TCS adheres to a strict code of conduct as defined by the Tata Group to ensure sustainability across economic, social, and environmental dimensions, known as the triple bottom line. Key aspects of the code of conduct focus on national interest, financial reporting, health and safety, equal opportunities, and corporate citizenship. TCS implements various initiatives to achieve sustainability such as green infrastructure, reducing environmental impact, strong financial performance, innovation, and positive economic and social impact through job creation and community development.

1. 1
CORPORATE SOCIAL RESPONSIBILITY
WRITTEN ASSIGNMENT ON
TRIPLE BOTTOM LINE
TATA CONSULTANCY SERVICES
By
Group 5
Group Members:
Neha Kumar (A029)
Rashi Kapur (A039)
Sonal Rajadhyax (A050)
Tarannoom Rehmani (A053)
Yuvraj Tandon (A059)

2. 2
Index
Page Number
About TCS 3
Triple Bottom Line (TBL) 3
TCS Code of Conduct 4
TATA Groups Initiative for TBL 6
Financial Sustainability 8
Environmental Sustainability 9
Economic Value Add 10
Social Responsibilities 12
Innovation 14
Bibliography 17
Conclusion 18

3. 3
ABOUT TCS
Tata Consultancy Services (TCS) is one of the world's leading information technology
companies. Through its Global Network Delivery Model, Innovation Network, and Solution
Accelerators, TCS focuses on helping global organizations address their business challenges
effectively.
The company’s Mission is:
To help customers achieve their business objectives, by providing innovative, best-in-
class consulting, IT solutions and services.
To make it a joy for all stakeholders to work with us.
The Values are:
Leading change. Integrity. Respect for the individual. Excellence. Learning and sharing.
The company has set & adheres to certain Code of Conducts which goes hand in hand with the
functionality of Triple Bottom Line.
TRIPLE BOTTOM LINE
"The triple bottom line (TBL) focuses corporations not just on the economic value they add, but
also on the environmental and social value they add -- and destroy. At its narrowest, the term
'triple bottom line' is used as a framework for measuring and reporting corporate performance
against economic, social and environmental parameters."
In its endeavour to show sustainability and growth by adhering to the above definition for Triple
Bottom Line, Tata Consultancy Services (TCS) follows a strict code of conduct as described by
the TATA group, which are described as:

4. 4
TCS CODE OF CONDUCT
National Interest (focusing on Economic parameters)
The Tata Group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.
A Tata company‟s management practices and business conduct shall benefit the country,
localities and communities in which it operates, to the extent possible and affordable, and shall
be in accordance with the laws of the land.
A Tata company, in the course of its business activities, shall respect the culture, customs and
traditions of each country and region in which it operates. It shall conform to trade procedures,
including licensing, documentation and other necessary formalities, as applicable.
Financial Reporting and Records (focusing on Financial parameters)
A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance
with the accounting and financial reporting standards which represent the generally accepted
guidelines, principles, standards, laws and regulations of the country in which the company
conducts its business affairs.
Internal accounting and audit procedures shall reflect, fairly and accurately, all of the company‟s
business transactions and disposition of assets, and shall have internal controls to provide
assurance to the company‟s board and shareholders that the transactions are accurate and
legitimate. All required information shall be accessible to company auditors and other authorized
parties and government agencies. There shall be no willful omissions of any company
transactions from the books and records, no advance-income recognition and no hidden bank
account and funds.
Any willful, material misrepresentation of and/or misinformation on the financial accounts and
reports shall be regarded as a violation of the Code, apart from inviting appropriate civil or
criminal action under the relevant laws. No employee shall make, authorize, abet or collude in
an improper payment, unlawful commission or bribing.

