The Tata way. An ethos of caring and sharing

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3 The Tata way An ethos of caring and sharing

4 Conceived and produced by Group Publications Bombay House, Mumbai, India For a copy of this book, please contact: Tata Sons 1700 North Moore Street, Suite 1520 Arlington, VA northamerica@tata.com Copyright 2012 Tata Sons Limited. All rights reserved. Private and confidential, for restricted and authorised circulation only. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, without the prior, written permission of the publisher. All dollar conversion rates in this publication are as of February 2011; all converted values are approximate

5 Contents 7 FOREWORD Ratan Tata, Chairman, Tata Sons LEADERSHIP WITH TRUST About the Tata group THE RAINBOW EFFECT The corporate sustainability vision at Tata Corporate sustainability projects by Tata companies 30 A TRADITION OF TRUST Tata trusts legacy of philanthropy Some significant projects of Tata trusts 52 TEMPLES OF KNOWLEDGE Tata Memorial Centre Tata Medical Center Indian Institute of Science Tata Institute of Social Sciences Tata Institute of Fundamental Research J.R.D. Tata Ecotechnology Centre HOMAGE TO HERITAGE Tata support for the arts and culture BUILDING STRONG BONDS Tata in North America Corporate sustainability projects by Tata companies in North America

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7 Foreword Ratan Tata, Chairman, Tata Sons The philosophy of corporate sustainability (C.S.) as practiced by Tata companies is a legacy of this organization s founders, most prominently Jamsetji Tata. He considered the labor of establishing Tata companies as secondary to his mission of contributing to the industrialization of India and the emancipation of her people. Jamsetji Tata saw disciplines such as medicine and science, and industries such as energy and steel as building blocks in the emergence of a brave and bright new country. His doctrine of social responsibility was the central theme of the Tata way of business. Jamsetji Tata and those who followed in his immediate wake set the C.S. mandate for Tata companies: to look beyond the generation of products and profits to serving the communities in which the companies functioned. Jamsetji Tata s selfless desire to uplift India, to see his country improve and prosper was reflected in the host of endeavors he diligently pursued and, more importantly, in the value systems that have come to define the operations of Tata companies. His sons and, subsequently, J.R.D. Tata embodied the same values in their corporate actions. The multitude of initiatives Tata companies have sowed and fostered from their earliest days in employee relations and ethical governance, on the environment and with community causes flow from this wellspring of voluntary, as opposed to obligatory, commitment. Many have wondered whether this is baggage Tata companies can afford to carry. My view is that our expression of social responsibility cannot be measured in terms of profit or cost. It is our contribution to whichever nation our companies operate in and an expression of goodwill to the communities around us. It cannot be quantified in the language of sales or turnover. I would like to think this is the best part of what the Tata group of companies stands for. I hope we will sustain this tradition in one form or another, changing with the times but continuing to nurture our sense of social responsibility wherever we are and in whichever field we do business. I would hope that no Tata company displays 7

8 I would hope that no Tata company displays social responsibility to enhance its reputation or to score publicity points. This is something that has to happen as a part of the company s obligation as an industrial unit, as in giving back to the people of the community what has been taken from them. 8 social responsibility to enhance its reputation or to score publicity points. This is something that has to happen as a part of the company s obligation as a business unit, as in giving back to the people of the community what has been taken from them. The reasons have to be right, they have to be honest and sincere. There is this little anecdote that illustrates the argument I am trying to make, and it involves Thabo Mbeki, when he had yet to become the president of South Africa. I was in the country then and was struck by how the black population had been exploited for so many years. Private enterprise had pillaged South Africa, taken its natural resources diamonds, gold, coal, you name it and grown prosperous while mistreating, to say the least, the people who lived off the land where all this wealth originated. I told the president that the Tatas would like to bring something into the country, and that we wanted to give a part of our profits to South Africa. Mr. Mbeki said he had not heard that sentiment before; from there on I believe, we were looked at as being different from other companies. We were seen in an unusual light because, I think, we expressed our sense of social responsibility. It didn t relate to how much investment we would make in South Africa, it didn t relate to whether we were a multinational company, it didn't relate to the revenues we promised; it related to a sensitivity that the government recognized. Many companies think they bring only prosperity to the communities in which they operate; few consider what they take out of these communities: the jobs that get misplaced, the land that gets taken up, and the displacement and disruption that monetary compensations can never balance. We have to recognize that we cannot plonk ourselves in a community and operate in our own isolated way. We have to grasp the imperative of putting back into the community from which we gain riches.

9 There is a determinate cost to the C.S. initiatives a company undertakes, and then there s the indeterminate cost. The latter is what honest enterprises sacrifice by refusing to take the crooked route to success. Observers just don t seem to take this into account. We are in the unfortunate situation today of seeing corrupt corporations being feted for their achievements, of hearing applause for accomplishments that have been gained through immoral and unethical business behavior. Social responsibilities come under a holistic canopy. There is no single element of it that is more important than any other. The environment is important and we must be responsive to it. Businesses are under greater pressure than ever to generate profits, but this should never be at the expense of the environment. Companies have to be sensitive to the topic of sustainability, to matters such as pollution and the terrible consequences of carelessness or, worse, callousness. A business cannot prosper for long by contaminating the waters of a community, polluting its air or degrading its soil. Similarly, we have to be concerned about employee relations. Doing the right thing in matters of corporate governance is critical, and enriching the wider community is vital. I have my doubts on whether we can draw a line between, on the one hand, our duties to the communities around us and to our employees, and, on the other, our responsibilities to our shareholders. We have to be fair to all our stakeholders. Being just to every constituent of the community is crucial; it is the cornerstone of the tremendous equity that Tata products and services enjoy, and the basis of the faith and trust reposed by people in the Tata group of companies. The Tata group of companies has, over the past few years, tried to harness the strength of its many components in an effort to do on the community initiatives side what it has on the corporate front. We have more than 90 companies in our stable, each with its own set of attributes, strong in certain areas, weak in others. Put all of them together and it becomes a formidable force. By fusing our strengths we have been able to make a greater impact on community development in various parts of the country. I believe the Tata model of business is a more sustainable one simply because we really do care. If industry is numb to the concerns of civil society, if it considers itself beyond the pale of public good, or even if it needs government diktat and monitoring to do what is right, then I don t see how such an industry can survive for long. Tata companies are different in this respect because we have always done what is required by the letter and the spirit of the laws of the land, and often times much more than what those laws demand. The Tata ethos demands no less. 9

10 Leadership with trust Late cartoonist Mario Miranda s impression of Bombay House, the Tata group s headquarters in Mumbai, India The Tata group is a global conglomerate headquartered in India with operations in more than 80 countries. Its earnings of $ billion came from businesses spanning industries from steel to software. Since its inception in 1868, Tata s approach to business has been defined by its belief that the wealth it generates belongs to the community. Two-thirds of the equity of the group s promoter company, Tata Sons, is vested in philanthropic trusts, which disbursed $110 million in to organisations working in healthcare, education, women s empowerment, livelihoods, and sustainable development. As much as 3 percent of the combined net profits of Tata companies and trusts is spent in fulfilling the group s corporate sustainability responsibilities. In its 140-year history, Tata has earned the love and trust of millions for its adherence to strong values, ethical business practices and social commitment.

11 Tata in numbers FOUNDED 1868 Global leaders Tata companies operate in seven business sectors: Information technology and communications, engineering, materials, services, energy, consumer products and chemicals 3.6 million SHAREHOLDER BASE Tata Steel Among the top 10 steel makers in the world NUMBER OF COMPANIES Over 100 operating companies (31 listed in India) Tata Motors Among the top five commercial vehicle manufacturers and third largest bus manufacturer in the world 425,000 GLOBAL PRESENCE NUMBER OF EMPLOYEES 80 countries Tata Consultancy Services A leading global software company with delivery centers in the U.S., the U.K., Hungary, Brazil, Uruguay, China and India; Among the top 10 IT services companies in the world in terms of revenue. 11 $ billion GROUP REVENUE ( ) Tata Chemicals World s second largest manufacturer of soda ash INTERNATIONAL REVENUE $58.05 billion (58% of group revenues) Tata Communications World s largest wholesale voice carrier Tata Motors and Tata Communications COMPANIES LISTED ON NYSE Tata Global Beverages Second largest in branded tea products in the world

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13 The rainbow effect The panoply of community development endeavors undertaken by Tata companies embracing everything from health and education to art, sport and more has touched, and changed, many lives We have to recognize that we cannot plonk ourselves in a community and operate in our own isolated way. We have to grasp the imperative of putting back into the community from which we gain riches, says Ratan Tata, the Chairman of Tata Sons, describing the Tata philosophy of giving back to people. If there is one attribute common to every Tata enterprise, it has to be the time, effort and resources each of them devotes to the wide spectrum of initiatives that come under the canopy of community development. The money numbers are substantial: by a rough estimate the Tata group as a whole, through its trusts and enterprises, sets aside about 5 percent of its profits after tax on social uplift programs. And as Tata enterprises spread their wings to reach global locations, the social uplift efforts of the group are reaching communities around the world. 13 A MATTER OF PRINCIPLE The Tata culture in this critical segment of the overall corporate sustainability matrix inclusive of working for the

14 >> Tata companies have always built strong ties with the communities in which they operate benefit of the communities in which they operate, of building India s capabilities in science and technology, of supporting art and sport springs from an ingrained sense of giving back to society. This is a matter of principle for us, it is in our bloodstream, says Dr. J.J. Irani, former director, Tata Sons, and it isn t something we like to shout about. Some people consider social responsibility as an additional cost; we don t. We see it as part of an essential cost of business, as much as land, power, raw materials and employees. The Tata tradition in community development has, since the earliest days of the group s history, been defined by its core values. It never was charity for its own sake or, as group founder Jamsetji Tata put it, patchwork philanthropy. Sustainability, says Kishor Chaukar, chairman, Tata Council for Community Initiatives (T.C.C.I.), is of fundamental importance. I don't believe charity makes a substantial impact on society, he explains. All you are doing, then, is satisfying the mendicant mentality. The real contribution comes when communities are enabled in a manner that has a sustained developmental impact. That way you empower people, educate them, give them instruments of income, a feeling of self-respect and dignity, a reason to live. Reinforcing the implicit beliefs the group brings to its mission of sustainable development is an explicit set of structures, embodied most

15 notably by the T.C.C.I. The council has, in collaboration with the United Nations Development Programme (India), crafted the Tata Index for Sustainable Human Development, which measures and improves the community work that Tata enterprises undertake. IN INDIA AND ABROAD No matter how elaborate, systems and processes cannot really capture the magnitude and dispersion of all that Tata enterprises do in the field of community development. From health and education to livelihoods and women-children welfare, from tribal hamlets in Jharkhand (in eastern India) and the rural outback of Gujarat (in the west of the country) to the high ranges of Kerala and disadvantaged villages in Andhra Pradesh (both in the south) the community work undertaken by Tata companies touches a multitude of Indians across the land. Elsewhere, Tata companies are continuing their efforts in the area of corporate sustainability in other, newer ways: in the U.S., Tata and First Book, a non-profit organisation, have joined hands to provide over 100,000 books worth more than $1 million to schoolchildren in different parts of the country. In Africa, Tata companies are working to foster and improve adult literacy, skills development and women s empowerment. In the U.K., the Tata corporate sustainability focus is on the marketplace, the community and the environment. The panoply of the Tata engagement in community development encompasses much more than can be encapsulated in a few pages. As management guru Peter Drucker says: A healthy society requires three vital sectors: a public sector of effective governments; a private sector of effective businesses; and a social sector of effective community organizations. While there is not much it can do about the first sector, the Tata group is contributing all it can to the other two. The stories in the following pages capture some of the Tata experiences in building vibrant communities. 15

