WE DREAM OF A BETTER WORLD THE AND THE SDGs THE TATA GROUP AND THE SDGs Contents

Goal 8 - Decent Work and Introduction 1 68 Economic Growth

Goal 9 - Industry, Innovation and What are the SDGs? 2 78 Infrastructure

Mapping Goal 10 - Reduced Inequalities 4 84 We are experiencing sweeping This document illustrates how the social and environmental changes Tata group companies’ activities across geographies, impacting lives are contributing to the realisation Goal 11 - Sustainable Cities Foreword and livelihoods. These changes of the SDGs either through their 6 92 and Communities call for need-based interventions, business or through CSR. Besides, supported by the active participation it describes the measurable impact of diverse stakeholders and that these activities can have on Goal 12 - Responsible Consumption The Business Case for the SDGs interventions that deliver measurable improving the quality of life and 8 98 and Production outcomes bringing lasting change. enhancing stakeholder value across The Sustainable Development communities they touch. The SDGs Goals (SDGs), also known as the have now become a blueprint to Making SDGs work for the Tata group Goal 13 - Climate Action Global Goals, launched in 2015, help achieve and contribute to 10 112 are a universal call to action to corporate responsibility. end poverty, protect the planet and ensure that people enjoy Goal 1 - No Poverty Goal 14 - Life below Water peace and prosperity. The SDGs 12 120 provide business an unprecedented opportunity to make positive impact in the lives of many. Goal 2 - Zero Hunger Goal 15 - Life on Land 20 128 The Tata group contributes to the realisation of the SDGs by supporting Goal 16 - Peace, Justice and Strong sustainable and meaningful actions Goal 3 - Good Health and Well-being Institutions in the communities in which it 26 136 operates. The group also employs sustainability levers in its business operations and offers products and Goal 4 - Quality Education Goal 17 - Partnership for the Goals services that help create value for 34 142 customers and stakeholders.

Philanthropy at the Tata group - Goal 5 - Gender Equality 46 150 Tata Trusts

52 Goal 6 - Clean Water and Sanitation

62 Goal 7 - Affordable and Clean Energy THE TATA GROUP AND THE SDGs What are SDGs?

Why are the SDGs Important for Business?

The Sustainable Development Goals (SDGs) are a new, universal set of goals, targets and indicators that UN member states are expected to use Businesses have been facing increasing They have started to define and Development and the SDGs provide a to frame their development agendas and policies, with a 2030 deadline expectations from stakeholders in formulate broader responsibilities, and good opportunity for businesses to align for attainment. It is the UN’s most ambitious vision for sustainable the past few years to include social, sustainability has become an increasingly their strategic goals with globally agreed development yet and will reshape the practice of development globally, environmental and governance critical consideration for corporations. sustainability principles. including the role of the private sector. dimensions in their corporate strategies. The 2030 Agenda for Sustainable

How Can Businesses Contribute to the SDGs?

Businesses are essential drivers for have the resources to push growth by Business can leverage these capabilities sustainable development and human providing employment, technology, and catalyse sustainable, profitable prosperity especially because they innovation, research and funding. growth. 17 SDGs

NO ZERO GOOD HEALTH QUALITY GENDER Tata group and the SDGs POVERTY HUNGER AND WELL-BEING EDUCATION EQUALITY

The Tata group believes that the role of responsible and environmentally sound. environmental preservation, and through business is not just about giving back to Sustainability is built into the Tata a governance structure that engages society from its profits but also about group’s business processes through employees and other key stakeholders. ensuring that the processes it employs a well-defined policy, a value system to earn these profits are ethical, socially committed to social expenditure and

CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY, REDUCED SUSTAINABLE AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQUALITIES CITIES AND ENERGY GROWTH INFRASTRUCTURE COMMUNITIES Scope of the Document

This document aims to capture the completed or are underway and have various initiatives of the Tata group resources being devoted to them that companies aligned to the SDGs. The relate to the SDGs. RESPONSIBLE CLIMATE LIFE BELOW LIFE PEACE, JUSTICE PARTNERSHIPS examples would describe specific CONSUMPTION ACTION WATER ON LAND AND STRONG FOR THE GOALS AND PRODUCTION INSTITUTIONS activities that have already been

2 3 THE TATA GROUP AND THE SDGs Mapping

SDG GOALS COMPANIES CASE STUDY BUSINESS CSR SDG GOALS COMPANIES CASE STUDY BUSINESS CSR CASE CASE 1 NO POVERTY TGB ‘Gaon Chalo Initiative’ for Rural Livelihood 10 REDUCED TTSL Bridging the Divide Improving Livelihood of Farmers through Caring for Communities Samridhi Programme INEQUALITIES Agricultural Development Through Lift Irrigation (LI) Tata Chemicals Supporting Micro Enterprise in Magadi, Kenya Tata group Tata Affirmative Action Programme (TAAP) Tata Power Model Village Kadacimeth Improving Agricultural Productivity 11 SUSTAINABLE CITIES Tata Housing BIG: Beautiful is Green 2 ZERO HUNGER Rallis Improving Livelhood of Small and Marginal Farmers AND COMMUNITIES Tata Steel Mission 2020 for Agriculture Development 12 RESPONSIBLE JLR A closed loop value chain 3 GOOD HEALTH AND Tata Steel Project RISHTA - A Bond Towards Healthier Youth CONSUMPTION AND Driving Environmental Sustainability WELL-BEING Tata Motors Combating Malnutrition PRODUCTION Tata Steel Including Sustainability Principles in New Product Tata Steel Reducing Infact Mortality through the Maternal and Development New-born Survival Initiative (MANSI) Tata Power Promoting Sustainable Consumption through Tata International Towards a Healthy Future Societal Awareness Rallis RUBY - Rallis Ujjwal Bhavishya Yojana 4 QUALITY Tata Projects Reutilisation of Waste Concrete Water EDUCATION Tata Together Towards a Digitally Inclusive Future Communications APPL The Hathikuli Plantation: Organic is the Future JLR ‘Insipiring Tomorrow’s Egineers’ Tata Chemicals Integrated approach to Water Management at Mithapur Tata Motors Providing a Chance for Chasing Dreams TCS Impact through Empowerment 13 CLIMATE CHANGE TCS Leading Low Carbon Growth (Carbon Footprinting) Tata Steel Supporting Children and Youth Development in Tata Motors Taking Urgent Action to Combat Climate Change Remote Areas of Thailand and its Impact 5 GENDER EQUALITY Tata Steel Empowering Girls Through Education Tata Motors The Arrival of Zero Pollution Transportation TGB Empowering Women in India: Power of 49 Tata Steel HISarna Looking to the Future 6 CLEAN WATER AND Tata Motors Clean Water and Sanitation 14 LIFE BELOW WATER Tata Chemicals Saving the Gentle Giants SANITATION Rallis Model Village Development TCS Protecting the Endangered Marine Turtles TCS Rain Water Harvesting Lakes Tata Power Saving the Mighty Mahseer TCS Towards Creating Swachh Bharat 15 LIFE ON LAND TGB Sustainable Beverages Titan Watsan Project TCS Butterfly Zones Tata Projects Gravity Flow Ultrafiltration for Safe Drinking Water for Tribals Tata Chemicals Saving the Sage Grouse 7 RENEWABLE Tata Power Managing energy demand Tata International Maintaining Environmetal Sustainability ENERGY Tata Power Micro-Grid Solar Solutions 16 PEACE, JUSTICE Tata group All Institutions Set Up by Tata Group Institutions* 8 DECENT WORK AND Tata Motors LEAP Programme AND STRONG ECONOMIC GROWTH Taj Hotels Livelihood and Skill Building INSTITUTIONS* Tata Housing SAMARTH 17 PARTNERSHIPS FOR TGB Rainforest Alliance Tata STRIVE Right Skills. Bright Future THE GOALS Disaster Collaborating with partner organisations to provide Ready Engineer Programme Response relief and rehabilitation during humanitarian crises Tata Chemicals Livelihood Generation for Rural Women across India and Nepal 9 INDUSTRY Rallis Making Waves with Water Tata Engage Parntering with Non-Profits to help facilitate Tata employees to volunteer time, effort and skills INNOVATION AND Tata Steel Thailand Business Innovation - Tata Tiscon S Super Ductile Rebar Tata group Natural Capital Coalition INFRASTRUCTURE Water Combining Smart Engineering with Smart Science to Solutions Launch Smart Water Solutions *Case study pertains to Philanthrophy.

4 5 THE TATA GROUP AND THE SDGs Foreword

Our sustainability initiatives aim to be relevant to local, national and global contexts. We keep in mind the most disadvantaged communities, based on globally-agreed sustainable development principles and implement programmes to benefit them, in partnership with a range of stakeholders.

Global challenges – ranging from the most disadvantaged communities, product innovations or CSR. It is not climate change, refugee, water and based on globally-agreed sustainable meant to be exhaustive or detailed but food crises, to poverty, urbanisation, development principles and implement it does convey the range of initiatives Natarajan Chandrasekaran and political instability and widening programmes to benefit them, in being spearheaded across the globe. We Chairman, gender inequality – require urgent partnership with a range of stakeholders. are not alone in these efforts as our most solutions. Navigating through these valuable asset, our employees, partner us critical developments will require the The Sustainable Development Goals in these initiatives. THE SUSTAINABLE DEVELOPMENT GOALS (SDGs) AND THE 2030 DEVELOPMENT private sector to not only understand (SDGs) and the 2030 development AGENDA IS THE U.N.’S MOST AMBITIOUS VISION FOR SUSTAINABLE and respond to these emerging agenda is the U.N.’s most ambitious This document is a testament to the mega trends but also demonstrate vision for sustainable development, yet. fact that regardless of the size of the DEVELOPMENT, YET. THIS IS EXPECTED TO RESHAPE THE PRACTICE OF a deep commitment to governance, This is expected to reshape the practice company or its industry, the private DEVELOPMENT GLOBALLY. THE SDGs RESULT FROM A PROCESS THAT HAS BEEN transparency, ethics and values that of development globally. The SDGs sector can contribute to the SDGs MORE INCLUSIVE THAN EVER, WITH THE PARTICIPATION OF GOVERNMENTS, consumers and other stakeholders result from a process that has been more significantly. While the scale and scope are increasingly expecting of them. inclusive than ever, with the participation of the SDGs is unprecedented, the BUSINESSES, CIVIL SOCIETY ORGANISATIONS AND CITIZENS. FULFILLING THESE Businesses must engage in developing of governments, businesses, civil society fundamental ways in which businesses AMBITIONS WILL TAKE AN UNPRECEDENTED EFFORT BY ALL STAKEHOLDERS IN sustainable products and services organisations and citizens. Fulfilling these can contribute remains unchanged. SOCIETY – AND THE PRIVATE SECTOR HAS A VERY IMPORTANT ROLE TO PLAY IN and implement responsible practices ambitions will take an unprecedented throughout their business lifecycles. effort by all stakeholders in society – and There is little doubt that the SDGs THE PROCESS. Therefore, more than ever before, the private sector has a very important provide an opportunity for us to improve companies need to build more resilience role to play in the process. our world collectively. This is the change and responsibility in their business that is needed for communities and systems that will help create value for all. The Tata group has been a partner to the businesses to survive and thrive, now SDGs campaign which was launched in and in the future. At the Tata group, our sustainability 2015. More recently, the Tata group also efforts reflect our Founder’s philosophy, contributed to different local and global “In a free enterprise, the community is discussions on the SDGs. Through this not just another stakeholder in business report – a first-of-its-kind for a group but is in fact the very purpose of its of our size – the information provides Natarajan Chandrasekaran existence.” Our sustainability initiatives a glimpse of how our group companies Chairman, Tata Sons aim to be relevant to local, national are contributing to the SDGs either and global contexts. We keep in mind through responsible business practices,

6 7 THE TATA GROUP AND THE SDGs The Business Case for the SDGs

As a group, we will remain committed to partnering with governments and other key actors so that we can play our part in ensuring a stable world that is free from poverty, inequality and is prepared to successfully tackle climate change.

The SDGs cannot be met without and services, while conducting their This document is a testimony to meaningful action by all stakeholders. operations amongst communities in how we are making a difference to Dr. Mukund Rajan Businesses in particular, have a strategic a manner that safeguards them from the world around us; either through Chairman – Tata Global Sustainability Council and role in contributing to improved SDG reputational risks and leads to stronger business innovations or through helping Chief Ethics Officer, Tata Sons performance. An SDG-compatible brand performance. communities in need. As a group, we 2030 will only be possible through the will remain committed to partnering development of new technologies, At the Tata group we have inherited the with governments and other key actors THE SDG ROADMAP WILL HELP GUIDE, SHAPE, IMPLEMENT, MONITOR AND innovative financing, a strong focus on rich legacy of our Founder, Jamsetji so that we can play our part in ensuring REPORT COMPANY-WIDE INITIATIVES, PROVIDING THE BUSINESS CASE FOR R&D, products and services for the bottom Tata, who once said, “We do not claim a stable world that is free from poverty, of the pyramid, climate-resilient processes to be more unselfish, more generous or inequality and is prepared to successfully STAYING INVESTED IN SUSTAINABLE DEVELOPMENT FOR THE LONG-TERM. THE and wide scale partnerships of businesses more philanthropic than other people. tackle climate change. SDGS OFFER COMPANIES UNPARALLELED ECONOMIC OPPORTUNITIES THROUGH with governments and communities. But we think we started on sound and NEW MARKETS, NEW PRODUCTS AND SERVICES, WHILE CONDUCTING THEIR straightforward business principles, The SDG framework is ideally suited considering the interests of the OPERATIONS AMONGST COMMUNITIES IN A MANNER THAT SAFEGUARDS THEM for businesses to integrate the goals shareholders our own, and the health Dr. Mukund Rajan FROM REPUTATIONAL RISKS AND LEADS TO STRONGER BRAND PERFORMANCE. into their overall business strategies. and welfare of the employees, the sure Chairman – Tata Global Sustainability The SDG road map will help guide, foundation of our success.” We continue Council and Chief Ethics Officer, shape, implement, monitor and report to be guided by his business philosophy Tata Sons company-wide initiatives, providing and by the new opportunities that the the business case for staying invested SDGs present to us to meaningfully in sustainable development for the impact the global discourse, design and long-term. The SDGs offer companies developmental agenda. unparalleled economic opportunities through new markets, new products,

8 9 THE TATA GROUP AND THE SDGs Making SDGs work for the Tata group

them and the monthly TSG newsletters Step 2: Determine which SDGs are relevant to your company’s core business on the SDGs are designed to inspire and Not all 17 goals and 169 targets are equally relevant to all companies. Not all 17 goals help companies apply these SDGs on a and 169 targets are equally relevant to all companies, hence the companies need day-to-day basis. to determine which ones are. They need to prioritise them and the flowchart below suggests a process for this: This publication is yet another milestone in this journey. Some interesting features are: Has the company Use SDGs to develop a • About 45 per cent of the case identified its material No “long-list” of issues that studies showcase how companies sustainability issues? impact business contribute to the SDGs, simply by the Yes Shankar Venkateswaran way they run their businesses, thus Chief, TSG demonstrating that this is mainstream Map material Identify material • About 40 per cent of all case studies sustainability issues to sustainability issues MANY ARE OVERWHELMED BY THE 17 GOALS AND 169 TARGETS THAT MAKE featured in the document focus on Goals and Targets UP THE SDGs, BUT SOMETHING THAT TRIES TO ADDRESS THE CHALLENGES OF rural interventions • Close to 30 per cent of all case HUMANITY LIVING IN SPACESHIP EARTH WILL BE COMPLEX, ESPECIALLY WHEN studies captured group companies’ THESE GOALS HAVE BEEN DEVELOPED IN SUCH A COMPREHENSIVE MANNER. and institutions’ efforts towards Identify which relevant BUT THIS PROCESS AND COMPLEXITY IS ALSO ITS STRENGTH – IT COVERS EVERY women and youth empowerment goals & targets present • Most geographies in the Tata world business risks POSSIBLE CHALLENGE THAT WE FACE AND THAT BUSINESSES MUST CONTRIBUTE contribute to the SDGs. Examples TO AND READY THEMSELVES FOR. abound from India, East Africa, North America, United Kingdom, Europe Identify which relevant Goals and South-East Asia. and Targets present business Why SDGs matter manner. But this process and complexity opportunities What makes the SDGs unique over is also the goals’ strength – they cover Deepening the connect with SDGs several UN processes and covenants every possible challenge that we face So, how do we make SDGs work that preceded the goals was that that business must ready themselves for more for the group? Based on global they were developed with the active and contribute to overcome. experiences, some tried-and-tested Step 3: Determine which SDGs are aligned with the SDGs. This will make participation of all stakeholders – approaches are given below that all relevant to your CSR activities it easier to report the company’s national governments, international SDGs and the Tata group companies can follow. A company’s CSR activities are designed contribution to the specific Goals and agencies, civil society and businesses. As We at the Tata group see SDGs as an We as the Tata group to meet the development needs of the Targets co-creators, this makes them as much excellent framework to build resilience see SDGs as an excellent Step 1: Examine SDGs from a business communities that it serves. The Goals and • Where a company’s CSR strategy is our goals as anyone else’s! into our respective businesses, founded framework to build risks perspective Targets provide an excellent framework to still under development, the Company in the belief that communities are resilience into our respective All companies should go through all the determine this. Here is how: can refer to the SDG framework which Many are overwhelmed by the 17 goals the very reason for our existence, businesses, founded in the SDGs and identify: • Where a company has a clearly provides a set of goals and targets and 169 targets that make up the SDGs, to paraphrase our founder’s words. belief that communities • If there are any Goals or Targets that defined CSR strategy with goals and hence activities that the company but something that tries to address Several Tata companies – Titan, Tata the operations of the company can and targets, the company should can contribute to. In the case of the challenges of humanity living Teleservices, to name just 3 – are the very reason for our adversely or negatively impact determine which SDGs and targets companies operating in India, care in Spaceship Earth will be complex, actively participated in the launch of existence, to paraphrase our • If there are, what steps has the that this strategy is designed to address must be taken, of course, to ensure especially when these goals have been the SDGs. The Tata Sustainability Month founder’s words. company taken or plans to take that and ensure that its Key Performance that these activities also align with developed in such a comprehensive 2016 was built around demystifying can mitigate these impacts. Indicators (KPIs), and targets are Schedule 7 of the Companies Act.

10 11 THE TATA GROUP AND THE SDGs GOAL #1 06. Ensure significant mobilisation of to implement programmes and pro-poor and gender-sensitive resources from a variety of sources, policies to end poverty in all its development strategies, to support GOAL #1 including through enhanced dimensions accelerated investment in poverty development co-operation, in order eradication actions. to provide adequate and predictable 07. Create sound policy frameworks means for developing countries, in at the national, regional and NO POVERTY particular least developed countries, international levels, based on End poverty in all its forms WHY Goal #1 matters? everywhere 01. Extreme poverty in the world 02. Need for balanced growth 03. Widespread displacement Eradicating poverty in all its forms remains one of the One in 10 people live on less than $8 trillion in infrastructure 42,000 people per day abandoned greatest challenges facing humanity. While the number $1.90 a day investment is required for inclusive their homes due to conflict in 2014. of people living in extreme poverty has dropped by growth in Asia from 2010 to 2020 more than half – from 1.9 billion in 1990, to 836 million in 2015; too many are still struggling for the most basic human needs. Despite progress under the Millennium Development Goals (MDGs), approximately 17 per cent of the world’s population - more than 1 billion people - still live at or below $1.25 ‑per day.

How will we get this down to 0 per cent by 2030? TARGETS under Goal #1 01. By 2030, eradicate extreme poverty 04. By 2030, ensure that all men and POVERTY DROP for all people everywhere, currently women, in particular the poor and measured as people living on less the vulnerable, have equal rights than $1.25 a day to economic resources, as well as 1.9 bn 1990 access to basic services, ownership 02. By 2030, reduce at least by half the and control over land and other proportion of men, women and forms of property, inheritance, children of all ages living in poverty natural resources, appropriate new in all its dimensions according to technology and financial services, BUSINESSES & Goal #1: What’s the connect? national definitions including microfinance Certain groups are disproportionately represented among the poor and face additional constraints. These include 03. Implement nationally appropriate 05. By 2030, build the resilience of women, persons with disabilities, children, and indigenous people. social protection systems and the poor and those in vulnerable measures for all, including floors, situations and reduce their exposure and by 2030 achieve substantial and vulnerability to climate-related coverage of the poor and the extreme events and other economic, 836 mn 2015 Businesses should ensure that Proactively deploy inclusive Leverage the unique perspectives vulnerable social and environmental shocks and they meet their responsibility to business models, innovative of these groups as consumers, disasters respect human rights, including products and/or services that employees, suppliers and the rights of these groups. better meet the needs of such distributors in the value-chain, groups. and community members.

12 13 THE TATA GROUP AND THE SDGs Tata Global Beverages

BUSINESSES & Goal #1: What’s the Connect? CASE STUDY 1 GOAL #1

Beyond income, businesses can influence many other dimensions of poverty:

‘Gaon Chalo’ Initiative for Rural Livelihood GOAL# 1 IMPACTS Limited Food/nutrition Access to Limited Access to Access to Low Personal • Income opportunities insecurity education capabilities sanitation healthcare empowerment security Tata Global Beverage’s (TGB’s) ‘Gaon Chalo‘ initiative started in 2006 in the northern • Employment Indian state of Uttar Pradesh. It is a rural distribution initiative where villagers are motivated to sell Tata Tea products in their local communities. Not only did this help in boosting rural income, it also solved the company’s problem of tackling the final leg of rural distribution. VALUE LEVERS FOR Businesses’ role in poverty eradication should also address framework conditions of poverty, for example, by Currently, ‘Gaon Chalo’ is present in 18 Indian states with direct reach THE COMPANY engaging in policy dialogue for the provision of basic goods and services where they operate. across 70,000 villages. • Access to rural market • Building the brand

What did Tata Global Project impact Beverages do? OPPORTUNITY for Businesses • This rural distribution initiative was • TGB markets its mass brands such as driven through channel partners, rural Kanan Devan and Chakra through An untapped customer base offers UNTAPPED CUSTOMER BASE LOW-COST PRODUCTION distributors, mobile rural distributors ‘Gaon Chalo’ initiative business potential, in terms of, and rural dealers. A combination of • Tata Tea’s consolidated market share demand and low-cost production multiple channels, including the super- from rural areas rose from 18 per cent 20% 50% stockist network, wholesale channel to 26.6 per cent Businesses need to focus on in developing countries who global vehicle production and village haats, were engaged in the • Limited fluctuations in sales were collaboratively designing, live below the poverty line capacity will come from initiative seen due to direct access to the rural manufacturing and deploying developing markets by 2050 • It leveraged NGO penetration in rural retailers, creating a cost-effective processes, to customise products to Uttar Pradesh through which rural brand building platform and the meet the needs of the poor. entrepreneurs were identified and flexibility to address the complexities were asked to supply to rural retailers of local markets • The identified project affiliates were • An additional 20,000 retailers in 10,000 then provided Tata Tea at the rates villages were brought into the which gave them attractive margins on Tata Tea fold. the Maximum Retail Price (MRP) How can businesses CONTRIBUTE to Goal #1?* • The initiative also worked with Self-Help Groups (SHGs) for deeper Key success factors: 01. Develop products and services 03. Recruit, train and employ local 05. Partner with civil society networks penetration and the possibility of What worked? ‘Gaon Chalo’ is present in 18 Indian tailored for poor customers community members and integrate to provide education and making a larger impact. states with direct reach across 70,000 (e.g. mobile-based money transfer them in the value chain (as entrepreneurial skills training. • The idea was the brainchild of a villages. It enables a strong platform for services for unbanked consumers) producers, suppliers, distributors, member of the sales team and was generating rural employment for rural vendors) Challenges driven by the business team with youth, women, the underprivileged, the 02. Improve access to basic goods dual objectives to expand the rural differently-abled and SHGs. and services (e.g. through core 04. Invest in business-driven poverty market and to generate livelihood business, policy dialogue and social eradication activities (e.g. develop The main challenge inherent in the project for rural retailers investment) living wage policy) was to adopt a sustainable yet cost- • The approach utilised multiple channel effective model to leverage rural India’s partners and support from NGOs to * The above examples are non-exhaustive and some may be more relevant to certain industries than to others. potential. achieve scale.

