vs
ACKNOWLEDGEMENT
I would like to begin by express my sincere gratitude to the God, who makes us
competent to complete our project report in a very comfortable manner. Our
gratitude and heart-felt thanks goes to our respected professor
Rama Kant Shukla, who co-operated us all through the times for completing
our Project Report. Without the special guideline of whom, it would be
impossible on our part to complete our thesis report successfully.
We express our deep thankfulness to all the respondents and friends, who
helped us to prepare the report.
Annanya Verma
Saurabh Bhuradia
DECLARATION
We sincerely declare that,
 We are the sole writer of this report.
 The details of training and experience contains in this report describe
our Involvement as a student studying Corporate-governance in MBA 3rd
Semester.
 All the information contain in this report is certain and correct to the
Knowledge of the author
Annanya Verma
Saurabh Bhuradia
INDEX
1
Corporate social responsibility
2
Importance of CSR
3
Mahindra & Mahindra company’s
profile
4
Factors fuelling Global Initiatives of
Mahindra & Mahindra
5
Mahindra & Mahindra CSR
6
Mahindra & Mahindra CSR Projects
7
Tata Motors Company’s Profile
8
CSR strategy and initiatives and
projects
9
Key Program Areas
CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsibility (CSR) is a modern technique for increasing
corporate sector confidence in its connected external environmental society.
In recent years, stakeholders have been confused owing to failures in
confidence-building measures, some significant lapses, selfish profits of
corporations & money laundering, bribes, and mis-utilization of investor's
money.
Corporate social responsibility (CSR), also known as corporate citizenship and
corporate social opportunity, is a concept in which organisations consider
society's interests by accepting responsibility for the impact of their activities
on customers, suppliers, employees, shareholders, communities, and other
stakeholders, as well as the environment. Organizations that voluntarily take
further efforts to improve the quality of life for their employees and their
families, as well as the local community and society as a whole. From an
international standpoint, India has become one of the world's fastest-growing
economies and an emerging market. At a time when India is poised to take on
a global role, it is critical to assess if economic progress is the result of good
commercial operations. Organizations must recognise that the government
cannot succeed in its efforts to improve society on its own. The current societal
marketing notion of businesses is continually evolving, giving rise to a new
term-Corporate Social Responsibility. Many of the world's biggest firms
recognised the value of being linked with socially important issues as a method
of marketing their brands or corporate image. CSR refers to the corporation's
commitment to all stakeholders and a means for a firm to succeed by doing
something other than traditional techniques such as sales promotion,
corporate philanthropy, corporate sponsorship, and public relations.
IMPORTANCE OF CSR
When one examines CSR as a term that encompasses a wide variety of
concerns under the fabric of sustainable development, the significance of CSR
in India becomes clear. This is critical language for developing countries in
today's globe. A fundamental component of this philosophy is the protection
of the environment and a country's natural resources. Furthermore, there is an
equally critical requirement to guarantee that society does not suffer from
financial gaps and the provision of fundamental services such as health care,
education, and literacy.
Many businesses are now held accountable for the societal effects of their
behaviour. Nowadays, many businesses are embracing Corporate Social
Responsibility initiatives for a variety of reasons, including:
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Establishing strong relationships with stakeholders
Increasing the attractiveness of investors
Creating a better and more dynamic work environment
Improving organisational performance
Establishing and maintaining a good reputation
Improving management efficiency
DEFINITIONS OF CSR
1- Social responsibility of business refers to what a company performs for
the benefit of society that goes above and beyond what is required by
law. The phrase "responsibility" stresses that the company has moral
duties to society.
2- According to the World Business Council for Sustainable Development
(WBCSD), CSR is "the continuous commitment by a business organisation
to act ethically and contribute to economic development while
improving the quality of life of the workforce and their families, as well
as the local community and society at large."
3- Corporate Social Responsibility "Business decision making related to
ethical ideals, compliance with legal standards, and respect for people,
communities, and the environment across the world," according to
America's biggest CSR group.
M&M COMPANY’S PROFILE
BACKGROUND
The flagship firm of the US$ 3 billion Mahindra Group, Mahindra & Mahindra
Limited (M&M), was founded in 1945 to manufacture general-purpose utility
vehicles for the Indian market. It quickly extended its activities from autos and
tractors to agricultural tractors and LCVs, and it eventually expanded its
operations beyond vehicles and tractors to other industries. Mahindra Systems
and Automotive Technologies (MSAT) is a new business of the firm that
focuses on creating components and providing technical services.
M&M is divided into two primary operational divisions: automotive and farm
equipment. To import and construct the Willys Jeep for the Indian market, the
business partnered with Willys Overland Corporation (now part of the Daimler
Chrysler group). Following that, in 1965, the business began producing LCVs.
Within a short period of signing the partnership agreement with Willys, it
moved on to develop its manufacturing technologies to make automobiles inhouse. M&M's Automotive Division now manufactures and sells MUVs, LCVs,
and three-wheelers.
In 2005, the business formed a joint venture with Renault of France to produce
Logan, a newly created car that fulfils all European emissions and safety
criteria. The Logan is anticipated to be released in India in 2007. M&M has also
formed a partnership with International Truck & Engine Corporation, one of
the major commercial vehicle manufacturers in the United States, to build
trucks and buses in India.
