Project Tata - Copy

8/3/2019 Project Tata - Copy

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Chapter 1

Executive summary Objectives of project Scope/Importance of project Research Hypothesis Limitations of study


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EXECUTIVE SUMMARY

The non-participation of an employee in project SEVA. Possible causes of

absenteeism include job dissatisfaction, ongoing personal issues and chronic medical

problems. Regardless of cause, a worker with a pattern of being absent may put his

reputation and his employed status at risk.Absenteeism - employees not showing up for work when scheduled - can be a

major problem for organisations. As pressures increase on the budgets and

competitiveness of companies, more attention is being given to reduce workplace

absenteeism and its cost. Most research has concluded that absence is a complex variable

and that it influenced by multiple causes, both personal and organizational.

The aim of the present study was therefore to determine whether what are the

causes and possible cure of absenteeism in a selected department within BAJAJ Auto

Pantnagar

Seventy(70) respondents completed a Survey to identify their view about their

own record of absenteeism. To ascertain the extent of absenteeism, respondents were

asked to report on their number of days absent and their absence frequency within a four-

month period. However, some forms of absence from work are legally protected and

cannot be grounds for termination.

Results indicate that there is a weak but judgmental body of ineffective policies to

look after the absenteeism in all specially of the sampled employees. There was no

statistically significant correlation between job level of respondents and absenteeism


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OBJECTIVES OF STUDY:

To study the existing Internal CSR at Tata Motors, Pantnagar.

To incorporate employee volunteerism for the CSR activities.

To gather various touch points to work uponfor building efficient workplace Corporate

Social Responsibility

To aware the employees of TATA MOTORS about the SEVA (Social Enhancement

Through Employee Voluntary Action) program. To gather information of employees awareness about SEVA.


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SCOPE OF THE STUDY:

Employee volunteering is an increasingly salient feature of companies community

involvement programmes. The contribution of employee volunteering to CSR,

specifically through its role in building social capital is huge. It is generally understood

that an effective CSR program and employee volunteering can help to build brand

differentiation and generate customer loyalty.

Employee volunteering programmes are important because they are a powerful

way of increasing the skills and enthusiasm of the employees. Smart companies are

adopting employee volunteering to deliver their training and Corporate Social

Responsibility obligations.

. Companies set up dedicated teams with requisite expertise to steer the social

projects. Remembering that employees are the best public relations officers of the

company.


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Research Hypothesis

This chapter focuses on how the research problem was investigated by discussing

the sampling methods, data gathering instruments and the statistical techniques that were

utilized to test the hypotheses for the present study.

There was alternate hypothesis in this research. Some of result was predictable

but you cant reach to actuality. In leave applications, or after employees absent their

cause was supportive with reasons they show. But there are various factors behind it and

differ cause as predicted before the research.

Typical questions at this stage are: Should we rely on secondary sources such asthe Census? Which is more appropriate, an exploratory approach with group discussions

or a survey? Is a mail, telephone, fax, or personal interview survey better for this

problem?

All research approaches can be classified into one of three general categories of

research: exploratory, descriptive, and causal. These categories differ significantly in

terms of research purpose, research questions, the precision of the hypotheses that are

formed, and the data collection methods that are used.

Exploratory Research. Exploratory research is used when one is seeking insights

into the general nature of a problem, the possible decision alternatives, and relevant

variables that need to be considered. Typically, there is little prior knowledge on which to

build.

The research methods are highly flexible, unstructured, and qualitative, for the

researcher begins without firm preconceptions as to what will be found. The absence of

structure permits a thorough pursuit of interesting ideas and clues about the problem

situation.

Descriptive Research. Descriptive research embraces a large proportion of

marketing research. The purpose is to provide an accurate snapshot of some aspect of the

market environment.


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Causal Research. When it is necessary to show that one variable causes or

determines the values of other variables, a causal research approach must be used.

Descriptive research is not sufficient, for all it can show is that two variables are related

or associated.

Of course, evidence of a relationship or an association is useful; otherwise, we

would have no basis for even inferring that causality might be present. To go beyond this

inference we must have reasonable proof that one variable preceded the other and that

there were no other causal factors that could have accounted for the relationship.

RESEARCH DESIGN

Research design provides the basic direction for carrying out a research project so

as to obtain answers to research questions (Cooper & Schindler, 2003). According to

Hair, Babin, Money and Samouel (2003, p. 57), the researcher should choose a design

that will (1) provide relevant information on the research questions and (2) will do the job

most efficiently.

The present study used a cross-sectional study as it provides the user with a

snapshot of business elements at a given point in time (Hair et al ., 2003). This type of

study seemed appropriate as it can be used within a short space of time and data can be

summarised statistically. According to Hair et al. (2003), most surveys fall into this

category.

LIMITATIONS OF THE STUDY


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The sample consists of employees within a section of the Field Services

department within phase I and phase II. Due to the nature of the sample, the results may

not be representative of the rest of the organization.

The selected section also consists of about 70 % male employees. Field Serviceemployees do mostly physical work and this organization traditionally appointed males in

these positions, hence the male predominance. Most of these employees are in the age

group 22-35 years. Most of them fresher or experience up to 4-5 years.

It is possible that these factors could contaminate the research findings as this is a

reasonably homogenous group. The findings and conclusions will therefore only be

applicable to this specific Field Services section within the organization. However, some

of the strategies could be relevant to the rest of the organization.

During the field survey most of employees were busy in line work. They have

limited time if they have then they use for relaxation. Some time allowance was not

granted by group leaders or they did not cooperate enough to meet with particular

employees.

During the survey there were training programs also be conducted which was

proved as barriers. Amid total listed employees only 40-50 percent employees attended

the interview and fill up the questionnaire. Absenteeism was really a big issue and

employees were aware about it. They did not talk openly that they were found sensitive

for their job.


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CHAPTER 2

Industry profile Introduction Indian auto Growth drivers SWOT analysis

Literature Review


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PROFILE:

The Indian automobile sector can be divided into several segments: 2 & 3

wheelers, Passenger cars, Commercial vehicles (Heavy CVs/ Medium CVs/Light

CVs), Utility vehicles (UVs) and Tractors. Agricultural tractors and Earth Moving

Machinery is an associated sector, which keeps the wheels of the agrarian economy

moving.

It is heavily reliant and aligned to the automobile and allied engineering sector

and plays a significant role in India. The automotive Industry in India is now working

in terms of the dynamics of an open market. Many joint ventures have been set up in

India with foreign collaboration, both technical and financial with leading globalmanufacturers.

Also a very large number of joint ventures have been set up in the auto-

components sector and the pace is expected to pick up even further.

The industry is characterized by a very high percentage (75%) of production

in the 2/3 wheelers sector. India ranks as the largest manufacturer of motorcycles and

second largest in manufacturing of scooters in the world.

India today is also the second largest manufacturer of tractors, as well. The

industry has intense forward and backward integration.

Introduction


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The automobile sector is a key player in the global and Indian economy. The

globalmotor vehicle industry (four-wheelers) contributes 5 per cent directly to the total

manufacturing employment, 12.9 per cent to the total manufacturing production value

and 8.3 per cent to the total industrial investment. It also contributes US$560 billion to

the public revenue of different countries, in terms of taxes on fuel, circulation, sales and

registration. The annual turnover of the global auto industry is around US$5.09 trillion,

which is equivalent to the sixth largest economy in the world (Organisation Internationale

des Constructeurs d'Automobiles, 2006). In addition, the auto industry is linked with

several other sectors in the economy and hence its indirect contribution is much higher

than this. All over the world it has been treated as a leading economic sector because of

its extensive economic linkages.

