INTRODUCTION 1.

1 LITERATURE REVIEW:The concept of CSR originated in the 1950s in the USA but it became prevalent in early 1970s . At that time US had lots of social problems like poverty, unemployment and pollution. Consequently a huge fall in the prices of Dollar was witnessed. Corporate Social Responsibility became a matter of utmost importance for diverse groups demanding change in the business. During the 1980s to 2000, corporations recognized and started accepting a responsibility towards society. Corporate social responsibility (CSR) focuses on the wealth creation for the optimal benefit of all stakeholders including shareholders, employees, customers, environment and society. The term stakeholder means all those on whom an organization's performance and activities have some impact either directly or indirectly. This term was used to describe corporate owners beyond shareholders as a result of a book titled Strategic management: a stakeholder approach by R. Edward Freeman in the year 1984. 1 According to Bowen, CSR refers to the obligations of businessmen to pursue those policies to make those decisions or to follow those lines of relations which are desirable in terms of the objectives and values of our society. 2 Frederick (1960) 1 According to Bowen, CSR refers to the obligations of businessmen to pursue those policies to make those decisions or to follow those lines of relations which are desirable in terms of the objectives and values of our society. stated Social responsibility means that businessmen should oversee the operation of an economic system that fulfills the expectations of the people. . 3 Davis (1960) argued that social responsibility is a nebulous idea but should be seen in a managerial context. He asserted that some socially responsible business decisions can be justified by a long, complicated process of reasoning as having a good chance of bringing long-run economic gain to the firm, thus paying it back for its socially responsible outlook (p. 70). 4 An ideal CSR has both ethical and philosophical dimensions, particularly in India where there exists a wide gap between sections of people in terms of income and standards as well as socio-economic status (Bajpai, 2001) 5. Goyder (2003) argues: Industry in the 20th century can no longer be regarded as a private arrangement for enriching shareholders. It has become a joint enterprise in which workers, management, consumers, the locality, govt. and trade union officials all play a part. If the system which we know by the name private enterprise is to continue, some way must be found to embrace many interests whom we go to make up industry in a common purpose. ). 6 CSR implies some sort of commitment, through corporate policies and action. This operational view of CSR is reflected in a firms social performance, which can be assessed by how a firm manages its societal relationships, its social impact and the outcomes of its CSR policies and actions (Wood, 1991)

Corporate Social Responsibility as a Strategy

CSR needs a proper and step by step implementation. Andrew (1980) 11 has developed an approach to the question of strategic choice. His four key questions suggest the approach that companies may follow in determining their level of CSR activity. Those four questions are following: a. Determining Organizational Competencies: what can we do? b. Looking at Industry threats and opportunities: what might we do? c. Examining the values of key implementers: what do we want to do? d. Determining the social responsibility: what ought we to be doing? The linkage between strategy and CSR is quite noticeable. As strategy implies choice there exists many opportunities to not only generate multiple options but also the choice between different modes of action, in a manner to attain corporate objectives more effectively. The question of trade-off rests between a body corporate defining a path of action that is governed by the need and desire for profits and social responsibility as well. A managerial decision- making grid can be thought of to help corporate generate multiple options. Corporate Social Responsibility becomes strategic when it fetches substantial economic benefits to the firm, in particular, supporting the core business activities and thereby contributing to the accomplishment of its mission in the optimal manner enriching the firm and the society as well.

RECOGNITION OF CSR
In a free enterprise, the community is not just another stakeholder in business but is in fact the very purpose of its existence." - Jamsetji Nusserwanji, Tata Founder, Tata Group. "Corporate Social Responsibility should be in the DNA of every organization. Our processes should be aligned so as to benefit the society. If society prospers, so shall the organization..." - Manoj Chakravarti, G M - Corporate Affairs & Corporate Head - Social Responsibility, Titan Industries Limited in 2004. Corporate Social Responsibility has always been taken care of by the Tata group. The founder Mr. Jamsetji Tata used to grant scholarships for further studies abroad in 1892. He also supported Gandhijis campaign for racial equality in South Africa. Tata group has given country its first science center and atomic research center. "The wealth gathered by Jamsetji Tata and his sons in half a century of industrial pioneering formed but a minute fraction of the amount by which they enriched the nation. Jamshed Irani, Director, Tata Sons Ltd, says, "The Tata credo is that 'give back to the people what you have earned from them'. So from the very inception, Jamshetji Tata and his family have been following this principle." (a statement on the Tata group's website www.tata.com) . In July 2004, B. Muthuraman, Managing Director, Tata Steel Limited (TISCO) announced that in future TISCO would not deal with companies, which do not conform to the company's Corporate Social Responsibility (CSR) standards. Speaking at the annual general meeting of the Madras Chamber of Commerce and Industry, He stated, "We will not either buy from or sell to companies that do not measure up to Tata Steel's social responsibility standards."

