1

Chapter 1
Executive summary Objectives of project Scope/Importance of project Research Hypothesis Limitations of study

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 fourmonth 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

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 upon for 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.

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.

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 as the 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.

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

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 Service employees 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.

CHAPTER 2
Industry profile Introduction Indian auto Growth drivers SWOT analysis

Literature Review

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 global manufacturers. Also a very large number of joint ventures have been set up in the autocomponents 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 global motor 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 200304 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 feature among 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 threewheeler 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 are huge 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 Nagpur in 1877. Taj Mahal Hotel in Bombay (now Mumbai) was opened for business in 1903. Sir Dorab Tata, the eldest son of Jamsetji Tata became 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 of Dorab 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

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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 Power is one of the largest private sector power companies. Tata BP Solar, a joint venture between Tata Power and BP Solar Hooghly Met Coke and Power Company Jamshedpur Utilities and Services Company North Delhi Power Powerlinks Transmission Tata Power Trading

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Tata Projects

Engineering

TAL Manufacturing Solutions Tata AutoComp Systems Limited (TACO) Hispano Carrocera Tata Motors, manufacturer of commercial vehicles (largest in India) and passenger cars

Jaguar and 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 system and 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

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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 in Pune, 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 monovolume 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 environmentfriendly 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 evolutiondesign, 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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The Company has set up a plant for its mini-truck Ace and the passenger carrier Magic (based on the Ace platform) at Pantnagar in Uttarakhand. The plant began commercial production in August 2007. This is the company's fourth plant, after Jamshedpur (commercial vehicles), Pune (commercial vehicles and passenger vehicles) and Lucknow (commercial vehicles). The plant is spread over 953 acres, of which 337 acres is occupied by the vendor park. State-of-the-art facilities include weld shops, paint shops, engine and gear box shops and assembly lines. The Company has invested over Rs.1000 crores in the plant. Vendors for the vehicle have made additional investments to set up their plants in the vendor park adjoining the plant. The operation has generated about 7500 direct and indirect jobs in the plant, among vendors and service providers in the area.

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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. TATA motors 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 3500 touch points. Tata Motors has been aggressively acquiring foreign brands to increase its global presence. 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 third world 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 customer satisfaction. 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 competitors find 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 of new emerging car manufactures that will be producing low priced cars. The major challenge for TATA motors is the rising prices of steel, Aluminum and plastic 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, selfregulating 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)

38

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.

39

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.

40

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, Create a workplace culture that supports increased engagement and commitment by

managers and associates 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 explains why 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.

41

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 more enthusiastic 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.

42

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 place policies 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

43

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

44

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) 2) Reduction of environmental pollution and regular pollution control drives 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 first Indian 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.

45

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

46

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 recycling 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

47

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 &

48

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

49

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 creating an 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 2. Environment Protection Drinking Water Livelihood Health Camp Tree Plantation

1. Teaching students of Primary/Middle/High School

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

51

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 1st 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 day for World 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 events World Health Day- 7th World Malaria Day-25th World 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.

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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

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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, timeoffice, 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 as the 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 Sample size =1800 (aprox) =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 No 13% 87%

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

Yes No

10% 90%

1. Time suitable to you for volunteering

Weekly Monthly Fortnightly One-off program Others

10% 26% 1.5% 37.5% 25%

2. Please indicate the preferred day for volunteering.

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Sunday Public Holiday Week Off Others (please specify)

4% 2.5% 7.5% 86%

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

Yes No

27% 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 wastage of time while other says no.

Hence ,from the collected data we came to know that, most of the employees (approx 70%) are aware of CSR function of the participated in CSR activity . On the other hand the awareness of SEVA is not much more among the employees, as the data shown near about 100 employees joined SEVA program till august 2011. organization while very few

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The number of employees involve in SEVA volunteering are as :-

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Chapter 6
Recommendations Conclusion Bibliography Annexure

63

SUGGESTIONS AND RECOMMENDATIONS

TRAINING AND DEVELOPMENT Training of the rural youth on livelihood generation by taking the help of some NGO. Training cum workshop of the Local Mechanics for Tata Motors Pantnagar Plant Vehicles, by the workshop employees. Giving them the knowledge about the internal designs of these models and what problems can be easily handled by them. Training for the new hires and the ITIs related to CSR, and there involvement made mandatory in area of interest on a rotation basis. Training regarding road safety be provided. The mark the event by a road show or a car rally.

