Corporate Social Responsibility Narrative

CORPORATE SOCIAL RESPONSIBILITY (CSR) is a term describing a company’s obligation to be accountable to all of its stakeholder in all its operation and activities. Socially responsible companies consider the full scope of their impact on communities and the environment when making decisions, balancing the needs of stakeholder with their need to make profit. A company’s stakeholders are all those who are influenced by and can influence a company’s decisions and action, both locally and globally.

Business stakeholders include(but are not limited to) employees, suppliers, customer, community organizations, subsidiaries and affiliates, joint venture partners, local neighborhoods, investors, shareholders(or a sole owner in case it is sole proprietorship business) and most importantly environment. Corporate social responsibility is not a charity work as understood by many. Corporate social responsibility can be classified in different heads as shown : Here the overlapping area shows mutual benefits as against philanthropy model where one party gets benefited at the expense of other.So in the model called corporate social responsibility a partnership exists between companies, individual and NGOs for mutual benefits.

Existing E-CRM Models(cause related marketing) The above mix is what is existing a present and the mix is very well ensuring that the blend of profit making, branding and social responsibility is being achieved by the companies. The under mentioned models are practiced by Indian Inc. at present. Charity Portals are portal sites that list non profit organizations (NPOs) and encourage donations to those organizations listed.These sites may list an NPO on their site for no charge, or they may charge a small fee. Usually, they obtain revenue through the sale of advertising space.

Payment Service Providers are companies that setup a method for NPOs to conduct secure credit card transactions. Once a user decides to make a donation, he or she is taken to the payment service provider’s site where the transaction takes place. Usually the provider establishes a fee structure with participating NPOs based on contributions received. Cross Promotions that promise a donation to a charitable cause ased on the purchase of the company’s product. Herein a certain percentage of the cost of purchase is diverted towards the cause. The idea being to take an issue that carries weight with the masses or the targeted customers, which entices them to choose the brand associated, over the competitors and in the process promoting the cause with monetary aid.

Advocacy Advertising of social issues and corporate volunteerism in community activities that are sponsored by corporate. This kind of promotion helps increase awareness of the social cause. Advocacy campaigns such as Shell Oil’s ads on driver safety or Budweiser’s effort to promote ‘responsible drinking and driving’ differ from public service campaigns in that they not only promote a common good, but also focus on protecting the company’s market,’’ runs an international marketing journal. Sponsoring an Event Or Show where the proceeds of which go towards a cause. The promotion helps raise funds for and increase awareness of the cause, enhancing the brand image of the corporate sponsoring the event. CSR and its Integration into Companies Work Culture The first step is a written policy statement on CSR, which should be tracked through the year and the progress noted in the company’s annual report.

• The CSR activities may also be included in both internal and external newsletters, press releases notes, etc, to make the employees and public aware of the initiatives. • The company must also entrust specific CSR tasks to certain members in the organization. The learning experiences should also be documented while going through the CSR activities to make others learn from it. The top management provides the required thrust and focus to a company’s but special staffing has become a norm. What Opponents and Proponents have to Say Some critics, such as the economist Milton Friedman, would argue that a Corporation’s Principle purpose is to maximize profits for its shareholders, but only within the context of the law and morality. Some would argue that the only reason to take on social projects is for utilitarian reasons, such as currying favor with the public or with government, or to improve market standing.

Others, such as the philosopher Michael E.Berumen, suggest that a business is property belonging to the owners, not stakeholders, and that a business is not equivalent to a mini-state for the purpose of creating social justice or carrying out social planning, and that the owners have the right to dispose of their property as they see fit within the limits of morality, including for profit, social good, or both. Proponents of CSR would suggest a number of reasons why self interested corporations, seeking to solely to maximize profits are unable to advance the interests of society as a whole: Corporations care little for the welfare of the workers, and given the opportunity will move production to sweatshops in less well regulated countries. • Unchecked, companies will squander scarce resources. • Companies do not pay the full costs of their impact.

For example the costs of cleaning pollution often fall on society in general. As a result profits of corporations are enhanced at the expense of social or ecological welfare. • Regulation is the best way to ensure that companies remain socially responsible. On the other hand, supporters of a more market based approach would argue that, by and large, free markets and capitalism have been at the centre of social development over the past couple of centuries.

Few would argue that, improvements in health, longevity or infant mortality have gone hand in hand with economic development. In particular: In order to attract quality workers, it is necessary to offer better pay and conditions. Furthermore, investment in less developed countries contributes to the welfare of those societies, notwithstanding that these countries have fewer protections in place for workers.Failure to invest in these countries decreases the opportunity to increase social welfare. Free markets contribute to the effective management of scarce resources. The prices of many commodities have fallen in recent years.

This contradicts the notion of scarcity, and may be attributed to improvements in technology leading to the more efficient use of resources. There are indeed occasions when externalities, such as the costs of pollution are not built into normal market prices in a free market. In these circumstances, regulatory intervention is important to redress the balance, to ensure that costs and benefits are correctly aligned.Whilst regulation is necessary in certain circumstances, over regulation creates barriers to entry into a market. These barriers increase the opportunities for excess profits, to the delight of the market participants, but do little to serve the interests of society as a whole. CSR and Bottomline …… Since we see corporations and MNCS resorting to CSR it must be contributing to the economic objective of the firm either directly and indirectly.

As a famous saying says that “A businessman never sells his goods at gratis. Same way the paradigm which we envisaged above advocates the belief that companies are concentrating more on the profit with a cause approach of CRM. We can list the tangible and intangible benefits of CSR and CRM as under: • Increased employee loyalty • Increased customer loyalty • Less volatile stock value • Enhanced brand value • Less litigation and environmental costs and • Positive public relations • Refined approach towards addressing social and political issues *Attention diversion- a ploy which companies often use to divert attention from their core business process.Take the example of ITC whose more than 80% of revenue comes from tobacco products. As we can see above myriad benefits are reaped by being socially responsible in this corporate arena and they also contribute to the bottom line of the companies serving their economic objective of profit making. Company Illustration: TATA STEEL Established in 1907, Tata Steel is Asia’s first and India’s largest private sector steel company.

Tata Steel is among the lowest cost producers of steel in the world and one of the few select steel companies in the world that is EVA+.Its captive raw material resources and the state-of-the-art 5 MTPA (million tonne per annum) plant at Jamshedpur, in Jharkhand State, India give it a competitive edge. Determined to be a major global steel player, Tata Steel has recently included in its fold NatSteel, Asia (2 MTPA) and Millennium Steel (now Tata Steel Thailand) (1. 7 MTPA) creating a manufacturing network in eight markets in South East Asia and Pacific rim countries. Soon the Jamshedpur plant will expand its capacity from 5 MTPA to 7 MTPA by 2008.The Company plans to enhance its capacity, manifold through organic growth and investments.

