Corporate Sustainability in the UKA selection of stories from Tata companies and employees

Conceived and produced by: Group Publications

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PB 01

WorkplaceFostering well-being, achievement and community engagement among Tata employees29

MarketplaceEncouraging entrepreneurship and sustainable business practices among stakeholders

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1

IntroductionA brief look at the Tata ethos of giving back to society, and its sustainability initiatives in the UK 5

CommunityReaching out to the youth through education, guidance and sport

EnvironmentAdopting innovative processes and technologies to benefit the environment

45

ConclusionHow Tata companies are combining efforts towards a shared mission

Contents

58

introduction

1 2

he Tata tradition in community development has, since

the earliest days of the group’s history, been defined by

the values embedded in its core. Founder Jamsetji Tata was

keen to avoid “patchwork philanthropy”, preferring to pursue

activities that delivered sustained developmental impact.

In the UK, Tata companies continue to embrace the notion of

giving back to the community, seeking to support the societies

in which they operate. Inspired by the role that Tata Sons, Tata

companies and the Tata trusts have played in contributing to

the development of a nation in their home market of India, Tata

companies in the UK have keenly pursued the development of

programmes that could have a national and international impact.

Tata companies are embedded within the fabric of communities

across the UK, in employment, economic impact and

sustainable development.

“In a free enterprise, the community is not just another stakeholder in the business but in fact the very purpose of its existence.”

— Jamsetji Tata, Founder (1839–1904)

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1 2

Beyond community engagement, the companies recognise their

responsibility to deliver corporate sustainability to employees,

to the marketplace and to the environment.

In this publication, you can read about some of the ways

in which Tata’s UK businesses have achieved real success

in each of these four areas of corporate sustainability. With

over 50,000 employees and 19 companies operating in

the UK, there is a wide range of Tata UK corporate

sustainability activity.

This publication provides just a snapshot — it is not a report

and the text included is in no way representative of all

activities and initiatives in this area. It is a collection

of stories that we hope others will enjoy reading and

thinking about.

2

Tata companies in the UK have come together to share

experiences, best practices and ideas in the area of corporate

responsibility. The Corporate Responsibility Group was founded

and chaired by Malcolm Lane, Tata Consultancy Services (TCS). In

2013, Mr Lane sadly lost his long fight with blood cancer. His legacy

lives on: the group meets quarterly and considers the impact that

Tata operations have in the workplace, marketplace, community

and on the environment. It also seeks to build a framework of

initiatives that individual companies can choose to collaborate on.

The four areas of focus:

Marketplace Driving positive, responsible and ethical action towards

customers and suppliers, and being an influence for good among

our peers.

Workplace

Seeking to maximise the job satisfaction and general well-being

of employees and their families.

Community Addressing a broad range of society impacting activities, many in

the areas of health and education.

Environment

Driving action to address the challenge of climate change and

acting as good stewards of the planet and its people.

The Tata Corporate Responsibility Group

introduction

3 4

he Lady Tata Memorial Trust was established by Sir Dorabji

Tata in 1932 in memory of his wife, Lady Meherbai,

who was struck with leukaemia in 1930 at the age of 50 and

succumbed to the disease a year later.

It was decreed that the trust spend four-fifths of its income

on international research and invite applications for awards

for personal support of research on leukaemia and other

blood cancers worldwide. One-fifth of its income was to be

offered to scholars undertaking scientific investigations in

Indian universities and institutes for the alleviation of human

suffering from diseases.

More than 80 years later, the trust is as active as ever. An

International Advisory Committee based in London invites

applications for awards for personal support of research on

blood cancers such as leukaemia, myeloma and lymphoma

worldwide through advertisements and on the internet.

While the awards are open to suitably qualified investigators

of any nationality, priority is given to applicants intending

to move to other centres

with a view to establishing

scientific collaboration

between laboratories. In

addition, the trust also

offers the grant of a studentship for a student entering an

MPhil/PhD programme.

The academic year for these awards is October-September.

On an average, the London Committee of the trust receives

between 30-40 applications annually for the scholarships.

The grant amount, which varies between £15,000 and £35,000,

is decided by the International Scientific Advisory Committee

based on joint scrutiny of research work, period of research and

financial support from the respective institute/other funding

agencies. Prof Catovsky who has been involved with the Lady

Tata Memorial scholarships as chairman for over a decade says,

“On our selection panel for the scholarships we have cancer

specialists who go through the applications that we receive. It is

a time-consuming and rigorous process that we follow.”

The Lady Tata Memorial scholarships

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3 4

The trust forwards the overall grant amount to Tata Limited,

London, which disburses the amount following the approval

of the trustees. The amount allocated by the trust for

international scholarships is usually £350,000 every year.

“The money that we offer may not seem to be a very large

sum considering how much is needed

when it comes to research in any field

of medicine and especially for cancer

research, but it does help the students or

researchers in a big way in the early stages

of their research,” adds Prof Catovsky.

The awards are usually tenable for one

year. They may be extended to the second

year if the trust considers the applicants

deserving of further support after

scrutinising their progress reports and if

the extension of support is seen as being

in the best interest of a particular project.

In special cases, the trust may sanction the

renewal of the grant for a third year on

the strength of the applicants’ 18-month

progress report. In addition, if the progress

report is found to be exceptional, the

scholar may be considered for studentship.

Once the scholarship term with the trust is

completed, the researchers migrate to other funding agencies,

and even abroad.

The grants provided by the Lady Tata Memorial Trust have

ensured significant research and strengthened the efforts of

the medical fraternity in the war against blood cancer.

Some of the awardees of 2012-13

Kalainanghi Neelagandan, Cancer Research Centre, University of Edinburgh — £30,000

Alexander Watson, Oxford Biomedical Research Centre, University of Oxford — £18,000

Dr Brenton Mar, Dana Farber Cancer Institute, Boston — £36,000

Dr Marcela Mansur, The Institute of Cancer Research — £17,000

Rosa Paolillo, Medical Oncology Section, Istituto Superiore di Sanità — £25,000

Dr Ana Janic, The Walter and Eliza Hall Institute of Medical Research, Victoria — £31,500

Panagiotis Ntziachristos, New York University — £35,000

James Scott, University of Leeds — £24,000

Kim Rice, INSERM/CNRS/Université Paris — £35,000

Dr Lixin Wan, Beth Israel Deaconess Medical Center, Harvard Medical School — £35,000

Dr Kar Lok Kong, Rayne Institute, King’s College London — £36,000

Dr Alicia Cole, Ontario Cancer Institute, Princess Margaret Hospital — £35,000

Dr Andrew Franklin, MRC Laboratory of Molecular Biology, Cambridge — £35,000

community

5

he borough of Tower Hamlets in

East London has some of the highest

multiple indicators of poverty in the

city. The borough, home to a number of

Asian communities, has a demographic

profile that is largely poor, with low

educational attainment and high levels

of unemployment. Young people within

this demographic profile have few

opportunities and lack exposure to the

right kind of experiences.

When Tata Consultancy Services

(TCS) was approached by the Tower

Hamlets Councillor and Stepney FC

honorary president, Abdal Ullah, about

the possibility of using its skills and

resources to make a difference in the

lives of young people in the borough,

TCS found it a natural fit with its ethos

and commitment to community.

The effort began with the sponsorship

of Stepney FC, an East London football

club, established in 1993 to engage with

disadvantaged young people. The main

aim of the club is to provide a positive

alternative to passing time on the streets.

As the education partner, it is TCS’s goal

to affect the young people involved in a

positive manner.

Councillor Abdal Ullah, the driving

force behind the Safer Neighbourhood

Tournament, a part of the East London

football calendar, says, “The football

team is a catalyst to attract students.

Through the comradeship, we guide

them towards the kind of opportunities

that we had.”

In 2007, a conversation between

Councillor Ullah and Malcolm Lane, then

T

TCS’s youth engagement programmes

Tata Consultancy Services partners with a Stepney

college and football club to improve the employability of

youngsters in East London

Twenty young footballers travelled to Jamshedpur (India) to train at the Tata Football Academy

LocaL communit y

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TCS volunteers mentor and coach students at the Stepney Green Maths, Computing and Science College

community

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director of corporate affairs at Tata Consultancy Services (TCS),

led to the idea of taking the under-18 footballers to India to train

at the Tata Football Academy in Jamshedpur. But it wasn’t just a

free trip; the young people had to earn their place. TCS volunteers

coached the students on presentation skills at the TCS office in

Grosvenor Place, London, engendering a sense of responsibility

and building confidence in them. At the end of the training the

boys gave a polished presentation to TCS senior executives in the

boardroom on why they wanted to go to India.

And so, 20 boys flew to Jamshedpur to train at the Tata Football

Academy. While the trip provided the boys valuable inputs on the

game and on developing their skill sets and future opportunities,

it also served as an eye-opening experience for the boys when

they visited a children’s home near Jamshedpur. The boys also

witnessed that the young people at the Tata Football Academy had

a far more disciplined and professional approach to their training

and games than they had, despite lacking expensive equipment.

Since then the team has gone on to participate in many matches

and tournaments, winning several trophies and championships.

TCS itself has instituted the TCS Education Achievement

Award. In addition, the Stepney Football Club has initiated

under-16, under-14 and under-12 teams to spread the message of

empowerment to a larger group of young people.

Through this partnership, TCS has opened up a host of new

opportunities for the young people at Stepney FC, taking

the Tata ethos from the football field into the classroom and

the workplace.

Tata senior executives at a function for the Stepney footballers Stepney FC players sport the TCS-sponsored team jersey

8

rom the established link with the Stepney Football Club,

TCS built links with the local school that many of the boys

attend. TCS now supports the Stepney Green Maths, Computing

and Science College. Incidentally, Councillor Ullah is himself an

alumnus of the school.

As part of the Passport to Employability programme, TCS

employees volunteer to mentor and coach the students. Every

year, nearly 45 TCS employees teach 15 classes in groups of

three. More than 100 employees have volunteered their time for

this programme since 2008. The number of volunteers has been

steadily increasing over the years.