16 Education TATA AFRICA HOLDINGS Mastering the dream Graduate students in South Africa who face financial difficulties receive help from Tata Africa Holdings in continuing their studies Tata Africa Holdings (T.A.H.) is helping South African students who have potential but lack financial support by giving them new opportunities for education. In April 2006, as part of its corporate sustainability program in South Africa, T.A.H. instituted a scholarship program for disadvantaged students who have the potential to excel in their chosen disciplines. T.A.H. s decision to involve itself in skill and capability development is certain to have a positive long-term effect in a country with a serious shortage of skilled workers. The scholarship covers

17 the cost of a student s postgraduate degree, accommodation on campus for the duration of the course, books and food. There is also a stipend for the chosen candidates. Funding is provided to students facing financial difficulties and with a proven academic track record through their undergraduate years. In the first year of the scholarship, 10 beneficiary students from the University of Witwatersrand, Johannesburg, were able to pursue postgraduate courses in digital arts, community-based counseling, architecture, advanced industrial psychology, nursing, mining engineering and mathematics. In September 2008, the scope of the Tata scholarships was expanded through the addition in its ambit of the University of Stellenbosch and the University of KwaZulu-Natal. The scholarship program has touched and changed the lives of students who otherwise would have found it extremely difficult to pursue their dreams. There are no strings attached to the scholarship and no requirement of any commitment to join the Tata group. This initiative is helping many dreams to be realized: those of leading a comfortable life in the city, supporting a family and educating siblings, and being able to afford some of the luxuries of life. As T.A.H. s business grows in South Africa, the company is consciously and continuously increasing its investment in corporate sustainability. The scholarship program has seen its corpus increase from R500,000 (about $69,000) to R2 million (about $276,000), benefiting 40 students. 17 TATA CONSULTANCY SERVICES 40 hours to literacy More than 120,000 adults in India have conquered illiteracy with the help of an innovative computer-based literacy program from Tata Consultancy Services Modern India has more than 350 million citizens who are unable to read or write; India cannot dream of a place in the global economic sun while more than 30 percent of her people remain illiterate. It was to help untangle this web of ignorance that Tata Consultancy Services

18 18 >> Conquering illiteracy in hours with the help of computers (TCS) initiated a computer-based literacy program aimed at adults in the age group, which is the most productive portion of any populace. The computer-based functional literacy (C.B.F.L.) program that TCS has crafted employs animated graphics and a voice over to explain how individual letters combine to give structure and meaning to various words. The courseware uses puppets as the motif in the teaching process, with lessons tailored to fit different languages and even dialects. The emphasis is on imbibing words rather than alphabets, and lessons are supplemented by textbooks designed by the National Literacy Mission of India. The project teaches a person to read in a span of 30 to 45 hours spread over 10 to 12 weeks. Because the program is multimedia-driven, it does not need trained teachers. Those coming through the program can acquire a vocabulary of words in their own language or dialect that suffices for everyday requirements, such as reading destination signs on buses, simple documents and even newspapers. And it sets these people on the path to acquiring other literacy skills, including writing and arithmetic ability. The C.B.F.L. program was first launched in the Indian state of Andhra Pradesh in February 2000 and later rolled out to several other Indian states. It has also gone beyond Indian shores to South Africa, where a version in the Northern Sotho language was implemented in Lephalale, Northern Province. Arabic and Spanish versions are on the cards and the Unesco MetaSurvey 2004 on the use of technologies in education includes the C.B.F.L. project in its list. The C.B.F.L. program has already lifted more than 120,000 people in India out of illiteracy and promises to deliver the education elixir to many, many more.

19 Health TATA STEEL In healthy company Tata Steel waking up to the Aids threat paid health dividends for the company and its people as well as Jamshedpur and its surrounding areas When management trainees at Tata Steel conducted a dipstick survey involving 1,000 people in Jamshedpur to judge the efficacy of the company s H.I.V. / Aids programme, they found that 85 percent of them had the necessary information about the dreaded virus and the disease it causes. One youngster said he always carried his own blade to the barber. This is the kind of story that makes agencies and officials involved in the battle against Aids sigh in occasional relief. The Aids programme at Tata Steel is part

20 of an overall health initiative that comes under the canopy of the company s corporate sustainability initiatives. The success in the fight against Aids led to Jamshedpur being chosen to participate in the U.N. Global Compact Cities Pilot Programme along with five other cities from around the world. Tata Steel is also a member of Global Business Coalition on H.I.V. / Aids. This proactive approach on Aids has contributed to the incidence of the disease being capped at 1 percent of the population of Jamshedpur. Given that neither government health services nor the private sector can afford to bear or subsidize the expenses of an Aids sufferer, awareness building and prevention are the best options. 20 TATA MOTORS New beginnings In Jamshedpur, Tata Motors is trying to eradicate leprosy and bring cured patients back into society With the specific mandate of curing and rehabilitating leprosy patients, Tata Motors established the Nav Jagrat Manav Samaj (N.J.M.S.) in 1982, as part of its community services division in Jamshedpur, India. N.J.M.S. set up eight ashrams in different areas of Jamshedpur where patients and their families could stay and get treated; it also built an old age home and a center for those patients who are turned away from regular hospitals due to their deformities. N.J.M.S. has helped children of cured leprosy patients to get admission in regular schools. It has also taken steps to bring cured patients into the mainstream of society by helping them set up a business or find a job. Today most of the residents of the ashrams are earning members of society, with vocations and bank accounts. N.J.M.S. has now joined hands with the Indian government to widen its reach and extend aid to about 240 villages in and around Jamshedpur. More than 8,000 leprosy patients have been treated over the last two decades and the prevalence of the disease has been brought down from 22 in 1,000 to 1 in 1,000.

21 Environment TATA CHEMICALS Sentinel of the sea Tata Chemicals has played a part in making the annual visit of the magnificent whale shark to the waters off the Gujarat coast in western India a less bloody affair For years, any whale shark that was sighted off the coast of Gujarat met with a bloody end, as fishermen killed the creature for the oil in its liver, its meat and its prized fin. More than 1,200 whale sharks used to be killed in this manner every year before the Indian government, in 2001, banned the fishing of this breed and trade in its meat, and made it a protected species under Schedule I of the Wildlife Protection Act of India. The whale shark Rhincodon Typus is the largest fish on earth, growing to over 12 meters or 40 feet long. This solitary, slowswimming, gentle giant, classified as a

22 22 vulnerable species, is no killer. In fact, it is mostly vegetarian, surviving on phytoplankton, macro-algae, small squid and tiny aquatic creatures. The fish visits the coast of Gujarat from September to May each year, traversing thousands of miles along the coasts of Australia and South East Asia, only to encounter death at the hands of ruthless hunters. It took an innovative campaign from Tata Chemicals and the efforts of a dedicated group of people from the company and organizations such as the Wildlife Trust of India, the International Fund for Animal Welfare and the Gujarat Forest Department to save the whale shark. The company also supported the whale shark conservation program through funding, logistical support and active volunteering. The Save the Whale Shark campaign, kicked off in September 2003, was conceptualized to end the whale shark trade in Gujarat and ensure the long-term survival of the species. It involved all the stakeholders in the whale shark s universe, including hunters, boatmen, coastal communities, the forest department, the coastguard, schoolchildren and conservation NGOs. The collective effort was so successful that it elicited positive sentiments towards this gentle creature in the minds of the people of the state, encouraging them to take pride in its protection and preservation. To make this happen, a 40-foot-long inflatable model of the whale shark, perched on a camel cart, was paraded through coastal towns and villages. Greeted with a tilak (a vermilion dot) and garlands, it made an impressive backdrop as a troupe of actors enacted a street play inspired by a sermon delivered by popular preacher Morari Bapu. In this sermon, Mr. Bapu, who came onboard as an ambassador for the cause, likened the whale shark to a married daughter who returns to her parents house to deliver her child, as per Indian tradition. He also spoke about the Indian tradition of honoring guests. The whale shark was adopted as a mascot by the towns of Porbandar, Diu, Dwarka, Okha, Ahmedabad and Verawal-Patan. Additionally, the Gujarat government designated the day of the new moon of the first month in the Hindu calendar as Whale Shark day. The day marks the official celebration of the arrival of the shark into Indian waters. The efforts have truly paid off. Thanks to the campaign, more than 125 whale sharks caught in the nets have been released by fishermen. Tata Chemicals and the other organizations that are working together in this laudable endeavor have much to be proud of. Their collaborative efforts have converted hunters to protectors and changed the fate of the whale shark.

23 Tata Steel reduces environmental impact of road haulage operations The company has tied up with Norbert Dentressangle to reduce its environmental impact on multiple fronts Over 1,000 loads of Tata Steel products are delivered by road each day in the UK and Ireland. Previously, each local business unit managed its own haulage needs. Lack of coordination led to trucks travelling empty on return journeys, resulting in huge losses and minimal control over load movements. The system delivered minimal transport efficiencies in terms of both cost and carbon. It was critical for the company to find an alternative to this wasteful option. The merits of working as one company to resolve logistics issues were brought home to Tata Steel in the UK and Ireland when the company began working with transport and logistics company TDG in Tying up with TDG since acquired by Norbert Dentressangle for steel distribution services across the UK until 2013 enabled Tata Steel to manage its transport and haulage needs as a whole, thereby saving money and improving transport efficiencies. The alliance proved fruitful, helping the company reduce the incidence of empty miles and resulting in safety and service improvements, says Edna Swann, manager, >> Tata Steel delivers over 1,000 loads of products every day in the UK and Ireland 23

24 24 Distribution and UK Shipping Long Products Transport and Shipping at Tata Steel. The company realized that there were huge financial and environmental benefits that would accrue from leveraging the transport on a larger scale. As part of the joint project, Tata Steel worked with Concept Trailers, a leading manufacturer based in Ireland, to develop a new multipurpose trailer capable of safely transporting different product types, from pipes to sections to coils. The two companies studied the road routes across Tata Steel operations upon which these trailers could be deployed most effectively. An 18-month trial run, using three multipurpose trailers, yielded a total mileage of 233,000 miles. Of this, only 12,100 miles (5.2 percent) was empty mileage a saving of 41,000 miles against the current industry average. The company now plans to introduce a fleet of the new trailers so as to eliminate 1,000,000 wasted miles each year on steel distribution, saving around 500,000 litres of diesel and reducing CO2 emissions by 1,325 tonnes. With 33,000 employees, 8,300 vehicles and 6.5 million square metres of warehousing space, Norbert Dentressangle, has the expertise required to handle transport, logistic and freight forwarding responsibilities, and the scale required to pull off an operation of this kind. Paul Hayes, director, 4PL Transport, Norbert Dentressangle, says, We work according to the compliance standards of the haulier that we work with, then raise the standards to best practice. In addition, we have a very complex IT system, which we have customised in order to deliver solutions to Tata Steel. Also, we operate on 4PL, a platform that manages the entire logistics operations. We manage all the assets, including people, expertise and technology. Norbert Dentressangle manages the interface between truck companies (numbering about 120 hauliers) and Tata Steel. The entire operation is managed on the 4PL platform. The various mills around the country put their orders on the platform. This information is then sent to the hauliers, who confirm that they can carry the loads. When the hauliers pick up the shipment from the sites, the system is intimated. Norbert Dentressangle takes care of bookings, managing timely delivery, execution, paying the haulier, invoicing Tata Steel and looking after health and safety aspects. It also brings in more resources when there is a peak in the demand; the company is now working towards being able to track loads in real time. For its part, Tata Steel has shown, by working in partnership, that it is determined to achieve its targets of safety, service and savings.