Indias manufacture of 7.9 million vehicles, including 1.3 million passenger cars,

amounted to 2.4 per cent and 7 per cent, respectively, of global production in number.

The auto-components manufacturing sector is another key player in the Indian

automotive industry. Exports from India in this sector rose from US$1.0 billion in 2003-

04 to US$1.8 billion in 2005-06, contributing 1 per cent to the world trade in auto

components in current USD.

In India, the automobile industry provides direct employment to about 5 lakh

persons. It contributes 4.7 per cent to Indias GDP and 19 per cent to Indias indirect tax

revenue. Till early 1980s, there were very few players in the Indian auto sector, which

was suffering from low volumes of production, obsolete and substandard technologies.

With de-licensing in the 1980s and opening up of this sector to FDI in 1993, the sector

has grown rapidly due to the entry of global players. A rapidly growing middle class,

rising per capita incomes and relatively easier availability of finance have been driving

the vehicle demand in India, which in turn, has prompted the government to invest at

unprecedented levels in roads infrastructure, including projects such as Golden

Quadrilateral and North-East-South-West Corridor with feeder roads.2 The Reserve Bank

of Indias (RBI) Annual Policy Statement documents an annual growth of 37.9 per cent

in credit flow to vehicles industry in 2006.3 Given that passenger car penetration rate is

just about 8.5 vehicles per thousand, which is among the lowest in the world, there is a

huge potential demand for automobiles in the country.


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Indian Auto:

TIME was when India manufactured just half a dozen types of automobiles.

These were the Ambassador, the Premier Padmini, the Bajaj scooter, which was an Indian

version of the Italian Lambretta, the Royal Enfield motorcycle, and a couple of heavy

duty trucks and jeeps manufactured by the Tatas, Ashok Leyland, and Mahindra &

Mahindra. Any other vehicles one saw on the road were imported. But since the early

1990s, when economic reforms were kicked off, the automobile sector in the country has

been on a turbo drive mode.

The Indian automobile industry is the seventh largest in the world, according to

the Society of Indian Automobile Manufacturers (SIAM). It all began with the

government realising that the sector could contribute significantly to the economy. Thus,

liberal policies replaced the rigid old ones, and several growth drivers were put in place.

For instance, import duties were relaxed. It was only a matter of time before the industry

flourished. In 1981, the government started Maruti Udyog Limited (now called Maruti

Suzuki India Limited) in collaboration with the Suzuki Motor Corporation of Japan. It

manufactured small cars at affordable prices.


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Maruti is the largest player in the car segment today. Eventually, several other

global auto giants entered into joint ventures with Indian companies, and within no time

the automobile industry's growth chart surged. The annual car sales in the country are

projected to increase up to 5 million vehicles by 2015 and more than 9 million by 2020.

By 2050, the country is expected to top the world in the volume of cars, with

approximately 611 million vehicles.

In global terms, India is the second largest two-wheeler market, the fourth largest

commercial vehicle market, and the 11th largest passenger car market. India is soon

expected to become the third largest automobile market in the world, behind the United

States and China. Furthermore, India has emerged as Asia's fourth largest exporter of

automobiles, after Japan, South Korea and Thailand. A study conducted by the

consultancy firm Deloitte says that at least one Indian automobile company will featureamong the top six automobile companies that will dominate the car market by 2020.

The automobile industry in India comprises the automobile and auto component

sectors. The former includes passenger cars; light, medium and heavy commercial

vehicles; multi-utility vehicles such as jeeps, scooters, motorcycles, three-wheelers,

tractors, and so on. The auto component sector deals with engine parts, drive and

transmission parts, suspension and braking parts, electrical, body and chassis parts.

Together, these sectors provide employment to over 10 million people in the country,

says a leading auto journal.

Auto experts say 2009 has been the best year in the history of the automobile

industry in India. Stimulus packages from the government, rising demand for

automobiles among people, and low interest rates on loans helped the industry grow by

26.41 per cent that year.

According to SIAM, as of 2010, India was home to 40 million passenger vehicles.

More than 3.7 million vehicles were produced in the country that year (an increase of

33.9 per cent from the previous year), making it the second fastest growing automobile

market in the world.

The downturn in the global economy is likely to affect the industry in India,

largely because of high fuel prices, costly borrowings from banks, and inflation. From the


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manufacturers' point of view, the biggest challenge is the price of steel and rubber, says

an analyst. For instance, the sales of cars and sport utility vehicles (SUV) have been

buoyant, but the growth this fiscal would be only at 10 per cent (compared with 30 per

cent in 2010-11).

At present, says SIAM, Indian, European, Korean and Japanese automobile

companies hold a significant percentage of the market share. In the commercial vehicle

segment, Tata Motors dominates over 60 per cent of the Indian market. It is the largest

medium and heavy commercial vehicle manufacturer as well.

In the two-wheeler segment, motorcycles dominate, with Hero Honda (now Hero

MotoCorp) accounting for 50 per cent of this market. Honda holds a 46 per cent share in

the two-wheeler scooter segment.

Chennai-based TVS makes 82 per cent of the mopeds in the country. In the three-

wheeler segment, Bajaj is the undisputed leader, with a 68 per cent control of the market.

Piaggio comes in second at 32 per cent.

Cars make up 79 per cent of the passenger vehicle market. Maruti Suzuki, the

largest car producer in India, has a 52 per cent share in the passenger car market. In case

of multipurpose vehicles, it has a complete monopoly. In utility vehicles, Mahindra holds

a 42 per cent share. Hyundai and Tata Motors are the second and third ranked car

producers in India.

Growth drivers

Several factors have contributed towards the growth of the automobile sector in

India. Reports by the Press Information Bureau and a private bank say India's

urbanisation and the rising population of working people have played a big part in auto

sales. According to the management consultants McKinsey, the middle class in India will

grow from 50 million to 550 million by 2025. There has also been an increase in

disposable incomes among people in rural areas.

The introduction of ultra low-cost cars has aided the growth of the automobile

sector. The increasing maturity of Indian original equipment manufacturers (OEMs) and

the availability of a variety of vehicle models have also contributed to robust production.


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Additionally, easy finance schemes and favourable government policies have helped the

sector considerably.

With the gradual liberalisation of the automobile sector since 1991, the number of

manufacturing units in India has grown progressively. One of the key drivers that have

served the sector well is the 100 per cent foreign direct investment (FDI) under the

automatic route in the sector, including in the passenger car segment. Further, the

automobile industry has been delicensed and the import of components is freely allowed.

With the objective of accelerating and sustaining growth in the automotive sector,

the government has prepared the Automotive Mission Plan (AMP) 2006-2016. It seeks to

make India a global automotive hub and aims at doubling the contribution of the

automotive sector in the gross domestic product (GDP) by taking the turnover to $145

billion and providing additional employment to 25 million people by 2016.

In an effort to go green and combat rising fuel costs, the government has also

begun to encourage electric cars and vehicles. With the setting up of the National Mission

for Electric Mobility and the National Council and Board for Electric Mobility, the

government says it is committed to the early adoption of electric vehicles, including

hybrid vehicles, and the manufacturing of these vehicles and their components.

Future plans for the industry include setting up two automotive manufacturing

hubs spread over 10,000 acres each in central and eastern India. The new hubs, aimed at

consolidating India's position as an important destination for low-cost automotive

production, will be in addition to the existing zones in Haryana, Maharashtra and Tamil

Nadu.