Jane Hodgen, HR lead, talent management and corporate

sustainability, says, “We try and match volunteers with skills

required because we have people who are used to training and

others who just want to

join in. Our endeavour

is to have a reasonable

mix of people who have

volunteered earlier and

those who never have.

It’s been very rewarding

for our employees.”

Passport to employability

F

TCS volunteers help students hone their business skills

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To link the programme to the students’ BTEC WorkSkills

qualification, in 2008 TCS began a series of workshops

spread over four days to help 180 students understand the

IT, banking and financial industries, hone their business

skills and give them an orientation to corporate life. The

interaction was taken forward for three days in the second

and third years with the same group of students as they

moved up through the school.

James Mattingly, the deputy head of the school, has

been enthusiastically driving the programme. “Tata’s

representatives helped the pupils to develop their

confidence and team-building skills. As a

result of the programme, 320 pupils achieved

their BTEC WorkSkills Level 2 which is

equivalent to a B grade at GCSE.” The

programme delivered by TCS contributed

five per cent towards their overall exam

results.

Anshoo Kapoor, HR business partner and

a TCS volunteer, concurs, “Watching them

grow and seeing them mature is fantastic.

What is particularly moving is when they see

you down the hallway and say, ‘Tata, Tata!”

Volunteer speak

“I have been volunteering for three years with the Passport to

Employability programme, and look forward to it every year. The

experience is very rewarding. As a volunteer, you have the potential

to really inspire them. You can see the twinkle in their eyes very often

when you share a story or experience with them. In your mind, when

you go back home and think of your day, you know that you have

touched a lot of lives. And you hope that by the time you meet them

again the next year, they would have matured to another level and

may be really successful at whatever they are doing. The drop-out

rate is minimal. The head teacher has really turned the entire school

around. I think there is a lot of credibility now,” Kerry Chapman,

marketing, TCS.

9

James Mattingly, deputy head at the school, with TCS volunteers

10

The cultural dimension added another challenge to the

exercise. Numerous cultural nuances and compulsions,

arising out of the background of the mostly Bangladeshi

students, had to be kept in mind by the TCSers.

Besides opening up the business world to students,

TCS also sought to make them aware of ways through

which the corporate world could positively affect the

community. This was done by inviting students on work

placements. Students got a chance to shadow employees

in different departments, thus learning about the

workings of the entire organisation. They were also given

assignments such as defining a vision and developing a

strategy for TCS for 2020 and then making presentations

to senior managers.

The company’s efforts have evoked the appreciation of

participating students, whose reactions ranged from “I

loved the sessions and know they will help me in the

future” to “very inspiring” and “It was brilliant”.

The students who have participated in these sessions

have not only excelled at school but also gone on to enrol

themselves at universities and colleges. Encouraged by

the efforts of TCS, the students have begun to aspire for

greater things. Their success stories could inspire the

entire neighbourhood to dream bigger.

Lending a hand

TCS has a programme called Maitree Champions and Corporate

Sustainability Community Champions, consisting of projects based in 170

locations across the UK. Employees are told about upcoming events and

how they can volunteer; the champions do their best to motivate their own

teams. Currently, there are 50 community champions in the UK; some play

a dual role between community support outside the business and Maitree

(Hindi for friendship), which supports the community of employees and

their families inside the business, in their attempt to engage with a greater

number of people and make a difference in the their communities.

In 2012, Diligenta, TCS’s FCA-regulated subsidiary and specialist in business

process outsourcing services for the UK life and pensions industry, also

established a charity champion network across its eight offices. Through

the network, Diligenta’s 3,000 UK employees raised over £50,000 for

various national and local charities.

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JLR invests in fostering non-traditional learning

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Jaguar Land Rover has joined hands with five

education authorities to nurture an interest in the

engineering, manufacturing and automotive businesses

aguar Land Rover (JLR), the UK’s leading

premium global automotive business, is

committed to making a difference in the

community. “We have a vision to create and

maintain excellent community relations

with local and regional communities where

JLR designs and manufactures. Employee

involvement is the cornerstone of business

commitment to the social and economic

regeneration of communities and at JLR, we are

dedicated to this principle,” affirms Mike Wright,

executive director of JLR.

A key area that JLR invests in is education and

knowledge. In an initiative launched in 2000,

the company forged an alliance with schools

in England. It has invested in five Education

Business Partnership centres to provide learning

facilities and resources for schoolchildren, as

part of its Education Business Partnership with

the Birmingham, Coventry, Warwickshire,

The company has invested in five Education Business Partnership centres to provide learning facilities to schoolchildren

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Youngsters get a hands-on introduction to the world of engineering

community

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Solihull and Liverpool Education Authorities. To this end, JLR

makes an annual contribution worth around £350,000.

The aim is to enable children from primary and secondary

schools to learn more about engineering, manufacturing and

automotive businesses through a number of activities which

are linked to the

national curriculum.

This initiative gives

children a chance

to learn outside the

classroom by visiting

factories and plants,

where JLR employees

volunteer to talk

about their areas of

expertise. Employees

also volunteer within

schools to help

students with reading,

mathematics, business

and engineering.

The rationale behind

establishing these

centres was the

realisation that there

was a dearth of young people choosing a career in engineering

and manufacturing in the UK. It was felt that exposing

youngsters to the world of engineering and manufacturing

at an early age would encourage them to pursue a career

in these fields. Poised for further growth, JLR will need a

large number of engineers to staff its own operations. “The

A JLR volunteer takes a group of schoolchildren on a guided tour of the company’s facility

14

programme gives the

children the hands-on

opportunity to work

with equipment that

actually manufactures

the vehicles. That

generates much

enthusiasm,” says Les Ratcliffe,

head of community relations at JLR.

The Jaguar or Land Rover vehicles form the basis for

learning. The science programme teaches children about the

different materials used in the making of a car, while the

geography module talks about the region where it has been

sourced from. “Jaguar Land Rover sources material from

around the world. We take them to the shop floor and they

see materials with the bar code with the country’s name on

it and are able to relate better,” says Mr Ratcliffe.

The maths programme allows them to use numbers in a

manufacturing environment. It teaches primary school

students basic arithmetic by getting them to deconstruct

cars in terms of the number of wheels, wipers etc, and

getting progressively more complex for older students.

In addition, students are also supported through

scholarships that are linked to local universities and

This unique programme focuses on

promoting an interest in science

and maths

Youngsters at a JLR Education Business Partnership Centre

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15

colleges of higher

education. The centres

also hold competitions

and offer rewards to

meritorious students.

Besides offering these inputs, each centre also

offers additional resources, based on its area of

expertise. The centres at Coventry and Gaydon are

slightly inclined towards engineering. Castle Bromwich,

Solihull and Halewood are inclined towards production

and robotics.

What the centres have in common, however, is their work

ethic, their desire to present the school curriculum in a

non-traditional format and the seriousness with which they

seek to share their world with young people. JLR’s education

programme is very dynamic with feedback from students

and schools being used to reorganise the modules. External

feedback is also used to fine-tune the programme. In 2012,

22,000 young people and 2,000 teachers visited the five

EBPCs. Around 85 per cent of the visitors are from local

communities within 30 miles of the centres. About 95 per

In 2012, 22,000 young people

and nearly 2,000 teachers visited the five EBPCs

16

cent of teachers said their visit had increased students’

engagement with STEM subjects.

Besides the work done at the centres, JLR also offers a Sons

and Daughters programme. This allows employees to bring

their children to work for a day. The children go to one of

the centres, go through a programme of learning and then

they join their parent in their workplace for the rest of the

day. Other activities include summer schools for employees’

children. Some centres try to offer family programmes in

which the parents and children learn things together. This

activity is conducted in conjunction with the local council.

JLR also offers 14 to 16 year-olds an opportunity to learn

about careers in engineering, manufacturing and business

related subjects. The idea is to offer youngsters meaningful

work experience which will aid their careers in the future.

An independent organisation, Business in the Community,

conducts an audit programme called the Corporate

Responsibility Index, which awards a CommunityMark to

businesses that measure up to a certain standard in their

community initiatives. The CommunityMark is widely

recognised as the national standard of excellence for

community investment. Jaguar Land Rover is the only car

manufacturer in the UK to receive this commendation. Jaguar

Land Rover achieved Platinum Big Tick rating in the Corporate

Responsibility Index, which is the highest possible ranking and

recognises the company’s responsible business management.

More than a decade after embarking on this initiative, JLR has

the satisfaction of knowing that more than 200,000 children

have rewritten their futures, inspired by an initial spark at one

of the centres.

Challenging bright young minds

Jaguar Land Rover’s national challenges seek to promote engineering

and national STEM [science, technology, engineering and maths]

activities, in association with other automotive, engineering and

academic organisations.

The Jaguar Primary Schools Challenge is an annual competition that

invites 5 to 11 year-olds to design, make and race a model car either

from card or using CAD/CAM software. Over the course of a year,

students research, design, manufacture and test their vehicles.

The Land Rover 4x4 Technology Challenge tests students on their ability

to apply the technology that they have studied as part of the curriculum.

Students build a remote-controlled 4x4 vehicle and manoeuvre it

around a track.

The Jaguar Maths in Motion Challenge focuses on improving maths in

school. Children programme a virtual car by using maths to measure and

analyse a track and tune their car to the driving conditions. Based on the

car figures and race driver attributes, the computer races the data.

More than 200,000 young people participate in Jaguar Land Rover’s

education programme each year.

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community nationaL communit y

Challenging UK students to embrace enterprise

he Tata group has taken a number

of steps to challenge youngsters in

the UK to achieve their full potential.

NACUEOne such step has involved the close

support of the establishment of the

National Consortium of University

Entrepreneurs (NACUE) to drive the

growth of entrepreneurship across all

higher education institutions in the UK.

The organisation was conceptualised

in 2008 and launched in 2009. Tata

Limited continues to support it as a

founding partner.