The Company’s wire manufacturing unit in Sri Lanka is known as Lanka Special Steel, while the joint venture in Thailand for limestone mining is known as Sila Eastern. Tata Steel’s products are targeted at the quality conscious auto sector and the burgeoning construction industry. With wire manufacturing facilities in India, Sri Lanka and Thailand, the Company plans to emerge as a major global player in the wire business. PRODUCTSTata Steel’s products include hot and cold rolled coils and sheets, galvanised sheets, tubes, wire rods, construction rebars, rings and bearings. In an attempt to ‘decommoditise’ steel, the company has introduced brands like Tata Steelium (the world’s first branded Cold Rolled Steel), Tata Shaktee (Galvanised Corrugated Sheets), Tata Tiscon (re-bars), Tata Bearings, Tata Agrico (hand tools and implements), Tata Wiron (galvanised wire products), Tata Pipes (pipes for construction) and Tata Structura (contemporary construction material).The company has launched the Customer Value Management initiative with the objective of creating complete understanding of customer problems and finding solutions jointly.

The company’s Retail Value Management addresses the needs of distributors, retailers and end consumers. The company has also launched India’s first steel retail store – steeljunction – for making steel shopping a happy and memorable experience. BOARD OF DIRECTORS (As on 17th May, 2007) Mr R N Tata(Chairman) Mr James Leng(Non – Executive Deputy Chairman)Mr Nusli N Wadia(Company Director) Mr S M Palia(Company Director) Mr Suresh Krishna(Financial Institutions’ Nominee) Mr Ishaat Hussain(Board Member) Dr Jamshed J Irani Mr Subodh Bhargava Mr Jacobus Schraven(Non – Executive Independent Director) Dr Anthony Hayward(Non – Executive Independent Director) Mr Philippe Varin(Non – Executive Non independent Director) Mr B Muthuraman(Managing Director) Dr T Mukherjee(Deputy Managing Director – Steel) MANAGEMENT (As on 17th May, 2007) Mr B MuthuramanManaging Director Dr T MukherjeeDeputy Managing Director (Steel)Mr H M NerurkarChief Operating Officer (Steel) Mr A D BaijalVice President (Global Mineral Resources) Mr U K ChaturvediVice President (Long Products) Mr R P SinghVice President (Engineering Services & Products) Mr Koushik ChatterjeeVice President (Finance) Mr Anand SenVice President (Flat Products) Mr Varun K JhaVice President (Chattisgarh Project) Mr Avinash PrasadVice President (Industrial Relations) Mr Abanindra M. MisraVice President (Raw Materials) Mr Om NaraynVice President (Safety & Services) Mr HC KharkarVice President (TQM & CSI)Mr Partha Sengupta Vice President (Corporate Services) Mr Radhakrishnan NairChief Human Resource Officer Mr J C BhamCompany Secretary Registered Office Bombay House, 24, Homi Mody Street, Fort, Mumbai 400 001. Tel : (022) 6665 8282. Fax : (022) 6665 7724 / 6665 7725 E-mail : [email protected]

com Messages From Corporate Desk: Directors’ Responsibility Statement Pursuant to Section 217 (2AA) of the Companies Act, 1956, the Directors, based on the representations received from the Operating Management, confirm that : 1.In the preparation of the annual accounts, the applicable accounting standards have been followed and that there are no material departures; 2. They have, in the selection of the Accounting Policies, consulted the Statutory Auditors and have applied them consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the Company at the end of the financial year and of the profit of the Company for that period; 3.They have taken proper and sufficient care to the best of their knowledge and ability for the maintenance of adequate accounting records in accordance with the provisions of the Companies Act, 1956, for safeguarding the assets of the Company and for preventing and detecting fraud and other irregularities; 4. They have prepared the annual accounts on a going concern basis.

On behalf of the Board of Directors RATAN N. TATA Mumbai, 17th May, 2007 Chairman Declaration Regarding Compliance by Board Members and Senior Management Personnel with theCode of ConductThis is to confirm that the Company has adopted Tata Code of Conduct for its employees including the Managing Director and Whole time Directors. In addition, the Company has adopted the Tata Code of Conduct for Non-Executive Directors. Both these Codes are posted on the Company’s website.

I confirm that the Company has in respect of the financial year ended March 31, 2007, received from the senior management team of the Company and the Members of the Board a declaration of compliance with the Code of Conduct as applicable to them.For the purpose of this declaration, Senior Management Team means the Members of the Management one level below the Executive Directors as on 31st March, 2007. B. Muthuraman Mumbai, 17th May, 2007 Managing Director SUSTAINIBILITY.

AIM AND VISION “To seize the opportunities of tomorrow and create a future that will make us an EVA Positive Company To continue. to improve the quality of life of our employees and the communities we serve. ” VISION INTO REALITY. Tata Steel is Asia’s first and India’s largest private sector integrated steel manufacturer.At the advent of the new millennium the employees of the Company co-created Vision 2007 as a statement of future intent. Sustainable Development, through the improvement of the quality of life of its employees and the communities it serves, was enshrined within it.

To translate this Vision into reality, Tata Steel altered paradigms, repositioned benchmarks and re-evaluated core competencies. Having effected a quantum change in operations, work culture and efficiencies, the Company aspires to further accelerate the creation of stakeholder value. OBJECTIVE AND TARGETS:Sustainability issues are reflected through specific social and environmental objectives and targets accepted by the top management as a part of Vision 2007. To achieve its sustainability goals, the organisation has identified 12 key enterprise processes critical to the growth and success of the organisation.

Mapping and identifying stakeholder concerns through a structured engagement and feedback process has been initiated. These stakeholder concerns are analysed, prioritised and are the prescribed goals for Corporate Sustainability Management.The senior management of Tata Steel tracks the performance of the targets against each strategic goal. Sustainability at the Tata Group and Tata Steel has always been value-driven. The five core values underpinning the way the Tata companies conduct business are: •Integrity •Understanding •Excellence •Unity •Responsibility Integrity, understanding, excellence, unity, responsibility. 12 Key Enterprise Processes Tata-Steel.