5. 5
Health, Safety and Environment (focusing on Environmental parameters)
A Tata company shall strive to provide a safe, healthy, clean and ergonomic working
environment for its people. It shall prevent the wasteful use of natural resources and be
committed to improving the environment, particularly with regard to the emission of greenhouse
gases, and shall endeavour to offset the effect of climate change in all spheres of its activities.
A Tata company, in the process of production and sale of its products and services, shall strive
for economic, social and environmental sustainability.
Focusing on Social Parameters
Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights. The board of directors of a Tata company
shall duly and fairly inform its shareholders about all relevant aspects of the company‟s
business, and disclose such information in accordance with relevant regulations and
agreements.
Corporate Citizenship
A Tata company shall be committed to good corporate citizenship, not only in the compliance of
all relevant laws and regulations but also by actively assisting in the improvement of quality of
life of the people in the communities in which it operates. The company shall encourage
volunteering by its employees and collaboration with community groups.
Tata companies are also encouraged to develop systematic processes and conduct
management reviews, as stated in the Tata „corporate sustainability protocol‟, from time to time
so as to set strategic direction for social development activity.
The company shall not treat these activities as optional, but should strive to incorporate them as
an integral part of its business plan.

6. 6
Equal opportunities employer
A Tata company shall provide equal
opportunities to all its employees and all
qualified applicants for employment
without regard to their race, caste,
religion, colour, ancestry, marital status,
gender, sexual orientation, age,
nationality, ethnic origin or disability.
Human resource policies shall promote diversity and equality in the workplace, as well as
compliance with all local labor laws, while encouraging the adoption of international best
practices.
Employees of a Tata company shall be treated with dignity and in accordance with the Tata
policy of maintaining a work environment free of all forms of harassment, whether physical,
verbal or psychological. Employee policies and practices shall be administered in a manner
consistent with applicable laws and other provisions of this Code, respect for the right to privacy
and the right to be heard, and that in all matters equal opportunity is provided to those eligible
and decisions are based on merit.
TATA GROUP’S INITIATIVES FOR TRIPLE BOTTOM LINE
The Tata group has consistently adhered to the practice of corporate governance and has
initiated the process of the triple bottom line, consisting of benchmarking with global practices
Corporate ethics and governance having once been edged into the backseat by blatant
commercial interest, are now wending their way back into the boardroom. The Tata group, has,
however consistently adhered to
the practice of corporate
governance for many years. The
group has initiated the process of
the triple bottom line, consisting
of benchmarking with global
practices.
The triple bottom line addresses
the need for a company to
assume responsibility towards
environment and society. The
triple bottom line, a three-fold

7. 7
manifesto, constitutes a company's environmental obligation, its social responsibilities, and its
financial bottom line. Traditionally, companies have followed a stringent reporting system of its
financial position, whereas environmental and social obligations have been pushed onto the
backburner. But the house of Tata‟s has been practicing the triple bottom line way before it
became a norm with corporate houses worldwide.
In the long run, it is worthwhile for an enterprise to play the game of business according to rules,
even if their competitors do not. In effect, while this benefits society at large, it also helps build
the community's faith in the company. The Tata group, for one, can illustrate this from its own
business experiences. Bihar is a case in point. The state is a crucible of social and political
unrest. Disruptive forces have made several attempts to undermine the good work done by
other corporate houses, but the efforts of the Tata group have never been adversely affected.
People: Sustainable Internal and External Communities
More than 250,000 employees are the backbone of TCS, who are actively engaged with to drive
sustainability initiatives. Externally, TCS conducts a diverse range of CSR initiatives in the areas
of education & skill building, health environment and affirmative action using volunteering,
sponsorships and pro bono leveraging of our IT capabilities as the modes of engagement. In
addition initiatives focused at promoting supply promoting supply chain and procurement
sustainability ensure the alignment of that our vendors and suppliers to the sustainability
objectives
Planet: Environmental Sustainability
From designing sustainable infrastructure, running
efficient operations, to engaging with our supply
chain partners in green procurement and disposal
activities; TCS takes a holistic approach towards reducing its energy, water, material, waste and
carbon footprint. TCS offices as well as IT infrastructure are sustainably designed and built for
maximum resource efficiency.
Profit: Sustainable Marketplace
In addition to ensuring sustainability of the Company‟s business performance, a dedicated eco-
sustainability team works across industry verticals with an aim to provide next-generation
sustainability services to customers. Integrating sustainability into business strategies and
unlocking environmental efficiencies in the entire value chain is a significant value add.
27.0% Operating Margin
$56.7 Bn Market Capitalization