Acknowledging the significance of

the Tata support, Hushpreet Dhaliwal,

CEO of NACUE, says, “The partnership

with the Tata group was very critical,

being the first one that we cemented

with a corporate. It has enabled us

to gain traction and momentum in

the very first year. Having Tata as a

partner provided us credibility as an

organisation; we now have support

from Microsoft, Google, Blackberry

and others.”

Starting small, NACUE (now the

National Association of College and

University Entrepreneurs) has increased

in size and influence. The organisation,

now a registered charity, was appointed

by the British government to chair

a steering group on the Growth of

Enterprise Societies. It was also

recognised by the World Economic

Forum as demonstrating ‘global best

practice in youth entrepreneurship

promotion and education’.

TTata is central to three initiatives — NACUE,

Tata ISES, and Tata Crucible — that push

youngsters to think big

NACUE represents over 70 enterprise societies and supports over 100 colleges and universities

18

In all, NACUE is involved with over 70 enterprise societies

across the UK. It also supports over 100 colleges and

universities and represents the views of over 40,000

enterprising students to policy makers at all levels of the

government, industry and education.

The organisation aims to support the sustainable development

of student-led enterprise societies and student ventures;

inspire, educate and train enterprise society leaders and

student entrepreneurs; connect enterprise society leaders and

student entrepreneurs online and in person; and advocate for

the increased support of student-led enterprise initiatives at

individual colleges and universities, and at a national level.

The challenge of developing a truly entrepreneurial economy

demands that students be willing and prepared to experiment,

counter risks and adapt to continual change. Colleges and

universities, labouring under an education system that is out-

of-sync with today’s realities, are unable to equip students to

develop entrepreneurial skills. NACUE therefore works within

the universities, guiding them to coordinate extracurricular

activities to encourage entrepreneurship.

The idea is to drive a grassroots entrepreneurial movement within

educational institutions in order to enable enterprising students

and young entrepreneurs to support and empower one another.

NACUE offers support to prospective entrepreneurs through

a number of programmes, many of which have featured

representatives from Tata’s UK companies as speakers, judges

or mentors. They include the annual NACUE Varsity Pitch

Competition, which features the Tata Blue Skies Award for

Disruptive Enterprise, the annual NACUE Student Enterprise

Conference, an annual NACUE Leaders Training Academy and

the annual Tata Social Enterprise Conference, which aims to

encourage students to set up social and sustainable enterprises.

In addition, the NACUE Learning Programme for Society

Best Practice allows access to an online student society

manual, a collection of resources, templates and case studies

that offer guidance based on best practice and cover all Participants at the NACUE Varsity Pitch competition for young entrepreneurs

community

19

aspects of developing, maintaining and growing student

enterprise-led initiatives.

Thanks to the efforts of NACUE, student enterprise is growing

rapidly in the UK, something that the government, business

and academia are clearly supportive of. Tata, and its UK

companies, is proud to have played a role in helping NACUE

flourish. As NACUE’s founder Victoria Lennox notes, “Tata gave

NACUE the running start it needed.”

Tata IsEsTata International Social Entrepreneurship Scheme (ISES)

began in 2008 as a two-month social internship programme

for international students from the University of California,

Berkeley, USA, and the University of Cambridge, UK.

The aim of the programme is to give students from leading

foreign universities grassroots-level exposure to India through

internships with community initiative projects of Tata

companies. This helps to promote international understanding

while bringing international perspectives to the projects.

The universities select the students and prepare them with

orientation workshops and basic conversational skills in Hindi.

The students are standout scholars and come from diverse

academic backgrounds such as psychology, anthropology,

public administration and management. They are expected to

share their learnings with other students at their universities,

who will be the target audience the following year.

In 2010, the London School of Economics, UK, joined hands with

Tata ISES to enable its students to be part of the programme.

Andreas Blum, studying for an MPhil in Innovations, Strategy

and Organisation at the University of Cambridge, interned with

Tata Motors in Mumbai in 2010. His project was to develop a

sustainable business plan for setting up driving centres across

the country to give truck drivers much-needed training and

Andreas Blum, a Cambridge student, interned with Tata Motors, Mumbai

20

professional knowledge. He describes it as an “eye-opening

experience” and one in which he gained invaluable insight

into the practicalities of using limited resources to cater to

the various needs of a large-scale impoverished population.

“It was a practical opportunity for me to flee from the dry

environment of a lecture hall for two months, and instead

live and work in India to garner an insight into a large

corporation’s approach to sustainable business.”

Yannick Skop interned with Tata Chemicals in Babrala,

Uttar Pradesh, on an affirmative action project seeking to

improve the livelihood of the Scheduled Castes (the lowest

rank in the Indian social caste system) population. Mr

Skop, an MSc in International Management student at the

London School of Economics, was impressed with the many

development programmes organised by the Tata Chemicals

Society for Rural Development. “Some of the projects

we have seen lead to an increase in the yield of farmers’

cows and crops; others focus on healthcare, women’s

empowerment or education. They show the world how

corporations can make a significant difference.”

Tata CrucibleThe annual Tata Crucible Campus Quiz was launched in the

UK in 2008. The competition is a knowledge initiative that

seeks to engage with youth, encouraging lateral associations,

speed of thought and thinking outside the box. The

2012-13 edition of the Tata Crucible saw over 175 students

representing more than 30 leading UK universities participate,

including LBS, LSE, Oxford and Cambridge.

20

Yannick Skop, an LSE student, interned with Tata Chemicals, Uttar Pradesh

Winners of the Tata Crucible Campus Quiz 2012: University of Strathclyde

nationaL communit y

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Tata Kids of Steel

ince its launch in 2007, the Tata

Kids of Steel series has encouraged

participation in the sport of triathlon

and promoted health and well-being

among young people aged 8-13 years

old, especially in the communities

around Tata Steel’s manufacturing

operations.

As the Corporate Partner of the British

Triathlon Federation, Tata Steel has

helped the organisation build an

environment which enables people of

all abilities to participate in Britain’s

fastest-growing sport.

Tata Kids of Steel enables children

to experience – some for the first

time – three types of sport: swimming,

cycling and running in a fun and

supportive environment. The events

are free and accessible to all kids and

bikes, helmets and t-shirts are provided

by Tata Steel, so children only need

to turn up with a pair of trainers and

some swimming attire. Tata Steel

employees volunteer to help organise

and marshal the events located close

to the company’s manufacturing

operations.

“Tata Kids of Steel gives every child

the opportunity to achieve their own

personal challenge regardless of

ability or previous experience,” said

Sytske Seyffert, director of corporate

communications and public affairs at

Tata Steel.

“Every child that takes part feels

a great sense of achievement and

leaves the event with a smile on their

face. The series raises aspirations

and introduces many children to this

dynamic multi-discipline sport for the

first time.”

sTata Kids of Steel aims

to encourage children to adopt a healthier lifestyle

through sport and exercise

The triathlon allows schoolchildren to take part and have fun in a non-competitive atmosphere

22

Jack Garner participated in a Tata Kids of Steel event close to

Tata Steel’s Scunthorpe manufacturing operations in 2007,

shortly after losing his sight. Jack enjoyed the event so much

he joined a local club and even represented Great Britain in a

world championship event in Hyde Park, London, in 2011. “The

Tata Kids of Steel events offered me a lifeline,” said Jack. “It

gave me a great sense of achievement, and a year later, armed

with my own tandem, I took part in the event again.”

“At the second event I met a coach from Lincsquad tri club

who suggested that I join up. I was able to join sessions in

swimming, cycling and running — it got me fit and kept

me active.”

“Thanks to the Tata Kids of Steel triathlon I’ve now taken part

in triathlons, duathlons and paracycling, won national medals

and met some great people. Tata Kids of Steel has changed my

life for the better.”

Since 2007, more than 50,000 young people have had the

chance to try the sport of triathlon as part of Tata Steel’s

flagship series. In 2012, more than 15,500 youngsters took

part in 23 different Tata Kids of Steel events to mark the

London 2012 Olympic Games. In 2013, thousands more

youngsters will have the opportunity to get involved at 12

events across the country during June, July, and September.

Tata Steel employees volunteer at a Tata Kids of Steel triathlon event

A participant cheered on by fellow triathletes

nationaL communit y

community

23

TCS encourages global cultural learning

Global school PartnershipsThe Global School Partnerships

programme, recently re-launched

as ‘Connecting Classrooms’, gives

children and young people in

participating schools a valuable

lesson on the benefits of cooperation

and expands their world view

tremendously. That alone is a goal

worth working towards.

The British Council, having started

this programme in 2003, has

supported 2,800 partnerships across

schools in 57 countries in Africa, Asia,

Latin America and the Caribbean.

Three hundred of the partnerships are

in India. The programme has been

funded by the UK Department for

International Development (DFID).

The aim of the programme is to

enable school students to grow in an

atmosphere of shared learning across

schools worldwide and to inculcate a

sense of commitment towards a more

sustainable world. Above all, it seeks

to promote the integration of global

education into the school curriculum.

Neil Williams, project delivery officer,

British Council, says, “There are five

pillars that schools have to base their

projects around: social justice, equity,

diversity, globalisation and sustainable

development.”

Tata Consultancy Services (TCS), in

partnership with the British Council,

facilitated a relationship between

Cunningham Hill Junior School

in the UK and Sevalaya School in

Chennai in 2009. Reciprocal teacher

visits have taken place between

2010 and 2012. Sevalaya School is

a charity school, founded 25 years

ago by a TCS employee, who has

Tata Consultancy Services partners with the British Council to foster cultural

learning and a wider world view among youth

Global School Partnerships enables schoolchildren to grow in an atmosphere of shared learning across the world

GLobaL communit y

24

Reciprocal teacher visits between the UK and Indian schools are part of the programme

community

25

since left the business to concentrate on the school full time.