CORPORATE SOCIAL RESPONSIBILITY OF TATA

Tata Motors, governed by the Tata Code of Conduct (TCoC), has a commitment towards conducting business in a responsible manner. We have been regularly disclosing our nonfinancial performance in the public domain in the form of a Sustainability Report. Available on our website, the Sustainability Report provides comprehensive information on our sustainability agenda and performance. The report on Global Reporting Initiatives' G3.1 Guidelines was externally assured. It received the highest rating of A+ and also serves as our Communication on Progress on the United Nations Global Compact principles 1. EDUCATION:Education initiatives implemented include scholarships, infrastructure and facility improvement to allow greater access to quality education, implementing extra-curricular activities for overall development of students and teacher training programs. A joint team of journalists and employees of Tata Motors Thailand donated items such as sunfilter shades to help block sunshine on the school playgrounds, life-vests for children in the Baan Phukhem School, Amphur Kaengkrachan and Phetchburi. Since most of them travel to school via boat, towels, blankets, rice, slippers and various other essentials in addition to a financial donation for the construction of the sun-filter shades. Monetary donations of KRW 35 million were made by Tata Daewoo for delivery of coal briquette, scholarships for school-going children in South Korea. Training program for teachers in Jeonbuk, South Korea, and an alliance with Gunsan Yongkwang Girls' Middle School was formed under the 'Company School Alliance Program.' 2. Employability and Skill Advancement:To promote skill-based employment for youth Tata Motors collaborates with 112 Industrial Training Institutes (ITI) across 19 states under the Institute Management Committee (IMC) Model. At the plant level, training is provided to women through Self Help Groups to empower them. The empowerment paves the way for economic self-reliance. Tata Motors Grihini Social Welfare Society, which employs more than 1000 women, achieved a significant milestone by crossing a turnover of 13 crores. To align community initiatives with core business processes, we initiated a 'Driver Training Programme' with a target of training 3.4 million youth over a period of ten years. To boost skill advancement of UK's workforce, Jaguar Land Rover implements initiatives such as the ASAS, an Interactive Learning Programmes and a partnership with the Institution of Mechanical Engineers (IMechE). The ASAS scheme bridges the gap between existing skill sets and expected demand of skills in the future. The scheme, based on a programme developed by Jaguar Land Rover in partnership with leading English Universities, offers engineers the chance to develop the green and future

engineering skills which will be needed to create world-leading new products and technologies over the next decades. Jaguar Land Rover with Birmingham Metropolitan College forged a partnership to deliver Interactive Learning Programmes for schools and colleges at the Jaguar Land Rover Education Business Partnership Centres in Solihull and Castle Bromwich, Birmingham. The Centres will be the hubs for showcasing engineering careers to pupils from across the region so they consider engineering when they start to think about their career options. Further, a partnership with the Institution of Mechanical Engineers (IMechE) builds on a long standing relationship with IMechE and reflects the need for the UK to maintain its engineering pedigree. Pursuing the objectives of fostering close relations with the local community and of providing relevant industrial experience to the engineering students, Tata Motors South Africa forged an alliance with the Engineering Faculty at the University of Pretoria. The Company has provided on-the-job industrial training on various functions like production, quality, purchase, logistics etc., to students from the University of Pretoria. 3. Environmental conservation:Tata Motors' focus on environmental management helps preserve the long-term health of people and ecosystems and build strong relationships with local communities. Various initiatives have been undertaken within the broad frame of Environment and Climate Change to address the conservation of natural resources and energy, minimize waste generation, enhance recovery and recycling of material and develop eco-friendly process and systems. We have been continuously working towards reducing our various environmental footprints, which is evidenced by our decrease in specific consumption levels. We recycle close to 69% of wood packaging, eliminating the use of fresh wood. A 200 litre engine oil barrel can now be used to test 170 engines instead of 85 engines. At Jamshedpur and Lucknow, the wet garbage from our canteens is converted to usable organic manure to sustain greenery in the plants. We achieved annualized energy savings of 230,959 GJ through conservation initiatives across our operations. Similarly, in last three years, we have reduced Green House Gas emissions by 22,581.62 tonnes of CO2 while total energy consumed per vehicle produced has also decreased. In order to make Tata Daewoo as a self-regulating company for environment standards, Liquefied Natural Gas (LNG) was used instead of oil to promote use of eco-friendly energy fuel. The energy saving initiative resulted in 10% reduction in winter electric consumption. Tata Daewoo also extended technical assistance on environment for small and medium sized companies in Jeonbuk. These initiatives led to the declaration of Toxic Free Tata Daewoo in Korea.