8. 8
FINANCIAL SUSTAINABILITY
Successful execution of the Company‟s strategy for sustainable growth requires investments in
building capacity, in people and in new business initiatives. The ability to fund these investments
either through internal accruals or from the outside is critical to business sustainability. TCS‟
business model has a financial profile characterized by strong cash generation, low capital
needs, low working capital requirements, negligible debt and very attractive Return on Equity.
TCS is a near zero-debt company, funding its growth entirely through internal accruals. TCS did
not receive any significant governmental financial assistance in FY 2013. These are the
structural attributes of TCS‟ business model which going forward are sustainable. Equally
important, is the robust risk management framework with which the Company can scan the
environment for potential risks to this sustainability and take mitigative steps.
Strong cash flows:
The Company‟s growth is financed by cash generated from operations. As of March 31, 2013,
Total Shareholder‟s
Equity stood at $7,659 Mn of which Retained Earnings made up $8,024 Mn. As at March 31,
2013, the Company had cash and cash equivalents of $339 Mn (FY12: $391 Mn) and Bank
Deposits of $1,361 Mn (FY12: $1,295 Mn). Net Cash generated from Operations was $2,266
Mn. The Company believes that it has sufficient cash from operations to meet its working capital
requirements. In addition it has short term working capital facilities with various commercial
banks. As at March 31, 2013, the Company had available lines of credit with multiple banks
aggregating $ 983 Mn interchangeable between fund- based and non fund-based limits ($ 821
Mn as at March 31, 2012).
Independent Credit Ratings:
Although historically TCS has never used debt to fund growth, the option is always available
given our strong credit worthiness. An independent assessment of the Company‟s financial
strength and sustainability is the credit rating assigned to TCS by various global rating agencies.
Shareholder Value delivered, year after year
After going public, TCS has paid out dividends to its shareholders every year, maintaining a
payout ratio of around 30%. In FY 2013, the Company paid a total dividend of $0.4 (Rs 22) i.e. a
payout ratio of 40% of the consolidated profits under IFRS. TCS‟ market capitalization as of
March 31, 2013 was $56.7 Bn.

9. 9
ENVIRONMENTAL IMPACT
As part of the Tata culture of being a responsible corporate citizen, TCS continuously strive to
reduce their ecological footprint by identifying material areas and focusing on each of them
strategically. TCS have defined processes and systems in order to identify, quantify and reduce
the impacts on the environment, including the carbon, water, energy and waste footprint. The
key pillars of the successful environment management have been senior management
commitment and an integrated management systems approach guided by the TCS
Environmental Policy.
Green office infrastructure:
TCS views green infrastructure as a key tool in the drive to reduce energy footprint, material
footprint and carbon footprint. All new offices coming up are designed as per LEED Green
Buildings - Gold rating. TCS already has LEED Certified Green Buildings at Chennai,
Bhubaneswar and Trivandrum. The other upcoming facilities at Hyderabad, Pune and
Ahmedabad are also designed at higher resource efficiency levels. Some key features of the
TCS green buildings include onsite renewable energy (solar photovoltaic panels), solar thermal
installations, improved energy efficiency, chiller waste heat recovery units, solar PV based
peripheral lighting systems, etc. In FY 2013, TCS increased its solar water heater capacity by
55% over 2011-12 (Figure 20), thereby helping reduce the energy used in heating water for use
in kitchens and gymnasium washrooms.
Green IT:
TCS has undertaken a series of initiatives to reduce
the energy footprint of our data centres and computer
workstations, such as server virtualization and
consolidation, data center power management, server
cooling load management, shift to blade servers,
procurement of energy-star rated equipment, remote
desktop control, desktop virtualization projects to help reduce the energy consumption further by
consolidating individual CPU loads on a single server for load optimization, etc.
40% Reduction in per capita carbon
footprint
76% Reduction in per capita paper
consumption

