black book

A comparison of CSR activities

by tata and reliance

Maanav vasant
Sk. Somaiya college
Ty bfm
Roll no. 57
Black book CSR

Acknowledgement

It gives me great privilege and honour to offer thanks to all those who helped me in my project. I would
like to extend my sincere thanks and gratitude to my project guide Aparna ma’am for acting as a mentor
and as a catalyst during entire duration of my project. I also thank him/her for providing continuous
cooperation support and expert guidance throughout my project, whenever needed.

I express my cordial thanks and acknowledgements to all my colleagues for taking out time from their
busy schedule and providing me with relevant information, which contributed significantly in my project
analysis and increased my knowledge in a totally new sphere. It was great interacting with the customers
of various frequencies and learning from their experience

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Sr.no. Contents Pg.no.

1 Introduction 3-4
2 Literature review 4-5
3 CSR law
4 CSR by Reliance
4.1 CSR but TATA

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1.Introduction

1.1 Abstract:
Starting from the times of barter system to today’s modern era of plastic
money, the mankind has trodden a remarkably long path undoubtedly
profitability has always been a driving force and an undercurrent behind
all this development; but as every coin has two facets; growing cut throat
competition and
business rivalries started taking heavy toll on the quality, transparency,
environment and the society in general
endangering the peaceful coexistence of business and society. The
businesses houses started realizing that they
would have to rise over and above the profitability and take care of all
those associated with their survival in
the society directly or indirectly. This realization resulted into the concept
of Corporate Social Responsibility
(CSR). This research paper moves around developing an understanding
about the corporate social
responsibility (CSR), delving into its concept and finding out its scope
taking the case study of the TATA Group and Reliance Group

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Literature Review
The concept of CSR originated in the 1950‘s in the USA but it became
prevalent in early 1970s . At
that time US had lots of social problems like poverty, unemployment and
pollution. Consequently a huge fall in
the prices of Dollar was witnessed. Corporate Social Responsibility became
a matter of utmost importance for
started accepting a responsibility towards society. Corporate social
responsibility (CSR) focuses on the wealth
creation for the optimal benefit of all stakeholders – including
shareholders, employees, customers, environment
and society. The term stakeholder, means all those on whom an
organization's performance and activities have
some impact either directly or indirectly. This term was used to describe
corporate owners beyond shareholders
as a result of a book titled Strategic management: a stakeholder approach
by R. Edward Freeman in the year
1984.
According to Bowen, ―CSR refers to the obligations of businessmen to
pursue those policies to make those decisions or to follow those lines of
relations
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operation which are desirable
of an economic in terms
system of thethe
that fulfils objectives and values
expectations of theofpeople.‘
.
responsibility is a nebulous idea but should be seen in a managerial
context. He asserted that some socially
responsible business decisions can be justified by a long, complicated
process of reasoning as having a good
chance of bringing long-run economic gain to the firm, thus paying it back
for its socially responsible outlook
An ideal CSR has both ethical and philosophical dimensions, particularly in
India where there exists a
wide gap between sections of people in terms of income and standards as
well as socio-economic status. Industry in the 20th century can no longer
be regarded as a private arrangement for enriching shareholders. It has
become a joint enterprise in which workers, management, consumers, the
locality, government. and trade union officials all play a part. If the
system which we know by the name private
enterprise is to continue, some way must be found to embrace many
interests whom we go to make up industry.
CSR implies some sort of commitment, through corporate policies and
action. This manages its societal relationships, its social impact and the
outcomes of its CSR policies and actions

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Chapter 1: CSR Law

CSR is an abbreviation of Corporate Social responsibility which is defined in
section 135 of the companies act 2013.
According to which corporate social responsibility means and includes but is
not limited to:
1) Projects or programs relating to activities specified in Schedule 8 to the act; or
2) Projects or programs relating to activities undertaken by the board of directors
of a company in pursuance of recommendations of a CSR committee subject to
the condition that such policy will cover subject enumerated in schedule 8 of
the act
In the given book we are going to review the CSR done by tata sons and reliance
group of companies
But how do we understand whether these companies are eligible for CSR. Some
might make an assumption since they are in the biggest companies in the
country in India, they have to be eligible for CSR.
Although this argument is partly correct and leads to the same conclusion one
has to understand what does the law require.
According to section 135(1): any company which fulfills the following conditions
is required to constitute a CSR committee
a. Every company including its holding or subsidiary and a foreign company as
defined under section 2(42) of the act having its branch or project in India,
havin
1. net worth* of rupees 500 crore or more or;
2. turnover of rupees 1000 crore or more or;
3. a net profit of rupees 5 crore or more during any financial year shall
constitute a Corporate Social Responsibility Committee of the Board.
Note*:net worth under section 2(57) means the aggregate value of the paid-up
share capital and all reserves created in accordance with balance sheet and
profit and loss account of the company after deducting the aggregate value of
the accumulated losses, deferred expenditure and miscellaneous expenditure
not written off as per the audited balance sheet, but does not include reserves
created out of revaluation of assets, write back of depreciation and
amalgamation
.
. . net worth = paid up share capital +reserves (including P/L but excluding
amalgamation, depreciation and revaluation reserve)-all accumulated losses
and deferred expenses and miscellaneous expenses

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Now the question arises but what about foreign companies how will we know
their net worth, turnover or net profit
So, the net worth turnover or net profit of a foreign company shall be
computed in accordance with the balance sheet and P/L of the such company
as prepared in accordance with the provisions of 381(1)(a) and section 198 of
the act

Exclusions from CSR committee:

Every company which does not comply with the
provision of 135(1) of the acts;
1. Shall not be required to constitute a CSR committee and,
2. Is not required to comply with the provisions of section 135
Now in order to understand the entire process let’s take some example
1. ABC PVT LTD.
This company will be required to comply with the requirements of section
135 even though its net worth is less than rupees 500 crore since it complies
with 135(1) in condition of turnover
2. Let’s say PQR PVT LTD is a subsidiary of ABC PVT LTD but does not comply with any
of the conditions of 135(1) will it be required to constitute a CSR committee and
comply with section 135:
The answer would be yes this is because the 135(1)(a) clearly states
that any company including its holding and subsidiary complying to
such conditions shall be required to constitute a CSR committee and
thus in this instance PQR PVT limited shall is also required to comply
with the requirements of section 135 of the act
Composition of CSR committee:
The CSR committee shall consist of 3 or more directors out of which at least one director
shall be and independent director
The companies which are not required to appoint an independent director shall have its CSR
committee without such director
A company which shall have only two directors shall constitute in CSR with said two
directors
With respect to foreign company the CSR committee shall include of at least two persons of
which one person shall be as specified under section 380(1)(d) of the act another person
shall be nominated by the foreign company

Amount of contribution towards CSR:

A. The board of every company shall ensure that the company spends in every financial
year at least two percent of the average net profits of the company made during the
preceding 3 financial years
B. The company shall give preference to the local area and areas around it where it
operates for spending the amount embarked for CSR activities
C. If the company fails to spend such amount the Board shall, in its report specify the
reasons for not spending the amount
D. Companies may build CSR capacities of their own personnel as well as those records
of at-least three financial years. However, such expenditure including expenditure

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on administrative overheads shall not exceed 5% of total expenditure of the

company in one financial.

CSR Activities:
Rule 4 of the companies (CSR Policy) 2014 states that various CSR activities that shall be
undertaken by the companies. Following are the CSR activities-
1. The CSR activities shall be taken by the company as per its CSR policy as projects or
programmed or activities excluding activities undertaken in pursuance of its normal
course of business
2. The Board of company may decide to undertake its CSR activities approved by the
CSR committee through,
A. A company registered under section 8 of the act or a registered trust or a
registered society, established by the company either singly or along with
any other company, or
B. A company established under section 8 of the act or a registered trust or
a registered society established by the central government or state
government or any entity established under the act of the parliament or a
state legislature:
Provided that- if the board of a company decides to undertake its CSR activates through a
company established under section 8 of the Act or a registered company or a registered
society other than those specified in this sub-rule such company or trust or society shall
have an established track record of three years in undertaking similar projects and the
company has specified the projects and programs and the monitoring and reporting
mechanism
3. A company may also collaborate with other companies for undertaking projects or
programs or CSR activities in such manner that the CSR Committees of respective
companies are in a position to report separately on such projects or programs in
accordance with these rules
4. Subject to provisions contained in section 135(5) the CSR projects programs or
activities in India only shall amount to CSR expenditure
5. The CSR projects or programs or activities that benefit only the employees of the
company and their families shall not be considered as CSR activities in accordance
with section 135 of the Act
6. Companies may build CSR capacities of their own personnel as well as those of
implementing agencies through Institutions with established track records of at least
three financial years but such expenditure in one financial year.
7. Contribution of any amount directly or indirectly to any political party under section
182 of the Act, shall not be considered as CSR policy
Exceptions to CSR Activities:
The companies Act provides activities that won’t be counted as CSR activities
1. The CSR activities undertaken outside India
2. The CSR activities under taken for the employees and their respective families
3. Contribution of any amount directly or indirectly to any political party under section
182 of the Act
Calculation of average net profit
a. Here “average net profit” shall be calculated in accordance with the provisions of
section 198

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b. Net profit shall not include the following

1. Any profit arising from any overseas branch or branches of the company whether
operated as a separate company or other wise and
2. Any dividend received from other companies in India, which are covered under
and complying with the provisions of section 135 of the act
c. However net profit in respect of a financial year with the provisions for which the
relevant financial statements were prepared in accordance with the provisions of the
Companies Act, 1956 shall not be required to be re-calculated in accordance with the
provisions of the Act
d. It is further provided that company covered under this rules, net profit means the
net profit means the net profit of such company covered under these rules net profit
means the net profit means the net profit of such a company as per profit and loss
account prepared in terms of clause (a) of sub section(1) 31 read with section 198 of
the Act.
CSR reporting:
(a) The board’s report of a company covered under these rules pertaining to a financial
year commencing on or after 1st of April, 2014 shall include an annual report on CSR
(b) In case of a foreign company the balance sheet filed under section 381(1)(b) shall
contain an Annexure regarding report on CSR

Activities specified under schedule 8:

