1-INTRODUCTION

Corporate Social Responsibility (CSR) – Meaning

Corporate social responsibility is a corporation's initiatives to assess and take responsibility for
the company's effects on environmental and social wellbeing. The term generally applies
to efforts that go beyond what may be required by regulators or environmental protection groups.

CSR may also be referred to as "corporate citizenship" and can involve incurring short-
term costs that do not provide an immediate financial benefit to the company, but instead
promote positive social and environmental change.

Definition of CSR

Movement aimed at encouraging companies to be more aware of the impact of their business on
the rest of society, including their own stakeholders and the environment.

Corporate Social Responsibility (CSR) is a business approach that contributes to sustainable

development by delivering economic, social and environmental benefits for all stakeholders.

CSR is a concept with many definitions and practices. The way it is understood and implemented
differs greatly for each company and country. Moreover, CSR is a very broad concept that
safety, environmental effects, working conditions and contribution to economic development.
Whatever the definition, the purpose of CSR is to drive change towards sustainability.

“There is no way to avoid paying serious attention to corporate citizenship: the costs of failing
are simply too high. There are countless win-win opportunities waiting to be discovered: every
activity in a firm’s value chain overlaps in some way with social factors — everything from how
you buy or procure to how you do your research — yet very few companies have thought about
this. The goal is to leverage your company’s unique capabilities in supporting social causes, and
improve your competitive context at the same time. The job of today’s leaders is to stop being
defensive and start thinking systematically about corporate responsibility.‖

— Michael Porter

Need of Corporate Social Responsibility (CSR)

It would be inaccurate to say that "Corporates" are involved in or take initiatives related to CSR.
It is specific individual human beings - be it the CEO, be it the owner, be it the promoters, be it
the board of directors, etc - who decide that a particular company should actually do something
in the field of CSR.
Since human beings are involved in decision-making related to CSR, just like they themselves
are of vastly varied disposition, the motivations for actualizing CSR (in other words - Why
CSR?) are also very varied.
There is the pious, religious model commonly seen in Birla Group of companies who have
created a very large number of magnificent temples. The myth goes that a Birla patriarch saw a

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deity in a dream who told him that the day the sound of hammer-and-chisel stops in his empire, it
would start declining. And so the story goes that any given time one or the other of Birla temples
is coming up somewhere in the country.
There is also the purely philanthropic model most recently portrayed by the commitments made
by Mr. Azim Premji of Wipro with a declared intention of making a significant positive impact
on the society through Education.
Many corporates see a rewarding branding opportunity in CSR -for example, by calling their
products or services "green" (Tata automotive batteries, Ecotel Hotel etc could be put in this
category).
Some companies are impelled by the fact that their activities, in some way or the other, have
negative impacts on society - either through pollution or through overexploitation of natural
resources or through any products which are harmful to human beings, etc. There could also be
issues related to hazardous waste management, emission control, effluent treatment or safety at
the work place.
To mitigate the negativity and the generation of adverse image / publicity some companies could
take up CSR as a compensatory measure.
Through the process of globalization, corporates, particularly in India and in most other
developing countries, are being influenced by values and philosophies prevalent in the
companies in the developed countries.
Many standards and quality-related assessment processes do include CSR and therefore any
company desirous of obtaining such a rating (for example, a relevant ISO certification) would
need to devote resources to CSR.
Of late, media has been reporting that there is a climate of opinion building up in the Indian
government circles that CSR should be made mandatory for Indian companies. If and when such
a regulatory framework does become a reality, CSR would be become a compliance activity.
So as we have seen above there are a variety of answers to the question Why CSR? The famous
economist Milton Friedman tried to argue that "business of business is business" and therefore
there was no need for companies to think of CSR but that approach ignores long-term
perspective to a potentially disastrous level. The very long-term survival of any company
advocates taking the road of enlightened self-interest where there is a realization that a company
cannot prosper unless the society around it is safe, healthy, and prosperous.
We at CSR World subscribe to the well-known wisdom - "Breathing is essential to life but it
cannot be said that breathing is the purpose of life. In the same manner, making profits is
necessary for a company but it would be very limiting to say that that is the sole purpose of a
business!”

Emerging concept of Corporate Social Responsibility (CSR) –

The emerging concept of Corporate Social Responsibility (CSR) goes beyond charity and
requires the company to act beyond its legal obligations and to integrated social, environmental
and ethical concerns into company’s business process. Business has today, emerged as one of the
most powerful institutions on the earth. Some of the biggest companies in the world are in fact,

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bigger in size than some of the developing countries of the world. Globalization makes the world
smaller, and business, worldwide, is expanding like never before. Companies are expanding their
operations and crossing geographical boundaries.

Indian companies too have made their way into the business boom and are today globally
acknowledged as major players. India is currently amongst the fastest growing countries in the
world. The globalization and liberalization of the Indian economy has helped in stepping up
growth rates. Integration of the Indian with the global economy has also resulted in
Indian businesses opening up to international competition and thereby increasing their
operations.

In the current scheme of things, business enterprises are no longer expected to play
their traditional role of mere profit making enterprises. The ever-increasing role of civil society
has started to put pressure on companies to act in an economically, socially and
environmentally sustainable way. The companies are facing increased pressure for transparency
and accountability, being placed on them by their employees, customers, shareholders, media
and civil society. Business does not operate in isolation and there is today, an increased
realization that not only can companies affect society at large, but they are also in a unique
position to influence society and make positive impact.

Milton Friedman, Nobel Laureate in Economics and author of several books wrote in 1970 in the
New York Times Magazine that “the social responsibility of business is to increase its profits”
and “the business of business is business”. This represented an extreme view that the only social
responsibility a law-abiding business has is to maximize profits for the shareholders, which were
considered the only stakeholders for the company. However, time has given the term
‘stakeholder’ wider connotations.

Edward Freeman defines, ‘a stakeholder in an organization is any group or individual who can
affect or is affected by the achievement of the organization’s objectives.’ Thus, the term
stakeholder includes (apart from shareholders), but not limited to, customers, employees,
suppliers, community, environment and society at large.

These and a host of other such ideas have given rise to the concept of Corporate
Social Responsibility (CSR). The concept of CSR goes beyond charity or philanthropy and
requires the company to act beyond its legal obligations and to integrate social, environmental
and ethical concerns into its business process. Business for Social Responsibility defines CSR as
“achieving commercial success in ways that honor ethical values and respect people,
communities, and the environment.

It means addressing the legal, ethical, commercial and other expectations that society has for
business and making decisions that fairly balance the claims of all key stakeholders. In its
simplest terms it is: “what you do, how you do it, and when and what you say.” A widely quoted
definition by the World Business Council for Sustainable Development states that “Corporate

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social responsibility is the continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of life of the workforce and their families
as well as of the local community and society at large”.

Though, there is no universal definition of CSR but the common understanding amongst most of
these definitions concern with how the profits are made and how they are used, keeping in mind
the interests of all stakeholders. The concept of Corporate Social Responsibility is constantly
evolving.

The emerging concept of CSR goes beyond charity and requires the company to act beyond its
legal obligations and to integrate social, environmental and ethical concerns into company’s
business process. What is generally understood by CSR is that the business has a responsibility –
towards its stakeholders and society at large – that extends beyond its legal and enforceable
obligations.

Corporate social initiatives

Corporate social responsibility includes six types of corporate social initiatives

 Corporate philanthropy: company donations to charity, including cash, goods, and services,
sometimes via a corporate foundation
 Community volunteering: company-organized volunteer activities, sometimes while an
employee receives pay for pro-bono work on behalf of a non-profit organization
 Socially-responsible business practices: ethically produced products which appeal to a
customer segment
 Cause promotions: company-funded advocacy campaigns
 Cause-related marketing: donations to charity based on product sales
 Corporate social marketing: company-funded behavior-change campaigns
All six of the corporate initiatives are forms of corporate citizenship. However, only some of
these CSR activities rise to the level of cause marketing, defined as "a type of corporate social
responsibility (CSR) in which a company's promotional campaign has the dual purpose of
increasing profitability while bettering society.
Companies generally do not have a profit motive when participating in corporate philanthropy
and community volunteering. On the other hand, the remaining corporate social initiatives can be
examples of cause marketing, in which there is both a societal interest and profit motive.

LEGAL DIMENSION OF CSR

India`s new Companies Act 2013 (Companies Act) has introduced several new provisions which
change the face of Indian corporate business". One of such new provisions is Corporate Social
Responsibility (CSR). The concept of CSR rests on the ideology of give and take. Companies
take resources in the form of raw materials, human resources etc from the society. By performing
the task of CSR activities, the companies are giving something back to the society.

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Ministry of Corporate Affairs has recently notified Section 135 and Schedule VII of the
Companies Act as well as the provisions of the Companies (Corporate Social Responsibility
Policy) Rules, 2014 (CRS Rules) which has come into effect from 1 April 2014.

Applicability: Section 135 of the Companies Act provides the threshold limit for applicability of
the CSR to a Company i.e. (a) net worth of the company to be Rs 500 crore or more; (b) turnover
of the company to be Rs 1000 crore or more; (c) net profit of the company to be Rs 5 crore or
more. Further as per the CSR Rules, the provisions of CSR are not only applicable to Indian
companies, but also applicable to branch and project offices of a foreign company in India.

CSR Committee and Policy: Every qualifying company requires spending of at least 2% of its
average net profit for the immediately preceding 3 financial years on CSR activities. Further, the
qualifying company will be required to constitute a committee (CSR Committee) of the Board of
Directors (Board) consisting of 3 or more directors. The CSR Committee shall formulate and
recommend to the Board, a policy which shall indicate the activities to be undertaken (CSR
Policy); recommend the amount of expenditure to be incurred on the activities referred and
monitor the CSR Policy of the company. The Board shall take into account the recommendations
made by the CSR Committee and approve the CSR Policy of the company

Key Components of Corporate Social Responsibility (CSR) –

The key components of CSR would therefore include the following:

Corporate Governance: Within the ambit of corporate governance, major issues are the
accountability, transparency and conduct in conformity with the laws. Good corporate
governance policy would enable the company to realize its corporate objectives, protect
shareholder rights, meet legal requirements and create transparency for all stakeholders.