The automotive components industry in India is still in its inception stage and is

widely dispersed. Although there are suppliers with large scale production, they are few

compared to that of Europe and North America. At the same time, the opportunities arehuge and stakes are high as well. The number of manufacturers with large scale

production is increasing at an enormous rate. Along with growing numbers, more and

more suppliers are complying with higher quality standards and advanced technology

products. Since India provides enormous benefits in terms of cost and skilled manpower,

automotive industry in India is poised to grow many folds in next few years.


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Key Challenges

We will take you through the changes Indian automotive industry has undergone

in last one decade. There has been a change in terms of the business dynamics and Indian

Auto Industry has witnessed new set of challenges in form of:

1. Entry of big global players leading to increased customer sophistication and

competition

2. Accelerated technology up gradation leading to shortened product life cycle and

obsolescence

3. Stringent regulatory norms

4. Increasing input material cost creating pressures on margins

5. Accelerated infrastructure development necessitating faster capacity expansion by

commercial vehicles OEM to keep up with the pace


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6. Increasing customization needs, leading to faster development of new variants

and applications

SWOT Analysis

It is important to know the SWOT analysis to understand any industry. Indian

auto industry being so dynamic, our experts keep performing SWOT analysis every

quarter.

Let's take a look at the SWOT analysis of Indian Auto industry for this quarter:


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Business Environment Ratings - Autos Industry Asia Pacific


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CHAPTER 3

COMPANY PROFILE GROUP OF COMPANIES HISTORY OF TATA MOTORS PROMOTERS VISION &MISION PANT NAGAR PLANT

COMPANY PROFILE


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History of TATA Group:

The beginning of the Tata Group can be traced back to 1868, when Jamsetji

Nusserwanji Tata established a trading company dealing in cotton in Bombay (now

Mumbai), British India. This was followed by the installation of 'Empress Mills' in

Nagpurin 1877. Taj Mahal Hotel in Bombay (now Mumbai) was opened for business in

1903. Sir Dorab Tata, the eldest son ofJamsetji Tatabecame the chairman of the group

after his father's death in 1904. Under him, the group ventured into steel production

(1905) and hydroelectric power generation(1910). After the death ofDorab Tata in 1934,

Nowroji Saklatwala headed the group till 1938. He was succeeded by Jehangir Ratanji

Dadabhoy Tata. The group expanded significantly under him with the establishment of

Tata Chemicals (1939), Tata Motors, Tata Industries (both 1945), Voltas (1954), Tata

Tea (1962), Tata Consultancy Services (1968) and Titan Industries (1984). Ratan Tata,

the incumbent chairman of the group succeeded JRD Tata in 1991.

Tata Group of Companies

Chemicals

Tata Chemicals

Rallis India

Tata Pigments Limited

General Chemical Industrial Products

Brunner Mond

Advinus Therapeutics

Magadi Soda Company

Consumer Products

Tata Salt

I-shakti

Casa Dcor
http://en.wikipedia.org/wiki/Jamsetji_Nusserwanji_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Nusserwanji_Tatahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Taj_Mahal_Palace_&_Towerhttp://en.wikipedia.org/wiki/Sir_Dorab_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorab_Tatahttp://en.wikipedia.org/wiki/Nowroji_Saklatwalahttp://en.wikipedia.org/wiki/Jehangir_Ratanji_Dadabhoy_Tatahttp://en.wikipedia.org/wiki/Jehangir_Ratanji_Dadabhoy_Tatahttp://en.wikipedia.org/wiki/Tata_Chemicalshttp://en.wikipedia.org/wiki/Tata_Motorshttp://www.tata.com/company/profile.aspx?sectid=Lcs3+HH2zZ4=http://en.wikipedia.org/wiki/Voltashttp://en.wikipedia.org/wiki/Tata_Teahttp://en.wikipedia.org/wiki/Tata_Teahttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Titan_Industrieshttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/JRD_Tatahttp://en.wikipedia.org/wiki/Tata_Chemicalshttp://www.tata.com/company/profile.aspx?sectid=NtdsclCYELE=http://www.tatapigments.co.in/http://www.tata.com/company/profile.aspx?sectid=TjMvcSCqrhI=http://en.wikipedia.org/wiki/Brunner_Mondhttp://www.tata.com/company/profile.aspx?sectid=DtRPwKqzQwY=http://www.tata.com/company/profile.aspx?sectid=bTxPCtEkWUs=http://en.wikipedia.org/wiki/Tata_Salthttp://en.wikipedia.org/wiki/I-shaktihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Taj_Mahal_Palace_&_Towerhttp://en.wikipedia.org/wiki/Sir_Dorab_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Tatahttp://en.wikipedia.org/wiki/Dorab_Tatahttp://en.wikipedia.org/wiki/Nowroji_Saklatwalahttp://en.wikipedia.org/wiki/Jehangir_Ratanji_Dadabhoy_Tatahttp://en.wikipedia.org/wiki/Jehangir_Ratanji_Dadabhoy_Tatahttp://en.wikipedia.org/wiki/Tata_Chemicalshttp://en.wikipedia.org/wiki/Tata_Motorshttp://www.tata.com/company/profile.aspx?sectid=Lcs3+HH2zZ4=http://en.wikipedia.org/wiki/Voltashttp://en.wikipedia.org/wiki/Tata_Teahttp://en.wikipedia.org/wiki/Tata_Teahttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Titan_Industrieshttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/JRD_Tatahttp://en.wikipedia.org/wiki/Tata_Chemicalshttp://www.tata.com/company/profile.aspx?sectid=NtdsclCYELE=http://www.tatapigments.co.in/http://www.tata.com/company/profile.aspx?sectid=TjMvcSCqrhI=http://en.wikipedia.org/wiki/Brunner_Mondhttp://www.tata.com/company/profile.aspx?sectid=DtRPwKqzQwY=http://www.tata.com/company/profile.aspx?sectid=bTxPCtEkWUs=http://en.wikipedia.org/wiki/Tata_Salthttp://en.wikipedia.org/wiki/I-shaktihttp://en.wikipedia.org/wiki/Jamsetji_Nusserwanji_Tatahttp://en.wikipedia.org/wiki/Jamsetji_Nusserwanji_Tata


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Tata Swach

Tata Global Beverages

Eight O'Clock Coffee

Tata Ceramics

Infiniti Retail (Crom)

Tata Tea Limited is the world's second largest manufacturer of packaged tea and

tea products.

Tetley

Tata Coffee

Tata Industries

Titan Industries

Trent (Westside)

Tata Sky

TajAir

Tata International Ltd.

Tanishq

Tata Refractories

Westland

Energy

Tata Poweris one of the largest private sector power companies.