Activities which may be included by companies in their CSR Policies Activities as
specified under schedule 8 are as follows:
1. Eradicating hunger, poverty and malnutrition, promoting health care including
preventive health care and sanitation including contribution to the Swachh Baharat
Kosh set-up by the central government for the promotion of sanitation and making
available safe drinking water
2. Promoting education including special education and employment enhancing
vocation skills especially among children women elderly and the differently and
livelihood enhancement project
3. Promoting gender equality empowering women setting up homes and hostels for
women and orphans; setting up old age homes day care centers and such other
facilities for senior citizens and measures for reducing inequalities faced by socially
and economically backward groups
4. Ensuring environmental sustainability ecological balance protection of flora and
fauna animal welfare Argo forestry conservation of natural resources clean ganga
fund set up by the central government for rejuvenation of river ganga;

5. Protection of national heritage art and culture including restoration of building and
sites of historical importance and works of art setting up public libraries’ promotion
and development of traditional arts and handicrafts

6. Measures for the benefit of armed forces veterans war widows and their
dependents

7. Training to promote rural sports nationally recognized sports Paralympic sports and
Olympic sports

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8. Contributions to the prime minister’s national relief fund or any other fund set up by
the central government for socio-economic development and relief and welfare of
scheduled castes the scheduled tribe other backward classes minorities and women

9. Contributions or funds provided to technology incubators located within academic

institutions which are approved by the central government

10. Rural developments projects

11. Slum area development.

In summary:
CSR is an abbreviation of corporate social responsibility
It is a responsibility on the company in order to pay back to the economy that has given it
the resources in order successfully conduct the business
A company shall contribute a minimum of 2% of their net profit towards CSR and the same
can be done only towards the activities prescribed under schedule 8 of the companies act
2013

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CSR by Reliance Group

So, now let’s take a look at the CSR activities of reliance according to their
annual reports, Reliance Industries Limited is keenly aware of its
responsibilities towards the larger community which is India, which has put its
trust and faith in the Company to make it the largest private company in the
country. As an organisation, Reliance owes its success to the people of India
and strives to work for their sustainable development.

CSR activities of the Company are carried out under the aegis of Reliance
Foundation (RF). Established in 2010, under the leadership of Smt. Nita M.
Ambani, RF has emerged as a leading corporate foundation addressing nation’s
multiple development challenges. RF has touched the lives of 26 million people
through various platforms.

Reliance’s initiatives in the areas of Rural Transformation, Health, Education,

Sports for Development, Disaster Response, Arts, Culture and Heritage, and
Urban Renewal are in keeping with the Sustainable Development Goals (SDGs)
outlined in the United Nations 2030 Agenda for Sustainable Development and
India’s National Developmental Goals. The Company’s CSR policy and
initiatives delineates the vision, mission, thrust areas and key requirements as
per the Schedule VII of Section 135 of the Companies Act, 2013 which lists out
various areas in which corporate entities are expected to deploy their CSR funds
and implement programmes for social development. During FY 2018-19,
Reliance spent `904 crore on CSR initiatives on these focus areas.

RELIANCE FOUNDATION OUTREACH

Reliance’s social initiatives are based on a three-pronged

strategy:
 (I) Direct engagement with the community

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To generate meaningful change, which is sustainable, Reliance directly engages with

the community. A team of trained professionals from Reliance Foundation directly
engage and collaborate with the communities, right from understanding their needs,
planning and implementing the programmes, and measuring the values and impact they
have created.

 (ii) Forging Partnerships and Collaborations

Reliance Foundation forms strategic partnerships with state and local governments and
non-government organisations working at the grassroots level to bring in synergy to
various development initiatives. It collaborates with the organisations for sharing
technical knowledge, human resources and infrastructure. These partnerships support
in delivering Reliance’s commitment by intensively engaging with the communities
and penetrate into the critical issues that are physically untouched through direct
interventions.

 (iii) Leveraging Technology

Reliance leverages technology to provide sustainable solutions. These technological
interventions connect communities on multiple digital platforms for optimum use of
resources, informed decision making and capacity building. Through the use of
technology, Reliance has made significant progress in reaching out to people with
various services such as information advisories, digital classrooms, virtual sports
clinics and record keeping of patients, among others.

Reliance encourages its employees to voluntarily contribute to social causes. Periodic

inputs are obtained from employees on their interest to contribute to a particular cause.
The Company leverages specific skill sets of employees and allocates resources for
effective delivery.

Rural Transformation
Reliance works with some of the most marginalised communities in India to
create shared value. Instead of being passive receivers of aid, Reliance
empowers the community to take charge of their own development.

Community being the primary stakeholders in the process of development,

Reliance engages the community members in planning and implementation of
the village development plans, empowers them through trainings, and works
towards scaling and sustaining the initiatives. They are partners in the process
of social transformation and are deeply invested in the vision of a self-sustained
and flourishing village.

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KEY ACHIEVEMENTS OF RURAL TRANSFORMATION PROGRAMMES

75% programme villages

were made water secure

73% families

are food secure throughout the year

80% increase

in daily vegetable intake among children enrolled in anganwadis under the

Rajmata Jijau Nutrition Mission, Maharashtra

83% farmers

reported saving in input cost on agriculture

77% farmers

reported enhancement in income levels

75% fisherfolk

reported positive outcomes by following information advisories

Through the collaborative efforts of the communities and Reliance, rural

institutions – Village Associations (VA) - are built and leaders are groomed
from among the people to ensure sustainability. The VAs then undertake
initiatives to tackle various issues of development such as water scarcity, lack of
food and nutrition security, dearth of alternative livelihood options, lack of
access to markets and the exclusion of women from financial decision-making.

Reliance partners with grassroots organisations, local government departments

and other technical resource agencies to share best practices, create a knowledge
platform and leverage resources.

Through its information services programme, Reliance provides critical

information to rural populations in the areas of agriculture, animal husbandry,

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marine/inland fisheries, employment and skilling, government

schemes/subsidies, insurance, civic services, health, education, micro-
enterprises and local e-commerce linkages.

The rural transformation initiatives have helped empower communities,

improved the quality of livelihood assets, provided food, nutrition and water
security, improved access to markets, empowered people through technology
and diversified livelihood options.

The initiatives under the rural transformation programme have contributed to

various national priority missions such as Gram Uday Se Bharat Uday Abhiyan,
Unnat Bharat Abhiyan, Swachh Bharat Abhiyan, Skill India Mission and
Digital India.

More than 7 million people across 18,000 villages have been impacted through
the rural transformation programme. The population served through this
programme are small and marginal farmers, livestock owners and fishermen.

EMPOWERED COMMUNITIES DRIVING CHANGE

Reliance empowers rural communities to organise themselves into VAs, Farmer

Producer Companies (FPCs) and Women Thrift Groups (WTGs). It also closely
works with the Gram Panchayats. These community level institutions work to
address social development issues in the villages.

Village Association

The VA is a democratic village level institution comprising both men and

women who collectively work towards efficient governance of the village. 560
VAs and 3,000 leaders are helming the process of development. Dual
membership per household ensures that women are part of the development
dialogue. The VA mobilises and galvanises the community to plan, manage
resources and execute development projects. To execute these projects, the VA
draws up inclusive village action plans, ensures community contribution either
in the form of finances or shramdaan, leverages funds and maintains a
relationship with the government and other agencies. All the processes and
practices of the VA are governed by the principles of transparency, open

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decision making and accountability. Reliance’s institution building and

leadership development initiatives at the village level are creating steady,
systematic and sustainable change.

After intensive engagement, many of these VAs are now able to independently
govern themselves and are ready to transition to newer roles in spearheading
community development processes.

The community members have also taken up leadership roles and contributed in
bringing transformation. Some of these leaders have been honoured at the
district, state and national level for their contribution.

Furthermore, the programme has generated awareness amongst communities on

different government schemes and sensitised them on the importance of
collective action to leverage its benefits. They are now able to access various
government schemes and engineer their rural transformation journey
independently.

This year Reliance played an active role in People’s Plan Campaign of

Government of India by supporting Gram Panchayats to develop a
comprehensive plan for holistic economic development. In partnership with
National Institute of Rural Development and Panchayati Raj, awareness
programmes were conducted in 1,812 Gram Panchayats on the need for
participation in development planning process. Further, it intensively supported
244 Gram Panchayats in preparing their development plans. This will lead to
greater mobilisation of financial resources into the villages which will aid in
their development.

VILLAGE LEADERS APPRECIATED

Nishaben Choudhri, a women leader and a farmer from Zankhvav village of

Surat district, Gujarat, was conferred with the Pandit Deen Dayal Upadhyay
Krishi Vigyan Protshahan Puraskar for farm innovation. She was also awarded
prize money of `50,000.

Value Addition And Market Linkages Through Farmer Producer Companies

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After intensive efforts to increase the area under production as well as the
productivity of the existing land, through water security measures and
sustainable agricultural practices, Reliance worked to address the next problem
faced by farmers – the marketing of produce.

Traditionally, farmers in India have faced the issue of establishing market

linkages, which negatively affects their incomes and their quality of life. As a
solution to these problems, Reliance empowers farmers to set up FPCs. These
farmer-owned and managed companies help them come together as a collective,
aggregate produce for economies of scale and bargain for better market prices.

The FPCs in Jasdan, Gujarat and Jamai, Madhya Pradesh have started creating
value addition by sorting, grading, packaging and processing agricultural and
horticultural produce. They have even started trading in finished products
instead of raw commodities with their own brand of groundnut oil. The oranges
from Agar, Madhya Pradesh and guavas from Sawai Madhopur, Rajasthan are
making their way to retail outlets across the country.

Value addition through sorting and grading

The FPCs have successfully established linkages with various government
institutions such as NABARD & Department of Agriculture to leverage support
for farmer training, capacity building, raising working capital and acquiring
finance to purchase assets for FPCs.

The FPCs have established links with agri-Input companies and government
agencies to provide quality inputs at reasonable prices. The Kamareddy
Progressive FPC ventured into an altogether new business of hiring out farm
machinery that was purchased at `40 lakh, with 50% subsidy provided by the
Department of Agriculture. Four FPCs have received a collective equity grant
of `35 lakh from the Small Farmers Agri-business Consortium.

So far, Reliance has mentored the formation of 22 FPCs spread across 11 states.
Of these, 17 FPCs are registered with NCDEX and 6 FPCs are registered with
e-NAM platform for online trading of produce.

Till March 2019, the Reliance mentored FPCs have nearly 32,000 farmer
shareholders. During the same financial year, these companies recorded a
collective annual turnover of `40 crore.