M&M also has a defence system division in addition to these two divisions. The
Mahindra Defence System (MDS) was founded in the mid-2000s with the goal
of giving a laser-like concentration on the defence industry. With the
statement by the government about private sector engagement in defence,
MDS aspires to become a significant manufacturer and supplier of defence
equipment/products. Mahindra Research Valley, a building that would house
the company's engineering research and product development departments
under one roof, is presently being planned. M&M's activities are additionally
aided by its subsidiary Mahindra and Mahindra Financial Services Ltd, which
finances around 40% of the company's MUV sales and 20% of tractor sales.
M&M's automotive sector has production sites in Mumbai, Nashik, and
Igatpuri in Maharashtra, Zaheerabad in Andhra Pradesh, and Haridwar in
Uttarakhand (Uttaranchal). The Farm Equipment sector comprises two main
tractor manufacturing factories in Maharashtra, Mumbai and Nagpur, as well
as satellite units in Rudrapur (Uttrakhand), Jaipur (Rajasthan), and Jiangling
(China).
Factors fuelling M&M's global initiatives
1- Presence in key markets: M&M has began to pursue chances in global
areas with development potential after establishing its leadership in the
Indian automobile business. M&M has established subsidiaries in South
Africa and Italy in order to get access to the African and European
automobile markets. M&M has been selling its automobiles under the
"Mahindra" brand all over the world. The United States and China are
two of the world's most important tractors markets. In addition to
developing a significant presence in the US market, M&M bought a
tractor factory from China's Jiangling Motor Group in order to get access
to the Chinese market.
2- Emphasis on quality and R & D: M&M has concentrated on enhancing
product quality, which is crucial for gaining acceptance in key worldwide
markets. The agricultural equipment industry made history when it
became the first tractor firm in the world to win the prestigious Deming
Prize. M&M has also gained the ability to create innovative goods that
satisfy worldwide requirements. Scorpio, which was introduced in 2002,
has been a commercial success and has been named "Car of the Year" by
CNBC Autocar, BBC Wheels, and Business Standard Motoring.
3- Capitalising on outsourcing opportunities: Outsourcing of sourcing and
business operations to low-cost nations such as China and India are one
of the developing trends in the global car industry. This has been largely
driven by the advanced markets' increased competitiveness and the
necessity to minimise costs in order to remain profitable. This has
opened up a slew of new options for Indian players. M&M has
developed expertise to capitalise on these possibilities, and can provide
global OEM and tier 1 suppliers with goods and services across the
whole supply chain, from steel procurement to system design.
4- Joint ventures to access markets and technology: M&M has chosen the
path of strategic alliances to get access to new goods, technology, and
markets. This is evidenced by its joint ventures with Renault,
International Truck and Engine Corporation, and JMCG.
Corporate Social Responsibility is defined by the Mahindra Group as
creating socially responsible goods, participating in socially responsible
employee interactions, and making a commitment to the society in
which it operates. Corporate Social Responsibility is more than a duty for
the Mahindra Group; it is a way of life.
The CSR chamber of Mahindra & Mahindra is made up of high-ranking
members of the company's CSR committee. These members are in charge of
evaluating and approving CSR (explicitly, altruistic) activities submitted by
NGOs and other non-profit organisations.
A crucial guideline that this board follows is emphasising the quality of work
done above the quantity, and as a result, it always evaluates the progress of all
CSR activities. To do this, it has the authority to direct the CSR office or an
outsider free office to conduct the necessary effect inquiry. This chamber also
oversees the use of 1% of the total 2% mandatory spend on CSR; the parity is
handled by various gathering bodies.
A separate manageability committee backs up actions on the maintainability
front, focusing on condition, social, and administration (ESG) factors.
MAHINDRA & MAHINDRA CSR
Objective of the CSR Policy:
To develop a consistent strategy to CSR throughout Mahindra & Mahindra Ltd.
('the Company') by choosing chosen causes with which to collaborate,
guaranteeing a high social impact.
Scope and Applicability:
This policy applies to the whole Mahindra & Mahindra Ltd.
CSR Approach & Guiding Principles:
Our CSR mission, driven by our Core purpose, is to focus our efforts within the
constituencies of girls, youth, and farmers by innovatively assisting them
through programmes established in the realms of education, health, and
environment while using the power of technology. We will empower our
stakeholders and communities to RISE by investing our CSR efforts in these
essential groups that contribute to nation development and the economy.
All CSR projects shall adhere to the CSR goal as well as the areas outlined in
Schedule VII of the Companies Act of 2013. Except for training of Indian sports
people representing any State or Union territory at the national level or India
at the international level, CSR initiatives shall be carried out in India. It will not
include activities carried out in the normal course of the Company's business,
projects benefiting the Company's employees (as defined in clause (k) of
section 2 of the Code on Wages, 2019 (29 of 2019) and as amended from time
to time), or contributions of any amount made directly or indirectly to any
political party.
All CSR efforts would be project-based and will not include activities supported
through sponsorship for the purpose of gaining marketing benefits for its
products or services, or actions carried out to fulfil any other statutory duties
under any legislation in effect in India.