14 15 THE TATA GROUP AND THE SDGs Tata Power Tata Chemicals

CASE STUDY 2 CASE STUDY 3 GOAL #1

Improving the Livelihood of Farmers GOAL# 1 IMPACTS Supporting Micro Enterprise in Magadi, Kenya GOAL# 1 IMPACTS through the ‘Samridhi’ Programme • Income • Income • Technical know-how Tata Chemicals, Magadi (TCM) is supporting micro enterprise development in Magadi, • Employment Tata Power endeavours to promote a scientific approach to agricultural practices among Kenya through a cooperative society created jointly with the community, since 2004. local farmers in and around its project areas. To achieve this, it has been implementing The Magadi Multipurpose Cooperative Society has more than 1,000 local community a sustainable agriculture programme – ‘Samridhi’, targeting local landless labour and VALUE LEVERS FOR members. Tata Chemicals Magadi awards contracts for cleaning, transport and VALUE LEVERS FOR marginalised farmers. The objective of the programme is to promote appropriate THE COMPANY maintenance services to the cooperative. THE COMPANY technology, which would help improve farmers’ livelihoods and earnings. More than 1,000 • Social licence to operate • Local service provider farmers have benefitted under this programme. • Social licence to operate

What did Tata What did Tata Power do? Project impact Project impact Chemicals do?

• The programme assisted farmers • Tata Power runs the programme • Tata Chemicals assisted in setting • TCM was able to procure services by creating awareness on superior as part of its CSR initiative. It helps up of the Magadi Multi-purpose locally and it also helped in maintaining farming practices aimed at improving maintain the programme’s social Cooperative Society and provided its social licence to operate within the crop yield license to operate within the continued support community • It guided farmers on the selection of community around its power plants • The programme provides capacity • The main purpose of establishing the the crop, seed treatment and the right • The programme operates across 28 building to all members of the Cooperative was to economically techniques of sowing and cultivation villages in Maval and Karjat talukas Cooperative Society empower the community by engaging of seeds benefitting about 1,200 farmers • It awarded cleaning, civil, transport them in income generation activities. • It developed a sustainable package of • The programme allows the farmers and general contracts to the It started slowly and developed into a practices for the Kharif and Rabi crops to move away from the traditional Cooperative Society platform for employment creation as and introduced new crops that are less form of agriculture, encourages • Outside the Cooperative, TCM is well as giving dividends to its members labor-intensive and yield higher returns experimentation and promotes growth also facilitating development of annually • It also implemented a farmer school, • The programme helps reduce other business opportunities to the • The Cooperative became profitable “Kisan Sheti Shala”. It educates investment cost for farmers (cost Cooperative such as tourism and after just nine months of operations farmers on soil testing, land of seeds, fertilizers). The traditional diversification of livelihood. and paid out 100 per cent of the preparation, water management, method requires 40 Kg of seeds per dividends to its members and selection and treatment of acre when compared with 5 Kg of • The Cooperative grew from the seeds, among others. The ASEA seeds in the recommended practices Key success factors: initial 12 members to the current (Agriculture Eco-System Analysis) • The yield increased by 67 per cent What worked? membership of about 1,000 technique taught to farmers improved and cumulative income rose to ` 53 community members Challenges monitoring of plant growth. lakh in these villages in the last Kharif TCM runs a strong community • The Cooperative also provides services season, against no income in the development programme. The Company’s to other leading companies besides previous years. partnership with the community was TCM. It also provides credit and saving TCM in Magadi, Kenya lies deep inside Key success factors: intensified after the severe drought of schemes to its members. lands reserved for the Maasai tribe, first What worked? 2000. The trust that the community sealed through agreement by the colonial Challenges places in the Company and the existing British Government in 1911. The tribe has The farmer school “Kisan Sheti Shala” relationship helped in the successful roll- always had great expectations from the trained farmers on the new techniques out of the Cooperative. Company and the Company strives to and their benefits, which facilitated Adoption of recommended practices by fulfill these. effective implementation of best practices farmers and moving away from traditional on the farm. ways of farming.

16 17 THE TATA GROUP AND THE SDGs Tata Group Tata Steel

CASE STUDY 4 CASE STUDY 5 GOAL #1

Tata Affirmative Action Programme (TAAP) GOAL# 1 IMPACTS Improving Agricultural Productivity GOAL# 1 IMPACTS • Widening and strengthening the • Increase in yield Despite India’s record of rapid economic growth and poverty reduction over recent reach of TAAP Agriculture is the mainstay of the majority of the rural population in India. The agricultural • Capacity building of farmers decades, rising inequality is a subject of concern. Poverty and social exclusion has its roots • Create sustainable livelihoods economy of both Jharkhand and Odisha - states located in the eastern part of the in historical divisions along lines of caste, tribe and gender. Culturally rooted systems • Providing access to quality country - is characterised by dependence on nature, low investment and low productivity. perpetuate inequality, and prevent disadvantaged groups from taking advantage of education and holistic Mono-cropping with paddy as the dominant crop, inadequate irrigation facilities, and VALUE LEVERS FOR economic opportunities. Affirmative Action (AA) refers to initiatives by companies in India engagement small and marginal holdings add to the woes of agriculturalists here. THE COMPANY in 4 Es (Employment, Employability, Entrepreneurship and Education) for greater inclusion • Embed SC/ST entrepreneurs • Brand enhancement of members of the Scheduled Castes and Scheduled Tribes. in company’s value chain – • Social licence to operate What did Tata upstream and downstream Project impact • Skill SC/ST youth in marketable Steel do? What did Tata Project impact trades and enable them to find Key success factors: group do? jobs or become self-employed/ Considering the needs and agricultural Starting with 250 farmers in FY2012-13, What worked? entrepreneurs practices of communities in and around more than 8,000 farmers have been TAAP encourages Tata group companies to • Employment: There has been an • Culture preservation of tribal its operational areas in Jharkhand and motivated and trained in FY2016-17 to adopt Actual demonstration conducted on the adopt AA in their enlightened self-interest, increase in incremental employment of communities through support of Odisha, Tata Steel initiated various SRI method in the Company’s operational field through pilot project was beneficial. guided by their social context and business SC/STs in the Tata group over the year. ethnic art, sports, language and activities to increase agricultural villages in Jharkhand and Odisha. Due to the Villagers were convinced through profile. Besides, the Company aims to exercise In FY2016-17, the overall share of scripts, literature, music and dance productivity and coverage area. SRI method, the paddy yield rose to around counselling, discussion and meetings that positive discrimination in employment or in SC/STs was 10 per cent of the Tata of local tribes 2.1 tonnes per acre, from an yield of 0.5-0.6 the success of the initiative depended on creating business partners, without sacrificing group workforce (on-roll and contract Since rice is the staple diet in the states of tonnes per acre, as per the conventional unified efforts and their support. Experts merit, quality, or cost. It also requires Tata in India) who declared their caste (some Jharkhand and Odisha, paddy cultivation method of paddy cultivation. from various state-run agriculture institutes group companies to initiate, or build on 20 per cent chose not to declare their VALUE LEVERS FOR is a norm for farmers using traditional were roped in for conducting the training existing, programmes for SC / ST youth in caste), whereas it was 17 per cent in the THE COMPANY methods for cultivation. For holistic Challenges sessions for the farmers on SRI. education and vocational training. incremental employment • Inclusive and diverse workforce agricultural development, however, • Entrepreneurship: 15 Tata group • Sustained supply chain diversity technology is required by an institutional The motive has never been to encourage companies associated themselves mechanism. Tata Steel stepped in to The major problem faced during this programmes that create AA ghettoes with 440 entrepreneurs from SC/ST provide the essential facilities and project was mobilising farmers and but rather the objective has been to communities to supply products and Key success factors: technology-driven services to farmers getting their buy-in to give a patch of their re-integrate the SC/ST communities into services and have extended business What worked? to improve their agronomic practices for farmland for the SRI pilot. society and ensure equal opportunity to worth ` 131 cr in 2016. The total higher productivity. the disadvantaged sections. business given to SC/ST entrepreneurs • More leaders and managers showing over five years is` 458 cr commitment to the cause Tata Steel began promoting paddy Challenges • Employability (Skilling): 20,000+ SC/ST • More than 50 per cent of all companies cultivation through a System of Rice youths trained in FY2016-17. Over 5 having a separate AA Committee/ Intensification (SRI) for the last five years. years more than one lakh got trained Council, headed by their MD To build the capacity of farmers, Tata • Low awareness levels in the ecosystem and about 40 per cent of those who • Regular, robust and comprehensive Steel conducted extensive training and on the status of SC/STs were trained got employed (many reviews of AA programmes by the leaders encouraged farmers through village- • Mindset change of the ecosystem companies are yet to track the post- • Clearly articulated AA strategy by the level as well as institutional training towards SC/STs training-status of the youths) companies taking into account their programmes on SRI in partnership with • Commitment and involvement from • Education in FY2016-17: 1 lakh SC/ST social context and the needs of the Krishi Vigyan Kendra and the National Rice cross functions like Procurement, HR, have been supported through communities Research Institute. Operations etc., other than just CSR scholarships, and other education • Leveraging partnerships with like-minded department programmes, thereby supporting 2.8 organisations, Government agencies and • AA to be practiced not just as lakh students over five years. group companies compliance but to be embedded in the • Sharing of good practices by the DNA of the companies companies in various forums. • AA is different from business-as-usual.

18 19 THE TATA GROUP AND THE SDGs GOAL #2 05. By 2020, maintain genetic diversity 06. Increase investment, including elimination of all forms of agricultural of seeds, cultivated plants, farmed through enhanced international export subsidies and all export GOAL #2 and domesticated animals and cooperation, in rural infrastructure, measures with equivalent effect, in their related wild species, including agricultural research and extension accordance with the mandate of the wild species, through soundly services, technology development, Doha Development Round managed and diversified seed and and plant and livestock gene banks plant banks at national, regional to enhance agricultural productive 08. Adopt measures to ensure the proper and international levels, and ensure capacity in developing countries, in functioning of food commodity ZERO HUNGER access to and fair and equitable particular, in least developed countries markets and their derivatives, and sharing of benefits arising from the facilitate timely access to market End hunger, achieve food utilisation of genetic resources and 07. Correct and prevent trade restrictions information, including on food security and improved associated traditional knowledge as and distortions in world agricultural reserves, in order to help limit nutrition, and promote internationally agreed markets including by the parallel extreme food price volatility. sustainable agriculture A profound change in the global food and WHY Goal #2 matters? agriculture system is needed in order to nourish 795 million hungry and the additional two billion people 01. Hunger 02. Food security 03. Food production expected by 2050. • Globally, one person in nine today • 500 million small farms worldwide, • A profound change of the global (795 million) is undernourished in most still rain-fed, provide up to food and agriculture system the world 80 per cent of food consumed in a is needed if we are to nourish • The vast majority of the world’s large part of the developing world today’s 795 million hungry and the hungry people live in developing • Agriculture is the single largest additional 2 billion people expected countries employer in the world, providing by 2050. • One in four of the world’s children livelihoods for 40 per cent of today’s suffers stunted growth. global population • 70 per cent increase in output is required by 2050 to feed the world’s TARGETS under Goal #2 population. 01. By 2030, end hunger and ensure peoples, family farmers, pastoralists Food access by all people, in particular and fishers, including through security BUSINESSES & Goal #2: What’s the connect? the poor and people in vulnerable secure and equal access to land, situations including infants, to safe, other productive resources and Food and agriculture are at the heart of civilization and prosperity. Yet, agriculture faces multiple challenges such as: nutritious and sufficient food all inputs, knowledge, financial services, 70% year round markets, and opportunities for value addition and non-farm employment Water scarcity 02. By 2030, end all forms of A world population expected Changing lifestyles and more malnutrition, including achieving 04. By 2030, ensure sustainable food to grow to nine billion by 2050 Smaller rural labour force protein-intensive diets by 2025, the internationally agreed production systems and implement Climate change targets on stunting and wasting in resilient agricultural practices Food wastage children under five years of age, that increase productivity and Urbanisation and address the nutritional needs production, that help maintain of adolescent girls, pregnant and ecosystems, that strengthen Increase in output required Soil quality degradation lactating women, and older persons capacity for adaptation to climate by 2050 to feed the world’s More intensive diets change, extreme weather, drought, population Biofuel production 03. By 2030, double the agricultural flooding and other disasters, and productivity and the incomes that progressively improve land and of small-scale food producers, soil quality particularly women, indigenous

20 21 THE TATA GROUP AND THE SDGs Rallis

BUSINESSES & Goal #2: What’s the Connect? CASE STUDY 6 GOAL #2 Business can contribute to solving these challenges, eradicating hunger and improving food and agriculture systems by: Improving Livelihoods of Small and GOAL# 2 IMPACTS • Increase in yield Improving access Marginal Farmers Increasing Increasing Rising Increasing • Technical know-how Empowering Knowledge to safe, agricultural farmers’ consumer agricultural • Increased income small farmers sharing nutritious and productivity livelihoods awareness investment Rallis India’s project focused on improving livelihood of small and marginal farmers sufficient food by increasing productivity via modern and improved farming techniques such as System of Rice Intensification (SRI). As a part of an integrated approach, it also ran VALUE LEVERS FOR an integrated watershed project while focusing on enhancing the lives of women THE COMPANY Implementing sustainable practices and working in partnership with other actors throughout the agricultural and youth. • Brand enhancement value chain (including input, production, distribution and retail) will be key to eradicating hunger to the • Social licence to operate accomplishment of SDG 2. What did Project impact Rallis do? OPPORTUNITY for Businesses • As a part of the initiative, modern • Linkage with the agriculture and improved techniques of farming departments helped create sustained including, various Government support from Government schemes • Develop and make accessible high Businesses may need to focus schemes were shared by experts in • Increased soil productivity enabled $62.9bn nutrition food items on and invest in research and the community farmers to cultivate a second crop distribution infrastructure while • Initially, Rallis introduced SRI • A rise in crop production by 10-25 Potential market size of organic fruits and vegetables by 2020 • Partner to set up a robust developing global and local-level technique for paddy cultivation per cent was seen distribution channel partnerships for scale and reach. in lands offered by farmers. Post- • Labor costs and seed costs reduced implementation, crop production by 50 per cent • Develop and roll out farming increased by 25 per cent with labour • Due to the kitchen garden initiative, practices that improve productivity. and seed cost declining by 50 per cent tribals could access nutritious food. 24% to 40% as compared to the normal method During the monsoon season the Food loss in developing countries can be • In FY2016-17, more farmers adopted percentage of illness was reduced avoided via an adequate distribution network the SRI techniques for paddy from five by 50 per cent, thereby improving different villages. Farmers were also the overall health of families in the encouraged to opt for a second crop community. of vegetables and pulses How can businesses CONTRIBUTE to Goal #2?* • In tribal areas, kitchen gardens were developed in every household. A Challenges total of 190 households benefitted 01. Encourage and demonstrate the collaboration with academic as well agricultural information and share through kitchen garden projects. • Motivating tribals to opt for the continued viability of small scale as scientific institutions the same with all factors along the • The major barrier faced during the kitchen garden initiative and farming. Futher, sustain agricultural agricultural value chain project was in mobilising farmers and underlining the health benefits of communities by developing 03. Demonstrate support to genetic Key success factors: procuring land for the pilot projects various vegetables consumed from partnerships with co-operatives and diversity of seeds, plants and animals 05. Uphold highest standards of What worked? • SRI practices were not adopted at the kitchen garden by the families organisations and establish long- and report on the Company’s sustainability in sourcing practices, large scale due to lack of awareness was time intensive. term business relationships that contribution to biodiversity enhance traceability of commodities • Actual demonstration done on the on practices, non-availability of labour, support small scale producers and demonstrate transparency in field through pilot projects reluctance to maintain 04. Foster knowledge and data sharing agricultural supply chain. • Villagers were convinced through proper spacing between plants 02. Invest in sustainable agricultural among businesses, contribute to counselling, discussion and meetings and transplantation of short technology and intensify global data platforms collecting that the success of the initiative duration nursery depended on unified efforts and *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. community support.

22 23 THE TATA GROUP AND THE SDGs Tata Steel

CASE STUDY 7 GOAL #2

Key success factors: Mission 2020 for Agriculture GOAL# 2 IMPACTS Project impact Challenges • Income What worked? Development • Technical know-how Tata Steel has been working through the Tata Steel Rural Development Society • Irrigation: About 103 acres of land • Formation of new self-help groups • Lack of irrigation facilities has been (TSRDS), an NGO formed in 1979 to implement social development programmes dependent on monsoon for agriculture (SHGs) and rejuvenation of dormant the biggest challenge for farmers. for rural communities in and around Tata Steel’s operational areas. One of their CSR VALUE LEVERS FOR has been converted into a three-crop SHGs prior to the start of agriculture Moreover, due to large swathes of programmes – the Mission 2020 for Agriculture Development–looks to address THE COMPANY land. This has been done through interventions was critical. Additionally, land under forest, the creation of poverty and food security by tripling agricultural income of marginal farmers in areas • Social licence to operate the establishment of irrigation the strategy to promote agriculture irrigation structure was difficult of high poverty. arrangements, including community- through women self-help groups • Convincing villagers to participate managed lift irrigation systems. Besides, was a key contributor to the success in the agricultural intervention took ponds have been created or renovated of the initiative considerable time. Also, market What did Tata to benefit 344 farmer households. By • People in rural areas were ready to linkages needed to be strengthened Steel do? 2020, the project will bring 3,000 acres try and adopt new technologies in to channelise high yield. under the triple crop system, thereby agriculture and actively participated in Rural poverty is most acute in the tribal of 7,000 households in these areas by 2020, • Creating and developing community increasing income sustainability capacity building workshops belts of central India. TSRDS therefore, by adopting a variety of strategies: institutions among farmers (men • Plantations: About 60 acres of • Women members worked as a team concentrated its agriculture programmes in • Harnessing available skills and and women) so that the gains from waste land have been brought for a common goal in every agricultural those last mile areas. resources of tribal farming the programme are sustained. These under cashew, mango and lemon intervention run by Tata Steel. communities and by enhancing their collectives also enable backward and plantations in partnership with In the eastern state of Odisha, the capacities via skills-based training forward linkages and bargaining power. the National Horticulture Mission programme has been operational in Sukinda • Improving the productivity of land by benefiting 195 farmers through and Bamnipal areas of Jajpur district; and enhanced irrigation facilities, wasteland 6,500 plants Harichandanpur, Ghasipura and Joda areas development, and horticulture • Backyard plantations benefitted 445 of Keonjhar district. The programme is • Introducing dryland farming techniques farmers through a coverage of more run in partnership with the ‘Collectives for in partnership with the Hyderabad- than 2,200 plants Integrated Livelihood Initiatives’ - an NGO based International Crop Research • About 500 farmers have benefited formed by the Tata Trusts - that specialises Institute for the Semi-Arid Tropics from vegetable cultivation on 60 in agriculture development. The programme • Developing wastelands and converting acres of land. aims to transform the agricultural incomes them into orchards and plantations

24 25 THE TATA GROUP AND THE SDGs GOAL #3 09. By 2030 substantially reduce the non-communicable diseases 12. Increase substantially health number of deaths and illnesses from that primarily affect developing financing and the recruitment, GOAL #3 hazardous chemicals and air, water, countries, provide access to development and training and and soil pollution and contamination affordable essential medicines and retention of the health workforce in vaccines, in accordance with the developing countries, especially in 10. Strengthen implementation of the Doha Declaration which affirms LDCs and SIDs Framework Convention on Tobacco the right of developing countries GOOD HEALTH Control in all countries as appropriate to use to the full the provisions in 13. Strengthen the capacity of all the TRIPS agreement regarding countries, particularly developing 11. Support research and development flexibilities to protect public health countries, for early warning, risk AND WELL-BEING of vaccines and medicines and, in particular, provide access to reduction, and management of Ensure healthy lives and for the communicable and medicines for all national and global health risks. promote well-being for all at all ages WHY Goal #3 matters? Ensuring healthy lives and promoting the well-being for all at all ages is essential to sustainable development. Efforts 01. Growing youth bulge are needed to fully eradicate a wide range of diseases and How will we get the under-5 child mortality rate down to 25 per live 89 per cent of 1.8 bn youth aged 10 address many persistent and emerging health issues. births by 2030? to 24, live in developing economies today

02. Aging population 80 per cent of the world’s aging population (over 60) will live in developed countries by 2050

03. Child mortality TARGETS under Goal #3 43 deaths per 1,000 births 04. Maternal health 01. By 2030, reduce the global maternal narcotic drug abuse and harmful use Ageing 210 deaths per 100,000 births. mortality ratio to less than 70 per of alcohol *By 2030, end preventable deaths of newborns and Population children under 5 years of age, with all countries 100,000 live births aiming to reduce neonatal mortality to no more than 12 per 1,000 live births and mortality of children 06. By 2020, halve global deaths and under 5 to no more than 25 per 1,000 live births 02. By 2030, end preventable deaths of injuries from road traffic accidents 80% Sources: Mortality rate (World Bank) http://data.worldbank.org/indicator/SH.DYN.MORT newborns and under-five children 07. By 2030, ensure universal access 03. By 2030, end the epidemics of AIDS, to sexual and reproductive health tuberculosis, malaria, and neglected care services, including for family BUSINESSES & Goal #3: What’s the Connect? tropical diseases and combat planning, information and education, hepatitis, water-borne diseases, and and the integration of reproductive Certain groups of people lack access to adequate healthcare needs. These include women, undernourished other communicable diseases health into national strategies and children and adults in need of proper medication. programs 04. By 2030, reduce by one-third Businesses have a Form partnerships to develop Leverage new opportunities to premature mortality from 08. Achieve universal health coverage World’s aging population responsibility to respect all healthcare solutions that work support the delivery of health non-communicable diseases (NCDs) (UHC), including financial risk (over 60) will live in human rights, including the for people, families, communities needs around the world through through prevention and treatment, and protection, access to quality developed countries by right to health of these groups. and nations. products, services and business promote mental health and well-being essential health care services, and 2050 activities, including value chains, access to safe, effective, quality, and distribution networks and 05. Strengthen prevention and treatment affordable essential medicines and communication activities. of substance abuse, including vaccines for all

26 27 THE TATA GROUP AND THE SDGs Tata Steel

BUSINESSES & Goal #3: What’s the Connect? CASE STUDY 8 GOAL #3 A business can influence several other dimensions of healthcare such as:

Occupational Employee Delivery of Gender Water & Climate Peace & Livelihood Project RISHTA - A Bond Towards GOAL# 3 IMPACTS health & safety benefits products & equality sanitation change stability generation Healthier Youth • Quality of life (Health services and Education)

Businesses’ role in healthcare and well-being should also address the need for safe working conditions and The Regional Initiative for Safe Sexual Health by Today’s Adolescents, formally known as “Project RISHTA” is a consortium project on Adolescents’ Reproductive and Sexual VALUE LEVERS FOR access to health services. Health, which aims to improve the sexual and reproductive health and well-being of THE COMPANY adolescents in Saraikela Kharsawan district of Jharkhand, by educating and enabling • Building the brand them in making informed decisions and choices. The target groups in the project are primarily adolescents in the age group of 12 to 24 years, married and unmarried OPPORTUNITY for Businesses who may be either school going, school dropouts or non-school going. Tata Steel provides leadership and vocational training opportunities to young people in the There is an enormous value creation potential by providing quality, affordable and easily accessible healthcare. program area.