•Leadership•Order Generation •Strategic Planning & Risk Management•Operation and Fulfillment •Market Development•Inbound Supply Management Investment Management•Research & Development •Improvement & Change Management•Information Management •Human Resources•Social Responsibility & Corporate Services IISI’s Sustainability Indicators Tata Steel is a valued member of the 42-member International Iron & Steel Institute (IISI) and has accepted a set of 11 Sustainability Indicators to measure its economic, environmental and social performance within the steel industry. The Company has made social responsibility a part of its business process and sets aside its people and resources to supervise the work of socio economic development.International iron and steel institute. Indicator 1: Investment in New Processes and Products Indicator 2: Operating Margin Indicator 3: Return on Capital Employed Indicator 4: Value Added Indicator 5: Generating Greenhouse Emissions Indicator 6: Material Efficiency Indicator 7: Energy Intensity Indicator 8: Steel Recycling Indicator 9: Environment Management Systems Indicator 10: Employee Training Indicator 11: Lost Time Injury Frequency Rate Global Compact Principles At the World Economic Forum, Davos on January 31, 1999 the UN Secretary General, Mr.Kofi Annan challenged world business leaders to “embrace and enact” the Global Compact, both in their individual corporate practices and by supporting appropriate public policies.

These principles cover human rights, labour, environment and anti-corruption. The GRI is an important complement to my own Global Compact initiative, which advances universal principles in the same areas, and provides a value-based platform for efforts to foster good corporate citizenship through learning, projects and dialogue.I commend the close collaboration between the GRI and the Compact, and the key role played by the UN Environmental Programme in both. ” Companies participating in both initiatives recognize that the GRI is a practical expression of the Compact, and that companies which report under the GRI fully meet the Compact’s reporting requirements. I hope that over time, all Global Compact companies will make use of the GRI and, conversely, that all GRI companies which do not yet support the Compact will do so soon. ” Kofi Annan General, Secretary United Nations • Rights The Secretary General asked world businesses to: : support and respect the protection of international human rights within their sphere of influence; and 2: make sure their own corporations are not complicit in human rights abuse.

• Labour The Secretary General asked world business to uphold: 3: freedom of association and the effective recognition of the right to collective bargaining; 4: the elimination of all forms of forced and compulsory labour; 5: the effective abolition of child labour; and 6: the elimination of discrimination in respect of employment and occupation. • Environment The Secretary General asked world business to: : support a precautionary approach to environmental challenges; 8: undertake initiatives to promote greater environmental responsibilities; and 9: encourage the development and diffusion of environmentally friendly technologies. • Anti-corruption 10: business should work against all forms of corruption, including extortion and bribery Developing CORPORATE SOCIAL RESPONSIBILITY as the base of the Business Model: Jamsetji Tata: A Visionary Ahead of His Times ?Laid foundation of Indian industrialization ?Laid foundation for scientific development in India ?Set up J N Tata Endowment for Education In 1902 advised that modern civic amenities to be provided for workers when steel plant was still being constructed. ?Undertook affirmative action not mere charity “In a free enterprise, the community is not just another stakeholder in business, but is, in fact, the very purpose of its existence. ” J N Tata “Let industry established in the countryside ‘adopt’ the villages in its neighbourhood; ..

. it is also clearly in the interests of industry that surrounding areas should be healthy, prosperous and peaceful. ” J R D Tata, Chairman, Tata Group 1938- 1993 I do believe that we, in the Tata Group, have held a view and sense of purpose that our companies are not in existence just to run our business and to make profit but that we are responsible and good corporate citizens over and above our normal operations” Ratan N Tata, Chairman, Tata Group CSR: Part Of Genetic Code Implementing these principles over 100 years are part of organizational development 1912 – 8 hour workday 1916 – Social Welfare Scheme launched for employees 1920 – Leave with pay 934 – Profit Sharing bonus 1934 – Tata Steel responded to earthquake in its Bihar province with relief supplies 1951 – Planned family norms promoted at community level 1970 – Included Corporate Social Responsibility in its Articles of Association 1958 – 225 acre Jubilee park created for the citizens of Jamshedpur 1979 – Launched concerted rural development initiatives It has shaped its heart, mindset and business processes 1995- Tata Business Excellence Model – makes sustainable growth a priority and has included this in its Key Enterprises Process 999- Tata Code of Conduct – mandates good governance ethical behaviour by organizations as well as each and every employee 1995- Tata Council for Community Initiatives – provides the superstructure for CSR efforts across the Group 2003- Tata Index for Sustainable Development – a CSR measure adopted across the Tata Group Upholding Global Commitments ?Committed to national and global CSR principles ?First signatory to UN – Global Compact ?Founder member of the Global Business Coalition on HIV/AIDS ? Member of the Global Reporting Initiative Board ?First Indian company to publish Corporate Sustainability Report as per G R I guidelines ?Member of International Iron & Steel Institute Project Group on Sustainability Indicator for Steel. Corporate Social Responsibility Policy “Tata Steel believes that the primary purpose of a business is to improve the quality of life of people. Tata Steel will volunteer its resources, to the extent that it can reasonably afford, to sustain and improve a healthy and prosperous environment and to improve the quality of life of the people of the areas in which it operates.

” From Tradition To Process Areas of Impact ?Environment ?Employee Relations ?Stimulating Economic Growth ?Civic Amenities & Community Service Population Management ?Sports and Adventure ?Health for All ?Relief During Natural Calamities ?Education / Arts and Culture Environment ?Conserving Nature for Future Generations ?All production units certified to ISO 14001 Town Services certified to ISO 14001 ?Planted -”thousand trees for thousand days” – as a millennium gift for future generations. The eventual count was 1. 6 million ?20% reduction in consumption of raw materials in the past five years ?100% treatment of waste water, discharged upstream from point of collection ?Greening of Supply Chain Employee Relations Many landmarks in Labour Welfare 915 Free Medical Aid to all employees and dependent family members 1917 Welfare Department set up 1956 Joint Consultation instituted with Union Management Agreement 1990 Incentive for Higher Technical Education 2001 Family Benefit Scheme 2003 R D Tata Technical Education Centre 2003 Initiated process for SA 8000 certification 2004 Completed 75 years of Industrial Harmony 2004 Inserted clause against Sexual Harassment in the Works Standing Order Stimulating Economic Growth ?Continuously augmenting Town infrastructure to promote business growth ? Tata Steel and its subsidiaries provide business opportunities to ancillary units ?Institutions such as National Institute of Technology, R. D. Tata Technical Education Center, and Savak Nanavati Technical Institute provides technical and job oriented training ? Promoting rural economy through natural resource management, micro financing and credit, and training for gainful employment ? Tate Steel caters to over 600 villages and several company towns, in the provinces of Orissa and Jharkhand ? Creating a ripple effect across towns and villages Civic Amenities and Community Service “Be sure to lay wide streets planted with shady trees, every other of a quick growing variety.