25 Rural development TATA STEEL Social focus Rural and community development activities are a daily part of life at Tata Steel The greatest strength of Tata Steel s corporate sustainability (C.S.) activity is that it is looked upon as a business process, not post-profit philanthropy. There is even an annual business plan, thereby encouraging the entire company to think in terms of sustainability. Tata Steel s C.S. teams work for the welfare of socially and economically disadvantaged communities living in and around its areas of operation, including the mines and collieries serving the plant. Over the years, their initiatives have encompassed the provision of healthcare services, drinking water, rain water harvesting, tribal development, relief and rehabilitation

26 26 endeavors, income and employment generation, women s health and education, awareness programs on the ill-effects of drugs and alcohol, and patronage to sports and cultural activities. Tata Steel s C.S. program is managed by four organizations: the Tata Steel Rural Development Society (T.S.R.D.S.), the Tribal Cultural Society (T.C.S.), the Tata Steel Family Initiatives Foundation (T.S.F.I.F.) and Urban Services. T.S.R.D.S., established in 1979, focuses on sustainable livelihood, health and hygiene, empowerment and environment. The organization looks at the livelihood concerns of the community through watershed management, land and water management and enterprise promotion. Starting with 32 villages, it now covers over 800 villages in the states of Jharkhand and Odisha (in eastern India) and Chhattisgarh (in central India). TCS has done outstanding work for the tribals of Jamshedpur and the surrounding areas in Jharkhand. The society focuses on education, improvement of livelihood opportunities and the preservation of the ethnic identity of the tribal community. T.S.F.I.F. provides maternal, child health and family planning services in addition to adolescent reproductive and sexual health services, and H.I.V. /Aids services. Urban Services caters to the needs of the urban slum population and differently-abled persons in the areas of education and employability. The greatest achievement of these organizations has been their ability to empower people, give them a glimpse of latent capabilities, and support their efforts to build a better future.

27 Community TATA RELIEF COMMITTEE A happy homecoming The Tata Relief Committee s expertise in relief and rehabilitation made a strong impact in Tamil Nadu after the Indian Ocean tsunami April 28, 2007, marked a watershed in the lives of the people of Nagapattinam, Tamil Nadu in south India, who had survived the killer tsunami of December 2004 that had washed away their homes and loved ones. It was the day that 828 families were handed the keys to their brand new homes in the newly constructed township christened Tata Colony. The colony, constructed at a cost of `220 million ($4.9 million), on land provided by the Government of Tamil Nadu, is a complete township and includes all essential infrastructure.

28 28 The event marked the fulfillment of the commitment made by the Tata Tsunami Relief and Rehabilitation Project - Tamil Nadu, a special vehicle set up under the Tata Relief Committee (T.R.C.). T.R.C. is a Tata group initiative that has over 20 years of experience in disaster management, conducting relief operations and channelizing resources. When the Indian Ocean tsunami lashed the east coast of India, it took the Tata group less than 24 hours to put together a multi-colored quilt of essential services in the biggest operation of its kind in Asia from identification of the worst affected areas to distribution of standardized family kits containing 20 items such as utensils, personal clothing, mattresses, bed sheets and blankets, to transporting 60 school kids stranded at a Port Blair home to Kolkata. Tata Motors organized the transportation of relief materials, the Taj group got busy with catering arrangements at the base camp, Tata Consultancy Services took charge of community training programs during the rehabilitation phase, Tata Projects set up desalination plants and Tata B.P. Solar laid out solar-powered street lighting systems, while the construction of the houses was taken up through Shapoorji Pallonji and Co. The group s contribution was augmented by its over 235,000 employees, who each donated a day s salary. In all, T.R.C. s relief, reconstruction and rehabilitation enabled it to make a strong impact in several areas of the state. JAGUAR LAND ROVER JLR fosters non-traditional learning Jaguar Land Rover has joined hands with five education authorities to nurture an interest in the spheres of engineering, manufacturing and automotive technology Jaguar Land Rover (JLR) is committed to making a difference in the community. We have a vision to create and maintain excellent community relations with local and regional communities, affirms Mike Wright, executive director of JLR. The company invests in education and knowledge. In 2000, JLR invested in five Education Business Partnership centers to provide learning facilities for

29 schoolchildren, as part of its Education Business Partnership with the Birmingham, Coventry, Warwickshire, Solihull and Liverpool Education Authorities. To this end, JLR makes an annual contribution of around 350,000. The aim is to enable schoolchildren to learn more about engineering, manufacturing and automotive businesses through activities linked to the national curriculum. Employees also volunteer within schools to help students with reading, mathematics, business and engineering. Each center also offers additional resources, based on its area of expertise. The centers at Coventry and Gaydon are inclined towards engineering. Castle Bromwich, Solihull and Halewood are inclined towards production and robotics. JLR s education program is very dynamic with feedback from students and schools being used to reorganize the modules. In 2011, 20,000 youngsters and nearly 2,000 teachers visited the five centers. Around 85 percent of the visitors are from local communities. JLR s Sons and Daughters program allows employees to bring their children to work for a day. The children go to one of the centers, go through a program of learning and then join their parent in their workplace for the rest of the day. Other activities include summer schools for employees children. Some centers try to offer family programs in which parents and children learn things together. JLR also offers 14- to 16- year-olds an opportunity to learn about careers >> Youngsters get a hands-on introduction to the world of engineering in engineering, manufacturing and businessrelated subjects. An independent organization, Business in the Community, conducts an audit program called the Corporate Responsibility Index, which awards a CommunityMark to businesses that measure up to a certain standard in their community initiatives. The CommunityMark is widely recognized as the national standard of excellence for community investment. JLR is the first car manufacturer in the UK to receive this commendation. More than a decade after embarking on this initiative, JLR knows that its efforts have helped thousands of children to rewrite their futures. 29

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31 A tradition of trust An enduring legacy of altruism and commitment to the community, the Tata trusts are the wellspring of an extraordinary saga of philanthropy that has enriched India and its citizens in myriad ways You may wonder why the Tatas among India s biggest and most illustrious business families for well over a century never show up on any of those ritual listings of the world s richest people. The reason is as simple as it is remarkable. Over generations, the Tatas have sustained a tradition of bequeathing much of their personal wealth to the many trusts they have created for the greater good of India and its people. That is how the Tata trusts have come to control 66 percent of the shares of Tata Sons, the holding company of the group. The wealth that accrues from this asset supports an assortment of causes, institutions and individuals in a wide variety of spheres. The trusteeship principle governing the way the group functions casts the Tatas in a rather unique light: capitalistic by definition but socialistic by character. India has an old tradition of philanthropy, passed on down the ages by kings, noblemen and rich merchants. Jamsetji Tata, the Founder of the Tata group, gave new meaning to this term. In his words: There is one kind of charity common enough among us It is that patchwork philanthropy which clothes the ragged, feeds the poor, and heals the sick. I am far from 31

32 32 >> Jamsetji Tata: Philanthropist, pioneer and business visionary decrying the noble spirit which seeks to help a poor or suffering fellow being. [However] what advances a nation or a community is not so much to prop up its weakest and most helpless members, but to lift up the best and the most gifted, so as to make them of the greatest service to the country. This was the sentiment that led Jamsetji Tata to establish the J.N. Tata Endowment Scheme for higher education in The scheme helped bright Indian students of moderate means become administrators, scientists, doctors, lawyers and engineers, funding their education through loans and grants. The maiden grant was to Dr. Freney Cama, who became one of the first women gynecologists in India and who would come to have a maternity hospital in Mumbai named after her. Of the 37 beneficiaries in the first batch, as many as 15 joined the Indian Civil Service (I.C.S.), the colonial version of the Indian Administrative Service, realizing Jamsetji Tata s objective that Indians should learn how to govern themselves. By 1924, over a third of Indian I.C.S. officers were Tata scholars. Illustrious J.N. Tata Endowment scholars include former Indian president K.R. Narayanan, renowned scientists Raja Ramanna, Jayant Narlikar and Raghunath Mashelkar, and award-winning writer and actor Girish Karnad. Philanthropy as a means of promoting higher education and research was a novel concept, even in the United States, at the end of the 19 th century. Andrew Carnegie s path-breaking endowment of $1 million to set up a technical school in Pittsburgh, now the Carnegie Mellon University, was made in But Jamsetji Tata preceded him. Two years earlier, in September 1898, he pledged half his personal wealth, an amount of `3 million, to make his dream of a university or institute of research a reality.

33 >> The vision of the trusts is that projects must be aimed towards the sustainability of the community That the Indian Institute of Science (I.I.Sc.) in Bangalore [now Bengaluru] would take another 13 years to be born, aided by a generous donation of 300 acres of land from the Maharajah of Mysore, is quite another matter. Jamsetji Tata died in 1904, unaware that his vision for science in India would indeed be fulfilled. Over the next 50 years it became a prime source of India s technological prowess. When various national laboratories were established in the late 1940s and 1950s, I.I.Sc. alumni provided the intellectual manpower. Jamsetji Tata s idea of philanthropy was to be given true expression by his sons, Sir Dorab Tata and Sir Ratan Tata, both of whom donated a major chunk of their personal wealth for the public good. Sir Dorab was the quintessential entrepreneur, working tirelessly to make his father s visionary ideas a reality roaming the jungles of what is now Jharkhand in eastern India in a bullock cart to set up Tata Steel and pioneering the generation of hydroelectric power in the wilds of the Western Ghats while Sir Ratan was a connoisseur of the arts and a passionate votary of social development. Sir Ratan gave a grant to support Mahatma Gandhi s work in South Africa and another for Gopal Krishna Gokhale s nationalist activities in India. He also funded archaeological excavations and donated resources that enabled the London School of Economics (L.S.E.) to research the causes 33

34 34 of poverty and how to alleviate it. This led to the establishment in 1912 of L.S.E. s Sir Ratan Tata Department, subsequently called the Department of Social Sciences (the department s first lecturer was a bright young man named Clement Attlee, later to become the British prime minister when India gained its independence). Sir Ratan died in 1918 at the relatively young age of 47. Apart from donating his unparalleled art collection, especially of Chinese jade, to the Prince of Wales Museum now called the Chhatrapati Shivaji Maharaj Vastu Sangrahalaya in Mumbai, he left directives in his will for his personal wealth to be used for basic and advanced (postgraduate) education, primary and preventive health, rural livelihood and communities, art and culture and public initiatives, for all Indians at a time when almost all trusts were communal in nature. The Sir Ratan Tata Trust was set up that same year. A few months before his death in 1932, Sir Dorab bequeathed most of his personal wealth, then estimated at `10 million and comprising substantial shareholdings in Tata Sons, Indian Hotels and allied companies, his landed property and his wife s jewelry including the famous Jubilee diamond, twice the size of the Kohinoor and even his pearl-studded tie pins and cuff links, to the newly registered Sir Dorabji Tata Trust. The Sir Dorabji Tata Trust and the Allied Trusts, the largest philanthropic entity in India, provides funding support to a smorgasbord of individual and institutional causes, but the largest chunk of its considerable monetary backing goes to non-government organizations (NGOs) working in the fields of natural resource management and rural livelihoods; health; education; civil society, governance and human rights; urban poverty and livelihoods; and media, arts and culture. It is crucial to remember that the Tata trusts are not implementers, and never can be. That makes the case for finding good and effective partners vital, which, in turn, means backing the right NGOs. It s a tricky task given the proliferation of these organizations in recent times and the changes that have washed over the sector. A.N. Singh, the managing trustee of the Sir Dorabji Tata Trust and the Allied Trusts, emphasizes the importance of the trust backing its NGO partners all the way. Anybody who is anybody in the NGO sector has some association with the trust, he says. It is through