Businesses may need to invest in What did Tata Key success factors: state-of-the-art infrastructure, Project impact $34 bn $87.7 bn identify the right partners and Steel do? What worked? Projected global telemedicine Base-of-the-pyramid market by the end of 2020 healthcare opportunity develop innovative operating models to realise this value. • As a part of the initiative, Youth • The first two phases of the project Engaging the youth through the Youth Resource Centers (YRCs) were covered 661 villages and 34 semi- Resource Centers by conducting set up to engage young people urban slums from seven blocks of behaviour change communication 8.9 bn and communities on health and East Singhbhum and 305 villages campaigns using engaging methods like Potential access to skilled professionals across 107 countries reproductive issues. Training sessions from six blocks of Seraikela- street theatre, puppet shows, dance etc. were undertaken on reproductive Kharsawan respectively health issues • The project aims to cover 239 • Provided leadership and vocational villages in Rajnagar How can businesses CONTRIBUTE to Goal #3?* training opportunities to young • The project reached out to more people in the programme area. than 40,000 adolescents. The first two phases of this project 01. Align human resources policies with 02. Partner with healthcare NGOs and 04. Facilitate and invest in affordable covered 661 villages and 34 semi- health related principles of human public clinics to raise awareness and medicine and healthcare for urban slums and reached out to rights, including policies for HIV/ increase access to targeted health low-income populations more than 40,000 adolescents AIDS. Use already existing resources services for workers and their families • Positioned RISHTA as a replicable from WHO, ILO etc. for guidance 05. Leverage corporate resources to example for other Tata group 03. Make investments in health a priority support healthcare delivery by public companies and the rest of the in business operations and international organisations. corporate world. Motivated peers to invest in sexual and reproductive health of youth as part of their CSR *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. programmes.

Challenges

Reaching out to youth in rural areas for a sensitive subject like reproductive and sexual health.

28 29 THE TATA GROUP AND THE SDGs Tata Motors Tata Steel

CASE STUDY 9 CASE STUDY 10 GOAL #3

Combating Malnutrition GOAL# 3 IMPACTS Reducing Infant Mortality through the Maternal GOAL# 3 IMPACTS • Reduced Infant Mortality Rate (IMR) • Reducing infant mortality High prevalence of Severe Acute Malnutrition (SAM) among children under five in • Treatment of SAM children and New-born Survival Initiative (MANSI) • Capacity building of frontline the rural and urban areas posed serious threat of rising infant mortality. UNICEF • Stretched targets health workers ‘Sahiyaas’ conducted successful experiments in the project area of Jamshedpur. For effective • Wider community reach Infant mortality rate is relatively high in the state of Jharkhand. Tata Steel and its mitigation of the condition, the experiments suggested, it is necessary to treat the • Preventive measures partners identified Seraikela block of Seraikela-Kharsawan district, with inadequate children with SAM at hospitals like the Malnutrition Treatment Centre. institutional health services for the intervention. There was also low awareness about VALUE LEVERS FOR healthcare practices among the community and villages spread across the area, THE COMPANY VALUE LEVERS FOR resulting in difficulties in providing healthcare services. • Demonstrating the efficacy of THE COMPANY Public Private Partnership • Improved health • Social licence to operate What did Tata Project impact • Increased trusteeship Motors do? • Enhanced brand image What did Tata Project impact Steel do? Key success factors: Tata Motors established a 16 bedded 1,100 SAM children have been What worked? Malnutrition Treatment Centre successfully treated so far. The Key success factors: Since 2009, MANSI, a public-private initiative, • Reduction in neonatal mortality rate (MTC) at its Jamshedpur location in accompanying mothers/primary care What worked? has been implemented by Tata Steel in by 46 per cent • Sahiyas were trained on home- collaboration with UNICEF and the givers have been trained on proper child partnership with American India • Reduction in infant mortality (up to the based newborn care to check National Rural Health Mission (NRHM). care. Over the years MTC brought down The infrastructure and human resources Foundation and the Department of age of one year) rate by 39 per cent. newborn deaths Dedicated manpower, including infant mortality in the district of East available contributed to the success of Health and Family Welfare, Government • Total Quality Management (TQM) doctor, paramedical, house-keeping Singhbhum. the initiative. There was a strong will and of Jharkhand. The Society for Education, approach was deployed to solve and administrative staff were made support from the top management at the Action and Research in Community Health Challenges a social problem across an entire available for the MTC round-the-clock. Company to focus on malnutrition as an (SEARCH), Gadchiroli, Maharashtra, administrative block Catchments at the Anganwadi Centres Challenges issue. The quality of personalised care provided technical guidance for the project. • Various partners contributed distinct were sensitised for referral of SAM and the infrastructural facility surpassed Majority of the Sahiyas, who are the but critical competencies and children to the MTC. The treatment, other locally available facilities. The The operational area identified by Tata frontline government health workers, resources to the project. Partners discharge and follow-up treatment were Inadequate mechanism available for availability of referral and emergency Steel, i.e. Seraikela block of Seraikela under Government of India’s National included Tata Steel, through Tata institutionalised. SAM children were community-based management of SAM handling facilities at Tata Motors Hospital Kharsawan district, in Jharkhand, has been Rural Health Mission were either semi- Steel Rural Development Society; discharged post treatment after a weight at the grass root level. After completion and Government Hospital helped a lot. characterised by inadequate public health literate or illiterate. Consequently, it was American India Foundation (AIF); gain of at least 15 per cent, followed by of the treatment at the MTC, mothers Collaborations with UNICEF and NRHM services; ignorance among the community a challenge motivating them to work Department of Health and Family four follow-up visits. The mothers were stand vulnerable to old practices leading as knowledge partners synergised the and scattered villages in hilly terrains. diligently and building their capacity for Welfare, Government of Jharkhand given daily wage compensation through to their children slipping back into efficiency of operation and delivery of All these have led to poor accessibility implementing the MANSI project. and SEARCH, Gadchiroli, Maharashtra. the MTC. malnutrition post discharge. quality services. of health services and health practices, resulting in high maternal and infant During the inception, training of mortality in the community. Capacity Government doctors and paramedical building of communities on maternal and staff from all over Jharkhand was infant health practices has been the key organised at Tata Motors’ premise strategy deployed for the MANSI project. by UNICEF, NRHM. Subsequently, Tata Motors established 89 MTCs The main objective of the MANSI project spread across various districts of the was to reduce neonatal and infant state. The MTC of Tata Motors is the mortality rates in all the 167 villages of only unique facility run on a Public Seraikela block in Seraikela-Kharsawan Private Partnership (PPP) mode by any district by enhancing capacity of the corporate. existing Government volunteers at the village level and through demonstration of a sustainable model for scale-up.

30 31 THE TATA GROUP AND THE SDGs Tata International

CASE STUDY 11 GOAL #3

Key success factors: Towards a Healthy Future GOAL# 3 IMPACTS for visually impaired girl students Challenges • Reduce the maternal mortality under the MP Drishtiheen Kalyan What worked? Tata International has been organising health camps around its leather and leather ratio Sangh mission was also organised. products manufacturing facilities in Dewas, Madhya Pradesh, India. The programmes • End preventable deaths of • Over 1,500 girls and women have • Involvement of enthusiastic Low awareness about healthcare and are part of its health and hygiene initiatives. Under the aegis of its CSR programme, newborns and children under-five benefitted from these camps, with volunteers hygiene practices in the community. the company aims to contribute to the overall development of society. The • Reduce pre-mature mortality over 3,000 Rubella vaccinations • Leveraging existing schemes of the programme is creating an ecosystem that helps communities to grow and sustain. from non-communicable diseases administered. Government of India. (NCDs) through prevention and Building a healthy future for treatment young buds

• Tata International launched the ‘Swasth VALUE LEVERS FOR Bachhe Swasth Bhavishya’ (healthy What did Tata THE COMPANY children, healthy future) programme Project impact International do? • Improved quality of life through in association with ESI health services, better health and hygiene a Government of Madhya Pradesh • One of the Company’s key areas of Supporting women’s health and wellness agency, in FY2015-16 focus was enhancing access to quality • Women from marginalised • The Dewas unit identified schools healthcare services in rural India communities were exposed to • The Company kicked off the second from four villages – Amona village, • The CSR team identified that the diseases due to low social and phase of its Rubella vaccination Binjana village, Rajiv Nagar and village communities around its economic status accompanied by camp under the Government of Sanjay Nagar – near its leather facilities needed access to basic lack of awareness. Tata International India’s ‘Beti Bachao Beti Padhao’ facility healthcare such as health checks, undertook the unique initiative to (protect the girl child, teach the • A series of health camps were vaccinations and medicines organise the first-ever mega camp girl child) programme organised in government schools • The Company explored for haemoglobin check-up and • Care was taken to include (primary/middle schools) to educate partnerships with local NGOs and Rubella vaccination camp for girl differently-abled children under the children on basic health as well Government health services. It students in FY2015-16 ambit of the project. Health camps as monitor their health through began a programme to provide health cards these essential services to the • About 11 camps have been held, communities at which the services of child • Today, Tata International organises specialists, gynaecologists and regular wellness and vaccination nursing staff were made available. camps, making better health a reality Children were given medicines, for a large number of villages. vaccinations for Rubella, dental check-ups, and general health checks, including preliminary checks for height and weight. Close to 1,000 children benefitted from these camps.

32 33 THE TATA GROUP AND THE SDGs GOAL #4 promote sustainable development, 08. Build and upgrade education training, and communications including among others through facilities that are child, disability and technology, technical, engineering GOAL #4 education for sustainable gender sensitive and provide safe, and scientific programs in developed development and sustainable non-violent, inclusive and effective countries and other developing lifestyles, human rights, gender learning environments for all countries QUALITY equality, promotion of a culture of peace and non-violence, global 09. By 2020, substantially expand 10. By 2030, substantially increase citizenship, and appreciation of globally the number of scholarships the supply of qualified teachers, EDUCATION cultural diversity and of cultures’ for developing countries in particular including through international contribution to sustainable least developed countries, small cooperation for teacher training in Ensure inclusive and equitable development island developing states and African developing countries, especially least countries for enrolment in higher developed countries and small island quality education and education, including vocational developing states. promote lifelong learning opportunities for all WHY Goal #4 matters? Obtaining a quality education is the foundation to improving people’s lives and sustainable development. Basic literacy skills have improved tremendously, yet bolder efforts are 01. Access to education Enrolment in primary education in developing countries has reached needed to make greater strides for achieving universal 57 million children of primary school education goals. age do not attend school 91 per cent but 57 million children remain out of school

02. Financing gap $38 billion financing gap for basic 103 million youth and lower education in Asia, Africa worldwide lack basic and Latin America literacy skills, and more than 60 per cent 03. Skill gap 63 per cent CEOs are concerned of them are women TARGETS under Goal #4 about availability of key skills 01. By 2030, ensure that all girls and who have relevant skills, including Access to boys complete free, equitable and technical and vocational skills, quality primary and secondary for employment, decent jobs and Education Source: http://www.globalgoals.org/global- education leading to relevant and entrepreneurship goals/quality-education/ effective learning outcomes 05. By 2030, eliminate gender disparities 57 mn 02. By 2030, ensure that all girls and in education and ensure equal BUSINESSES & Goal #4: What’s the connect? boys have access to quality early access to all levels of education and childhood development, care and vocational training for the vulnerable, pre-primary education so that they including persons with disabilities, Education is a fundamental human right and is indispensable for the achievement of sustainable development. are ready for primary education indigenous peoples, and children in Participation by all stakeholders including, the private sector is needed to advance on this Goal. vulnerable situations 03. By 2030, ensure equal access for all women and men to affordable 06. By 2030, ensure that all youth and a Businesses should ensure that Apply best practices to engage Develop the capacity of future quality technical, vocational and substantial proportion of adults, both they commit to furthering responsibly in supporting higher employees and building a more tertiary education, including men and women, achieve literacy Primary school children this fundamental human right education and public sector’s diverse employee pipeline to university and numeracy who do not attend school without any discrimination. ability to provide inclusive and address the skill gap. equitable quality learning. 04. By 2030, substantially increase 07. By 2030, ensure all learners acquire the number of youth and adults knowledge and skills needed to

34 35 THE TATA GROUP AND THE SDGs Rallis

BUSINESSES & Goal #4: What’s the Connect? CASE STUDY 12 GOAL #4 Beyond education, businesses can influence several other dimensions of sustainable development such as:

RUBY (Rallis Ujjwal Bhavishya Yojana) GOAL# 4 IMPACTS Empower Combat climate End extreme Develop lifelong Create job End • Quality education girls change poverty skills opportunities discrimination Rallis’ educational intervention programme known as RUBY focused on quality education for schools from socially excluded communities in select villages across Maharashtra and Gujarat. Along with quality education, it also emphasised on VALUE LEVERS FOR strengthening the infrastructure facilities and technology. This will enable both THE COMPANY Business’ role in advancing the education goal should be aligned to collaborate within local education students and teachers leverage quality education to achieve the desired outcomes. • Brand differentiation systems and in communities to determine the best utilisation of resources.

What did Rallis do?

• Rallis’ RUBY programmes focused e-learning facilities along with OPPORTUNITY for Businesses on improving learning outcomes software, and set up a library & and imparted soft skills necessary for provided books, among others. students’ self-sustainability. A majority Rallis also developed a Model Tribal There is an enormous value creation potential by providing quality, affordable and easily accessible education. of the students were introduced to School at Atali, Gujarat near its Dahej the programme for the first time and manufacturing location. Businesses can build human capital a considerable percentage of students $7bn 30% through sustained sourcing of an were first-generaiton learners educated workforce and enhancing • Under the RUBY programme, students global financing gap CEOs believe Project impact to meet financial adequate talent will brand image through education were provided lessons on Science, literacy needs be available in next initiatives. English, soft-skills, career orientation, three years e-learning and basic computer Rallis was involved with 28 schools training and more than 8,700 students (with • ‘Train the trainer’ for English 40 per cent students from Affirmative $70bn interventions - which included Action population) from Gujarat and the market size of mobile school teachers and community Maharashtra. RUBY helped in making education by 2020 representatives, especially focusing students better understand subjects Key success factors: on women taught at school, improved exam What worked? • Rallis hired subject matter experts performance of students and also who imparted various trainings and increased the students’ attendance and • All stakeholders were engaged How can businesses CONTRIBUTE to Goal #4?* provided exposure to students. overall admission performance. through a participatory approach For example, To make the Science and interventions were designed as 01. Establish relationships with earlier access to the corporate barriers to access and improve the syllabus more interesting and per the need assessment Government entities and higher environment quality of learning (e.g., ICT solutions meaningful, experts helped students Challenges • An integrated approach was education institutions to improve to improve the delivery of education, learn by conducting experiments. developed to address a wide range education curricula to better align 03. Provide employees with continuous innovative measurement tools, etc.) Each student conducted 100 of needs, targeting specific aspects with business needs including, opportunities to improve their (job) experiments, each year • Developing mutual trust with such as infrastructure support, responsible management skills for their current and future 05. Ensure learning environments • Rallis supported schools through school Principals and teachers for skills development, digitalisation of employment are clean and safe for children infrastructure development, such convincing them of the project’s classes, science and english training 02. Create programmes (e.g., by mitigating business-related as building Science and IT Labs, benefits in lieu of monetary initiatives internships, work-study programs, 04. Develop cost-effective education environmental hazards, like pollution providing compound walls for safety, donations • Continued partnership and regular traineeships, etc.) that give students products and services that eliminate and limited water access. setting up sanitation facilities, and • Aligning Rallis supported interaction with school authorities, digital classrooms. Additionally, the interventions with curriculum students and experts. Company created water harvesting • Monitoring project progress/ impact. *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. structures, play equipment,

36 37 THE TATA GROUP AND THE SDGs

CASE STUDY 13 GOAL #4

Key success factors: Together towards a Digitally Inclusive GOAL# 4 IMPACTS Challenges • Education as a means to achieve What worked? Future sustainable development In a world growing dependent on advanced communications technology to stay • Enhance access to quality Partnership with Tata Communications Online exchanges within the four Integrating an internet infrastructure into connected, those without access or exposure, tend to get left behind. With the hope education to underserved children lent Parikrma and its students an branches of Parikrma ensured that the an already fully functioning ecosystem of changing this reality, Tata Communications and Parikrma Humanity Foundation in • Promote 21st century skills using assurance of continuity owing to teacher absenteeism was addressed as Parikrma, was the biggest hurdle. The Bengaluru joined hands to provide quality education to underserved children. They blended learning a long-term commitment. Tata to a large extent. Virtual competitions teachers had to be trained on how to picked up a blended learning approach and an innovative pedagogy centred on • Create global citizens Communications’ partnerships have were held to inculcate a sense of impart age-appropriate digital literacy. creating global citizens. a minimum duration of three years, healthy competition. Also, it facilitated which is also a good gestation period in getting geographies closer not just VALUE LEVERS FOR for visible change. Additionally, Tata across the four schools but, globally THE COMPANY Communications connected the four as well. What did Tata • Address fundamental concerns schools through a high speed internet Communications do? of society with the objective to promote blended • Utilise business competence in learning for quality education. Tata Communications has always strived Tata Communications and Parikrma ICT to create a connected society to be a leader in the telecommunications partnered to initiate the “Integrated • Next practices in education industry, innovating and perfecting its Development Programme for Children technologies every day. In today’s day and through Sports, Educational Interventions age, where information is king, the quality and Internet Connectivity Support”, thus and quantity of information available at reaching out to 1,700 children across four one’s finger tips, is immense, if one has Parikrma schools. access to it.

In Bengaluru, while the privileged have Project impact access to the best smartphones connecting them to the world at 20 mbps, those from the other side of the coin, may consider 1,700 children and more than 36 teachers themselves lucky if they have even seen a across the four schools were provided laptop up close. access to the internet and taught the best ways to leverage technology for To bridge this abhorrent gap in all global exposure. They were provided aspects of life, and provide a complete wider and improved sports infrastructure education and wholesome nutrition, and high calibre coaching to maximise among underprivileged children, Parikrma their potential. Qualitatively, these efforts Humanity Foundation was founded in ensured that the students had better 2004. Currently, it operates four schools opportunities to dream big and were in Bengaluru, called the Parikrma Centres equipped to make those dreams a reality. for Learning, providing the best possible education, free of cost to children from over 70 slums and four orphanages.

38 39 THE TATA GROUP AND THE SDGs

CASE STUDY 14 GOAL #4

Key success factors: ‘Inspiring Tomorrow’s Engineers’: GOAL# 4 IMPACTS Challenges Tackling the Global STEM Skills Crisis • Promoting STEM engagement What worked? • Supporting social mobility • Engaging future talent • STEM challenges have gone from • Leveraging education centres to • Engaging experienced local delivery Jaguar Land Rover’s ‘Inspiring Tomorrow’s Engineers’ programme promotes learning strength to strength in UK and are support additional programmes partners who share the same vision and engagement in STEM (science, technology, engineering and maths) subjects. now available in 15 global countries, for unemployed youth and former and values as JLR The programme, in collaboration with schools and colleges, inspires young people VALUE LEVERS FOR including Australia and South Korea military personnel, to help them • Ensuring education offered is to consider engineering and manufacturing careers. It’s critical that talented THE COMPANY • Use of cloud to share online STEM prepare for job opportunities tailored to local needs young people are encouraged to become the next generation of engineers and • Engaged passionate people challenge programme with all • Well-established delivery partners • Securing investment for new technologists to address the skills shortage. This will enable organisations to sustain • Global growth global schools increased global with global expertise and insights. facilities e.g. JLR’s new Education business needs over the long-term. • More great products faster engagement Centre in Brazil • Effective impact measurement.

What did JLR do? Project impact

The shortage of newly-qualified centres, classroom activities and tours • 2.9 million young people engaged engineers globally, has been a major to reinforce learning in a real-world to date issue for the automotive industry. In environment. Further, the programme • STEM challenges engaged 165,000 1998, Jaguar Land Rover launched encouraged students through STEM students outside the UK last year its ‘Inspiring Tomorrow’s Engineers’ challenge, built and raced vehicles, along • 200 unemployed youngsters school STEM education programme that with emulating genuine engineering in UK/Brazil participated in JLR promoted engineering/manufacturing processes. Key elements are now being employability programme, many careers to young people across the UK. rolled out to schools globally. now have jobs at JLR/auto industry The programme included education • 50 young people who participated in ITE, including 30 women, have joined JLR since 2014.

