TATA POWER: CSR AND
SUSTAINABILITY
Sec D Group 7
Aditya Vikram Bharadwaj(12P185)
Ankit Gupta(12P187)
Chandrachuda Sharma(1...
TATA POWER
 Started in 1919 with operations in Maharashtra, Jharkhand and Karnataka
 TPC business operations were divide...
TRIPLE BOTTOM LINE &
TPC Stake holders
Customers
ShareholdersCommunity
KEY THRUST AREAS
Health
Education
Infrastructure
Energy
Environment
Income
Generation
Need
Identification
Budget
Allocatio...
Ground Level Challenges
Cultivating ownership among communities
Role of employees – how to motivate them?
CSR
Sustainabili...
TEWARI’S DILEMMA
Separate
Department
External
hiring Internal
employees
Balance of
power Balance of
goals
COST
Recommendations
Integrating CS with Vision, Mission, Values
Involvement of senior leaders in key activities – while launch...
Analysis
External hiring
would lead to
greater costs
Balancing various
stakeholders is
important –
employees,
shareholders...
Employee Utilization for CSR
Identify, engage & recognize any willing employee who
wishes to contribute
Register Employee ...
Summary
VMV Leveraging Core
Competence and
Expertise
Networking with
Community and
enabling agencies
Alignment of internal...
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Group 7 sec d tata power submission

  1. 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. 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. 3. TRIPLE BOTTOM LINE & TPC Stake holders Customers ShareholdersCommunity
  4. 4. KEY THRUST AREAS Health Education Infrastructure Energy Environment Income Generation Need Identification Budget Allocation Implementation Impact assessment
  5. 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. 6. TEWARI’S DILEMMA Separate Department External hiring Internal employees Balance of power Balance of goals COST
  7. 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. 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. 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. 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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