Be sure that there is plenty of space for lawns and gardens. Reserve large areas for football hockey and parks. Earmarks areas for Hindu temples, Mohammaden mosques and Christian churches. ” J N Tata, 1902 ?Created Town Services, Community Development & Social Welfare Department, and Energy and Environment Cell ?Today, also responsible for environment management, family initiatives, medical services, emergency fire services, airport, mobile medical services, sports facilities, libraries, education centers.

.. ?Services have grown to cover 700,000 beneficiariesPopulation Management ?Jamshedpur leads in demographic indices and maternal and child health in the country ?Shares planned family norms with employees and non-employees through Family Initiatives Foundation ?Extension programs have empowered the community to sustain initiatives ?Provides free Reproductive Health Services to over 2,000,00 women from urban & rural areas each year ?Ensures 98% immunisation coverage in the city of Jamshedpur Sports & Adventure Promotes Sports as a way of Life ?Sports Department ?Tata Steel Adventure Foundation ?Tata Football Academy ?Tata Archery Academy ?30-acre J R D Tata Sports Complex Organizes sporting events for employees and community year round ? Promotes sports in schools ?Employees include 20 Olympians, over 100 international sports persons ? India’s first woman to scale Mount Everest Health for All ?Health care facilities open to employees and non-employees ?850-bed hospital, two super dispensaries and nine dispensaries in Jamshedpur ?Mobile medical units reach out to rural and semi urban areas ?Health Centers based in villages and communities. Supports alternative remedies such as ayurveda, naturopathy, homeopathy, etc ?Supports Blood Bank, specialty hospitals for tuberculosis, eye care services, cancer, etc Taken “Lifeline Express” seven times to remote parts of rural India ?Partner for Child Survival, Smile Train, Polio and Water and Sanitation projects Relief during natural calamities Immediate relief with materials and help during natural calamities ?Relief followed by long-term rehabilitation programmes ?Employees have contributed their wages towards relief and participated in relief work ?Constructed schools and shelters after recent super cyclone in Orissa and earthquake in Gujarat Education ?Jamshedpur is a centre for excellence in education ?Three primary schools, six high schools and one college run by the company 312 private schools and 171 “balwadi” schools assisted by Tata Steel ?Jamshedpur has among the highest literacy rates in the country ?Instituted Dr J J Irani Education Excellence Award Arts and Culture ?Patron of Art and Culture ?Contributed to setting up of National Centre for Performing Arts, Mumbai ?Tribal Culture Centre set up for preservation and promotion of indigenous art and culture ?Supports cultural institutions in Jamshedpur and outlocations ?Promotes rural arts and crafts “Art in Industry” camps One of the oldest and finest collection of India’s masters and contemporary Indian art.

Vision 2007 ?Global Goals and Social Commitments ?Tata Steel plans to augment capacity from 4 million to 10 million tones per annum ?Grow from a domestic player to a global enterprises ?All in line with ethos of creating value for the nation, without compromising on the ability of future generations to meet their needs. ?Sets aside 12-14% of PAT for welfare. CORPORATE SOCIAL RESPONSIBILTY The wealth generated by Jamsetji Tata and his sons in half a century of industrial pioneering v formed but a minute fraction of the amount by which they enriched the nation.The whole of that wealth is held in trust for the people and used exclusively for their benefit. The cycle is thus complete: what came from the people has gone back to the people many times over. Sharing Wealth to Diminish Disparities For Jamsetji Tata, the progress of enterprise, welfare of people and the health of the enterprise were inextricably linked.

Wealth and the generation of wealth have never “been ends in themselves, but a means to an end, for the increased prosperity of India,” The Times of India said in 1912 of the Tatas.Successive generations of Tata Group leaders have always held the belief that no success in material terms is worthwhile unless it serves the interest of the nation and is achieved by fair and honest means. Conscious that the task of social progress, especially in a country as diverse as India, cannot be undertaken by the Government alone, J R D Tata the Chairman of the Tata Group from 1938 to 1991, believed that, “to create good working conditions, to pay the best wages to its employees and rovide decent housing to its employees are not enough for the industry, the aim of an industry should be to discharge its overall social responsibilities to the community and the society at large, where industry is located. ” At the vanguard of social commitment Guided by this mandate, Tata Steel has for decades used its skills and resources, to the extent it can reasonably afford, to give back to the community a fair share of the product of its efforts.

It was the first to establish labour welfare practices, even before these were made statutory laws across the world.In 1912 it invited Sidney and Beatrice Webb, the Founders of the London School of Economics, to prepare a Memorandum of Health for the Steel City. The Company also instituted an eight-hour workday in 1912, free medical aid in 1915, a Welfare Department in 1917, leave with pay, Workers Provident Fund and Workmen’s Compensation in 1920 and Maternity Benefit for ladies in 1928. With the understanding that the hunger for employment can never be satisfied despite its best efforts, the Company took an enlightened decision to address the needs of those who migrated to its vicinity in search for employment.It first stimulated entrepreneurship and economic development in the Steel City and then reached out to the rural poor, empowering them with the means to create better livelihoods within their own villages.

At the same time, Tata Steel also fulfilled their basic need for health care, food security, education and income generation through the development of rural infrastructure, empowerment and community outreach programmes.By virtue of the extent of its demonstrated commitment for decades, through the beliefs and values it has acted upon, the resources it has deployed, the wealth it has shared as well as the many “firsts” it has achieved through socio-economic programmes, Tata Steel is India’s acknowledged Corporate Social Responsibility leader and is recognised as a most humane organisation. Every lesson learned, every piece of knowledge gathered, the Company offers to all those who wish to work alongside it to “improve the quality of life of the communities it serves. A. CONSERVATION OF ENERGY: A) ENERGY CONSERVATION MEASURES TAKEN : i) Conversion of boiler no. 5 & 6 stroke coal fired boilers at Power House No.

3 into by-product gas fired boilers. ii) Commissioning of 2nd LD Gas holder to enhance LD Gas Recovery. iii) Phasing out of old and ineffi ient coal fi red boilers at Boiler House No. 1 iv) Up gradation of E blast furnace to high top pressure operation thereby reducing blast furnace fuel rate.