40 41 THE TATA GROUP AND THE SDGs Tata Motors TCS

CASE STUDY 15 CASE STUDY 16 GOAL #4

Providing a Chance to Chase Dreams GOAL# 4 IMPACTS Impact through Empowerment GOAL# 4 IMPACTS • Bright students realised their • TCS convened four annual CS This project entailed supporting bright and deserving students of Jawahar dreams of pursuing IIT education TCS North America (NA) recognises that the Company and the nation’s future depends Education National Roundtables Navodaya Vidyalayas (JNVs) to pursue their dreams of receiving an education from • Increase in aspirations of students upon growing the STEM - Science, Technology, Engineering and Maths - skillset of with STEM connector®, engaging - one of India’s most prestigious universities - the Indian Institute of Technology for better career prospects and school children. Through cross-sector efforts along with partners, TCS NA works to over 300 thought leaders across (IITs). Free IIT-Joint Entrance Examination (JEE) coaching was provided to students enhanced quality of life for their inspire students. Students from ethnic minorities, marginalised groups and low income industry, government, education at JNV Puducherry and JNV Mangalore in partnership with the NGO ‘Avanti families families, and women are encouraged towards STEM education and careers. and non-profit sectors Fellows’. The coaching adopted low-cost, innovative and advanced pedagogy • TCS released five white papers on involving peer-to-peer learning. STEM Imperative, CS Education VALUE LEVERS FOR What did TCS do? Project impact and Women in STEM providing THE COMPANY foresights, frameworks, roadmaps What did Tata Challenges • Being an engineering company, and leading a national call to Motors do? Tata Motors was proud to • As a leading global IT services and Since inception, goIT engaged more action support engineering education business solutions provider, TCS than 12,000 North American students • Empowered TCS’ workforce to • Tata Motors, under its CSR • Real-time synchronisation of Avanti for deserving students at recognises that its future and that across 32 cities and over 100 school utilise its core competencies in programme funded Avanti Coaching classes with regular JNV school national institutes of excellence of the nation depends on more districts with promising results. inspiring youth in STEM careers Centers at JNV Puducherry and classes was a challenge, given the such as IIT/NIT graduates with STEM-based skills • Since fiscal year 2014, TCS’ JNV Mangalore which also included vast syllabus and time constraints • Brand and reputation entering the workforce each year. pro-bono technology services providing extensive coaching to • Sustaining teaching staff and the enhancement Towards this goal, TCS collaborated resulted in the equivalent of more VALUE LEVERS FOR students in Std. XI and Std. XII for availability of professional student with a number of organisations to than $10 million dollars of social good THE COMPANY two years counsellors at remote locations support STEM 2.0, a national initiative to STEM non-profit partners and their • Building strong partnerships • To recognise and appreciate such as Puducherry has been an focused on making students acquire beneficiaries across America • Empowering students meritorious students who qualified ongoing challenge. digital fluency—mastery of the • TCS and MWM secured over a • Engaging employees’ core for the IIT-JEE Mains and Advanced problem-solving skills they would million mentor pledges (both competencies exams, the top-performers were gifted need to become successful STEM women and men), with 650,000 laptops and tablets for their further Key success factors: professionals in tomorrow’s economy mentoring relationships underway What worked? undergraduate studies at IIT/NIT. • TCS has been a founding member against the pledge. Challenges of ‘Million Women Mentors’, an • Unlike the conventional ‘rote organisation whose aim is to match a Key success factors: Project impact learning’ method, students million corporate mentors with girls/ By 2020, there will be 1.4 million jobs underwent peer learning / young women in STEM fields What worked? in computer science, yet university consultative methodology training • TCS has led the development of enrollment in IT-related fields decreased • The percentage of students who • Exposure to role models (mentors) the mentoring platform of US2020, • TCS’ expanded network of partners by more than 60 per cent over the last qualified for the IIT-JEE Advanced who were alumni from IITs/NITs. a national initiative developed by a helped the company broaden the decade in the United States. To address Exams at JNV Puducherry was 65 per White House directive to generate reach of its goIT programme from this trend, TCS created goIT to increase cent (15 out of 23) in year 2016 and 50 innovative solutions to STEM education nine cities in 2009 to 32 cities in 2016 STEM education and career awareness. per cent (12 out of 24) in year 2015 challenges. In support of this goal, TCS • TCS’ outreach to support STEM • Eight students were admitted into partnered with Chevron to support mentorships of women helped IIT. Another 13 students secured the 2015 and 2016 US2020 STEM accelerate ‘Million Women Mentor’s admissions into NIT and eight students Mentoring Awards at The White House target deadline of engaging one secured admissions in other top 10 • TCS empowered its workforce million women engineering colleges. of IT professionals through • By making use of its workforce’s core its flagship STEM education competencies, TCS engaged nearly curriculum, goIT, which includes 2,000 employee volunteers in STEM- career awareness workshops, focused programming, providing over hands-on technology education, 84,500 skill-building hours to nearly and teacher/partner training. 18,000 students in the US and Canada.

42 43 THE TATA GROUP AND THE SDGs Tata Steel

CASE STUDY 17 GOAL #4

Key success factors: Supporting Children and Youth GOAL# 4 IMPACTS Challenges • Enhance the quality of education What worked? Development in Remote Areas of Thailand in Thailand • Help reduce inequality of • Using expertise in supporting schools The main challenge of this project lied Children and youth are important stakeholders in the development and stability children’s education in the remote nearby steel plants for several years, in the tracking process, since all of the of the nation in the future. Thus, it’s important that they receive adequate and areas by enabling them access to Tata Steel Thailand (TSTH) selected selected schools were in the remote areas. continuous opportunities to develop their knowledge and skills. The Company quality education materials and modified education methods, It was difficult for TSTH to visit all schools initiated “Grow Smart with Tata Steel” project to encourage learning and with provision of books and, tables to monitor and evaluate the book corners’ self-development for school children in remote areas of Thailand. The programme that would enable better learning condition and maintenance. promotes reading habits in children, that expands their knowledge, skills and ability VALUE LEVERS FOR outcomes for children to apply lessons learnt, to assist their families and communities. THE COMPANY • TSTH tracked the academic records • Increase brand reputation in and number of library users on a the rural areas monthly basis. What did Tata • Social license to operate Steel do? • Create relationship with the community and local The Company created book corners in government school libraries and supplied books and other learning materials. The initiative was first started at schools in the Company’s surrounding communities and later expanded to schools in rural areas throughout Thailand. The overall target for creating book corners is 400 schools.

Project impact

Book corners were setup across 240 schools in 50 provinces (as of 2016), including five mobile libraries nationwide. Further, stakeholders of the company i.e. shareholders, customers, partners and employees cooperated in donating more than 3,000 pairs of socks to the students of the schools under “Grow Smart with Tata Steel” project.

44 45 THE TATA GROUP AND THE SDGs GOAL #5 outcome documents of their review of property, financial services, 09. Adopt and strengthen sound policies conferences inheritance, and natural resources in and enforceable legislation for the GOAL #4 #5 accordance with national laws promotion of gender equality and 07. Undertake reforms to give women the empowerment of all women and equal rights to economic resources, 08. Enhance the use of enabling girls at all levels. as well as access to ownership and technologies, in particular ICT, to GENDER control over land and other forms promote women’s empowerment EQUALITY WHY Goal #5 matters? Achieve gender equality and 01. Gender divide empower all women and girls Around 42 to 48 per cent By 2030, how do we ensure that women have equal chances to succeed at all levels of public life? Gender equality is a foundation for a prosperous participation rates for women in world. Providing women and girls with equal universities in India and China. access to education, health care, decent work, and Women could increase their income representation in political and economic spheres will globally by up to 76 per cent if the fuel sustainable economies. employment participation gap and the wage gap between women and Women could men were closed increase their income globally by 02. Need to protect women up to 76 per cent Women are likely to spend 4.5 more if the employment years in retirement than men participation gap 03. Women lack representation and the wage gap 4.8 per cent CEOs of Global Fortune between women and TARGETS under Goal #5 500 companies are women. men were closed. 01. End all forms of discrimination shared responsibility within the Gender Divide against all women and girls household and the family as everywhere nationally appropriate BUSINESSES & Goal #5: What’s the connect? 42 to 48% 02. Eliminate all forms of violence 05. Ensure women’s full and effective against all women and girls in public participation and equal opportunities Increasing need to drive gender participation and contribution in education and workforce and private spheres, including for leadership at all levels of trafficking and sexual and other decision-making in political, types of exploitation economic and public life Investing in women’s Business needs to leverage ICT Private sector leaders are empowerment produces the innovation for the advancement increasingly implementing 03. Eliminate all harmful practices, such 06. Ensure universal access to sexual double dividend of benefiting of women’s and girls’ cutting-edge initiatives, to as child, early and forced marriage and reproductive health and women and children, and is empowerment. advance women’s empowerment and female genital mutilations reproductive rights as agreed in pivotal to the health and social within their workplaces, accordance with the Program of development of families. marketplaces and communities. 04. Recognise and value unpaid Action of the ICPD (International Participation rates for women in care and domestic work through Conference on Population and universities in India and China. the provision of public services, Development Programme) and the infrastructure and social protection Beijing Platform for Action and the policies, and the promotion of

46 47 THE TATA GROUP AND THE SDGs Tata Steel

BUSINESSES & Goal #5: What’s the Connect? CASE STUDY 18 GOAL #4 #5 Businesses can enable gender equality by focusing on the following issues:

Equal Diversity Access to Workplace Childcare Personal Empowering Girls through Education GOAL# 5 IMPACTS Access to Women in remuneration and equal healthcare violence and services and freedom of • Access to education for girls sanitation leadership for women opportunity services harassment benefits expression Tata Steel Rural Development Society’s interventions in the field of education span • Linking to formal education after the entire cycle of schooling—from elementary school to high school. The Camp the bridge course School initiative began in FY2005-06, under the Jharkhand Education Project Opportunities exist for businesses to align their strategies and operations with global priorities by (JEP). Managed and run entirely by Tata Steel, the camp school intervention aims mainstreaming gender equality into all areas of corporate sustainability and systematically and strategically to mainstream girls who have dropped out from the formal education system, to VALUE LEVERS FOR scaling up actions which support the development and livelihoods of women and girls. reintegrate through a 11-month residential school education programme. THE COMPANY • Brand enhancement • Social licence to operate

What did Tata Key success factors: Steel do? What worked? OPPORTUNITY for Businesses Challenges Tata Steel has been running two • Bridging the literacy gaps of Gender-diverse MARKET SHARE MARKET SIZE Businesses may need to develop Camp Schools – one at Pipla Centre, drop-out girls by enrolling them in • Selecting and admitting girls who companies are likely to an enabling ecosystem for women Jamshedpur Block in East Singhbhum residential educational programme have dropped out for a long period benefit through: and provide them with technology district and the other at Noamundi in • Upgrading their educational of time (preference given to those 45% 53% access and skill development. West Singhbhum district of Jharkhand. standards leading to mainstreaming who have dropped out for 4 – 5 more likely to witness likely to achieve with formal schools years) market share growth higher returns on Girls in the 9-14 years age-group, who • Aim to improve quality of life by • Mainstreaming the passed out girls equity were never enrolled in any school or imparting vocational training, into the formal education system, EQUITY were school drop-outs, were brought behavioural skills etc especially in higher classes to the centre, where they underwent • Atmosphere of home away from home • Operational area highly influenced a nine month bridge course. At the • Parental guidance by the teachers by Left Wing Extremism leading to 70% Camp School, they are taken through an • Constant monitoring, motivation resistance of community to release more likely to successfully intensive learning process so that they and interaction by Senior girls to stay in camp school capture new markets completed the course up to class-5 and Management of Tata Steel mainstreamed in to government schools. Also, they were made aware of their right to education, right age of marriage, How can businesses CONTRIBUTE to Goal #5?* vocational skills and behavioural skills. 01. Assure sufficient participation of 03. Support access to child and 05. Expand business relationships Aside from textbooks, students at Camp women – 30 per cent or greater – dependent care by providing with women-owned enterprises, School were introduced to a host of in decision-making and governance services, resources and information including small businesses and interactive learning materials as well at all levels and across all business to both women and men women entrepreneurs. as extracurricular activities like public areas speaking, creative writing etc. 04. Establish a zero-tolerance policy 02. Pay equal remuneration, including towards all forms of violence at benefits, for work of equal value work, including verbal/ and/ or Project impact and strive to pay a living wage to all physical abuse and prevent sexual women and men harassment In the last decade, more than 1,700 *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. drop-out girls have been mainstreamed into formal education through the efforts of Tata Steel in Jamshedpur and Noamundi.

48 49 THE TATA GROUP AND THE SDGs Tata Global Beverages

CASE STUDY 19 GOAL #4 #5

Key success factors: Empowering Women in India: Power of 49 GOAL# 5 IMPACTS Project impact • Build brand What worked? The ‘Power of 49’ campaign was delivered through Tata Tea’s iconic social awakening • Reduce risk platform ‘Jaago Re’ and comprised the following phases: • Grow revenue • 1.2 million women participated in • User-friendly platforms (e.g. Push • Social media helped to expand creating the ‘Voice of 49’ manifesto the Pin, missed call, SMS) for the reach of the campaign to a • The first phase focused on creating an awareness among women about the • Manifesto was integrated into the women to voice their opinions and large extent ‘Power of 49’ and the power of their informed vote in the Indian general election VALUE LEVERS FOR political manifestos of India’s three views on issues that matter • The endorsement of leading in 2014 THE COMPANY biggest political parties to them film and television celebrities • The second phase encouraged women to voice the issues that were critical • Reducing inequalities • 700,000 women flagged issues • The campaign was launched ahead encouraged women from across to them. • Gender diversity through ‘Push the Pin’ of the 2014 general election, which the country to raise their voice. • Quality of life • The campaign inspired the highest ever- provided visibility and shined a light female voter turnout in Indian history on the importance of informed voting What did Tata Global • Tata Tea sales increased by 13.4 Beverages do? per cent • Promoted gender equality and • Developed the world’s first crowd- • The campaign integrated • Summarised key issues, that were women’s rights. sourced political manifesto to empowerment stories into prime- highlighted by women, in a 10-point highlight women’s issues time soap operas and secured 50 document - ‘Voice of 49’ manifesto • Launched ‘The Power of 49’, a multi- of Bollywood’s biggest stars as that was released in the media and Challenges faceted campaign designed to help active advocates which unleashed a torrent of woman in India realise their power to • Created the mobile ‘Push the Pin’ debate across every Indian change the country with a vote mechanism which encouraged women newspaper and network. • Changing existing attitudes and to flag issues whenever and wherever behaviour of women in India, since they occurred, prompting debate and research revealed that women conversation believed that their vote made no difference • Getting women to openly voice their views on public platforms.

50 51 THE TATA GROUP AND THE SDGs GOAL #6

WHY Goal #6 matters? GOAL #4 #6

01. Limited access to clean water Investing in water, sanitation and hygiene (WASH) for More than 780 million people do not employees, brings benefits to business and the wider CLEAN WATER AND have access to clean water community. 02. Impact on cleanliness SANITATION No access to adequate sanitation to 2.5 billion people Ensure availability and 03. Impact on health sustainable management of 6-8 million people die from disasters water and sanitation for all and water related diseases. Water scarcity, poor water quality and inadequate sanitation negatively impact the livelihood and food security of poor families across the globe. Access to clean water is an essential element for the creation of a sustainable world. Sources: http://www.globalgoals.org/ global-goals/clean-water-sanitation/

BUSINESSES & Goal #6: What’s the connect? TARGETS under Goal #6 Competing demands for clean fresh water… 01. By 2030, achieve universal and 04. By 2030, substantially increase 07. By 2030, expand international Energy Industrial equitable access to safe and water-use efficiency across all cooperation and capacity-building Households Agriculture Ecosystem generation use affordable drinking water for all sectors and ensure sustainable support to developing countries withdrawals and supply of freshwater in water and sanitation related 02. By 2030, achieve access to adequate to address water scarcity, and activities and programs, including and equitable sanitation and hygiene substantially reduce the number of water harvesting, desalination, water Businesses can adopt values and practices that aim to safeguard long-term availability of clean water and the for all, and end open defecation, people suffering from water scarcity efficiency, wastewater treatment, provision of sanitation for all stakeholders in a watershed. paying special attention to the needs recycling and reuse technologies of women and girls and those in 05. By 2030, implement integrated water vulnerable situations resources management at all levels, 08. Support and strengthen the Businesses can contribute to the alleviation of these water challenges by adopting a water stewardship strategy that including through transboundary participation of local communities addresses the economic, environment and social dimensions of water. 03. By 2030, improve water quality cooperation as appropriate in improving water and sanitation by reducing pollution, eliminating management. By adopting stewardship, companies are able to This means adopting values and practices that dumping and minimising release of 06. By 2020, protect and restore make a positive contribution to improved water aim to safeguard long-term availability of clean hazardous chemicals and materials, water-related ecosystems, including and sanitation management, and governance water and the provision of sanitation for all halving the proportion of untreated mountains, forests, wetlands, rivers, that addresses their risks while contributing to stakeholders in a watershed. wastewater and substantially aquifers and lakes sustainable development. increasing recycling and safe reuse globally

52 53 THE TATA GROUP AND THE SDGs Tata Motors

OPPORTUNITY for Businesses CASE STUDY 20 GOAL #4 #6

Businesses must focus on and invest in developing clean and efficient $1 50% water & sanitation infrastructure Clean Water & Sanitation GOAL# 6 IMPACTS by leveraging digital technologies • Savings of ` 3 lakh per year SPENT INCREASE and the knowledge of NGOs and India ranks dismally on the 120th spot, out of 122 nations, for its water quality and (as water tanker services have rd on water and sanitation in water withdrawal in Governments. 133 out of 180 for water availability. It is estimated that only 18 per cent of the total stopped) generates $4 in increased developing countries population has access to treated water. Over 138 million rural households are water • Effective entry points for CSR work economic activity by 2025 stressed resulting in 11,80,000 deaths annually due to contaminated water and • Brand and reputation enhancement diarrhoea. Women and children are the worst hit. Indian women have always borne the brunt of water shortages. The deep seated patriarchy manifests itself in numerous ways; one such problem is where the responsibility of drawing/bringing water is on VALUE LEVERS FOR How can businesses CONTRIBUTE to Goal #6?* women, while the right over water is in hands of men. For women it means travelling THE COMPANY long distances, compromising on health and leisure, while for young girls it means • Improving the quality of life of the dropping out of schools and risking their future. Having access to clean drinking water communities 01. Prioritise water efficiency across contamination potential are 09. Prohibit the use of chemicals and all the time is therefore, central to human development. • To become water-neutral and operations by installing best practice eliminated and substituted with materials that can be particularly finally water positive (especially in technologies for water conservation, materials that are easier to remove detrimental to water quality if green water) in particular in water scarce areas improperly disposed What did Tata • Water is an enabler for effective 05. Collect and treat agricultural run-off Motors do? CSR programme which further 02. Educating employees about the and use as fresh water source 10. Invest in water treatment so that helps in the SDG agenda importance of water efficiency, municipal treatment facilities are • Sumant Moolgaokar Development Foundation (SMDF) is a social arm of Tata including tying performance 06. Invest in clean-up when necessary, not overburdened by industrial Motors. It is mandated to provide sustainable drinking water alternatives to water bonuses or operations-based restoring sites to pre-spill quality waste-water stressed/ vulnerable habitations across the country. These initiatives are called Project impact incentives to efficient practices levels ‘Amrutdhara’ which are linked to the national Drinking Water Programme 11. Ensure that all employees and 03. Mitigating against water pollution 07. Invest in water and sanitation their families have ample access to Year Total projects Total Villages • Availability of minimum 25 litres/ with state-of-the-art waste-water projects or infrastructure in under- safe drinking water and adequate Total 2010 till date 413 320 person per day to over 1 lakh people treatment processes for effluent served regions sanitation. across 413 projects in 320 villages discharge • Reached out and covered over 1 lakh persons (40 per cent of which belong (as per WHO standards) 08. Invest in clean-ups and restoration to SC/ST community and 100 per cent economically disadvantage sections of • This has resulted in arresting diseases 04. Development of innovative of water ecosystems to ensure society) across 320 villages in Dharwad, Jamshedpur, Lucknow, Pantnagar, Pune, that arise due to lack of safe drinking manufacturing processes such sustainable water withdrawals Sanand and Thane. water that substances with high water • The initiative significantly cut down the distance travelled by villagers, to Key success factors: procured water *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. What worked? • This has also resulted in higher enrolment of girls in the Primary schools. • These water solutions/alternatives are provided after doing need assessments and planning context specific solutions such as water storage tanks (reservoirs), wells, RO machines and hand pumps Challenges • Villages partnered by donating land through ‘gift deeds’, locally available material for construction work and providing free labour (shramdaan) • Wisdom of senior citizens in the village helped reach out to people for • Seasonal - It’s difficult to make progress installation and propagate awareness about the efforts. in civil work during the monsoons • Accessibility - Hamlets are remote and having uneven terrain with little or no approach roads • Vendors are generally unwilling to work in such locations.