10. 10
Energy audits:
TCS has taken up the internal energy audit projects at various locations to identify potential
energy efficiency projects to come up with all possible innovations and ideas to improve the
energy performance of the older buildings.
Operational energy efficiency:
Operational controls have been put in place and are monitored on an ongoing basis, including:
Optimization of HVAC operating hours to ensure energy saving without compromising on
employee comfort
Temperature regulation in work areas at optimal comfort levels
Rationalization of illumination levels in conformance to applicable building and energy
efficiency codes
Installing Variable Frequency Drives (VFD) in air handling units
Power Factor management
Minimizing use of energy intensive lighting
Auto hibernation software patches for switching off of monitors when not in use
Employee engagement through awareness drives and visual communication methods, etc.
ECONOMIC VALUE ADD
Direct and Indirect Economic Impact:
The most significant, direct economic impact TCS has is the productivity benefits that clients
gain from the automation of their various business processes using the IT applications. Greater
cost-efficiency and productivity at a firm-level translates into higher productivity for the larger
economy. Therefore, TCS has had a significant role in the transformational phase of the global
economy, marked by significant productivity gains from the deployment of IT.
The productivity benefits from the Company‟s IT-related work directly translate into community
benefits when TCS engages with various governments to digitize their operations, particularly in
the area of citizenry services. Examples of TCS‟ exemplary service include an end to end IT
solution to successfully automate the National Rural Employment
Guarantee Act (NREGA) scheme in Andhra Pradesh. The Company does not believe that any
part of its operations has a potential or actual negative impact on the communities with whom it
works. TCS‟ profitable global operations result in payment of corporate taxes applicable in
multiple countries. Thereby, funding the governments indirectly to help improve the quality of
their civic services. Tax expense relating to overseas operations is determined in accordance
with tax laws applicable in countries where such operations are domiciled and provided for. In
FY 2013, TCS provided for a total tax expense of $741 Mn, distributed across over 50 countries.
Based on NASSCOM‟s figures for the entire sector, it is estimated that TCS contributed 0.75%
to India‟s GDP and TCS‟s share of India‟s exports in FY 2013 is over 3%.

11. 11
Direct and Indirect Employment:
TCS‟ strategy of a distributed delivery capability, tapping into the local talent in each delivery
location has resulted in a largely balanced, positive economic impact through employment
generation both direct and indirect. Direct employment results in the creation of tens of
thousands of white-collar jobs, broadening the tax collections at the local, state and central
levels. Each delivery center has over a thousand employees. The construction of these massive
campuses employs architects, engineers and construction workers. Once the facility is
commissioned, the center opens up tremendous local employment opportunities for skilled
workers while the vendor-partners hire housekeeping staff, security guards, drivers, gardeners,
maintenance workers, chefs, cafeteria staff etc. The creation of these jobs creates a massive
demand for local housing in the surrounding areas
Moreover, the beneficiaries of these net new jobs are
often young (median age of the workforce: 28 years)
and therefore tend to display high consumption
patterns, benefiting local businesses and by
extension, the local economies. All in all, it is
conservatively estimated that we generate 32 indirect
jobs for every 10 direct job Taking these indirect jobs into account, TCS‟ consolidated, global
employment generation footprint is estimated at over 870,000.
Infrastructure Development
The setting up of delivery centers promotes infrastructure development to accommodate the
resultant growth within the communities. Local municipalities respond to the growing needs of
the community. An improvement in transport infrastructure and connectivity as well as an
improvement in electricity and water supply is expected outcomes of this growth. Private and
public sector partners respond to these developments by offering their services in areas
including telecom, healthcare, education etc.
Broad based Regional Development:
Historically, the emergence of the Indian IT industry occurred in the four large metropolitan cities
of New Delhi, Mumbai, Chennai and Kolkata. Further expansion to Bangalore and Hyderabad
occurred with a view to take advantage of the available engineering talent and supporting
infrastructure. Recognizing the multiplier effect that the IT-BPO industry has on local
economies, various state governments are encouraging IT companies to establish centers in
smaller cities. This is to broad-base the resultant economic development beyond just the Tier I
cities With a view to leverage benefits of low costs and a motivated local workforce, the IT-BPO
industry has started establishing centers in Tier II and Tier III cities TCS has been leading this
foray with headcount in Tier II/III cities* steadily growing as a percentage of our total India
headcount over the last 4 years.
$10,075 Mn Investment in CSR
initiatives
32.4% of women in the workforce