Malcolm Lane, then director of corporate affairs at TCS,

was a long-standing supporter of Sevalaya and a governor of

Cunningham Hill Junior School for 24 years. These personal

relationships with both schools helped to ensure the long-

term sustainability of the schools’ partnership.

Through the programme, TCS worked on developing a

relationship with local communities and schools in both

countries and on developing a potential workforce to help

contribute towards ethical trading and maintaining the

environment through joint school curriculum projects.

The schools look forward to creating a global dimension in

their schools.

The British Council holds one-day workshops to prepare the

participating schools for working with the global dimension

and for submitting an application for funding. Online courses

are also available to address these objectives.

The first type of funding, a Reciprocal Visit

Grant worth £2,100, enables one teacher from

each school to visit the other school. Mr Lane

considered that the value of these visits would

be enhanced if two teachers from each school

were able to participate in each visit and so TCS

matched the grant.

Through the reciprocal visits the teachers

experienced the teaching / learning environment

of the partner school while interacting with

students and teachers, as well as developing

joint curricular projects and experiencing

what it is like to live in a new culture. Richard

Dawson, teacher in charge of the partnership

at Cunningham Hill Junior School, says, “The Students at the Sevalaya School (India) with a student of Cunningham Hill Junior School (UK)

26

programme has shown that schools half a world apart

can work together to enrich each other’s lives and

really make a difference.”

The association between Cunningham Hill

Junior School and Sevalaya School began with a

teleconference call that enabled the teachers to

find out about each other’s lives, traditions and

educational concepts. The teachers began to plan joint

activities and to introduce the children to each other

through the sharing of photos and brief biographies.

Annapurna Swamy, senior teacher at Sevalaya School,

notes, “Students are excited to have friends across the

seas. They enjoy taking part in the various projects

and are learning many things on a deeper level beyond the

usual curriculum, which will surely have a deep impact on

their levels of self-confidence and knowledge.”

As far as possible, the teachers try to get children of the same

ages to work together. However, since Cunningham is a junior

school (7-11 years) and Sevalaya is a through school (4-17

years), as well as language limitations, it was necessary for

a class of older Indian children to be linked with a younger

British class. The intention, though, was not to provide a

network of pen friends but for the teachers to ensure that

the partnership and the global dimension are embedded in

the whole school, not just one subject area or class. After

the reciprocal visits, projects were planned based on issues

such as global warming, sustainability, energy efficiency

of the schools, what the schools recycle, school gardens,

growing their own vegetables, treating the waste in the local

community, local festivals and traditions.

Following the successful first round of visits, a funding

application for the Global Curriculum Project grant

worth £6,000 was granted by DFID. This money is

shared between the school partners for a further year of

curriculum development, reciprocal teacher visits and

defraying communication expenses. These visits took place

A teacher from the Sevalaya School (India) at Cunningham Hill Junior School (UK)

GLobaL communit y

community

27

in September 2011 and February 2012. Once again TCS

demonstrated its commitment to Global School Partnerships by

supplementing the grant and thereby enabling three teachers

from each school to take part in the visit programme and to

provide associated teaching material.

Two further schools, one in each country, were supported

by TCS in enrolling for the scheme in 2012. The company

supported their first round of reciprocal teacher visits through

financial assistance to augment the funding from DFID and

with advice to enhance the quality of the visits.

Neil Williams, British Council, commends TCS on its committed

engagement with the programme. He says, “We share the vision

of preparing young people for the global economy with TCS.”

study India ProgrammeTCS has been a major partner in the Study India Programme

(SIP), a UK-India Education and Research Initiative (UKIERI),

since 2008 when it was known as the Prime Ministers’ Global

Fellowship programme. UKIERI has played a pivotal role in

establishing a step change in the educational relations between

the two countries. UKIERI is designed to nurture the essential

employability skills that business will look for in developing a

best-of-breed workforce in an increasingly competitive global

business environment. Through the UKIERI Study India

Programme, UK school leavers and students visit India for four

weeks during the summer months to engage in a combination

of cultural and commercial opportunities. This includes a week

long placement, to provide insight into business operations in a

global setting.

In the current difficult economic climate, both the private

and public sectors share equal responsibility in ensuring that

tomorrow’s workforce remain not only globally competitive

but also help develop a global mindset with employability

skills. The Study India Programme is aimed at encouraging

young people to broaden their horizons at a critical stage in

their lives, helping them to prepare for their future so that

they feel inspired and empowered to excel as they embark

upon their careers. The students were selected based on their

communication skills, cross-cultural awareness, problem-

solving initiative and enterprise.

In 2012, 60 of the students on the UKIERI Study India

Programme carried out internships at TCS and 42 with

other Tata Group companies across India. An integral part

of the curriculum, this placement aims to provide students

who are enrolled in an undergraduate course at a further or

higher education institution with a valuable and transferable

work experience as well as a global perspective on career

opportunities — whether they work for a multinational

company, a global organisation, a local SME with a global

supply chain, or are setting out as an entrepreneur.

28

Shankar Narayanan, director and head of TCS in the UK

and Ireland, said, “In the UK, we are committed to develop

local talent, support and encourage the new generation as

they embark on their careers to equip them to be a part of

a global workforce. The Study India Programme is a part

of our UK skills development initiatives that are geared

towards helping to improve employability by encouraging

social entrepreneurialism and a global mindset as well as

strengthening knowledge through the world of work.”

The UKIERI Study India Programme is distinctive in that it

provides the opportunity for the wider UK education sector,

including students and teachers, to benefit from the learnings

and experiences of the participating students. Having spent

three weeks in India, a sub-set of around 30 students who

have completed a work placement at one of the Tata group

companies are selected to act as Study India Programme Tata

Ambassadors. As Ambassadors, they commit to regular visits

to UK secondary schools to share their experiences from India

and mentor students on setting out on their career path.

Another positive by-product of the programme, initiated by

the students themselves, has been the setting up of a social

enterprise called Go Global – Global Outreach, a charity

whose mission is to help young people to develop their skills

within their community.

For more information on UKIERI, visit www.ukieri.org

Students of the UK-India Education and Research Initiative Study India Programme, who visited India in 2012

GLobaL communit y

workplace

29

he Industrial Cadets programme

was inspired by HRH The Prince

of Wales during a visit to Tata Steel in

Teesside in 2010, where he said he’d

like to see manufacturing companies

engaging more with young people to

raise awareness of industries and

job opportunities.

During the Tata Steel pilot scheme in

2011 and 2012, school children from

Scunthorpe and Teesside – where

Tata Steel has significant operations –

attended a 10-week programme aimed

at increasing their confidence, giving

them opportunities to interact with

pupils from other schools, introducing

them to careers in manufacturing and

technology and inspiring them to study

STEM (science, technology, engineering

and maths) subjects at school. The

cadets also benefited from achieving

a nationally recognised CREST award

qualification. Progressing from the

Tata Steel initiative, Jaguar Land

Rover has recently been involved in

creating a UK-wide group, set up by

the Engineering Development Trust

(EDT), to roll out the Industrial Cadets

programme across UK businesses,

following funding from government.

EDT is co-ordinating Industrial Cadets

across the UK on behalf of HRH The

Prince of Wales and the Department for

Communities and Local Government.

The launch event took place in January

2013 and was attended by HRH The

Prince of Wales and Eric Pickles,

Secretary of State for Communities

and Local Government. Sixty nine

youngsters have now graduated as “Tata

Steel Industrial Cadets” . It is hoped

that the national coverage through EDT

co-ordination will see approximately 200

Cadets in year one and 600 in year two.

Born in Teesside: Industrial Cadets

T The programme launched in 2011 provides young people (aged 14-16) with an insight

into how a business operates

The Industrial Cadets programme aims to forge closer links between the education sector, businesses and the local community

30

HRH The Prince of Wales watches a demonstration by an industrial cadet

workplace

31

Taj promotes employability of local youth

Crowne Plaza London- St James ties up with The

Prince’s Trust to help young people develop personally and

professionally

Hotel employees host workshops guiding youngsters on CV writing and interview skills

or young people standing at the

threshold of their adult lives and

careers, the right guidance could spell

the difference between a successful

life and a wasted one.

It was this realisation that prompted

employees at the Crowne Plaza

London-St James, a Taj property in

London, to work with The Prince’s

Trust, the UK’s leading youth charity,

on their Team programme.

The Prince’s Trust aims to help young

people overcome their obstacles and

enhance the quality of their lives. Team

is a 12-week programme of personal

development for young people aged 16-

25; young people uncover their hidden

talents, build self-esteem and improve

their confidence. “They learn how to

work closely with others and leave

ready to give their lives a kick-start

with new skills and qualifications,”

says Dawn Thurston, corporate

volunteer manager, The Prince’s

Trust. The programme offers work

experience, qualifications, practical

skills and the opportunity to work at

community projects.

Young people, aged 16-25, join a

15-member team, consisting of

12 unemployed people and a few

employed people who are sponsored

by their companies. Participants are

usually young offenders, educational

underachievers, those in or leaving

care and the long-time unemployed.

The programme runs three times

a year, with at least 10 employees

from the Crowne Plaza London-St

James, chosen for their capabilities

and expertise, volunteering to deliver

valuable one-day workshops around

F

32

support for work placements, and CV and

interview skills.

Typically each workshop needs three facilitators

who visit in the third and / or ninth week. At

such meetings, they are encouraged to share

their life experiences with the participants and

teach them career development skills.

What makes these meetings even more interesting

for participants is the fact that they are held at the

Crowne Plaza London-St James, with meals being

provided to the young people in a full five-star

setting. That experience, coupled with the warmth

displayed by the staff, touches them positively.

Additionally, employee volunteers share inputs

on how to conduct oneself at interviews, what

companies look for in potential staff, how to

write a good CV and covering letter, and on several other

points. They also conduct mock interviews and provide

feedback on participants’ CVs and covering letters and their

interview performance. A group debriefing session is carried

out to highlight both positive and negative areas. “It’s a great

initiative from our hotel and it was a humbling experience for

me as an individual to be able to learn and understand the

challenges of other individuals,” says Gagan Sharma, front

office manager at 51 Buckingham Gate.