Economic Empowerment Through Women Thrift Groups

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WTGs provide an opportunity for women to play a more meaningful and

economically active role in their homes and in the village as well.

It is a platform to bring social and economic freedom to women through the

accumulation and retention of local wealth within the village, which is
controlled and managed entirely by women. It is a model that further enables
women to participate, drive and manage the socio-economic change process
while being financially self-reliant. It improves their decision making
capacities. The financial self-reliance of women especially has the potential to
serve as a vehicle for social change, through which multiple social interventions
for development can be delivered, including financial literacy, education,
health, digital literacy and skilling for self-employment and job creation. So far,
111 WTGs are supported by Reliance.

Women’s meeting at Jasdan, Gujarat

Empowerment Through Digital Platforms

Access to knowledge resources and information is an important step towards

empowerment. Ironically, those who need it the most are deprived of it.
Information asymmetry deprives the poor and marginalised communities from
accessing rightful entitlements. Reliance has set up a digital platform to provide
the right information at the right time.

Reliance collaborates with an ecosystem that comprises 1,171 knowledge and

infrastructure partners, thematic experts, including research institutions,
government departments, NGOs and grassroots organisations. These partners
provide invaluable information on crop management, livestock care, ocean state
forecasts, cyclone warnings, schemes and subsidies, technology, healthcare,
civic services and other topics.

A variety of modes are used to disseminate information among communities

which includes the toll free helpline number: 1800 419 8800, a YouTube
channel, video calls, audio/video conferencing, multilingual voice messaging
service, All India Radio, community radio networks and social media platforms.
Additionally, various field based programmes are also conducted.

The timely reception of information could be the deciding factor which prevents
a pest attack on a farmer’s land or prevents the fisherman from entering the sea
during a dangerous storm. It helps to avert losses and dangers and also augment
income and utilise government schemes such as shepherd insurance, which they
would otherwise not be aware of.

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To strengthen the process, the programme is moving towards artificial

intelligence based content dissemination to beneficiaries. Additionally, the
programme is working towards providing weather based agro advisories at a
micro-level.

The information services programme has reached more than 2.3 million
individuals in 16,000 villages across 18 states. Overall, these advisories have
reached out to 7.2 million individuals since inception, thus emerging as a
powerful tool of knowledge dissemination.

The programme contributes to the Digital India mission of Government of India

which is aimed at enhancing the livelihood of rural segments by means of
technology.

Enhancing the livelihoods of fishermen

Unpredictability, risk and uncertain returns characterise the vocation of fishing

for most fisherfolk in India. Reliance seeks to mitigate all three issues through
the dissemination of advisories on potential fishing zones, ocean state forecast
and cyclone alert. Based on this information, decisions can be taken to avoid
dangers to life as well as income. This is especially useful for marginal
fishermen, who use traditional and low-end boats, and constitute a majority of
the fishermen in India. Reliance addresses the critical needs of almost 15% of
marine fisher folk in India to ensure a reasonable return on investment made per
trip.

Evidence from the coastal region has shown that the advisories helped
fishermen in enhancing income, saved input cost and their lives from cyclone
and erratic weather conditions. This year, 1.17 Lakh fishermen were supported
by Reliance of which 15% are inland fishermen (2.73 lakh fishermen since
inception).

WATER SECURITY

Water being vital for an agrarian economy, Reliance endeavours to make its
intervention villages water secure. Towards this end, 85.8 billion litres of water
harvesting capacity has been created, since inception, by constructing or
renovating water harvesting structures, including earthen/masonry dams and
check dams, farm ponds, open wells, etc. These efforts resulted in 434 villages
becoming water secure.

Most of these villages have formed water user groups for managing and
regulating usage. The positive impact created through water interventions has

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resulted in reduced drudgery for women, who apart from tending to their
household duties, also have to walk several kilometres to fetch water. It has also
increased the land use, cropping intensity, agricultural production and income
for communities. Owing to this effort, over 38,500 hectares of land have
received assured irrigation for two cropping seasons.

Reliance also partnered with several non-government organisations, including

Paani Foundation, to promote the cause of water conservation.

FOOD SECURITY

In an effort to ensure food security of small and marginal households, integrated

sustainable agriculture practices such as use of better quality seeds, application
of organic manure, integrated nutrient management, integrated pest and disease
management measures were promoted.

Reliance has collaborated with different organisations to bring in innovative

solutions to enhance farm production. This year, Reliance piloted agricultural
production enhancement technologies such as precision farming, crop cafeteria,
introduction of stress tolerant crops, system of rice intensification (SRI), plastic
mulching and other practices to augment farm productivity.

Second crop in Bidar, Karnataka

WATER – CHANGING VILLAGE LANDSCAPE

Reliance has been supporting villages to improve their farm production by

ensuring sustained availability of water. Shivani BK, a small village in the
district of Yavatmal in Maharashtra, is a shining example of how collective
action has reversed years of human inflicted degradation of natural resources.

With contribution of shramdaan by the villagers, 697 million litres of water

harvesting capacity was created, which has resolved the drinking water woes of
the village and increased the availability of water all year round. This feat laid
the foundation for the adoption of sustainable agricultural practices, leading to
200% increase in agricultural production and augmented cropping intensity.

The motivated villagers participated in a state level competition to create water

harvesting structures, and bagged first place at the taluka level with a prize
money of `15 lakh.

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Stress Tolerant Crop Varieties and Sustainable Agricultural Practices

Reliance’s food security intervention is spread across multiple agro-climatic

zones. Various approaches to benefit the farmers have been adopted. These
include participatory variety selection (PVS), adoption of good package of
practices (PoP), SRI and identifying stress tolerant (heat and drought resistant)
seed varieties to suit the changing climate. These practices aid in increasing the
production of the land.

PVS involves collaborations between farmers and leading research institutions.

They study the best suited variety of crop for the agro-climatic area. These
varieties have desired features such as drought tolerance, high yield, heat
tolerance, short duration, etc.

PoPs promoted by RF are soil testing, seed variety selection, seed/seedling

treatment, early transplanting of young seedlings (15 days old), optimal spacing
between rows, integrated nutrient management (INM), integrated pest
management (IPM) using bio pesticides, proper weeding using cono-weeder and
irrigation as per crop requirement.

SRI practices adopted by farmers are seedling treatment, optimum spacing and
seed rate, seedling transplanting at young age (15 days), integrated nutrient
management (INM), integrated pest management (IPM) and weeding using
cono-weeder.

The RF team has successfully identified paddy seed varieties such as DRR-44
& Bina-17 (Balangir) and Danteshwari (Itarasi) for seed production. In the
demo plots, the average yield was 40% higher than the control plot yield
because of adoption of good PoPs. The average yield in SRI demo plots was
114% higher than the control plot yield.

The key achievements in the year are 48% higher yield due to Danteshwari
paddy seed and 103% higher yield due to Bina-11.

The interventions resulted in bringing 65,500 Ha of land under sustainable

agricultural practices. Over 49,800 households have become food secure with
access to at least 10 quintals of food grains each year.

NUTRITION SECURITY

Interventions promoting nutrition have continued to yield significant results in

the form of more than 13,000 Reliance Nutrition Gardens (RNGs) that have
positively impacted over 1 lakh individuals this year.

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Reliance has entered into a partnership with the Government of Maharashtra

under its Rajmata Jijau Nutrition Mission to promote RNGs in anganwadi
premises in 16 districts. Early results of an internal impact study indicates that
the average production of fresh fruits and vegetables was more than 300 Kgs in
a year. The introduction of fresh fruits and vegetables in the daily food intake of
the children has improved their general nutrition level. This initiative is
improving the dietary intake of over 2 lakh children.

DE-RISKING AND DIVERSIFYING LIVELIHOODS

The alternative livelihoods promoted by Reliance provide protection against

uncertainties and catastrophes that affect households dependent on agriculture.
Small and marginal farmers were encouraged to take up goat-rearing, poultry,
bee keeping, nursery raising, mushroom cultivation and vermi-composting and
other viable options.

To augment the livelihoods of existing livestock owners, Reliance has

conducted over 1,190 livestock camps in remote locations. Through these
camps, over 2.1 lakh livestock animals have been provided treatment, which
includes vaccination, artificial insemination, improved breeding practices,
deworming, etc. Improved livestock health translates into augmented incomes
for the poor and landless.

This year, 18,000 rural families have benefitted from alternative livelihoods
(more than 37,000 families since inception) with 15% more income as
compared to the previous year.

Community RNG at Sendhwa, Madhya Pradesh

ECOLOGICAL SECURITY

Ecological security is of importance to everyone, but within the rural context, it

becomes all the more significant since ecological degradation can directly
impact their livelihoods and their lives. To provide the much needed ecological
security, Reliance is moving towards climate smart agriculture through the
following practices:

 Improving soil health

 Enhancing the green cover through large-scale plantation activities
 Encouraging horticultural activities

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These measures have led to significant improvement in soil texture, structure,

microbial activity and aeration. This year, over 5,800 farmers were assisted in
conducting soil health tests (over 19,200 tests since inception). Increase in
availability of water and significant reduction in soil erosion have resulted in
improved land productivity. For many households, it has served as a medium of
additional income.

On World Environment Day, rural communities and employees were motivated

to plant saplings. The event saw an enthusiastic participation of over 20,000
people from over 150 villages across 12 states.

To promote biodiversity, over 0.49 million saplings were planted during FY

2018-19 (over 21.5 million saplings planted since inception).

Health
Reliance, through its health programmes, addresses primary healthcare issues
around affordability and accessibility of quality healthcare. It strives to improve
awareness and encourage healthy living practices. A range of healthcare
services spanning the entire life cycle of patients is offered. Through tertiary
healthcare facilities such as multi-specialty hospitals, the Company provides
specialised services at subsidised prices to the communities. The health
programmes have reached out to 2.5 million people and provided over 6 million
patient consultations since inception.

Reliance also supported several organisations in providing a range of healthcare

services, including preventive care, maternal and child health, specialised care
for patients with cardiac and kidney problems, palliative care for terminally ill
cancer patients, leprosy, coronary heart diseases, etc.

The health initiatives of Reliance supports government initiatives on

reproductive, maternal, new-born, child and adolescent health, health systems
strengthening, non-communicable disease control programmes and
communicable disease control programmes.