Tata BP Solar, a joint venture between Tata Powerand BP Solar

Hooghly Met Coke and Power Company

Jamshedpur Utilities and Services Company

North Delhi Power

Powerlinks Transmission

Tata Power Trading
http://en.wikipedia.org/wiki/Tata_swachhttp://www.tata.com/company/profile.aspx?sectid=HBhdLH6AQyg=http://en.wikipedia.org/wiki/Eight_O'Clock_Coffeehttp://www.tata.com/company/profile.aspx?sectid=j8AJ8Y9w9J8=http://www.tata.com/company/profile.aspx?sectid=oH90Rc8X7Dg=http://en.wikipedia.org/wiki/Crom%C4%81http://en.wikipedia.org/wiki/Tata_Tea_Limitedhttp://en.wikipedia.org/wiki/Tetleyhttp://en.wikipedia.org/wiki/Tata_Coffeehttp://www.tata.com/company/profile.aspx?sectid=Lcs3+HH2zZ4=http://en.wikipedia.org/wiki/Titan_Industrieshttp://en.wikipedia.org/wiki/Trent_(Westside)http://en.wikipedia.org/wiki/Tata_Skyhttp://en.wikipedia.org/wiki/TajAirhttp://www.tata.com/company/profile.aspx?sectid=kaXBh/aZSgk=http://www.tata.com/company/profile.aspx?sectid=kaXBh/aZSgk=http://en.wikipedia.org/wiki/Tanishqhttp://www.tata.com/company/profile.aspx?sectid=ahnmX+nmW5s=http://www.tata.com/company/profile.aspx?sectid=67HUs1xn6ss=http://en.wikipedia.org/wiki/Tata_Powerhttp://en.wikipedia.org/wiki/Tata_BP_Solarhttp://en.wikipedia.org/wiki/Tata_Powerhttp://en.wikipedia.org/wiki/BP_Solarhttp://www.tata.com/company/profile.aspx?sectid=dqD0Tk8617U=http://www.tata.com/company/profile.aspx?sectid=zDyu5pZJHyw=http://www.tata.com/company/profile.aspx?sectid=OZCcVOb7N4Q=http://www.tata.com/company/profile.aspx?sectid=6oPvVuW2o84=http://www.tata.com/company/profile.aspx?sectid=5E6wu6EUzTI=http://en.wikipedia.org/wiki/Tata_swachhttp://www.tata.com/company/profile.aspx?sectid=HBhdLH6AQyg=http://en.wikipedia.org/wiki/Eight_O'Clock_Coffeehttp://www.tata.com/company/profile.aspx?sectid=j8AJ8Y9w9J8=http://www.tata.com/company/profile.aspx?sectid=oH90Rc8X7Dg=http://en.wikipedia.org/wiki/Crom%C4%81http://en.wikipedia.org/wiki/Tata_Tea_Limitedhttp://en.wikipedia.org/wiki/Tetleyhttp://en.wikipedia.org/wiki/Tata_Coffeehttp://www.tata.com/company/profile.aspx?sectid=Lcs3+HH2zZ4=http://en.wikipedia.org/wiki/Titan_Industrieshttp://en.wikipedia.org/wiki/Trent_(Westside)http://en.wikipedia.org/wiki/Tata_Skyhttp://en.wikipedia.org/wiki/TajAirhttp://www.tata.com/company/profile.aspx?sectid=kaXBh/aZSgk=http://en.wikipedia.org/wiki/Tanishqhttp://www.tata.com/company/profile.aspx?sectid=ahnmX+nmW5s=http://www.tata.com/company/profile.aspx?sectid=67HUs1xn6ss=http://en.wikipedia.org/wiki/Tata_Powerhttp://en.wikipedia.org/wiki/Tata_BP_Solarhttp://en.wikipedia.org/wiki/Tata_Powerhttp://en.wikipedia.org/wiki/BP_Solarhttp://www.tata.com/company/profile.aspx?sectid=dqD0Tk8617U=http://www.tata.com/company/profile.aspx?sectid=zDyu5pZJHyw=http://www.tata.com/company/profile.aspx?sectid=OZCcVOb7N4Q=http://www.tata.com/company/profile.aspx?sectid=6oPvVuW2o84=http://www.tata.com/company/profile.aspx?sectid=5E6wu6EUzTI=


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Tata Projects

Engineering

TAL Manufacturing Solutions

Tata AutoComp Systems Limited (TACO)

Hispano Carrocera

Tata Motors, manufacturer ofcommercial vehicles (largest in India) and

passenger cars

Jaguarand Land Rover

Tata Daewoo Commercial Vehicle

Tata Projects

Tata Consulting Engineers Limited

Tata Cummins

Telco Construction Equipment

TRF

Voltas, consumer electronics company

Voltas Global Engineering Centre

Tata Advanced Materials

Tata Advanced Systems

Tata Motors European Technical Centre

Tata Petrodyne

Tata Precision Industries

Telco Construction Equipment

Information systems and Communications

Computational Research Laboratories

INCAT

Nelco
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Nelito Systems

Tata Business Support Services

Tata Consultancy Services Ltd. (TCS) is Asia's largest software company.

Tata Elxsi

Tata Interactive Systems

Tata Technologies Limited

Tata Teleservices

Virgin Mobile India

Tata Communications

CMC Limited

VSNL International Canada

Tatanet, Managed connectivity and VSAT service provider

Tata Teleservices

Tata Teleservices (Maharashtra)

Services

Tata Sons

The Indian Hotels Company

Ginger Hotels

Roots Corporation

Landmark

Tata Housing Development Company Ltd. (THDC)

Tata Limited

TATA AIG General Insurance

TATA AIG Life Insurance

Tata AG

Tata Asset Management
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Tata Financial Services

Tata Capital

Tata International AG

Tata Investment Corporation

Tata Advanced Systems Limited

Drive India Enterprise Solutions

Mjunction services

Tata Quality Management Services

Tata Realty and Infrastructure Limited

Tata Interactive Systems

Tata Africa Holdings

Tata AutoComp Systems

Tata Industrial Services

Tata NYK

Tata Services

Tata Strategic Management Group

Steel

Tata Steel

Tata Steel Europe

Tata Steel KZN

Tata Steel Processing and Distribution

JAMIPOL

NatSteel Holdings

Tata BlueScope Steel

Tata Metaliks

Tata Sponge Iron
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Tayo Rolls

The Tinplate Company of India

TM International Logistics

HISTORY OF TATA MOTORS

Tata Motors Limited is Indias largest automobile company, with consolidated

revenues of Rs.1,23,133 crores (USD 27 billion) in 2010-11. It is the leader in

commercial vehicles in each segment, and among the top three in passenger vehicles with

winning products in the compact, midsize car and utility vehicle segments. The Company

is the world's fourth largest truck manufacturer, and the world's third largest bus

manufacturer.

The Company's over 25,000 employees are guided by the vision to be "best in the

manner in which we operate, best in the products we deliver, and best in our value systemand ethics."

Established in 1945, Tata Motors' presence indeed cuts across the length and

breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled

out in 1954. The Company's manufacturing base in India is spread across Jamshedpur

(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand),

Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat in

2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon

(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The Company's

dealership, sales, services and spare parts network comprises over 3500 touch points;

Tata Motors also distributes and markets Fiat branded cars in India.

Tata Motors, the first Company from India's engineering sector to be listed in the

New York Stock Exchange (September 2004), has also emerged as an international
http://www.tata.com/company/profile.aspx?sectid=G4CgtLTFImo=http://www.tata.com/company/profile.aspx?sectid=XswBNi0Leiw=http://www.tata.com/company/profile.aspx?sectid=R1ML9AwozfU=http://www.tata.com/company/profile.aspx?sectid=G4CgtLTFImo=http://www.tata.com/company/profile.aspx?sectid=XswBNi0Leiw=http://www.tata.com/company/profile.aspx?sectid=R1ML9AwozfU=


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automobile company. Through subsidiaries and associate companies, Tata Motors has

operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land

Rover, a business comprising the two iconic British brands that was acquired in 2008. In

2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second

largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has

launched several new products in the Korean market, while also exporting these products

to several international markets. Today two-thirds of heavy commercial vehicle exports

out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in

Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the

remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006,

Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in

body-building for buses and coaches to manufacture fully-built buses and coaches for

India and select international markets. In 2006, Tata Motors entered into joint venture

with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and

market the Company's pickup vehicles in Thailand. The new plant of Tata Motors

(Thailand) has begun production of the Xenon pickup truck, with the Xenon having been

launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through

exports since 1961. The Company's commercial and passenger vehicles are already being

marketed in several countries in Europe, Africa, the Middle East, South East Asia, South

Asia and South America. It has franchisee/joint venture assembly operations in Kenya,

Bangladesh, Ukraine, Russia, Senegal and South Africa.