Total Outlay:
From April 1st, 2014, in accordance with the new Companies Act 2013 (the
Act), Mahindra & Mahindra Ltd. undertakes to contribute at least 2% of the
Company's average net earnings made during the three immediately preceding
fiscal years to CSR projects. The net profit and average net profit shall be
computed in line with the provisions of Section 198 of the Act read in
conjunction with the Companies (Corporate Social Responsibility Policy) Rules,
2014.
Administrative costs connected to general management and administration of
CSR tasks in the firm may account for up to 5% of total CSR spending in a fiscal
year.
The surplus resulting from CSR activities will not be considered a part of the
Company's business profits and will be ploughed back into the same project, or
transferred to the Unspent CSR Account and spent in accordance with the
Company's CSR policy and annual action plan, or the Company may transfer
such surplus amount to a Fund specified in Schedule VII of the Act, within six
months of the end of the fiscal year.
Any unspent sum, other than that connected to an existing project, will be
transferred to a Fund indicated in Schedule VII within six months of the fiscal
year's end. Furthermore, unspent CSR money from current programmes shall
be transferred to a special account formed by the firm in any scheduled bank
called the "Unspent Corporate Social Responsibility Account" within 30 days
after the end of the fiscal year. Such sum shall be spent by the firm on CSR
within three fiscal years of the date of such transfer; otherwise, the company
shall transfer the same to a Fund listed in Schedule VII within 30 days of the
conclusion of the third fiscal year.
Implementation:
The CSR Council manages 50% of the CSR budget, which focuses on long-term
high-impact and high-investment initiatives of the Company, while the
remainder is managed by the CSR Committee. Until otherwise agreed and
directed by the CSR Committee, the Auto and Farm Equipment Sector of the
Company manages 50% of the budget, focusing on programmes that respond
to the local requirements of the communities in which they operate.
CSR initiatives will be implemented either directly by the Company through its
ESOPs (Employee Social Options) programme, in which Mahindra employees
will directly implement the CSR projects, or through implementing partners,
which include a company established under Section 8 of the Act, or a
registered public trust or a registered society with a track record of at least
three years in undertaking similar activities for which the grant is being given.
Sections 12A and 80 G of the Income Tax Act of 1961 would require these
entities to be registered (43 of 1961). With effect from April 1, 2021, the
aforementioned entities must register with the Central Government by filling
the form CSR-1 online with the Registrar.
International Organizations (as defined in Clause 2(g) of the Companies
(Corporate Social Responsibility Policy) Rules 2014) may be engaged by the
Company for the design, monitoring, and evaluation of CSR Projects, as well as
capacity building of their people.
The Company may also work with other firms to carry out CSR initiatives,
provided that the individual companies' CSR Committees are able to report
independently on such projects.
M&M CORPORATE SOCIAL RESPONSIBILITY
PROJECTS
1- PROJECT NANHI KALI
Project Nanhi Kali, which translates to "little bud" in Hindi, helps
underprivileged girls in India get an education. The flagship CSR project of
Mahindra and Mahindra Limited, designed to assist girls from low-income
families in completing ten years of formal schooling, has impacted the lives of
over 450,000 girls (called Nanhi Kalis) from underserved communities across
the country.
The project currently supports the education of 1,74,681 Nanhi Kalis across
6,001 academic support centres in nine states. The project offers 360-degree
support to girls in grades one through ten, including two hours of free afterschool remedial classes every day and an annual school supplies kit to help
them attend school with dignity. In addition, the project has provided
assistance to 78,437 girls in secondary schools by providing them with access
to digital tablets pre-loaded with smart educational content. The Nanhi Kali
team also works to educate parents and communities about the importance of
girls' education and to serve as their collective guardians.
To ensure that underprivileged girls continue their education at this critical
juncture, the Nanhi Kali team has increased its efforts by investing in providing
quality digital education to girls, preparing them to face the post-covid world.
Every girl in the Nanhi Kali project receives comprehensive support, which
includes:
 Academic support and access to an adaptive learning software via
digital tablets: Nanhi Kali Academic Support Centres, which are located
within government schools and operate for two hours before and after
school, provide daily academic support. Every Nanhi Kali at these centres
now has access to a personalised, adaptive learning platform called
Mind Spark, thanks to a partnership with a leading EdTech organisation,
Educational Initiatives. This well-known software has been shown to
significantly improve user learning outcomes. Nanhi Kalis will learn
Math, their native language, and English from Grades 1 to 10, as well as
Science from Grades 6 to 10. Mind spark, which is powered by artificial
intelligence, will match instructions to each Nanhi Kali's learning level
and pace, ensuring that she learns with comprehension. The software
will be pre-installed on digital tablets, allowing access to high-quality
education even in remote areas.
 Trained Women Tutors: Nanhi Kali tutors (also known as Community
Associates) are local women who facilitate learning and mentor Nanhi
Kalis through their schooling, as well as engage with parents/community
stakeholders to create girl-friendly ecosystems.
 Sports Curriculum: Nanhi Kalis will be able to participate in sport and
fitness activities on a regular basis thanks to a professionally designed
sports curriculum built into the programme.
 School Supplies Kit: Every Nanhi Kali receives an annual kit that includes
a school bag, stationery, and a pullover/raincoat. With 45.6 percent of
teenage girls in India still engaging in unsanitary menstrual practises,
each kit includes a 12-month supply of branded sanitary napkins to help
the girl attend school with dignity.