Business Ethics: Relates to value-based and ethical business practices. ‘Business ethics defines
how a company integrates core values – such as honesty, trust, respect, and fairness – into its
policies, practices, and decision making. Business ethics also involves a company’s compliance
with legal standards and adherence to internal rules and regulations.’1

Workplace and labour relations: Human resources are most important and critical to a
company. Good CSR practices relating to workplace and labour relations can help in improving
the workplace in terms of health and safety, employee relations as well as result in a healthy
balance between work and non-work aspects of employees’ life. It can also make it easier to
recruit employees and make them stay longer, thereby reducing the costs and disruption of
recruitment and retraining.

Affirmative action/good practices: Equal opportunity employer, diversity of workforce that

includes people with disability, people from the local community etc., gender policy, code of

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conduct/guidelines on prevention of sexual harassment at workplace, prevention of HIV/AIDS at
workplace, employee volunteering etc. are some of the good practices which reflect CSR
practices of the company.

Supply Chain: The business process of the company is not just limited to the operations internal
to the company but to the entire supply chain involved in goods and services. If anyone from the
supply chain neglects social, environmental, human rights or other aspects, it may reflect badly
on the company and may ultimately affect business heavily. Thus, company should use its
strategic position to influence the entire supply chain to positively impact the stakeholders.

Customers: The products and services of a company are ultimately aimed at the customers. The
cost and quality of products may be of greatest concern to the customers but these are not the
only aspects that the customers are concerned with. With increased awareness and means of
communication, customer satisfaction and loyalty would depend on how the company has
produced the goods and services, considering the social, environmental, supply-chain and other
such aspects.

Environment: Merely meeting legal requirements in itself does not comprise CSR but it
requires company to engage in such a way that goes beyond mandatory requirements and
delivers environmental benefits. It would include, but not limited to, finding sustainable
solutions for natural resources, reducing adverse impacts on environment, reducing environment-
risky pollutants/emissions as well as producing environment-friendly goods.

Community: A major stakeholder to the business is the community in which the company
operates. The involvement of a company with the community would depend upon its direct
interaction with the community and assessment of issues/risks faced by those living in the
company surrounding areas. This helps in delivering a community-focused CSR strategy –
making positive changes to the lives of the people and improving the brand-image of the
company. Involvement with the community could be both direct & indirect – through funding
and other support for community projects implemented by local agencies.

Multiple ways of Implementing Corporate Social Responsibility (CSR) Initiatives

Probably there are as many diverse approaches to implementing CSR as there are companies
active in that domain.
The simplest form of conducting CSR activities could be what is known as "chequebook charity"
- donate money to favorite charities and / or causes.

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In a more structured model, a corporate entity creates a foundation (properly registered under the
relevant laws and taxation regulations) which takes primary charge of undertaking CSR related
projects / activities.
In some cases, CSR maybe added as one more function within the organizational structure of the
company.
We at CSR World are more in favor of a structured approach to CSR. Apart from financial
resources, companies bring some unique competencies to making a positive impact on the
society through CSR. These strengths include - accountability, responsibility, the concepts of
efficiency and effectiveness, results-orientation, project management skills, etc. In other words,
companies should and can take a professional management approach to CSR as they would do
with any other functional activities in the course of whatever business they are engaged in.
Any company wanting to do serious work in CSR field should try to develop focus in two areas -
geographic coverage and domain preference. Many companies prefer to concentrate on
communities around their plants or offices. Others may want to go for national or even
international coverage.
Choices can be made among social sectors like - Health, Environment, Education, Energy,
Women's Empowerment, Microfinance, etc. Further refinements and fine tuning could also be
possible - for example, a company may want to focus upon children's education; another could
concentrate on the girl child etc.
Another relevant question could be - how much money should a company allocate towards CSR
activities / function? We at CSR World believe - more the better ! As a thumb-rule, some
companies do talk about spending say 1% of net annual profits towards CSR.
In terms of managing the CSR activities, many companies create a team within their own
organizations; others go for partnerships with credible and sincere NGOs. CSR World favours
the latter approach as it obviates the need to manage the HRM issues which would emerge with
an in-house team. Also, diverse NGOs can be engaged depends upon the expertise required for
working in several different socio-economic areas chosen as foci (as mentioned above). NGOs
also have pre-existing linkages and rapport with the target communities; which otherwise would
need a long gestation period for a company to develop by itself.
Of course, there are NGOs and NGOs and we recommend application of strict "vendor
development" and "vendor assessment" approaches.
It is interesting to note that in a large number of (at least Indian) companies, the CSR function is
carried out with the involvement of wives of the promoters or CEOs.
Another, somewhat controversial, issue related to CSR is employees' involvement in CSR. CSR
World believes that though surely companies can encourage their employees to participate in
their CSR activities (by providing some rewards, by allocating some work time to CSR, etc) but
such employee-involvement should be purely on a voluntary basis. To "persuade" employees to
allocate time and effort to CSR would tend to infringe upon their other priorities and
responsibilities e.g. towards their family.
As with many other aspects of life, what is more important is that something good is achieved
(through CSR) rather than how exactly it is done.

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When a disaster strikes - tsunami, earthquake, floods, etc - many companies do respond with
help in the form of cash and / or in kind. Again, a very simple (simplistic?) response would be to
donate some money to the Prime Minister's Relief Fund. Another way would be to help NGOs
who are working in rescue, relief and rehabilitation. An important contribution any company can
make is to raise questions relating to priorities (ABC analysis) and make sure that right resources
are provided at the right time - and to ensure elimination or minimization of wastage. It could
also be possible to send a team of employee-volunteers to participate in the disaster management
efforts. Of course, care has to be exercised that such a team is self-reliant and does not become a
burden on the local, already stretched resources and infrastructure.
Just as it is essential for a company to determine what would be its focus in CSR, it also needs to
define exclusions. Questions like - "Should we help individuals?"; "Should we support religion-
related activities?" "How to interface with political groups ?" etc - should be better answered
pretty much as a part of defining a company's very initial CSR policy and approach.

Significance of CSR

Some of the positive outcomes that can arise when businesses adopt a policy of social
responsibility include:

1. Company benefits:

 Improved financial performance;

 Lower operating costs;
 Enhanced brand image and reputation;
 Increased sales and customer loyalty;
 Greater productivity and quality;
 More ability to attract and retain employees;
 Reduced regulatory oversight;
 Access to capital;
 Workforce diversity;
 Product safety and decreased liability.

2. Benefits to the community and the general public:

 Charitable contributions;
 Employee volunteer programmes;
 Corporate involvement in community education, employment and homelessness
programmes
 Product safety and quality.

3. Environmental benefits:

 Greater material recyclability;

 Better product durability and functionality;
 Greater use of renewable resources;

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 Integration of environmental management tools into business plans, including life-cycle
assessment and costing, environmental management standards, and eco-labeling.

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 2-COMPANY PROFILE

Tata Consultancy Services Limited (TCS) is an Indian multinational information

technology (IT) service, consulting and business solutions company Headquartered
in Mumbai, Maharashtra. It is a subsidiary of the Tata Group and operates in 46 countries.

TCS is one of the largest Indian companies by market capitalization ($80 billion). TCS is now
placed among the most valuable IT services brands worldwide. TCS alone generates 70%
dividends of its parent company, Tata Sons. In 2015, TCS is ranked 64th overall in
the Forbes World's Most Innovative Companies ranking, making it both the highest-ranked IT
services company and the top Indian company. It is the world's 9th largest IT services provider
by revenue. As of December 2015, it is ranked 10th on the Fortune India 500 list. On 12 January
2017, N.Chandrashekaran was elevated as the chairman for Tata Sons.

HISTORY-

1968-2000

TCS Limited was founded in 1968 by division of Tata Sons Limited. Its early contracts
included punched card services to sister company TISCO (now Tata Steel), working on an Inter-
Branch Reconciliation System for the Central Bank of India, and providing bureau services
to Unit Trust of India.

In 1975, TCS delivered an electronic depository and trading system called SECOM for
the Swiss company SIS Sega Inter Settle (deutsch); it also developed System X for the Canadian
Depository System and automated the Johannesburg Stock Exchange. It associated with a Swiss
partner, TKS Teknosoft, which it later acquired.

In 1980, TCS established India's first dedicated software research and development centre, the
Tata Research Development and Design Centre (TRDDC) in Pune. In 1981, it established India's
first client-dedicated offshore development centre, set up for clients Tandem. TCS later (1993)
partnered with Canada-based software factory Integrity Software Corp, which TCS later
acquired.

In anticipation of the Y2K bug and the launch of a unified European currency (Euro), Tata
Consultancy Services created the factory model for Y2K conversion and developed software

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tools which automated the conversion process and enabled third-party developer and client
implementation.

2000 to present

On 25 August 2004, TCS became a Publicly Listed Company.

In 2005, TCS became the first India-based IT services company to enter

the bioinformatics market. In 2006, it designed an ERP system for the Indian Railway Catering
and Tourism Corporation. By 2008, its e-business activities were generating over US$500
million in annual revenues.

TCS entered the small and medium enterprises market for the first time in 2011, with cloud-
based offerings. On the last trading day of 2011, it overtook RIL to achieve the highest market
capitalization of any India-based company. In the 2011/12 fiscal year, TCS achieved annual
revenues of over US$10 billion for the first time.

In May 2013, TCS was awarded a six-year contract worth over ₹ 1100 crores to provide services
to the Indian Department of Posts. In 2013, the firm moved from the 13th position to 10th
position in the League of top 10 global IT services companies and in July 2014, it became the
first Indian company with over Rs 5 lakh crore market capitalizations.

In Jan 2015, TCS ends RIL's 23-year run as most profitable firm.

In Jan 2017, the company announced a partnership with Aurus, Inc., a payments technology
company, to deliver payment solutions for retailers using TCS Omni Store, a first of its kind
unified store commerce platform.

PRODUCTS AND SERVICES-

TCS and its 67 subsidiaries] provide a wide range of information technology-related products and
services including application development, business process outsourcing, capacity planning,
consulting, enterprise software, hardware sizing, payment processing, software management and
technology education services. The firm's established software products are TCS BaNCS and
TCS Master Craft
Service lines
TCS' services are currently organized into the following service lines (percentage of total TCS
revenues in the 2012-13 fiscal year generated by each respective service line is shown in
parentheses):

 Application development and maintenance (43.80%) value;

 Asset leverage solutions (2.70%);
 Assurance services (7.70%);
 Business process outsourcing (12.50%);
 Consulting (2.00%);
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 Engineering and Industrial services (4.60%);
 Enterprise solutions (15.21%); and
 IT infrastructure services (11.50%).