35 these partners that our money goes far and wide, that it gets extended into the rural countryside and benefits a larger number of people. We want the NGOs we work with to get empowered, to stand on their feet and become strong enough. By empowering them we are actually helping the communities they are involved with, as well as ourselves. The Sir Dorabji Tata Trust, the Sir Ratan Tata Trust and their allied institutions are at the heart of the enduring Tata commitment to community development, but there are several other Tata trusts too. And how do the trusts operate? Over 75 percent of the Tata trusts funds come from dividends on the shares it owns in Tata Sons, the group s promoter company. The remaining comes from their own statutory investments. The Tata trusts come together on occasion to support large projects with different components. They have stringent appraisal, assessment, accounting and auditing requirements for the NGOs they fund. Projects must be aimed towards sustainability for the community, and money is always released in a phased manner that meets the requirements of recipients. >> Tata trusts fund a variety of projects that aim at improving the quality of life

36 36 To die rich is to die disgraced, said Andrew Carnegie, the American business legend who transformed himself from robber baron to philanthropic epitome. For Mr Carnegie, the surplus wealth of the few will become, in the best sense, the property of the many. The stories that follow are a window to the breadth and depth of the philanthropic endeavors of the Tata trusts, their quiet contribution to the cause of India s poor and needy, and a ringing affirmation of the values of the group s founders. >> Providing access to health care is a primary thematic area of funding for the Tata trusts Charity spread > There are two principal trusts operating under the Tata umbrella: the Sir Dorabji Tata Trust (S.D.T.T.) and the Allied Trusts, and the Sir Ratan Tata Trust (S.R.T.T.) and the Navajbai Ratan Tata Trust. > Over 75 percent of the funds of the many Tata trusts accrue from dividends on the shares they own in Tata Sons, the Tata group s promoter holding company. The remaining comes from statutory investments. > The J.N. Tata Endowment was the first of the Tata trusts. It was established by group Founder Jamsetji Tata in 1892 to provide scholarship loans to individuals for the pursuit of higher studies abroad. Over 120 students are selected every year from across India as J.N. Tata scholars. > S.D.T.T. was established in 1932 by Sir Dorab Tata, the elder son of Jamsetji Tata. It is the largest, and one of the oldest, philanthropic organizations in India. > S.D.T.T. and the Allied Trusts disbursed `3, million (about $69.52 million) in , an increase of 13 percent over its disbursement in (`2, million). The grants for were spread across three broad spheres: to NGOs (37

37 percent of total disbursements), institutions (56 percent) and individuals (7 percent). > There are six thematic spheres in which S.D.T.T. and the Allied Trusts extend support to NGOs: natural resource management and rural livelihoods (42 percent of disbursals); health (16 percent); education (20 percent); civil society, governance and human rights (10 percent); urban poverty and livelihoods (5 percent); and media, arts and culture (5 percent). > S.D.T.T. is best known for promoting six pioneering institutions of national importance: the Tata Institute of Social Sciences (set up in 1936), the Tata Memorial Centre for Cancer Research and Treatment (1941), the Tata Institute of Fundamental Research (1945) and the National Centre for the Performing Arts (1966) all in Mumbai. The National Institute of Advanced Studies (1988), and the Sir Dorabji Tata Centre for Research in Tropical Diseases (1999) are both in Bengaluru. > The Sir Ratan Tata Trust was established in 1919 following the death of Sir Ratan Tata, the younger son of Jamsetji Tata; it operates in accordance with his will. > S.R.T.T. and the Navajbai Ratan Tata Trust disbursed `1, million (about $38.34 million) in ; the amount disbursed in was `1, million ($38.52 million). > There are five thematic spheres in which the S.R.T.T. and the Navajbai Ratan Tata Trust extend support: rural livelihoods and communities (75 percent of disbursals); education (13 percent); civil society and governance (4 percent); health (7 percent); and arts and culture (1 percent). > The Allied Trusts are smaller trusts; while some have a specific mandate, the rest are broadbased in their approach to grant-making. > The Lady Tata Memorial Trust, established by Sir Dorab Tata in 1932 in memory of his wife, Lady Meherbai, who died of leukemia in 1930, spends a large part of its income on leukemia research. > The Lady Meherbai Tata Education Trust, set up in 1932, grants scholarships to young Indian women graduates to pursue higher studies abroad in social work and public health. > The Tata Social Welfare Trust, R.D. Tata Trust, Tata Education Trust, J.R.D. Tata Trust, and the J.R.D. Tata and Thelma Tata Trust focus on women and children. The Jamsetji Tata Trust concentrates on developmental issues. 37

38 Natural resource management and rural livelihoods Grameen Sahara, Assam Grameen Sahara, a partner organization of the trusts, is located in Chaygaon in the rural Kamrup district of Assam, in eastern India. Engaged in micro-finance activities, the nongovernment organization has taken support from the Trust for two of its projects. The first project provides integrated support to the Eri silk spinners in the district improved spinning machines have been installed in the homes of 200 women members and support has been extended for organized marketing of the yarn and fabric woven from the yarn. In the second project, a dong (water body) over five kilometers in length, was constructed, which diverts water from a small river. The dong has helped over 1,200 farmers in four villages to stabilize production of the paddy crop. Its utility was proved last year when even during a drought, and with no other water sources, the villagers had access to water. Supported by the Sir Dorabji Tata Trust

39 People s Science Institute, Uttarakhand 39 People s Science Institute (P.S.I.), a partner organization of the Sir Dorabji Tata Trust, in Uttarakhand, a state in northern India, has been engaged in extending cultivation of a range of crops using the basic principles of System of Rice Intensification. Their efforts have already shown significant benefits to paddy growers. They have also demonstrated that these principles lead to a significant improvement in the yield of other crop such as kidney beans, finger millets and wheat. P.S.I. now leads a movement to extend the new method of cultivation across Uttarakhand. Supported by the Sir Dorabji Tata Trust

40 40 Himmotthan, Uttarakhand In Uttarakhand, a state in north India, subsistence agriculture and animal husbandry are the livelihoods for over 70 percent of the state s workforce. However, cattle within the state are usually small and underfed due to an acute shortage of fodder and feed. In desperation, rural folk have resorted to lopping broad-leafed trees, leading to forest degradation. Himmotthan of Dehradun, Sir Ratan Tata Trust s nodal agency for the Himmotthan Pariyojana, started a fodder initiative to improve management of degraded common lands and introduce better grasses, shrubs and tree crops, better fodder preservation techniques and better feeding practices. The Integrated Fodder Livestock Development Program, which commenced operations in March 2008, promotes rural livelihoods and enhances incomes through an environmentally sustainable, integrated livestock management program. More than 44,000 people across 8,000 households from 80 villages in 15 project areas, spread over seven hill districts of Uttarakhand have benefitted through the program. Supported by the Sir Ratan Tata Trust

41 Urban poverty and livelihoods Change Management Unit, West Bengal The Innovative Challenge Fund (I.C.F.) was created and launched in 2005 by Kolkata Urban Services for the Poor, a multi-sector urban reforms program under the Municipal Affairs Department of the Government of West Bengal, a state in eastern India. In July 2009 I.C.F. entered into a partnership with Jamsetji Tata Trust, the objective of which was to make the process of assessment and selection of NGO partners more rigorous. In addition, the Trust guided the team in designing and conducting a sample study in early 2010 with the objective of understanding I.C.F. projects and processes from the perspective of systemic integration and sustainability within urban local bodies. Supported by the Sir Dorabji Tata Trust

42 Aajeevika Bureau, Rajasthan 42 Aajeevika Bureau plays the role of a technical support agency to handhold organizations and ensures the uniformity of services offered to migrants across states. Registration and issue of I.D. cards, information and counseling at source and destination centers, legal awareness, promotion of labor collectives, formation of support groups, skill training and plac ement of youth and working with families of migrant workers in India are the set of services that is being offered through migrant support centers. Supported by the Sir Dorabji Tata Trust

43 Central India Initiative, Jharkhand The Central India Initiative is a concerted effort of the trusts to find a comprehensive response to the issues of tribal development in the central Indian tribal belt. Over two-thirds of the poor households in India reside in the central Indian plateau across 110 tribal dominated districts spread across Rajasthan, Gujarat, Maharashtra, Madhya Pradesh, Chhattisgarh, Odisha, Jharkhand and West Bengal. Despite the rich vegetation and good rainfall, the inhabitants of these districts live in conditions of poverty and often face acute food insecurity. A flagship initiative of the trusts, the Central India Initiative works with more than 27 field partners spread across these 110 districts, covering approximately 450,000 tribal households. These projects have positively impacted their quality of life in terms of increased food sufficiency, enhanced incomes and increased access to mainstream resources. To take forward the initiative in a focused manner, the trusts, along with other stakeholders, promoted Collectives for Integrated Livelihood Initiatives (CInI), Jamshedpur, in Besides providing technical support to partners, CInI incubates ideas, builds knowledge and scales up programs in thematic areas of agricultural productive stabilization, forest-based livelihoods and water resource development, microfinance and livelihoods, and strengthening community-based organizations. It is the trusts nodal agency for the Central India Initiative. Supported by the Sir Ratan Tata Trust 43

44 Education Azad India Foundation, Bihar Madarsas (schools following a traditional method of education) serve as centers of education for a large number of mostly rural poor Muslim children in the densely populated backward district of Kishanganj in Bihar in eastern India. Azad India Foundation focuses on the development of marginalized women, adolescents and children in Kishanganj. The project supported by the Trust is working in 20 villages of Pothia block with an integrated approach to education. The project includes introduction of mainstream education in madarsas, where about 3,000 children are provided formal education, and mainstreaming of older children through National Open School s basic education program. Functional literacy and vocational training for girls above 14 years and young women is also imparted. Small libraries in 20 villages are also an essential part of the project as they help in providing information and entertainment to children, and sustaining their interest in education. Supported by Sir Dorabji Tata Trust

45 Mahita, Andhra Pradesh Mahita is an organization working for educational opportunities for the urban poor in Hyderabad in the state of Andhra Pradesh in southern India. It has four child resource centers for slum children, mostly girls from the Muslim community, that provide remedial classes in science and language for improving learning. These centers serve as study spaces for 1,995 children and hubs for material production. The centers work in two shifts and cover students from government schools as well as school dropouts. A batch of school dropout girls has been successfully motivated to appear for examinations. As most children lack education support at homes, there are structured sessions for school-going children that serve as activity and enrichment centers and also provide remedial education. Mahita has collaborated with Sarva Shiksha Abhiyan (an all-india government program for promoting elementary education) in the development of a curriculum in Urdu that has been circulated across 25 government schools. Supported by the Sir Dorabji Tata Trust 45