The Crowne Plaza London-St James

workplace

33

Adds Edward Riches, hotel manager, Crowne Plaza London-

St James: “Even though there were challenges, I was able to

see the development of the group that I worked with and the

difference that we had made. It was an opportunity to give

back and assist those that have had challenges in their lives

but were trying to improve themselves.”

The programme teaches the participants valuable work and

life skills and enhances their employability. They develop

team-working and communication skills, learn to assume

responsibility for tasks, discover their own hidden talents and

gain nationally recognised qualifications. Along the way, they

undertake a project based in their local community, complete

a work placement, participate in a team challenge involving

caring for others, and stage a team presentation, during which

they recount their experiences.

“It’s really about broadening their choices and learning things

that they haven’t had the opportunity to do before. Many may

never have entered the world of work before or have very

little experience of it,” says Ms Thurston. “The workshops give

them the chance to speak to employees and understand what

goes into making a company successful. They also have the

opportunity to interact with people that they may not normally

come into contact with. Volunteers come with a wealth of skills

and knowledge that participants do not usually have access to.”

The development plan continues beyond the programme.

Crowne Plaza London-St James has invited three of the

students to come back for work placements.

Participants are surveyed three, six and twelve months

after the programme to see how well they have progressed.

The success of the programme is such that more than 70 per

cent of unemployed participants move on to jobs, training or

education within three months of completing the programme.

The hotel has been extremely pleased with the results of its

commitment to the programme. “When we first met these

young people in the first few weeks after they joined The

Prince’s Trust, we noticed that they were disillusioned and

struggled to find work. But by week nine they had a bounce

in their step and were more confident. It was great to see the

change,” says Tony Nicholls, director of security at Crowne

Plaza London-St James.

The feedback received from the young people has also been

very positive and the Trust is keen to continue the relationship.

The hotel’s efforts have helped to lift the vision of these

young people higher and encouraged them to improve their

attitude towards work and life. Above all, The Prince’s Trust

programme has put thousands of young people on the road to

a better future.

3434

Team 109 took part in a week three workshop at Crowne Plaza-St

James in May 2010. The students were not sure what to expect

and having to wear smart casual clothes to make a good first

impression did not make it easier for them.

At the hotel they were greeted by the head of security, Tony

Nicholls, and taken to a room where the day-long workshop was

to take place. Crowne Plaza employees who were the mentors —

Araceli Perez, director of sales and marketing, and Mr Nicholls —

introduced themselves and outlined the agenda for the day. Paul

Coulson, Mobin Khaled and I stood apart as observers.

The students were obviously in awe of the location so Mr Nicholls

started with a ‘get to know you’ session as an ice-breaker. They

were then split into three groups. Ms Perez talked to one group

about conduct at interviews, interview techniques and what a

company like hers would look for in potential staff.

As a bonding session the students were taken to St James Park

for lunch, provided by the hotel. It was an enjoyable outing with

animated conversation, and the relaxed break was rounded off

with a group photo outside Buckingham Palace.

The afternoon session was spent improving their CVs and covering

letters to companies, and how to look for jobs for their work

placements. At the end of the workshops each student had to stand

up and say what he/she had gained from the workshop. The day

ended nicely with a tour of the hotel and its rooms. In June, Team 109

returned for the week nine workshop. The facilitators checked each

CV and provided thorough and concise feedback. After a coffee break,

each team member had a one-to-one session with a facilitator.

Following the lunch break (at a nearby park), the students were taken

individually through a mock interview. They were given constructive

feedback on their performance. A group debriefing session highlighted

positive and negative areas. The day was a massive success and each

student benefited from the CV workshop and mock interview.

The commitment displayed by the volunteer employees at

Crowne Plaza London-St James is indeed outstanding. Their energy

and commitment shows how much they want to help young people

progress. The employees prepare in advance so they are able to cover

the objectives in time, and the workshops are well structured and

allow the students enough time for offering feedback.

The preparation and standards set were some of the highest set by

any corporate I have had the pleasure of working with. Overall the

hotel couldn’t have been more accommodating, nothing was too

much trouble, they gave their time, effort and experience for the

benefit of each student, who really did enjoy the day.

The Newham teamDonovan Samuels, The Prince’s Trust Team Leader, Newham College of Further Education, describes the session at the Crowne Plaza London-St James

marketplace

3535

Tata Steel supports the regeneration of local economies

Through its subsidiary UK Steel Enterprise, Tata Steel

supports new and established businesses to help them

create jobs and improve the economy of steel regions in

the UK

UKSE has invested over £81 million and supported more than 4,900 business

K Steel Enterprise (UKSE), a

wholly owned subsidiary of Tata

Steel, has been working since 1975

to improve the economies of areas in

England, Scotland and Wales that have

been most affected by changes in the

steel industry. In nearly 40 years, it has

invested more than £81 million and

supported more than 4,900 businesses

that are estimated to have created over

72,500 new jobs. Additionally it has

provided over £8 million in supporting

community projects.

“Our objective is to create new job

opportunities in the steel areas of the

UK,” says Stuart Green, managing

director, UKSE. “We assist in

regeneration of the areas by providing

finance and workspace to growth

businesses and supporting the wider

community in its own regeneration

endeavours.”

The organisation began with a

funding of £50 million from British

Steel Corporation and Europe but

is now self-sufficient. Income is

generated from a loan and investment

portfolio, as well as rents received

from small business tenants using

its innovation and business centres;

the money is reinvested in new

and growing enterprises as well as

community projects.

UKSE has offices in four regions —

Scotland, North England, Yorkshire

Humberside and the Midlands, and

Wales — and operates in 14 areas

within these regions. A small tight-

knit organisation with just 28 people,

U

3636

marketplace

UKSE follows a three-pronged approach when selecting

applications for funding: the business must be small

or medium sized and be able to add significantly to

job opportunities in steel areas; it must have a sound

business plan; it must be based in or moving into any

of the 14 areas that UKSE works in. The organisation

offers different options for financing businesses — loans

(secured, unsecured and Enterprise Finance Guarantee) and

investment through share capital. In 2012-13 and 2014-15, it

will also offer grant aid through a Regional Growth Fund

scheme for England.

Says Andrew Morris, area manager Wales, UKSE, “In terms

of business support, we look primarily at investing in good

quality management teams with well thought out business

plans.” Some of the companies in which UKSE has equity

investments are Hydra Technologies (heat transfer fluids),

Celtic Recycling (heavy electrical equipment recycler),

Carrick Business Services (design and print services)

and Sutherland Trading Company (musical instrument

distributor).

The success stories of the organisations supported by UKSE

are many and varied — Lanarkshire-based Martin Aerospace

is expanding its high-spec engineering components business

which services the aerospace sector; Scunthorpe-based

Abbeydale Foods is relocating to larger premises to help cope

with increased demand for its products and Pinnacle Re-Tec, a

reverse engineering company based in Consett has had recent

success with several blue chip companies in the UK and has also

needed to increase the size of its premises to service demand.

“Our primary aim is to reach out to communities who are

affected by the changes in the steel industry, helping them set

up new businesses or grow existing businesses so that new jobs

continue to be created,” says Mr Morris.

marketplace

3737

Hydratech specialises in the formulation and manufacture of

inhibited heat transfer fluids and antifreeze solutions, including

waterless engine coolants. Established in 2003 by Steve Hickson

and Mike Stote, Hydratech presently employs a staff of 33 at their

manufacturing base in Swansea, South Wales.

UKSE has been associated with Hydratech since 2011 when it

invested in the company by way of both debt and equity to

support the roll out of their innovative Evans Waterless Engine

Coolant. This growth will see the company workforce increase to

48 over the next couple of years.

“We were delighted to be able to support Hydratech in

bringing their excellent products to market and create new job

opportunities” says Andrew Morris, area manager Wales, UKSE.

The revolutionary waterless engine coolant was developed working

in partnership with US firm Evans Cooling Systems and Hydratech

are now exporting to Continental Europe and the Middle East.

The waterless coolant enables engines to stay cooler more

efficiently, and being waterless, it enhances the life of the cooling

systems within the engines. They are currently working with

heavy plant operators, bus and coach operators as well as the

performance automotive industry. Indeed, Evans Waterless Engine

Coolants have recently become an official partner of the Honda

World Motocross Factory Team following extensive and rigorous

testing of the product both in Japan and at the Dakar Rally.

“Evans Coolants is proud to be associated with the team for

the 2013 season” says Noel Shapton of Hydratech. “We are

confident that our waterless coolants will significantly enhance

performance and reliability in all conditions for the Honda World

Motocross team”.

UKSE were impressed by the performance of Hydratech’s core

business and the quality of the management team that the

founders had brought together.

“Mike and Steve had identified early on the need to have a strong

management team in place to steer the company through its next

growth phase, on the back of the innovative new products they

had developed. We look forward to working with them as they

continue to grow and create excellent new job opportunities in

South Wales” says Mr Morris.

UKSE also provides support to local community initiatives and

enterprises with small loan and grant schemes. A case in point is

Hydratech

383838

the Kickstart Fund, supporting businesses in South Wales

since 2001, to help new and fledgling micro businesses.

Over 300 businesses have been assisted in this area. These

business-focused initiatives are enhanced with charitable

support provided to local community programmes such as

young entrepreneur initiatives, organisations dealing with

drug or alcohol abuse, and projects for youngsters with

learning difficulties.

A current example of its targeted assistance is the approach

taken to mitigate the impact of 900 jobs losses announced

recently with most of these anticipated to occur in South

Wales. UKSE is working with Tata Steel, Communitas, Local

Councils and the Welsh Government to assess how best to

help the affected areas.

UKSE is sitting on the Welsh Government’s ‘Employees

Action Group Task Force’ to ensure that this support is

delivered in a way that compliments existing schemes.