OPERATIONS-

TCS has 289 offices across 46 countries and 147 delivery centers in 21 countries. At the same
date TCS had a total of 58 subsidiary companies.

Locations-

TCS has operations in the following locations:

India: Ahmedabad, Bangalore, Baroda, Bhubaneswar, Chennai, Coimbatore, Delhi, Gandhinaga

r, Goa, Gurgaon, Guwahati, Hyderabad, Bhopal, Indore, Jamshedpur, Kochi, Kolkata, Lucknow,
Mumbai, Nagpur, Noida,Nashik, Pune, Trivandrum and Patna

Africa: South Africa, Morocco (closed down)

Asia(excludingIndia)-
Bahrain, China, Israel, UAE, Hongkong, Indonesia, Japan, Malaysia, Philippines, Saudi
Arabia, Singapore, South Korea, Taiwan, Thailand, Qatar

Australia: Australia

Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Republic

ofIreland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland and U
nited Kingdom.

North America: Canada, Mexico and United States.

South America: Argentina, Brazil, Chile, Colombia, Ecuador, Peru and Uruguay.

TCS BPS-

TCS BPS (Business Process Services) is the third-largest India-based IT outsourcing company
(after capgemini). The BPS division had revenues of US$1.44 billion in the FY 2012-13 which
was 12.5% of the total revenue of TCS. TCS BPS has more than 45,000 employees which serve
over 225 million customers across 11 countries. The rate of attrition in BPS division during the
financial year 2012-13 was 19.5%.

In 2006, TCS won a $35 million contract from Eli Lilly and Company for providing data
management, biostatistics and medical writing services. In 2007, it won a major multi-year deal
from Swiss pharmaceutical major Hoffmann-La Roche to provide data

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management, biostatistics, clinical programming and drug safety support to Hoffmann-La
Roche's global pharmaceutical development efforts.

The firm has also opened a business process outsourcing facility in the Philippines.

Tata Research Development and Design Centre-

TCS established the first software research center in India, the Tata Research Development and
Design Centre, in Pune, India in 1981. TRDDC undertakes research in Software
engineering, Process engineering and systems research. Researchers at TRDDC also
developed MasterCraft (now a suite of digitization and optimization tools) a Model Driven
Development software that can automatically create code based on a model of a software, and
rewrite the code based on the user's needs. Research at TRDDC has also resulted in the
development of Sujal, a low-cost water purifier that can be manufactured using locally available
resources. TCS deployed thousands of these filters in the Indian Ocean tsunami disaster of 2004
as part of its relief activities. This product has been marketed in India as Tata swach, a low cost
water purifier.

Innovation Labs-

In 2007, TCS launched its co-innovation network, a network of innovation labs, start up
alliances, university research departments, and venture capitalists. In addition, TCS has 19
innovation labs based in three countries. TCS' partners include Collabnet, Cassatt, academic
institutions such as IITs, Stanford, MIT, Carnegie Mellon and venture capitalists
like Sequoia and Kleiner Perkins.

EMPLOYEES-

TCS is one of the largest private sector employers in India, and the fourth-largest employer
among listed Indian companies (after Indian Railways, Indian Army and India Post).TCS had a
total of 387,000 employees as of December 2016, of which 31% were women. The number of
non-Indian nationals was 21,282 as at 31 March 2013 (7.7%).The employee costs for the FY
2012-13 were US$4.38 billion, which was approx. 38% of the total revenue of the company for
that period. In the fiscal year 2012-13, TCS recruited a total of 69,728 new staff, of whom
59,276 were based in India and 10,452 were based in the rest of the world. In the same period,
the rate of attrition was 10.6%. The average age of a TCS employee is 28 years. The employee
utilization rate, excluding trainees, for the FY 2012-13 was 82%. TCS was the fifth-largest
United States visa recipient in 2008 (after Infosys, CTS, Wipro and Mahindra Satyam). In 2012,
the Tata group companies, including TCS, were the second largest recipient of H-1B visas. As of
June 2017, TCS has over 387,000+ employees. It is world's third largest IT employer behind
IBM and HP.
Subramaniam Ramadorai, former CEO of TCS, has written an autobiographical book about his
experiences in the company called The TCS Story...and Beyond.

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CORPORATE SOCIAL RESPONSIBILITIES-

TCS is an organization of more than 250,000 employees and hence infrastructure, facilities, and
associates have a large impact on the society and environment. TCS aim to run operations in a
socially and environmentally sustainable manner. Therefore, the Company aims to build
“greener infrastructure.”TCS’ CSR programmes are “Impact through Empowerment.” TCS has a
diverse range of global CSR initiatives in the areas of education, health and environment:
volunteering, and funding.

CSR in Education Sector and Skill Building

TCS’ Adult Literacy Programme (ALP) is among the first instances of use of IT core
competencies for social causes since 2000, and continues to be a flag ship programmes of TCS
CSR. The ALP helped in making 11,125 literate. In partnership with NGOs and academic
institutions, 473 trainers were capacity built to conduct ALP programmes in Telugu, Hindi,
Urdu, Odiya and Marathi. Another programme, Computer-based Functional Literacy (CBFL)
programme helps teach illiterate
adults how to read and write. The literacy software was enhanced to support writing and
numeracy in four additional local languages (Bengali, Oriya, Marathi, and Tamil). A total of nine
languages are now covered under CBFL. TCS collaborated with Directorate of Adult Education
under Saakshar Bharat Scheme to run camps in eight languages in India. More than 11,100
adults were made literate using the CBFL software. The Project “Udaan”, is a joint and novel
initiative by National Skill Development Corporation (NSDC) - Government of India and
Special Industry Initiative to help Kashmiri youth join the mainstream of corporate India.
Through Project “Udaan”, TCS endeavors to catalyze the
Kashmiri youth connect with Indian industry, coupled with polishing their skills thus making
them more employable. NSDC “Empower” is another CSR initiative, which provides training of
TCS support staff in basic computer skills and spoken English knowledge as well as soft skills.
Empower was expanded from Lucknow to Pune & New Delhi. 131 candidates were trained
under this programme. The pogramme Insight, address school children to develop their
communication skills and giving them an exposure to IT Industry.TCS Maitree, the volunteering
arm of TCS is working to deploy a sustainable model to improve education, healthcare
and the environment within 5 villages across India. For example, in Panvel India, TCS associates
through the Women Empowerment Programme trained 45 women, screen-printing to enhance
their livelihood options. 570 children in
Under mKrishi, farmer’s knowledge about their crops is enhanced and solutions provided to their
problems over mobile phones. The Company also organizes training for visually impaired
candidates to improve their employability in IT/ITES
industry. TCS has developed a Faculty Development Programme focusing on ITI Instructors of
the COPA (Computer Operator cum Programming Assistant) course which will improve the
quality of training in the courses run by these instructors. Then, there is TCS Research Scholar
Scheme supporting students who wish to pursue PhD in India.

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Health-
The primary programmes launched by the TCS are as follow:
1. An integrated Hospital Management System along with IT infrastructure including a
comprehensive and fully integrated, web-based solution has been provided free of cost to the
Cancer Institute at Chennai. FY 13 marked the successful implementation of all 17 modules of
Med Mantra which were then transitioned to a support mode.
2. Tata Medical Center Management System, developed and running on a state of art IT
infrastructure designed and implemented by TCS. In FY 13, TCS provided TMC with pro bono
IT services valued at INR 4.2 crores.
3. The CSR Tech Team provides to end consultancy and architected comprehensive solutions for
social organizations.The focus has been on using technology as a key enabler to assist and
resolve business challenges faced by these organizations.
4. Retina India Foundation is an NGO focused on patient care for visually challenged (retina
related) persons in India. TCS has prepared the prototype for a National Retina Disease Registry
System.
5. Operation Smile is an international NGO which provides free surgery for cleft lips, cleft
palates and other facial deformities to economically backward children. TCS prepared a
prototype for Patient Care System for tracking patients, with visual collaterals.
6. Impact India Foundation focuses on reducing disabilities affecting a population of 1.5 million
marginalized people through curative and preventive measures. TCS customized and deployed a
Donor Management System addressing Impact’s donor management needs and prepared a
process document for their Community Health Initiative programme.

7. CHILDLINE India Foundation works to ensure children’s rights and the protection of
children.
8. Blood donation camps – These camps are organized regularly across the delivery centers in
India and a similar drive was organized in Singapore in association with Red Cross

Environment-
The primary programmes launched by the TCS in this sector are as follow:
1. Enhancing awareness – Organizing different events to enhance awareness.
2. Reduction of carbon footprint and waste within the organization by following Reduce, Reuse
and Recycle themes.
3. TCS completed the campaign to protect endangered tree species Adansonia digitata (Baobab
Tree) from woodborer infestation at Yantra Park,Pun

ENVIRONMENTALPERFORMANCE: through wastewater treatment and closed loop

recycling. Effective waste management aligned to the 3R principle, TCS aspire to become zero
waste discharge at all their campuses. These features are an integral part of their green campuses
which are designed as per LEED Green Building Standards. Compliance to all relevant
environmental laws, acts, rules. Management System (EMS) under ISO 14001:2004 with an
ongoing commitment to bring additional software development

15
Rainwater Harvesting: In order to achieve water sustainability, various efforts are made &
implemented by TCS in its owned premises and in leased premises wherever feasible. The rain
water harvesting structure is an important feature of building design in the form of roof top
collection system, recharging to bore wells, construction of recharge trenches, recharging pits,
and water bodies for storing rain water.
WasteManagement
It include electronic and electrical waste (E-waste) and a small proportion of regulated wastes
like lead-acid batteries, waste lube oil, etc. The waste management practices seek to reduce the
environmental impact of waste streams to the extent possible by reduction in generation,
segregation at source and proper management to achieve the ultimate goal (long-term) At TCS,
environmental initiatives are seen as part of the overall operational and infrastructure
improvement and the expenditure is not tracked separately. Capital expenditures like green
building projects or operating expenditures like
the operational budget for the facility.
ENHANCING EMPLOYABILITY AND TO CREATE EMPLOYMENT
TCS engage with associates creating environmental awareness and sensitizing them towards
nature and conserving its various resources. The training methodologies used range from
induction training to continuous learning to awareness mailers to various campaigns and
competitions on environment. The total training man- hours imparted on health, safety and
environment was over 240,000. We also have an ecology club under the employee engagement
forum Maitree, where associates come together and engage in various activities like clean-up
drives, awareness sessions, road-shows, tree plantations drives, sapling distribution, etc….