SIR H. N. RF HOSPITAL (RFH)

Community Health Outreach Operations

With its multilevel presence in patient care with the help of RF Health Outreach
program, RFH ensures access to affordable and quality primary and preventive
healthcare to all sections of society.

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During the year, more than 25,500 families were enrolled for the Health
Outreach Program (1.79 lakh families since inception) and availed healthcare
services at a location which is accessible and at an affordable cost from a team
of qualified Health Care professionals.

The five Mobile Medical Units (MMUs) and three Static Medical Units (SMUs)
of the the RFH Health Outreach programme reaches out to 11 wards and 74
marginalised urban slum locations in Mumbai and Navi Mumbai.

Over 1.5 lakh consultations took place this year (5.8 lakh since inception). This
includes over 27,000 specialist consultations (over 95,000 since inception).

Apart from the patient consultations, the RFH Health Outreach programme has
undertaken several specialised programmes.

During the year, 16,636 women in the reproductive age group were screened for
anaemia and over 10,000 were diagnosed as anaemic. These women were
provided with nutrition counselling and health awareness. The moderate and
severe anemia cases were treated with hematinic and deworming as per
protocol. Those requiring specialised treatment were referred to RFH.

In the year 2018-19, more than 11,500 children under the age of 5 were
screened and 550 children were identified as malnourished and supported by
way of free of cost treatment and counselling support.

In the area of Non Communicable Disease Control and Prevention, more than
35,000 individuals were screened for hypertension. Around 10% of these were
newly diagnosed as hypertensive. Out of 21,000 individuals that were screened
for diabetes, about 5,000 were diagnosed as diabetic. While at-risk patients were
advised to make life style modifications, the diagnosed patients were promptly
initiated on treatment. These patients are followed up at regular intervals to
prevent, early identification and control any complications from these diseases

The cancer prevention and control programme screened around 15,000

individuals for oral, breast and cervical cancers. Intensive health awareness
sessions are conducted in the communities and complete support is provided in
referring every individual suspected of cancer to a higher centre for further
evaluation, confirmation and if needed, treatment.

The Community based Preventive Health Screening programme entails carrying

out door to door screening of people for prevention and early detection and
referral of diseases like diabetes and hypertension among adults, anaemia in

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women of reproductive age and acute malnutrition among children under the
age of 5. The Health Outreach programme ensures the participation of
community members through training of volunteers from the community to do
basic preventive health screening under supervision and thus enabling the
community to take action for their health.

Sir H.N. Reliance Foundation Hospital And Research Centre

Sir H.N .Reliance Foundation Hospital’s (RFH) clinical care is supported by

quality framework and patient safety practices. The hospital’s thrust on
innovation has led to accessible and affordable healthcare for all. RFH’s
approach to health care extends beyond treatment and aims at achieving the best
medical outcomes for all.

Centres of Excellence: Through various speciality services, RFH remains

committed to providing the best-in-class evidence-based care at its centres of
excellence – Cardiac Science, Orthopaedics, Neurosciences, Gastroenterology,
Renal Sciences, Oncosciences. The care delivery is strengthened by world-class
infrastructure. The patient care ecosystem is supported by a rehabilitation
department, equipped with operation rooms, critical care units, emergency
medicine department, preventive health check-up unit, outpatient clinics and
diagnostics. A global panel of experts brings the international best practices and
expertise to all.

This year, 64 total knee replacements and 81 cataract surgeries were conducted
for poor patients free of charge in addition to the high-end bone marrow
transplant, renal transplant procedures and paediatric cardiovascular surgeries.

Advanced Sports Science programme has been initiated to provide world-class

care to help athletes prepare for various tournaments, including the Olympics.

RFH measures its clinical outcomes against international benchmarks as part of

its continuous quality improvement framework that insists on the value of care.
In the domain of surgery, the international benchmarks are related to length of
stay after surgery, hospital-based infection rate, percentage of cases re-admitted
for further treatment, etc. RFH outcomes stand exceptionally high in all these
areas. In the area of patient rehabilitation, RFH has reported a higher percentage
improvement in patient fitness levels vis-à-vis the benchmarks in all categories
of rehabilitation - neuro, cardiac and oncological.

The hospital and blood bank received NABH Certification and is on its way to
receiving JCI accreditation. RFH received the green building gold standard and

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award from Brihan Mumbai Electricity Supply and Transport for minimising
energy consumption.

ALLIANCE FOR SAVING MOTHERS AND NEWBORNS (ASMAN)

Project ASMAN is a partnership between Reliance Foundation, Tata Trusts,

MSD for Mothers, Bill and Melinda Gates Foundation and United States
Agency for International Development. It is focused on strengthening healthcare
system for mothers and new-borns by enhancing the quality of public health
services. The programme functions as a public-private partnership with the
government. The programme is currently working in partnership with the
governments of Rajasthan and Madhya Pradesh. There are 42 health facilities in
4 districts in the former and 39 facilities in 4 districts of the latter. It has touched
at least 0.5 million mothers and new-born infants during the project cycle.

The initiative focuses on capacity building of primary care providers in labour

rooms with the help of technological innovations. It lays special focus on the
critical 48-60 hours of the intra and post-partum period.

The primary goal of ASMAN is to reduce neonatal and maternal mortality

through the adoption of key technologies that improve capacity-building. A
tablet based Intrapartum Monitoring and Decision Support Tool has been rolled
out in 70 facilities and has registered 66,396 cases till now. Almost 900 service
providers have been trained on obstetric and new-born care skills in these states.
This initiative will help in improved adherence to essential practices; early
identification of complications and its appropriate management; timely
referrals; improved case monitoring; recording and reporting for effective
decision making. As part of this initiative, game scenarios have been developed,
which simulate real life complication cases, testing application of knowledge
and decision-making skills of the providers.

RF DRISHTI

Reliance, through its RF Drishti programme, has been supporting visually

impaired underprivileged people to undergo corneal transplants by partnering
with the National Association for the Blind, Arvind Eye Hospital and Sankara
Eye Foundation. This year, 1,153 visually impaired individuals were supported
under the programme (18,000+ corneal transplants since inception).

A week-long Drishti Art and Essay Competition organised every year aims to
increase the awareness about the importance of eye donation. This year, nearly
9,000 children participated in it.

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Under this programme, an international Braille newspaper is published every

fortnight, which has a circulation of 3,700. The newspaper reaches visually
impaired readers across India and the world.

CARE AND SUPPORT FOR HIV AND TUBERCULOSIS

Reliance has set up hospitals at Lodhivali (Maharashtra), Jamnagar and Hazira

(Gujarat) providing free and subsidised healthcare services to underprivileged
and deprived segments. The services range from general healthcare,
communicable and non-communicable diseases including HIV and tuberculosis.
Additionally, trauma victims of highway accidents are provided free treatment.
This year over 0.1 million consultations have been provided with over 3.1
million consultations provided since inception.

Care and support treatment are provided to people living and affected with HIV
(PLHIV), including children and orphans. The hospitals registered 7,718
PLHIV since inception, of which 242 were registered this year. So far, over
0.33 million specialised health consultations and counselling were provided to
PLHIV. Several awareness generation activities were conducted with migrant
workers, truck drivers, sex workers and general population to sensitise and
reduce stigma and discrimination associated with it. Nutritional support has
been provided to 1,457 children affected with HIV, besides providing emotional
support. This year, 353 individuals were screened for tuberculosis, taking the
total screenings to 16,024 since inception. With continuous follow up and
treatment, over 93% of smear positive cases were cured of the disease.

For the last four years, Reliance has been organising regional level marriage
bureau function at HIV DOTS Centre in collaboration with Gujarat State
Network of People Living with HIV/AIDS (GSNP+). These functions saw
participation of 2,737 PLHIV from states including Gujarat, Rajasthan, Madhya
Pradesh and Maharashtra, of which 63 couples were engaged.

HEALTH SERVICES AT PLANT SITES

Reliance’s health outreach programme also provides primary health services to

the underprivileged communities across the plant locations in Andhra Pradesh,
Gujarat, Haryana, Maharashtra, Madhya Pradesh and Uttar Pradesh through 13
MMUs and health camps. Through MMUs and camps, over 3.7 lakh
consultations were provided during the year.

This year, more than 21, 000 women and adolescent girls were screened for
anaemia, of which nearly 14,900 were found anaemic and were provided
nutritional counselling and referred for further treatment. In addition, more than

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10,000 children under the age of five years were screened for malnutrition of
which 189 children were identified as malnourished this year. The programme
has so far screened over 36,500 cases for improving child nutritional status and
more than 44,500 women and adolescent girls for anaemia.

At the community level, vision screening camps and mobile eye clinics are
regularly conducted across the plant locations. During 2018-19, more than
21,000 consultations were done for vision related issues, of which 745 cataract
surgeries were done (over 1.24 lakh consultations and 11,230 cataract surgeries
since inception). Over 3,600 individuals (over 11,000 individuals since
inception) with refractive error were provided spectacles.

Education
DHIRUBAI AMBANI SCHOLARSHIP PROGRAMME

In order to nurture talented young leaders, the Dhirubhai Ambani Scholarship

(DAS) programme has so far provided financial support to 12,285 meritorious
students to pursue graduation in any stream and institution of their choice.

Nearly half of the DAS scholars are girls, while one-fifth are specially-abled
students. During FY 2018-19, DAS programme supported 504 students across
the country.

During the year, three alumni meets were held in Mumbai, Bangalore and
Vadodara in which around 100 alumni participated.

CUMULATIVE SCHOLARS UNDER DAS PROGRAMME

“One has to continuously work hard as someone, somewhere is watching and

will come forward to help you out. For me it was DAS, that helped me sail
through my hardship.”

CA Pratik Ekhande, Pune

“DAS is a very good programme, that inspired me becoming a Mechanical

Engineer and an expert in Nano Technology. Let this platform become a
harbinger of new ideas.”

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Mr. Sanket Mahajan, MD Sanket

Innovations Pvt. Ltd.,Nashik

Prominent achievements of RF Schools this year

 Students from RF schools won two international prizes in Skating and

Taekwondo
 34 accolades and medals at the national level in events such as skating,
athletics, swimming, Jeet Kune Do, yoga, Arts and Science
 Students received platinum and gold certificates of merit at Times Spark,
and five State level accomplishments in water polo, Tang Soo Do,
swimming, Science and Technology exhibitions
RELIANCE FOUNDATION SCHOOLS

Reliance Foundation Schools are committed to provide an enjoyable and

enriching educational experience to children. Currently, there are 13 Reliance
Foundation Schools, which are located in Jamnagar, Surat, Vadodara, Dahej,
Lodhivali, Nagothane, Nagpur and Navi Mumbai, educating over 14,500
children annually. The schools offer education from kindergarten to Class 12
and are affiliated to CBSE, Gujarat State Board and Maharashtra State Board.