Support will include an extension to the Kickstart Fund

for micro businesses, locally targeted support for business

via local councils, low cost loans for companies that will

create jobs as well as additional commitment to community

support funds for local regeneration projects.A car being refilled with Hydratech’s revolutionary waterless engine coolant

marketplace

39

UKSE provides support to businesses and the local community

40

The Ebbw Vale Innovation Centre is home to

a wide variety of young businesses – from

advertising agencies to electrical contractors.

The site houses 88 purpose built offices and

workshops which are all built and maintained

to the highest standards. The facility has

been built on the site of the blast furnace of

the former steelworks which once dominated

the town. The innovation centre has been

very warmly received by the local council

and Welsh Government who both provided

support, but more importantly by the local

business community who have proved that

small business is perfectly able to thrive if the

right infrastructure can be provided.

Innovation centres such as this one, a unique offering from UK Steel

Enterprise (UKSE), provide a state-of-the-art working environment to

support the needs of new and developing businesses.

One of the major constraints of a new business is investment in

premises. The innovation centres provide space, depending on the

requirements, with the advantage of a flexible contract and options

to expand, if necessary. “The spaces are well-designed and equipped

so you can actually start your business from day one,” says Andrew

Morris, area manager Wales, UKSE.

The centres offer all the conveniences and infrastructure of a large

business organisation without the headache of managing it — a

reception area, meeting rooms, switchboard, broadband, parking space

and canteen are some of the facilities that entrepreneurs can access.

UKSE has set up four innovation centres in Hartlepool, Sheffield, Ebbw

Vale and Kirkletheam. It also has business centres in Cardiff Bay and

in Scotland. The business centres provide office and workshop space,

and are suitable for both light manufacturing and technology-based

businesses.

The organisation has invested £39 million in the managed workspace area

which has supported over 2,300 businesses since 1979.

Managed workspaces

40

marketplace

41

ata Global Beverages (TGB) is

serious about its commitment to

sustainability, and ethical sourcing is

one of the five core sustainability issues

that the company focuses on.

In its first major ethical sourcing

initiative since co-founding the Ethical

Tea Partnership, TGB has committed

to sourcing 100 per cent of its tea from

Rainforest Alliance Certified™ farms

for its Tetley brand. This is a significant

promise, given Tetley’s presence in 70

countries worldwide.

Playing its part in increasing the

global supply of sustainable tea,

Tetley is investing in a comprehensive

programme with the Rainforest

Alliance in all the major tea growing

regions. The Rainforest Alliance

is an international not-for-profit

conservation organisation that works

to conserve biodiversity and ensure

sustainable livelihoods by transforming

land use and business practices and

consumer behaviour.

In order to be accredited, a farm has

to meet the environmental, social and

economic standards of the Sustainable

Agriculture Network. These standards

cover ecosystem conservation,

workers’ rights and safety, wildlife

protection, water and soil conservation,

agrochemical reduction, decent

housing, and legal wages and

contracts.

The idea is to offer the tea farms the

benefit of the Rainforest Alliance’s

expertise and enable tea producers

Tata Global Beverages pursues sustainable sourcing for Tetley

TIn its effort to promote

its collaboration with the Rainforest Alliance, Tetley

launched the unique Farmers First Hand

campaign on Facebook

The Rainforest Alliance works to conserve biodiversity and ensure sustainable livelihoods

42

to maintain high standards of sustainable farming practices.

For farmers, the initiative brings in a more sustainable

livelihood, and better access to global markets. Tetley and TGB

benefit from a more robust, sustainable supply chain and the

validation of their sustainability practices by an independent

third party.

While Tetley is already a member of the Ethical Tea

Partnership, consumers demanded a more visible on-pack

indication of the company’s investment in sustainability. This

assurance was provided by the green frog seal that represents

Rainforest Alliance certification, which has started appearing

on Tetley packs. The seal helps to reassure consumers about

Tetley’s ethical sourcing claims.

In order to spread the word about the collaboration among

its stakeholders, TGB launched Tetley’s Farmers First Hand,

an innovative initiative on Facebook, to enable consumers

marketplace

43

to communicate with the farmers who are working towards

achieving Rainforest Alliance Certified™ status. The initiative

was launched with the Lujeri tea estate in Malawi (and more

recently a redbush tea estate in South Africa) and aims to

include more estates in other tea growing regions in the future.

The initiative was initially launched in Malawi because the

country is particularly important to the Tetley blend of tea —

the Malawian tea is what gives the Tetley blend its distinctive

red colour.

Through Farmers First Hand, tea farmers and estate workers

use phones and cameras provided by Tetley to upload text

messages, photographs and video clips to the Facebook page,

updating consumers about their journey towards certification,

and allowing them to experience life on a tea estate and

communicate with tea workers and one another.

“Our page acts as a hub, where consumers can have open and

frank conversations with tea farmers, Tetley and the Rainforest

Alliance,” says Kate Diver, brand manager. “The farmers

provide rich insights into their lives and traditions and talk

about what they do on a daily basis. For instance, a farmer

has just finished plucking for the day and when he weighs his

labour, he realises he has got an excellent kilo and he wants

people to know that. So he sends a text message to us and we

publish it on the page and sign off with his name. Sometimes

we just chat with them about their day and use that content to

let the fans know what they are doing. The fans then engage

with the farmers and with each other.”

Amy Holdsworth, Marketing Director at TGB, says, “We want

Tetley tea drinkers to enjoy their favourite cuppa knowing that

by choosing it they have helped to protect the environment on

tea estates and provide sustainable livelihoods to the people

there. What better way to achieve this than by allowing them

to personally connect with people on the estates, and see and

hear their story firsthand.”

The ensuing conversations have begun to add tremendous

value to the Tetley brand. As Jacquelyn Penman, Farmers

First Hand user, puts it, “Because of this wonderful site, my

family and I have learned so much. When I drink my tea, I

feel connected to all those people, so far away, that make this

all possible. A beautiful country, with beautiful people and

without them we would all be so much poorer. So thank you

for my tea, it refreshes not just me, but my soul too and that,

my friends, is priceless.”

In the two years since the launch, the page already has more

than 79,000 fans. To encourage more people to be part of the

community, Tetley initially offered to donate a pound to Book

Aid International in support of education in Malawi every

time someone became a fan of the page. In addition, a weekly

tea competition is conducted on the page and winners receive

44

a year’s supply of tea. Ms Diver, says, “We

wanted to make the process of becoming

Rainforest Alliance Certified™ relevant to our

target audience. The best way to do that was

to let them interact with the brand. Rather

than create a microsite or have an interactive

blog, we utilised Facebook as the medium and

stepped out of the way so that the consumers

and farmers could communicate directly.”

The content on the Facebook page is not

restricted to simply being about the farmers

themselves. It also shares information about

the country’s culture and everyday life — the

weather, sports, family parties, children and so

on. The Tetley team is looking at ways to take

this to the next level, to drive engagement in

a way that builds on the core of sustainability,

enabling fans to contribute to and interact

with the initiative on a deeper level.

Tetley has taken a tool like Facebook and

leveraged it in the best manner possible to

strengthen its cause. A group of friends, a

place to hang around and a cup of tea that

cheers — there could be no better ingredients

to brew this success story.

Towards a sustainable future

The TGB mission: To improve the world through life-enhancing sustainable hydration.

The proposition: Beverages that taste good, are good for you, good for others, good

for the planet.

The objective for sustainability: To embed sustainability across the business, to

create competitive advantage and long-term value creation through stronger brands,

future-proofed supply chains and a licence to operate.

The collaboration: The standards required for Rainforest Alliance certification help

protect the environment; promote the rights and welfare of workers, their families,

and communities; ensure efficient farming methods. Estates are certified through a

three-step process: assessment, remediation, and audit and certification.

Assessment criteria for Rainforest Alliance certification:

n Social and environmental management systems.

n Ecosystem conservation.

n Wildlife protection.

n Water conservation.

n Fair treatment and good conditions for workers.

n Occupational health and safety.

n Community relations.

n Integrated crop management.

n Soil management and conservation.

n Integrated waste management.

environment

45

Tata Steel reduces environmental impact of its operations

t is widely recognised that climate

change is a major concern for our

planet, and like every responsible

company, Tata Steel aims to play an

active role in helping to address this

global concern by reducing carbon

emissions, becoming more energy

efficient and developing products

which help customers and consumers

to be more efficient.

Despite the constraints imposed by

the protracted economic downturn,

Tata Steel continues to invest

substantial effort and resources to

reduce emissions and improve energy

performance.

Between FY 2010 and 2012, Tata

Steel’s UK integrated steelmaking sites

reduced their import of natural gas

and electricity by 20 per cent. A good

deal of this was down to large-scale

capital projects such as the Port Talbot

BOS gas recovery scheme, which

has reduced carbon dioxide emission

by 297,000 tonnes per year, and

Scunthorpe’s reduction to two blast

furnaces, as well as the widespread

installation of variable speed drive

systems. For example, approximately

£3.5m was recently invested in

numerous variable speed drive projects

at the Speciality Steels business in

South Yorkshire.

Tata Steel has a company- wide system

in place to manage the implementation

of projects and improvement actions

cascaded from high-level objectives

and strategies. This ensures that each

business has targets and plans for

I The company has

undertaken initiatives to reduce its environmental impact on multiple fronts

The energy-efficient HIsarna process can reduce CO2 emissions by 20 per cent

46

energy reduction, and that associated projects are tracked

through to completion.

In a recent review, John Massingham, manager, carbon

reduction, highlighted energy savings that could be made if

the company performed to best practice. At one end of the

scale this requires large investment in capital projects such

as power stations or waste heat recovery operations. But

significant savings could be made at little or no cost, with

better training and awareness, by optimising processes, and

by better management of energy-

intensive equipment.

The Energy Optimisation

Platform has seen representatives

of all manufacturing sites

sharing best practice, group-

wide. After attending an internal

energy workshop, colleagues

at Teesside Beam Mill were

encouraged to initiate work that

will culminate in over 7,000

MWh of energy savings or over

3,500 tonnes of CO2 annually.