16
 3-REVIEW OF LITERATURE

NAVAL ULHAS LAWANDE1 has done a study on CORPORATE SOCIAL

RESPONSIBILITY AND ITS Influence ON EMPLOYEE COMMITMENT IN
ORGANISATIONS. The purpose of this study is to analyze whether CSR affects the
organizational commitment of employees based on the social identity theory (SIT).The Study
was conducted Top Level and Middle Level Employees of Companies in Pune which conduct
CSR activities. Self-administered questionnaires were filled by the employees. The
questionnaires were filled by 1030 employees and 5 questionnaires were discarded due to
incomplete information. Hence the final number of usable questionnaires was 1025. All the
respondents belonged to the managerial grade from M1-M5.As predicted, the findings from the
study indicated significant positive correlations between CSR and employee commitment. The
perception of employee beliefs towards CSR initiatives had significant impact on the
commitment of the employees.

Based on the literature, four hypotheses were tested through correlation, t-test, and one way
ANNOVA and regression analysis. The results indicate that employees prefer to work with
socially responsible organizations and their organizational commitment level is positively
affected by the CSR initiatives. It is an important study in the context that it provides
management insight about employees’ behavior with regards to CSR.

B.ARUMUGAM2 has done a study on ATTITUDE OF CUSTOMERS TOWARDS

CORPORATE SOCIAL RESPONSIBILITY OF BANKS IN VIRUDHUNAGAR DISTRICT.
The study mainly planned to analyze the attitude of customers towards Corporate Social
Responsibility of banks, particularly product and services responsibility, community
responsibility and environment responsibility of banks in Virudhunagar District. Further the
study also analyses the future expectation of customers towards corporate social responsibility of
banks in Virudhunagar District. CSR has become necessary for organizational health and wealth.
It plays a role of supporter and facilitator in the journey that enterprises undertake to reach the
peak along with highest ethical standards. Government was the principal shareholder, promoter
of corporate social responsibility and practicing the standard corporate governance in the
country. The various forms of business organizations undertook CSR practices as secondary
importance of the business. Good CSR practices are essential for their business. It generates
long-term value to all its shareholders and other stakeholders. Even Private organization is only
constructing the profit motive. So the private sector is voluntarily initiating CSR. Under this
research, the researcher have recognized the Corporate Social Responsibility of banks towards
the society and making their contribution in the field of employment generation, education,
health care, farmer training, women welfare and women empowerment. Hence the research
suggesting the banks should allot a sum of money and disclose that amount spent on CSR
activities in their annual reports.

17
Himadris Chattopadhyay3 has done a research on Corporate Social Responsibility: A Study of
Perception of Business Management Students with special reference to Kolkata. This research is
intended to understand the perception of students pursuing their degree in Business Management
regarding Corporate Social Responsibility (CSR). In an attempt to understand the business
management students’ perception of CSR, a survey was conducted involving 704 students of 19
business schools in Kolkata The study makes an observation that the students come out with a
perception of CSR which is ill-informed and not particularly guided by exposure to educational
aids even after studying the courses. The details of the business ethics syllabus in MBA
programme is primarily responsible for perception making along with other factors. Though the
related business ethics or CSR curricula are above acceptable level, the skills and capacities of
the educators, study objectives, relative curricular importance of the subject and pedagogy are
important factors for converting the curriculum into meaningful lessons in which the courses
currently lack. This research study concludes that management professionals must necessarily
develop a pro-ethical stance for a sustainable future. In this respect, the business schools can
emerge as the strongest instrumental force in creating a well-formed perception of responsibility
and care towards self, organization, community, society.

TRUPTHA S.4 has done a research on IMPACT OF CORPORATE SOCIAL

RESPONSIBILITY (CSR) ON ORGANIZATIONAL PERFORMANCE: A STUDY OF
INFORMATION TECHNOLOGY COMPANIES IN KARNATAKA”. The study explores the
relationships between CSR activities and performance of the organizations both from external
and internal view point. It takes into consideration financial parameters such as operating profit
margin and return on capital employed, etc and non-financial parameters which include
employee commitment, job satisfaction and reputation. The study considers 708 employees
working in various IT companies in Karnataka. The findings of the study reveal the nature of the
relationship between the CSR activities and the way they influence performance of organizations
on both financial and non financial parameters. The study shows that there is a positive
relationship between CSR of organizations and performance of organizations on
certain financial and non financial parameters. CSR is found to be positively related to financial
performance parameters including return on capital employed, return on equity, return on assets,
net profit margin, operating profit margin and non financial parameters including employee job
satisfaction, employee commitment to organization and internal reputation. This study has
confirmed as to how it is beneficial for corporations to spend on CSR by indicating a positive
relationship between CSR activities and performance of organizations in IT sector. Corporations
need to integrate CSR as part of strategic planning in all their domains including marketing,
human resources, financial planning and operations. In addition IT companies are well
positioned to work under the latest regulations of CSR mandate as prescribed by the new
Companies Bill as compared
to other companies in the industry.

18
Catrin Ballinger, Jonny Gifford, Jill Miller 5 in Chartered Institute of Personnel and Development
has done the study on the role of HR in CORPORATE SOCIAL RESPONSIBILITY. The main
intention with this report is to prompt debate and inspire practice for HR practitioners, business
leaders and those withspecific responsibility for corporate social responsibility or sustainability.
The research investigates the extent to which ethical considerations pervade business operations
and decisions, and the role HR plays in developing and implementing the corporate
responsibility agenda. In doing so, it builds, Responsible and Sustainable Business: HR leading
the way, providing more extensive data on how HR’s role is perceived and lessons from the
experiences of business leaders on how corporate responsibility can be made a day-to-day
reality. In particular, we wanted to measure the extent to which HR is seen as a central player in
corporate responsibility, both by HR leaders and by managers from the wider business.

A successful strategy to embed corporate social responsibility must consider organizational

culture. There are relatively few people willing to stick out their necks and do right when it
is natural or normal to do wrong. We need to make ethical behavior a decision-making the
norm. Moreover, if leaders and managers do not make clear efforts to turn corporate
responsibility strategy into a fundamental part of ‘how we do things around here’, it sends a
clear message to employees that this is not an important area for the business. Corporate social
responsibility is patently not the remit of the HR function. It is something that pervades all
aspects of a business, from operations to finance, procurement to marketing, leadership to
people management. But HR is best placed to pick up on organizational culture, talk
about it with authority and do something about changing it. Corporate responsibility needs to be
lived and breathed in the culture of the organization and, if here’sone function that can help in
this above any other, it’s HR.

The Authors Premlata, Anshika Agarwal6 in Journal of Business Law and Ethics has stated the
Corporate Social Responsibility: An Indian Perspective by using the secondary data which have
collected from different sources such as official websites of department Corporate Affair
minister, Newspaper Articles, Research Papers and Magazine Articles. The study reveals that
Government introduces CSR because they wants corporation to become more responsible for the
society or for its stakeholders itself. CSR offer real opportunities for the corporations to
contribute in various activities which directly or indirectly help welfare of the society.
Corporations are social entity so they must take care of all stakeholders, it is vital for them to
take charge of this responsibility in efficient way so that all participant of corporation feel
satisfied. It also states that corporates can't stand alone they also needs the support of their
society at large which is important for their development and goodwill. Many large corporations
now taking steps to improve their environmental and social performance through the use of
voluntary initiatives such as codes of conduct, environmental certification and reporting, social
audits, fair trading schemes and social investment programmes. Corporates and government must
work together and through this, they can bring dramatical changes in the welfare schemes of
society.

19
The authors Dr. Dipak Bhamare, Dr Sudhakar Jadhavar, Pune Prof. Archana Patil 7 in Chronicle
Of The Neville Wadia Institute Of Management Studied And Research has done the study on
Impact Of Corporate Social Responsibility Activities Of The Company On Consumer Purchase
Decision In Indian Market. Here the perception of consumers based on their rational, emotional
and individual judgments towards their willingness to purchase a product in the context of the
concept CSR (Local Community, Environmental Sustainability, and Green Product) has been
depicted. Based on this the results shows a positive relationship between CSR result in consumer
trust and a positive intention to purchase a product, found that CSR can play an important role in
building a long-term relationship with consumers. Therefore, CSR programs encourage people to
trust a company to fulfill the terms of the exchange and do as expected (perceived credibility)
and be forthright and honest (perceived integrity) (Swaen & Chumpitaz , 2008). This study also
supported by the results found in Kenning (2008) that specific and general trust has positive
effects on buying behavior. Government places a major role in educating the consumers by
implementing various policies that can have transparent polices of CSR activities conducted by
any corporate. Also Government organizations should promote various schemes to motivate
people to understand the need and importance behind CSR activities and not let it be mere
documentation.

The Authors Abha Chopra, Shruti Marriya 8 from Chitkara University has done the research on
Corporate Social Responsibility and Education in India by using secondary data like various
newspapers, Journals, Articles and websites have been accessed to collect the information for
study. The results stated that there is strong desire to change the current state of education. India
has to restructure the education system at all the levels i.e. elementary, secondary and higher
education level. This is possible when the corporates also perform there responsibilities towards
society. They are also the consumers/users of trained/skilled manpower produced by the
universities. In order to reap concrete benefits they must help these universities /colleges to
produce such skilled and trained manpower by providing funds for research and development,
organizing various workshops, training and development programs, cross over exchange
programs, infrastructural support and last but not least providing facilities for qualitative
education that quantitative. The role of CSR in education is thus mitigating the skills gap with
considerable experimentation, and learning-by-doing along the way. In this process, the affected
individuals, companies, and society at large are likely to benefit and many companies who are
involved in this activities are General Electronic, DLF, Bharati Airtel, Citigroup, Indian Oil
Limite, Azim Premji foundation and Microsoft.