12. 12
SOCIAL RESPONSIBILITIES
Adult Literacy Programme:
TCS‟ Adult Literacy Programme (ALP) is among the first
instances of using IT Core Competence for social
causes, and since its inception in 2000 continues to be a
flagship programme of TCS CSR. The ALP has reached
1, 93,625 beneficiaries. The software is available in 9
Indian languages. The ALP software in Arabic was
completed in December 2012. This is the third foreign language offering after Northern Sotho
(South Africa) and Moore (West Africa). TCS MEA is currently developing a plan for
deployment.
A new website for ALP (www.tcsion.com/alp) was recently created as a one-stop shop for all
information related to the ALP, with provision for registration, tracking and monitoring of users
as well as gathering feedback.
In FY 13, the programme reached 11,125 people and through TCS‟ partnerships with NGOs
and academic institutions, 473 trainers were capacity built to conduct ALP programmes in
Telugu, Hindi, Urdu, Odia and Marathi. Hindi ALP was deployed among the jail population in
Lucknow and New Delhi. In FY 13, the ALP reach in New Delhi increased from 3 Jails to 10
jails. At Tihar Jail, New Delhi, a total of 300 inmates have been made literate through this
programme.
IT Core Competence:
TCS has a dedicated team which provides end to end consultancy and architected
comprehensive solutions for social organizations. The focus has been on using technology as a
key enabler to assist and resolve business challenges faced by these organizations.
Retina India Foundation is an NGO focused on patient care for visually challenged persons in
India. TCS has prepared the prototype for a National Retina Disease Registry System and is
working on creation of a retinopathy patient database. Justice and Care is an international NGO
supporting victims of Trafficking. A prototype for the Case Management System for monitoring
trafficking cases and collaterals to assist the management team in visualizing the Case
Management System has been prepared and showcased to the organization.
Operation Smile is an international NGO which provides free surgery for cleft lips, cleft palates
and other facial deformities to economically backward children. TCS conducted a feasibility
study during the visit to the organization‟s Guwahati center in FY 13 and prepared a prototype
for Patient Care System for tracking patients, with visual collaterals.
Impact India Foundation focuses on reducing disabilities among marginalized people through
curative and preventive measures. TCS customized and deployed a Donor Management

13. 13
System (DMS) addressing Impact's donor management needs and prepared a process
document for their Community Health Initiative programme. This document has been
showcased to the Health Minister of
India and has been sent to the Office of the Prime Minister of India.
CHILDLINE India Foundation works to ensure children‟s rights and the protection of children.
TCS customized and deployed a DMS addressing Childline's Donor Management needs.
Mumbai Mobile Crèches provides support to workers at construction sites. TCS is involved in
training and support for inventory and DMS. The TCS team also worked on configuration of the
Donor Management System and supporting MMC Infrastructure upgrade.
Operation Smile is an organization that provides free surgery to repair cleft lips, cleft palates
and other facial deformities in children throughout India. TCS is working on creating an MIS for
the organization.For Internal Circulation only 10
Tata Medical Centre:
TCS has designed and implemented a comprehensive Hospital
Management System and IT Infrastructure for Tata Medical Centre
(TMC) in Kolkata that provides cancer treatment to patients in eastern India. TCS continues to
support IT infrastructure of TMC. In FY 13, TCS provided TMC with pro bono IT services valued
at INR 4.2 crores.
Med Mantra for Cancer Institute in Chennai - An integrated Hospital Management System along
with IT infrastructure including a comprehensive and fully integrated, web-based solution has
been provided free of cost to the Cancer Institute at Chennai. TCS Med Mantra strives to
enhance the quality of care that this landmark institution provides to over 130,000 patients every
year. FY 13 marked the successful implementation of all 17 modules of Med Mantra which were
then transitioned to a support mode. The final phase of the TCS Med Mantra installation was
completed in March 2012 and it now records all details of the patient in Cancer Institute from
registration to discharge. TCS financially and intellectually sponsored the entire project from
design to implementation. 125,000 consultations performed in FY13, an increase of 25% from
FY12. 100,000 Laboratory investigations ordered in FY13, an increase of 70% from FY12. It
indicates an increased adherence by Doctors towards Med Mantra HMS. Since December 2010
till date, 160,000 doctor consultations and 42,000 patient registrations have been managed
through Med Mantra. TCS is currently providing complete end-to-end support both from onsite
at Chennai and offshore at Hyderabad. New features including Clinical Lab Equipments
Integration, Bar Code Printing, Cancer Registry were delivered to Cancer Institute yielding
significant benefits. ab equipments integration resulted into increased operational commitment
towards Med Mantra.