Externally, collaboration with

the World Steel Association

will have an impact not just in

reducing Tata Steel’s emissions,

but the emissions of the steel sector globally.

Tata Steel recognises that people make the difference – the

workforce has a large part to play in its success. After all, lots

of small actions lead to big results.

The Energy Optimisation team at the Port Talbot site

have made it their mission to involve as many people as

possible. Debbie Price, responsible for energy efficiency

Tata Steel’s blast furnaces at Scunthorpe

environment

47

communications at the site, has so far held energy

engagement sessions with over 1400 of the 5000-strong work

force and she has ambitions to include everyone. “People

attending the workshops come away more aware of energy

and are motivated to make a difference”, said Debbie. This

has been demonstrated by the energy improvements made at

the Hot Mill, where the process of mindset and behavioural

improvement is well established. Here the base load was

reduced by 1MW, resulting in electrical energy savings of

2000 MWh per year, equating to over 1,000 tonnes of CO2.

Tata Steel have also continued to add to central online

resources for employees, which provide useful information

about steps that can be taken to save energy and cut

emissions at home and in the workplace. The company

has also helped to provide free energy-saving products for

employees to help them save energy and water at home.

Maintenance and technical development manager Michel

Masson, from Segal, Belgium, participated in the recently-

developed Tata Steel Industry Energy Course. He achieved

payback within six months after implementing his course

project: installing a variable speed drive on a pumping

system.

Reducing their own emissions is extremely important;

however Tata Steel are also playing a key part in reducing

emissions for others with the development of new advanced

products. On and off-shore wind turbines and tidal energy

generators use steel to help generate renewable, carbon free

energy. Electrical steels are used to make more efficient

electrical networks and motors, and advanced high strength

steels assist in producing lighter vehicles thus reducing

emissions over a vehicle’s life-time.

Dr Paul Brooks, Tata Steel group director, environment (left) congratulates Michel Masson, who achieved payback within six months after implementing the Tata Steel Industry Energy Course project

48

Whilst Tata Steel are keeping-up

efforts to improve current processes

with investment in projects such as

recovering waste heat to generate

power and further roll out of

technologies such as variable speed

drives, high efficiency motors and

lighting, they are also keeping an eye

on the future.

In order to meet UK and EU targets

for long-term CO2 reduction, a

fundamental change in the way steel

is made will be required. This is why

Tata Steel, along with 47 companies

from 15 countries, is a partner of

the ULCOS, or ultra low carbon

dioxide steelmaking, project. As the

name suggests, the project aims to

drastically reduce the carbon dioxide produced by the steel

making process.

One of the more promising options under development is

HIsarna, a highly energy-efficient new iron-making technology,

which aims to reduce CO2 emissions by 20 per cent, or 80 per

cent if combined with carbon capture and storage. Extended

testing on the £20m demonstration facility built at Tata Steel’s

IJmuiden site in the Netherlands, is showing promising results.

For its part Tata Steel has shown that significant improvements

in carbon and energy performance can be made and that it is

determined to be part of the climate change solution.

The HIsarna (a highly energy-efficient new iron-making technology) reactor enroute to Tata Steel’s IJmuiden site in the Netherlands

environment

49

he average UK citizen accounts

for 8.8 tonnes of CO2 per year.

A single flight between London and

New York accounts for roughly 16 per

cent of this annual total, emitting 1.4

tonnes of CO2.

Tata Communications recognised the

need for individuals and corporations

to do something to address the rising

financial and environmental costs of

business travel. The solution was closer

home than some may have imagined.

In 2007, the company began actively

reducing its own corporate travel by

embracing Telepresence — a next-

generation business video collaboration

technology that creates an immersive

virtual meeting environment that

can make geographically separated

users feel as if they are together in

the same room. As a global service

provider with over 200,000km of cable

infrastructure worldwide, the company

had the infrastructure and delivery

capabilities to get the most out of this

breakthrough technology.

“We realised we could kill several

birds with a single stone,” explains

Peter Quinlan, vice president,

Integrated Business Video Services,

Tata Communications. “By deploying

Telepresence internally, we achieved

a significant reduction in our

environmental impact and, by doing

so, used our experience to design

a new commercial service for our

customers. The financial savings

associated with reduced business travel

were the icing on the cake.”

Tata Communications uses technology to reduce its carbon footprint

TThe company has deployed its

own product — Telepresence — to significantly reduce business travel, and thus CO2 emissions

Over two years, it reduced its carbon footprint associated with air travel by 490 tonnes of CO2

50

Tata Communications began by establishing where the

deployment of Telepresence would have the greatest impact

on travel. It surveyed its 5,000 employees across 70 locations

worldwide and in Autumn 2007, developed dedicated

Telepresence rooms in New Jersey, Montreal, Mumbai,

Chennai and Singapore. Staff received extensive training

on how to use the technology and senior executives were

encouraged to lead by example in opting to use Telepresence

as a viable alternative to business travel.

Employees were quick to catch on. Room utilisation in the

first three months rose to over seven hours per day, with

uses including management reviews, staff meetings, sales

presentations, customer calls, project reviews, job interviews

and training.

Today, the company has private Telepresence rooms in all

major office locations across five continents.

The impact of the technology was measured by comparing

travel habits in the periods prior to and following its

deployment:

n By the end of the first year of use, executive travel had been

reduced by 27 per cent. It dropped by a further 12 per cent the

following year.

Tata Communications has private Telepresence rooms in major office locations across five continents

environment

51

n Teams with access to Telepresence facilities saw collective

carbon emissions from air travel drop by 39 per cent,

compared to a reduction of 4 per cent among teams without

access to the technology.

n From 2008-10, Tata Communications reduced its carbon

footprint associated with air travel by 490 tonnes of CO2,

a figure equivalent to the carbon sequestration capacity of

some 80,000 mature pine trees.

n In this time, 80 per cent of carbon savings were delivered by

teams with access to the Telepresence technology.

n In its first year, the use of Telepresence saw corporate travel

spend drop by 10 per cent even though headcount increased

by 8 per cent over the same period. The following year,

travel spend remained flat whilst the headcount increased

by 30 per cent.

Travel savings enabled Tata Communications to recoup its

investment in Telepresence technology within 18 months.

In April 2010, when an Icelandic volcanic ash cloud grounded

the vast majority of flights to Europe, Tata Communications

also used Telepresence to facilitate both business continuity

procedures and safeguard employee welfare. With the majority

of its customer-facing staff in Asia for a sales kick-off, the

company was able to use its global network of Telepresence

rooms to allow employees to keep in touch with both business

contacts and their own families.

Tata Communications’ own experience of the technology gave

the company confidence that the technology does indeed provide

an effective catalyst for change. It has proved to be an immediate

and tangible way in which organisations and individuals can

achieve significant carbon savings, as well as bringing a number

of other associated benefits.

With the largest global network of public Telepresence rooms

that can be hired by the hour, located in major business centres

and hotels in key cities around the world (40 rooms in 22

countries across five continents), Telepresence has become a

flourishing business line for Tata Communications. Awareness

of the technology’s benefits has grown exponentially since

2007. According to a recent survey commissioned by the Carbon

Disclosure Project, US and UK businesses that substitute just a

fraction of their business travel with Telepresence can collectively

cut CO2 emissions by nearly 5.5 million metric tonnes, achieving

financial savings of almost $19 billion by 2020.

As Mr Quinlan concludes, “The fact that the business case for

Telepresence is crystal clear undoubtedly helps us to set out the

environmental case for the technology, both internally amongst

employees and externally to our customers.”

52

nder its Environmental Innovation

initiatives, JLR has set targets to

reduce the climate change impact of its

vehicles and operational processes.

Investment in new product technology,

research and development is driving a

targeted reduction of European fleet

average tailpipe CO2 emissions by 25

per cent by 2015*.

And whilst emissions from vehicle

use account for some 85 per cent of a

car’s carbon footprint throughout its

lifecycle, carbon reduction can also be

achieved in other areas: JLR is working

towards a 25 per cent reduction in

operating CO2 emissions, a 25 per cent

reduction in waste to landfill and a 10

per cent drop in water consumption by

the end of 2012*.

CO2 offsetting is a central pillar of

JLR’s overall carbon management plan.

While the company strives to develop

lower emission vehicles and more

efficient manufacturing processes,

offsetting provides a crucial balance by

investing in projects that help reduce

emissions in other parts of the world. It

also enables customers to compensate

for emissions from using their Jaguar

or Land Rover vehicle, either through

a bespoke programme from the Land

Rover brand, or an online, voluntary

service for the Jaguar brand.

Launched in 2006 for the Land Rover

brand, the JLR offset programme is

run in conjunction with ClimateCare,

through whom JLR prioritises

investment into renewable energy,

JLR’s class-leading carbon offset programme

U

*based off 2007 levels

Jaguar Land Rover has embraced CO2 offsetting as a central component of its overall strategy to manage and reduce carbon emissions

The programme currently invests in over 50 offset projects in 15

countries worldwide

environment

53

energy efficiency and

clean technology projects.

“We estimate that our

programme will offset

approximately 3 million

tonnes of CO2 by the

end of 2012,” says

Fran Leedham, head

of environment and

sustainability at Jaguar Land Rover. The Jaguar brand joined

the programme in April 2009. All manufacturing assembly CO2 emissions from JLR facilities

at Castle Bromwich, Halewood and Solihull are offset. In 2010,

this totalled 275,000 tonnes of CO2.

The programme currently invests in more than 50 diverse

offset projects in 15 countries worldwide. These include

wind and hydro power projects, and the provision of clean

and efficient cooking stoves. All such projects are subject to

rigorous validation and verification to ensure that emissions

reductions are achieved. Projects follow United Nations

protocols for carbon offsetting and, where applicable, comply

with The Gold Standard, Voluntary Carbon Standard and

Social Carbon Standard.

