corporate social responsibility00.pdf

7/29/2019 Corporate social responsibility00.pdf

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Corporate Social Responsibility

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Assignment

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Submitted to: Submitted by:

Dr. Bushan D. Sudhakar Manikandan P

Dept of International Business Roll No: 11382062, DIB

Pondicherry University Pondicherry University


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CORPORATE SOCIAL RESPONSIBILITY

The main concept of CSR = Political Economy

Corporate social responsibility (CSR, also called corporate conscience, corporate

citizenship, social performance, or sustainable responsible business/ Responsible

Business) is a form of corporate self-regulation integrated into a business model. CSR policy

functions as a built-in, self-regulating mechanism whereby a business monitors and ensures

its active compliance with the spirit of the law, ethical standards, and international norms.

CSR is a process with the aim to embrace responsibility for the company's actions and

encourage a positive impact through its activities on the environment, consumers,

employees, communities, stakeholders and all other members of the public sphere who may

also be considered as stakeholders.

The term "corporate social responsibility" came into common use in the late 1960s and

early 1970s after many multinational corporations formed the term stakeholder, meaning

those on whom an organization's activities have an impact. It was used to describe

corporate owners beyond shareholders as a result of an influential book by R. Edward

Freeman, Strategic management: a stakeholder approach in 1984. Proponents argue that

corporations make more long term profits by operating with a perspective, while critics

argue that CSR distracts from the economic role of businesses. Others argue CSR is

merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog

over powerful multinational corporations.

CSR is titled to aid an organization's mission as well as a guide to what the company stands

for and will uphold to its consumers. Development business ethics is one of the forms

of applied ethics that examines ethical principles and moral or ethical problems that can

arise in a business environment. ISO 26000 is the recognized international standard for CSR.


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The model of corporate social responsibility can be subdivided into four criteria-economic, legal, ethical and

discretionary responsibilities.

These responsibilities are ordered from bottom to top in the following illustration. Lets discuss each

one them briefly.

Base of Corporate Social Responsibility

Economic responsibilities:

The first criterion of social responsibility is economic responsibility. The business institution is, above all, the

basic economic unit of society. Its responsibility is to produce goods and services that a society wants and to

maximise profit for its owners and shareholders. An economic responsibility, carried to the extreme, is

calledprofit-maximizing view; it was advocated by Nobel economist Milton Friedman. This view argued that

a company should be operated on a profit-oriented basis, with its sole mission to increase its profits so long

as is stays within the rule of the game.

The purely profit-maximizing view is no longer considered an adequate criterion of performance in the world

in general. Treating economic gain in the social as the only social responsibility can lead companies into

trouble.


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Legal responsibilities:

All modern societies lay down ground rules, laws and regulations that businesses are expected to

follow. Legal responsibilitydefines what society deems as important with respect to appropriate corporate

behaviour. Businesses are expected to fulfil their economic goals within the legal framework. Legal

requirements are imposed by local councils, state and federal governments and their regulating agencies.

Organizations that knowingly break the law are poor performers in this category. Intentionally

manufacturing defective goods or billing a client for work not done is illegal. Legal sanctions may include

embarrassing public apologies or corporate confessions.

Ethical responsibilities:

Ethical responsibility includes behaviour that is not necessarily codified into law and may not serve the

organizations direct economic interests. To be ethical, organizations decision makers should act with equity,

fairness and impartiality, respect the rights of individuals, and provide different treatments of individual only

when differences between them are relevant to the organizations goals and tasks.Unethicalbehaviour

occurs when decisions enable an individual or organization to gain expense of society.

Discretionary responsibilities:

Discretionary responsibilityis purely voluntary and guided by an organizations desire to make social

contributions not mandated by economics, laws or ethics. Discretionary activities include generous

philanthropic contributions that offer no payback to the organization and are not expected. Discretionary

responsibility is the highest criterion of social responsibility, because it goes beyond societal expectations to

contribute to the communitys welfare.

CSR internal and external environment


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Many companies use the strategy of benchmarking to compete within their respective

industries in CSR policy, implementation, and effectiveness. Benchmarking involves

reviewing competitor CSR initiatives, as well as measuring and evaluating the impact that

those policies have on society and the environment, and how customers perceive

competitor CSR strategy. After a comprehensive study of competitor strategy and an

internal policy review performed, a comparison can be drawn and a strategy developed for

competition with CSR initiatives.