The foundation of the Company's growth over the last 50 years is a deep

understanding of economic stimuli and customer needs, and the ability to translate them

into customer-desired offerings through leading edge R&D. With over 4,500 engineers

and scientists, the Company's Engineering Research Centre, established in 1966, has

enabled pioneering technologies and products. The Company today has R&D centres inPune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK.

It was Tata Motors, which developed the first indigenously developed Light Commercial

Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully

indigenous passenger car. Within two years of launch, Tata Indica became India's largest


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selling car in its segment. In 2005, Tata Motors created a new segment by launching the

Tata Ace, India's first indigenously developed mini-truck.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which

India and the world have been looking forward to. The Tata Nano has been subsequently

launched, as planned, in India in March 2009. A development, which signifies a first for

the global automobile industry, the Nano brings the comfort and safety of a car within the

reach of thousands of families. The standard version has been priced at Rs.100,000

(excluding VAT and transportation cost).

Designed with a family in mind, it has a roomy passenger compartment with

generous leg space and head room. It can comfortably seat four persons. Its mono-

volume design will set a new benchmark among small cars. Its safety performance

exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds

regulatory requirements. In terms of overall pollutants, it has a lower pollution level than

two-wheelers being manufactured in India today. The lean design strategy has helped

minimise weight, which helps maximise performance per unit of energy consumed and

delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low

carbon dioxide emissions, thereby providing the twin benefits of an affordable

transportation solution with a low carbon footprint.

In May 2009, Tata Motors ushered in a new era in the Indian automobile industry,in keeping with its pioneering tradition, by unveiling its new range of world standard

trucks called Prima. In their power, speed, carrying capacity, operating economy and

trims, they will introduce new benchmarks in India and match the best in the world in

performance at a lower life-cycle cost.

Tata Motors is equally focussed on environment-friendly technologies in

emissions and alternative fuels. It has developed electric and hybrid vehicles both for

personal and public transportation. It has also been implementing several environment-

friendly technologies in manufacturing processes, significantly enhancing resource

conservation.

Through its subsidiaries, the Company is engaged in engineering and automotive

solutions, construction equipment manufacturing, automotive vehicle components

manufacturing and supply chain activities, machine tools and factory automation.


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Tata Motors is committed to improving the quality of life of communities by

working on four thrust areas employability, education, health and environment. The

activities touch the lives of more than a million citizens. The Company's support on

education and employability is focussed on youth and women. They range from schools

to technical education institutes to actual facilitation of income generation. In health, our

intervention is in both preventive and curative healthcare. The goal of environment

protection is achieved through tree plantation, conserving water and creating new water

bodies and, last but not the least, by introducing appropriate technologies in our vehicles

and operations for constantly enhancing environment care.

PROMOTERS

JAMSET JI NUSSERWAN JI TATA (1839-1904):-Founder of TATA.

J. R.D.TATA (1904-1993)

RATAN N TATA (1993 To till no

VISION & MISION:

We, at Tata Motors, are committed to understanding customer needs and

innovating on our wide range of offerings keeping these needs in mind. This approach

has earned us the position of being among the top five medium and heavy commercial

vehicle manufacturers in the world. Our products are seen in markets like Europe,

Australia, South East Asia, Middle East and Africa.

We owe our success to the highly motivated and talented staff at Tata Motors. Our

recruitment division picks the crme-de-la-crme from premier universities, management

and engineering institutes in India. We put them through rigorous training programmes to

hone their entrepreneurial skills and impart comprehensive product knowledge


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QUALITY POLICY:

.

Environmental Policy:


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ORGANIZATION REVIEW:

Tata Motors owes its leading position in the Indian automobile industry to its

strong focus on indigenisation. This focus has driven the Company to set up world-class

manufacturing units with state-of-the-art technology. Every stage of product evolution-

design, development, manufacturing, assembly and quality control, is carried out

meticulously. Our manufacturing plants are situated at Jamshedpur in the East,Pune and

Sanand in the West and Lucknow and Pantnagar in the North.

1 luckhnow

2 pantnagar

3 pune

4 sanand

5 jamshedpur

In the given chart we can see that there is a stable position of EPS (earning per

share)in the financial year 2010-2011.

There are some places in the chart which shows the zero figure ,the information

could not be collected about those months.

However it can be understood that the EPS is stable of the company thats mean

the company is earning profit.

Pantnagar Plant:


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SWOT ANALYSIS OF TATA MOTORS


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TATA motors is the market leader in Indian Industry with high market share.TATA motors began in 1945 since then it produced more than 3 million vehicles. TATAmotors employed around 23000 employees and it is expanding with pace.

Strengths

TATA motors is market leader in Automobile Industry with high market share.

TATA Motors Company have huge employee base.

TATA motors employee productivity percentage is higher.

TATA motors produce low price car with low fuel consumption.

TATA motors is the reputable brand in Indian Industry.

Tata Motors Limited is Indias largest automobile company, with revenues of Rs.35651.48 crores (USD 8.8 billion) in 2007-08.

The companys dealership, sales, services and spare parts network comprises over 3500touch points.

Tata Motors has been aggressively acquiring foreign brands to increase its globalpresence.

The research and development department of TATA motors is very strong.

TATA motors posses High corporate responsibility.

Weakness

Return on Investment on TATA motors shares in low.

TATA motors is not able to meet safety standards in their vehicles.

The domestic sales of the company are not up to the mark.

Tata has not got a foothold in the luxury car segment in its domestic market.

Opportunities

TATA motors can take the advantage of their low cost car by entering into thirdworld countries where people have low purchasing power.

TATA motors should focus in developing luxury cards.

TATA motors can introduce more safety features in vehicles to gain more customersatisfaction.

Joint ventures in other countries allow TATA motors to easily enter into new market.

Threats

TATA motors have low cost advantage over its competitors, once the competitorsfind out the low cost production methodology then there will no competitive advantage.

Other companies are starting to compete for some of this market share. In fact,the Pakistans Transmission Motor Company has built a basic four-wheeler for only$2,100. This car is considerably cheap and the Pakistan Transmission Motor company


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started exporting them to Sudan, Qatar, and Chile. This is going to be the beginning ofnew emerging car manufactures that will be producing low priced cars.

The major challenge for TATA motors is the rising prices of steel, Aluminum andplastic which is heavily used in vehicle manufacturing

CHAPTER 4

Introduction of CSR. Internal CSR


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CSR at TATA Motors Introduction to SEVA. Event Calendar

Department Details Which Are Studied

INTRODUCTION

Corporate social responsibility (CSR) is a form of corporate self-regulation

integrated into a business model. Ideally, CSR policy would function as a built-in, self-

regulating mechanism whereby business would monitor and ensure its support to law,

ethical standards, and international norms. Consequently, business would embrace

responsibility for the impact of its activities on the environment, consumers, employees,

communities, stakeholders and all other members of the public sphere. Furthermore,

CSR-focused businesses would proactively promote the public interest by encouraging

community growth and development, and voluntarily eliminating practices that harm the

public sphere, regardless of legality. Essentially, CSR is the deliberate inclusion of public

interest into corporate decision-making, and the honoring of a triple bottom line: People,

Planet, and Profit.


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Hence, Corporate Social Responsibility (CSR) defined as the ethical behavior of

a company towards the society, manifests itself in the form of such noble programs

initiated by for-profit organizations. Today, CSR in India has gone beyond merely charity

and donations, and is approached in a more organized fashion. It has become an integral

part of the corporate strategy. Companies have CSR teams that devise specific policies,

strategies and goals for their CSR programs and set aside budgets to support them.