46 Vikramshila, West Bengal N abadisha is a project of the Vikramshila Education Resource Society, Kolkata, in collaboration with the city police, to address the challenges of ensuring quality education for urban poor children. These include children of parents working in the unorganized sector as well as children of sex workers. The 20 learning centers offer child-centered education and cultural activities to over 2,000 children between the ages of 3 and 16 years. The medium of instruction is multilingual as the children come from Bengali, Hindi and Urdu speaking families. The teachers of NabaDisha hold diploma certificates for early childhood education based on the Montessori method. The education and growth opportunities provided by the project have helped the children gain confidence. Supported by the Sir Dorabji Tata Trust 46 Quality Education Support Trust, Maharashtra Quality Education Support Trust (Quest), an organization based in Thane, near Mumbai in Maharashtra is involved in building a replicable model to enhance quality of elementary education in rural and tribal areas. The project received a grant from Sir Ratan Tata Trust to expand and establish its model, the key components of which are expansion of balbhavans (a type of an elementary school), strengthening early childhood education in anganwadis (another type of an elementary school) and development of material, resource centre, innovation and outreach. The objectives include setting up balbhavans for primary school-going children; providing access to preschool and primary school education in Nihale village; encouraging organizations to adopt the balbhavan model based on resource support received from Quest; developing books for beginner readers; setting up doorstep libraries; and setting up an education resource center that would serve as training cum library space. Supported by the Sir Ratan Tata Trust

47 Health Operation Smile and Smile Train, Uttar Pradesh, Assam, Jharkhand and Sikkim Operation Smile and Smile Train are organizations that arrange for surgeries related to cleft lip and cleft palate. They operate in the states of Uttar Pradesh (in north India), Assam, Jharkhand and Sikkim (in east India). During the year, over 2,700 children suffering from this condition benefited from support provided by the trusts. Supported by the Sir Dorabji Tata Trust

48 Swami Vivekananda Integrated Rural Health Centre, Karnataka Swami Vivekananda Integrated Rural Health Centre (S.V.I.R.H.C.) works in Pavagada in Tumkur district in Karnataka in southern India on prevention and treatment of tuberculosis in communities through innovative methods. It conducts research and provides services on childhood blindness along with Narayana Hrudayalaya and the Sri Sharada Devi Hospital and Research Centre in Bengaluru in south India. It also provides services for treatment of leprosy including specialized reconstructive surgeries. The organization manages primary health centers of the Government of Karnataka in Tumkur. Supported by the Sir Dorabji Tata Trust 48 Association for Health Welfare in the Nilgiris, Tamil Nadu The Association for Health Welfare in the Nilgiris (Ashwini) project in Gudalur, Tamil Nadu, a state in south India, aims to improve health status of the Adivasi tribals by establishing a governance system in which they will be able to set their own agenda for their health institution, fix priorities and decide the direction of the intervention. Ashwini s vision is that Adivasis own and manage their own health. The salient features of the project include local village-level planning, implementation and monitoring through area centre teams; enhanced role for health volunteers; upgradation of Gudalur Adivasi Hospital; and a wider range of healthcare services such as maternal and child health services, health education, control of infectious diseases such as T.B., H.I.V. / Aids, community mental health program, curative care in area centers and mobile clinics. Supported by the Sir Ratan Tata Trust

49 Civil society, governance and human rights Empowering Rural Women Program, Uttar Pradesh The Empowering Rural Women Program in Uttar Pradesh, a state in north India, with the support of People s Action for National Integration, has achieved several new frontiers in Sixteen grassroots organizations are implementing the program at present. The program reaches out to 253 gram panchayats (village authorities) in eastern Uttar Pradesh.

50 It collectivized more than 32,000 women in this area in the form of NariSangh (a type of women s group). More than 24,000 members of NariSangh have received job cards under the Mahatma Gandhi National Rural Employment Guarantee Act for the first time. Eighty-two public distribution shops were regularized through the intervention of NariSangh. Supported by the Sir Dorabji Tata Trust 50 Centre For Advocacy and Research, Rajasthan Agroup of five non-government organizations in Rajasthan, in western India, work with Centre For Advocacy and Research (C.F.A.R.), a Delhi-based organization, to prevent sex selection in 12 districts of Rajasthan. Sex selective abortion of female foetuses has been identified as the most important direct cause for the increasing imbalance in the child sex ratio in India. According to the 2001 Census, 49 districts of north India have less than 850 girls per 1,000 boys. The Pre-Conception and Pre-Natal Diagnostics Techniques (P.C.P.N.D.T.) Act prohibits identification of sex of a foetus in India. C.F.A.R. and its partners are monitoring 457 ultrasound centers, many of which are blatantly violating the P.C.P.N.D.T. Act. The program is proactively reaching out to potential partners in the north Indian states of Delhi, Punjab and Haryana to address the critical issue of sex selection. Supported by the Sir Dorabji Tata Trust

51 Media, art and culture Kattaikkuttu Gurukulum, Tamil Nadu Kattaikkuttu is known for its all-night theatrical performances that depict scenes from the Mahabharata adapted to the local situation. The grant from Sir Dorabji Tata Trust is supporting high quality artistic training and education to the first batch of over 40 boys and girls from socially disadvantaged rural backgrounds at Kattaikkuttu Gurukulum, near Kanchipuram, in Tamil Nadu, a state in south India. Supported by the Sir Dorabji Tata Trust 51 Saptak Archives, Gujarat The Saptak Archives in Ahmedabad, Gujarat, in western India, has a collection of over 900 artists and 4,000 hours of digitized music. It aims to preserve and disseminate Indian classical and traditional music, and has digitized some of the greatest exponents of Indian classical music. Supported by the Sir Dorabji Tata Trust

52 Indian Institute of Science Tata Medical Center Tata Institute of Social Sciences Tata Memorial Centre J.R.D. Tata Ecotechnology Centre Tata Institute of Fundamental Research Temples of knowledge A crucial component of the Tata idea of nation building was the creation of great centers of learning and research, knowledge and intellectual capital. The Tata Memorial Centre, Tata Medical Center, Indian Institute of Science, Tata Institute of Social Sciences, Tata Institute of Fundamental Research and J.R.D. Tata Ecotechnology Centre are a few examples of the steadfast Tata commitment to the seeding of scholarship and wisdom in India.

53 Tata Memorial Centre: More than a hospital About million people the world over suffer from cancer. More than 50 percent of them are from developing countries and India alone accounts for 2.5 million cancer patients. Helping Indians combat the dreaded disease is the Mumbai-based Tata Memorial Centre (T.M.C.), India s leading cancer care facility. The hospital was established in 1941 with the support of former Tata Sons Chairman J.R.D. Tata. Though administrative control has been in the hands of the Department of Atomic Energy, Government of India since 1962, T.M.C. is still supported by Sir Dorabji Tata Trust. Today, T.M.C. treats about one-third of the cancer patients in the country. We get about 50,000 new patients every year, and about 350,000 individuals for follow ups, says T.M.C. director Dr. Rajendra Badwe. There are several aspects of T.M.C. that make it stand out as a national resource one, about 60 percent of patients seeking primary care are treated free of charge, subsidized by paying patients and the government; second, more than half of India s human resources for cancer treatment undergo some form of training at T.M.C.; and third, it has always focused on innovating and evolving new methodologies for cancer treatment. The motto of this institute is to look at novelty in a cost-effective way, says Dr. Badwe. As a

54 54 result, T.M.C. has several laudable achievements that it is understandably proud of. For instance, in the West, breast cancer treatments include a very popular methodology called sentinal node biopsy that requires injecting radioisotopes in a procedure that costs around `3,000-5,000 ($65-110). But T.M.C. has found an alternative methodology based on existing technology that gives better results. One of T.M.C. s notable breast cancer treatments is an injection given four days prior to surgery that is available across the counter and costs just `90 ($2). A 1,000-patient five-year study has shown that the treatment results in a stupendous 10 percent reduction in death rates. In the western world, research is mostly industry driven, there is hardly any investigator-generated research happening; this is where we excel, explains Dr. Badwe. Another example is the innovative prosthetic to replace bones that T.M.C. has developed in conjunction with Indian Institute of Technology- Bombay s metallurgical department. This process costs only `30,000 or $660 (as compared to `450,000 or $990 overseas) and has made it possible for patients to avoid limb amputation. About 300-odd replacements have been done so far. Together with the Bhabha Atomic Research Centre, T.M.C. has developed an indigenous and robust teletherapy machine that costs half the imported price (`20 million or $440,800 as compared to `40 million or $881,600), is designed to work in rural conditions (unreliable grid power) and has low maintenance costs (`200 or $4 per month compared to `20,000 or $440 for imported machines). There are 20 such machines in India and several have been donated to Vietnam, Sri Lanka and Africa. This machine is meant for surface or close to surface tumors such as oral, breast and cervical cancer, which account for 65 percent of Indian cancers. About a year ago, T.M.C. mooted the concept of a national cancer grid, which has received the support of the government. The grid will include, besides T.M.C. itself which covers west India, the new Tata Medical Center which has opened in Kolkata in eastern India to look after the east and northeast regions, and new centers coming up in the north, south and central India. The idea behind the grid is to offer patients free access seamlessly across these five centers. Dr. Ketayun Dinshaw, a former director of T.M.C., says, We definitely need a Tata Memorial in every state. T.M.C. is a classic example of how well private philanthropy and public support can work together. And, as will be attested by the countless number of people who have benefited from the skill and care that the centre provides, this is more than a hospital, standing as it does on the frontline of India s fight against a disease that takes no prisoners.

55 Tata Medical Center: Striking back at cancer The new $65 million Tata Medical Center (T.M.C.) in Kolkata, India, was inaugurated by Ratan Tata, Chairman, Tata Sons, on May The state-of-the-art medical center is a philanthrophic initiative specifically aimed at helping cancer patients in the east and northeast regions of India, and also from Bangladesh. The not-for-profit initiative is designed to provide a holistic approach to cancer care from awareness, prevention and diagnosis to treatment, rehabilitation and palliative support.treatment, rehabilitation and palliative support. T.M.C. is set up as a comprehensive cancer hospital and research establishment with a welltrained professional staff and is equipped with modern facilities and world-class medical equipment. Its buildings have been designed by Cannon Design, U.S. With a capacity of 170 beds in its first phase (with a provision to extend the capacity to another 150 patients), 50 percent of this is earmarked for free treatment for the poor and underprivileged. The bed capacity is slated to increase by The facility is in the process of installing the heavy medical equipment, valued at more than `1 billion ($22 million). The center has outpatient, inpatient, therapeutic, diagnostic, telemedicine and other services. It is managed by the Tata Medical Center

56 56 Trust, which has been formed for this purpose. The trust has been funded by Tata trusts, various Tata companies, and Tata Sons, the holding company of the Tata group. Tata Sons Chairman Ratan Tata and Tata Sons director R.K. Krishna Kumar are among its trustees. Being a philanthropic initiative, T.M.C. will follow a business model where paying patients will partly subsidize the non-paying patients, the rest being taken care of by charitable funding. Says Dr. Mammen Chandy, director, Tata Medical Center, The Tata philosophy is to invest in the very best facilities. The rich and upper middle class section of our patients will be happy to pay for this. And we will be able to generate income that will be ploughed back to treat the poor. Located at Rajarhat on about 13 acres of land procured from the West Bengal government, T.M.C. is easily accessible from downtown Kolkata and the city s airport. What is more important is that T.M.C. will make world-class cancer treatment accessible to the people in the region, where currently patients and their families are forced to travel across the country. At Tata Memorial Centre in Mumbai, for example, as many as one-third of the patients are from the northeast. Says Dr. Chandy, We will have the most comprehensive setup for the diagnosis and treatment of cancer in this region. We hope that patients will no longer have to travel thousands of kilometers to Vellore, Mumbai, or Delhi for treatment, and that they can avail of treatment at lower costs. The center is already getting enquiries from Bangladesh authorities, as there is no comparable facility in that country. T.M.C. has a large team of senior consultants specializing in disciplines ranging from radiotherapy, surgical oncology and medical oncology to hematology, laboratory services and blood donation. The center also has a nine-bed bone marrow transplant unit for the treatment of blood cancer, a facility that is almost non-existent in the northeastern region of the country. The center is also paying attention to patients comfort and convenience. T.M.C. will soon set up a shelter called Premashraya, where patients and their caretakers can opt for longterm, low-cost boarding. Says Dr. Chandy, We desperately need to provide lodging facilities for people who are poor and need treatment, a place where they can sleep, eat, bathe, etc. A large part of cancer treatment including chemo and radiation can be done on an outpatient basis. Those who need more medical attention can be admitted. T.M.C. is hoping to partner with NGOs who can take over the management of Premashraya.