The Authors kshitiz upadyay Dhungal, Amar Dhungal9 in Banking Journal has stated a research
on corporate social responsibility reporting practices in banking sector of Nepal by using
questionnaire in selected banks and financial institutions. The Conclusion of this research is CSR
is not a mandatory in Nepal and all the banks that all the banks have made disclosure on
voluntary basis. From the given information it has stated that education, environment, health and
women and children development are some of the CSR activities in which most of the banks

20
doesnot have a clear statement about their activities and not shown in their websites. So the
banks should improve themselves and give information to the society about their activities.

The Authors Anupam Sharma and Ravi Kiran10 from Thapar University in International Journal
of Business Research and Development has researched Corporate Social Responsibility: Driving
Forces and Challenges. The results stated that education, environment and health sectors are
more focused in comparison to other factors. Theoretically, a socially responsible organization is
more attractive to potential staff and, therefore, it is less expensive to recruit in a talent
competitive market. It is also somewhat rewarded by customers and shareholders making it
simpler to manage stakeholders and obtain further market share . If organizations will shift their
focus from philanthropic and economic responsibilities to education, environment and health
responsibility, this will help them in the development of healthy staff and a better social image in
the eyes of customers and shareholders.

The Author Dr. Nagaraju Battu11 from Acharya Nagarjuna University has done a theoretical
research on The Role of Human Resource Management in Corporate Social Responsibility. The
overall conclusion of the research is HR department is assumed to be the coordinator of CSR
activities in getting the employment relationship right which is a precondition for establishing
effective relationships with external stake holders and thus can orient the employees and the
organization towards a socially responsible character. Armed with a strong and committed
organizational culture reinforced by responsible HRM practices the organization can achieve
heights of success by improved profitability, employee morale, customer satisfaction, legal
compliance, and societal appliance for its existence.

The Author Sapta Sagar Nallamothu12 from Acharya Nagarjuna University has done a
theoretical research on Corporate Social Responsibility of Selected Pharmaceutical Companies in
India. The results have shown that many of the Pharmaceutical companies are actively involved
in social activities other than profit making. Also they are creating awareness to all generations
of people about their activities and making them to involve in it. Some of those companies and
their CSR activities are as follows-

Ranbaxy-Environment, Health and Safety, Occupational health and safety

Orchid Pharma-Education, Healthcare, Women Empowerment

Dr Reddy's Lab-Health Education, Community Care, Rural Livelihoods

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The Author Kishore Babu Addagabottu13 from Acharya Nagarjuna University has done a
theoretical research on Corporate Social Responsibility: A Case Study of Tata Group. The main
objective of this study is to know how the Tata group has fulfilled its responsibility towards all
stake holders, what specific activities, programmes and strategies it has set, devised and
implemented for the same and also to know various CSR initiatives undertaken b Tata group.
The studies had revealed that Tata CSR activities like agriculture development and Animal
Husbandry, Education, Women’s programmes, Rural Energy, Community Development has
touched and changed many lives beyond purely social work this support extends to individuals
and institutions pursuing artistic sporting and academic excellence .and now Tata enterprises
spread their wings to global locations.

The Author A. Ragasudha14 from Acharya Nagarjuna University has done a theoretical research
on Execution of Corporate Social Responsibility Practices in Indian Banking Sector by using
primary and secondary data. They have taken 5 Nationalized banks of India(Allahabad Bank,
Andhra Bank, Bank of Boroda, State Bank of India and UCO bank) . The results have stated that
although these banks have undertaken CSR activities but they are not at all satisfactory level. So
these banks have to communicate more to their stake holders about their activities and should
increase their budget towards societical aspects. Presently various CSR activities that these banks
are following are Education, Environment, Health, Rural Development, Women and Children
Welfare activities.

Andrea Pérez and Ignacio Rodríguez del Bosque 15 has done a study to examine customer
corporate social responsibility (CSR) expectations in the crisis context of the Spanish banking
industry. The paper also takes into consideration the role that corporate governance structure
plays in customer CSR expectations. They analysed 648 customers of savings banks and 476
customers of commercial banks, several univariate statistics and two cluster analyses are
implemented. The authors identify significantly consistent patterns in the CSR expectations of
savings banks and commercial banks customers. The customers of both types of banking
companies have similar high expectations concerning the CSR oriented to customers,
shareholders and supervising boards, employees, the community and legal and ethical CSR. Also
customers of both types of banking companies can be consistently classified as customer
oriented, legally (customer)-oriented and CSR-oriented customers depending on their CSR
expectations.

James Baba Abugre 16, (2014) has done a study on to examine the managerial role in the
practices of corporate social responsibility (CSR) in developing economies. The paper takes
the form of an empirical analysis of employees' opinions based on a quantitative survey of
100 middle and senior level managers from four organizations chosen from relatively high
impact industry sectors. Managerial role in the practice of CSR is limited and ineffective in
Ghana. Difficulties of effective CSR implementation mainly stem from leadership weak
spots in the form of mismanagement and corruption, lack of leadership commitment and
unwillingness to allocate monies due for CSR activities. Organizations can do better in the

22
practice of CSR if management's attitude to CSR, corruption, and work behaviors are
positive.

Piotr Ratajczak, Dawid Szutowski 17, (2016) has a done a study at summarizing the state of
knowledge on the relationship between a company’s corporate social responsibility (CSR)
and its innovation performance.The research relied on a systematic literature review with
the use of SALSA (Search, AppraisaL, Synthesis, Analysis) and backwards-snowballing
methods. The search encompassed one electronic database – Scopus. Finally, the set of
papers analyzed amounted to 24 publications. The relationship between innovation
and CSR reported in these papers were synthesized in the form of a mapping review.The
results indicated the lack of scientific consensus on many aspects of the relationship
studied. CSR was assumed to influence innovation performance, and inversely, innovations
were presumed to have an impact on the company’s CSR. However, the relation’s
determinants were strongly diversified in the set of articles studied

Anibe Ferus-Comelo 18, (2014) has done a research to illuminate contemporary corporate
social responsibility (CSR) in India's tourism industry. It aims to analyse the community
impact of two Indian five-star hotels operating in Goa, a tiny coastal state. The study applies
a case study method to examine the employment and environmental practices of the Vivanta
by Taj and Leela Kempinski. Qualitative research methods were used, including interviews
with management, community leaders, and workers. Secondary data were gathered from
company web sites and promotion materials as well as applications under the national Right
to Information Act to access official records in the pertinent government bodies. An analysis
of the findings shows that CSR in India's tourism industry is currently limited to corporate
self-reporting on indicators of the companies' choice or, in some cases, the minimum
required by regulatory bodies. In the absence of tight regulatory oversight and pressure from
local civil society, company reports present a one-way channel of communication of the
companies' perception and practice of CSR. The paper concludes that the industry has yet to
move beyond traditional philanthropy to embrace contemporary principles of CSR which
include corporate transparency, multi-stakeholder engagement, and community
empowerment.

Erin Heinrich 19 , (2017), has done a research on Overcoming Regional Retention Issues:
How Some Michigan Organizations Use CSR to Attract and Engage Top Talent,
in Donnalyn Pompper. The study reported in this chapter was designed to investigate how
managers representing public relations (PR), human resources (HR), and corporate social
responsibility (CSR) departments use their organizations’ CSR initiatives to attract, engage,
and retain job-seeking Millennials. To direct attention to a region that has been plagued with
employee attraction and retention issues, this study focused this phenomenon as experienced
by organizations located in the state of Michigan. Findings identify ways PR, HR, and CSR
departments work together to infuse work cultures with CSR thinking. Four main themes
and 14 subthemes emerged among interview data – suggesting that employee recruitment
activities should evolve to more fully consider CSR in terms of employee value
propositions, organizational culture, and empowering and developing employees.

23
Theresa Bauer20, (2014),has done a study on The Responsibilities of Social Networking
Companies: Applying Political CSR Theory to Google, Facebook and Twitter. Social
networking sites (SNS) are enjoying growing popularity and have triggered new ethical issues
including risks of deception, social grooming, cyber-bullying and surveillance. This development
along with the growing power of SNS providers calls for an investigation of the CSR
engagement of SNS companies. The chapter examines to what extent three prominent providers
– Google, Facebook and Twitter – fulfill their responsibilities. It draws heavily on a politicized
concept of CSR, namely ‘corporate citizenship’ (Crane, Matten, & Moon, 2008a; Matten &
Crane, 2005) and ‘political CSR’ (Scherer & Palazzo, 2007, 2011) and discusses the role
SNS providers play in administering citizenship rights. The chapter takes a qualitative case
study approach. Facebook, Twitter and Google have not only made clear commitments to
act responsibly, they actually enhance the citizenship status of their users in many ways, e.g.
by offering a platform for democracy activists. Deficiencies and contradictions also become
visible, e.g. SNS providers inhibit citizenship by failing to provide sufficient privacy
protection.
Abdul Jelil Abukari and Ibn Kailan Abdul-21 (2017) has done a study on Corporate social
responsibility reporting in the telecommunications sector in Ghana, using websites as a
disclosure medium. Drawing inspirations from prior studies, this study looked at corporate social
responsibility reporting (CSRR) in five thematic perspectives: environment; human resource;
product and customer; community and ethical aspects. Findings from this study indicate that the
telecommunications companies in Ghana poorly articulate their CSR issues online. The
community involvement category received much attention in their reportage, which supports
earlier studies that most organizations are committed to corporate philanthropy. The findings
also show that two telecommunications companies have dedicated department solely for CSR
(MTN Ghana and Vodafone Ghana), known as CSR Foundation with separate vision statement,
mission statement; objectives; aims as well as independent board different from the mother
entities. The study makes relevant contribution in the area of CSRR in the context of Ghana,
judging from the fact that the concepts CSR and CSR are relatively new and also adds literature
to a fairly growing area of CSR communications via websites which are fast becoming a medium
of corporate communication for corporations in Ghana and beyond.