In 2019, Mahindra and Mahindra Limited was recognised at the Ministry of
Corporate Affairs' National CSR Awards Ceremony for 'National Priority Area
Education for Project Nanhi Kali.'
In 2018, Nanhi Kali, in collaboration with the Mahindra Group, launched a new
campaign titled 'Ladki Haath se Nikal Jaayegi' that focuses on the education of
a girl child. The campaign aims to dispel misconceptions about girl child
education by taking a fresh look at the phrase. Several awards have been
bestowed upon the campaign. It took Gold in the Special Abby (Gender
Sensitive) category at the 2019 Goa fest.
2- MAHINDRA PRIDE SCHOOLS (MPS)
The Mahindra Pride School is a one-of-a-kind 90-day livelihood training
programme for young people from economically and socially disadvantaged
backgrounds. The nine schools in Pune, Patna, Chandigarh, Srinagar,
Hyderabad, Varanasi, and three in Chennai trained and placed 6,045 students
in 2019-20, with a 100% placement record. This programme has trained 39,280
young people to date.
A network of more than 200 corporates, many of which have been repeat
recruiters of MPS graduates. This is a v8899uu88alidation of the training
quality at MPS. MPS alumni who work for various companies serve as role
models in their communities. Active alumni clubs send referrals to MPS on a
regular basis, and at least 30-40% of a batch consists of referrals. The alumni
also serve as peer leaders and mentors to students undergoing training at
MPS, motivating them to overcome adversity.
An additional 1,01,391 students were trained in 2019-20 through 2,374
Mahindra Pride Classrooms held at ITIs, Polytechnics, and Arts & Science
Colleges across 16 states. The Mahindra Pride Classrooms offer final-year
students 40-120 hours of training in areas such as English speaking, life skills,
aptitude tests, interviews, group discussions, and digital literacy.
3- PROJECT HARIYALI
Mahindra and Mahindra's green initiative, Project Hariyali, aims to add 1
million trees to India's green cover each year. The project, which began in
2007, has grown into a movement among the company's employees,
customers, vendors, and dealers, who are participating in tree planting drives
across the country.
Mahindra & Mahindra planted 1.32 million trees in 2019-20, bringing the total
number of trees planted to 17.93 million. Of these, 10.78 million trees have
been planted in the Araku Valley, which, in addition to greening the
environment, provides a source of income for tribal farmers who grow coffee
in the region.
At the Indo French Chamber of Commerce and Industries (IFCCI) CSR conclave
in 2020, the project was named India's Best CSR Project in the Environment
and Sustainability Category. The award recognises the project's contribution
and commitment to providing nature-based solutions to climate change issues.
The project was also included in the Limca Book of Records for 'Most trees
planted' in the 2020 edition.
4- INTEGRATED WATERSHED MANAGEMENT PROGRAMME
The Integrated Watershed Management Programme is a project to increase
the region's groundwater table that is being implemented in a Private Public
Partnership (PPP) model in Bhopal with the Government of Madhya Pradesh
and in Hatta with the National Bank for Agriculture and Rural Development
(NABARD).
This project, which is being implemented in 48 villages (35 in Bhopal and 13 in
Hatta), aims to increase agricultural productivity and improve the overall
standard of living for the 38,447 people who live in these villages.
In 2019, the Ministry of Corporate Affairs awarded the project the National
Priority Area Agriculture and Rural Development for Integrated Watershed
Management Programme in MP at the National CSR Awards.
5- SAVING LIVES WITH SAFER ROADS
M&M Ltd. is collaborating with the Save LIFE Foundation and the Maharashtra
State Road Development Corporation Limited (MSRDC) to build India's first
Zero Fatality Corridor (ZFC) on the Mumbai-Pune Expressway using 4E
interventions (Engineering, Enforcement, Education and Emergency Response).
The ZFC is a pioneering attempt to create a reproducible model for road safety
that can be deployed on any route. The initiative's goal is to reduce the
number of road collision deaths on the Mumbai-Pune Expressway (MPEW)
from an annual average of 140 to zero by 2020, the conclusion of the UN
Decade of Action for Road Safety.
6- EMPLOYEE SOCIAL OPTIONS
ESOPs are a long-running Employee Volunteering Program in which Mahindra
workers volunteer their time and expertise to solve the needs of local
communities. In 2019-20, 22,877 M&M staff volunteers gave 1,63,818 personhours to philanthropy.
7- COVID-19 RELIEF
The COVID-19 crisis challenged resilience near the end of the 2019-20 fiscal
year. The issue is putting the globe's ability to respond to a pandemic to the
test at a time when the world is already dealing with significant disparities
based on gender, class, and access to livelihood possibilities, among other
factors. With the pandemic's socioeconomic effects disproportionately
affecting disadvantaged and marginalised populations, there was an urgent
need for companies to step up to assist communities in need.
Responding quickly to this, Mahindra & Mahindra extended their assistance to
the efforts of the government machinery by responding to the desperate
demand for COVID-fighting devices. As a result, it was decided to employ the
company's production facilities to produce personal protection equipment
such as low-cost revolutionary ventilators, face masks, and face shields.
Furthermore, the firm established a COVID-19 relief fund under the auspices of
the Mahindra Foundation to assist individuals most badly impacted by the
epidemic, including as small companies and merchants, supply chain
employees, and daily wage labourers.