B) ADDITIONAL INVESTMENTS AND PROPOSAL FOR REDUCTION OF CONSUMPTION OF ENERGY : ) Modification of two numbers of stoker fired boilers into by-product gas fired boilers at Power House No. 3 to reduce boiler coal consumption. ii) Installation of Top recovery turbine at ‘G’ & ‘H’ Blast Furnace. iii) Recovery of sensible heat of coke by installation of Coke Dry Quenching system in Batteries 5, 6 & 7 at Coke Plant. iv) Phasing out of inefficient boilers and replacement of old and inefficient Blast Furnace blowers.

v) Use of lean by-product fuel at re-heating furnaces by adopting regenerative burner technology. C) IMPACT OF THE ABOVE MEASURES :Energy Conservation measures during 2006-2007 has resulted in achieving: i) Lowest ever Plant Specific Energy Consumption of 6. 717 Gcal/tcs. ii) Lowest ever boiler coal consumption of 66.

77 kg/tss. iii) Lowest ever Plant Power Rate of 398. 52 kwh/tss. iv) Higher LD Gas Recovery of 55. 51 NM3/tcs.

v) Lower specifi c oxygen consumption of 54. 55 Nm3/tcs at steel melting shops. vi) Reduction in process steam condensate loss of 23. 12 tonnes per hour. vii) Higher combine boiler effi ciency of 81. 48% B.

ENVIORNMENT MANAGEMENT: In line with Tata Steel’s exponential growth at Jamshedpur and other parts ofIndia, the Company has taken several steps to improve the environmental performance. Accordingly the Environmental Management System (ISO-14001), Occupational Health & Safety Management System (OHSAS-18001) were modifi ed in the year 2006-07 and also audited by 3rd party for renewal of its EMS & OHSAS certifi cates. Efforts are being made to bring down the pollution load from the existing plants so that concentration of pollutants are much below the applicable Indian Environmental Legislation and can reach to International Standards.Other key focus areas are improving energy effi ciency and waste minimisation. Initiatives for energy effi ciency undertaken resulted in reduction of specifi c energy consumption to 6. 720 Gcal/tcs as compared to 6.

959 Gcal/tcs in the previous year. The total water pollutant discharge reduced to 0. 15 kg/tcs as compared to 0. 18 kg/tcs in the previous year. The dust emission from stack reduced to 0. 95 kg/tcs from 1.

18 kg/tcs in the previous year. The Company is committed to address climate change by continuously reducing Carbon-dioxide (CO2) emissions.The CO2 emission was brought down to a level of 2. 2 tonnes per tonne of crude steel from 2.

28 tonnes in the previous year. The Company is vigorously pursuing four CDM (Clean Development Mechanism) Projects for availing carbon credit, which are at various stages of approval and implementation. The expected reduction of CO2 emission from these projects is more than 1. 1 million tonnes/annum.

The Company is committed to introduce state-of-the-art technology in its modernisation and expansion programme at Jamshedpur and at other green fi eld projects.The pollutant discharges from these plants will confi rm to the International Standards. The Company has recently published its 6th Corporate Sustainability Report for the year 2005-06. The Company takes pride in being the only Indian company included in the “Sustainability Biennial Benchmark Survey 06-07” of the top hundred Global Corporate Sustainability Reporters. Corporate Sustainability Management is integrated in the business process of the Company to meet the future C.

EMPLOYMENT GENERATION: Today, Tata Steel has a total permanent workforce of about 40,000.However, through outsourcing of various activities in its operational areas and projects, there has been an increase in employment within the Steel Works. The Company provides free medical services through a Company-run hospital and supports educational facilities for the employees and their families. Besides benefits such as the employee family benefit scheme, early separation scheme, the Company continues to provide benefits beyond those legally mandated to ensure an excellent quality of life for its employees.These include housing, free water and medical services, subsidised electricity, housing, metro allowance, rewards and recognitions as well as special allowances.

Leader in employee relations A pioneer in the area of Joint Consultations in India, Tata Steel has a three-tier Joint Consultation System that ensures participation of employees at all levels including the top management. The Company has been rated as Among India’s Best Employers and holds the 2nd place in the Asia Pacific in Leadership Development. It also provides benefits beyond those legally mandated to ensure an excellent quality of life.D. BUILDING PEOPLE: With the initiation of the process of Environment Management System (EMS) & Occupational Health & Safety Management System (OHSMS) implementation, numerous training and awareness programmes have been undertaken by the Company for its employees as well as contractors’ employees. Manpower training is an essential part of the oganisation’s management programme.

Tata Steel has in-house facilities for technical as well as management training. The training needs of all the employees are identified through the Training Need Survey. Human Rights, Diversity & OpportunityThe Human Resource policy of Tata Steel lays stress on recognising people as the primary source of its competitiveness. An equal opportunity employer, Tata Steel endorses the articulated position of the Tata Group in the Code of Conduct, with respect to equal opportunity and non-discrimination. In accordance with this policy, prospective employees at all entry level positions are provided equal opportunities so as to attract the best available talent and create a cosmopolitan workforce. Respect for individuals and their rights is a core belief at Tata Steel.

Any violation is dealt with as per the prescribed law.Tata Steel also ensures protection of the Fundamental Rights of individuals, which are enshrined in the Constitution of India. The Company has made it mandatory for its suppliers and contractors to implement Human Rights norms. “Happy and enthused employees” is an important constituent of Vision 2007 of Tata Steel . All employees have been trained on the objectives of Vision 2007.

The quality of life of its employees, developing their talent and maximising their productivity as well as ensuring transparency, fairness and equity in all its dealings with the employees is an important component of the Company’s Human Resource Policy.Tejaswini: A n a c t o f b a l a n c i n g o p p o r t u n i t y In 2002, Tata Steel created “Tejaswini” – literally translated it means women who possess TEJ – the light of power, courage and wisdom. It was a bold decision to re-skill and re-train female ‘majdoors’, till then limited to sweeping and cleaning offices and establishments. Tejaswini was to change these women into super-achievers of sorts. It would take these unskilled women and train them to become heavy equipment operators.A socially conscious citizen and “equal opportunity employer” Tata Steel believed that to empower women it must create role models who would carve the way for others to break gender biases or barriers not just within the Steel Works but also across Indian industry.

The “Tejaswini” programme was, thus, another “first” in employee welfare, the empowerment of female employees in the workers category in Tata Steel. It placed female workers on an equal footing with the male workers, giving them a growth opportunity to unleash their true potential.Launched in consultation with Tata Workers’ Union the programme is reflective of the excellent Management – Union relations enjoyed by the Company for over 75 years. UTHNAU: In the language of the Santhals, the word that stands approximately for uplift is ‘Uthnau’.