Najeb Masoud22 (2017) has done a study on How to win the battle of ideas in corporate social
responsibility: the International Pyramid Model of CSR. It traces the origins of the concept and
creates a theoretical framework for international use, thus having the benefit of applicability in
both developing as well as developed economies. The models of Carroll and Visser are
integrated to produce The International Pyramid Model of CSR, which acknowledges the relative
importance of economic, glocal, legal and ethical, and philanthropic aspects of the CSR concept.
The primary innovation in the International Pyramid is the development of ‘glocal’
responsibilities, relating to the environment, socio-cultural matters, technology users, and
political rights. Additionally, the International Pyramid condenses Carroll (Business Horizons
34(4):39–48, 1991) pyramid such that the separate legal and ethical responsibilities are merged
into one ‘legal and ethical’ obligation. Furthermore, it offers flexibility by acknowledging that
the various responsibilities it embodies can shift up or down the pyramid as priorities change,
which is inevitable as businesses and economies differ cross-sectionally, and over time.
24
Tibebe Sirak Asfaw, Vida Botes and Lula G. Mengesha23 has done the study on The role of
NGOs in corporate environmental responsibility practice: evidence from Ethiopia. The research
explores the role of Non-Government Organizations (NGOs) in corporate environmental
responsibility practice within the context of a developing country, Ethiopia, and provides a
framework that enables NGOs to influence firms to improve environmental performance and
increase environmental disclosure. This research is a qualitative research which employs content
analysis. The result of the study shows that the environmental NGOs in Ethiopia are engaged
more on reacting to the damage that has been caused by the unsustainable business practices
rather than working proactively by collaborating with corporations, government and other
stakeholders. This implies that donors should play a pivotal role in this regard since it is the
donors’ thematic area of activities that dictates the NGOs projects and programs.

Haifeng Huang and Zhenrui Zhao24 has done a research on The influence of political connection
on corporate social responsibility——evidence from Listed private companies in China. In
recent years, Chinese private companies have improved a lot in corporate social responsibility
(CSR) performance, especially in the philanthropic area. However, private companies’
awareness and performance of social responsibility still have a big disparity with SOEs. And
private companies’ policy of social responsibility is subjective and preferential. To explain this
contradiction, this paper tries to introduce political connection and, based on stakeholder
salience theory, to test how political connection changes managers’ perception of stakeholders’
relative importance and cause changes in stakeholders’ satisfaction level of social responsibility
requirement. The result shows that (1) political connection has positive influence on private
companies’ CSR; (2) companies with political connection are significantly better than the ones
without political connection in society-oriented and customers-oriented responsibility; (3) two
kinds of companies have no significant difference in investors-oriented responsibility; (4) as for
government-oriented and employee-oriented responsibility, companies with political connection
are worse than ones without political connection. These findings are significant for China’s
future construction of competition system and private companies’ choice of stakeholders and
future investment.
Myria W. Allen and Christopher A. Craig25 has done a study on Rethinking corporate social
responsibility in the age of climate change: a communication perspective. In the winter of 2015
world leaders presented plans for keeping the global temperature rise below 2 °C due to
projected climate change threats. These threats present organizations, communities, and citizens
with the need to change viewing corporate social responsibility (CSR) as a voluntary luxury to
being a necessity. This essay proposes refocusing CSR efforts in light of projected climate
challenges and expanding our investigation into the role of communication in such efforts.
Communication is more than a tool to craft a positive corporate image so as to gain or protect
legitimacy. It is the means through which CSR sustainability-related initiatives are created and
disseminated within organizations and among their key stakeholders (i.e., governments,
communities, competitors, supply chains, employees). Suggestions for future research exploring
CSR, sustainability, and communication are offered.

Vw. Malte Kaufmann and Marieta Olaru 26 has done a study on THE IMPACT OF
CORPORATE SOCIAL RESPONSIBILITY ON BUSINESS PERFORMANCE – CAN IT BE

25
MEASURED, AND IF SO, HOW?. This paper examines the question of measurability of the
impact of Corporate Social Responsibility on Business Performance. It starts with describing
newer trends of measuring business performance, showing that one can observe a shift from the
classical short-term analysis with particular focus on indicators like shareholder value, revenue
and market share toward taking also into account soft indicators, such as employee and customer
satisfaction, that contribute to the long-term success of a company. This approach is shown
based on the European Foundation of Quality Management (EFQM) criteria. The paper goes on
to give an overview of latest trends in the field of Corporate Social Responsibility and then offers
a possible way to measure its impact on Business Performance on the basis of the stakeholder
concept.

HortensiaGorski MirceaFuciu and NataliaCroitor27 has done a Research on Corporate Social

Responsibility in the Development Region Centre in Romania. The main purpose of this paper is
to investigate the level of awareness of corporate social responsibility (CSR) concept and to
identify how CSR activities are planned and organized in Romania – Centre Development
Region. Presented results are based on a complex research conducted in order to get information
of whether the CSR practice has been implemented in organizations. This data, collected by
questionnaire based survey, were organized and analyzed in SPSS. Results have shown that in
the surveyed organizations CSR practices are not enough understood and used. Taking into
account the research results, we provide some recommendations.

Archie B. Carroll and Kareem M. Shabana 28 have done a study on The Business Case for
Corporate Social Responsibility: A Review of Concepts, Research and Practice. The business
case refers to the underlying arguments or rationales supporting or documenting why the
business community should accept and advance the CSR ‘cause’. The business case is concerned
with the primary question: What do the business community and organizations get out of CSR?
That is, how do they benefit tangibly from engaging in CSR policies, activities and practices?
The business case refers to the bottom-line financial and other reasons for businesses pursuing
CSR strategies and policies. In developing this business case, the paper first provides some
historical background and perspective. In addition, it provides a brief discussion of the evolving
understandings of CSR and some of the long-established, traditional arguments that have been
made both for and against the idea of business assuming any responsibility to society beyond
profit-seeking and maximizing its own financial wellbeing. Finally, the paper addresses the
business case in more detail. The goal is to describe and summarize what the business case
means and to review some of the concepts, research and practice that have come to characterize
this developing idea.
Manuel Castelo Branco, Catarina Delgado 29, (2011) has done a research on corporate social
responsibility and disclosure in Portugal. This descriptive paper seeks to explore the role of
Portuguese academics within corporate social responsibility and disclosure (CSR&D)
research. It aims to give some insight into the nature and the extent of research on CSR&D

26
being undertaken by Portuguese authors. This review specifically targeted international
journals to see how much Portuguese research had penetrated the international business,
management and accounting (BMA) academic discourse. The research that is reported in
this paper is based on an electronic search of the online databases which include journals in
these areas. The paper reviews journal articles published in BMA journals over the period
1998 to 2008. The paper reaches several conclusions: the volume of published research in
international journals is still very low; most papers focus on CSR; research is
overwhelmingly empirical in orientation; and most papers focus on Portugal. Hence, there is
great scope for expanding the amount of research on CSR&D in Portugal, as well as
improving the diversity of its content and its geographical coverage.

Jayati Sarkar and Subrata Sarkar30 has done a study on Corporate Social Responsibility in India -
An Effort to Bridge the Welfare Gap. Drawing on existing theoretical and empirical literature on
the rationale behind Corporate Social Responsibility (CSR), this paper analyses the potential
implications of mandated CSR under the recently enacted Companies Act, 2013 in India on firm
incentives, likely responses of corporates that come under the ambit of the law, implications for
resource availability and delivery of social goods, and the prospects and challenges of
implementing mandated CSR. Insights into these issues are drawn by empirically examining the
voluntary CSR behavior of a sample of 500 large companies listed on the Bombay Stock
Exchange for the period 2003-2011 that predates the new regulation. The paper argues that
notwithstanding the potential economic costs that may accompany mandated CSR, the provisions
of the new Act are designed thoughtfully to balance the objectives of the corporation and its
shareholders on the one hand and that of the society and its stakeholders on the other. However,
addressing the challenges of implementation successfully would determine how far the
objectives of the new regulations are met.

27
RESEARCH GAP

Many researchers and scholars has done a research on different aspects in Corporate Social
Responsibility (CSR) like CSR and its impact on organizational performance, attitude of
customers towards Corporate Social Responsibility of banks, perception of students pursuing
their degree in Business Management regarding Corporate Social Responsibility, Impact of CSR
on organizational performance-a study of information technology companies in Karnataka, role
of HR in CSR, Corporate Social Responsibility: An Indian Perspective, Impact Of Corporate
Social Responsibility Activities Of The Company On Consumer Purchase Decision In Indian
Market, Corporate Social Responsibility and Education in India, corporate social responsibility
reporting practices in banking sector of Nepal, Corporate Social Responsibility: Driving Forces
and Challenges, The Role of Human Resource Management in Corporate Social Responsibility,
Corporate Social Responsibility: A Case Study of Tata Group, Execution of Corporate Social
Responsibility Practices in Indian Banking Sector…….etc. So far we can see that there are very
few researches that have done Role of HR in delivering the Corporate Social Responsibility. So
there exists a gap in finding out the role of HR. That is the reason I have chosen to Research on
the Role of Human Resources in d

elivering Corporate Social Responsibility.

As IT sector is one of the fast growing companies in India and helps in the development of
economy. So that is the purpose I have chosen the company called TCS-TATA
CONSULTANCY SERVICES.

28
 4-RESEARCH METHODOLOGY

Need for the Study-

Corporate social responsibility focuses on the idea that a business has social obligation above
and beyond making a profit. It requires a management to be accountable to the full range of
stakeholders. Corporate social responsibility the continuing commitment by the business to
behave ethically and contribute to the economic development of the country while improving the
quality of the life of the workforce and their families and local community and society at large.
Corporate social responsibility is achieving commercial success in the ways that honor ethical
values and respect people communities and natural environment. Corporate social responsibility
is a combination of policies education an practices which extend throughout the corporations
operations and into the communities in which they operate. Corporate social responsibility is the
commitment of businesses to behave ethically and to contribute to the sustainable economic
development by working with all stakeholders to improve their lives in the way that are good for
business and society at large. In this context Researcher felt the need to know up to what extent
the businesses are carrying the CSR activities and how those activities are helping for the growth
and improvement of the society and environment.

Significance of the study-

Because of growing importance for CSR in business, organizations shows more focus on CSR
activities which lead to long term profits for both the organization and society. So to know the
HR role in delivering CSR activities and to know the employees knowledge about various CSR
activities in the business the study has taken place.

Objectives of the study-

 To study the various CSR initiatives taken up by the organization.

 To know the role of Human Resource in delivering the Corporate Social Responsibility
from the employees point of view.
 To know employees awareness regarding various CSR activities undertaken by the
organization.
 To know whether the CSR activities by organization helps in the improvement of the
society/stake holders’ interest.