In addition, Mahindra & Mahindra gave Rs. 20 crores to the 'Prime Minister's
Citizen Assistance and Relief in Emergency Situations Fund' (PM CARES FUND).
Through these programmes, the corporation has not only assisted government
organisations, but has also reached out to a huge number of the poor and
disadvantaged by offering urgent aid.
8- KC MAHINDRA EDUCATION TRUST
Each firm in the group, including Mahindra & Mahindra, gives 0.5 percent of
their PAT to the KC Mahindra Education Trust. The KC Mahindra Education
Trust was founded in 1953 with the goal of changing the lives of people in India
via education, financial assistance, and recognition of people of all ages and
economic backgrounds.
KCMET has participated in a variety of educational programmes over the years,
many of which have had an impact on the lives of deserving and impoverished
girls. More than Rs 440 million has been awarded, granted, or advanced by the
Trust. The Trust's venture portfolio, the largest donor to which is the Mahindra
group of enterprises, provides these awards and support.
Over 29,500 students have won the KCMET scholarship to far.
9- DISASTER RELIEF
The Mahindra Group aspires to provide relief to the disadvantaged and
underprivileged elements of society. The establishment has assisted patients
suffering from disease, cardiac illnesses, and consumers who have been
mistreated. It has also been exceptionally responsive during national disasters
and natural disasters, contributing and preparing assets for people in need.
During a natural disaster in India, the Mahindra Group has constantly been
active in giving aid. Whether it was the torrent or the Gujarat quake, the
Mahindra family has continually come together and supplied support — either
financially or by supplying cars for transportation, relief items, or personnel. In
numerous cases, Mahindra & Mahindra Ltd has given vehicles for the
transportation of relief and the assistance of persons trapped in disaster
zones.
10- REJUVENATING 3 MUNICIPAL GARDENS IN MUMBAI
The Mahindra Group revitalised three famous public parks in Mumbai with the
goal of beautifying urban environments and making India's corporate city
greener. The Shivaji Garden (near the Gateway of India) is well-known for its
beautiful design and flourishing plants and blooms. It was remodelled at a cost
of Rs. 6 lakhs and now features walkways for walkers as well as new flowercovered portions.
Previously, angry anti-social forces frequented the Shivaji Garden. However,
following beautifying, the section was merged with the nursery, which kept
such anti-social forces at bay and made the area safer for everybody. The
nursery has been meticulously maintained, and visiting hours have been
established to encourage support work.
The Mahindra Group spent Rs. 1 lakh to remodel the Traffic Island Garden
(near the Regal Cinema). New light posts and a variety of plants were planted,
and the wellspring was restored to its former glory. Today, the nursery
contributes to the surroundings and gives visual relief in this crowded, trafficclogged circle.
The third nursery is located at the intersection of Madame Cama Road and
Oval Maidan. The rejuvenation cost Rs. 1.5 lakhs and included the addition of a
nursery.
11- LESSENING CO2 EMISSIONS: DEVELOPING BIJLI
The Bijlee is an innovative, home-grown, first-of-its-kind electric threewheeler. It was India's first effort to build a battery-powered car. The Bijlee is a
creative "Kind to Man" innovation developed through Mahindra & Mahindra's
exchange fuel programme.
It is an electrically fuelled car with minimal outflow that runs on a 72-volt DC
engine. The Bijlee's 12 batteries allow the client to go 80 kilometres at a pace
of 35 kilometres per hour. With a backup battery on board, the car can go for
about 120 kilometres without recharging. The inside of the electric car is
spacious, with enough room for a complete family. It lacks a motor, a
transmission radiator, and a silencer, making it a quiet vehicle.
Bijlee provides high yield without suffocating the environment and is
sponsored by governments and foundations that place a premium on
environmental preservation. The Chief Minister of Pondicherry handed away
10 Mahindra Bijlees to consumers in 2006.
12- ENCOURAGING ART AND CULTURE
The Mahindra Group promotes quality in cinema, theatre, and music as part of
its larger goal of developing craftsmanship in the country. The Mahindra
Excellence in Theatre Awards, the Mahindra Blues Festival, and the Mahindra
Lucknow Festival are all well-known in India. Similarly, several programmes are
carried out to assist academics, professionals in many disciplines, and athletes
by assisting them in attending seminars and meetings overseas through
sponsorships.
13- PUBLIC HEALTH INITIATIVES
The Mahindra Group has launched various public health campaigns under the
auspices of Rise for Good. Among these initiatives are:
1. Blood Donation Camps — A total of 14 camps were directed, with a
total of 797 contributors.
2. Camps for Eye Donation and Awareness - Camps for eye donation and
awareness were arranged. While many people signed up to donate their
eyes, attempts were made to promote awareness about the need of
giving eyeballs after death.
3. Eye Check-Up Camps- Many individuals are given free eye exams.
4. Surgical Camps - Surgical camps were arranged with the cooperation of
the Rotary Club to assist around 300 persons from tribal regions. A total
of 175 surgical operations were done for free.
5. Health Check-Up Camps – In this special activity camp, 115 railway
porters working at Mumbai's Chhatrapati Shivaji Terminus were issued
wellbeing cards after registering. Similarly, 170 police officers were
issued well-being cards.