An operating committee, chaired by Forum for the Future

and including representatives from Jaguar Land Rover and

ClimateCare, meets on a quarterly basis to review progress.

Wind turbines being installed to promote clean energy

Schoolchildren gather around the new efficient wood cooking stove in Uganda

Wind farm engineer at work in India

Credit: Adeel Halim

Credit: Sue O’Connor

Credit: Adeel Halim

54

Land Rover customers in 10 countries across the UK, Europe, Middle

East and Asia (representing around 40 per cent of 2010 global sales)

have the first 45,000 miles/72,000 km of driving their new vehicles

offset. In non-participating countries, customers can also elect to

offset emissions directly with offset partner ClimateCare. Jaguar

offers customers the opportunity to offset via their global website.

In combination, the JLR offset programme is one of the largest

retail-based programmes in the world. The aim of the programme

is to reduce levels of greenhouse gases in the atmosphere but clear

additional benefits come in the form of helping to alleviate poverty,

providing substantial health benefits and promoting biodiversity.

Veronica Ochiltree, Jaguar Land Rover project manager at ClimateCare,

explains, “If selected and structured carefully, carbon reduction

programmes can also make a real difference to people’s lives. The

health of approximately 1.2 million people has been improved through

JLR’s fuel-efficient stoves programme alone. The Jaguar Land Rover

offset programme is a class-leading initiative, which tackles both CO₂

emissions, public health issues and poverty on a global scale.”

Global CO₂ offset projects The JLR offset programme portfolio supports 12 wind projects worldwide producing more than 1.4 million MWhs of electricity, helping drive investment in alternative, clean energy. This portfolio strategy for wind power generation also enables:

n Reduced greenhouse gas emissions and the promotion of environmental stewardship.

n Promotion of long-term energy security. n Provision of a viable alternative to fossil fuels, promoting sustained

economic growth.n Increased investor confidence and a raised profile of wind power

(and other renewable energies) within the market.

Biomass energy production projects account for more than 900,000 tonnes of emission reductions in the JLR portfolio. Technologies have been developed so that waste biomass (organic matter found in trees, agricultural crops and urban waste) can be burnt and the power harnessed for electricity generation, heating or steam production.

In Mahapalli, in the state of Chhattisgarh in India, carbon finance from JLR has enabled the installation of a new 10MW biomass power plant to make use of the region’s large volume of waste rice husk and other crop residues. Electricity is generated from the waste biomass and fed into the local grid. As well as reducing emissions of CO₂ these kind of projects also:

n Decentralise power production, reducing transmission and distribution losses and improving reliability of supply in rural areas.

n Bring socio-economic benefits to rural populations who provide the waste biomass.

n Reduce soot and SO₂ emissions associated with generating electricity through coal combustion.

n Reduce methane emissions and local water pollution from the decomposing biomass waste.

n Create higher value jobs from the building and maintenance of the biomass facilities.

Customer engagement

54

environment

55

ew of us have stopped to think about

what happens to the paper corners

cut to form round tea bags, now a staple

of every kitchen across the UK. But

this is something that Denise Graham,

technical manager at TGB, has thought

long and hard about.

“When the tissue we use at Tetley’s

Eaglescliffe factory is cut into circular

teabags, we see clean energy, not

waste,” she explains. For over a decade,

an on-site pelletiser at Eaglescliffe, one

of the largest tea factories in the world,

has converted waste tissue into solid

fuel pellets, which are burnt to provide

the factory’s heating in their modified

coal-fed boiler. This is one of a range of

initiatives that has been developed at

the site to try and make sustainability a

part of everyday factory life.

The Tetley team at Eaglescliffe has, for

the last four years, applied the Hoshin

Kanri strategic deployment model to

monitor and manage environmental

performance. Having established that

96 per cent of the factory’s £750,000

annual energy bill is derived from

electricity usage, initiatives to address

the site’s electricity usage and its

subsequent impact on carbon footprint

became the top priority.

The installation of energy-efficient

lighting at the factory brought quick and

relatively easy energy and maintenance

savings. Investment in intelligent air

compressors now delivers savings of

£14,000 each year, with operation of

the factory’s three compressors now

determined by which is most efficient

for the job on hand using variable

Tata Global Beverages is embedding sustainability at Eaglescliffe

FTata Global Beverages (TGB) has invested in technology to reduce

waste and promote energy-efficiency at its

Tetley factory

The team is well on its way to achieving its zero-to-landfill target

56

The company aims to embed sustainability within the working life of every employee

environment

57

speed drive technology. A further £4,000 annual saving has

been achieved through investment in hand-held leak detection

equipment, with engineers working on a rota system to identify

leaks in the compressed air system, itself the lifeblood of factory

machinery. Further gains will be achieved through automatic

switching of compressed air from 6bar to 1bar when production

areas or lines are not in use, drawing upon technology designed

in-house. In addition, the site’s dust extraction system, which

must remain in operation at all times to manage the levels of

dust generated by the process, is now operated at just 1bar of

pressure when the factory machines are dormant, whereas it

previously took 6bar of pressure to do the same job.

All site processes have been reviewed with sustainability in

mind. Tea dust is gathered for pig feed and clean dust is sent

to a reprocessing plant for later inclusion in the teabag making

process. The factory is homing in on its zero-to-landfill target,

sending 8.35 per cent of waste to landfill in 2009-10, just 2

per cent to landfill in 2010-11, and is now zero to landfill.

Despite these considerable process improvements, executives

at Eaglescliffe recognise that the factory will only be truly

sustainable once sustainability has become embedded within

the working life of each employee. The creation of a working

environment where people are encouraged to come up with ideas

and enabled to do the right thing is understood to be every bit as

important as a smart investment in energy-efficient technology.

Sustainability and energy ‘champions’ have been identified

throughout the 400-strong workforce, charged with seeking

out new ideas and perspectives to inform the strategic planning

process. Training for the workforce is now running at a massive

27 days each during 2013, so that the workforce are equipped

to identify and implement opportunities to improve business

performance in the workplace. In recognition of the factory’s

training programmes, Eaglescliffe was awarded “UK best large

employer” at the National Training Awards in 2012.

Whilst still a work in progress, efforts to embed sustainability at

Eaglescliffe have not gone unnoticed. Besides being shortlisted

for industry awards for sustainability, the team is closing in on

the ISO 50001 standard for energy management, having passed

a pre-audit inspection with flying colours. It’s on track to be one

of the first manufacturing facilities in the UK and the first TGB

company to be accredited.

Sustainability across Tata Global Beverages

Sustainability is held at the very core of Tata Global Beverages’

company vision. The company aims to offer its customers

“Beverages that taste good, are good for you, good for others

and good for the planet.” Its efforts to streamline packaging

and help address climate change, reducing emissions in line

with government targets, are very much in evidence at Tetley’s

Eaglescliffe factory. The Tetley brand is also working with the

Rainforest Alliance with the aim of sourcing all of its tea from

Rainforest Alliance CertifiedTM farms.

58

conclusion

E very March, Tata employees gather at Brookwood

Cemetery in Surrey to mark Founder’s Day, a celebration of

the birth of Tata group’s founder, Jamsetji Nusserwanji Tata.

Founder’s Day represents an opportunity for the Tata group to

engage employees with Tata values, and in particular, the

Founder’s vision of corporate citizenship.

In his inaugural Founder’s Day address to employees, Tata Sons

Chairman Cyrus Mistry said, “The Tata group now reaches

shores far beyond the country of its origins and touches the

lives of people from different corners of the world, people

hailing from a variety of ethnicities and cultures. This places

on us a bigger responsibility than ever before. I have no doubt

that we can bear this responsibility with care and honour,

simply because we have on our side the capabilities and the

conviction of our employees around the world.”

Inspired by this, Tata Steel

devised Wear it Blue as a

cross-company Founder’s

Day initiative to encourage

Tata employees in Europe

to find creative ways

to raise funds for good causes. Wear it Blue 2013 was the

most successful campaign to date. Employees from six Tata

companies in seven countries participated, with Tata Steel

alone raising a total of almost £14,000 on the day. Donations

were made to cancer charities located close to Tata Steel’s

operations and also to the Tata Medical Centre in Kolkata,

India. As well as paying £1/€1 to wear something blue on the

day, employees raised funds in a wide variety of ways, from

being painted blue to taking part in sponsored spray tans and

sports tournaments.

A Tata Steel employee is painted blue to raise funds for charities

The Tata CR Group regularly connects experiences, best practices and ideas from across Tata’s UK operations. Running alongside their own many and varied corporate sustainability programmes, individual Tata companies have committed to pooling efforts towards a shared mission. Wear it Blue and Today is a Good Day are two early examples of collaboration

Wear it Blue

conclusion

5959

Today is a Good Day

nder the leadership of Malcolm Lane, the Tata CR

group devised an initiative to promote health and

healthy living across Tata’s entire European operations, their

marketplaces and their local communities.

Named Today is a Good Day, a phrase that people who have

life-threatening diseases strive to embed in their mind-sets,

the initiative seeks to use Tata’s large European workforce

and strong community ties to encourage awareness and

understanding of health issues and offer support to those in

need, whether financial or physical.

Since its launch in spring 2010, activities under the Today

is a Good Day banner have continued to grow in size and

influence. The initiative was developed with inputs from the

UK Government Department of Health’s National Cancer

director and

influenced by

his requirement

to improve

cancer outcomes.

It has sought to

build upon the long-running work of the Lady Tata Memorial

Trust and its efforts to support blood cancer research,

which is managed from the UK by a scientific committee of

haematology oncologists who are leaders in their field.

“While the Tata family of companies across Europe are separate

entities, it is encouraging that all collaborate with the aim of

having greater impact on the needs of society than they might

otherwise achieve alone. This co-creating and collaboration of

action brings to life the Tata ethos in practical ways, recognising

that the community is not just another stakeholder in our

businesses but the reason for the Tata group’s existence, perhaps

as individuals as well as companies.” Malcolm Lane, TCS.

For more information, please contact y.chauhan@tcs.com

U