HEALTH AND FITNESS

1. Interest in increasing physical exercise ranks nearly as high as weight management in employee interest and need. Ideas for increasing employee awareness and participation in physical activities follow:
Fitness classes in the worksite: Onsite exercise can be much more convenient for

employees more feasible for larger organizations. However, worksite classes require logistical planning and coordination with attention to details. As part of the steps in planning and assessment, find out what it would take to offer an on-Site fitness class. It is also feasible to offer a mini introductory worksite class series. A mini series might consist of an introduction to a new physical exercise area. Since Tata Motors, Pantnagar has a huge land area pass out maps of walking/jogging trails located near the worksite. Mark distances in steps and miles. Encourage employees

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to walk during lunch and/or break times. Display a steps accumulated map on a worksite wall where employees can log their steps or miles. Sponsor a Personal Best Challenge. Workers run, walk, bike, etc. their own personal best time. Repeat the personal best challenge each quarter to six months. Each time an employee improves, offer recognition and an appropriate award. Also, recognize those employees who maintain their personal best in the same way. Encourage nonparticipating employees to get involved. Assist these people in choosing an exercise that is comfortable and of interest for them, and one in which they can succeed and progress. 1. Ergonomics Program Ergonomy understands the need to utilize a uniformed problem- solving process that hinges upon standardized objective measurement tools, allowing everyone from the line worker to the general manager to track improvements. Once integrated into the system, they promote knowledge sharing between similar processes to improve efficiencies, reduce stress and brings about fitness. Many times responsibility to implement ergonomics at a location is assigned to a health or safety professional with limited education or experience in ergonomics, for which a ergonomist expert is required. 2. Training in Personal Hygiene Practices It is essential to educate employees and reinforce good personal hygiene practices. There are many training aids available to food processors in the form of on-line or print manuals, posters and signage, and videos for use in new hire orientations and employee refresher courses. (Video can be shown in the canteen area already installed with 2 LCD projectors and where all employees assemble) Also, many food companies today are using digital cameras to take dos and donts pictures in their facilities and incorporating these images into multimedia presentations and training manuals. This is a very effective and inexpensive training tool that captures visually the actual environment in which employees work, creating high recognition and retention of what constitutes

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good versus bad practices. Regardless of what training tools or formats you opt to use, it is essential that the top-down approach apply to personal hygiene education activitiesand that these efforts are ongoingin order to ensure a high level of contamination prevention and control in the food processing environment. 3. Health Tips Card This card can contain the essentials to seasonal care for health can be made available at the medical office and even at the time of new hires. A card can come handy and can be carried everywhere. It is also easy to go through the contents if its small. 4. Wellness Program Regular Health Check-ups be made mandatory for employees. They can include cardiac check-up for employees above 45 years of age. These programs can be scheduled biannually. ` Various programs related to employee wellness including stress management program, anti-tobacco program, etc can be conducted from time to time. These programs can be conducted in the form of presentations by experts, doctors etc with ways of implementing the ideas in employees.

EMPLOYEE VOLUNTEERISM

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Evolved Employers need to lead by example. Here are 9 ways to build CSR efforts at the company. 1. Choose the causes that make sense for your business field and for your community to make the most of the time and energy of your employees. 2. Develop a strategic CSR plan that aligns your goals and values with those of your employees. 3. Engage employees by letting them make choices about which projects they want to contribute to. 4. Be innovative in finding new ways to make a difference and differentiate your company from the competition. 5. Partner with your employees to increase your CSR efforts and increase loyalty and retention. 6. Market your efforts in the hiring process to attract and recruit the best new talent. 7. Value the energy and enthusiasm of younger workers who have a more innate grasp of emerging issues. 8. Integrate CSR to the highest levels of decision-making so that it becomes a regular function of normal operating procedures. 9. Commit to CSR polices even in a tough economic climate because that is when the policies become even more beneficial and necessary.

The bottom line is, employees will only care about CSR efforts when employers take the lead. The partnership that can be created between motivated, engaged, enthusiastic and caring employees and employers should be every companys most sustainable initiative.

CONCLUSION

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TATA Motors,Pantnagar is doing a significant work in CSR.it encompass integrated training programs for all its employees in various fields, employment and education of youth, healthcare and safety programs, with special reference to the employee volunteerism initiative which has not only motivated the employees but have also helped in there improved performances. 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.