In the 2018, Class 10 CBSE Board examinations, the pass percentage of

Reliance Foundation Schools was 98.8%. In Class 12 CBSE Board
examinations, the pass percentage was 97.8% and 100% in Science and
Commerce streams, respectively. The pass percentage in Maharashtra State
Board examinations was 100% in Class 10 and 98% and 90% in Class 12
Science and Commerce streams, respectively. In the Gujarat State Board
examinations, pass percentage was 91% in both Class 10 and Class 12 Science
stream.

Students of Reliance Foundation Schools continue to excel in co-scholastic,

sporting and co-curricular pursuits and have won awards and recognitions in
various events at the district, state, national and international levels.

DHIRUBHAI AMBANI INTERNATIONAL SCHOOL

Dhirubhai Ambani International School (DAIS) has been ensuring quality

education for children year after year and prepares students for the ICSE, the
IGCSE and the IB Diploma examinations. The school is a member of the
Cambridge International Primary Programme. The school provides world class
education to over 1,050 children annually and has about 140 teachers with rich
experience in national and international curricula. The students have

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consistently achieved outstanding results across all the three curricula. In 2018
IGCSE results, 85.4% of all grades achieved were A* and A. Three students
topped the world in five subjects and four topped in India in four subjects. The
School’s ICSE average score was 94.2% and the highest score was 98.6%. In
the IB Diploma Examinations, eight students earned the perfect score of 45 and
the School’s average score was 40 points. The IB Diploma graduates of 2018
earned admissions to 21 of the top 30 universities worldwide. During the year,
students won over 550 awards in various co-scholastic, sporting and co-
curricular events at the state, national and international levels.

Over the years, the School has consistently achieved the highest standards of
excellence in all areas. DAIS is jointly accredited by the Council of
International Schools and the New England Association of Schools and
Colleges. DAIS is also a ‘Green Building Certified’ School with ‘platinum’
rating from the Indian Green Building Council. In 2018, Education World
ranked DAIS as the No. 1 International School in India for the sixth consecutive
year; Hindustan Times ranked DAIS as No. 1 International School in Mumbai,
after having ranked the school as the No. 1 School in Mumbai for five years.
Times of India ranked DAIS as the No. 1 ‘National and International
Curriculum’ School in Mumbai for the fourth consecutive year

JIO INSTITUTE

Reliance has received a letter of Intent for setting up Jio Institute under the
‘Institutions of Eminence Deemed to be Universities Regulation, 2017’ of
University Grant Commission (UGC) under MHRD, Government of India in
July, 2018.

Jio Institute is envisioned to be an exemplary academic institution of higher

learning with a world class platform for research, lifelong learning and student
experience. Jio Institute will prepare the next generation of leaders and
significantly contribute to the advancement of Indian society.

Jio Institute is currently working on planning and conceptualising the academic

programme, curriculum, research agenda, research centre, institutional
collaboration and campus development.

OTHER EDUCATION INITIATIVES

Under Protsahan Scheme in East Godavari (Andhra Pradesh), scholarships are

provided to meritorious students from the villages around the plant location.
This year, 218 students were provided scholarships under the scheme for

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pursuing their higher studies 2,081 scholarships have been provided since
inception.

Reliance Foundation collaborated with Centre for Teacher Accreditation -

Teaching Professionals’ Olympiad. This year, more than 60,000 teachers from
over 10,000 schools across 2,000 locations participated in the CENTA TPO,
India’s national competition for teachers. Over 1,000 outstanding teachers
received awards at the Reliance Foundation Teacher Awards.

Sports for Development

Through its various sports programmes, Reliance aims at bringing about
positive change among youth and children in both urban and rural landscapes.
Popular sports such as football, basketball and athletics are used to cultivate
strategic thinking, competitive spirit and leadership abilities among children and
youth besides promoting health, fitness and active lifestyle. Reliance partners
with various national and state sports bodies to improve the quality of the
sporting ecosystem through better facilities, training, infrastructure and
equipment. The initiatives of Reliance in the field of sports aims to promote and
contribute to the Khelo India initiative and National Sports Talent Search
Scheme of the government.

These sports initiatives seek to develop a culture of sports in India. In order to

identify and mentor sports talents, Reliance reaches out to remote corners of the
country. The talents were identified and mentored through a rigorous process of
training, coaching and participation in various tournaments in India and abroad
where they can compete with the best and develop their talent.

RELIANCE FOUNDATION YOUNG CHAMPS (RFYC)

RFYC is a unique, scholarship-based, full-time residential football and

education programme. It aims to provide India’s best aspiring football talents
the opportunity to hone their skills with world-class facilities and best-in-class
training.

The Young Champs Academy was the first to achieve four out of a maximum
possible five stars, making it the best residential football academy in India
under the academy accreditation programme of the All India Football
Federation. Reliance’s objective is to maintain this position This year, the
programme scaled up its talent hunt for athletes across 30 cities. It registered
over 20,000 athletes (including 7,000 girls) from 3,500 institutes participating in
various events, including sprints, relays, short-distance run, long-distance run,
high jump, long jump and shotput. For enhancing skills and better sporting

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performance, the programme organised a training camp for 37 best athletes of

the previous season, conducted by International Association of Athletics
Federation Level-4 Coaches from Australia. The camp introduced sports science
to athletics training, which included mental EQ evaluation. As a result of this,
nine athletes were able to better their previous national records.

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rating.

This year, 19 young football talents were awarded scholarships to develop their
football skills, taking the total to 61 scholarships across 15 states. Under the
programme, 46 Young Champs went on an international exposure trip to Spain
and Japan where they got an opportunity to play friendly matches with
international teams representing elite football clubs.

RELIANCE FOUNDATION JR. NBA PROGRAMME

The RF Jr NBA programme is aimed at promoting school based basketball all

over India, with a special focus on training coaches and providing quality
equipment. In its sixth year, this programme has reached out to 6 million
children across 7,900 schools from 34 cities. All these schools have adopted and
implemented the training modules prepared by Reliance Foundation and have
integrated basketball into their school curriculum.

To boost the basketball skills among schools, the programme conducts coaching
on physical education and skills development for teachers and children. Further,
the programme refurbished over 10,000 basketball courts.

RELIANCE FOUNDATION YOUTH SPORTS (RFYS)

Launched in 2016, RFYS programme conducted competitions across schools

and colleges from more than 70 cities to discover the untapped talent in the
country. It reached out to over 5.5 million children, adolescent and youth.

The football tournaments saw participation from 7,100 teams, including 800
girls’ teams from over 5,200 institutes. Over 90,000 athletes registered their
participation in these tournaments. Continuing to build an ecosystem around the
sport, the programme created a digital learning platform that can be freely
accessed by football enthusiasts to hone their technical skills. The programme
supported 46 best physical education teachers this year for ‘D-License Coaching
Certification’, taking the total number of trained coaches to 660. In
collaboration with the Association of Indian Football Coaches, RFYS
conducted the All India Football Federation grassroots level courses for the 55
best coaches under the programme.

This year, the programme scaled up its talent hunt for athletes across 30 cities. It
registered over 20,000 athletes (including 7,000 girls) from 3,500 institutes

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participating in various events, including sprints, relays, short-distance run,

long-distance run, high jump, long jump and shotput. For enhancing skills and
better sporting performance, the programme organised a training camp for 37
best athletes of the previous season, conducted by International Association of
Athletics Federation Level-4 Coaches from Australia. The camp introduced
sports science to athletics training, which included mental EQ evaluation. As a
result of this, nine athletes were able to better their previous national records.

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National Final Football

RELIANCE FOUNDATION EDUCATION AND SPORTS FOR ALL

Reliance Foundation Education and Sports for All initiative support the
education of underprivileged children by partnering with 14 NGOs and working
at the grassroots level. These NGOs focus on encouraging sports, literacy and
life skills among the children. Under this initiative, a Digital Learning Van,
embedded with technology, has been providing quality education to more than
4,000 children from 10 government schools in Mumbai and Thane districts.
Together, these initiatives have positively impacted 0.2 million children.

Disaster Response
Reliance swiftly and effectively responds to disasters that endanger human lives
and livelihoods, by directly engaging with affected communities. It leverages all
its strengths – including human resources and information technology – to
provide relief and rehabilitation support. In the process, Reliance collaborates
with different community based organisations and government departments to
prioritise and provide need based support to affected communities. During FY
2018-19, the Company helped communities affected by floods and cyclones in
Andhra Pradesh, Kerala, Gujarat, Odisha, Uttar Pradesh and Tamil Nadu.

KERALA FLOOD RELIEF

The Reliance family worked relentlessly to support the flood affected

communities of Kerala when heavy rains battered the state in August 2018.
Using the digital platform, early warning messages were provided to states
where the Indian Meteorological Department had declared a red-alert. When
continuous rainfall brought life to a standstill and caused widespread damage,
Reliance geared up its team and distributed relief kits to provide immediate
sustenance to the affected families across 6 districts. As part of the support,
relief materials were distributed to over 74,000 affected families.

Additionally, fodder kits were distributed and livestock health camps were
conducted to secure over 3,000 animals against immediate and medium-term
health risks emanating from floods.

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As a measure of solidarity with the people of Kerala, RF Chairperson, Smt. Nita

M. Ambani, visited the relief camp in Allapuzha district and interacted with the
people. On behalf of Reliance Family, she handed over a cheque of `21 crore to
the Chief Minister’s Relief Fund.

CONTRIBUTION TO DISASTER PREPAREDNESS PROGRAMME

In September 2018, Reliance Foundation in association with INCOIS jointly

organised ‘Indian Ocean-wide 18 Tsunami Mock Exercise’ in the tsunami prone
states of Maharashtra, Gujarat and Odisha. This was part of a nationwide
tsunami mock drill coordinated by INCOIS that aimed at preparing fishermen
living in these areas, and training the government departments to manage
tsunami and other disaster situations. In all the mock drill locations, RF team
members visited and created awareness among various stakeholders and
coordinated with various players for conducting the IOWave 18 Tsunami Mock
Exercise.