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Key Issues in CSR

Labour rights:

child labour

forced labour

right to organize

safety and health

Environmental conditions

water & air emissions

climate change

Human rights

cooperation with paramilitary forces

complicity in extra-judicial killings

Poverty Alleviation

job creation

public revenues

skills and technology

Advantages of CSR

Higher reputation of company, better company image

Higher attraction for investors

Good reputation and strong position in market

Distinguish from rivals

Increasing employees productivity and loyalty

Attraction for quality and talented potential employees

Decreasing expenses on risk management

Direct financial saving ecological behaviour

Better relationships with local society and public institutions


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Social accounting, auditing, and reporting

For a business to take responsibility for its actions, that business must be fully

accountable. Social accounting, a concept describing the communication of social and

environmental effects of a company's economic actions to particular interest groups within

society and to society at large, is thus an important element of CSR.Social accounting

emphasizes the notion of corporate accountability.

Potential business benefits

The scale and nature of the benefits of CSR for an organization can vary depending on the

nature of the enterprise, and are difficult to quantify, though there is a large body of

literature exhorting business to adopt measures beyond financial ones (e.g., Deming's

Fourteen Points, balanced scorecards). Orlitzky, Schmidt, and Rynes found a correlation

between social/environmental performance and financial performance. However,

businesses may not be looking at short-run financial returns when developing their CSR

strategy. Intel employs a 5-year CSR planning cycle.

The definition of CSR used within an organization can vary from the strict "stakeholder

impacts" definition used by many CSR advocates and will often include charitable

efforts and volunteering. CSR may be based within the human resources, business

development or public relations departments of an organisation, or may be given a separate

unit reporting to the CEO or in some cases directly to the board. Some companies may

implement CSR-type values without a clearly defined team or programme.

The business case for CSR within a company will likely rest on one or more of these

arguments:

Human resources

A CSR program can be an aid to recruitment and retention, particularly within the

competitive graduate student market. Potential recruits often ask about a firm's CSR policy

during an interview, and having a comprehensive policy can give an advantage. CSR can also

help improve the perception of a company among its staff, particularly when staff can

become involved through payroll giving, fundraising activities or community volunteering.

CSR has been found to encourage customer orientation among frontline employees.


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Risk management

Managing risk is a central part of many corporate strategies. Reputations that take decades

to build up can be ruined in hours through incidents such as corruption scandals or

environmental accidents. These can also draw unwanted attention from regulators, courts,

governments and media. Building a genuine culture of 'doing the right thing' within a

corporation can offset these risks.

Brand differentiation

In crowded marketplaces, companies strive for a unique selling proposition that can

separate them from the competition in the minds of consumers. CSR can play a role in

building customer loyalty based on distinctive ethical values. Several major brands, such

as The Co-operative Group, The Body Shop and American Apparel are built on ethical values.

Business service organizations can benefit too from building a reputation for integrity and

best practice.

License to operate

Corporations are keen to avoid interference in their business

through taxation or regulations. By taking substantive voluntary steps, they can persuade

governments and the wider public that they are taking issues such as health and safety,

diversity, or the environment seriously as good corporate citizens with respect to labour

standards and impacts on the environment.

Evolution of corporate social responsibility in India

The evolution of corporate social responsibility in India refers to changes over time in India

of the cultural norms of corporations' engagement of corporate social responsibility (CSR),

with CSR referring to way that businesses are managed to bring about an overall positive

impact on the communities, cultures, societies and environments in which they

operate. The fundamentals of CSR rest on the fact that not only public policy but even

corporate should be responsible enough to address social issues. Thus companies should

deal with the challenges and issues looked after to a certain extent by the states.


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Among other countries India has one of the richest traditions of CSR. Much has been done in

recent years to make Indian Entrepreneurs aware of social responsibility as an important

segment of their business activity but CSR in India has yet to receive widespread

recognition. If this goal has to be realised then the CSR approach of corporate has to be in

line with their attitudes towards mainstream business- companies setting clear objectives,

undertaking potential investments, measuring and reporting performance publicly.

The Four Phases of CSR Development in India

The history of CSR in India has its four phases which run parallel to India's historical

development and has resulted in different approaches towards CSR. However the phases

are not static and the features of each phase may overlap other phases.