57 Indian Institute of Science: A rational cause Jamsetji Tata was the inspiration behind the setting up, a hundred years ago, of what remains India s standout institution for science, technology and engineering, the Indian Institute of Science (I.I.Sc.) in Bengaluru, in south India. Today I.I.Sc. enjoys the reputation of being one of the largest and most high profile research institutions in India and a byword for excellence. I.I.Sc. started in 1909 with just two departments: general and applied chemistry, and electro-technology. The physics department was established in 1933, when Nobel Laureate C.V. Raman became the first Indian director of the institute. The institute has trained many of India s greatest scientific minds, among them Homi Bhabha, Vikram Sarabhai, Satish Dhawan and J.C. Ghosh, and helped nurture some of the country s finest institutions, including the Tata Institute of Fundamental Research. I.I.Sc. is a postgraduate university with 40 departments and centers pursuing R&D and teaching in science, engineering and technology. The institute has about 2,200 students of whom 1,200 are working for their PhD.s this is the highest number of PhD. students in any one place in India.

58 Tata Institute of Social Sciences: Social side story Tata Institute of Social Sciences (T.I.S.S.) is about people, and the primary question it addresses is this: how can education programs, through training, teaching and research, contribute to a country and the ability of its people to live a dignified life? This means tackling issues of poverty, deprivation and discrimination; it also requires moulding professionals who can understand and deal with conditions of development. T.I.S.S. was established in 1936 by Clifford Manshardt, an American missionary who pioneered several urban community programs near Nagpada in Bombay (now Mumbai) in the 1920s. With Sir Dorab Tata s support, Mr Manshardt set up the Dorabji Tata Graduate School of Social Work. Renamed in 1944, the institute now offers postgraduate and doctoral programs in 12 different areas under the social sciences umbrella, and has more than 1,500 students and 140 teachers. A large part of the research work the institute does is in the fundamental fields of the social sciences; much of it is aimed at informing and influencing government policies and programs on development.

59 Tata Institute of Fundamental Research: Key to the cosmos What makes the Tata Institute of Fundamental Research (T.I.F.R.) unique is that it was born as a privately-funded research institute, then became a government-funded organization (more than 90 percent of its funding comes from the Department of Atomic Energy), and has now morphed into an educational body by becoming a deemed university offering master s and doctoral programs. T.I.F.R. began functioning in 1945 at the Cosmic Ray Research Unit in Bengaluru in south India, when founder Homi J. Bhabha felt that India needed a platform where the nation s bright minds could focus on research and pure science and wrote a letter to the Sir Dorabji Tata Trust asking for support. Initial research was carried out in the areas of cosmic rays, high-energy physics, theoretical physics and mathematics. Later, the institute expanded its research umbrella to embrace nuclear physics, condensed matter physics, computer science, geophysics, molecular biology, radio astronomy and science education. Some of T.I.F.R. s pioneering work includes the designing of India s first digital computer (T.I.F.R.A.C.) and the collaborative work on the world s largest particle accelerator, the Large Hadron Collider (L.H.C.), in conjunction with Geneva s European Organization for Nuclear Research (C.E.R.N.). Parts of the L.H.C. were built and tested at T.I.F.R.

60 JRD Tata Ecotechnology Centre: Ecology of hope The flag bearer of the ecotechnology movement in India is the J.R.D. Tata Ecotechnology Centre, which is part of the M.S. Swaminathan Research Foundation, Chennai. Established in 1996, the centre was born of renowned agricultural scientist Mr. Swaminathan s conviction that an optimum blending of traditional wisdom and scientific endeavor that nurtures and protects the environment is the bedrock of truly sustainable development. The centre was set up with the funds Mr. Swaminathan received as winner of the world food prize in 1987 and monetary contributions from the Sir Dorabji Tata Trust and Allied Trusts. The centre s holistic vision for rural development stretches way beyond farming to include literacy programs that use computers and touch-screen technology, interaction and advocacy with the government, educating the poor about the schemes the state administration has for them, and helping establish village knowledge centers, where the poor can source information on agriculture, health, animal husbandry, government programs and subsidies, etc. With operations in Tamil Nadu and Puducherry (in South India), and Odisha (in east India), the centre s work on the ground has led to the creation of several self-help groups and community-based organizations.

61 Homage to heritage A sampling of the fabric of Indian art and culture that has been preserved through Tata patronage

62 62 The term is of recent vintage but corporate sustainability as an idea has a long history, nowhere more so than in the House of Tata. This is a concept that has been intrinsic to India s most remarkable business house since the time of its Founder, Jamsetji Nusserwanji Tata. The Tata support to the cause of India s art and culture has added a new dimension to the group s traditional sustainability pillars. The Tatas have understood the arts as the bedrock of indigenous communities and their socioeconomic lifestyles. In trying to stabilize this bedrock, the group has renewed the alliance between India s economic and cultural histories. This alliance was the determining component of the golden ages of Indian civilization. Corporate sustainability was extended to the arts from the first generation of the Tatas. Exhibitions were Jamsetji Tata s favorite visiting place. It was at one such exhibition in Paris that he saw spun-iron pillars on display. By virtue of being the first specimens of this branch of metal craft, these A Qing dynasty snuffbox from Sir Ratan Tata s collection pillars would in time become antiques. They have been deservingly and functionally museumized in the Taj Mahal Hotel in Mumbai, where they continue to hold up the famous ballroom that was painstakingly restored after being destroyed in the November 2008 terror attack on Mumbai. JAMSETJI TATA S MANSION Jamsetji Tata built a classical mansion called Esplanade House at a site opposite the Bombay Gymkhana of today s Mumbai. Many famous visitors to Esplanade House have recorded seeing a connoisseur s collection there. Jamsetji Tata collected rare pieces of Chinese and Japanese antiques. The title of an immortal romance between industry and art had begun to be penned. In an age of auctions, where the value of a work increases if it has not been seen before, the best collections have remained confined to the collector s emporium. But there have been aesthetes who have savored works of art so completely that they cannot deny plebeians the same pleasure. The impeccable collection that Sir Ratan Tata, Jamsetji Tata s second son, put together was always meant to

63 be enjoyed by a heterogeneous audience. The hobby of collecting, which evolved worldwide in the first quarter of the 19 th century, would contribute significantly to disciplines such as archaeology and anthropology. It soon became mandatory to showcase antiques in museums. Sir Ratan had acquired a wide range of antiques and, along with his brother, Sir Dorab Tata, believed that museums were repositories of cultural heritage. Sir Ratan purchased a 17 th century royal mansion of the Duke of Orleans in Middlesex, Britain. In York House, which had a French chateau frontage, he allocated museum rooms to showcase his antiques. It is believed that the keen eye of an expert helped Sir Ratan curate the collection. Clearly, the Tata talent for recruiting the right people developed early. Sir Ratan bequeathed his precious collection to the newly established Prince of Wales Museum now called the Chhatrapati Shivaji Maharaj Vastu Sangrahalaya in Mumbai, in Sir Dorab s collection was endowed to the museum in Among the outstanding pieces here is hand-painted porcelain from the Royal Worcester factory in England and Wedgewood pottery. Indian specimens include Mughal jade works, silverware from Major Gill s workshop in Mumbai, the pahari (mountain) paintings of Balwant Singh and a Deccani set of Ragamala paintings. A PLACE FOR EVERYTHING The British officials of colonial India had a penchant for creating schisms between oil and indigenous paintings, sculptures and artifacts. These were categorized as high art, folk art, decorative art and industrial art. The last two categories were treated as lesser traditions, but Sir Ratan and Sir Dorab found place for them in their eclectic scheme of things. Even today, the most enchanting of all displays in the museum remains a collection of commercially produced snuff bottles. These delicate pieces in delightful colors have enchanted visitors for 75 long years, ever since this largest of all Tata bequests (1,028 objects) was made to the museum. The Tata backing for art during this period extended beyond paintings, sculptures and the like. By the early 1800s, more and more academic disciplines were vying to become a science. In this climate of academic ferment, the world had awakened to the potential of botany, zoology, archaeology and anthropology. With the winds of independence blowing across the country, the need to reposition India, in a scientific manner and as an ancient civilization, was felt. The Archaeological Survey of India (A.S.I.) was carrying out excavations and Sir Ratan was aware of the potential of the finds as museum pieces. In 1912 he communicated his desire to 63

64 fund an excavation to Sir Harcourt Butler, the lieutenant governor of Bihar and Odisha(east Indian states). Between 1913 and 1917, with financial support of `75,000 from Sir Ratan, the Mauryan site of Pataliputra yielded terracotta objects, plaques and coins (now on display at the Patna museum in eastern India). The project came a full circle when Emperor Ashoka s pillared hall, apparently influenced by >> The tradition of supporting art and artists is a legacy from Jamsetji Tata Darius s assembly hall in Persepolis, was discovered. Sir Ratan probably inherited his love of discovering the past through archaeology. Jamshedji Saklatvala, Jamsetji Tata s estate agent, said the Tata patriarch believed strongly that some buried treasure or some remarkable relics of our Zoroastrian religion will one day come to be unearthed in Sanjan in Gujarat, where the Parsees first settled in India about 1,400 years back. Indeed, in the A.S.I. found some remains in the Sanjan province that resembled relics from the Sassanian era. This discovery established the Indo-Iranian links of ancient times, and is believed to have been responsible for the Parsees landing in Sanjan. THE TRADITION CONTINUES The tradition of supporting art and artists was taken forward by those who followed Sir Ratan and Sir Dorab. J.R.D. Tata and the Tata trusts backed renowned anthropologist Verrier Elwin s classic ethnographies on the tribes of central India. Mr. Elwin s famous study on the Baiga tribe was published with a subsidy from the Sir Dorabji Tata Trust. The chief occupation of the Baigas was metal craft. Mr. Elwin understood the geological wealth of the province and how it had shaped the economy and art of the tribe. Appropriately, the Tatas later commissioned Mr. Elwin to write The Story of Tata Steel, to

65 >> NCPA s Tata Theatre is a magnificent setting for music, dance and theater performances commemorate the golden jubilee celebrations of the company. Tata Steel benefited from Mr. Elwin s endeavors in more ways than one. The anthropologist s socio-cultural chronicling of various tribes and their behavior came in handy for the company s management when it was shaping employee policies. Corporate participation can be most productive if it is timely and receptive to the needs of the wider community and the nation. That s what happened after 1947, when a representative national body was needed to advise the government on art policy. Among those in attendance at the Third All-India Art Conference, held in June 1948 at the Town Hall in Bombay (now Mumbai), were Dharamsey Mulraj Khatau, Ambalal Kilachand and Henri Locke Larsen. The Tatas were represented by J.R.D. Tata s brother Darab, Farokh Mulla and P.A. Narielwala. This was when the Sahitya Akademi, the Sangeet Natak Akademi and the Lalit Kala Akademi were formed for the promotion of culture in India. Corporate participation had lent a new column on which the edifice of modern Indian art would be built. The Tata romance with modern Indian art is best reflected by the group s flagship company, Tata Steel. Its belief that art provides the most truthful reflection of ethos and history led to Walter Langhammer s documentation of the company s steel plant in Jamshedpur, the first of its kind in Indian industry. Executed immediately after independence, Mr. Langhammer s marvelous work showcased the economic achievement of an infant democracy. Tata Steel first sponsored prizes and scholarships for art in 1943, at the annual exhibition held at the Sir J.J. School of Art in Bombay [now Mumbai]. The company s Art In Industry series featured artists such as 65