Hypothesis of the study-

H1-CSR activities of the company are contributing for the well being of stake holders/society

H2- HR is included board decisions regarding CSR Formulation.

H3-HR is playing vital role in creating positive opinion towards CSR among employees
29
Sources of Data-

This study is based on both primary and secondary data.

The primary data of this study are collected from the sample questionnaire filled by the
employees of TCS. Additional information was gathered through interaction with the higher
officials.

The secondary data required for the study are collected from company annual reports, records
brouchers, journals, books, and websites.

Questionnaire-

After thoroughly evaluating the various concepts to be examined in the present study
questionnaire were designed. The questionnaires covered all aspects to meet the objectives with
which this research work has been initiated

The part 1 of the questionnaire is all about the demographic profile of the employees.

The part 2 of the questionnaire is all about various CSR activities implemented by the business.

The part 3 of the questionnaire is all about role of HR in designing and implementing CSR
activities.

Sampling-

Population – Employees working in various cadres at different levels of selected organization.

Size – Based on the population 160 employees of selected organization covering all levels are
considered to be the appropriate sample size for the present study.

Technique – The researcher administered questionnaires to the employees from the sampling unit
randomly based on the availability. Thus simple random technique was used.

Area – The area used for the study is only Hyderabad TCS Employees.

Statistical tools-

Various statistical tools involved in the study are Percentage.

Limitations-

 Due to time constraint the present study was confined to only one organization.
 Conclusion or inferences are drawn on the basis of employee’s opinion which may
change over the period.

30
 Some of the managers couldn’t extend their support due to their busy schedule as such
only few departments were covered.
 Due to time constraint the population size is confined to 160 samples.

31
 5-DATA ANALYSIS

Qualification

Qualification Percentage count

B.Com 10 16
BBM 7.5 12
B.Tech 40 64
M.Tech 10 16
MBA 20 32
M.S 12.5 20
100 160

B.Com BBM B.Tech M.Tech MBA M.S

13% 10%

8%

20%

10% 40%

Interpretation-

From the above graph it is shown that 40% of the respondent’s qualification is B.Tech.

Only few Employees belong to the Qualifications B.com, BBM, M.tech, MBA and M.S

32
Designation

Designation Percentage Count

HR Executive 2.5 4
System Engineer 6.25 10
Assistant System Engineer 7.5 12
Soft ware Engneer 20 32
Project Manager 26.25 42

IT Analyst 21.875 35
Team Lead 8.125 13
Team Analyst 7.5 12
100 160

HR Executive System Engineer Assistant System Engineer

Soft ware Engneer Project Manager IT Analyst
Team Lead Team Analyst
3%
8% 6%
8% 8%

22% 20%

26%

Interpretation-

From the above graph it is shown that the employees are belong to different designation
in which project are in 26.2%.

33
Department
DEPARTMENT Percentage Count
Engineering 33.75 54
Communication and IT 63.75 102
HR 2.5 4
100 160

Engineering Communication and IT HR

3%

34%

64%

Interpretation-

From the above graph it is shown that 64 % of respondents are belongs to communication
and IT department.

Whereas 33.5% Employees belongs to engineering and 2.5% Employees belongs to HR

departments.

34
1. Existence of corporate social responsibility strategies?
A. Yes – we have a CSR strategy for the whole business, including the supply chain
B. Yes – we have a CSR strategy for the business but not including the supply chain
C. No – we do not have a CSR strategy but intend to or are in the process of developing one
D. No – we do not have a CSR strategy and have no plans to develop one
E. Don’t know

OPTION PERCENTAGE COUNT

A 56.25 90
B 33.75 54
C 7.5 12
D 2.5 4
100 160

60

50

40

30

20

10

0
A B C D

Interpretation-

 From the above table it is evident that 56% of the employees are strongly believe that the
organization has CSR activities for the whole organization including the supply chain.
 Yet 4% of employees don’t know about the CSR activities in the Organization.
 41% of the employees are partially aware of the CSR activities in the Organization.

35
2. To what extent does your organization believe it has a sense of responsibility for its
impact on…?
A. Society in general
B. The economy
C. The global environment
D. Customer or client satisfaction
E. Employee welfare and well-being
F. Maximizing shareholder or trustee value
G. The local environment

OPTION PERCENTAGE COUNT

A 78.75 126
B 1.25 2
C 10 16
D 1.875 3
E 4.375 7
F 1.875 3
G 1.875 3
100 160

90

80

70

60

50

40

30

20

10

0
A B C D E F G

Interpretation-

 79% of the employees believe that CSR activities have its sense of responsibility
for its impact on society in general.
 Only few employees believe that it has impact on the economy, customer
satisfaction, maximizing shareholder value, and the local environment.

36
3. What are the drivers for corporate social responsibility?
A. Government or Regulators
B. Employee engagement
C. Shareholders pressure

PERCENTAG
OPTION E COUNT
A 62.5 100
B 33.75 54
C 3.75 6
100 160

70

60

50

40

30

20

10

0
A B C

Interpretation-

 66% of Employees believe that government or regulators are the main drivers for
Corporate Social Responsibility in the Organization.
 Few Employees stated that Employees engagement is also one of the drivers
Corporate Social Responsibility in the Organization.
 Only few are in a thought that shareholders pressure is one of the drivers
Corporate Social Responsibility in the Organization.

37
4. To what extent is CSR considered in board-level decisions?
A. A central consideration in most decisions
B. An important consideration, but only one of many
C. A consideration, but not an important one
D. A consideration on rare occasions
E. Not a consideration at all
F. Don’t know

OPTION PERCENTAGE COUNT

A 5 8
B 17.5 28
C 30 48
D 5 8
E 41.25 66
F 1.25 2
100 160

45

40

35

30

25

20

15

10

0
A B C D E F

Interpretation-

 41.25% of employees think that CSR is not a consideration in board level decisions.
 Few employees believe that it is a consideration but not an important one.
 1% f employees even don’t know whether it is a consideration or not.

38
5. Are you aware of all the CSR initiatives of the Organization?
A. Completely aware
B. Partially aware
C. Not aware
D. No formal information from superiors

OPTION PERCENTAGE COUNT

A 55 88
B 39.375 63
C 1.25 2
D 4.375 7
100 160

60

50

40

30

20

10

0
A B C D

Interpretation-

 55% of the Employees are completely aware of all the CSR initiatives of the
organization.
 1% of the employees do not have awareness on all the CSR initiatives of the
organization.
 Few employees are thinking that they don’t have formal information from
superiors.

39
6. Which practices do you use to embed CSR in your organization?
A. Actively championed by senior management
B. Internal publicity campaigns to raise awareness of CR issues
C. Induction programmes that emphasize responsible and sustainable values
D. Employee champions of CR
E. Recruitment and selection criteria that look for responsible values or behavior
F. Leadership or management training on CR issues
G. Organization-wide training to develop responsible and sustainable behavior
H. Employee performance assessment or appraisals include CR objectives
I. Job descriptions with CR objectives
J. Incentives or rewards that recognize responsible and sustainable behavior
OPTION PERCENTAGE COUNT
A 5.625 9
B 7.5 12
C 1.875 3
D 1.875 3
E 3.125 5
F 3.125 5
G 0 0
h 30 48
i 1.875 3
j 45 72
100 160

50
45
40
35
30
25
20
15
10
5
0
A B C D E F G h i j

Interpretation-

 45% of employees believe that incentives or rewards are used to embed CSR in
the organization.
 No employee in the organization believes in Organization-wide training to
develop responsible and sustainable behavior.

40
7. Activities covered under CSR in your organization?
A. Health and safety
B. Recycling/waste management
C. reduce energy/water consumption
D. creating social awareness
E. environment protection/prevention of pollution
F. others_____________________

OPTIO PERCENTAG
N E COUNT
A 8.125 13
B 2.5 4
C 2.5 4
D 8.125 13
e 77.5 124
f 1.25 2
100 160

90

80

70

60

50

40

30

20

10

0
A B C D e f

Interpretation-

 77.5% of employees believe that Activities covered under CSR in organization is

related to environment protection.
 Yet others also believe in other activities like health and safety, recycling, reduce
energy, creating social awareness.

41
8. How integral is CSR to strategy and operations?
A.CSR is considered as a part of organizational operations
B. CSR is considered to be an additional activity taken up at regular intervals
C.CSR activities are conducted once in a year to meet legal obligations
D. No definite plan of action for CSR

OPTIO PERCENTA COUN

N GE T
A 11.25 18
B 51.875 83
C 36.875 59
100 160

60

50

40

30

20

10

0
A B C

Interpretation-

 52% of employees believe that CSR is considered to be an additional activity taken up at

regular intervals.
 No employee thinks that there is no definite plan of action for CSR.

42
9. What is the current state of development of corporate social responsibility?
A. Increased its focus
B. Focus has remained the same
C. Decreased its focus
D. Don’t know
E. No focus on CSR in the last year

OPTIO PERCENTA COUN

N GE T
A 50 80
B 40.625 65
C 3.125 5
D 6.25 10
E 0 0
100 160

60

50

40

30

20

10

0
A B C D E

Interpretation-

 50% of the employees believe that the organization has increased its focus for the
development of CR activities
 Yet 40% of the employees has stated that CSR activities has remained the same.
 No employee think that the organization has no focus on in the last year.

43
10. How do you feel, you being a part of CSR ACTIVITIES?
A. I feel proud
B. Very excited
C. Gives immense job satisfaction
D. Not very happy

OPTIO PERCENTAG COUN

N E T
A 50 80
B 38.125 61
C 10 16
D 1.875 3
100 160

60

50

40

30

20

10

0
A B C D

Interpretation-

 50% of the employees feel proud being a part of CSR activities.

 Few employees are very excited to be a part of CSR activities.
 Yet 2% of employees are not happy to be a part of CSR activities.
 For few employees being a part of CSR gives immense job satisfaction.

44
11. Main organizational barriers to embedding corporate social responsibility?
A. Business priorities lie elsewhere
B. The business benefits are not obvious
C. Over-focus on short-term goals
D. Unwilling to make the required financial investment in corporate social responsibility
E. Lack of leadership support for corporate social responsibility
F. Others_____________________

OPTI PERCENT COU

ON AGE NT
A 8.75 14
B 8.125 13
C 4.375 7
D 33.75 54
E 43.75 70
F 1.25 2
100 160

50

45

40

35

30

25

20

15

10

0
A B C D E F

Interpretation-

 44% of employees believe that the main organizational barrier to CSR is lack of
leadership support.
 Some employees also thought that unwilling to make the required financial
investment is also one of the barrier.
 Few believe in there are other unknown barriers.