The First Phase

In the first phase charity and philanthropy were the main drivers of CSR. Culture, religion,

family values and tradition and industrialization had an influential effect on CSR. In the pre-

industrialization period, which lasted till 1850, wealthy merchants shared a part of their

wealth with the wider society by way of setting up temples for a religious cause. Moreover,these merchants helped the society in getting over phases of famine and epidemics by

providing food from their godowns and money and thus securing an integral position in the

society. With the arrival of colonial rule in India from 1850s onwards, the approach towards

CSR changed. The industrial families of the 19th century such

asTata,Godrej,Bajaj,Modi,Birla, Singhania were strongly inclined towards economic as

well as social considerations. However it has been observed that their efforts towards social

as well as industrial development were not only driven by selfless and religious motives but

also influenced by caste groups and political objectives.

The Second Phase

In the second phase, during the independence movement, there was increased stress on

Indian Industrialists to demonstrate their dedication towards the progress of the society.

This was when Mahatma Gandhi introduced the notion of "trusteeship", according to which

the industry leaders had to manage their wealth so as to benefit the common man. "I desire
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to end capitalism almost, if not quite, as much as the most advanced socialist. But our

methods differ. My theory of trusteeship is no make-shift, certainly no camouflage. I am

confident that it will survive all other theories." This was Gandhi's words which highlights his

argument towards his concept of "trusteeship". Gandhi's influence put pressure on various

Industrialists to act towards building the nation and its socio-economic development.

According to Gandhi, Indian companies were supposed to be the "temples of modern India".

Under his influence businesses established trusts for schools and colleges and also helped in

setting up training and scientific institutions. The operations of the trusts were largely in line

with Gandhi's reforms which sought to abolish untouchability, encourage empowerment of

women and rural development.

The Third Phase

The third phase of CSR (196080) had its relation to the element of "mixed economy",

emergence of Public Sector Undertakings (PSUs) and laws relating labour and environmental

standards. During this period the private sector was forced to take a backseat. The public

sector was seen as the prime mover of development. Because of the stringent legal rules

and regulations surrounding the activities of the private sector, the period was described as

an "era of command and control". The policy of industrial licensing, high taxes and

restrictions on the private sector led to corporate malpractices. This led to enactment of

legislation regarding corporate governance, labour and environmental issues. PSUs were set

up by the state to ensure suitable distribution of resources (wealth, food etc.) to the needy.

However the public sector was effective only to a certain limited extent. This led to shift of

expectation from the public to the private sector and their active involvement in the socio-

economic development of the country became absolutely necessary. In 1965 Indian

academicians, politicians and businessmen set up a national workshop on CSR aimed at

reconciliation. They emphasized upon transparency, social accountability and regular

stakeholder dialogues. In spite of such attempts the CSR failed to catch steam.

The Fourth Phase

In the fourth phase (1980 until the present) Indian companies started abandoning their

traditional engagement with CSR and integrated it into a sustainable business strategy. In

1990s the first initiation towards globalization and economic liberalization were undertaken.


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Controls and licensing system were partly done away with which gave a boost to the

economy the signs of which are very evident today. Increased growth momentum of the

economy helped Indian companies grow rapidly and this made them more willingand able

to contribute towards social cause. Globalization has transformed India into an important

destination in terms of production and manufacturing bases of TNCs are concerned. As

Western markets are becoming more and more concerned about and labour and

environmental standards in the developing countries, Indian companies who export and

produce goods for the developed world need to pay a close attention to compliance with

the international standards.

Current State of CSR in India

As discussed above, CSR is not a new concept in India. Ever since their inception, corporate

like the Tata Group, the Aditya Birla Group, and Indian Oil Corporation, to name a few have

been involved in serving the community. Through donations and charity events, many other

organizations have been doing their part for the society. The basic objective of CSR in these

days is to maximize the company's overall impact on the society and stakeholders. CSR

policies, practices and programs are being comprehensively integrated by an increasing

number of companies throughout their business operations and processes. A growing

number of corporate feel that CSR is not just another form of indirect expense but is

important for protecting the goodwill and reputation, defending attacks and increasing

business competitiveness.

Companies have specialised CSR teams that formulate policies, strategies and goals for their

CSR programs and set aside budgets to fund them. These programs are often determined by

social philosophy which have clear objectives and are well defined and are aligned with the

main stream business. The programs are put into practice by the employees who are crucial

to this process. CSR programs ranges from community development to development in

education, environment and healthcare etc.