And in the areas around Jamshedpur (and around its areas of operations in Jharkhand and Orissa) this word is inextricably linked with the tools and ideas that Tata Steel weaves into the lives of the region’s tribes through the Tribal Cultural Society and the Tata Steel Rural Development Society. Income GenerationIn order to help tribals address their basic needs in a self-reliant and sustainable way, Tata Steel has long been involved with increasing the agricultural productivity for them in the rural areas through assured irrigation. Tata Steel, holding the belief that the tribals know best for themselves, has assisted in the formation of many Self Help Groups (SHGs). These SHGs enable the tribals to arrange for credit and engage in micro-enterprises like making Dokra items, carpet weaving, terracotta, paper bag making, mat making, food processing, poultry, mushroom farming, piggery, pisciculture and floriculture.

Tata Steel provides these groups with training, networking and assistance in marketing. For making a long term impact on the prospects of the tribals, the Company has given them vocational training in areas like basic computer operation, software management shorthand, typing, motor driving and handling pregnancies as birth attendants. Education Tata Steel has influenced the integration of tribals in the economy in a less obvious and immediate way by propping up the education of tribal children and youth of various ages and at various stages of their academic career.Infants and toddlers are prepared for formal schooling in the informally run balwadis (creches/nurseries). The drop out rate of tribal students in schools and colleges has been checked with financial assistance and sponsorships.

The TCS bears the entire expense of two tribal students who secure admissions for management education at the Tata Institute of Social Sciences. It also coaches students for entrance into administrative, technical and the public services. An unusual project called Sahyog, implemented in five schools, helps tribal students to develop self-esteem and plan their future.The Xavier Institute for Tribal Education near Jamshedpur has also been supported by Tata Steel to produce professionally trained personnel HEALTHCARE: The tribal population is dispersed across a wide geographical area of Jharkhand and Orissa, where most of Tata Steel’s operating units are located. To promote better health among them, Tata Steel operates 46 mobile clinics in areas within Jamshedpur, surrounding rural areas and the mines and collieries in Noamundi, West Bokaro, Sukinda, Bamnipal and Jamadoba, among others.

The clinics provide diagnostic treatment and free medicines at a cost of Rs. ,75,000 per annum. Tata Steel also organizes eye camps, which provide free treatment to cataract patients, 75 per cent of whom are tribals. The Company also ensures safe drinking water for the tribals by not only installing new tube wells but also repairing and maintaining existing ones at a cost of Rs. 5,50,000 per annum. Life Line Express, a unique hospital on rails, has been sponsored ten times by Tata Steel with the intention of making available medical facilities to people living in remote villages of Jharkhand and Orissa.

The medical specialists of the Life Line Express perform corrective surgery for cleft, lip and palate and cataract cases and also conduct workshop for men, women and children. For some of them, such workshops are altogether a new experience. Advocating better health through community based health care Among the most active sponsors of the Lifeline Express – a hospital on wheels- Tata Steel has endeavored to take medical care far beyond those connected with its operations. This unique train travels at the behest of its sponsors to those arts of rural India, left untouched by modern medicine. At Jamshedpur, the Company runs a 850-bed general hospital with a specialised Burn Centre, Dispensaries and Super Dispensaries to reach out to its employees as well as a large number of citizens across the steel city.

The network of specialised medical care units it has created also fulfills the need for low cost, high quality medical care for the economically less privileged. It established the Jamshedpur Blood Bank to provide safe blood to those in need and has very successfully promoted a culture of voluntary blood donations.At its outlocations the Company has set up hospitals, which cater to the healthcare needs of people from the surrounding rural areas. The doctors and para medical staff of its hospitals as well as the dedicated staff of its social welfare arms have also taken health care awareness including eye care, tuberculosis treatment, general health awareness, HIV/AIDS Awareness and Mother and Child survival programmes to a large number of villages and communities.Through the efforts of the Tata Steel Rural Development Society (TSRDS) and the Tata Steel Family Initiatives Foundation (TSFIF), the Company covers the rural and peri-urban population through basic health care amenities. Both these social welfare arms of the Company have been building capacity through training programmes to create community based health care partners as well as grass-root volunteers.

The Company has successfully changed notions of millions of villagers on water and sanitation, created a demand for better health facilities, ensured immunisation for tens of thousands and been instrumental in bringing down infant mortality rates. Ongoing Programmes Mother and Infant Survival Programme Population Stabilisation Operation Muskaan for cleft lips and palates “YARS” – Youth and Adolescent Reproductive Services Specifically targeted programmes on HIV and AIDS.Project “WATSAN” for Water and Sanitation Free Health Checkups for Women at Surya Clinics Pioneer in Family Initiatives and HIV/AIDS Awareness Ringing the first alarm bell for Population Control The first corporation in the country to launch a family welfare programme, Tata Steel has been promoting controlled family planning since the 1950s. Through the innovative use of communication media, motivational programmes have extremely successfully broken the barriers of prejudice and myths to bring about the participation of communities, in even those which do not readily accept family planning.

Jamshedpur today is a leader in demographic indices in the country. For the past 16 years, Tata Steel Family Initiatives Foundation (TSFIF) – formerly the Family Planning Department – has been reaching out to the Community in Jamshedpur with Family Planning and Reproductive Health Services. It covers a heterogenous population of over 10,00,000 including adolescents and youth, industrial workers, bustee dwellers and those from the indigenous tribes of the area. Now it is in the process of reauthoring its role, so as to extend both its capability and services into emerging sectors of need.Health and AIDS Awareness The health and safety of the employees and the community is critically interlocked with productivity and is enshrined in Tata Steel’s Vision.

The Company has thus taken proactive steps in AIDS prevention by spreading awareness not only amongst its employees, but also the community at large so that the inhabitants of Jamshedpur and at other locations, remain safe. Tata Steel has evolved a corporate sector model to prevent the spread of STD/HIV/AIDS, globally and nationally.This model is being shared through forums like ILO, Global Business Coalition on HIV/AIDS, Global Compact Initiatives, WHO-SE Asia Regional Office, NACO (National AIDS Control Organisation) and JAPC (Jharkhand AIDS Prevention Consortium) and more recently through Global Reporting Initiatives. This programme extends to the rural and urban populace residing in and around Jamshedpur. The Global Business Coalition, which is an alliance of over a hundred major international companies who are expected to lead by example, is dedicated to combating this disease. Tata Steel is one of its founding members.