Corporate social responsibility offers manifold benefits both internally and

externally to the companies involved in various projects. Externally, it creates a positive

image amongst the people for its company and earns a special respect amongst its peers.

It creates short term employment opportunities by taking various projects like

construction of parks, schools, etc. Working with keeping in view the interests of local

community bring a wide range of business benefits. For example, for many businesses,

local customers are an important source of sales. By improving the reputation, one may

find it easier to recruit employees and retain them. Businesses have a wider impact on the

environment also. Plantation and cultivation activities taken up by Intel India are a step

towards the same. Recycling used products also acts as a step towards minimizing

wastes.

Internally, it cultivates a sense of loyalty and trust amongst the employees in the

organizational ethics. It improves operational efficiency of the company and is often

accompanied by increases in quality and productivity. More importantly, it serves as a

soothing diversion from the routine workplace practices and gives a feeling of

satisfaction and a meaning to their lives. Employees feel more motivated and thus, are

more productive. Apart from this, CSR helps ensure that the organization comply with

regulatory requirements.

Nearly all leading corporates in India are involved in corporate social

responsibility (CSR) programmes in areas like education, health, livelihood creation, skill

development, and empowerment of weaker sections of the society. Notable efforts have

come from the Tata Group, Infosys, Bharti Enterprises, Coca Cola India, Pepsico and

ITC Welcome group, among others. India has been named among the top ten Asian

countries paying increasing importance towards corporate social responsibility (CSR)


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disclosure norms. The two Tata Group firmsTata Motors and Tata Steelare the

country's most admired companies for their corporate social responsibility initiatives,

according to a Nielsen survey.

INTERNAL CSR

CSR has responsibility towards employees, and the role HR professionals play in

influencing or delivering the CSR agenda. Businesses that recognize the importance

of social responsibility often have employees who tend to be more satisfied with their

jobs, adopt similar values, and become more committed to achieving success within the

industry. Companies use CSR as a key tool in strategically managing and leveraging the

company's most valuable assets its employees. By doing this, the HR manager offers a

sense of belonging in the organization and at the same time inspires feelings of loyalty,

encourages job satisfaction and success amongst staff.

Practical examples were sought and those identified included policies on:

training and development

communication and consultation

health and safety

work-life balance

equality and diversity

pay and benefits.


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The topics covered while the progresses of the report were:

Employee Engagement Programs

Suggestion Scheme

Employee Volunteerism Workplace CSR Activities

The programs being conducted both for employees and vendors associated. These

programs, in many cases, are based on a clearly defined social philosophy or are closely

aligned with the companies business expertise. Employees become the backbone of

these initiatives and volunteer their time and contribute their skills, to implement them.

CSR Programs could range from overall development of a community or its employee to

supporting specific causes like education, environment, healthcare etc.

EMPLOYEE ENGAGEMENT PROGRAM:

The Programs help to align the human activity to the company strategy. It

measures the success of the organizational policies in assisting the realization of the

organizational goals. Employee engagement is not just the process of engaging the

employees productively. It also expects that the organization paves the way to ensure that

the employees are motivated to put in their best efforts for the wealth maximization. This

requires building loyalty which injects commitment in doing quality work. The mission

must be well defined and supported by well set organizational plans and policies for its

attainment. The management is also to provide the tools and materials that are necessary

in performing the task effectively. A successful employee engagement strategy helps

create a community at the workplace and not just a workforce. When employees are

effectively and positively engaged with their organisation, they form an emotional

connection with the company. This affects their attitude towards both their colleagues

and the companys clients and improves customer satisfaction and service levels.


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The employee engagement activity benefits the organization as under:

Build more cooperative, respectful, and productive teams

Reduce fear of failure to encourage greater creativity and innovation

Measurably improve overall customer service and satisfaction scores

Improve capacity to attract, motivate and retain top talent

Promote noticeably higher levels of individual accountability

Improve individual and group productivity

Significantly improve the attitudes, beliefs, and expectations of your leaders,

managers and associates

Create a workplace culture that supports increased engagement and commitment by

all associates

One of the key motivational employee engagement activity is the suggestion scheme.

SUGGESTION SCHEME:

A suggestion scheme, serves as a forum for airing good ideas. It can be defined

as a management tool, which encourages employees to contribute ideas for improvement

and innovation in the organization. It is based on the rationale that creative talent exists in

each employee and that they have the ability and are well placed to make suggestions to

improve the way their job is being done.

The suggestions are sent to department heads, who analyze them. Those that are

feasible are implemented, and employees are rewarded, and the department head explainswhy the rest are not workable. The total employee involvement (TEI) team administers

the process and looks at best practices and suggestions, as well as what other companies

are doing in quality circles.


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Suggestions schemes originated out of the Japanese Total Quality Management

ethos where everyone from the bottom up in a company is encouraged to get things right

first time and do their best. An Employee suggestion scheme can be described as a

formalized mechanism, which encourages employees to contribute constructive ideas for

improving the organization in which they work. The overall aim of these schemes is to

gather, analyze, and implement ideas in order to create results that have a positive impact

on the business and or deliver new value to customers.

Many believe that it is important that organizations proactively encourage ideas

and suggestions. Employees suggestion scheme has a unique motivational power and a

great psychological value. It creates Peace and harmony between workers and

management. Workers get to see how their actions would contribute to the overall

growth of the company. They tend to view the decisions as `their own and are moreenthusiastic in their implementation.

Although employees tend to be the main source of new ideas, they can also come

from the other stakeholders and can be a measure of stakeholder contribution. Having

appropriate channels in place to receive and act on employee feedback and ideas is

important if they are to be gathered, assessed and implemented effectively.

EMPLOYEE VOLUNTEERISM

Employee volunteering is an increasingly salient feature of companies

community involvement programmes. The contribution of employee volunteering to

CSR, specifically through its role in building social capital is huge. It is generally

understood that an effective CSR programme and employee volunteering can help to

build brand differentiation and generate customer loyalty. Companies can bolster

professional development and team building requirements as well as delivering

measurable benefits to their local communities. EV consists of ongoing and co-ordinated

business support for and encouragement of staff involvement in the local community. EV

programmes are either employer-initiated or employee-led.


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Employee volunteering programmes are important because they are a powerful

way of increasing the skills and enthusiasm of the employees. Smart companies are

adopting employee volunteering to deliver their training and Corporate Social

Responsibility obligations.

WORKPLACE CSR ACTIVITIES

Employees provide the know-how, productivity, customer service and

innovativeness necessary for business activity. Therefore, the continued success of a

company is reliant on the commitment of its staff. Employers should seek to put in placepolicies that promote the retention and development of their staff and nurture workplace

environments that will attract recruits of the highest calibre. This covers socially

responsible practices concerning employees relating to their safety and health, equal

opportunities and access to work, working conditions, investing in human capital,

managing industrial change, the work-life balance of employees, staff diversity and

cultural awareness.

A healthy balance between the work and non-work aspects of employees lives is

essential in order to avoid burn out of staff and for retaining a committed, motivated and

innovative workplace environment. An intercultural workplace takes account of the

different ethnic and social backgrounds of its staff and implements policies which ensure

an inclusive working environment that is supportive of diversity.

Motors has adopted a CSR policy, which serves as a guiding tool for the

management and the employees in steering Tata Motors towards long term sustained

growth in harmony along with the interests of the stakeholder. The role of the CSR

department is to professionalize CSR activities in Tata Motors Plant and strengthen the

mechanisms involving the activities. Significant efforts have been taken to contribute to


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the welfare of its employees, especially in the areas of Safety, Health and Vocational

Training. Companies set up dedicated teams with requisite expertise to steer the social

projects. Remembering that employees are the best public relations officers of the

company.