For example, a more comprehensive method of development is adopted by some

corporations such asBharat Petroleum Corporation Limited,Maruti Suzuki India Limited,

andHindustan Unilever Limited. Provision of improved medical and sanitation facilities,

building schools and houses, and empowering the villagers and in process making them
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more self-reliant by providing vocational training and a knowledge of business operations

are the facilities that these corporations focus on. Many of the companies are helping other

peoples by providing them good standard of living.

On the other hand, the CSR programs of corporations like GlaxoSmithKline

Pharmaceuticals focus on the health aspect of the community. They set up health camps in

tribal villages which offer medical check-ups and treatment and undertake health awareness

programs. Some of the non-profit organizations which carry out health and education

programs in backward areas are to a certain extent funded by such corporations.

Also Corporates increasingly join hands with Non-governmental organizations (NGOs) and

use their expertise in devising programs which address wider social problems.

For example, a lot of work is being undertaken to rebuild the lives of the tsunami affected

victims. This is exclusively undertaken by SAP India in partnership with Hope Foundation, an

NGO that focuses mainly on bringing about improvement in the lives of the poor and needy.

The SAP Labs Centre of HOPE in Bangalore was started by this venture which looks after the

food, clothing, shelter and medical care of street children.

CSR has gone through many phases in India. The ability to make a significant difference in

the society and improve the overall quality of life has clearly been proven by the corporates.

Not one but all corporates should try and bring about a change in the current social

situation in India in order to have an effective and lasting solution to the social woes.

Partnerships between companies, NGOs and the government should be facilitated so that a

combination of their skills such as expertise, strategic thinking, manpower and money to

initiate extensive social change will put the socio-economic development of India on a fast

track.

CSR of TATA

As its operations have expanded to new geographies, the Tata Steel Group has retained a

collective focus on the various areas of corporate sustainability that impact people,

environment and the society at large. Founded on the philosophy that society is not just

another stakeholder in its business, but the prime purpose of it, the Company, across its

various operations is committed to making a positive contribution in a number of ways.


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As a policy, Tata Steel promotes and encourages economic, social and educational

development within its communities while also giving active support to local initiatives. Its

mammoth social outreach programme covers the company-managed city of Jamshedpur

and over 800 villages around it through upliftment initiatives in the areas of income

generation, health and medical care, education, sports, and relief.

TATAs present CSR activities

Society

Building Community Network

Youth and Leadership

Sports

Employability Enhancement

Human

Development of Employees

Healthy People

Educated Population

Active Volunteering

Overseas Initiatives

Environment

Conservation Initiatives

Eco-Citizen

Economic

Employment Generation

Infrastructure Development
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Finance

Financial Indicators

Enhancing Shareholder Value

Safety

At Tata Steel

In Mines & Collieries

Safety Committees

CORPORATE SUSTAINABILITY OF TATA

Sir Dorabji Tata Trust and the Allied Trusts

Overview

Established in 1932 by Sir Dorabji Tata, the elder son of the group founder Jamsetji Tata, the

Sir Dorabji Tata Trust is one of Indias oldest philanthropic foundations. With its Allied

Trusts, it is the single largest private sector donor in the country.

The Trusts make fi nancial contributions to institutions, provide fi nancial support to more

than 600 NGOs in the country and offer monetary assistance to students and needy

patients. Their vision of constructive philanthropy has been sensitive to the fast-growing

needs of a developing nation, and the projects and programmes they support bear

contemporary relevance.

The Allied Trusts, administered by the Sir Dorabji Tata Trust are the Jamsetji Tata Trust, the

R.D.Tata Trust, the J.R.D. Tata Trust, the Tata Education Trust, the Tata Social Welfare Trust,

the J.R.D. and Thelma J. Tata Trust, the J.N. Tata Endowment for the Higher Education of

Indians, the Lady Tata Memorial Trust and the Lady Meherbai D. Tata Education Trust.

The grant-making pattern of the Trusts is based on three broad segments of philanthropy:

1. Grants to institutions set up or significantly facilitated by the Trusts.

2. Grants to Non-Government Organisations (NGOs).

3. Grants to individuals (educational and medical).
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INSTITUTIONAL GRANTS

The Sir Dorabji Tata Trust and the Allied Trusts have pioneered several leading institutions,

the first of their kind in India, and in doing so; have created centres of excellence in several

fieldsparticularly medicine, science and education.