45
12. How do you evaluate the impact of your CSR activity? (%)
A. Managerial assessment
B. Employee surveys
C. Stakeholder feedback/surveys
D. ROI calculations
E. Others____________________

OPTI PERCENT COU

ON AGE NT
A 48.75 78
B 11.25 18
C 33.125 53
D 1.875 3
E 5 8
100 160

60

50

40

30

20

10

0
A B C D E

Interpretation-

 49% of employees believe that evaluation of the impact of CSR activities are
done through managerial assessment.
 33% of employees believe the evaluation done through stakeholders feedback.
 1% of employees think that CSR activities evaluate through ROI calculations.

46
13. How do you rate CSR activities of this organization?
A. Highly satisfactory
B. Moderately satisfactory
C. Not satisfactory

OPTIO PERCENTA COUN

N GE T
A 51.25 82
B 45 72
C 3.75 6
100 160

60

50

40

30

20

10

0
A B C

Interpretation-

 51% of the employees believe that they are highly satisfied with the CSR
activities in the organization.
 45% of the employees are moderately satisfied with the CSR activities in the
organization.
 Yet 4% are nt satisfied with the CSR activities.

47
14. How do CSR activities contribute?
A. For the well being of the society
B. For the well being of employees
C. For the enhancing the knowledge and literacy of people
D. For preventing pollution

OPTIO PERCENTA COUN

N GE T
A 41.875 67
B 51.25 82
C 5 8
D 1.875 3
100 160

60

50

40

30

20

10

0
A B C D

Interpretation-

 51% of employees believe that CSR activities contribute for the well being of the
employees.
 Few employees believe that CSR activities contribute for the well being of
society.
 1% of employees think that CSR activities contribute for pollution prevention.

48
15. It is vital that HR contributes to embed CSR in the organization?
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree

OPTIO PERCENTA COUN

N GE T
A 76.875 123
B 16.25 26
C 4.375 7
D 1.875 3
E 0.625 1
100 160

90

80

70

60

50

40

30

20

10

0
A B C D E

Interpretation-

 77% of employees strongly agree that HR contribution is vital to embed CSR in

organization.
 Yet 1% strongly disagree to that.

49
16. What is HR’s contribution to CR?
A. HR makes a valuable contribution to driving or promoting CSR
B. HR has a responsibility for setting the CSR strategy
C. HR has a responsibility for implementing the CSR strategy
D. HR has a responsibility for internal communication about CSR

OPTIO PERCENTA COUN

N GE T
A 38.75 62
B 48.75 78
C 5.625 9
D 6.875 11
100 160

60

50

40

30

20

10

0
A B C D

Interpretation-

 48.75% of employees believe that HR has a responsibility for setting the CSR strategy.
 38.75% believe that HR makes a valuable contribution to driving or promoting CSR.
 Few employees believe in HR has a responsibility for implementing the CSR strategy and
HR has a responsibility for internal communication about CSR.

50
17. Does the HR manager is involved in CSR strategy discussion and formulation?
A. HR manager is a part of committee on CSR
B. Committees seeks advice from HR manager before formulation
C. HR manager is informed about CSR activities plan prior to employees
D. HR manager is only responsible for implementation

OPTIO PERCENTA COUN

N GE T
A 40.625 65
B 11.875 19
C 3.75 6
D 43.75 70
100 160

50

45

40

35

30

25

20

15

10

0
A B C D

Interpretation-

 43.75% of employees believe that HR manager is responsible for only

implementation.
 Whereas 40.6% of employees stated that HR manage is a part of CSR committee.
 Few employees think that HR manager is informed about CSR activities plan
prior to employees and HR manager is only responsible for implementation.

51
18. What activities are undertaken by HR department to support CSR?
A. Conducting orientation and training session
B. Motivating employees
C. Making it a part of performance evaluation
D. Supervising and coordinating CSR activities

OPTIO PERCENTA COUN

N GE T
A 57.5 92
B 31.25 50
C 7.5 12
D 3.75 6
100 160
70

60

50

40

30

20

10

0
A B C D

Interpretation-

 57.5% of employees stated that activities undertaken by HR department to support

CSR are Conducting orientation and training session.
 Only few employees stated that activities undertaken by HR department to
support CSR are Supervising and coordinating CSR activities.

52
 HYPOTHESIS TEST ANALYSIS

H0- CSR activities of the company are not contributing for the well being of stake holders/society

H1-CSR activities of the company are contributing for the well being of stake holders/society

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
CSR activities *
160 100.0% 0 0.0% 160 100.0%
contribution of CSR
CSR activities * contribution of CSR Crosstabulation
Count
contribution of CSR
a B c d Total
CSR activities a 0 11 1 0 12
b 0 4 0 0 4
c 4 0 0 0 4
d 6 2 5 0 13
e 57 65 0 3 125
f 0 0 1 0 1
o 0 0 1 0 1
Total 67 82 8 3 160

Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 96.235a 18 .000
Likelihood Ratio 67.949 18 .000
N of Valid Cases 160
a. 21 cells (75.0%) have expected count less than 5. The
minimum expected count is .02.

53
Interpretation- From the table it is stated that organization more focus on environment protection which is
helpful for the well-being of the society. As per chi square if the p-value is 0.05% we accept alternate
hypothesis. . So here it is 0.000 we accept alternate hypothesis by rejecting null hypothesis which shows a
positive result
H0- HR is not included board decisions regarding CSR Formulation
H2- HR is included board decisions regarding CSR Formulation

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
consideration of CSR in
board level decisions *
160 100.0% 0 0.0% 160 100.0%
Involvement of HR in
CSR formulation

consideration of CSR in board level decisions * Involvement of HR in CSR

formulation Crosstabulation
Count
Involvement of HR in CSR formulation
A b c d Total
consideration of CSR in a 2 1 1 3 7
board level decisions b 10 12 2 3 27
c 50 0 0 0 50
d 3 2 3 0 8
e 0 4 0 63 67
f 0 0 0 1 1
Total 65 19 6 70 160

Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)

Pearson Chi-Square 207.856a 15 .000

Likelihood Ratio 224.788 15 .000
N of Valid Cases 160
a. 16 cells (66.7%) have expected count less than 5. The
minimum expected count is .04.

54
Interpretation-.From the table it is evident that CSR ist a consideration at board level decision, but the HR
is a part of CSR formulation. As per chi square if the p-value is 0.05% we accept alternate hypothesis. So
here it is 0.000 we accept alternate hypothesis by rejecting null hypothesis which shows a positive result

H0- HR is not playing vital role in creating positive opinion towards CSR among employees

H3-Hr is playing vital role in creating positive opinion towards CSR among employees

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
HR initiatives to support
CSR * Employees feeling 160 100.0% 0 0.0% 160 100.0%
on being part of CSR

HR initiatives to support CSR * Employees feeling on being part of CSR

Crosstabulation
Count
Employees feeling on being part of CSR
A b C d Total
HR initiatives to support a 74 7 9 1 91
CSR b 1 48 3 0 52
c 2 3 4 2 11
d 3 3 0 0 6
Total 80 61 16 3 160

Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
a
Pearson Chi-Square 132.984 9 .000
Likelihood Ratio 138.362 9 .000
N of Valid Cases 160
a. 9 cells (56.3%) have expected count less than 5. The
minimum expected count is .11.

55
Interpretation- From the table it is evident that through CSR activities and conducting training and
orientation sessions employees are feeling very proud. As per chi square if the p-value is 0.05% we accept
alternate hypothesis. . So here it is 0.000 we accept alternate hypothesis by rejecting null hypothesis
which shows a positive result.

6-FINDINGS

 77% of employees strongly agree that HR contribution is vital to embed CSR in

organization.
 79% of the employees believe that CSR activities have its sense of responsibility for its
impact on society in general.
 77.5% of employees believe that Activities covered under CSR in organization is related
to environment protection.
 77.5% of employees believe that Activities covered under CSR in organization is related
to environment protection.
 51% of employees believe that CSR activities contribute for the well being of the
employees.
 51% of the employees believe that they are highly satisfied with the CSR activities in the
organization.
 50% of the employees feel proud being a part of CSR activities.
 45% of employees believe that incentives or rewards are used to embed CSR in the
organization.
 52% of employees believe that CSR is considered to be an additional activity taken up at
regular intervals.
 Few employees believe in HR has a responsibility for implementing the CSR strategy and
HR has a responsibility for internal communication about CSR.
 1% of employees think that CSR activities contribute for pollution prevention
 Only few employees believe that it has impact on the economy, customer satisfaction,
maximizing shareholder value, and the local environment.
 56% of the employees are strongly believed that the organization will have CSR
activities.
 2% of employees are not happy to be a part of CSR activities.
 No employee thinks that there is no definite plan of action for CSR.

56
 7-SUGGESTIONS

 Organization should create total awareness for employees about the CSR activities.
 Employees should intimate not only because of government regulation, but the
organization itself has taken the CSR initiatives to develop its business.
 Organization should make sure that CSR is a important consideration for them and
should deliver the same to employees.
 Leadership should be improved as employees think that it is the major barrier for
embedding CSR in the Organization.
 Organization should also focus on other CSR activities rather than environment
protection.
 Organization should improve the role of HR in formulation and evaluating the CSR
activities and not only confined to implementation.
 Organization should invest the required funding for CSR activities.
 Only few employees think that HR makes a valuable contribution in delivering CSR, so
the organization should improve engaging HR in CSR activities.

57
 CONCLUSION
It can be concluded that, in present era business organizations are showing more interest towards
CSR activities which benefits to all its stake holders and in turn provide many benefits towards
organization.

The research shows how the role of HR takes place in delivering CSR activities in the
Organization. The Research is conducted by taking 160 as sample size and a survey is conducted
among TCS Employees. It shows the positive results stating that HR plays a significant role
while forming, implementing and evaluating the CSR activities and also HR involving the
employees to involve in such activities which provides a immense satisfaction to the employees.

It is suggested that by removing the barriers, CSR should be implemented more and
employees should create more awareness by involving in more CSR activities which earn
long term profits to the Organization.

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