CSR AT TATA MOTORS

TATA MOTORS have certain predefined key thrust areas for working towards CSR.

These areas result in sustained development. The areas being:

1. ENVIRONMENT


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Green Matters: True to the tradition of the Tata Group, Tata Motors is

committed in letter and spirit to Corporate Social Responsibility. It is a signatory to the

United Nations Global Compact, and is engaged in community and social initiatives on

labour and environment standards in compliance with the principles of the Global

Compact. In accordance with this, it plays an active role in community development,

serving rural communities adjacent to its manufacturing locations.

Tata Motors believes in technology for tomorrow. Our products stand testimony

to this. Our annual expenditure on R&D is approximately 2% of our turnover. We have

also set up two in-house Engineering Research Centres that house India's only Certified

Crash

Test Facility. We ensure that our products are environmentally sound in a variety

of ways. These include reducing hazardous materials in vehicle components, developing

extended life lubricants, fluids and using ozone-friendly refrigerants. Tata Motors has

been making conscious effort in the implementation of several environmentally sensitive

technologies in manufacturing processes. The Company uses some of the world's most

advanced equipment for emission check and control.

Tata Motors concern is manifested by a dual approach -

1) Reduction of environmental pollution and regular pollution control drives

2) Restoration of ecological balance.

Our endeavors towards environment protection are soil and water conservation

programmes and extensive tree plantation drives. Tata Motors is committed to restoring

and preserving environmental balance, by reducing waste and pollutants, conserving

resources and recycling materials.

Reducing Pollution: Tata Motors has been at the forefront of the Indian

automobile industry's anti-pollution efforts by introducing cleaner engines. It is the firstIndian Company to introduce vehicles with Euro norms well ahead of the mandated

dates. Tata Motors joint venture with Cummins Engine Company, USA, in 1992, was a

pioneering effort to introduce emission control technology for India. Over the years, Tata

Motors has also made investments in setting up of an advanced emission-testing

laboratory.


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With the intention of protecting the environment, Tata Motors has upgraded the

performance of its entire range of four and six cylinder engines to meet international

emission standards. This has been accomplished with the help of world-renowned engine

consultants like Ricardo and AVL. These engines are used in Tata Motors vehicles in the

Indian market, as well as in over 70 export markets.

Tata Motors is constantly working towards developing alternative fuel engine

technologies. It has manufactured CNG version of buses and followed it up with a CNG

version of its passenger car, the Indica.

Restoring Ecological Balance: Tata Motors has set up effluent treatment

facilities in its plants, to avoid release of polluted water into the ecosystem. In Pune, the

treated water is conserved in lakes attracting various species of birds from around the

world thus turning the space into a green belt.

Tree plantation programmes involving villagers and Tata Motors employees, have

turned acres of barren village green. Tata Motors has planted as many as 80,000 trees in

the works and the township and more than 2.4 million trees have been planted in

Jamshedpur region. Over half a million trees have been planted in the Poona region.

Tata Motors has directed all its suppliers to package their products in alternate material

instead of wood.

End of Life Vehicle Treatment and Recycling: India is a recycling society with

many people making value out the recovery of waste materials discarded from products

at the end of their useful life.

However, Europe, and some other export markets, have recognized that they have

become a 'throwaway' society in recent decades, and are now introducing waste

prevention regimes in different industry sectors to collect and recycle valuable resource

rather than it ending up in landfill.

In the Automotive sector, the European End of Life Vehicle (ELV) Directive,

points responsibility for this issue to vehicle manufacturers, and the scrap car recovery

industry. Similar regulations are being introduced in Japan and Korea.

Naturally, Tata Motors has already met the 'producer responsibility' aspects of the

ELV Directive, such as compliance to Heavy metals and other hazardous substance


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restrictions. Also, material code marking of plastic parts has been introduced to aid

achievement of demanding European recycling targets.

Central to this European regulation is for manufacturers to provide free take-back

networks for environmentally sound treatment of ELVs.

2. HEALTH AND SANITATION

Mobile health service staff provides preventive and curative health services under

the "Health for All" programme. They train village health workers in conducting the

same. Safe drinking water facilities are provided to ensure health of the villagers.

3. EMPLOYMENT GENERATION

Tata Motors encourages self-sufficiency with the aim to improving the

confidence, morale and lives of its employees and their dependents. The Company has

worked on some novel ideas around its townships. Employees' relatives at Pune have

been encouraged to form various industrial co-operatives engaged in activities such as re-

cycling of scrap wood into crates and furniture, welding, steel scrap baling, battery cable

assembly etc. The Tata Motors Grihini Social Welfare Society caters to employees'

women dependents'. The women folk make a variety of products, ranging from pickles

and uniforms to electrical cable harnesses etc.

4. DRINKING WATER

Initiatives have been taken to provide pure drinking water in the workplace as well as in

some the rural areas taken under the CSR.

5. EDUCATION


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Tata gives opportunity to its employees to teach government school students, i.e.

give tuitions to these students as an obligation towards the development of the future

of the youth of this country

Besides these TATA MOTORS also works for COMMUNITY DEVELOPMENT.

The Company's Community Service Division works through various societies to

improve the conditions of neighboring villages - encouraging economic independence

through self-initiated cottage industries and contributing to community and social

forestry, road construction, rural health, education, water supply and family planning.

The community centres are situated in various parts of Jamshedpur, Pune and

some of their neighboring towns. The centres regularly organize various programmes &

neighboring populations are encouraged to participate in these activities. Tata Motors, a

Company that cares about the future.

Tata Motor, Pantnagar Plant won National Energy Conservation Award, 2009.

Tata Motor, Pantnagar has been declared the winner of National Energy

Conservtion, 2009. 1st prize in automobile manufacturing category by Ministry Of Power,

Govt. of India . Mr. P.K.CHOBE Plant Head, Pantnagar received the award at a

ceremony held on National Conservation Day (Dec, 14). National Energy Conservation

Award is recognition for selected industrial units which have made systematic &


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consistent attempts for efficient utilization & conservation of energy during 2007-2008 &

2009. This is a union govt. initiative towards climate change.

I slept and dreamt that life was joy, I awoke and saw that life was service.

I acted and behold, service was joy. Rabindranath Tagore

Employee Volunteerism in social activities is the medium, for the employee to

serve his society, community and nation in a much meaningful way. In Tata Motors

volunteerism is seen as a passion.

Make a Difference by Participation

Motivation and a sense of achievement You can witness your efforts resulting

into something magnificent. Your hard work will pay off with the progress of

The Cause you get involved with. You would also be recognized by your

organization and peers for the same.

Develop new skills and add value to your profile Employers give high value

to those with volunteering hours on their resume. One can learn and re-learn


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several skills and competencies by doing social work, it also adds to ones

character.

Be a part of your community - Volunteering is about helping others and creatingan impact. What better way is there to connect with your community and give a

little back? As a volunteer, you certainly return to society, some of the benefits

that society gives you.