Arts, Culture and Heritage

Reliance continued to support the annual concert ‘Abbaji’ organised by Ustad
Zakir Hussain as part of its Arts, Culture and Heritage initiative. The concert
featured several renowned musicians who came together to pay tribute to Ustad
Zakir Hussain’s father, the legendary Guru, Ustad Allah Rakha Khan.

Other Initiatives

CONTRIBUTION TO SWACHH BHARAT

The Reliance family, under the stewardship of Reliance Foundation initiative,

carried out an extensive ‘Swachhta Hi Seva’ campaign reaching more than 42
lakh people across 429 locations in the two week long campaign that ended on
October 2, 2018. More than 2 lakh volunteers (employees, rural and urban
community leaders and groups) supported by Reliance through various
initiatives participated in various cleanliness activities.

In a mass outreach, Reliance’s digital services platform broadcasted audio

advisories on Swachhta Hi Seva campaign to more than 2.8 million individuals
across 316 districts in 18 States, focusing on environment, open defecation
diseases, water and sanitation issues.

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SKILLING AND EMPLOYMENT

Through its skilling and employment programme, Reliance is working towards

making the youth employable by equipping them with marketable skillsets and
providing placement support. It has leveraged the power of technology to link
the potential youth for skill training and employment opportunities. Linkages
have been established with skilling training institutes for entrepreneurship
development in farm and non-farm sectors, including agriculture, horticulture,
mushroom cultivation, inland fisheries, animal husbandry, mobile repairing
skills, etc. This year, over 9,400 youth were linked to various employment
opportunities across sectors, including retail, banking, telecom, etc. (over
24,500 recruitments since inception). The initiative contributes to Skill India
Mission of the Government of India.

WILDLIFE CONSERVATION AND ANIMAL WELFARE

Reliance Veterinary Hospital in Padana attended to more than 15,000 animals

during the year; of these, over 13,000 were given medicinal treatment, surgery
was conducted on 376 animals and 1,298 animals were treated for gynaecology
issues. Apart from conducting various veterinary camps, an artificial
insemination (A.I.) programme was initiated in August, 2018 under which about
800 A.I. cases were successfully handled.

For wildlife conservation and animal welfare, Reliance supported organisations

that work along with communities to protect wildlife and avoid human-animal
conflict. Under this initiative, 50 volunteers from villages adjoining the reserves
were trained on camera traps, GPS, plaster casting of pugmarks and managing
incidents of human-animal conflict.

The initiatives of this year have helped Reliance move closer to its aim of
transformative change. Through its policy of direct engagement, leveraging
technology and forging partnerships, Reliance has been able to scale its impact
to include a diverse section of the population who benefit from these efforts.
Farmer and fisher folk, women and children, students and budding sporting
talents, people in need of health-care support and citizens faced by natural
disasters and many different communities have been positively impacted in FY
2018-19. To expand its scale, next year, Reliance will further intensify its
efforts, especially through digital technology.

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CSR by TATA

4.1.1 Towards health sector

The Tata group's efforts in the healthcare sector span the spectrum —

from tackling malaria and improving maternal and neonatal health, to

constantly evolving cancer care in the country. Healthcare efforts are

especially concentrated in rural areas and focused on marginalised

communities with limited or no access to healthcare.

Perhaps the Group's most ambitious project is the National Cancer Grid,

a network of 114 cancer centres, research institutes, patient advocacy

groups and charitable organisations, set up by the Indian government.

Tata Trusts is assisting in expanding the reach and scope of the Grid to

ensure standard treatment and research protocols across India.

TATA Medical center

TMC’s stated mission is to promote the prevention and cure of cancer patients

and provide rehabilitation and palliative care to them. A special emphasis will

be given to children suffering from cancer. TMC is a quality cancer-care facility

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that caters especially, though not exclusively, to the poor of the region. The first

phase of the project has space for 170 patients, with a provision for extending

capacity to a further 150 patients (figures do not include outpatients). About 50

per cent of the beds are earmarked for free treatment of the underprivileged. The

remaining 50 per cent of patients will be in the subsidised or paying categories,

and the money accrued will be utilised to support the institution. The rest of the

centre’s expenses will be covered by charitable donations.

Tata Medical Center uses state-of-the-art equipment to ensure the best cancer

care and treatment

Situated at Rajarhat on the outskirts of Kolkata, it is easily accessible from

downtown Kolkata and the city’s airport. The centre will soon house a shelter,

called Premashraya, that will provide free stay and food for patients and their

relatives.

TMC will be managed by the Tata Medical Center Trust, which has been

formed for this purpose. The centre has outpatient, inpatient, therapeutic,

diagnostic, telemedicine and other services.

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TMC has state-of-the-art equipment to ensure top-notch diagnostic and

treatment services. It has disease management teams with experts from different

streams, such as surgery, radiation oncology, medical oncology, pathology,

radiology, psychiatry and medical social work.

The Rs3,500-million funding for the project and an additional Rs400 million

corpus deposit was provided by Tata trusts, various Tata companies and Tata

Sons, the promoter holding company of the Tata group. Several well-wishers

from India and abroad contributed to the noble cause. Besides, the Government

of India and the Government of West Bengal also supported the project.

TMC aims to be an organisation that excels in services, education and research

in the field of cancer. More than 3 million Indians suffer from cancer, but

facilities to treat those living with the disease are few and far between in this

country. The centre marks the realisation of a dream to which many people have

contributed, and adds another chapter to a Tata tradition of philanthropy.

• TATA memorial hospital

• Starting as an 80-bed hospital covering an area of 15,000 square

metres, TMC now has more than 600 beds spread over almost
70,000 square metres. The annual budget of Rs5 lakh in 1941 is
now close to Rs120 crore.
• TMC is a comprehensive centre for the prevention and treatment
of cancer, and for research. It is a landmark on the global health
map and particularly important to this part of the world. Nearly
25,000 patients visit the clinics each year, not only from all over
India but from neighbouring countries as well. About 60 per cent of
patients seeking primary care are treated free of charge. Over the

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years, TMC has also realised the importance of preventive

activities and is reaching out to create awareness even in rural
areas.

• The centre has 620 in-patient beds (with 98 per cent occupancy) and

treats around 140 patients every day.

• TMC has collaborations with many cancer centres across India, among

them, the Regional Cancer Centres at Ahmedabad,

Thiruvananthapuram, Nagpur, Gwalior and Hyderabad, the Civil

Hospital, Shillong and the Jorhat Hospital, Jorhat (Assam).

• TMC has some 300 postgraduate and doctoral students and its own

university. The centre has residency programmes in general

surgery, radiotherapy, pathology and anaesthesiology, super-

speciality programmes and research programmes. It also conducts

training courses that range from six to eighteen months and

distance education programmes.

• The centre has collaborative initiatives with the World Health

Organisation, the National Institute of Health, Washington DC

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(USA), IARC, Lyon (France) and the Bill and Melinda Gates

Foundation.

• Though Tata is not directly involved with the centre, a large

number of TMC's patients benefit from the financial support that
the Tata Trusts provide, as well as through research grants.
• TMC is a classic example of how well private philanthropy and
public support can work together. And, as will be attested by the
countless number of people who have benefited from the skill and
care that the centre provides, this is more than a hospital, standing
as it does on the frontline of India’s fight against a disease that
takes no prisoners.

Food for thought

• The haunting tune of the legendary protest song of freedom movements

around the globe rings through the courtyard of the Eklavya Model

Residential School (EMRS) at Mundhegaon in Igatpuri taluka of

Maharashtra’s Nashik district.

• Some 40 girls of the school, belonging to impoverished families living in

the state’s hardscrabble tribal belt, evocatively render the powerful song.

More than 500 students, boys and girls, are studying at the residential

school meant for tribal children. For most of their parents, toiling away in

harsh fields, or working as migrant labourers in distant cities, it was a

bold decision to leave their children at the residential school.

• The students get quality education, accommodation in hostels, and, most

importantly, nutritious meals.

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• The Ministry of Tribal Affairs, Government of India, provides funds to

state governments to run EMRS and residential ashram schools for the

benefit of members of the scheduled tribes. In Maharashtra, there are four

English-medium Eklavya residential schools, including the one at

Mundhegaon.

• In June, the Maharashtra government signed a memorandum of

understanding with the Tata Trusts and Bengaluru-based NGO Akshaya

Patra to set up two centralised kitchens – called Annapoorna kitchens – in

Mundhegaon and Kambalgaon in Palghar district. The unique public-

private partnership aims to provide wholesome food to students at EMRS

and ashram schools in the state.

• The modern centralised kitchen, featuring state-of-the-art equipment, has

a capacity for 20,000 meals a day. At present, we cater to the needs of

3,500 students at this school and in nine other institutes, including ashram

schools, within a radius of 50km from here.

• The kitchen is funded by the Tata Trusts and Akshaya Patra is the

technical adviser for the project.

Milk Fortification

• .The Tata Trusts’ vision for fighting malnutrition is reflected in the words
of the Chairman, Mr. Ratan N. Tata, “My most visible goal is to do
something in nutrition to children and pregnant mothers in India. Because
that would change the mental and physical health of our population in
years to come.”

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• By partnering with other stakeholders such as non-profits, philanthropic

organisations, and private organisations, and driving a number of varied
interventions – all aimed at improving India’s nutritional parameters – the
Trusts are working towards achieving large-scale sustainable impact in
the fight against malnutrition. Our goals are aligned towards the UN
Sustainable Development Goal 2 of ending hunger, helping the country
achieve food security and improved nutrition, and promoting sustainable
agriculture.
• The Tata Trusts’ strategy for combating malnutrition is an integrated
approach that focuses on three fundamental aspects. One, ensuring
adequate nutrition among communities to promote optimal growth and
mitigate health risks related to undernutrition. Two, strengthening
existing nutrition programmes and schemes through appropriate
modifications and support. Three, providing recommendations and data-
backed advocacy to policymakers by developing research-backed
products and extending technology support and data analytics to help
tackle the challenges in meeting the nutrition goals of the country.
• The Trusts’ multi-sectoral approach to address malnutrition in states such
as Maharashtra, Rajasthan and Andhra Pradesh has underscored the
benefits of an integrated solution to fight malnutrition. The Swasth Bharat
Prerak Programme, a joint initiative of the Trusts and Government of
India as part of the National Nutrition Mission, is expected to give a
significant boost to promoting nutrition across 500 plus districts across
India
• .Fighting malnutrition in a complex and diverse country like TATA’s is
an arduous task. Despite sustained efforts, India’s success in combating
malnutrition has been modest and slower than other countries with
comparable socio-economic indicators. To make a real and sustainable
impact, challenges need to be tackled at three different levels:
• Because of the alarming impact and its inter-generational consequences,
the Tata Trusts have identified malnutrition as a key focus area of work.

