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Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
Group 7  sec d tata power submission
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Group 7 sec d tata power submission

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  • 1. TATA POWER: CSR AND SUSTAINABILITY Sec D Group 7 Aditya Vikram Bharadwaj(12P185) Ankit Gupta(12P187) Chandrachuda Sharma(12P194) Chirag Sachdev(12P195) Santosh Garbham(12P229) Venkatesh Vellur(12P238)
  • 2. 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
  • 3. TRIPLE BOTTOM LINE & TPC Stake holders Customers ShareholdersCommunity
  • 4. KEY THRUST AREAS Health Education Infrastructure Energy Environment Income Generation Need Identification Budget Allocation Implementation Impact assessment
  • 5. 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
  • 6. TEWARI’S DILEMMA Separate Department External hiring Internal employees Balance of power Balance of goals COST
  • 7. 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
  • 8. 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
  • 9. Employee Utilization for CSR Identify, engage & recognize any willing employee who wishes to contribute 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
  • 10. 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

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