6. HIV/AIDS Awareness Camps – The Mahindra Group has also held
several camps in both rural and urban regions to promote awareness
about the HIV/AIDS epidemic.
The Mahindra Group has offered care to 110,000 people in rural places
through its public health project Lifeline Express. They have also erected public
toilets, immunisation camps, and 5000 washrooms in government schools
across India as part of the Swachh Bharat-Swachh Vidyalaya initiative.
14- ENVIRONMENTAL INITIATIVES: #CUT_THE_CRAP
The Mahindra Group, as is generally known, has a large number of facilities. As
a result, under the "Rise for Good" campaign, it integrated sustainable
procedures and eco-friendly technologies that minimised waste to cut
emissions and accomplish its sustainability goals.
Eleven sites have achieved Zero-Waste-to-Landfill certification as part of the
#CutTheCrap programme (by Intertek). In 2018, the industrial units recycled,
repurposed, and composted about 140,000 tonnes of garbage. The Mahindra
Group is considering going plastic-free at its workplaces throughout the world.
15- GROUNDWATER RECHARGING
No environmental programme can ignore water, and as part of Rise for Good,
the Mahindra Group has undertaken various projects aimed at cleaning and
maintaining bodies of water. Their Integrated Watershed Management
Programme in Damoh, Madhya Pradesh, recharges the groundwater table and
benefits 32 communities.
16- EMPOWERING WOMEN LEADERS
The Women Leaders Programme (WLP) is an 18-month developmental
programme that targets women in middle management. The programme aims
to create a pipeline of female leaders and change agents for the Mahindra
Group. This is the Group’s step towards creating a more gender-inclusive
workplace and providing equal opportunities to women. Till date, over 54
women have been trained under the WLP.
Moreover, at the Swaraj facility, 70 women are now working on the floor. This
not only creates a more inclusive space but also give women newer avenues to
explore while opening doors to fields that are regarded as “men only” even
today.
TATA MOTORS COMPANY’S PROFILE
Tata Motors Limited, with a market capitalization of USD 44 billion, is a global
leader in the production of automobiles, utility vehicles, pick-up trucks, and
buses. Tata Motors, a subsidiary of the USD 110 billion Tata Group, is India's
biggest and the only OEM to provide a comprehensive range of integrated,
smart, and e-mobility solutions. Its worldwide network of 134 subsidiaries,
associate businesses, and joint ventures, including Jaguar Land Rover in the
United Kingdom and Tata Daewoo in South Korea, spans India, the United
Kingdom, South Korea, Thailand, South Africa, and Indonesia.
Tata Motors’ focus on engineering and tech-enabled automotive solutions to
cater to the future of mobility has made it India’s market leader in commercial
vehicles and one of top four in the passenger vehicles market. From its brand
promise of ‘Connecting Aspirations’ arise the Company’s innovation efforts
that aim at developing pioneering technologies, which are sustainable as well
as suited to the evolving aspirations of markets and customers. State-of-the-art
design and R&D centres located in India, UK, US, Italy and South Korea drive
the Company’s capability to bring new products to the market that fire the
imagination of Gen Next customers. Internationally, Tata commercial and
passenger vehicles are marketed in countries, spread across Africa, the Middle
East, South Asia, South East Asia, South America, Australia, CIS, and Russia.
CSR STRATEGY
Tata motors mission is:
To be a responsible corporate citizen by driving inclusive growth with social
equity, strengthening sustainable development and an active participant in
nation building process.
In the last year, the Company successfully demonstrated the ability to remain
steadfast on this promise, despite challenging circumstances. This promise
flows into practice via its CSR strategy based on six tenets.
From strategy to practice
All CSR initiatives are harmonised pan-India through a Common Minimum
Programme across locations, while at the same time the Company has built
agility and flexibility into its CSR initiatives via Location-specific Projects.
What they did differently in 2020-21?
Innovating new models of engagement and
programme delivery mechanisms
 Capability building of our stakeholders for digital literacy and digital
integration of communities.
 Frugality in monitoring and evaluation as remote reviews reduced
admin/ overhead costs.
 Adopting of digitization and steering digitalization
COVID RESPONSE
Total spend- Rs 3.34 Cr.
Total reach- 136800
Key action areas• Extending support to those in need
• Equipping ground-zero heroes
• Educating masses for containment and protection
Adapting to a new normal- Collaboration, innovation and resource
mobilisation were the new mantras in 2020- 21 in the wake of the pandemic of
the century. A commonly held belief is that communities are entirely
dependent on support systems, government departments, corporate citizens
or development sector agencies, and can do very little for themselves. In
adversity, TML’s communities turned this notion completely on its head,
enabling initiatives under each thrust area to be successfully rewired to the
new normal. The unprecedented digital adeptness of programme participants
proved extremely advantageous in allowing the team to not only sustain
projects but also, through numerous adaptations, innovations and efficiencies,
achieve improved outcomes.
TATA MOTORS CSR PROJECTS
1 - Synchronised dive into school development
VARTALAAP, literally meaning conversation, is a communication and dialogue
platform developed by the CSR team at Lucknow to bring together
schoolteachers, communities, School Management Committees, volunteers
and gram panchayat to brainstorm or conduct in-depth conversations on
standardising the quality of education and other aspects of development
across all schools.
