water canals check dam systems and pond deepening for increasing the capacity of water storing for irrigation and other agricultural usage have been constructed. In this regard various measures and projects have been taken by TSROS to harvest water and their proper management. Activities 1.
Pond Deepening System: This activity is related to watershed management. Pond deepening ensures that pre-existing ponds in the villages are dug deeper to prevent overflow of water due to siltation and loss of land. Its growing focus on management of water resources and the conservation of arable soil to the Jamshedpur and its surrounding units deepened about 12 ponds. At Hudu, TSROS deepened upon to promote irrigation and aquaculture activities. Villagers supported every initiative taken by TSROS and they participated well. In this project duck rearing, pisciculture and eco-farming like practices were implemented there. As a result, many farmer cultivated kharif vegetables. They are also engaged in floriculture activities about in 4-6 acres of land. Their expected annual income from pisciculture and duck rearing is about16,000 to 18,000. The land around the pond has been planted with different trees, which can be sold as timber after 8-1 0 years and the money can be used for further development activities in the village. Now with the deepening of pond farmers there is have no fear of scarcity of water, even in the dry season.
2.
Check Dams to Conserve Water: The farmers of Pipla village cultivated their land only once in a year, with a rich harvest being assured only to those close enough to the Bagalduba river which the major source of irrigation for their fields. Awareness created through development interventions by TSROS prompted them to request for the Pucca check dam which soon constructed on Bagalduba river with the technical and financial assistance of TSROS and Government. Then LiftIrrigation system was installed. Through this system water was available for irrigation and other agricultural purposes. The farmers manage the Lift-Irrigation system independently, TSROS steps in when required for repair and maintenance. It also regularly organises agricultural training, seed treatment and plant protection sessions for the farmers of this village.
3.
Agriculture Extensions: Simultaneously with Lift-Irrigation and pond deepening projects. TSRDS conducts agriculture extension activities to demonstrate to farmers the potential of the resources available to them in Hudu and Pip la villages.
4.
Floriculture: The floriculture experiment initiated by TSROS three years ago, has been remarkably successful. TSROS sought to replicate the success of Idulbera village at Simuldanga with the assistance of the village Panipanchayats. A small part of the land at Sirnuldanqa was brought under floriculture, which gave the villagers an income of Rs. 5,000/- in the first year of the experiment itself. This encouraged 17 members to individually undertake this experiment, resulting in a net profit of Rs.21 ,000/- for the village. Contd. ..
Corporate
Social
Responsibility
in Community
Development:Tata
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Now, during this year about 1,00,000 marigold seeds were distributed to three Mahila Samities and 12 other enthusiastic women, who cultivated about 12 acres and earned about Rs.1, 70,000/through the sale of flowers.
5.
Plsclculture: After pond deepening programme, villagers with effort of assistance of TSRDS initiated pisciculture programme in Hudu. Within a year, they got much satisfaction with the fish productivity and are now generating their income with the pisciculture programme.
6.
Forestry: TSRDS and IIFM collaborated in 2002-03 to support 16 save forest groups in about 30 villages. A workshop was also organised to help promote Eco-tourism in the area which is predominantly covered by national forests, so as to generate more income for the villagers.
Saplings raised in nurseries in their homestead land is providing the initial capital for many farmers to start poultry farm and goateries. About 20 women of Idulbera and Betakoacha villages raised about 15,000 saplings to about RS.20,000/-. In Idulbera, about 20 acres of land planted with Teak, Acaisa, Neem, Arjun etc.
Future Questions The basic question from this case study arise round the assessment of the extent of voluntarism in the corporate services of T ata Steel. The other important questions are: Whether the processof decentralisation is working in developingthe businesscommunity relations in this corporate social responsibility? How are the decision-making powers entrusted to community leadership? To what extent the communities beneficial in developmental programmes?
Questions 1.
Whether there is the performancebudgetfor the voluntarism amongthe employees?
2.
Whether the process of decentralisation is working in developing the business community relations in corporate Social Responsibility?
3.
How are the decision-making powers entrusted to the community leadership?
4.
To what expert the communities are beneficial in the development programmes?
Suggested
Readings
1.
CorporateSu tainabilityReport,2003-2004
2.
T ataSteel Rural DevelopmentS ciery, Annual Report,2002-2003
3.
Tata Steel Rural DevelopmentSociety,Annual Report, 2003-2004
4.
Tribal Cultural Society, Annual Report,2002-2003
5.
Tribal Cultural Society,Annual Report,2001-2002
6.
Tribal Cultural Society,Annual Report,2000-2001
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450 • MANAGEMENT CASE TUDIES
7.
Tata Steel Family Initiative Foundation,Annual Report,2003-2004
8.
October2003,Apama Mahajanwith Kate Ives, EnhancingBusiness-CommunityRelations;Tata Steel Case Study. London, New Academy of Business.
9.
Homepageof www.tatasteel.comon 22/03/05.