Our responsibility for the community around us, Let this responsibility be shared by

all

Areas where you can realize your worth (can volunteer):

1. Sponsoring Education for poor girls.

2. Coordination in projects - Drinking Water

Livelihood

Health Camp

1. Teaching students of Primary/Middle/High School

2. Environment Protection - Tree Plantation

3. Free Coaching Support to 10th & 12th students of slums/villages

4. Professional Competency classes for ITI & Grassroot Youth


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5. Livelihood Skills/ Training Programmes for youth & women

Employee engagement

SPANDAN-2011( Cultural Activities )

Sponsored T-20 cricket for CII,Kumaon region

Rangoli competition for girls employee

Indoor sports

Family Visit

Ladies Club: Club opened at Rudrapur & Haldwani

Ladies club keeps on organizing cultural activities

Tata Mahila Grihini chapter opened at Pantnagar

WORKPLACE CSR ACTIVITIES

CSRs Health, and Safety management system promotes the development of a

positive health, safety culture through development of policies and procedures, promotion

of these on the companys intranet and via training and monitoring through the health and

safety officer. These practices are intended to encourage ownership of health and safety

matters by all employees as an integral part of our day to day operations

Health and Safety Policy


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The Company regards the management of health and safety as an integral part of its

business and as a management priority.

It is the policy that all activities are carried out in a safe manner and the company

establish and evaluate, as appropriate, processes and practices to ensure the health,

safety and welfare of the employees and of others who may be affected by the

activities.

The hazards associated with the business activities are identified and mitigated through

formal assessment and reduced where reasonably practicable.

The Company complies with current health and safety legislation, as a minimum,

seeking to establish policies and procedures that enable the Company and its

employees to meet this commitment and work to establish and apply best practice to

all its activities practicable.

Employees are expected and encouraged to be proactive on health and safety issues.

All employees, contractors, sub-contractors and vendors are required to co-operate

with the Company and their colleagues in implementing the policy and shall ensure

that their own work is without risk to themselves or others as far as is reasonably

practicable.

Event Calendar

An Event Calendar has been made in the course of the project. This event

calendar gives information of the activities or events to be conducted that particular

month related to CSR.

The nature of the activities can differ for the various days. One of the event of

World Environment Day has already been conducted.


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Month Event

September 2010

1). Since September 27th is World Heart Day the month can be devoted to

cardiac check-ups of the employees of age 45 and above.

2) . There could be a poster, poem, slogan competition regarding the subject.

3) . The involvement of the kids of the employees can also be initiated for the

above competitions.

4) . An awareness program on keeping out of heart problems can be conducted in the

workplace.

5) . Sports event be organized to mark the fitness of the heart.

6). It shall be a month long activity.

December 2010

1). To mark the Day for World AIDS Day on 1 st December, a week long activity can be

organized.

2). Proper Awareness to the workers about AIDS, specially the drivers working

in the Organization.

3). Quizzes, Slogan etc Events be organized in the plant.


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4). Visit to nearby rural area to spread the awareness regarding the issue.

5. ) A rally of both the workers as well as the vendors can be organized.

March 2011

1). To mark the dayforWorld Tuberculosis Day on 24th a month long event can be

organized.

2) . Presentations, Lectures on Anti-Tobacco/ Anti Smoking can be organized.

3) . Health check-ups be organized.

4) . Poster making, slogan writing events, etc be organized.

5) . Rally for awareness can be organized.

6) . Discussions can be organized with doctors.

April 2011

1). To mark 3 eventsWorld Health Day- 7thWorld Malaria Day-25thWorld Day for

Safety &Health at Work-28th,

Training regarding safety at work can be conducted as a weeklong Workshop,

mandatory for all the employees to attend in parts.

2) .Visual Aids for Ways to prevent from malaria and to insure better health.

3). Volunteering for Malaria & general health awareness in villages.

4) . A sports Event to mark good health.
http://www.un.org/events/calendar/Edetail.asp?EventID=1611&BeginDate=3/24/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1613&BeginDate=4/7/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1571&BeginDate=4/25/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1615&BeginDate=4/28/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1615&BeginDate=4/28/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1611&BeginDate=3/24/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1613&BeginDate=4/7/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1571&BeginDate=4/25/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1615&BeginDate=4/28/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1615&BeginDate=4/28/2010


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June 2011

1). Can organize for 2 events month long,

World Environment Day- 5th

World Blood Donor Day- 14th

2) . Can set up medical camps.

3) . Blood Donation Camps.

4) . Awareness to environment through posters, poems, slogans.

5) . Plantation

Chapter 5

Data collection Graphs Data findings and analysis Surveys results
http://www.un.org/events/calendar/Edetail.asp?EventID=1578&BeginDate=6/5/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1661&BeginDate=6/14/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1578&BeginDate=6/5/2010http://www.un.org/events/calendar/Edetail.asp?EventID=1661&BeginDate=6/14/2010


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DATA COLLECTION

Data was collected by means of meetings, interviews with head of departments,

managers, executives, employees and through questionnaires. For interviews and

questionnaire-selected respondents were mostly regular and frequent absentee. That was

really a great rush for data, which would base of the study. Work force and related data

collected through time-office and administrative office of TATA MOTORS.

Permission was obtained from the senior manager of the selected department to

administer surveys. This was done through group sessions with each of the Technical

units, thereby ensuring optimal return rates

Majority of data Primary data, which collected through various interview,

meetings, and questionnaires. Secondary data collected through CSR department, time-

office, administrative office, internet, and books, which helped to manipulate the data and

to find effective results.


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Questionnaire filled by 500 employees, which is describe and simplified further.

Meetings and discussion with every head of department and assistants as well as human

resource department head and executives was conducted time to time.

Typical questions at this stage are: Should we rely on secondary sources such asthe Census? Which is more appropriate, an exploratory approach with group discussions

or a survey? Is a mail, telephone, fax, or personal interview survey better for this

problem?

Total permanent employees =5400

Employees in one shift =1800 (aprox)

Sample size =500

The questionnaire

In deciding to utilize a questionnaire as the method to collect information, the

Researcher has to consider the concepts and variables involved and the relationships

being investigated.

To the extent that they may be applicable, hypotheses, theories, models or

evaluative frameworks should guide the questionnaire design process. Using a survey

questionnaire for collecting most of the data might cause common method error.

An annexure of a questionnaire has attached at the last of this project.

PRESENTATION AND ANALYSIS OF INFORMATION COLLECTED VIA

QUESTIONNAIRE


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Questionnaire filled by 500 employees, which is describe and simplified further.

Meetings and discussion with every head of department and assistants as well as human

resource department head and executives was conducted time to time.

Analysis of data collected through questionnaire is mention in next pages.

1. Are you aware of the formalized CSR function of your organization?

Yes 69%

No 31%

1. Have you participated in any CSR efforts of your organization?

Yes 12% No 88%


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1. Are you aware of the SEVA project introduced by TATA MOTORS?

Yes 24% No 76%

1. Are you interested in volunteering?

Yes 13% No 87%

1. Do you know that some employees of your organization are associated with

project SEVA?

Yes 10% No 90%

1. Time suitable to you for volunteering-

Weekly 10% Monthly 26% Fortnightly 1.5% One-off program 37.5% Others 25%

2. Please indicate the preferred day for volunteering.


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Sunday 4% Public Holiday 2.5% Week Off 7.5% Others (please specify) 86%

1. Do you think it is a waste of time?

Yes 27%

No 73%


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DATA FINDINGS AND ANALYSIS

Let us summarize some calculation, which I found in project time about employees

volunteerism in TATA MOTORS.

There are 5400 permanent employees in TATA at any day(in three shift)

Near about 1500 to 1800 employees in a shift.

Sample size 500.

Data is collected basically through questionnaire .

Awareness of CSR function 69% employees

Participation in CSR activity 12% employees.

Awareness of SEVA project 24% employees.

Interested in volunteering 13% employees.

Mostly employees are interested in volunteering when they will have time

to involve in.

27% of employees think that it is

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