54 55 THE TATA GROUP AND THE SDGs Rallis

CASE STUDY 21 GOAL #4 #6

Key success factors: Project impact Challenges Model Village Development GOAL# 6 IMPACTS What worked? • Ensure equal footing for socially Rallis India Ltd. initiated the Model Tribal Village Development Project. The project disadvantaged group After the first year of intervention, • The project interventions are based • Developing mutual trust with focuses on building a sustainable eco-system where every individual will have access • Frugal innovation villagers have access to clean drinking on a community needs assessment villagers and convincing them of the to basic amenities /infrastructure, livelihoods, government entitlements, economic water, and can avail water, for 12 involving experts project’s benefits development, capacity building, good health, education and other essential months, for household and agricultural • Stakeholders’ engagement through • Katkari tribes are forest tribes and it resources to improve their level of well-being and happiness. VALUE LEVERS FOR use. Electricity is available in households a participatory approach; ownership was a challenging task to convince THE COMPANY and street lights have been set up. There of the project was generated and inspire them to participate and • Building the brand has been a significant reduction in open amongst the beneficiaries through support their own development What did Rallis do? • Community relations defecation loading to improved health ‘Shram Daan’ – providing service for though this project outcomes. The Government has initiated community work and maintaining • Local politics and political interest road-work and agreed to provide the infrastructure built in phase-1 • Convincing villagers to take Rallis believes in a participatory and Based on need assessment by a households to make the village free electricity to the village after seeing the • An integrated approach for ownership of the projects. demand driven approach of social third party, prioritisation was done from open defecation. As a part of the success of Rallis Hybrid system. Existing development was achieved, one that development. A baseline survey was to implement key projects in three participatory approach and to encourage hutments have also been replaced with addresses a wide range of community carried out to understand the challenges years’ time. villagers to take ownership of initiative, pukka house in a phased manner. needs through several projects faced and opportunities available for it was decided to take 20 per cent targeting specific aspects such as development of tribal villages. A group Rallis decided to install integrated power contribution from villagers in terms of water, electricity, modernisation of was formed with the help of villagers; (solar+ wind) to electrify the village, Shramdaan (Labor work). agricultural practices, healthcare and which would act as an implementing implement watershed projects, desilt the hygiene, education and awareness agency to execute the various initiatives existing check-dam to provide drinking building activities. in the village as per survey findings water and water for irrigation, and built and prioritisation. individual toilet and bathrooms for all

56 57 THE TATA GROUP AND THE SDGs TCS TCS

CASE STUDY 22 CASE STUDY 23 GOAL #4 #6

Rain Water Harvesting Lakes GOAL# 6 IMPACTS Towards Creating Swachh Bharat GOAL# 6 IMPACTS • Rain water harvesting • Hygienic Surroundings In order to achieve water sustainability, various efforts are made and implemented by • Ground water recharging To help India harness the true potential of its demographic dividend, TCS stepped • Lesser prevalence of disease TCS in its owned premises in India. The rain water harvesting structure is an important forward to extend its support towards the ‘Swachh Bharat’ campaign, 2014. The feature of building design. Rain water is harvested using roof top collection systems, schools identified for this programme were those without any girls’ toilets and recharging to bore wells, construction of recharge trenches, recharging pits, and water VALUE LEVERS FOR those without separate girls’ toilet. Through this programme, TCS demonstrated its VALUE LEVERS FOR bodies. Apart from various methods and techniques for water harvesting, innovative THE COMPANY commitment to ensure the safety and dignity of girl students; and their equal rights THE COMPANY water conservation projects and awareness drives have also been implemented. Lake • Building the brand to sanitation and sanitary environments. • One of the few corporate creation is one such initiative. Water resources conservation is one of TCS’ major • Community relations contributors to this Government commitments, stated in the TCS Environmental Policy. It is an important part of the campaign Company’s objectives and targets covered under the implementation of an integrated • Enhanced community relations health, safety and environment management system. What did TCS do? Project impact • Building the brand

TCS envisaged a robust implementation • Improved health and hygiene, Key success factors: Key success factors: What worked? What did TCS do? Project impact approach and actively collaborated with in turn, increased the enrolment What worked? the Central and State Government bodies, rate of girl students in the along with private organisations. The adopted schools To maximise the efficiency and Rain water harvesting lakes have • Positive micro-climate has been • Besides increasing the aesthetic Company executed this programme in • Fostered sustainable sanitation impact of the programme, TCS rolled been constructed in the most water- enhanced due to cooling effect of value it has become a recreational a sustainable manner, with their aid. TCS by promoting behaviour change out a robust technology enabled stressed cities of India i.e. Chennai and the lakes site carefully chose partners from more than among girl students and the Management Information System Hyderabad • Catering to non-potable domestic • Increase in aquatic bird species: 43 40 manufacturers and service providers broader communities (MIS) that served a threefold purpose: • The lake at Synergy Park, Hyderabad water demand species of birds were recorded in from the sanitation and infrastructure • Built awareness regarding the risks it enhanced programme monitoring has been established in 2007 while • Water supply for irrigation and around the surrounding area of industry; evaluated based on multiple and hazards of open defecation, through projections of planned vs Siruseri, Chennai was developed • Biodiversity conservation and the lake. Winter migratory birds (like parameters such as capacity, credibility, the need for water and waste actual progress; provided evidence more recently, in 2010 enhancement Darter and Little Cormorant) also potential to meet the turnaround time, management, and the importance of work completion through the • Aeration system has been installed • Social benefits as surrounding water visit the Hyderabad Lake. distance of manufacturing unit from the of embracing good hygiene feature of ‘uploading site pictures’; in the lake to increase oxygen supply tables were replenished. place of installation and the local presence practices and maintaining a clean and enabled a real-time control and decrease stratification in the lake of manufacturer/dealer network in the sanitation infrastructure over programme activities through • The surrounding area of the lakes selected states. TCS conducted a pilot • Empowered girls to influence its mechanism for online sign-off of have been developed through study of the shortlisted models at the health conditions and play a larger checklists defined for implementation plantations of fruit bearing as well TCS Banyan Park office in . economic role in their communities. partners. The overall and state specific as various ornamental trees in order progress dashboards were shared to act as feeding, roosting sites for with the Ministry of Human Resource birds and small mammals. Development (MHRD) and state authorities on a weekly basis.

Challenges Challenges

• Maintenance of water quality of the lake Bringing in a behavioural change in most • Control of weed infestation. rural populations is a still a challenge.

58 59 THE TATA GROUP AND THE SDGs Titan Tata Projects

CASE STUDY 24 CASE STUDY 25 GOAL #4 #6

WATSAN Project GOAL# 6 IMPACTS Gravity Flow Ultrafiltration for GOAL# 6 IMPACTS • A complete drinking water facility • Safe drinking water for the Titan Co. Ltd. supported two projects in the Garhwal region of Uttarakhand, India. through choices of Gravity based Safe Drinking Water community The projects were carried out in villages which were affected by the cloud bursts and and other schemes in the chosen Tata Projects Business Unit - Utility Services offers water purification related flash floods of 2013. villages solutions for industrial and commercial segments. It has the expertise, resources and • Sanitation facilities - 301 experience to manufacture high quality reverse osmosis based water purification VALUE LEVERS FOR villages have been made Open plants with capacities of 200 litres per hour to 10,000 litres per hour. Tata Projects THE COMPANY Defecation Free has the technology expertise to treat contaminated water laden with bacteria, • Safe drinking water for Key success factors: What did Titan do? • About 918 households impacted viruses, total dissolved solids and other impurities like Lead and Arsenic. The communities What worked? Company ensures utmost purity and availability of safe drinking water. • Brand image, as strategic partner to AA community One project was on livelihoods, and Himmotthan Society (an initiative VALUE LEVERS FOR • New product development worked with 481 men across 20 villages, of the Tata Trusts) involved the key THE COMPANY What did Tata of two blocks, in Tehri district; while the stakeholders and the community right • Leveraged both people and Projects do? other helped bring drinking water and from the start. This helped them to material resources for operations sanitation to 11 villages of the district, bring in community ownership and • Provided community service • Gravity flow ultrafiltration system is will automatically stop dispensing it Orissa. The tribals are scattered across covering 980 households. involvement to complete the scheme in through partnerships of specifically designed to meet the • These units are provided with battery villages. It was observed that access to record time. relevance and expertise challenge of providing clean water to back-up to dispense water during safe drinking water was a challenge. communities that do not have access power failures The electricity, required to run Reverse Project impact to readily available potable water. The • To overcome the issues of frequent Osmosis / Ultra Filtration plants is raw water is fed through gravity and power failures and non-availability of not available. The challenge to utility collected in a water tank placed at a electricity throughout the day, in the services was to provide accessible safe The projects, which were initiated in height of 2 meters, after which water remote villages, integrated solar panels drinking water that can be operated 2014, have begun to show results. collected is passed through a filtration have been provided to help charge the without electricity for tribal villages. Drinking water project schemes are plant. The gravitational pressure is used battery to dispense water. now in the construction phase, and to filter suspended particles, water- The following were the challenges: the Managing Director (MD) of Titan borne bacteria and viruses from the • Wastage of water during collection inaugurated the first completed water that’s passing through, thereby Project impact • Collection of payment for WATSAN project scheme in Arogi letting out clean and safe drinking consuming water village on December 7, 2016. The water for personal use • Full time operator required to scheme will supply water to two • Reverse Osmosis plants are installed • Consistent clean water operate the plant villages in the hills. to dispense safe drinking water to • Easy-to-handle product • Tracking and monitoring of water the community. Tata Projects has • Reduction in wastage of water consumption. developed an IT enabled system to • Reduction in Carbon Footprint Challenges dispense safe drinking water, which • Financial tracking to bankers for can be obtained once payment is funding the entrepreneurs Key success factors: validated. Appropriate dispensing of • Safe drinking water for community What worked? In hilly terrains, the biggest challenge is water is remote controlled for the • Entrepreneurship development the location. The villages are susceptible purpose of accounting within AA community. • Low operating cost to natural disasters and distance makes it • As per the system, every consumer in • Long module life hard to reach them. the community purchases a pre-paid • IT-enabled system for dispensing safe card for collection of safe drinking Challenges drinking water for the community water. The consumer swipes the • Integrated solar panel to charge the card at the RO Plant vending point. battery, for dispensing water. The machine automatically starts Tata Projects in collaboration with Tata dispensing the water and when water Trusts has taken a mission to improve the reaches the set quantity, the machine lives of tribal communities in and around

60 61 THE TATA GROUP AND THE SDGs GOAL #7

WHY Goal #7 matters? GOAL #4 #7

01. Distributed Power In 2012, only 100 countries provided reliable access to $150 billion in capital investments in decentralised power installations in energy to 100 per cent of the population AFFORDABLE AND 2012

02. Renewable Energy CLEAN ENERGY 7.7 times increase in installed Ensure access to affordable, capacity in the past decade reliable, sustainable and 03. Increase in emissions Global CO2 emissions increased by modern energy for all 46 per cent since 1990. Energy production is a major challenge that the world faces today. It is important to enable access to modern energy services, improve efficiency and increase the use of renewable sources of energy.

TARGETS under Goal #7 Sources: Access to electricity (World Bank) http://data.worldbank.org/indicator/EG.ELC.ACCS.ZS

01. By 2030, ensure universal access 04. By 2030, enhance international GLOBALLY By 2030, ensure universal access to affordable, reliable and to affordable, reliable and modern cooperation to facilitate access energy services to clean energy research and RENEWABLE modern energy services. technologies, including renewable 02. Increase substantially the share energy, energy efficiency, and ENERGY of renewable energy in the global advanced and cleaner fossil energy mix by 2030 fuel technologies, and promote investment in energy infrastructure 7.7 times BUSINESSES & Goal #7: What’s the connect? 03. Double the global rate of and clean energy technologies improvement in energy efficiency A well-established energy system supports all sectors from by 2030 05. By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy Energy Households Agriculture Ecosystem services for all in developing generation Industrial countries, particularly LDCs and use SIDs. With investment in R&D, businesses can innovate and pioneer new technologies that change the status quo of the global energy system, becoming the center of climate change solutions. Increase in installed capacity in the past decade globally.

62 63 THE TATA GROUP AND THE SDGs Tata Power

BUSINESSES & Goal #7: What’s the connect? CASE STUDY 26 GOAL #4 #7 Businesses can accelerate the transition to an affordable, reliable and sustainable energy system by…

Managing Energy Demand GOAL# 7 IMPACTS Adopting clean energy Investing in renewable energy Prioritising energy • Energy security technologies and resources efficient practices Tata Power launched a wide variety of Demand Side Management (DSM) • Energy efficiency infrastructure programmes for its customers in Mumbai, in June 2012. The programmes were initiated to encourage energy efficiency. These included - ceiling fan exchange for residential customers, energy audits, thermal storage technology for air conditioners VALUE LEVERS FOR and demand response for industrial and commercial customers. THE COMPANY • Building the brand OPPORTUNITY for Businesses • Revenue Generation What did Tata Project impact Increased demand for RENEWABLE ENERGY DISTRIBUTED GENERATION Power do? clean energy provides over new revenue and • DSM schemes which have been • Consumption of 30 per cent less cost-saving $206 bn active for Mumbai customers and energy by use of 5 star rated ceiling opportunities. $131 bn investments in were approved by MERC include: fan in investments in decentralised power A ‘Ceiling Fan Exchange’ programme • Provided recommendations for developing countries in installations by 2020 launched jointly with Havells India reduction of over 12 million units 2014 Ltd. for BEE 5 Star rated energy after energy audit at 45 consumer efficient ceiling fans. They were locations Businesses need to develop partnerships and invest in setting up clean, decentralised energy offered to consumers at` 924/- • Incentivised customers with ` 2 per solutions with the help of digital solutions to help scale these solutions a 50 per cent discount on market unit saved under Demand Response price which consumed only 50 Watts Initiative of energy which is 30 per cent less • Incentivised customers who shift than the conventional fan their peak loads using thermal • A customer’s premise was audited by storage technology. How can businesses CONTRIBUTE to Goal #7?* a certified energy audit agency and recommendations were provided for achieving further reduction in energy Key success factors: 01. Ensure that all employees and their 03. Reduce the internal demand 05. Integrate renewable energy into consumption by paying only 25 per What worked? families have access to a reliable for transport by prioritising employee benefits packages, cent of the service fees and affordable source of energy by telecommunications and incentivise subsidising the capital expenditures • Thermal storage technology • Tata Power launched several Challenges investing in local infrastructure to less energy intensive modes such as associated with residential solar or was introduced for industrial / attractive DSM schemes for its establish accessible energy services train travel over auto and air travel electric vehicle investments commercial customers who have customers in Mumbai under its large, central air-conditioning special initiative ‘My Mumbai Green Data collection and extensive research 02. Commit to sourcing 100 per cent of 04. Invest in R&D related to sustainable 06. Prioritise energy efficiency across systems where chillers are run Mumbai’ to propagate energy involving study of the consumer operational electricity needs from energy services, bringing new operations through tools such as during the night to convert water to conservation and efficiency in the behavior, load variation patterns and renewable sources technologies to the market quickly the use of an internal carbon price ice to cool the premises country determining peak load contributors was and science-based target setting to • Consumers were asked to voluntarily • Design of specific DSM programmes challenging to collate on various high reduce overall demand for energy. reduce their load at a pre-determined which were classified accross energy consuming equipments used by time as required by the utility. various consumer categories. consumers. *The above examples are non-exhaustive and some may be more relevant to certain industries than to others.

64 65 THE TATA GROUP AND THE SDGs THE TATA GROUP AND THE SDGs Tata Power

CASE STUDY 27 GOAL #4 #7

Micro-Grid Solar Solutions - Modelling GOAL# 7 IMPACTS Villages with Renewable Power Access • Energy security • Energy efficiency

In 2015, Tata Power launched the Micro-Grid Solar Solutions in remote villages for ensuring sustainable access to green power. This initiative was a win-win situation VALUE LEVERS FOR to share core competencies and also build village institutions that were engaged in THE COMPANY ensuring the sustainability of the project and complete ownership. The mission was • Build brand to reach out to 50 villages across Tata Power neighbourhood in phases by 2020. This • Revenue project was implemented by the Tata Power Community Development Trust.

What did Tata Key success factors: Project impact Power do? What worked?

Tata Power facilitated access to This project resulted in the following Formation of Village Committee - Power decentralised distribution to remote community impacts: Users Group and active communication villages in Maval and Mulshi Talukas • Reduction in unnecessary with each household to engage in the of Pune district. The micro-grid solar consumption of kerosene value project and value the socio-economic solutions offered power access to rural • Reduction in women spending a benefits in the long run. Overall impact communities at affordable costs. The significant portion of time collecting on health and education helped people Company shared its core competency firewood accept the project and light up lives to augment the lack of energy access in • Improved access to study time for sustainably. remote locations. This was done based children during evening on feasibility studies and involvement • Improved social interaction among of Local Panchayats. The technical community in the evening feasibility and people participation was • Low cost model for community the key. People took ownership of the affordability project and formed Power User Group • Smart Card method with mobile to manage the project. The project was based power recharging system as also replicated in other locations of Tata per consumption Power. This is a low cost model and can • Community contribution was be deployed across all topography. This ` 1.5 lakh for the project besides the has proven to be a sustainable model to labour component. address energy access challenges.

Challenges

The major challenge was to involve community to participate, pay and agree to manage the project. Ensuring regular payments was a critical aspect for sustainability. Mobilisation of solar panels With the renewable energy market growing rapidly, India is on its way to change the energy mix. Tata Power has (in 2016) and equipment to the remote locations revised the share of non-fossil fuel based capacity up to 35-40% by 2025, of which solar power will be an important was also a logistical challenge. component. Source: http://www.tribuneindia.com/news/business/tata-power-to-focus-on-renewable-energy/340003.html

66 67 THE TATA GROUP AND THE SDGs GOAL #8 05. By 2030, achieve full and productive 07. By 2020, substantially reduce 10. Strengthen the capacity of domestic employment and decent work for the proportion of youth not in financial institutions to encourage GOAL #4 #8 all women and men, including for employment, education or training and to expand access to banking, young people and persons with insurance and financial services disabilities, and equal pay for work of 08. Protect labour rights and for all equal value promote safe and secure working DECENT WORK AND environments of all workers, 11. Increase Aid for Trade support for 06. Take immediate and effective including migrant workers, developing countries, particularly measures to secure the prohibition particularly women migrants, and LDCs, including through the ECONOMIC GROWTH and elimination of the worst forms those in precarious employment Enhanced Integrated Framework of child labor, eradicate forced labor, for LDCs Build resilient infrastructure, and by 2025 end child labour in all 09. By 2030, devise and implement its forms including recruitment and policies to promote sustainable 12. By 2020, develop and operationalise promote inclusive and sustainable use of child soldiers tourism which creates jobs, a global strategy for youth industrialisation and foster innovation promotes local culture and products employment and implement the ILO Global Jobs Pact. Promote inclusive and sustainable economic growth, employment and decent work for all. In order to eradicate poverty completely, economies need to create the conditions that allow people to have quality jobs. Sustainable economic growth requires employment WHY Goal #8 matters? opportunities that stimulate the economy.

01. Unused Skillset 02. Technology 03. Financial Services 2.6 million skilled people may not 2.4 new jobs emerged for every job 2.5 billion people are currently have job opportunities every year lost due to technology financially excluded and can be untill 2018 targeted.

The 75 per cent available male workforce in Only 50 per cent of the women workforce- 1990 has decreased to around 70 per cent 15 or older has been active in the workforce TARGETS under Goal #8 in 2013. since 25 years. 01. Sustain per capita economic entrepreneurship, creativity growth in accordance with national and innovation, and encourage circumstances, and in particular at formalisation and growth of micro, least 7 per cent per annum GDP small and medium sized enterprises growth in the least-developed including through access to financial Technology countries services

02. Achieve higher levels of 04. Improve progressively through 2.4 productivity of economies through 2030 global resource efficiency in diversification, technological consumption and production, and upgrading and innovation, endeavor to decouple economic including through a focus on high growth from environmental value-added and labor-intensive degradation in accordance with the sectors 10-year framework of programs on sustainable consumption and 03. Promote development-oriented production with developed countries policies that support productive taking the lead activities, decent job creation, New jobs emerged for every job Sources: Labour force participation (No Ceilings) lost due to technology. http://data.worldbank.org/indicator/SL.TLF.CACT.MA.ZS

Sources: Labour force participation (No Ceilings) http://data.worldbank.org/indicator/SL.TLF.CACT.FE.ZS

68 69 THE TATA GROUP AND THE SDGs Tata Motors

BUSINESSES & Goal #8: What’s the connect? CASE STUDY 28 GOAL #4 #8

Substandard working conditions are often related to poverty, inequality and discrimination. LEAP Programme to Train Unemployed Youth GOAL# 8 IMPACTS for Motor Vehicle Mechanics (MMV) • Employment opportunity to youth In many contexts, certain groups – such as workers with disabilities, women workers, youth, and migrants, • Skill workforce for automotive among others – face particular obstacles in accessing decent work and may be especially vulnerable to abuses. sector Learn, Earn and Progress (LEAP) is a unique year-long programme where theoretical learning is supplemented with ‘hands-on’ work exposure. The students are economically supported through stipend which is paid throughout the nine-month VALUE LEVERS FOR Companies that uphold labour standards across Instituting non-discriminatory practices and internship period. The balance between theory and practice help students to become THE COMPANY their own operations and value chains face lower embracing diversity and inclusion will also lead to ‘job-ready’ immediately after completion of their course. The course curriculum has • Improve training quality risk of reputational damage and legal liability. greater access to skilled, productive talent. been approved by National Council for Vocational Training (NCVT) which provides students with opportunity to have their new skills formally recognised. This multi- stakeholder partnership between the Company, its dealers and training institutes has empowered youth to LEAP greater heights in their career. OPPORTUNITY for Businesses What did Tata partner, and supported in upgradation Project impact Motors do? of training infrastructure of ITI through SOCIO-ECONOMIC GROWTH NEW CUSTOMER BASE DRIVE EMPLOYMENT donation of vehicle aggregates. Some business opportunities Provide basic services, Set up small businesses and a 3.9 million skilled workforce is required The project was implemented in can add revenue streams infrastructure and conducive environment near labour in automotive section in India till The implementation partner mobilised partnership with 40 ITIs and 27 while driving socio-economic opportunities to create a new hubs to drive employment. 2022. To bridge this gap, trades having the candidates and provided classroom dealerships across the country. In development customer base. high employment potential such as training. During the nine months of FY2016-17 more than 500 students have Motor Vehicle Mechanic (MMV), were practical training, the progress of been enrolled in this training programme. identified. students were tracked. Around 70 per cent students have found employment after completion of the In the year-long training programme of Tata Motors’ dealers, apart from training programme. How can businesses CONTRIBUTE to Goal #8?* LEAP, a trainee is provided three months providing practical training, also offered of classroom training at the Industrial jobs to the students after completion of Training Institute (ITI). Afterwards, training. Challenges 01. Offer apprenticeship opportunities 04. Put mechanisms to identify child the trainees are made to undergo a labour and forced labour throughout 06. Develop the physical and financial nine-month practical training at an 02. Foster entrepreneurial culture global supply chains, and implement infrastructure and provide basic authorised dealership/service station. Key success factors: In the last three years, this programme and invest in or mentor young remediation for abuse services in partnership with local The ` 3,000 stipend is supported What worked? has been well received by ITIs and Tata entrepreneurs stakeholders to set up business hubs partially by Tata Motors and the dealer Motors’ dealers. However, the limited 05. Install a firm policy against unfair to employ more people. for every student admitted under the Creating shared value through training capacity at authorised dealerships 03. Initiate skills development programs hiring and recruitment practices. LEAP programme. leveraging unique strengths of partners / service stations restrains the intake of moving down company supply has helped in: students to some extent. chains Tata Motors developed the course • Imparting quality training curriculum, trained the faculty members • Employment opportunity for youth

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others. drawn from the implementation • Improving quality of life.