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TATA on education
The Tata group continues to be inspired by this vision of our Founder—
that nation-building must begin with the educational upliftment of its
people. Whether it is through our establishing of great institutes of
learning, or the scope of Tata companies' programmes to make
education accessible to the most marginalised communities, we are
committed to the idea of universal education.

Institutes by tata

Indian institute of science

TATA institute of fundamental research

TATA institute of social science

National centre for the performing arts

Indian institute of science:

What advances a nation or community is not so much to prop up its weakest and

the most helpless, as to lift the best and most gifted, so as to make them of the

greatest service to the country."

It was this thought which motivated Jamsetji Tata, the founder of the Tata

group, to conceive of establishing an institution of advanced scientific education

and research, the like of which even England did not have, at the end of the 19th

century.

Jamsetji Tata was convinced that national resurgence was only possible through

multi-level industrialisation, higher education and scientific research. "He was a

visionary who had personally established industries which were at the forefront

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of technology in those times. Besides, he donated half of his personal wealth

(14 buildings and four landed properties in Bombay [now Mumbai]) for the

creation of this institution," says Goverdhan Mehta, director, Indian Institute of

Science (IISc).

After consulting several authorities in the country, Jamsetji Tata constituted a

provisional committee to prepare the required scheme for the setting up of the

Institute.

At the initiative of the dewan, Sir K Sheshadri Iyer, the government of

Krishnaraja Wodeyar IV, the maharaja of Mysore, came forward with an offer

of 372 acres of land, free of cost, and promised other necessary facilities. Thus

Jamsetji Tata's original scheme became a tripartite venture, with the association

of the Government of India and the Mysore maharaja.

In 1911, the Maharaja of Mysore laid the foundation stone of the institute and,

on July 24 that year, the first batch of students was admitted in the departments

of general and applied chemistry, organic chemistry and electro-technology.

Since then, IISc has grown into a premier institution of research and advanced

instruction, with more than 2,000 active researchers working in almost all the

frontier areas of science and technology.

During past decades, Nobel laureate CV Raman, Homi J Bhabha, Vikram S

Sarabhai, JC Ghosh, MS Thacker, S Bhagavantam, Satish Dhawan, CNR Rao

and many others who have played a key role in the scientific and technological

progress of India have been closely associated with the Institute.

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IISc has helped create and nurture other laboratories and scientific institutions

within the country. The Tata Institute of Fundamental Research and the Atomic

Energy Commission were born here. In fact, Homi Bhabha wrote the proposals

for creating both these institutions when he was part of the faculty of the

Institute. The Indian space programme, too, was developed here. It also enabled

CV Raman to undertake research in light scattering, which eventually won him

the Nobel Prize in 1930.

Says Dr Mehta, "Jamsetji's vision was that the Institute should commit itself to

the quest of excellence for the betterment of people. That has been IISc’s

endeavour for close to a century: to be at the forefront of research for the benefit

of humankind and the people of India. It is a not a one-time activity, but an

ongoing process."

JRD Tata, the late chairman of the Tata group, took a keen interest in the

Institute. He believed that it should contribute not just to science but to society

as a whole, while emphasising the social relevance of science. "He took good

care of the employees and even helped start the Tata Memorial Sports Club,

which he regularly visited," says NV Raghavan, the Institute's public relations

officer.

JRD paid great attention to the maintenance and upkeep of the buildings. Ratan

Tata, Chairman, Tata Sons, is continuing this legacy. In recent times, he has

helped promote the Sir Dorabji Tata Centre for Tropical Diseases and assisted

with the maintenance of the structure.

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The world of science and technology has metamorphosed since the

establishment of the IISc. The Institute has tried to keep pace, in terms of

training its people and in its research contributions, which are

widely recognised in India and abroad. "The contribution of institutes like ours

should be judged on how they have enriched the intellect of science and

technology in the country," says Dr Mehta. "We have manned some prestigious

and nationally important missions and projects."

The Institute has also started the process of celebrating its centenary, while

defining its goals for the next century of its existence. "My dream is to

transform it into an international institute of science," adds Dr Mehta. "I believe

we have done our best and maintained the vision of the founder. His spirit is

still present here."

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IISc when it was just completed.

TATA institute of fundamental research

Mr Bhabha — in the letter he wrote to the Sir Dorabji Tata Trust requesting
financial assistance to get TIFR idea off the ground — talked about "creating a
school of physics comparable to the best anywhere in the world." JRD, on the
other hand, stressed the "progress" aspect while arguing the case for the
institution. These visionaries, working together at a critical time in the nation's
history, considered science an integral component to modern India's identity.

JRD Tata, along with Dr Homi Bhabha, was instrumental in making the Tata
Institute of Fundamental Research a reality
TIFR became the cradle of the country's atomic energy endeavour. The Institute
wasn't just about science; it was also about discovering and delivering the
benefits drawn from science to Indian society. Given that there was little
scientific and industrial infrastructure at the time, TIFR came to play a crucial
role.
The building of TIFR was quite interesting. Everything was done in-house,
including the carpentry and such. We were at the frontiers of science, which
meant that we had to create our own infrastructure. The fundamental research
we were involved in then was of the atypical kind. Our early years were marked
by this wide vision we had of what research needed to be done. What usually

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happens when you have so broad a vision is that you compromise on either
quality or excellence. But TIFR managed to keep the course it had charted by
making excellence intrinsic to its existence. This, to me, is one of the Institute's
most remarkable triumphs.
We have done a large amount of experimental research that has blossomed into
trend-setting initiatives. For instance, India's first digital computer was crafted
at TIFR, back in 1957. This was a significant success by any yardstick. Today,
you hear of technology that's spun off. In my reckoning, TIFR, more than any
other Indian institution or industry, has spawned a variety of vital organisations.
In the years immediately following independence, India's goal was self-reliance.
But, in terms of self-reliance there is a difference between science and
technology. If you don't have a particular technology, you can try and develop it
to, say, build a car indigenously. The Indica is a fine example of self-reliance. It
does not look much different from other cars of its class, but its strength is that
it is built indigenously. However, if the Indica had qualities its competitors
didn't, then that would make it distinct. To make things indigenously and also
make them distinct — that would be an extraordinary combination.
In science you cannot stop once you have crossed the indigenous hurdle; you
also have to get to a given point before everybody else. Frontier science is about
being the discoverer. If someone has discovered something, you cannot go to
your lab and rediscover it.
Today, India has turned the corner. It is a more confident country and its
infrastructure has improved tremendously. Catching up is no longer an
achievement; we have to be up there with the best. Therefore, that part of
TIFR's original charter — being at the frontiers of science — remains relevant,
but being self-reliant and developing infrastructure is secondary. In that sense
the continuity of the vision articulated by Mr Bhabha and JRD has been
preserved.
TIFR now functions differently, and so it must. If it does not it will be frozen in
an earlier time, which means it would fail in its mission. Some of our activities
have changed down the years and this process will continue as we chart a new
course that will, in its details, be somewhat different from the past, but still stay
faithful to the original idea.
We are now trying to set a standard by saying that we are not going to applaud
if our people repeat something that somebody else has done. We will only
applaud if you are the first one to discover something. Earlier, to be able to
produce something was an accomplishment of a kind. That is no longer true.
But we had to go through that period to get where we currently are. An
excellent institution must be able to rediscover and reinvent itself frequently.
And that is one of the strengths of TIFR.
The Institute had many successes in the early years of its existence and that, in a
way, was a problem. An institution is much more alert if it is in trouble. When
an institution is doing well constantly, the high level of confidence generated

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can sometimes lead to complacency. For TIFR, a successful organisation by any

measure, the question now is how to take an outstanding institution and make it
truly exceptional. It's a more complicated struggle, requiring a new point of
view and a course of action that's consistent with the times we live in.
We want to make sure we get the best people. This is a huge challenge because,
financially speaking, we cannot provide the kind of salaries that some of our
competitors around the world do. But we try to even the playing field as much
as possible so that we can compete with the best. Apart from salaries, we
provide a work environment that's as good as any other, and in some ways
better.
Without funding you cannot do research. We have a steady source of funds, but
there is a flip side to this equation. Steadfast support can make you complacent,
so we have to ensure that support is earned, and not secured just as an
entitlement. We receive tremendous backing from the Department of Atomic
Energy, which takes an enlightened view of the long-haul factor. We have a
beautiful campus and excellent infrastructure, with the finest machines and the
latest technology equipment. Our libraries are among the best anywhere and we
have good housing facilities.
Youth is the future, always has been and always will be. Given that reality, we
have to understand, hard as it is, that the basic sciences are not an attractive
career for today's youngsters. And youth are our lifeblood. If bright young
people don't do science, where will our next generation of scientists come from?
This is where we now have to concentrate our energies.
Earlier, we did not get involved in the education bit; we did not feel the need to.
Our education system is not in good shape, particularly in the basic sciences,
and — this is my personal opinion — leading institutions such as TIFR have
been short sighted in not engaging with this system. It is a crisis that we have
brought upon ourselves. University systems are in distress and we need to be
involved there.
We are making a beginning in this sphere by starting an integrated PhD
programme. It's our grand plan, a cradle-to-grave programme for students from
12th class upwards. We have a two-pronged strategy: first comes a 'nurture
programme' for young students, followed by an advanced programme for
graduates. Generally, our best and brightest students go to institutions such as
the IITs, because they think that's the safer, more lucrative option as a career.
But a large number of them may continue in basic science if we can compensate
by having a first-class education programme.
Under the TIFR umbrella, the Homi Bhabha Centre for Science Education is
putting in place the nurture programme for engineering students. We also want
to capture students who go abroad for their MSc or PhD and take them into our
own programmes. We have now become a deemed university and can give them
the degrees they seek. To get young people and give them a quality education
— that's the top item on my agenda.