The prestigious “Global Business Coalition Award (GBC) for 2003 for Business Excellence” was conferred on Tata Steel for its response to the epidemic and its outstanding HIV/AIDS Awareness work in Jamshedpur. The award is conferred on companies who have evolved best practices on HIV/AIDS prevention, especially to reduce the stigma and discrimination. This award places Tata Steel’s initiatives at par with the best in the world, to be showcased globally. CULTURE: Efforts to support tribals may well leave them at the doorstep of development without a sense of belongings and their cultural heritage.With a view to helping the tribal population preserve its rich inheritance, Tata Steel has set up the Tribal Culture Centre (TCC) at a cost of Rs 35,00,000.

This Centre showcases the tribal legacy of four major and five minor tribes of Jharkhand and Orissa and evokes a lot of interest amidst scholars, researchers and even laypersons. TCC not only documents relevant research but also enables the continuation of the tradition by sharing it with the youth and non-tribals. Additionally, a Santhali Language Laboratory has also been initiated in the Centre since 2002-03. SPORTS:Tata Steel has used its know-how and resources in the area of sports to help tribals discover their untapped potential, enabling them to gain a foothold in the social mainstream and the confidence to compete and excel. Every year, Tata Steel identifies 12 potential tribal athletes and provides them subsistence and accommodation along with training. It assists them to participate in the state, regional and National meets.

All this is done at an approximate cost of Rs. 1,25,000 annually. The Company also enables tribals to enter the Tata Archery Academy where they are trained in a sport that they already have a flair for.The Tata Football Academy and Tata Athletic Academy also nurtures and trains the participants from Jharkhand and Orissa. Racing to create sports legends for India Tata Steel has always held Sports as an integral part of a better quality of life. The Founder, Jamsetji Tata has directed his son Dorabji Tata to “be sure there is plenty of space for lawns and gardens.

Reserves large areas for football, hockey… “Today, Tata Steel spearheads the corporate promotion of sports at a generic level through its relentless and constant encouragement to professional sportspersons, amateurs and its own employees.

It leads the effort by the Confederation of Indian Industries (CII) to create “golden hopes” for India. E: CIVIC AMENITIES: Jamshedpur — a leader in Civic Amenities Jamshedpur was built on the ideology that it would comprise not merely the Steel Works but embody a step towards building a new Nation. Within years the area leased to the Company was transformed into a well-planned township, largely due to the vision of the Founder Jamsetji Tata, whose name it bears today.In the early days, the population of the steel city of Jamshedpur, home to Tata Steel, comprised a very large proportion of employees. Over time, however, the population has come to be dominated by non-employees.

The transformation from 18 widely scattered villages, with a direct or indirect association with the steel plant, to a bustling and vibrant urban township saw the emergence of several rural islands. These were unplanned settlements, with a high density of population, acquired by non-employees from the indigenous people of the area.The Company’s commitment to society saw it take the initiative to assist in eliminating the imbalance in civic amenities between Company leased areas and other non lease areas. It, therefore, encouraged the people to partner it in the formation of a Committee and work with it for the progress of their areas.

It has extended amenities such as electricity, water, roads, sanitation, handpumps and borewells to these areas. The responsibility for providing civic amenities to a city spread over an area of 64 sq kms, has been taken by Jamshedpur Utilities and Services Company Limited (JUSCO), formerly Tata Steel’s Town Division.In addition to improving the quality of life through civic services, the Company provides playgrounds, clubhouses and community halls, libraries, classrooms and water harvesting structures. Planned Social Change Through Civic Growth The desire of Independent India’s first generation of skilled workers, technologists and scientists was to work with the one Company which till then was virtually the only representative of heavy industry in the country.

Along with them also came many thousands of rural folk who saw in its hearth the hope of a new home.When Max Weber, the German Sociologist was advocating the transformation of traditional society into a modern one through industrialisation, Tata Steel had already transformed the jungles of a few remote villages into the thriving steel city of Jamshedpur, where the community lived in idyllic conditions. Tata Steel sought to involve this growing body of people in helping themselves improve their economic and social conditions. The Company began implementing urban community development schemes, which embraced employees and non-employees.

It brought about planned social change, with a view to making the community at large a beneficiary of its enterprise. Tata Steel conducted its first socio-economic survey in 1958, on the basis of which a Social Welfare Department was established. Today, a Company with about 40,000 employees provides civic amenities and community services to a population of over 7,00,000. Tata Steel’s wholly owned subsidiary, Jamshedpur Utilities and Services Company Limited (JUSCO), is the only ISO 14001 certified service-provider in the country. Tata Steel has: * Created 524 kilometres of roads Supplied 57.

6 million m cube/ annum of clean water * Provided comprehensive public health services and emergency fire services * Built markets, libraries and centres of education and higher learning * Set up the 225 acre Jubilee Park with a Zoological Society; parks and gardens dot the city A catalyst for growthTata Steel is constantly augmenting town infrastructure to stimulate economic growth. Jamshedpur is a hub of industrial activity in eastern India, with a large number of medium and small industries located within Jamshedpur as well as in very close proximity to it.Tata Steel and network of associate and subsidiary companies provide business opportunities to a large number of ancillary units and self employed entrepreneurs. Urban Engagements REACHING OUT FOR A BRIGHTER TOMORROW The training and technical skills imparted by Tata Steel has created an enormous resource pool of skilled personnel, which these industries tap for further growth.

civ_amn5. jpg (10293 bytes)A world-class Company, Tata Steel constantly encourages the industries around it to draw from its knowledge, know-how and management learnings to facilitate their own advancement.The Company has brought together 17 professional organisations, housed them at a facility provided by it, to create the Society for the Promotion of Professional Excellence (SPPE). In addition, it is a most generous supporter of local chapters of a large number of professional organisations, with interests ranging from Cost Accountancy and Chartered Accountancy, Management, Ceramics, Materials Management, Engineering, Mining and Metallurgy as well as other disciplines. Rural LivelihoodStrong industrial progress augurs well for the urban community, but in a country with 70% of its people dependent on agriculture for their livelihood, progress can truly be achieved if tangible benefits reach the rural community.

Tata Steel, therefore, devised the unique concept of taking its resources and management tools to the grass roots while consciously aligning itself with the poorest of the poor in this country. It works in conjunction with the governments, district administrations and international organisations to create a strong and resilient rural economy.Twenty-five years ago with the creation of the Tata Steel Rural Development Society (TSRDS), it leveraged its abilities for the growth and development of the Nation. The income generation schemes promoted by it has allowed villagers in over 700 villages to enjoy the fruits of their labour, without having to tear themselves away from the land that provides them with their very identity. A mother NGO in rural areas Tata Steel has since its inception authored a vital social role for itself. The Company, as part of its Corporate Social Responsibility, initially undertook social welfare functions through its Rural and Community Services Division.