70 71 THE TATA GROUP AND THE SDGs Taj Hotels Tata Housing

CASE STUDY 29 CASE STUDY 30 GOAL #4 #8

Livelihood and Skill Building GOAL# 8 IMPACTS SAMARTH GOAL# 8 IMPACTS • Skilled workforce for the • Increase per capita economic Taj Hotels has been involved in various skilling and livelihoods promotion initiatives. hospitality sector India is going through a phase of rapid urbanisation. More and more people growth The Company has focused on enabling sustainable livelihoods by imparting • Reduction in unemployment are expected to move to cities, which will pose many challenges in terms of • Full and productive employment employment-enhancing vocational skills in hospitality. Taj’s Hospitality Skill Training • Promotion of entrepreneurship employment, accommodation and will place pressure on social services in the cities. and decent work for all Programme aims to enhance employability among school dropouts and less • Livelihood enhancement The construction sector is the second largest employment opportunity provider after privileged youth, with a focus on youngsters from SC/ST communities. agriculture in India. People who look for such opportunities are mostly migrants and lack the requisite skills to excel in this sector. This poses a great challenge to the VALUE LEVERS FOR VALUE LEVERS FOR sector itself in terms of safety, quality, productivity and waste generation. THE COMPANY THE COMPANY • Improve productivity • Local community engagement & • Reduction of waste What did Taj What did Tata Project impact development Project impact • Improve quality Hotels do? • Brand Promise - Living up to the Housing do? brand promise of ‘We Sincerely Since 2008-09, Taj endeavoured to Since FY2008-09, over 10,000 under Care’ As a responsible developer, Tata Housing The impact assessment of the skill Key success factors: support less privileged and marginalised privileged youth have been trained and • Standardisation and enhanced has set on a mission to train 1 lakh development training was conducted What worked? youngsters gain access to the field of certified in key hospitality traits under Taj’s training quality people by 2024. As a part of its skill through third party agencies. The hospitality. As part of its Hospitality Hospitality Skill Building Programme. development initiative, the Company candidates were tracked over six • Providing hands-on skills training Training Programme, short-term courses has trained 12,743 people in FY2015-16. months to monitor any improvements in rather than class room training in house-keeping, food and beverage Key success factors: The training is based on the requirement productivity and wage earnings. As per the • Flexible timing for training What worked? service and food production have been Challenges of the Indian Construction Industry and third party assessments, there has been • Stringent adherence to the provided to the target beneficiary group. complies with the NSDC guidelines. an increase in productivity and quality curriculum Taj began partnering with Tata STRIVE – • Location of Skill Training Centres in After the training, due assessments are of work. This has helped the candidates • Effective monitoring and evaluation the Tata group’s skilling initiative to drive • Mobilisation of youngsters, and around the regions of Taj hotel conducted and the candidates who to improve their earning capacity over a of the training programme quality and standardisation across its skill especially girls, to the programme operations successfully clear the assessments are period of time. The enhanced earnings • Buy-in of the major contractors certification centres. Taj provides support given the long working hours in the • Focus on quality and standardisation given certifications. Tata Housing’s enable spending on critical issues like for skill development of their in the form of curriculum development, hospitality sector of the training programme efforts in this area are aimed at health and children’s education. This workforce. guest lectures, joint certification as well as • Post-placement monitoring given • Imparting soft skills training helped empowering and developing the skills led to the overall improvement in their on-the-job training to the youngsters. the frequency of job change. the overall development of the youth. of the future leaders in the sector. This quality of lives and also helped addressing enhanced training and skill development intergenerational equity. would also help improve safety standards, enhance quality of work, reduce waste, help workers earn better wages and also improve the overall construction sector eco-system.

Challenges

• Retaining workers for a longer term that could have enabled better hand-holding and sustainable improvements • Behavioural change towards safety aspects among workers.

72 73 THE TATA GROUP AND THE SDGs Tata STRIVE Tata Technologies

CASE STUDY 31 CASE STUDY 32 GOAL #4 #8

Right Skills. Bright Future. GOAL# 8 IMPACTS Ready Engineer Programme GOAL# 8 IMPACTS • Skill development with a replicable • Creating better quality engineers Two-third of India’s 1.2 billion population is under 35 years, making the country one model for training Tata Technologies’ Corporate Sustainability Programme recognised the need for technical • Bridge the industry- academia gap of the youngest in the world, from a demographic perspective. The economic benefit education as its core agenda. The initiative aims to meet the engineering industry’s demand of having such a large working age population is obvious. However, a significant for employable engineers and bridge the industry-institute gap through direct intervention. percentage of this population is unskilled or under-skilled. Skill building is therefore a VALUE LEVERS FOR The Company developed an industry-academia interface which would enable sustainable VALUE LEVERS FOR key focus area for national development. THE COMPANY development of skill sets of engineering graduates. THE COMPANY • Availability of skilled workforce • Creating high quality pool of Tata STRIVE, an initiative of Tata Community Initiatives Trust, and the first Group CSR • Access to domain expertise resources that is available to programme, addresses the pressing need of skilling India’s youth for employment, • Heritage of community What did Tata Project impact industry including, competing entrepreneurship and community enterprise. It reaches to communities, develops development Technologies do? companies skills of people from financially challenged backgrounds and acclimatises them with • Brand and reputation • Inculcation of a sense of social the changing work environment. enhancement Several studies revealed that in spite of Since the inception of this programme responsibility amongst students • Technology capabilities the vast business potential, only 10 per in 2010, industry experts volunteered Tata STRIVE has set up a replicable model for training and skill development, creating cent of engineers graduating from Tier 2 their time to provide class room training training capacity in select sectors and trades along with appropriate certification and or 3 cities in the country are employable. and interactions to over 800 students Key success factors: measurement of outcomes. Key success factors: Graduate Engineer Trainees’ (GETs) across cities where Tata Technologies What worked? What worked? interview and feedback by reporting operates. Over 2,500 students in 23 managers highlighted the lack of skills or colleges have been trained via distance • In addition, application-based What did Tata Project impact • Replicable model with clear focus the ‘readiness’ of fresh graduates to be education in tier 2 and 3 cities in India. teaching worked better than STRIVE do? on quality deployed on customer projects. As a part This distance education follows train theoretical learning resulting in better • Pre-onboarding processes towards of Tata Technologies’ contribution to the trainer model supplemented by the receptivity and understanding of the Tata STRIVE has aimed at creating • Trained large number of youth for informed career choice improving employability of the graduate course management tool- iGETIT. Over courses. The focus of this pedagogy training capacity in select sectors employment, entrepreneurship and • Youth development (Life Skills) engineers passing out of universities, the 100 faculties from various engineering was on knowledge sharing rather and trades along with appropriate community enterprise accepted as a valuable offering Company developed an industry – colleges have been trained by industry than performance in examinations certification and measurement of • 53,000 students have experienced • Capacity building of trainers very academia interface. This interface was subject matter experts (SMEs). • Shorter time to onboard for GETs and outcomes. Economically and socially the STRIVE advantage (FY2016-17) well received developed as a coursework comprising be ready to work on actual projects challenged youth are provided access to • Tata STRIVE has over 13 partners and • Digital platform was the big game of classroom and hands-on training in once recruited as compared to the the best-in-class training programmes has built a bouquet of over 14 job changer, generating wide interest CATIA-V5, Basics of Automotive Design, GETs without the Ready Engineer designed by bringing together the oriented courses • Capabilities to conduct ‘Recognition Design-Analysis and Manufacturing intervention. ‘domain expertise from industry • Tata STRIVE is present across 8 of Prior Learning’ programmes. technologies to an application based leaders’ and ‘personal transformation’ states with 70 centres - including training of 40-50 hours. For ease of components created internally by its 20+ partner centres. Tata STRIVE content delivery, an online knowledge expert team. In order to deliver impact has Skill Development Centres in Challenges management tool- ‘iGETIT’ was provided of scale Tata STRIVE works on a two Pune, Mohali, Mumbai, Aligarh and to each enrolled student for free of cost. pronged model – building Tata Strive Hyderabad Skill Development Centres (TSSDCS) • Tata STRIVE instituted • There are several interrelated and Tata STRIVE extension centres in ‘Empowerment Coaching for stakeholder challenges Challenges different parts of India;simultaneously Facilitators’ - an exclusive training • Youth – mismatch of expectations, tremendous work has been carried that’s designed to transform trainers sense of entitlement, short-term view out with partner centres (Government, to coaches and trained more than • Employers – lack of recognition of • Extending the programme to colleges NGOs, corporates) to help scale-up their 400 persons skills through higher wages where, we do not have any physical training capacity and capability. A digital • Robust technology platform • Government – need for alternate presence, and where Infrastructure i.e. platform underpins the programme provided scale and standardisation forms of subsidy for the poor, need hardware, software, etc. is not available across the skilling value chain making it to the programme enabling for focus on quality. • Effective monitoring while scaling up scalable and replicable. innovation in skill development. the programme in tier 2 and tier 3 cities.

74 75 THE TATA GROUP AND THE SDGs Tata Chemicals

CASE STUDY 33 GOAL #4 #8

Livelihood Generation for Rural Women GOAL# 8 IMPACTS • Okhai hopes to empower 5,000 Okhai is a contemporary fashion brand that symbolises the empowerment of rural rural women by manufacturing women. It promotes traditional handicraft techniques that are in danger of dying. and retailing their handmade Product innovation, strong process of distributed manufacturing and social media products presence is helping Okhai grow every day. • Wants to be India’s most loved ethical fashion brand, an artisan- Okhai has made a significant contribution to the lives of rural women by providing led brand livelihood opportunities that help women empower themselves. Artisans working with Okhai, improved their economic as well as social status. They are now educating their children, improving their homes, travelling to cities and are respected in the VALUE LEVERS FOR village for having jobs. THE COMPANY • Women empowerment • Ethical fashion What did Tata Project impact • Responsible manufacturing Chemicals do?

Okhai, as a brand was created and Okhai was set up by the Tata Chemicals Challenges continues to be promoted by Tata Society for Rural Development (TCSRD) Chemicals Limited and Tata Chemicals in 2008. Over 500 rural artisans have Society for Rural Development (TCSRD) benefited from this programme, through • Capacity of training and with the aim of generating empowerment self-help groups (SHGs) and trained in manufacturing handmade products in rural areas. The brand was built with the the processes of modern handicraft on a large scale across rural locations vision of setting up a sustainable business production. Artisans have been earning • Developed crafts with cost-effective of rural handicrafts/products, that helps a monthly income of ` 500 to ` 11,000 methods to impact a large number of in empowering women and uplifting their depending on the hours they work at women in rural India economic status. home or the centre, their skill level and • Okhai is a women empowerment design difficulty. The idea was to ensure initiative, that alone is not sufficient for that women could work at their pace it to brand and sell the products the Key success factors: and in their homes while managing women make What worked? their household. A team of professional • Limited resources to market like designers supported the cause, and a fashion brand has been a challenge, • Storytelling through social media helped Okhai develop products distinct yet has also led to frugal marketing helped gather patrons who genuinely from any other brand. Special training on techniques that have proved impactful. supported the cause and helped embroidery techniques, tailoring, color reach more people theory, costing and design coupled with • Selling online helped Okhai enhance factory visits was provided on an ongoing profitability, which resulted in higher basis to keep the women in touch with impact for the same effort the latest trends, colours and fashions. • The same team has been with In the current year, Okhai expanded to Okhai since 2014 which has doubled Kenya (40 artisans), Lucknow (90 artisans), the impact Babrala (30 artisans), Ahmedabad (20 • Last year, Okhai created products artisans), impacting 800 artisans through that were first-of-its-kind designs in trainings or sale of their products. In the the industry and hence, enhanced next five years, Okhai aims to impact Working women for working women – Okhai aims to empower 5000 rural women by manufacturing and retailing their demand. 5,000 women. handmade products. Over 500 rural artisans have benefited from this programme through self-help groups and trained in processes of modern handicraft production.

76 77 THE TATA GROUP AND THE SDGs GOAL #9 05. Enhance scientific research, upgrade enhanced financial, technological policy environment for inter alia the technological capabilities of and technical support to African industrial diversification and value GOAL #9 industrial sectors in all countries, countries, LDCs, LLDCs and SIDs addition to commodities particularly developing countries 07. Support domestic technology 08. Significantly increase access to ICT INDUSTRY, INNOVATION 06. Facilitate sustainable and resilient development, research and and strive to provide universal and infrastructure development in innovation in developing countries affordable access to internet in LDCs AND INFRASTRUCTURE developing countries through including by ensuring a conducive by 2020. Build resilient infrastructure, promote inclusive and WHY Goal #9 matters? sustainable industrialisation and foster innovation 01. Need for resilience - 3.3 billion 02. Inclusive industrialisation - 03. Technology as a catalyst - people will be living in urban areas in Small and medium enterprises. 80 per cent of CEO’s feel that Promote innovation, industrialisation and creation Asia by 2050 account for 50 per cent to innovation drives efficiency. of robust infrastructure. Sustainable development 60 per cent of total global across the globe requires improved investments in employment infrastructure. Moreover, increased infrastructural investments will create employment, grow productivity and improve incomes. 01. By committing to sustainable 03. Through upgrading local industrialisation and promoting infrastructure, investing in resilient innovation across company energy and communications operations technologies By 2030, everyone will have access to the internet. 02. Businesses can contribute to 04. Making these technologies available development efforts in the regions in to all people, including marginalised which they operate groups, who might not have access otherwise. TARGETS under Goal #9 01. Develop quality, reliable, sustainable 03. Increase the access of small-scale NEED FOR BUSINESSES & Goal #9: What’s the connect? and resilient infrastructure, industrial and other enterprises, including regional and trans-border particularly in developing countries, RESILIENCE infrastructure, to support economic to financial services including development and human well-being, affordable credit and their 3.3bn Aging, degraded or non-existent infrastructure Businesses can contribute through upgrading local with a focus on affordable and integration into value chains and makes conducting business challenging. infrastructure, investing in resilient energy and equitable access for all markets Basic infrastructure supporting technologies, communications technologies, and making these communications, transportation, and sanitation technologies available to all people. 02. Promote inclusive and sustainable 04. By 2030, upgrade infrastructure and is not universally available, hindering economic industrialisation, and by 2030 raise retrofit industries to make them growth and societal progress. significantly industry’s share of sustainable, with increased resource employment and GDP in line with use efficiency and greater adoption national circumstances, and double of clean and environmentally its share in LDCs sound technologies and industrial processes, all countries taking action in accordance with their respective capabilities People will be living in urban areas in Asia by 2050.

78 79 THE TATA GROUP AND THE SDGs Rallis GOAL #9 #4 BUSINESSES & Goal #9: What’s the connect? CASE STUDY 34

Businesses can promote inclusive infrastructure development by bringing smart technologies, valuable financial services and employment opportunities to underserved communities. Integrated Watershed Management GOAL# 9 IMPACTS • Water neutral, Water availability for Invest in new, resilient infrastructure Expand the geographic reach Mission Jal Dhan and Jal Mitra formed an integrated watershed management project life and livelihood in developing countries or retrofit of research and development aimed at increasing livelihoods. The project aimed to improve agri-productivity of • Social infrastructure existing infrastructure to make it facilities, bringing R&D capabilities small and marginal farmers through watershed interventions, women empowerment • Frugal innovation more sustainable. to developing countries. and skill development. The watershed component is focused on constructing • Community development various temporary and permanent structures like loose boulder, diversion dam, Beyond infrastructure, business can influence many other dimensions of accessibility like: check dam, and afforestation, among others. VALUE LEVERS FOR Access to Technology Developing Infrastructure Environmental Smart Research and Knowledge THE COMPANY financial enabled frugal inclusive investments investments technologies development sharing • Building the brand services innovation solutions • Community relations What did Rallis do? Project impact • Future growth By committing to sustainable industrialisation and promoting innovation across company operations, businesses can contribute to development efforts through upgrading local infrastructure, investing in resilient energy and • Water management is an area • Increase in water table and access communications technologies, and making these technologies available to all people. Challenges of focus for Rallis India and to portable water for over 65,000 the Tata group. Rallis’ flagship beneficiaries programme water management • Increase in agricultural productivity • Developing mutual trust with is named as “Jal Dhan”. Jal Dhan • Increased seasonal vegetable crop villagers and convincing them of OPPORTUNITY for Businesses was started four years back with cultivation the project’s benefits as they initially those sites which experience • Increase in average annual income wanted monetary donations Technology can help companies capitalise on the market opportunity presented by the infrastructure sector water scarcity during summer • Established linkages with the • Local politics and political interest due to inadequate conservation government machinery. • Motivating women to participate in UNTAPPED OPPORTUNITY EFFICIENCY IMPROVEMENTS Businesses need to develop resilient measures and storage capabilities. project activities. and sustainable products, integrate Rallis, as per the topography, layers across products and services designs Rain Water harvesting Key success factors: $4tn 15% and collaborate with industry/ projects with interventions aimed What worked? infrastructure investment is performance improvement in cross-industry players to drive at reducing force of runway rain needed globally as of 2014 buildings can be achieved through infrastructure improvements. water, increasing the aquifer and • The project interventions are based intelligent commissioning constructing water storage and on community needs. Conducting recharge infrastructure thorough need assessment before • The project also aimed to regulate start of the project demand pressures for water • Engaging stakeholders through a How can businesses CONTRIBUTE to Goal #9?* consumption by providing training participatory approach that sought to farmers in modern agricultural ownership of the project among the practices that use less water beneficiaries through ‘Shram Dan’ 01. Invest in new, resilient infrastructure challenges. Further scope out the good 04. Establish standards and promote e.g. drip irrigation, sprinklers etc – providing service for community in developing countries or retrofit ideas and offer awards to the best regulation that ensure company • Rallis implements the project in works existing infrastructure to make it projects and initiatives are partnership with villagers, which • An integrated approach to more sustainable 03. Consult and engage a wide range sustainably managed helps to sustain the project in development addressing a wide of stakeholders, including minority long run and ownership of the range of community needs through 02. Promote innovation by giving all groups, to ensure that infrastructure 05. Collaborate with NGOs and the intervention lies with the villagers. several projects targeting specific stakeholders the opportunity to offer development benefits and creates public sector to help promote • Rallis acts as knowledge partner, aspects such as income generation, creative solutions to sustainability opportunities for all sustainable growth within technology expert and funding skills development, modernisation developing countries. partner, while villagers act as of agricultural practices, alternate *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. implementing partners. livelihoods.

80 81 THE TATA GROUP AND THE SDGs Tata Steel (Thailand) Voltas Water Solutions

CASE STUDY 35 CASE STUDY 36 GOAL #9 #4

Business Innovation: Tata TISCON-S GOAL# 9 IMPACTS Combining Smart Engineering with Smart GOAL# 9 IMPACTS Super Ductile Rebar • Enhanced safety and security for Science to launch Smart Water Solutions • Safe drinking water for the consumers/customers community Through its subsidiaries, Tata Steel Thailand (TSTH) manufactures rebars, wire rods and • Less wastage In 2014, Voltas Water Solutions (VWS) announced its commitment to serve the • Less wastage of water small sections. Rebar products comprise round bars and deformed bars that are used • Product innovation growing water and wastewater treatment needs of the country. VWS is a 50:50 mainly in the construction industry, including roads, bridges, buildings and houses. joint venture between Voltas Ltd. and Dow Chemical Pacific (Singapore) Pvt. Ltd. (a member of the Dow Group of Companies). In line with this commitment, VWS VALUE LEVERS FOR In 2015, TSTH developed and launched a new rebar product with seismic resistance VALUE LEVERS FOR launched new products in categories such as packaged RO water purifiers, skid- THE COMPANY properties. It was launched under the brand umbrella of TATA TISCON and it was called THE COMPANY mounted water treatment systems and packaged sewage treatment plants. • Innovation ‘Super Ductile’ (SD) rebars. The new rebar product complies with international quality • Ensure market for Tata TISCON • Resource efficiency standards to provide seismic resistance. Thus, it provides higher safety and better rebar • Brand enhancement protection to the building structures in Thailand. • Preferred supplier of responsible What did Voltas steel Water Solutions do? Key success factors: What did Tata Key success factors: • The GET.SET.RO. by VWS is one output and performance, along with What worked? Steel do? What worked? of the safest ways of obtaining the lowest-in-class footprint that make purified drinking water. It is ideal for them space and cost-efficient. Users • VWS aims at providing reliable, The TATA TISCON Super Ductile rebar • Excellent Higher Ductile: The • High Quality Standard: The Tata offices, schools/colleges and urban can monitor the system from any sustainable and branded solutions possesses greater Ultimate Tensile controlled process of manufacturing TISCON Super Ductile rebar, is infrastructure. It is characterised location, using the Voltas Water Smart in the market dominated by Strength (UTS) and ductility than what’s the rebar under the Tata Steel made from high-quality rebar giving by high recovery of water through Monitoring App, and through web unorganised players. This makes specified for rebars in the standard process helps develop higher it superior strength and ductility FILMTEC™RO elements that results access from PCs or tablets. VWS Point of Entry (POE) the ideal of SD40. This ensures that the rebar elongation and maintains the quality when compared to other unknown in low wastage as compared to home substitute for point of use purifiers provides enhanced safety during of SD40 strength. This gives the rebars in the market. This helps water purifiers. This makes it a more or home purifiers, bottled water earthquakes. Due to higher UTS, product better absorption capacity reduce any accidents during rebar efficient and eco-friendly solution. Project impact or jericans at commercial and the Super Ductile rebar has better during earthquakes than other cutting at construction sites, less • Sewage Treatment Plants (STPs) - institutional setups. bend-ability resulting in ease at normal grades of rebar energy consumption during rebar Every STP is optimally designed to The Water ATM aims to relieve men and • India is the first country in the world work sites as well. • Benefits for Consumer, Public and production and low delivery cost. provide an economical solution for women from spending hours daily in to mandate minimum CSR spending Society: The product has great reuse of water. These plug-and-play fetching water, often from ground-water of 2% of the average profits. Most of safety benefits when used in the systems are engineered with the sources that are often contaminated. In the NGOs and Corporate CSRs are Project impact construction of infrastructure Challenges most stringent physical and biological most cases, these are the sources for water- collaborating to achieve better health • No Wastages due to Cut and Bend standards to obtain a water suitable borne diseases. With its distinctive features outcomes through CSR initiatives in Process: Traditional construction for reuse in gardening, cleaning – 8 stages of filtration including reverse the area of Water and Healthcare. It is • In addition to higher ductility which work processes on rebar causes The seismic rebar is not popular in and washing. The features include osmosis Voltas Water ATM is a safe, durable along these lines that VWS launched resulted in ease of work at work waste of unused steel. Workers are Thailand and does not meet Thai compact design and durability, easy and secure source of purified drinking water its Water ATM initiative, focusing sites, the rebar has resulted in usually required to manually cut and Industrial Standards (TIS). Better plans for installations, economy and energy for communities and public places. on providing a convenient and reduced wastage at the work site as bend straight rebar to the required its promotion need to be implemented efficiency, and absence of odour inexpensive source of safe potable well due to its cut and bend-ability shape and form when filling in to share the benefits of this product • The Water ATM is a conveniently Challenges water to rural communities. There • The product, launched for the first construction structures. This manual with Tata Steel Thailand’s influencer located coin or smart card-operated is a great in-house opportunity for time in Thailand, provides customers effort sometimes results in cutting community - consisting of designers, dispenser that can dispense pure business within the Tata group to with a new option to enhance safety rebars in inaccurate lengths and home builders/developers, Government drinking water, when connected to The water purification industry is marked grow this initiative of the building structures in higher shapes. To provide a permanent cut agencies and dealers. The Company’s any water source, at an extremely by several players - organised and • We are expecting Goods and seismic zones. and bend solution for finished parts, market development team and sales cost-effective level. This water vending unorganised, vying for the customer’s Services Tax (GST) to be a game Super Ductile rebars aim to improve team would also need to build a better machine is targeted at urban and rural wallet share. Although there are a few changer for organised players. The the construction industry by working understanding of this product among localities that do not have access to branded players competing with Voltas dominance of unorganised players with contractors and customers. The potential target audiences. clean drinking water Water, the market is majorly dominated is likely to decline after GST comes Company delivered unique finished • The new VWS products have been by unorganised players, constituting up into play. products for each project engineered to provide maximum to 75% of the market.