14. 14
Innovation:
TCS R&D continues to attract top research talent from India and across the world. The
Company continues to support sabbaticals, internships and PhD sponsorships in research
areas relevant to the Company as well as in premier
academic institutions. Research based competencies
have been introduced in the Company‟s learning portal.
Affirmative Action:
Enhancing employability skills and generating employment opportunities– In 2010, TCS initiated
a programme to train economically and socially disadvantaged candidates for BPO jobs and
then absorb some of them based on the company‟s requirements. Since the program‟s
inception, TCS has trained 22,236 underprivileged graduates of which 7,681 are from the
SC/ST categories. The programme now reaches rural areas across 152 locations in India. Over
1,883 of these beneficiaries are today TCS - BPO Associates. The efficiency of the programme
has seen a marked improvement, with a consistently higher percentage of trained students
joining TCS. During FY13, the team trained 10,819 candidates of which 2,501 were SC/ST. 827
of the trained candidates joined TCS-BPO.
TCS has developed a Faculty Development Programme focusing on Industrial Training Institute
(ITI) Instructors of the COPA (Computer Operator cum Programming Assistant) course. This
programme seeks to improve the quality of training in courses run by these Instructors. In FY
13, 48 instructors were trained and certified in Kolkata, Bangalore and Mumbai.
TCS Pune sponsored the education of 40 Dalit children in hostels run by Manuski. Additionally,
TCS provided water filters, computers and a broadband connection within the Girls Hostel and
helped set up a library for the Boys Hostel. The Pune branch has recently initiated project level
involvement with the Manuski Hostel Project to increase TCS‟ contribution to the initiative.
TCS also contributes towards scholarships through the Foundation for Academic Excellence
and Access (FAEA) to help SC/ST students studying in professional courses. TCS is engaging
with the FAEA to ensure suitable employment of TATA Scholars post their education, on behalf
of the Tata Group.
Employability programmes:
In April 2012, Project “Udaan” an employability training programme for youth of Jammu and
Kashmir, in association with the National Skill Development Corporation, Govt. of India to help
Kashmiri youth join the mainstream of corporate India was launched at Kolkata. TCS endeavors
to catalyze the Kashmiri youth connect with Indian industry, coupled with polishing their skills