66 66 M.F. Husain, Sunil Gawde, Gogi Saroj Pal and Peter Lewis, and Jamshedpur has been a stopover for globally famous talents, among them Alfred Bast of Germany, Ann Pia Jannson of Sweden and Jinsook Shinde of Korea. Also, the Jamshedpur School of Arts has groomed local talent, such as Jaideo Chatterji, who have found international patrons. SUPPORT FOR PERFORMING ARTS Alongside the promotion of contemporary Indian art, the Tatas had the vision of preserving the country s performing arts. Indian folk and classical dance forms, music and theatre, traditionally handed down by way of oral tradition and the gurukul system, were given a fillip when J.J. Bhabha, a Tata stalwart, and others pushed and persevered for long years to establish the National Centre for the Performing Arts (N.C.P.A.) in Bombay in The path to setting up N.C.P.A. was an arduous one for Mr. Bhabha. He had to work overtime to convince people and to find funds, a plot of land, the right architects, acousticians and specialists. The Sir Dorabji Tata Trust made an initial grant of `4 A Chinese objet d art from Sir Ratan Tata s collection million that was supplemented by donations from other Tata trusts and companies. In keeping with the tradition of reusing heritage pieces, an opulent, 150-year old marble staircase and four chandeliers from Sir Dinshaw Petit s home, Petit Hall, were used in the N.C.P.A. structure. The wonderful N.C.P.A. complex, housed on eight acres of reclaimed land at the seafront in Nariman Point, the business district of Mumbai, has a multipurpose auditorium, centers for photography, visual arts, creative interaction and crafts revival, and a dance academy. The feather in Mr. Bhabha s cap came when a state-of-the-art, 1,300-seat opera hall, fittingly named after Mr. Bhabha himself, was built. N.C.P.A. enjoys an ongoing tradition of archiving material and conducting research. In its many decades of outstanding service, the centre has encouraged newer art forms. Provincial Marathi and Gujarati theater has found patronage here, while experimental theater has grown to great heights. Alongside its efforts to encourage the visual and performing arts, the Tata group has also supported the cause of folk, tribal and rural crafts. The Tribal Culture Centre (T.C.C.), founded by Tata Steel in 1990 at a cost of `3.5 million is a

67 tribute to the artistic talents of the tribal communities of Jharkhand (in eastern India). T.C.C. has also, since 2000, been working on a project aimed at devising grammar and syntax for the Santhali language (a tribal dialect). This initiative will enrich Santhali culture and preserve a legacy that till now has been dependent on oral traditions. Indian Hotels, which owns the Taj group of hotels, is another Tata concern that champions the cause of rural art and artisans. The company has tied up with Paramparik Karigar, a pioneering rural arts and crafts organization, in an initiative called Building Livelihoods. Indian Hotels sources material for its properties through this program and thereby ensures the economic sustainability of artisan communities operating under the Paramparik Karigar canopy. Paramparik Karigar, which began in 1982 as Vishwa Karigar before being renamed in 1996, Some of the cultural and historical books published by Marg has craftspeople as its office bearers. It was formed to preserve and promote the traditional arts and crafts of India, create an environment conducive for craftsmen and craftswomen, encourage technical and stylistic developments, and organize exhibitions and seminars. Indian Hotels has also started displaying the work of artists, through its Showcasing India initiative. This curatorial effort involves Taj properties dedicating space for exhibitions that bring together artists and patrons. Every provincial school of art has a Taj representative: the Vivanta by Taj Gomti Nagar in Lucknow, has adopted the cause of Chikankari embroidery; the Taj Residency, Aurangabad, represents Bidri work; the Taj Banjara, Hyderabad, has linked up with the woodwork artisans of Srikalahasti and the Taj hotels in Jaipur have adopted lacquer-work artisans. Tata Global Beverages is yet another Tata company doing sterling work to support arts and crafts in the country. The company s Dare, Aranya and Athulya projects in Munnar, in the south 67

68 68 Indian state of Kerala, have enabled physically and mentally disabled children and youth to create a better life for themselves through the medium of arts and crafts. These projects have churned enough profits to dispense with the charitable backbone provided by Tata Global Beverages. ARCHITECTURAL CONSERVATION The Tata group has responded strongly to the needs of architectural conservation. Following an approach from the Maharashtra government in 1993, Tata Consultancy Services (TCS) prepared a plan for the conservation and restoration of Ajanta Caves, a world heritage site, in Aurangabad in western India. The Japanese agency O.E.C.F. gave a soft loan of `640 million for the initiative and Unesco was roped in for advice on preserving the caves light-sensitive frescoes. The Geological Survey of India is also part of this project, which involves a multidisciplinary team of geologists, archaeologists, art historians, and chemical and structural engineers. TCS advised the government to create replicas of the four endangered caves. Visitors can see a mock-up of the original site, with heritage trails, audio guides and laser shows that deliver an onsite museum education. The stupendous model created by TCS, and its successful application to Ajanta, has led other state governments to approach the company for advice on preserving their own heritage sites. Using its tremendous spread and influence to great effect, the Tata group and its companies have been able to play a vital role in preserving and promoting every component of India s national heritage. What began as a collector s penchant and simple philanthropy has merged with the corporate culture of the entire group. A sturdy and colorful tapestry of art and industry has been woven through a corporate mindset that sees much more than profits on the business horizon.

69 Tata in North America In every community there is work to be done. In every nation, there are wounds to heal. In every heart, there is the power to do so. Marianne Williamson

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71 Building strong bonds The Tata group is the largest India-based business group in North America with a significant presence that includes 11 companies and more than 24,000 employees. The group has been a part of the North American market for over 60 years, having established its presence in the United States in 1945 with an office in New York. Today, North America remains an important geography for the group with the Tata Sons office in the Washington, D.C. metropolitan area serving as the group s coordinating representative

72 Tata in North America: A diverse range of businesses 70 > Tata Consultancy Services (TCS) is an IT services, consulting and business solutions organization that delivers real results to global business. TCS offers a consulting-led, integrated portfolio of IT, BPO, infrastructure, engineering and assurance services. TCS has over 40 offices in North America, across 12 U.S. states and three Canadian provinces. These comprise approximately 20,000 consultants, four development centers and four centers of excellence. To learn more about TCS please visit > Tata Communications is a leading global provider of a new world of communications. Its Tata Global Network includes one of the most advanced and largest submarine cable networks, a Tier-1 IP network, with connectivity to more than 200 countries across 400 PoPs, and nearly 1 million square feet of data center and collocation space worldwide. Tata Communications North American headquarters are in northern Virginia, with cable landing stations in New Jersey and Oregon, and an office in Montreal, Canada. To learn more about Tata Communications please visit > Tata Global Beverages is an integrated beverage business that is on a journey to become the global leader in branded good for you beverages. It has a large presence in North America with brands such as Tetley, Good Earth, and Eight O Clock Coffee in Maryland (coffee processing and packing), New Jersey, Florida and Georgia. To learn more about Tata Global Beverages and its brands, please visit > Tata Chemicals North America, a subsidiary of Tata Chemicals, has one of the largest soda ash facilities in North America and the second largest worldwide. It is headquartered in New Jersey and has mining and manufacturing facilities in Wyoming. To learn more about Tata Chemicals please visit > Jaguar Land Rover is headquartered in New Jersey, runs training facilities, and manages an extensive network of dealers across the United States and Canada. To learn more about Jaguar Land Rover, please visit

73 > Luxury hotels group Taj Hotels Resorts and Palaces manages The Pierre, New York s iconic luxury hotel. Taj also owns and operates the Taj Campton Place, San Francisco, and the Taj Boston. To learn more about Taj Hotels please visit > Tata Technologies, a global leader in engineering services outsourcing and product development IT services to the global manufacturing industry was recently selected by Michelin to display its electric MObility (emo) engineering study electric vehicle as part of the prestigious Michelin Challenge Design display at the 2012 North American International Auto Show in Detroit. The company s North America headquarters are in a LEED (Leadership in Energy and Environmental Design) Silver certified building in Novi, Michigan. To learn more about Tata Technologies please visit > Tata Steel Europe of the Tata Steel Group has manufacturing facilities in Ohio and Pennsylvania and a corporate office in Illinois. The Tata Steel Group is one of the world s top ten steel producers. With a combined presence in nearly 50 countries, the group has approximately 80,000 employees across four continents with a crude steel production capability of 28 million tons. To learn more about the Tata Steel Group please visit > Tata Business Support Services (TBSS) is among the largest third-party outsourced customer service providers in India, serving domestic as well as international customers. TBSS has call center operations in Florida. To learn more about TBSS please visit > Tata Elxsi provides industrial design, embedded product design, engineering, animation and virtual reality services, and systems integration services. Tata Elxsi has offices in California, Texas, New Jersey, Massachusetts and Michigan, with a visual computing studio in Santa Monica. To learn more about Tata Elxsi please visit > Tata Interactive Systems (TIS) is a global pioneer in e-learning, and creates innovative, next-generation, custom workforce performance solutions for more than 350 blue-chip corporations, renowned educational institutions, and government bodies worldwide. TIS has a sales office in New Jersey. To learn more about TIS please visit > Tata Motors and Tata Communications are listed on the New York Stock Exchange. 71

74 Good corporate citizens The five core values that drive Tata s business actions integrity, understanding, excellence, unity and responsibility come from an adherence to business ethics and a commitment to corporate social responsibility that has created a legacy of trust in India that is being incorporated throughout the world. In the United States, Tata companies have been supporting community initiatives as part of that legacy, which stems from when the company was founded in India in This commitment to philanthropy, education and community involvement continues through the initiatives highlighted in the following pages

75 PARTNERING TO PROMOTE EDUCATION Education has always been of utmost importance to the Tata group. Promoting literacy and education continues to be the keystone of the group s community initiatives in North America Encouraging reading Tata and First Book join to give more than 150,000 books to children across North America In late 2007, Tata companies in North America formed a sustainable partnership with awardwinning social enterprise First Book to provide high-quality new books to low-income children. Since then, Tata has given over 150,000 new books valued at more than $1.2 million to communities across North America. The Tata-First Book partnership, led by Tata Sons, includes Tata group companies such as Tata Consultancy Services (TCS), Taj Hotels Resorts and Palaces, Tata Global Beverages, Jaguar Land Rover, Tata Steel International, Tata Business Support Services (TBSS), Tata Communications, Tata Chemicals North America and Tata Technologies. Additionally since 2011, Tata Technologies has worked directly with First Book to launch a First Book encourages children across the U.S. to enter the world of books Virtual Book Drive to support literacy in the communities in which it operates. Tata Interactive Systems designed an online network for First Book that helped it communicate more effectively with its partners, donors and volunteers. >>

76 Supporting education Tata group companies support education in Appalachia 74 Tata group companies in North America partnered with the Foundation for Appalachian Ohio (FAO) via a three-year grant to support education in the low-income counties of Appalachia. Tata Sons, Tata Consultancy Services (TCS) and Tata Business Support Services (TBSS) joined together to commit a three-year grant of $75,000 which will create educational opportunities for children in the Appalachian counties of Ohio. TCS and TBSS have facilities in Appalachian regions of the state and will be directly contributing to encouraging educational access and success in communities where they operate. In addition to supporting the I m a Child of Appalachia Corporate Partnership, the Tata gift enabled eight elementary schools in Washington and Clermont counties to welcome a traveling science program into their schools. An extension of the Center of Science and Industry (COSI) in Columbus, COSI on Wheels is an interactive traveling science program that brings the excitement of COSI's science experiments directly into schools. It has also provided three Clermont County educators with Tata Strive for Excellence Mini-Grants, to support classroom experiences promoting science, technology, engineering, mathematics and medicine (STEMM). Reaching out Tata companies sponsor business conferences at U.S. universities Since 2006, Tata companies in the United States have facilitated a greater understanding of U.S.-India business and cultural relations by being the title sponsors and supporters of student-run business conferences at U.S. universities including Harvard Business School, the University of Chicago (Booth School), the University of Pennsylvania (Wharton School) and Northwestern University (Kellogg School).