82 83 THE TATA GROUP AND THE SDGs GOAL #10 07. Facilitate orderly, safe, regular and developing countries, in particular SIDs, and LLDCs, in accordance with GOAL #10 responsible migration and mobility least developed countries, in their national plans and programs of people, including through accordance with WTO agreements implementation of planned and 10. By 2030, reduce to less than 3 well-managed migration policies 09. Encourage ODA and financial flows, per cent the transaction costs of REDUCED including foreign direct investment, migrant remittances and eliminate 08. Implement the principle of special to states where the need is greatest, remittance corridors with costs INEQUALITIES and differential treatment for in particular LDCs, African countries, higher than 5 per cent. Make cities and human Goal #10 matters? settlements inclusive, safe, WHY

resilient and sustainable The wealth gap: 85 of the wealthiest with majority of jobs being informal or Income inequality and gender Diminish inequality within and among countries. people own the equivalent of the bottom unprotected. discrimination erodes the quality of Countries across the globe have tried notably to 50 per cent of the global population. life and impedes economic growth. eliminate differences. However, inequality still persists Eliminating poverty: Over 2.1 billion and large disparities remain in terms of access to Gender inequality: Globally, women people in the developing world live on basic services and assets. There is a need for policies typically earn 24 per cent less than men, less than US$ 3.10 a day. which pay attention to the needs of disadvantaged and marginalised populations. 01. More than 75 per cent of the 02. Inequality harms growth and poverty population is living today in societies reduction, the quality of relations in where income is more unequally the public and political spheres and distributed than it was in the 1990s individuals’ sense of fulfilment and self-worth.

TARGETS under Goal #10 BUSINESS & Goal #10: What’s the connect? 01. By 2030, progressively achieve and 04. Adopt policies especially fiscal, THE sustain income growth of the bottom wage, and social protection policies WEALTH GAP The richest 1 per cent of the world’s population Businesses are engines for economic growth, having 40 per cent of the population at a and progressively achieve greater now controls up to 40 per cent of global assets, the potential to create jobs, foster economic activity rate higher than the national average equality while the poorest half owns just one per cent. through their value chain, and contribute tax 85 revenues for public services and infrastructure. 02. By 2030, empower and promote 05. Improve regulation and monitoring the social, economic and political of global financial markets and inclusion of all irrespective of age, institutions and strengthen sex, disability, race, ethnicity, origin, implementation of such regulations Inequalities in income and wealth are severe and have been widening globally. religion or economic or other status 06. Ensure enhanced representation 03. Ensure equal opportunity and reduce and voice of developing countries inequalities of outcome, including in decision making in global Invest in new, resilient Businesses should try to address Companies and Governments are through eliminating discriminatory international economic and financial infrastructure in developing adverse impacts with which they increasingly recognised as having laws, policies and practices and institutions in order to deliver more countries or retrofit existing may be involved through third a significant impact on human promoting appropriate legislation, effective, credible, accountable and Wealthiest people own the infrastructure to make it more parties such as suppliers. rights, which may exacerbate or policies and actions in this regard legitimate institutions equivalent of the bottom 50 per cent sustainable. improve inequality. of the global population

84 85 THE TATA GROUP AND THE SDGs Limited GOAL #10 GOAL #4 BUSINESSES & Goal #10: What’s the connect? CASE STUDY 37

Beyond income, businesses can influence many other dimensions of inequality like: Bridging the Divide GOAL# 10 IMPACTS Products and • Inclusive growth Gender Skills Economic services for Equal Personal Tata Teleservices Limited (TTSL) is committed to creating opportunities of equality • Diversity Equal rights Fair wages diversity development inclusion low income opportunity security and is against preferentialism. This initiative aimed to empower the differently- • Quality of life groups abled and integrate them into the mainstream. This initiative has received the TEMA National Telecom Award for connecting people with disabilities and the Mrs Pilloo Dorab Khambatta Memorial Award for ‘Best Employer of Blind Persons’. VALUE LEVERS FOR In addition, to avoid contributing to inequality; businesses can also have a positive impact on addressing THE COMPANY inequality through inclusive business models that provide empowerment for marginalised groups in the • Building the brand What did Tata workplace, marketplace and community. Project impact • Diverse workforce Teleservices Limited do? • Grow revenues

• Tata Teleservices used technology • 29 visually challenged executives are to provide differently-abled employed across TTSL Key success factors: OPPORTUNITY for Businesses individuals with employment and • Empowering differently-abled What worked? opportunity individuals to earn income • In an effort to provide visually independently • TTSL leveraged its core competency Base of the pyramid (BOP) presents a huge market opportunity for existing and new products. impaired people with equal • Promoting diversity and the facilities to develop tools to employment opportunities and • The project is currently being enable visually impaired individuals • Develop programmes and services • Enact a diversity agenda to build a Businesses need to create an make them self-reliant and replicated in Uttar Pardesh in to work in a BPO to empower the poor through Self productive and balanced workforce. enabling environment for the economically independent, TTSL partnership with National Institute of • Automating various processes Help Groups (SHGs) underprivileged and leverage set up two call centers under the the Visually Challenged to simplify interface with visually improved processes and higher banner-‘Drishti’ • IVR system can be extended to impaired individuals • Develop skills and promote productivity to develop products • TTSL’s Software Development other business applications across • Providing adequate support, in technology access to improve that suit their needs. Centre in Bangalore developed industries and sectors. terms of training, to individuals with BoP - Bottom of Pyramid livelihood a customised interactive voice disabilities to execute various jobs response (IVR) system that facilitates • Partnering with organisations back-office operations. Each Challenges that specialise on working with executive has two telephones on differently-abled individuals. How can businesses CONTRIBUTE to Goal #10?* their desk. A list of customers and telephone numbers is extracted from • Developing an ICT tool to aid visually the central hub of Tata Teleservices’ impaired individuals to perform tasks 01. Develop products and services 03. Recruit, train and employ local 05. Partner with civil society networks CRM system and is fed into the IVR seamlessly tailored for poor customers community members, including those to provide education and • Apart from technological support, • Individuals with disabilities face (e.g. mobile based money transfer living in poverty, and integrate them entrepreneurial skills training. a dedicated team at TTSL trained obstacles like monsoons, long services for unbanked consumers) in your value chain (as producers, executives on the required skills, distances and travel times. suppliers, distributors, vendors) improving their employability and 02. Improve access to basic goods and opening up new avenues for them in services for people living in poverty 04. Invest in business-driven poverty the booming BPO industry. TTSL has (e.g. through core business, policy eradication activities (e.g. develop provided special training tools such dialogue, social investment) living wage policy. as a script in Braille and recorded audiotapes with conversations *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. between customers and agents; these are used by Drishti employees to practice ideal responses to customer calls.

86 87 THE TATA GROUP AND THE SDGs Tata Chemicals Tata Motors GOAL #10 CASE STUDY 38 CASE STUDY 39 GOAL #4

Caring for Communities GOAL# 10 IMPACTS Agriculture Development through Lift GOAL# 10 IMPACTS • Reducing inequalities Irrigation (LI) Project • Assured perennial irrigation The concept and practice of sustainability is at the core of all Tata Chemicals’ • Employment • Multiple-cropping activities, including its corporate social responsibility initiatives. This is the basis • Quality of life The Lift Irrigation project provided an assured perennial irrigation facility to farmers. • Raised cropping intensity for Tata Chemicals Society for Rural Development (TCSRD), the community Water from perennial sources, like rivers, is lifted through motor pumps to the • Higher income intervention programme that helped change the lives of hundreds of people that adjoining agricultural plots. An underground network of pipelines helps to draw and • Improved lives live around Tata Chemicals factories across the globe. VALUE LEVERS FOR discharge water at selected points. This enables farmers practise multiple cropping, THE COMPANY instead of mono-cropping, which in turn leads to higher incomes. • Building the brand VALUE LEVERS FOR • Reduced risk THE COMPANY What did Tata Project impact • Revenue growth • Proven model Chemicals do? • Improved quality of life What did Tata Project impact • Increased trusteeship • TCSRD focused on natural resource • Over three decades of community Key success factors: Motors do? • Adding to brand image management, conservation of development What worked? biodiversity and development of • Focus areas included – social Tata Motors has commissioned 15 • 70 per cent of beneficiaries entrepreneurship programmes to enterprise, infrastructural • An integrated and participatory Lift Irrigation projects for farmers now practise multiple-cropping Key success factors: promote self-employment development, agricultural approach followed by TCSRD, who are largely from the Affirmative throughout the year What worked? • Other projects included biodiversity enhancement, alternative ensured that the community Action communities. These farmers • Their income level has risen by conservation rainwater harvesting livelihoods, education etc. members become the real managers were bereft of assured irrigation which ` 7,000/- to ` 8,000/- resulting in an • Deployment of participatory planning and the commissioning of reverse • Impacted over 1 million individuals and owners of initiatives and work limited them to practice rain fed improved quality of life tools osmosis plants to help improve • Implemented social initiatives towards their own development mono-cropping on their parched land. • The cropping intensity has risen from • Collective execution of the work drinking water quality primarily around its business • The Company took technology The farmers were motivated to adopt LI 114 per cent to 165 per cent. by farmers which was facilitated by • Launched the Tata Kisan Sansar operations to rural India by setting up rural units, a departure from their traditional • The farmers have been trained to trained human resource having good network in India that encourages • Introduced new technologies to set BPO centers that provide new age and mono-cropping practices which manage the LI units on their own rapport with them rural entrepreneurship, capability up rural BPOs employment opportunities to the yielded just one paddy crop, with and sustain. • Training on modern agricultural building and co-creation of value • Expanded its reach to Kenya and non-urban population some seasonal vegetable cultivation, practices through linkages with the among farmers Europe. • Took into account location specific these practices did not help them even scientific community • In 2008, the 28th year of its and business specific concerns, and subsist. Migrating to the towns for Challenges • Demonstrated benefits of the LI inception, significant new initiatives requirements while implementing the menial jobs was a natural phenomenon project helped replicate the same were launched, including the setting community development initiatives which was leading to gradual alienation model in different villages. On reaping Challenges up of rural BPOs and the Karjobi • To assess the impact of their from agriculture. A major challenge was to institutionalise the benefits of multiple cropping, they promotion at Babrala community development farmers to manage a joint initiative and own grew newer crops which proved • Development programmes have • Empower neighbouring interventions, TCSRD conducts The 15 LI units installed are perennially the Lift Irrigation structure for sustainable successful too. been implemented in the Indian communities towards achieving self- the community satisfaction survey irrigating over 500 acres of arable use. The onerous task of mitigating conflicts cities of Mithapur, Babrala and sufficiency every year. land benefitting 531 farmer families, between farmers benefitting and non- Haldia to promote local handicrafts • Developing rural economies that are constituting 70 per cent ST farmers. beneficiaries was also a challenge. through social entrepreneurship. stable and sustainable. The aim of this project was to institutionalise the farming community for joint ownership of the irrigation facility and to enhance their capacity to adopt multiple-cropping practices by growing paddy twice and growing vegetables, spinach, lentils, oil seeds, pulses, maize and wheat.

88 89 THE TATA GROUP AND THE SDGs Tata Power

CASE STUDY 40 GOAL #10

Making “Model Village - Kadachimeth, Jawhar” in GOAL# 10 IMPACTS Tribal Land through Socio-Economic Development • Improve economic capacities • Entrepreneurship

India has about 7 lakh villages, of which thousands are bereft of electricity, infrastructure and sound education facilities. Understanding the importance VALUE LEVERS FOR of developing villages to fast-track India’s growth story, in 2014 Tata Power THE COMPANY announced its commitment to transform Kadachimeth, a tribal village in the Thane • Build social capital District of Maharashtra, into a model village by 2017 – i.e. one with good roads, good educational facilities, medical outreach, and solid infrastructure so that the village becomes a role model for the neighbouring villages to emulate.

What did Tata Key success factors: Project impact Power do? What worked?

• Supported livelihood initiatives • 100 per cent of women in the area • Support from community, village such as promotion of agriculture were empowered through SHG linking leaders and active youth volunteers practices, poultry farming, bee and have received secured livelihood • Timely inputs of senior leaders from keeping, tailoring and more to opportunities to support their families corporates increase annual household income • Watershed programmes showed • Employee volunteering. • Skill development programmes significant impact, 90 per cent of were set up for youth and farmers taking only Karif crop were employability skills were built for ready to take Rabi crop through Challenges the students to secure employment water restoration. Thirty-seven acres opportunities of land is now under irrigation • Capacity building of communities • The initiative helped secure basic • Finding implementing partners in the was conducted through SHG entitlements like caste certificate and remote village strengthening and village enabled villagers to get government • Time-bound programme (as this is a Development committees schemes three-year programme). to generate ownership and • Generated social awareness and an sustainability of programmes aspiration to work for development, • Awareness and interventions on among communities. water, sanitation and hygiene • Provided basic health facilities and education • Promotion of tribal art such as ‘Warli’ painting • Integrated watershed management practices were put in place to increase irrigated land and enhance agricultural productivity • Infrastructure development of community organisations was also conducted. With support from Tata Chemicals Society for Rural Development, women in Mithapur and Babrala are being supported in their entrepreneurship ventures. Along with the products like Karzobi, honey and incense sticks, bandhani has also been introduced. Women producers groups are also formed for financing and manufacturing of these products.

90 91 THE TATA GROUP AND THE SDGs GOAL #11 women and children, older persons 09. By 2020, substantially increase 10. Support least developed countries, GOAL #11 and persons with disabilities the number of cities and human including through financial and GOAL #4 settlements adopting and technical assistance, in building 08. Support positive economic, social implementing integrated policies sustainable and resilient buildings SUSTAINABLE and environmental links between and plans towards inclusion, utilising local materials. urban, peri-urban and rural areas by resource efficiency, mitigation and strengthening national and regional adaptation to climate change and CITIES AND development planning resilience to disasters COMMUNITIES Goal #11 matters? Make cities and human WHY settlements inclusive, safe, 01. Rapid urbanisation 02. Unsustainable consumption 03. Financing gap 60 per cent of the world’s 60 per cent to 80 per cent of the $174.4 bn global investment in resilient and sustainable population will be city dwellers by planet’s resources are consumed by technologies is required to support It is important to maintain cities that continue to 2030 only 3 per cent of Earth’s area sustainable cities. create jobs and prosperity while not straining land and resources. The challenges that cities face like congestion, lack of funds, shortage of adequate housing etc. need to be looked into to create future- Unplanned growth leads to increased: ready cities. • Stress on urban infrastructure for • Infectious disease epidemics water and electricity • Pollution • Crime and other social problems. • Urban heat island affecting local weather patterns.

TARGETS under Goal #11 More people are living in urban areas and the proportion is increasing… 01. By 2030, ensure access for all 03. By 2030, enhance inclusive and relative to global gross domestic to adequate, safe and affordable sustainable urbanisation and product caused by disasters, housing and basic services and capacity for participatory, integrated including water-related disasters, upgrade slums and sustainable human settlement with a focus on protecting the poor 50% The percentage of people planning and management in all and people in vulnerable situations living in cities in 2010 02. By 2030, provide access to countries safe, affordable, accessible and 06. By 2030, reduce the adverse per sustainable transport systems for 04. Strengthen efforts to protect and capita environmental impact of 3.5 BILLION 6.3BILLION all, improving road safety, notably safeguard the world’s cultural and cities, including by paying special The number of people living The number of people in urban areas in 2010 projected to live in by expanding public transport, natural heritage attention to air quality and municipal urban areas in 2050 with special attention to the needs and other waste management of those in vulnerable situations, 05. By 2030, significantly reduce the women, children, persons with number of deaths and the number 07. By 2030, provide universal access to disabilities and older persons of people affected and substantially safe, inclusive and accessible, green decrease the direct economic losses and public spaces, in particular for

92 93 THE TATA GROUP AND THE SDGs GOAL #11 GOAL #4 BUSINESSES & Goal #11: What’s the connect? How can businesses CONTRIBUTE to Goal #11?*

Cities can realise their sustainability objectives by engaging with businesses for leveraging their capability in 01. Jointly develop and/or participate 03. Collaborate with cities and 05. Invest in safe and sustainable identifying innovative and cost-effective solutions to complex, cross-cutting urban sustainability challenges. with relevant stakeholders through Governments to find solutions infrastructure in the community a common and neutral platform to to mobility needs that minimise and or city of operation, including jointly analyse, discuss and act on environmental impact while making lighting, transportation, alarm Businesses can play a vital role Contributing to strategies Engage with policy makers at urban functionality, and resilience transportation safer, affordable systems etc. not only in providing specific that will support the overall the planning stage to identify for all infrastructure, technology, optimisation of urban systems to innovative and cost-effective 02. Use expertise to help build capacity services and financing solutions. create inclusive, safe, sustainable solutions to complex, cross-cutting of building owners to improve 04. Reform private sector financing and disaster resilient cities. urban sustainability challenges. energy efficiency in buildings and strategies to support integrated and enable sound building management sustainable urban development Cities have considerable potential to emerge as hubs that improve quality of life and minimise carbon footprints.

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others. Access to Access to Infrastructure Sustainable Access to Sustainable Waste Personal affordable healthcare & investments transportation public space buildings management Security housing sanitation

Businesses must collaborate with cities and Governments to find solutions to future needs for securing Sustainable Development Goals.

OPPORTUNITY for Businesses

The need to sustainably support rapid urbanisation is creating new market opportunities…

CONNECTED ENERGY ELECTRIC DEVICES MANAGEMENT SYSTEMS VEHICLES Market will grow from Market will grow 2.7bn connected devices will be in bn bn use in smart cities by $7.7 $83.5 2017 in 2013 to in 2012 to

$24.2bn $271.7bn in 2020 in 2019

Strong and rapid urbanisation requires sustainable technology transfer through innovative financial instruments and mechanisms

94 95 THE TATA GROUP AND THE SDGs Tata Housing GOAL #11 CASE STUDY 41 GOAL #4

BIG: Beautiful Is Green GOAL# 11 IMPACTS • Green buildings BIG: Beautiful is Green is an initiative by Tata Housing that demonstrates its • Clean energy systems commitment to environmental excellence across its value chain. Tata Housing • Conserve biodiversity projects account for nearly a third of green development in the Indian real estate business, with 55 million sq ft of the total 1.55 million sq ft of eco-friendly construction in India. VALUE LEVERS FOR THE COMPANY • Build Brand What did Tata • Cost reduction Housing do? • Grow revenue

• Initiatives implemented by Tata • Partnering with WWF-India on a Housing include design and wide range of conservation projects development of green products including Red Panda Conservation, certified by Indian Green Building and ‘Wake up to nature’, among others. Council/LEED that optimise utilisation of resources while developing properties including Project impact cement, water, steel and energy by adopting cutting edge technologies • Tata Housing maps its carbon • 54 million litres of water conserved footprint at offices and project • 1,593 tonnes of abated carbon sites. Energy efficient BEE rated emissions light fixtures, solar lighting, drought • The recycled content of the resistant plant species, efficient materials is at least 20 per cent of method of irrigation of landscapes, the total materials by cost and rainwater harvesting are some • Over 6,000 trees have been planted of the measures taken to reduce • Developed green products certified the carbon footprint. Additionally, by Indian Green Building Council/ soil preservation, local material LEED consumption, reuse of salvaged • Tata Housing received the ‘Golden Key success factors: materials, wind turbine ventilators, Peacock Eco - Innovation Award’ for What worked? and light-off policy at stipulated its efforts. times helps the Company to • Taking the lead in adopting maintain ecological balance. innovative and sustainable practices Besides, the Company follows Challenges in India, Tata Housing launched a ACs at optimum temperature, concerted drive to build eco-friendly rail travel instead of air travel, and green buildings car-pooling and video/audio- • Changing the traditional paradigm • Developing certified green products conferencing, among others to in the real estate and construction • Actively measuring carbon emissions diminish its carbon footprint industry, which has historically been at all projects and setting carbon • Planting trees and creating green a major contributor to environmental reduction targets on a per square zones in and around its business degradation foot basis operations to neutralise its carbon • Low levels of awareness of green • Spreading awareness about the footprint construction techniques and benefits of green buildings to The Tata group’s Headquarters won a platinum rating by the Indian Green Building Council for Sustainable Practices. technologies in the supply chain. customers. (March 9, 2016).