Institutions supported by the Trusts are:

Indian Institute of Science, Bengaluru

Tata Institute of Social Sciences, Mumbai

Tata Memorial Centre, Mumbai

Tata Medical Center, Kolkata

Tata Institute of Fundamental Research, Mumbai

National Centre for the Performing Arts, Mumbai

National Institute of Advanced Studies, Bengaluru

NON-GOVERNMENT ORGANISATIONS (NGO) GRANTS

The pattern of grant making support extended to NGOs is in accordance with the chosen

strategy. The grants are made in six social development areas:

Natural Resource Management and Rural Livelihoods

Urban Poverty and Livelihoods

Education

Health

Civil Society, Governance and Human Rights

Media, Art and Culture

Natural Resource Management and Rural Livelihoods

This portfolio addresses food security at the household level and promotes ecological

security. It accounts for the largest number and value of grants. The portfolios grants are

dominated by two programmes, namely the System of Rice Intensifi cation and Diversion

Based Irrigation, as well as some emerging programmes such as Goat Based Livelihoods.

Urban Poverty and Livelihoods

This portfolio deals with the issues of mitigating the travails of internal migration suffered

by over 120 million persons migrating for work seasonally. It also addresses issues of theinformal sector livelihoods, urban planning and governance, and employability.


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Education

This portfolio is focused on supporting projects, related to elementary education, child

protection, adolescent education and skills development, and womens literacy in the

underprivileged sections.

Health

Even though India is making increasing public investment in healthcare, access to health

services still remains highly inequitable. The overarching approach of this portfolio is rooted

in community-based health interventions and spans the sub-thematic areas of non-

communicable diseases with a focus on cancer, disability, public health and services, and

domestic violence.

Civil Society, Governance and Human Rights

This portfolio works towards strengthening the civil society, improving governance and

supporting the protection of human rights with a focus towards the vulnerable sections of

society.

Media, Art and Culture

The portfolio aims to build and promote the arts scholarships and archival facilities, protect

and conserve cultural heritage and dying art forms, support research and development

activities of the Arts, provide support to media projects engaged in the development

discourse and develop proactive areas in folklore.

Relief Grants

In the event of natural or man-made disasters, the Trusts provide financial succour towards

relief and rehabilitation efforts. In case of major calamities, they work collaboratively with

the Tata Relief Committee (TRC).

INDIVIDUAL GRANTS

The Trusts provide merit and need based educational assistance as well as medical grants to

deserving individuals.

Education Grants

The Sir Dorabji Tata Trust gives fi nancial assistance for education by way of:

General education grants for studies in India, after taking into account factors such

as academic record, fees and the economic background of the family.

Scholarships for undergraduate and postgraduate studies in India.

Study in Urban and Rural Community Development.


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Scholarships by the J.R.D. Tata Trust are given with a view to fi nancially assist promising

young students pursuing their graduation and post graduation courses, subject to the

eligibility criteria set out on merit basis.

The J.N. Tata Endowment for the Higher Education of Indians (established in 1892 by the

founder, Jamsetji Tata) selects candidates of exceptional merit and assists them by awarding

loan scholarships to pursue higher education at some of the best institutions in the world.

The Jamsetji Tata Trust supports the J.N. Tata Scholars by way of gift awards.

The Lady Tata Memorial Trust was established in 1932 by Sir Dorabji Tata in memory of his

wife, Lady Meherbai, who died of leukaemia at an early age. This trust supports

international research on leukaemia and scholarships in India for scientifi c investigations

having a bearing, directly or indirectly, on the alleviation of human suffering from disease.

Recently, an annual Young Researcher Award has also been instituted which entitles the

recipient to a fi ve-year postdoctoral research grant.

The Lady Meherbai Tata Education Trust, also established in 1932, gives scholarships to

young Indian women graduates of Indian universities to pursue higher studies abroad in the

fi elds of social work and public health.

Additionally, education-related travel grants are given to meet the costs of pursuing studies

overseas, as well as for presenting papers at conferences, undergoing advanced training,

research and exchange programmes.

Medical Grants

The increasing costs of medical treatment places a huge burden, especially on those from

the economically weaker sections of society. The Sir Dorabji Tata Trust and the J.R.D. Tata

Trust provide fi nancial assistance to meet the cost of medical treatment. The J.R.D. Tata

Trust focuses mainly on the relatively younger age group, who, with such medical assistance

can go on to lead a better quality of life.