77 The wellness garden Community garden project supports healthy eating in low-income areas Tata Sons and SOS Children s Villages Illinois have created The Wellness Garden by Tata, a community garden project on the south side of Chicago. Cultivated by children at SOS Children s Villages Illinois, the Garden will serve Chicago s Auburn-Gresham and Englewood neighborhoods. The Garden aims to encourage healthy eating among residents, and ultimately seeks to help address the challenge of inaccessibility of fresh produce within low-income areas throughout Chicago. It will also offer educational programs involving TCS and Tata Steel, where the children will experience the tangible benefits of their work through vegetable production, personal health, and selling produce grown in the Garden. >> Neatly arranged vegetable containers in the community garden maintained by Tata Sons and SOS Children s Villages Illinois Bridges across boundries The Tata International Social Entrepreneurship Scheme connects U.S. and U.K students with underserved communities in India The Tata International Social Entrepreneurship Scheme (Tata ISES) is a unique two-month experiential internship for students from the world's leading universities in the corporate sustainability projects of Tata companies in India. The program provides students with a

78 76 grassroots-level exposure to the real India and its culture while bringing international perspectives to Tata company projects, thus helping promote international understanding through direct connections between people. Students from the University of California-Berkeley, the London School of Economics and Cambridge University gain hands-on experience working on social entrepreneurship and corporate sustainability projects in India. Since 2008, when the program was established, over 40 students have traveled to India to spend eight weeks amongst rural communities working in diverse areas such as watershed development and management, reproductive and child health, women self-help groups, community skill training, water conservation, rural health and wasteland reclamation. To learn more about Tata ISES, please visit >> Tata ISES students get an opportunity to work on grassroots community projects undertaken by different Tata companies A helping hand Tata group companies and Tata trusts gift $50 million to the Harvard Business School s executive education program In 2010, Tata companies, the Sir Dorabji Tata Trust and the Tata Education and Development Trust gifted the Harvard Business School (HBS) $50 million to fund a new academic and residential building on the HBS campus. The gift is the largest from an international donor in the school s 102-year history and will contribute toward HBS international mission of fostering the next generation of global business leaders. The construction of the building will also support more than 200 jobs.

79 Greening the field A Tata Trust s endowment of $50 million to Cornell University will advance the study of agriculture In 2009, the Tata Education and Development Trust created an endowment of $50 million at Cornell University. One half of the endowment established the Tata-Cornell Initiative in Agriculture and Nutrition, which will contribute to advances in nutrition and agriculture for India. Record high food prices, dietary changes, climate change and increasing energy costs underscore how changes in the food system affect the poor. The goal of the new initiative is to improve the productivity, sustainability and profitability of India s food system, with the aim of reducing poverty and malnutrition. The other half of the endowment will go toward the Tata Scholarship Fund for students from India, to help attract more of the best and brightest students to Cornell. This fund will help meet the Tata group s pledge to bring more students from India to Cornell. The study of India Tata companies support U.S. students and universities through scholarships and grants 77 In 2010, the Tata Study Grants program provided more than 20 students from premier U.S. universities Johns Hopkins School of Advanced International Studies, the University of California-Berkeley, and University of Wisconsin, Madison - with scholarships to pursue the study of contemporary India. Additionally, 30 students from Harvard University received Tata grants to pursue academic projects in India and neighboring countries. In other university collaborations, ongoing industry-liaison programs with the Massachusetts Institute of Technology (MIT), the University of California-Berkeley and Purdue University have included collaborative research; funded studies; expertise exchanges between professors, students and Tata executives; as well as student internships.

80 COMMUNITY Active in the community Tata employees continue to actively engage with the communities in which they operate 78 TATA CONSULTANCY SERVICES (TCS) In FY10, TCS North America invested $1.42 million towards its community initiatives. This was in addition to employees donating over 16,000 volunteer hours, impacting the lives of over 800,000 individuals in the United States and Canada. Education: TCS s technology awareness program GoIT, conducts in-school technology awareness workshops and IT career workshops, and a threeday hands-on technical summer camp aimed at piquing students interest in IT careers. It is freely available to high-school students in the Greater Cincinnati region and is based out of TCS s flagship North American software delivery center Seven Hills Park, located in Milford, OH. Health: In order to specifically create awareness on the prevention of diabetes, TCS, along with the American Diabetes Association, sponsored, and was exclusive technology partner of the Boston Marathon, the Bank of America Chicago Marathon and the ING New York City Marathon. TCS employees in Detroit, MI, took part in Walk to Cure Diabetes for the third year. One of the world s largest fundraising events, it is organized by the Juvenile Diabetes Research Foundation (JDRF). TCS is also working with the American Heart Association (A.H.A) towards its goal of preventing cardiovascular disease and stroke, through research, education and advocacy. TCS associates in Detroit, MI, participated in the 2011 Start! Heart Walk, A.H.A. s signature fund raiser. Natural Disaster Relief: TCS employees donated over $17,991 to the American Red Cross to support the earthquake victims in Japan in TCS matched employee contribution, bringing the total contribution to $35,982. Employees also participate in a number of conservation initiatives, including cleanup efforts to maintain the environment where they live and work. In 2005, TCS worked round the clock to assist after Hurricane Katrina. TCS deployed a 15-member team to build the Mississippi Department of Employment Security s

81 (M.D.E.S.) Disaster Unemployment Assistance website. The team successfully wrote, compiled and created secure online forms for claimants on an extremely tight deadline, allowing over 30,000 claims to be filed within a few days of the site s launch. The TCS Training Center in Buffalo, N.Y., provided funds to Thinwires, L.L.C., Info Tech Niagara and BuffaloWifi.org that helped deliver communication networks to the more than 300 evacuee shelters and hurricane victims. Additionally, approximately 200 TCS employees and their families in San Antonio, T.X., volunteered with the Red Cross in disaster relief and assistance. TCS and its employees also made considerable donations to the American Red Cross. Tata Technologies: Through Running for Hope, an annual community service project that supports Grace Centers of Hope established in 1942, and the oldest and largest homeless shelter in Oakland County, MI employees and their families ran in events ranging from a 5K to the full 26.2 mile marathon, raising more than $5,000. In Oakland County, MI, the company supports Community Network Services Inc., a private, non-profit human agency that provides comprehensive health and social services to nearly 3,000 individuals. During Christmas, employees participate in the annual Adopt-a- Family program. They also supported the Friday Blue Jeans Fund employees donate money in exchange for wearing jeans on Fridays. Each year, employees participate in a threeday breast cancer awareness event in Detroit, MI, benefiting the Susan G. Komen for the Cure and the National Philanthropic Trust Breast Cancer Fund. Demonstrating its commitment to environmental sustainability, the new Tata Technologies headquarters is a LEED Silver >> Tata Consultancy Services supports the initiatives of the American Cancer Society

82 80 Certified building, enhanced by natural light, supported by the use of sustainable materials and water conservation methods, all designed to minimize environmental impact. The in-house recycling program was expanded to include coffee grounds and other food waste to be used as fertilizer on the grounds. TAJ HOTELS RESORTS AND PALACES (TAJ HOTELS) Taj Hotels places high value on corporate sustainability activities and on creating linkages within communities. Through Taj s Earth (Environment Awareness and Renewal at Taj Hotels) program, The Pierre New York is committed to reducing the impact of its daily operations on the environment and improving operational efficiencies, resource conservation and the reuse and recycling of key resources. The Pierre also works with many charities including City Harvest, an organization that provides food to homeless shelters in New York City, and Toys for Tots, which distributes toys to children in need. The Pierre s employees routinely volunteer their time at a soup kitchen at Grand Central Station. Similarly, the Taj Boston has been involved for many years with the Women s Lunch Place, an initiative that takes care of homeless women in the Boston area. At the Taj Campton Place in San Francisco, employees support the Walden House, a local shelter for people affected by substance abuse and mental health issues. Employee contributions include professional support for re-entry into the job market. Additionally, the hotel organizes an annual food drive for the local chapter of the Salvation Army. TATA GLOBAL BEVERAGES (EIGHT O CLOCK COFFEE, TETLEY, GOOD EARTH) Tata Global Beverages employees remain involved in their communities through individual programs as well as those run by the company. In 2011, Eight O Clock Coffee invested $10,000 in a partnership with First Book the award-winning non-profit organization that provides brand new books to children from lowincome families. The donation provides new books to children in need. The Eight O Clock and Tetley brands also support the Wounded Warrior Project to raise awareness and enlist the public's aid for the needs of injured service members. Additionally Tata Global Beverages supports organizations including but not limited to WinShape Homes that provides homes and parents to displaced children; the American Heart Association; the Stop Hunger Campaign, the Cystic Fibrosis Foundation, as well as the Montvale County public offices.

83 TATA COMMUNICATIONS Employees support local communities in Northern Virginia by gifting toys to children, raising funds for cancer research, helping deployed soldiers, assisting victims of domestic violence through the Loudoun Abused Women s Shelter and volunteering at the local Family Resource Center. Another cause close to the company s heart is the Brian Bedell 2-Young Foundation that provides grants to families that face financial challenges caring for a family member with brain cancer. SUPPORTING THE ARTS Appreciating the arts Support for the arts and culture is one of the pillars of the Tata philosophy of bridging cultures In 2011 Tata Sons, Tata Consultancy Services (TCS) and Taj Hotels Resorts and Palaces (Taj Hotels) were proud sponsors of maximum INDIA a three-week celebration of India s culture that took place at the John F. Kennedy Center for the Performing Arts in Washington, D.C. Tata Sons and TCS were Platinum Sponsors, while Taj Hotels showcased India s rich culinary culture led by Chef Hemant Oberoi, executive grand chef of the Taj luxury hotels in Mumbai, Chef Ananda Solomon, executive grand chef of Vivanta by Taj Hotels and Resorts, and 13 master chefs from across India. In 2010, Tata Sons sponsored the Dakshina dance festival in Washington, D.C. This annual performing arts event encompasses Indian classical and modern dance, music and poetry, combining arts with social issues. Tata Sons has also sponsored several exhibitions, including the Muraqqa: Imperial Mughal Albums from the Chester Beatty Library at the Freer and Sackler galleries of the Smithsonian Institution in Washington, D.C.; and Tiger by the Tail!: Women Artists of India Transforming Culture at Brandeis University in Massachusetts. In addition Tata Sons has supported the Museum of Fine Arts in Boston with a donation that enabled a digitized collection of the museum s Indian miniature paintings. 81

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