Approach: The objective of Vartalaap is to use a collaborative and participatory
approach for the holistic development of schools. Samaj Vikash Kendra (SVK), a
society promoted by Tata Motors at Lucknow, brings together the Gram
Pradhan and School Management through this platform to faciliate the
development of school infrastructure as well as to make the schools livelier
and interesting for students and teachers.
Impact: Teachers and students voluntarily participated in tracking the students
who drop out because they have to travel from the interiors to get to school.
Vartalaap conversations have resulted in reducing school drop rates, retention
of teachers, greater engagement and participation of gram panchayats,
functional SMCs and an improvement in the performance of these schools
during the year despite the challenges posed by Covid-19.
2 - Nature awareness goes digital
For the past several years, Tata Motors and Bombay Natural History Society
(BNHS) have worked together to use new and innovative methods to introduce
Nature Education to school students, especially underprivileged students at
schools run by Bombay Municipal Corporation in Mumbai, Thane and the
Greater Mumbai area under the Environmental Education, Vasundhara project.
The objective was to introduce these children to topics like an eco-friendly
lifestyle, pollution, as well as to the birds and butterflies around us.
Approach: In 2020, the pandemic threatened to bring the environment
awareness programme to a stop. As a response, the project was transferred to
the online mode with interactive webinars being conducted on digital
platforms. Now the reach of the programme has gone pan India with webinars
being conducted in Marathi, English and Hindi on student friendly online
platforms.
Impact: The opportunity to interact with students outside their own schools
has increased diversity and inclusivity among students and added to their
knowledge levels. Access to the methods used by BNHS also allows students
and teachers to improvise on their technical skills. The most popular among
the themes was eco-friendly lifestyles.
3 - Special environment that fosters inclusion
Approach: When Asha Kiran School was established in 1978, it began with five
students and the ambitious objective of making children with intellectual
impairments (of all ability levels), including cerebral palsy and hearing
impairments, become physically and, if possible, economically independent.
The school is managed by All India Women’s Conference (Golmuri Branch) and
funded by Shiksha Prasar Kendra, Tata Motors Jamshedpur. Students with
special abilities enrolled at Asha Kiran School learn basic life skills and other
requirements to lead a normal life. It goes beyond academics to offer students
an environment to explore their special skills and excel in fields like drawing or
sports, empowering and encouraging them to aspire for national and
international achievements. As they grow older, the school also teaches these
young people a vocation to help them find sustainable employment,
notwithstanding their needs.
Impact: The school has come a long way today to now have a student strength
of 110, many of who have brought their families, their school, the city and the
Company laurels, nationally and internationally. Gurvir Kaur is one such
student of Asha Kiran School, who won three gold medals in the Badminton
Championship at the World Summer Games organised by Special Olympics
Bharat in Los Angeles, USA.
4 - Village leader extraordinaire
Approach: A natural entrepreneur, Mamta was one of 12 members of a
women Self Help Group (SHG) created and trained by Gram Vikas Kendra
(GVK), an NGO supported by Tata Motors. Her leadership skills and vision of a
better life ensured that the SHG members undertook rigorous training in
various income generation activities, such as bee keeping, floriculture and
mushroom cultivation. Mamta also took a lead role in sensitising and created
awareness on drinking water and Government welfare schemes, especially the
National Old Age Pension Scheme and pension for Widows.
Impact: Her foresight has led to each member of her SHG contributing an
additional Rs 1000/- to 1500/- to their monthly family income. Mamta’s
untiring efforts enabled 29 women to receive Government benefits, and what
is more she has assured economic challenged families of financial support
during the marriage of their daughters. A fearless and generous community
worker, Mamta agreed to donate land immediately when Tata Motors
suggested a water facility be set up for the community.
5 - All children well-nourished in targeted urban slums
Approach: Kalakhadak Indira Nagar, Ambedkar Nagar, Lal Topi Nagar reflect all
the pernicious circumstances of urban slums except that 100 per cent of the
children in these communities are healthy on a sustained basis (as per WHO
protocol). The increased awareness of these communities on the causes of
malnutrition and steps to mitigate it has been instrumental in creating
qualitative positive behavioural changes and improving both attitudes and
practices towards nutrition. In addition to inputs on behaviour change
modules, undernourished children were administered with calorie dense
therapeutic food and medicines. Their nutrition plan was devised after a
baseline health status established the anthropometrical status of the children.
Impact: The community-based health intervention approach adopted by Tata
Motors, in partnership with the health department of PCMC and its NGO
partner, Sneh Foundation, ensured that despite the pandemic, slum dwellers,
especially children, led a healthy life. The four slums under the urban body
have not reported a single case of undernourished children over the past 18
months.
6 - Tribals transform from forest gatherers to entrepreneurs
Approach: This non-timber forest produce, the Hirda berry grows in abundance
in Bhimashankar, where 600 to 700 tonnes of berries is produced every year.
Yet, the tribals are not allowed to sell this produce in bulk because of it being
designated a common property resource. During the non-farming they labour
to collect the berries to sustain themselves, and then may be forced to make
distress sales to feed their families. This compulsion to sell Hirda at abysmally
low prices became even more acute during the lockdown. To prevent them
from descending into abject poverty and to protect their incomes, Tata Motors
encouraged them to create a formal social enterprise, collaborating with
Shashwat, An NGO, to help the tribal communities form a Farmers Producer
Organisation (FPO). The initiatives were based on Felt Needs and the Support
required.