15. 15
thus making them more employable. TCS has partnered with NSDC in this promising initiative
and is the first organization in India to sign the MOU with NSDC.
TCS designed and developed a 14 week training programme. TCS has completed deployment
of 2 batches of training successfully and offered employment to 119 candidates.
GoIT:
In North America, TCS‟ GoIT programme provides in-school IT career and awareness
workshops, and hands-on technology education to high school students and is conducted free
of cost. The programme is aimed at getting students interested in IT careers. In FY 13 GoIT
targeted 5 schools for enhanced curriculum collaboration. For Internal Circulation only 11
Since its inception in 2009, GoIT has evolved from a two-school camp to a year-long program
and has impacted over 2,000 students across 40 school districts. 2 Schools have expanded
their technology education courses & 4 schools have been assisted with curriculum reviews.
In FY 13, TCS launched „Go for IT‟ in Australia, which is a 1 week structured and intensive work
placement initiative designed to encourage girls to consider IT as a career. This year, the
programme is being incorporated in ongoing school programmes e.g. sessions in schools on
working in the IT Sector, guest speakers on special topics.
Web Health Centre:
This is a healthcare portal offering online medical consultation and comprehensive healthcare
information. It offers a virtual home for patients and doctors to restore their information, and
record databases for cross referencing. WHC is free for browsing through general content like
health calculators, drug information, disease details, etc. It also provides online consultation,
accessing online health and medical record storage facility etc., for which one needs to register.
Partnerships over charity
It has never been the objective of Tatas to indulge in mere charity. Rather, they have helped
and guided villagers on the basis of partnerships. The village folk contribute land and labor
towards their various projects, while Tata experts guide them in water harvesting, and improving
cultivation, animal husbandry, etc.
Three years ago a casual trip was made for a prayer ceremony to one of the villages on the
banks of the Kharkai, a river near Jamshedpur. Little did the rural community realize then that
this would be a turning point for economic prosperity in their community. While the village had a
beautiful view of the factories at a distance, the immediate reality their farming systems was at
least 100 years old. The nearby industry had not impacted their lives.
Eventually, the villagers were made to see all that they could gain from a prosperous society.
They were coaxed into allowing water pumps and other modern agricultural equipment to aid

16. 16
them in their work. As a result of this initiative, the villagers now enjoy two crops a year, as
opposed to a single harvest in the past. A single profitable industry helped expand the scope of
its prosperity by sharing knowledge and benefits.
Corporate governance is in keeping with the Tata Business Excellence Model, which was
instituted seven years ago. This model focuses on the efforts of Tata companies in helping and
making a positive difference in the communities in which they exist.
Nowadays, many non-governmental organisations are actively involved in ensuring that
companies behave in a socially acceptable manner. People for the Ethical Treatment of
Animals, for instance, has taken up cudgels against the Tata group's leather unit, for alleged
cruel treatment of cattle in India without realizing that the company imports leather from China
and other countries!
The message, however, is clear. In future, communities will pronounce judgment on the
initiatives and activities of corporate houses. Unlike some other countries, this may take a long
time to happen in India. Ultimately (as has already happened abroad), communities will sanction
industries to exist within their boundaries, and shareholders will invest only in companies that
are conscious of their responsibilities towards the environment and social development.

17. 17
BIBLIOGRAPHY
www.tata.in
www.tcs.com
www.ultimatix.net/
http://www.tcs.com/SiteCollectionDocuments/About%20TCS/TCS-Corporate-Sustainability-
Report-2012-13.pdf

18. 18
CONCLUSION
Thus, in today's business world, showing accountability only from an economic perspective is
not sufficient. It is required that the company should show its accountability from economic,
environmental and social perspectives too, as it helps its various stakeholders to learn,
understand and appreciate the different programmes and initiatives that the company is
engaging in from time to time.
Even though economic sustainability and growth is the prime concern of every organization, if
we were all to go by the maxim - "Business of Business is Business", increasing awareness
amongst people makes it imperative that organizations show that they care for the surroundings
in which they operate, besides just focussing on economic profits and maintaining a good
bottom line. Thus, TBL is incorporated as an accounting framework that involves three
dimensions of performance - social, environmental and financial.
TCS is a part of the Tata Group of Companies, and the flagship company has incorporate the
TBL framework within its working at that point in time when very few Indian companies were
aware of this concept. It has had to undergo an overhaul of its Code of Conduct to ensure that
every person in the organization through his/her work performance, behaviour and demeanour
abides and imbibes values that help it to achieve the goals established by the Triple Bottom
Line.
TCS in its endeavour to provide sustainability and to depict growth to its stakeholders and
shareholders, has adopted the flagship company's policies in its functioning. Its initiatives in all
the dimensions - economic, social and environmental stand proof to the fact that by adopting the
Triple Bottom Line framework, the organization has not only registered profits for itself, but has
also made a significant contribution to the environment and to the people, as a whole.