However, the complexities involved, as well as the fundamental differences between rural and urban drivers for development prompted Tata Steel to separate them into individual units – Community Development and Social Welfare (CD & SW) and Social Services & Family Initiatives (SS&FI) for rural & tribal areas and family initiative. Years of involvement, first directly and then through the Tata Steel Rural Development Society (TSRDS), for the uplift of the rural community has enabled it to give food security, water and empowerment to idle hands, barren lands and empty stomachs.In the process, it has become one of the largest non-governmental agencies to be engaged in rural development in the country. TSRDS has, from the very onset sought to build capacity within the community.

The role that TSRDS has carved for itself is that of a pathfinder. It has provided the impetus for growth to villagers by supplementing their income and giving them direction. Over two and a half decades, it has brought thousands of acres under multi-cropping, created and sustained water resources and implemented scores of projects. The roadmap for development created by TSRDS has been embraced with gusto by the villagers.Once satisfied with food that would feed their families for only half the year, they have journeyed to become self sufficient and confident enough to operate bank accounts, explore urban markets and seek access to development. India’s foremost in Corporate Social Responsibility Established: Tata Steel Rural Development Society (TSRDS) Community Development & Social Welfare Department (CD&SW) Tribal Cultural Society (TCS) Tata Steel Family Initiatives Foundation (TSFIF) Supported and nurtured leadership among self help groups and village advocacy groups Encouraged multi cropping and irrigation across thousands of acres in ver 700 villages Earmarked dedicated resources for social welfare, rural and tribal development and programmes for community empowerment.

Education Art and culture: A patron of education, arts and culture Tata Steel has been actively promoting excellence in education in the schools of the steel city by extending the Tata Business Excellence Model to create an Education Excellence Model. It has instituted the Dr. J. J. Irani Education Excellence Award to encourage all schools to aspire to serve the children better. This includes a cash prize for the school.

The Company donated a building on a 71-acre campus to the Xavier Institute for Tribal Education (XITE) in an endeavour to assist less privileged tribal students improve their quality of life. It also assist the Xavier Labour Relations Institute (XLRI), a premier management institute in Jamshedpur. In the pre-independence days, Tata Steel launched the “Art in Industry” camps inviting the country’s leading artists to come together to create individual works of art in the steel city of Jamshedpur. The initiative continues today as an annual art camp, where the art lovers of the steel city get an opportunity to watch masters at work.The Company’s art collection is, today, among the oldest and virtually charts the history of modern Indian art. The collection has been catalogued and restoration work undertaken, if necessary.

At Jamshedpur, the Company has created the Jamshedpur School of Art for the fine arts and also supports centres of performing arts and culture as an extremely generous sponsor. Support through the Tata Group has facilitated many more such centres across the country including the prestigious National Centre for Performing Arts, Mumbai.Centre For Excellence: Soaring white columns and the apex of pyramids make an architectural statement of the philosophy behind the Centre for Excellence. In a city inspired by the Vision of our Founder and illustrated by landmarks that personify the Tata spirit, the Centre for Excellence adds new dimension to the search for excellence. Centre for Excellence has the distinction of being the first centre in the country to provide a central facility where organisations of varied management disciplines can work together for the romotion of professional Excellence. The centre brings together diverse bodies under a common roof, creating the unique opportunity where promoters of science, technology, humanities, art, literature and culture can teach and unite in the common endeavor to improve the overall productivity of national resources.

The centre is jointly managed by Corporate Communication department of Tata Steel and The Society for Promotion of Professional Excellence (SPPE).The SPPE is a non-profit organisation that has Tata Steel as its founder member and leading Tata companies and professional institutions as its corporate members. Through its corporate and institutional members SPPE facilitates meetings, seminars, workshops and conferences, providing a forum for education, training and growth of Professional Excellence in the spirit of the Centre. The three galleries and the Archives at Centre for Excellence trace the company’s values and commitments from the founder vision to the present day technology of the steel works. Tata Steel Parivar:As a part of its commitment to the Tata Steel Parivar, the first batch of 30 youth, nominated from the displaced families for Tata Steel’s project at Kalinganagar in Jajpur district of Orissa, graduated in Welding Technology As per the R&R policy of Govt of Orissa, the steel company is committed to provide employment opportunity to one nominee of each displaced family in its plant or its associate companies. Further Tata Steel, as a part of its continued support and commitment for the well being rehabilitated families has formulated the concept of Tata Steel Parivar, in which each displaced family is a member.

Amongst others issues, the steel company will constantly pursue for increase in income levels for each member of Tata Steel Parivar. So it is extremely important to upgrade the skills and improve the employability of the displaced families to increase the income levels of each Tata Steel Parivar. In order to do so, a tailor made training programme has been initiated by Tata Steel in collaboration with Nettur Technical Training Foundation (NTTF) titled as Prerana – For a Brighter Future to deliver quality training to the displaced-would-be-employees.The first batch of Prerana training programme commenced on 10th May 2006 at Sukinda Chromite Mine. The first fifteen days were dedicated to the personality development of these boys.

Under the personality development programme the trainees were trained in dedication, public speaking, self-confidence, acting, reading speed, memory enhancement, etiquettes, time management, etc. Subsequent part of the training included Welding Technology. Under the dedicated instructors of NTTF, laborious periods of 75 days were spent by the youths of Kalinganagar on rigorous training on welding.The result is far more than encouraging. All the trainees have scored more than 60 per cent in the tests conducted from time to time.

The tangible result can be seen in their project work wherein the trainees have fabricated two-tier beds for the trainee hostel, which will be used by the future trainees. Upon commissioning of the plant, these trainees will be employed as per the R&R policy. Meanwhile they will be provided opportunities to work in the construction of the plant, which will be taken up by reputed construction companies from the country and abroad.Tata Steel will continuously monitor for the skill development of its Prerana Trainees of Kalinganagar for increase in their income levels and a better quality of New Life.

This reaffirms the commitment of Tata Steel for building a better tomorrow. Sustainable development: Having espoused the philosophy of Sustainable Development, the Company’s operations, including all its outlocations are inextricably interlinked with the progress of the enterprise, the welfare of the people and the health of the environment.As global initiatives in promoting responsible business gather momentum, Tata Steel stands as a beacon of social and environmental commitment, not only in India but across the world as well. Today, Tata Steel is well positioned to take forward its 100-year ethos with renewed vigour, having formally integrated its economic, environmental and social performance reporting. Tata Steel’s commitment to sustainable development and growth is amply reflected in its Vision 2007.