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Sir Ratan Tata Trust & Navajbai Ratan Tata Trust

The Sir Ratan Tata Trust and Navajbai Ratan Tata Trust, established in 1919 and 1974

respectively, are grant-bestowing public foundations. Both trusts seek to be catalysts in

development through giving grants to institutions in the areas of Rural Livelihoods and

Communities, Education, Enhancing Civil Society and Governance, Health and Arts, Crafts

and Culture. They focus their grants to organisations which they can partner to undertake

innovative and sustained initiatives with the potential to make a visible difference. They also

provide grants for endowments, have a separate programme for small grants and give

grants to individuals for education and medical relief.

INSTITUTIONAL GRANTS

The bulk of these are in the areas of Rural Livelihoods and Communities and Education.

Within Rural Livelihoods and Communities, the Trusts focus on key initiatives within three

broad areas:

Livelihoods

Drinking Water and Sanitation

Microfi nance

The Trusts grants in the field ofEducation follow a focused approach in the following areas:

Reforming elementary education

Nurturing education as a discipline

Higher Education

Within Health, the Trusts focus efforts on:

Rural Health Programmes

Mental Health

Children With Special Needs

Health Resources and Health Systems Development

Clinical establishment


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Within Enhancing Civil Society & Governance,the Trusts grants are based on the following

two key initiatives:

Encouraging youth action for development through the Youth & Civil Society

Initiative.

Professionalising the non-profit sector through the Roopantaran initiative, focusing

on Human Resource and Organisation Development.

WithinArts, Crafts and Culture,the Trusts grants are focused on the following:

Crafts Based Livelihood Initiatives

Sustaining Livelihoods in Performing Arts

Conservation and Digitisation

Community Media and Livelihoods

In most of the thematic areas, the Trusts focus their grants on well-defined initiatives. Some

of its key initiatives are mentioned below:

Central India Initiative: This involves a series of livelihood projects across the central India

region, addressing core issues aimed at alleviating poverty amongst tribals in a sustainable

manner.

Himmothan Pariyojana: The initiative addresses some of the key rural development issues

confronting the inhabitants of the Himalayas, on a systematic basis.

Kharash Vistarotthan Yojana (KVY): This tackles issues related to sea water ingress on the

Gujarat coastline through field projects and coordination with the state government.

Drought Proofi ng in West Rajasthan: The objective is to develop replicable models for

drought proofing in the desert regions of Rajasthan.

Reviving the Green Revolution: The initiative involves a series of interventions encouraging

crop diversification in Punjab and Tamil Nadu to tackle the negative impact of the rice-

wheat cropping system, whilst also focusing on Integrated Pest Management in variouscrops to enhance productivity.


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North East Initiative (NEI): The initiative addresses livelihood issues of the North-eastern

states. Currently, the NEI focuses on the three hill states of Arunachal Pradesh, Mizoram and

Nagaland and opportunities for partnerships with state governments and local organisations

are being explored in these States.

Sukhi Baliraja Initiative (SBI): The initiative aims to promote a holistic livelihood promotion

strategy for the Vidharbha region of Maharashtra, with the key objective of reducing

distress among the farming community by enhancing livelihoods of 25,000 households

across 300 villages.

Drinking Water Initiative (Mission Swach Jal): The initiative aims to provide potable water

and promote sanitation in order to enhance the health of rural communities. Notably,

community and individual based drinking water interventions are dovetailed with sanitation

and hygiene education. Currently, the Trusts support drinking water and sanitation projects

in around 450 villages across the country, including salinity affected villages in coastal areas

of Gujarat, fluoride affected villages in Andhra Pradesh, Himalayan regions of Uttarakhand,

etc.

Sakh Se Vikas: This initiative consolidates and expands community-based microfinance in

Rajasthan by strengthening livelihoods and reducing vulnerabilities. Whilst strengthening

linkages between microfinance and development, the Trusts are also supporting a large

community-based microfinance programme in South India.


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Events of CSR of TATA

REFERENCES

www.google.com

www.wikipedia.com

www.tata.com
http://www.wikipedia.com/http://www.wikipedia.com/http://www.tata.com/http://www.tata.com/http://www.tata.com/http://www.wikipedia.com/

corporate social responsibility00.pdf

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