BIBILIOGRAPHY

68 1. R K Narang, Corporate Social Responsibility, Replicable Models on

Sustainable Development, Volume 4, Published by: Teri Press, (2009)

2. Annual Safety Performance Report- 2009-2010, TATA Motors, Pantnagar

3. Annual magazine on cultural program SPANDAN

Websites
www.tatamotors.com www.mytatamotors.com, (Tata motors portal)

www.inssanorg.com
http://www.moneycontrol.com/stock charts/tatamotors/charts/TM03

http://ycharts.com/companies/TTM/historical_data/eps_growth

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Annexure

Questionnaire
Social Enhancement through Employee Volunteering- SEVA Survey Format Personal Information

1. Name

2. Ticket No.

3. Department

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4. Are you aware of the formalized CSR function of your organization? Yes No

1. Have you participated in any CSR efforts of your organization? Yes No

1. Are you aware of the SEVA project introduced by TATA MOTORS? Yes No

1. Are you interested in volunteering? Yes No

8. Are you aware of the fact that some employees of your organization are associated with project SEVA? Yes No

1. Time suitable to you for volunteeringWeekly Monthly Fortnightly One-off programmes Others (please specify)

2. Please indicate the preferred day for volunteering. Sunday Public Holiday Week Off Others (please specify)

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1. Do you think it is a waste of time? Yes No

1. Please specify your reasons for not joining.

2. Have you read the monthly magazine- Arunima, which includes the activities of CSR?

3. Have you participated in the annual cultural program- Spandhan? Any sport activity? Or a sort of safety program?

4. Is there some difference between employee engagement and CSR, in your perspective?

5. Have you participated in any sort of social scheme in the past (college, school, etc)? Or are you engaged in any sort of social activity at present outside TATA MOTORS?

6. Do you think any sort of recognition through rewards is necessary for participation?

Details of Volunteering Sponsoring Education for poor/ slum children Environment Protection Health Projects Water/ Energy Conservation Development and Motivation of grass root employees

72

Volunteering for teaching basic computer skills in school Volunteers for camps like Blood Donation, Event management, Cultural Activities, Sports and Jumble Stall

Your Suggestions . . . . Give back to the society what you take from them Save Society, and the Society will save you

Collect your volunteer registration form from CSR Department & mark your contribution in the Tatas Volunteers Team.

Employee Volunteerism in CSR Registration Form

Registration No.:

1. 2. 3. 4. 5.

Name: Ticket No.: Mobile No.: Department: HOD/Shift Incharge:

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6. 7.

Mobile No.: Present Address:

8.

Hobbies: a. b.. 9. Past Experience of work in CSR:

Signature Employee

Signature HOD/Shift Incharge

Terms & Conditions

1. All volunteers are required to take approval from their respective HOD for any volunteer work in field & accordingly inform the CSR department either through mail or copy of their gate passes. 2. Volunteers shall be required to offer their service on weekly offs, Sunday or as desired by the CSR committee/management. 3. The service offered by the volunteers shall be accounted as a social service in the best interest of the community. 4. The volunteers shall offer their services in vicinity to the plant or as per the directions received from CSR committee/management. 5. No C-off or leave shall be given in providing voluntary services on regular days.

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6. The average time for spending field shall depend upon the location, type of activity and topography of the area. 7. The volunteers need to get their gate passes approved from their respective shift incharges/ HOD followed by the approval from the Admin/CSR Department. 8. The volunteers offering services shall be at the soul discretion of the management and can be accepted or rejected without assigning any reason. 9. All volunteers need to maintain the decorum in the village and respect the culture, custom and traditions irrespective of their beliefs.

SYNOPSIS OF THE PROJECT

TABLE OF CONTENTS

(Experience Based) Chapter No. Subject No. Page

10

Executive Summary..........2 1.1 Objectives ..3

1.2 Scope/Importance of project..4

1.3 Research Hypothesis..5 1.4 Limitations of study...7 10 Industry Profile.....8 3.1 Review of literature on the industry...9 3.2 Introduction...10 3. 3 Growth chart past and projections for future....14 3.4 SWOT etc..17

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20

Company Profile..19 3.1 Review of literature on the company.20 3.2 Historical analysis..........25 3.3 Growth Chart past and projections for future.....31 3.4 SWOT etc...35 4.0 Introduction of CSR.....37 4.1 Internal CSR..40 4.2 CSR at TATA Motors...46 4.3 Introduction to SEVA...51 4.5 Event Calendar......55

5.0 Data ...58 51 Data collection..59 5.2 Primary data and secondary data.....60 5.3 findings and analysis of data67 6.0 Recommendations..70 Conclusion .74 Bibliography...75 Annexure76 7.0 Synopsis of the project 82

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OBJECTIVES OF STUDY: To study the existing Internal CSR at Tata Motors, Pantnagar. It is simply incorporate employee volunteerism for the CSR activities. It includes gather various touch points to work upon for building efficient workplace Corporate Social Responsibility. It is 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. 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. 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.

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 Service employees 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. 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 only50-60 percent employees attended the interview and fill up the questionnaire.