Impact: The FPO sold 25 tonnes of fruits worth Rs 50 lakhs from till March
2021, yielding an assured income of Rs 5000/- per quarter to each farmer and
giving their families the ability to sustain themselves through the lockdown.
The FPO created by the farmers has earned a revenue of Rs 4.4 lakhs in the FY
2020-21. Based on its ‘More from Less for More’ approach, Tata Motors
currently manages 66 per cent of the sales and the beneficiaries are
responsible for 34 per cent. Over the next three years or by 2023-24, Tata
Motors will taper down its contribution to a mere 7 per cent. In the same
period, the project will be scaled up to benefit 600 families by next year and
will touch 1000 families by FY 2023-24.
7 - Butterfly-garden blooms within a school
The vision of a young child chasing a butterfly through beds of flowers is not
one out of a fairy tale. It happens every-day in the inner reaches of Palghar at
Shri Jayeshwar Vidyamandir, Jawhar where Tata Motors’ tree plantation
project has transformed the precincts of the school. The goal of the project
was to plant 10,000 saplings that would create a habitat to support local
biodiversity.
Approach: In collaboration with BAIF MITTRA, Shri Jayeshwar Vidyamandir,
Jawhar and Ladybird Environmental Consulting (LEC) LLP over a period of two
months a few years ago over 10,000 saplings of 27 species of climbers, herbs,
shrubs and trees, especially those that provide nectar and larval food to
butterflies, were planted at the school. The process was based on LEC’s
ecosystem approach, which promotes the overall biodiversity of the area, by
planting in unison those species which serve as feeding and breeding grounds
for insects, small mammals, reptiles, amphibians and birds. Saplings were
replanted over the next three years to replenish and regenerate sections The
Company’s partners conducted assessment surveys for plant survival and
butterflies at the site and butterfly awareness programmes for school
students. The school was responsible for maintaining the plantation in
partnership with MITTRA.
Impact: In what is now a well-established habitat, a barren landscape
transformed into a beautiful mini forest, home to 37 species of butterflies, 15
species of other insects, 6 species of birds, and two species of reptiles, found
during assessments. The flowers attract butterfly species in large numbers
much to the delight of the school children. Many of the plants have started
regenerating on their own in large numbers indicating that the habitat is wellestablished. The headmaster of the school is delighted with the outcomes.
First, the soil quality of the area has shown a marked improvement, students
have become involved in the project with nature trails now conducted for
them and what is more the attendance of the students has improved, drawn
by the beauty of this mini forest within their school.
TATA MOTORS INITIATIVES
KEY PROGRAM AREAS
AAROGYA
VIDHYADHANAM
KAUSHALYA
VASUNDHARA
AMRUTDHARA
AADHAR
VOLUNTEERING
CONCLUSION
Through its CSR activities, Mahindra & Mahindra address the fundamental
developmental and environmental concerns. Its unique selling point is the
effectiveness of its CSR programmes, which have been recognised on several
platforms. Mahindra & Mahindra Limited received the award for 'Excellence in
CSR' in 2019 at the National CSR Awards hosted by the Ministry of Corporate
Affairs, Government of India.
CSR was not a prominent priority among firms until recently, with businesses
concentrating on earning profits. With increased media attention, pressure
from non-governmental groups, and speedy worldwide information exchange,
there is a growing desire to engage in CSR at multiple levels, such as
conducting sustainable business operations and participating in social welfare
initiatives. The Mahindra & Mahindra group plays a significant role in satisfying
its responsibilities to the social oriented sector. Its Kisan-Mitra Initiative assists
farmers in earning wealth by educating them on the newest argi-trends, and in
this way, the firm makes good revenues from richer and more loyal clients, as
well as expands their customer base. Finally, we may claim that social
responsibility can coexist with high commercial earnings, resulting in win-win
circumstances.
The Tata group is a global force not just for conducting good business, but also
for doing good for society. They will deliberately combine their Social
Responsibility with their quest of Business Excellence. TATA Motors will always
respect and be responsive to the interests of its key stakeholders - the
communities, particularly those from socially and economically backward
groups, the underprivileged, marginalised, and most vulnerable groups, with a
focus on the Scheduled Castes and Scheduled Tribes, Persons with Disability,
Women, and the society at large - in order to achieve long-term stakeholder
value creation. In Tata Motors' CSR journey toward human development and
excellence, they will strive to deploy TATA Group CSR Programs and drive the
Affirmative Action (AA) agenda as well as other international development
goals such as the Sustainable Development Goals (SDGs), in accordance with
Schedule VII of The Companies Act, 2013, as recommended by the CSR
Committee of the Board and approved by the Board from time to time. To
capitalise on our country's demographic dividend, the Company's CSR
initiatives will focus on Health, Education, Employability, and Environment
interventions for appropriate target groups, while guaranteeing diversity and
providing priority to needy and deserving populations in urban and semi-urban
India. Where relevant, the company should also prepare a CSR annual action
plan including the program's details, mode of execution, mode of use,
monitoring and reporting method, and effect evaluation.