4. HEALTH CARE:Tata Motors actively promotes healthcare both at the national and plant levels. A partnership with Smile Train empowers surgeons to provide free corrective surgery for children with cleft lip and palette deformities. Further, AIDS awareness campaigns were conducted for truck drivers. Preventive and curative healthcare facilities are provided through small Mobile Health Clinics, awareness camps, hospitals and clinics. Besides, rural health workers are trained to act as foot doctors to cure minor ailments in their allocated areas. The collaboration between Land Rover UK and the British Red Cross is part of the major global partnership between Land Rover and the International Federation of Red Cross and Red Crescent Societies (IFRC). It involves Land Rover supporting national Red Cross societies in 15 countries, with each country adopting a priority programme. To celebrate the production of the one millionth Discovery, Land Rover began a charitable 50-day journey from Birmingham to Beijing, aiming to raise 1,000,000 for the IFRC. This effort is Land Rover's most ambitious fundraising project to date and supports a much-needed water and sanitation project in Uganda. Tata Motors Thailand also extended vehicular support to raise funds for helping the Tsunami and Earthquake victims of Japan. Tata Motors Thailand provided its Nano, Super Ace City Giant and Xenon vehicles to carry supplies for runners in the "Emporium & Punky Runners: Run for Japan" charity activity to raise funds to help people stricken by the recent earthquake and tsunami in Japan. Employee volunteers of Tata Daewoo have extended their support to children shelters. Volunteers are mainly engaged in free inspection of computers in children shelters, helped in soup kitchens, restored work in flooded areas, and organised blood donation camps.

5. ACHIVEMENTS:Golden Peacock Award for Corporate Social Responsibility' for 2011. Lucknow plant was conferred the 'Genentech Environment Silver Award' for Outstanding achievement in Environment Management' in the automobile sector for 2011.
CII Award' for Corporate Sustainability Reporting.

Hellen Keller Award' for CSR.

'Bombay Natural History Award' for Green Governance.

Gold Award for Corporate Social Responsibility' at 51st Annual Awards Nite of the Association of Business Communicators of India (ABCI). Pantnagar Plant won 'CII - Environmental Best Practices Award 2012'.
'Certificate of Commendation for Significant Achievement' at the CII-ITC.

HUMAN RESOURCES:The Tata Motors Group employs over 59,000 people. Our people are as diverse as our organization, because they come from various nationalities and ethnicities, have a wide range of skill sets, knowledge and experience levels. This diversity facilitates debate, dialogue and fresh perspectives, and ingrains a lateral thinking mindset across the organization. Tata Motors believes in a progressive people culture. We ensure that a judicious mix of people is maintained in our workforce. This is achieved through hiring multi-skilled people both from within the automobile industry and from other sectors. In addition, a regular and consistent recruitment programme at engineering and management institutes ensures a steady stream of high quality people getting inducted to fuel the growth plans. We also have ongoing partnerships with Industrial Training Institutes, besides our own professional training centres, to recruit shopfloor workforce. A clearly defined HR strategy is based on the premise that people drive annual performance, (a short-term goal), and also strengthen long-term organisational objectives. Programmes like miniassessments and the Fast Track Selection Scheme (FTSS) ensure that talent is spotted early and given an opportunity to mature into leaders. Capability development, spearheaded by the Tata Motors Academy, has enabled knowledgesharing through initiatives, such as Learning Management Systems (LMS) and iTeach. The former allows employees to take ownership of knowledge accretion, while the latter provides a platform for senior management to share their expertise. Enablers, such as the 'One Tata Motors' culture, leverage interdepartmental synergies. Therefore, greater opportunities to learn from and contribute to the organization are created. Combined with a rearticulated compensation philosophy and reworked variable pay plan, these initiatives ensure that Tata Motors remains performance-oriented and talent-driven. To drive and support our business growth, we have increased our total workforce to nearly 23,000 people at Jaguar Land Rover. We recruited over 6,200 Salaried, Hourly and Agency workers during the course of the year (including the highest ever intake of over 330 graduate trainees). Jaguar Land Rover is recognised as a preferred employer in the UK. Increasing numbers of International Service assignments have commenced to support global operations, and a new National Sales Company has been established in China. We work hard to retain our talented staff, and during the year our employee turnover rate remained low at 1.8% for the salaried population and 0.9% for the hourly population. Relationships with employees and their representatives remain positive and constructive, with no strikes. The 2011-12 Employee Engagement Survey was extended to all hourly paid employees for the first time this year, and employee satisfaction rates for salaried employees rose to an alltime high of 65%, from 57% in the previous year. An extended working week was introduced, with 58% of salaried staff opting to extend their working hours.

Corporate Social Responsibility & Accountability Policy: Tata Steel believes that the primary purpose of a business is to improve the quality of life of people. Tata Steel shall volunteer its resources, to the extent it can reasonably afford, to sustain and improve healthy and prosperous environment and to improve the quality of life of the employees and the communities it serves. Tata Steel shall conduct its business ever mindful of its social accountability, respecting applicable laws and with regard for human dignity. Tata Steel shall positively impact and influence its partners in fostering a sense of social commitment for their stakeholders.