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TIFR has had a good run of more than 50 years, but the times are changing, the
economy and society are changing. We have to adapt to this new era and we can
do that by incubating our own original ideas. We may have grown a little too
big, but in the frontier sciences largeness does not bring quality. We need to
ensure that our centres have significant autonomy to forge their own destinies.
The governing structure set up by the founders, with representatives from the
Government of India, the Sir Dorabji Tata Trust and the Government of
Maharashtra, is ideal. No one group dominates, which means the Institute can
retain its autonomy.
Today everybody talks about being global, but TIFR has been global in its
outlook since its birth. We have had some significant accomplishments. The
GMRT telescope is one of its kind and the best in the world for what it does.
Our scientists discovered a new class of superconductors. Many of our students
have gone abroad to teach. We've had many distinguished visitors, among them
Nobel laureates John Nash and Stephen Hawking. In a sense, we are the bridge
between our community and the world.
We have to recognise that our original charter requires us to act differently. We
have to set the highest standards for accomplishments, not third-world standards
but the best global standards. This institute is uniquely placed to do this — and I
believe we can do it.

TATA institute of social science

Today TISS is one of India's premier educational institutions. It trains

professionals in human resources and social work, carries out research on social

problems and social sciences, as well as publishes and disseminates this

information for the benefit of society. It is also one of the few institutions in the

country which undertakes field projects to demonstrate the workings of

organised and systematic welfare measures. "We have never believed in pure

classroom instruction," says Dr Singh. "Apart from teaching and training, the

faculty participates in field-action projects. Over time we have formed units for

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research into child welfare and the sociology of education and urbanisation,

among other subjects. The social justice budget and report was prepared with

our help. This is a first for the state of Maharashtra and a great challenge for

us."

The problems faced by Dr Manshardt in Nagpada exist even today. Maintaining

relevance, explains Dr Singh, is a continuous process, and is played out in the

mindset and thinking. To keep up with the changing social fabric, the

departments are constantly adding new thrust areas like sustainable rural

development and education. The Institute has published over 500 research

reports and has initiated 32 field action projects, with the Sir Dorabji Tata Trust

supporting a few. "Our link with the Trust continues even today," says Dr

Singh.

Though it is a deemed university, the representative of the Trust is still the

chairman of the governing board. JRD Tata himself headed the board for a

number of years. Like Jamsetji Tata, he too believed that wealth must be

ploughed back for regeneration of society. The Tatas have financially supported

the institute with critical grants for the building and the rural campus. Located

500km from Mumbai (near Solapur in Maharashtra), the rural campus is in a

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chronically drought prone area. A parched hillock has been successfully

greened, and various other projects are taking shape here.

On the cards are centres for developmental studies, disaster management,

domestic violence and human rights. At the moment, small projects are under

way in these areas. The Institute is also facilitating the setting up of similar units

in other parts of the country. It is holding workshops and running programmes

to share knowledge with other universities.

TISS is contributing towards teaching, training, research, and extending

technical support to voluntary organisations, as well as capacity building in

educational institutions, including primary education. "The inspiration of

Jamsetji, the stewardship of JRD as chairman of the governing board, and the

philanthropy of Dorabji constitute a confluence which has nurtured, supported

and strengthened us," says Mr Singh.

National centre for performing arts

The NCPA was established because JRD Tata and Dr. Jamshed Bhabha
envisioned the need for a world-class, all-encompassing centre for the arts. It
counts among its mentors, leading lights in the arts, like Satyajit Ray and
Yehudi Menuhin, and since it was built in 1969, several legendary artistes have
performed here, lending it its iconic status.

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The Tata Theatre, which first opened in 1982, can seat up to 1,010 people
The NCPA has five theatres (including the Tata Theatre, designed by the
postmodernist American architect Philip Johnson), as well as galleries, libraries,
restaurants, and reception spaces. Boasting the best-appointed auditoriums in
India in terms of equipment and expertise, the NCPA frequently attracts major
events from overseas and is ideally suited to host large productions, including
fully-staged operas and ballets.

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TATA CSR towards environment

Tata group companies are strongly driven by international benchmarks for sustainable
practices in business. But a greater portion of what the group does in this sphere is by choice
and conviction. From this flows its support for endeavours to conserve plant and animal
species, improve land and water use, and protect forest tracts and green sanctuaries.
The group's contribution to conservation falls into two categories: the efforts of different Tata
companies, big and small, to preserve and enrich the environment in and around their areas of
operation, and the philanthropic thrust of the Tata Trusts, which support a diverse cluster of
non-governmental organisations working in areas such as the management of natural
resources, community development and livelihoods.

The Taj Group's 'reef recharge' project

The Taj Group's 'reef recharge' project began in 2011 as a joint effort by Taj
Exotica Resort and Spa and Ocean Dive Maldives to increase coral coverage
near the resort and encourage healthy coral growth on the local reefs. The area
has already seen an increase in fauna diversity levels.

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Tata Chemicals' Botanical Reserve

On the site of its soda ash facility in Mithapur, Gujarat, Tata Chemicals created
a 150-acre reserve that shelters 21 species of native plants and more than 114
species of other vegetation. It is visited by over 70 species of birds, including
threatened species, and is home to monitor lizards, the rare star tortoise, jackals,
wild boar and the Neelgai.

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TATA motors wetland Habitat

Trees and vegetation and the ecosystem that nurtures them are the foundation on which the
world’s food chain is based, the fuel that allows life on the planet to flourish. They are natural
carbon sinks, creators of oxygen, producers of millions of natural resources and the very
lifeblood of human and animal existence.
Unfortunately, the environment is in peril due to the ravages of climate change
and our insatiable need to consume. Tata companies have, over the years, dedicated resources
and knowhow in varied regions and geographies for environmental causes,
from afforestation programmes to greening initiatives, from ecological regeneration to
biodiversity protection.

A Hug for a Hotspot, Tata Power, Maharashtra, India

In the last 30 years, Tata Power has planted in excess of 18 million saplings in the catchment
areas around the Walwhan dam and its hydroelectric facilities in
the Mulshi and Maval regions of India’s Western Ghats, an environmental hotspot. This
initiative has helped rejuvenate the springs in the region and conserve local flora and fauna.
See more initiatives by Tata companies above.

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Okhai

Set up by Tata Chemicals Society for Rural Development (TCSRD), Okhai is

determined to be a brand that symbolises empowerment of rural and semi-urban
women while promoting traditional handicraft techniques. Self-help groups
(SHGs) have been formed in the villages of Okhamandal with the goal to
empower 5,000 rural artisans over the next five years.

Tata Steel Samvaad — A Tribal Conclave

Samvaad is a four-day conclave that celebrates the tribal community. The event
commemorates the birth anniversary of iconic tribal leader Birsa Munda, as well
as the Foundation Day of the State of Jharkhand. It is part of Tata Steel's
continuing efforts to revive, preserve and promote tribal culture

Lakhpati Kisan

Through their ‘Lakhpati Kisan - Smart Villages’ initiative, the Tata Trusts work

in 17 remote blocks in Jharkhand, Odisha, Maharashtra and Gujarat over a five-

year programme. The aim is to bring 101,000 families out of poverty by the

year 2020 by raising their income levels to over Rs. 1.2 lakh annually

Data Governance

Tata Trusts helped build a data-based micro-development plan for 290 villages.
With it, government officials could identify which households had no grid
connectivity, ration cards, LPG connections, toilets or access to processed tap

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water, and which ones were eligible for skills-training or subsidised insurance
programmes.

Tata STRIVE
Skill building is a key focus area for national development. The Tata STRIVE
mission is to build capacity to train youth for employment, entrepreneurship and
community enterprise. It reaches out to communities, develops skills of people
from financially challenged backgrounds and acclimatises them with the
changing work.

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Finding
in common both these companies there are common places of CSR like:
1. Education
2. Empowerment
3. Health
4. Environment

• Education:
In education centre both Reliance and TATA have contributed
heavily however the focus for both of those has been different.
Where Reliance focuses mainly on primary schooling i.e. till
12th,with reliance foundation school and dhirubhai ambani
international school etc.
TATA focuses on higher education with institutes like TISS,
Indian institute of science etc.
• Empowerment
Reliance and TATA both focus on empowerment of women and
poor their even though their destination is the same there is a
difference in the journey and method used
Reliance uses digitalization and technology to provide accessibility
and information like the way they provide information about cattle
and crop caring by digital means whereas TATA empowers them
by providing employment options and training which is seen in the
initiative of TATA Strive
• Health care
Reliance contributes towards health care majorly by reliance
foundation hospital which provides medical services and
consultation for various diseases like amenia ; cancer etc. it also
has a world-class infrastructure to help athletes with sports injuries
thus preparing the programmes like ASMAN which is done in
partnership of TATA trust. The initiative focuses on capacity
building of primary care providers in labour rooms with the help of
technological innovations. TATA’s contributions towards health
care span the spectrum from tackling malaria and improving
maternal and neonatal health, to constantly evolving cancer care in
the country TATA has also focused on basic health care with its
Food For Thought initiative to provide nutritious meal and tackle
the diseases like malnutrition
• Environment
Both these companies have contributed toward the environment in
similar fashion when it comes to the swachh bharat kosh and other
things alike.

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Reliance has focused towards protection of wildlife with the help

of their veterinary hospital and TATA focuses more towards
plantation and flora side of the environment with the help of its
botanical reserve.
However both these companies also differ in certain areas like where Reliance’s
CSR policy includes sports development and has helped in sports like football
and basketball TATA emphasises in art and culture. This does not mean that the
reliance does not contribute towards art and culture but not as heavily and vice
versa

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CONCLUSIONS AND SUGGESTIONS

Both these companies have outstanding CSR schemes where they
contribute towards education, employment, art, sports, health care
etc. and they take their CSR policy very seriously and not just as a
mere legal requirement from the data it can be seen that these
companies focus on giving back to the society and they are terrific
at the same.
A suggestion from my side would be that they should put a certain
bit of emphasis towards waste management and climate change
which was lacking in both the companies’ CSR policy I believe
that if giants like these contribute towards such a cause we may be
able to get out of the same as one of the hurdle that stops us from
tackling problems like waste-management or climate change is the
lack of funds which is something these corporations can easily
provide.

Bibliography and webliography

CSR law: book on corporate laws issued by the ICAI
CSR by TATA: official website of tata i.e. https://www.tata.com/community

CSR by Reliance: official website of reliance i.e https://www.ril.com/ar2018-

19/report-on-corporate-social-responsibility.html

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