96 97 THE TATA GROUP AND THE SDGs GOAL #12 07. Promote public procurement technological capacities to move distortions, in accordance with GOAL #12 practices that are sustainable in towards more sustainable patterns national circumstances, including GOAL #4 accordance with national policies of consumption and production by restructuring taxation and and priorities phasing out those harmful subsidies, RESPONSIBLE 10. Develop and implement tools to where they exist, to reflect their 08. By 2030, ensure that people monitor sustainable development environmental impacts, taking fully everywhere have the relevant impacts for sustainable tourism into account the specific needs and CONSUMPTION information and awareness for which creates jobs, promotes local conditions of developing countries sustainable development and culture and products and minimising the possible adverse lifestyles in harmony with nature impacts on their development in a AND PRODUCTION 11. Rationalise inefficient fossil fuel manner that protects the poor and 09. Support developing countries to subsidies that encourage wasteful the affected communities. Ensure sustainable strengthen their scientific and consumption by removing market consumption and production patterns Sustainable consumption and production patterns WHY Goal #12 matters? ensures promoting resource and energy efficiency, sustainable infrastructure, and providing access 01. Unsustainable demand 02. High extraction price 03. Stressed ecosystems to basic services, food and decent jobs for all. Its 1.6 times Earth’s worth of resources 61.5 per cent increase in commodity More than 60 per cent of Earth’s implementation helps to achieve overall development are being consumed by the global price index for 1 per cent increase in ecosystems are seriously degraded. plans, strengthen economic competitiveness and population GDP reduce poverty.

Comparing global resource use scenarios

Whilst the estimates from each of the models differ, they all point to significant rise in resource use, far beyond the carrying capacity of the planet, if immediate action is not TARGETS under Goal #12 taken to address resource efficiency. 01. Implement the 10-Year Framework 04. By 2020, achieve environmentally UNSUSTAINABLE of Programs on sustainable sound management of chemicals and DEMAND consumption and production all wastes throughout their life cycle in (10YFP), all countries taking action, accordance with agreed international with developed countries taking frameworks and significantly reduce 1.6 180000 the lead, taking into account the their release to air, water and soil to 160000 development and capabilities of minimise their adverse impacts on times developing countries human health and the environment 140000 120000 02. By 2030, achieve sustainable 05. By 2030, substantially reduce waste 100000 Global BS management and efficient use of generation through prevention, 80000 Global T525 natural resources reduction, recycling and reuse Global T550 60000 Million Tonnes 03. By 2030, halve per capita global 06. Encourage companies, especially 40000 food waste at the retail and large and transnational companies, 20000 consumer level, and reduce food to adopt sustainable practices and to 0 losses along production and supply integrate sustainability information 2012 2014 2016 2018 2010 2032 2022 2024 2036 2034 2026 2042 2038 2028 2050 2030 2020 2046 2044 2048 2040 chains including post-harvest losses into their reporting cycle 2008 Earth’s worth of resources are Year being consumed by the global population Sources: CSIRO Global Environment – Economy Model 2013

98 99 THE TATA GROUP AND THE SDGs GOAL #12 GOAL #4 BUSINESSES & Goal #12: What’s the connect? OPPORTUNITY for Businesses

Sustainable practices in the production phase of products and services will not provide sufficient responses to meet. Increasing relevance of resource efficiency is reducing costs and creating new revenue opportunities.

Emission Natural resource Demand for basic Access to BIODEGRADABLE AUTOMOTIVE CIRCULAR OPPORTUNITY reduction targets constraints needs energy PLASTICS REMANUFACTURING IN TEXTILES

Sustainable consumption along with sustainable production will be required. $2bn $139.8bn $59.5bn market size by Demand for materials will likely outpace efficiency gains in supply chains as well as overwhelm already to to stretched ecosystem services. 2020 $3.4bn $70.5bn It is in the interest of businesses to find new solutions that enable sustainable consumption and production patterns. growth in market value cost savings per year in apparel industry from between shift to a circular economy

Identifying “hot spots” within the value chain, Then use innovative power to design appropriate 2015 & 2020 where interventions have the greatest potential to solutions that can both enable and inspire improve the environmental and social impact of the individuals to lead more sustainable lifestyles, Businesses need to develop processes and capabilities for reuse and recovery and establish supply chain traceability to identify system, as a whole, is a crucial first step. reducing impacts and improving well-being. waste-recovery opportunities.

How can businesses CONTRIBUTE to Goal #12?*

01. Implement product portfolio 03. Enabling sustainable consumption, 05. Apply modular design, so products’ analysis tools to understand by developing innovative solutions, constituent parts will be easily environmental and social footprint can reduce energy need in usage separated and either re-used of products within lifestyles as well and educate consumers about these without further processing, or easily as production. Innovation must benefits recycled near the point of disposal align products and applications to appropriately address sustainability 04. Reduce manufacturing impacts by 06. Significantly reduce waste and megatrends substituting virgin raw materials ensure that any unavoidable waste in products with post-consumer is utilised to the fullest degree (e.g. 02. Develop innovative business materials through recycling and organic waste as fuel or fertilizer). models such as moving from selling upcycling products to selling services, to retain ownership of the products and help close the material loop

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others.

100 101 THE TATA GROUP AND THE SDGs Jaguar Land Rover Taj Hotels GOAL #12 CASE STUDY 42 CASE STUDY 43 GOAL #4

A Closed Loop Value Chain GOAL# 12 IMPACTS Driving Environmental Sustainability GOAL# 12 IMPACTS • Environmental benefits • Resource conservation (energy/ Jaguar Land Rover (JLR) has carried out life cycle assessment for its fleet and has • Resource conservation Taj Hotels, Resorts and Palaces endeavours to reduce its environmental footprint. water/ waste management) been successfully implementing the concept of circular economy. Their REALCAR The Company focuses on increasing the sustainability of its hotel operations and • Reduction of environmental (Recycled Aluminium Car) project is focused on closed loop supply chain. optimising resource efficiency. A series of conscious steps were taken towards footprint VALUE LEVERS FOR environmental responsibility. These steps involved waste minimisation, energy • Optimisation of natural resources THE COMPANY efficiency, water conservation and preservation of the ecosystems around their • Responsible tourism • Building the brand operations. • Cost reduction What did Jaguar Project impact • Grow revenue VALUE LEVERS FOR Land Rover do? THE COMPANY What did Taj • Value addition to bottom line Project impact • JLR created a unique closed-loop • Pioneering closed-loop aluminium Hotels do? • Brand Promise - Living up to process by teaming up with their recycling reclaims over 50,000 Taj’s brand promise of ‘We key supplier (Novelis) tonnes - the weight of 200,000 XE • Taj Hotels implemented responsible Energy Management Sincerely Care’ • JLR sold the waste aluminium body shells -in one year energy management practices • In FY2015-16, Taj Hotels was able • Reducing dependency on natural

from vehicles back to the supplier • REALCAR has helped Novelis aimed at reducing its direct and to reduce 41,950,803 kg of CO2 resources (Novelis) rather than entering the reduce its greenhouse gas emissions indirect emissions emissions. general aluminum recycling system by 13 per cent • Increased use of renewable energy • JLR ensured flexibility within • From August 2014 to July 2015, in the overall energy mix being used Waste Management Key success factors: the project which allowed new over 30,000 tonnes of press shop • Conservation of water is done • In FY2015-16, 73 hotels have What worked? sub-innovations to be explored, aluminium scrap were recovered through rain water harvesting, enhanced their systems and now potentially as separate projects into Jaguar Land Rover’s UK recycling and reuse of water recycle/compost between 80 per • Leadership’s personal involvement in • JLR and Novelis looked beyond closed-loop recycling • Ensured responsible waste cent to 100 per cent of their green setting environmental performance their own value adding processes • Recycled aluminium requires up management through composting waste. targets, monitoring and review and collaborated to capture wider to 95 per cent less energy during of food and horticulture waste as • Setting small but meaningful goals value chain benefits. production than primary material. well as ensuring responsible disposal Water Management • Internal sensitisation and awareness of hazardous and e-waste • In FY2015-16, 77 Taj Hotels recycled campaigns. • To monitor and certify the and reused a total of 22,75,775 KL Key success factors: Challenges environmental performance of of water. What worked? its hotels, IHCL partnered with EarthCheck - a world renowned • Support from a third-party • New material solutions can take tourism and hospitality industry organisation – Government, industry considerable time to develop due to centric certification agency. Taj body, etc. the level of complexity and challenge Hotels has been benchmarking and • Unwavering support and advocacy requiring technical innovation. The certifying their properties through from senior stakeholders REALCAR project extended beyond EarthCheck since 2009. • Fresh thinking and new ideas, its original three-year funding period nurtured by committed stakeholders. with technical development taking around five years Challenges • The purity and value of the scrap material must be protected from contamination by lower quality, • Tourism has a significant lower value material, otherwise the environmental footprint which needs commercial proposition may be to be sustainably managed on the compromised. ground.

102 103 THE TATA GROUP AND THE SDGs Tata Steel GOAL #12 CASE STUDY 44 GOAL #4

GOAL# 12 IMPACTS Key success factors: Including Sustainability Principles in New Project impact Product Development • Sustainable Production What worked? • Innovation Above and beyond meeting certification and legislative requirements, Tata Steel is • Helped lower greenhouse gas Tata Steel developed one single seeking to improve the sustainability performance of its operations and products. emissions over the full life cycle process for New Product Development There’s a growing emphasis on being able to rely on a responsible supplier. VALUE LEVERS FOR of steel products, for example, by (NPD). It is fully integrated in marketing THE COMPANY offering fuel economy through and sales processes, provides the • Ability to meet sustainability light weighting via advanced high overview to meet customers’ needs needs and compete in demanding strength steels and manage successful market What did Tata market • Improved the circularity of implementation. Steel do? • Brand image, being recognised as products, for example by reducing strategic partner to our customers material use, extending service In FY2014-15, Tata Steel launched 32 costs for customers. Protact’s • Increase portfolio of added value / life, reusing, remanufacturing Challenges new products, including new product polymer coating and steel substrate high margin products and recycling for food and paint packaging, new are infinitely recyclable • Developed partnerships along types of tube capable of withstanding • Coretinium*: A unique composite the entire value chain to help Creating partnerships with customers and extreme temperatures and new solution that delivers weight savings lifetime and light weighting. identify opportunities early in the seeking their involvement in our product products for the car and construction to the transport sector. The results It helps customers reduce innovation process development processes, right at the start, markets. are: improved fuel economy, component weight and cut down • Avoided the use of hazardous and such that our innovation is geared to

The ones that stand out include: reduced CO2 emissions and on raw material consumption. It potentially toxic chemicals deliver against their actual needs. • Protact* Packaging Steel: Fully increased payload capability, all the delivers 30 per cent reduction in • Optimised resource efficiency and approved and controlled food- while reducing costs for customers. tool pollution and is a strong case reduced waste in production by safe product which is bisphenol A It’s all fully recycled at the end of its for high yield production runs improving yields and minimising (BPA)-free. Using it for can making life, without the need to separate without failures, thereby, lowering the amount of scrap produced in eliminates the need for lacquering- the core from the skins total processing costs. the processing of products related operations and eliminates • MagiZinc*: Auto delivers twice • Ensured responsible supply and the emission of volatile organic the level of corrosion protection increased the social value of components, reducing energy and offered by conventional zinc products. This is about ensuring water consumption. It also reduces coatings, providing longer vehicle that materials and chemicals are manufactured in a responsible manner and that products provide value to society. This covers elements such as responsible sourcing, safety in the workplace and offering consumers an attractive visual appearance or added functionality • Optimised total cost of ownership. Sustainability includes affordability, business viability and costs. We assess performance ratios as part of the sustainability assessments within new product development.

104 105 THE TATA GROUP AND THE SDGs Tata Power Tata Projects GOAL #12 CASE STUDY 45 CASE STUDY 46 GOAL #4

Promoting Sustainable Consumption through GOAL# 12 IMPACTS Reutilisation of Waste Concrete Water GOAL# 12 IMPACTS Societal Awareness • Education • Water conservation • Resource conservation Metals and Minerals Business Unit of Tata Projects is executing the Engineering, Tata Power started “Tata Power Club Enerji”, to propagate efficient usage of Procurement and Construction (EPC) of 1x4500 M3 Blast furnace complex at energy and to educate the society on climate change issues in 2007. Tata Power Nagarnar in Chhattisgarh. The 3.0 Million Tonnes Per Annum (MTPA) integrated steel VALUE LEVERS FOR Club Enerji (TPCE) is an Energy and Resource Conservation Club that focuses on VALUE LEVERS FOR plant has been commissioned by National Mineral Develop Corporation Limited THE COMPANY bringing about a first-hand realisation of the energy crisis and scarcity of natural THE COMPANY (NMDC). • Conservation of water and resources in the country. • Building the brand improved processes • Improved brand image What did Tata Project impact What did Tata Projects do? Project impact Power do? At construction areas, drums of • Conservation of water • TPCE started with a pilot • TPCE is present in more than 500 concrete trucks/transit mixers are • Reduction of soil contamination programme of educating and schools across India cleaned by flushing water. A water vat is • Better house keeping. sensitising 12 schools in Mumbai in • Saved around 3.06 million units constructed near the water tank of the 2007 and sensitised 6,000 students and sensitised 3.5 million citizens in batching plant. The washed water from in 12 schools across the city FY2015-16 concrete truck chutes, hand mixers, and Challenges • In 2016, Club Enerji broadened the • The programme has a total of other equipment is then routed to pass horizons and introduced various 1,59,103 Energy Champions and through a system of weirs or filters to critical facets that will widen the 2,04,719 Energy Ambassadors remove solids. A two-stage filteration Tata Projects is using approximately scope of the existing module and • TPCE has sensitised more than process is adopted, the first stage 2,000 litres of water per day to clean make it expansive. This led to 12.8 million citizens and saved collects the course aggregate and in the the transit mixers. This water used in deeper penetration in India and more than 17.26 million units in second stage grit gets settled and the cleaning the mixer’s enclosure is either internationally. FY2015-16. water is passed to a tank for storage. flushed at site or wasted when drained The washed water is thus reused to in an open space. This leads to littering wash down more chutes and equipment and violation of environmental hygiene. Key success factors: at construction sites or as an ingredient Unused wet concrete, when dumped Challenges What worked? to cure concrete. on bare grounds in construction sites, leads to ground water and surface • The support from schools, college • Enthusing youth and children to water contamination. The challenge students, teachers, parents and participate Key success factors: is to reuse this water to reduce other partners who share the same • Educating people that energy, What worked? contamination of soil. concerns on energy conservation climate change and global warming • TPCE provided the ground for are linked. • Support from the Project Manager youth to share and expand their and Facility Engineers to reuse water understanding which brought about • Involvement of Project Team. a chain reaction that significantly helped in conserving natural resources.

106 107 THE TATA GROUP AND THE SDGs Tata Chemicals GOAL #12 GOAL #4 CASE STUDY 47 Project impact

• Key initiatives were implemented to • The drinking water distribution • Use of Micro irrigation system has reduce dependency on fresh water infrastructure was completed in 15 helped farmers increase net sown Integrated Approach to Water Management GOAL#15 IMPACTS external sources, from 185 lakh villages, covering 2,775 households area from 1 acre to 3 acres and 1 • Watershed protection gallons/day to 5 lakh gallons/day in FY2015-16 and 13,523 till date acre to 5 acres through sprinkler at Mithapur • Tata Chemicals has managed to • Water conservation - 237 MCFT and drip irrigation respectively. Till Tata Chemicals through the Tata Chemicals Society for Rural Development (TCSRD) reduce its blue water footprint by capacities were created, benefiting date 3,500 acre of land has been has been implementing various water conservation and management projects VALUE LEVERS FOR THE 60 per cent in the last three years 27 villages, resulting in 6,420 acre covered. around its plant in Mithapur region. Mithapur is one of the most drought prone COMPANY • Formation of VLO (Village Level of land covered under irrigation and regions of the country with an average of 10-12 inches of annual rainfall. The area’s • Social license to operate Organisation) - Total 40 VLO are agriculture. The intervention, thus, biggest concern is the non-availability of quality water. The Mithapur complex has • Community participation working as executive body at improved production by 40 per cent. eliminated dependence on ground water since April 2007. It has adopted various • Government and NGO partnership village level The direct economic gain per year in-house water conservation measures, management of the rain-fed lakes and using is approximately ` 240-270 lakh innovative Seawater Desalination Technologies.

What did Tata Chemicals do?

• Tata Chemicals revamped the ton of salt, thus generating on an percolation tanks and many entire technology of water usage average 20 lakh KL of water from more new technologies are used by conserving fresh water, and this plant • Drinking water project - establish by substituting fresh water with • TCSRDs water management and community managed systems, seawater. Reusing the same water conservation projects provide water distribution infrastructure, well for different purposes helped for agriculture, animal husbandry, renovation, reverse osmosis plant, significantly reduce dependency on drinking and household use. roof rain water harvesting etc fresh water resources These include: • Salinity Ingress mitigation project - • A Make-up Water (MUW) plant was • Water harvesting project – creating subsurface bandharas etc set up where condensate was a village ponds, bunds, check • Water conservation – micro product and salt was considered as a dams and so on irrigation, crop diversification by-product. This unique MUW plant • For replenishing the aquifers and so on. generates 4.5 KL of condensate per project – well recharge,

Key success factors: Challenges What worked?

Mithapur plant, located in Okhamandal • Leveraging existing government region, perpetually suffers from fresh schemes water scarcity. It was critical to involve • Community ownership of projects communities in the implementation through creation of village‑level of projects and reduce dependence of organisations. fresh water sources as much as possible. The community support was mobilised through awareness building activities.

108 109 THE TATA GROUP AND THE SDGs Amalgamated Plantations (APPL) GOAL #12 CASE STUDY 48 GOAL #4

The Hathikuli Plantation: GOAL# 12 IMPACTS Organic is the Future • Reduced product impact • Enhanced biodiversity

Organic tea and pepper produced at Hathikuli, is free from chemicals, fertilizers, pesticides, toxic substances, and synthetic hormones. It is certified according to VALUE LEVERS FOR international standards for organic production and processing. These natural farming THE COMPANY practices have encouraged several species of birds, animals and insects to thrive in • Environmental innovations the region. Hathikuli is, thus, a testament to the commitment of the management • New revenue streams towards safeguarding the rich bio-diversity of the region and a clarion call for other plantations in the area to adopt similar measures.

What did APPL do? Project impact

The Company started the conversion After the conversion process we have process in 2007, where only 1/3rd of seen an increase in the biodiversity the tea estate was made organic. In of Hathikuli but at the same time 2010, 100 per cent of the garden was production has declined by 60 per cent. converted to Organic. During this Due to non-availability of sufficient period, the estate slowly discarded nutrients and pesticides, the tea bushes the use of all synthetic chemicals, are becoming weaker every year and fertilizers, weedicides and artificial are more susceptible to pest attacks. manures. OneCert Asia is the certifying agency which has certified Hathikuli Organic. The Company also started Challenges Branding Hathikuli Tea under Hathikuli Organic and under this brand it sells CTC, Leaf Tea, Green tea and White tea. Some of the challenges faced are: • Controlling Helopeltis theovera and other pests Key success factors: • Providing sufficient nutrients to the What worked? tea bushes • Termite infestation which is further • Better price realisation weakening the tea bushes • More emphasis on building the • Controlling of weeds manually is Hathikuli brand and pushing more a big challenge in the absence of teas through this brand any organic weedicides, especially • Investment in marketing of Hathikuli during the rainy seasons brand. • Price realisation of the tea is not compensating for the loss in crop.

Hathikuli is, thus, a testament to the commitment of the management towards safeguarding the rich bio-diversity of the region and a clarion call for other plantations in the area to adopt similar measures.

110 111 THE TATA GROUP AND THE SDGs GOAL #13

WHY Goal #13 matters? GOAL #13

01. Global emissions of carbon dioxide 03. Emissions grew more quickly Climate change is caused by

(CO2) have increased by almost 50 between 2000 and 2010 than in anthropogenic emissions of CO2 CLIMATE per cent since 1990 each of the three previous decades and other greenhouse gases

02. From 1880 to 2012, average global 04. Oceans have warmed, the amounts Climate change impacts natural and ACTION temperature increased by 0.85°C of snow and ice have diminished and human systems globally sea level has risen. Take urgent action to combat climate change and its impacts

Countries need to take urgent action to combat climate change and its impacts. Changing weather patterns, 01. Global Commitment 02. Impact of Collaboration rising sea level, and more extreme weather events are Agreement by 195 nations at COP21 35 per cent reduction in carbon disrupting national economies and affecting lives in a to keep global temperature rise emissions from 1990 levels through very severe way. It is important to look at affordable and below 2°C collective efforts. scalable solutions to leapfrog to cleaner, more resilient economies. BUSINESSES & Goal #13: What’s the Connect?

To achieve the United Nation’s Framework Convention on Climate Change (UNFCCC) goal of limiting global temperature rise to well below 2°C above pre-industrial levels, the world must transform its systems linked to:

TARGETS under Goal #13 Energy Industry Transport Food Agriculture Forest

01. Strengthen resilience and adaptive Change to a goal of mobilising capacity to climate related hazards jointly USD 100 billion annually by Achieving this goal will ensure that cumulative net emissions do not exceed one trillion tonnes of cumulative carbon and natural disasters in all countries 2020 from all sources to address the needs of developing countries 50% Simultaneously the world needs to anticipate, adapt and become resilient to the current and expected future 02. Integrate climate change measures in the context of meaningful impacts of climate change. into national policies, strategies and mitigation actions and transparency planning on implementation and fully operationalise the Green Climate Companies need to look at: 03. Improve education, awareness Fund through its capitalisation as raising and human and institutional soon as possible capacity on climate change decarbonising their reducing the carbon setting ambitious scaling up investment mitigation, adaptation, impact 05. Promote mechanisms for raising operations and supply footprint of their emissions reductions in the development of reduction, and early warning capacities for effective climate chains products, services and targets in line with innovative low-carbon change-related planning and processes climate science products and services 04. Implement the commitment management, in LDCs, including Increase in global emissions

undertaken by developed-country focusing on women, youth, local of carbon dioxide (CO2) parties to the United Nations and marginalised communities. since 1990. Companies should also build resilience in their operations, supply chains and the communities in which Framework Convention on Climate they operate.

112 113 THE TATA GROUP AND THE SDGs TCS

OPPORTUNITY for Businesses CASE STUDY 49 GOAL #13 Accelerated climate action presents an opportunity for clean energy solutions. ELECTRIC RENEWABLE VEHICLES ENERGY Leading the Low Carbon Growth

TCS has set the target to reduce its specific carbon footprint (Scope 1 + Scope 2 - per GOAL#13 IMPACTS 20mn 17% capita) by 50 per cent over the baseline year of 2007-08 by 2020. Till March 2016, TCS • Emission reduction are estimated to be on the has avoided over 1.3 million tonnes of Carbon Dioxide Equivalent since the baseline year, • Quality of life surge in investments by road by with the help of the various carbon mitigation initiatives. The strategy is to decouple the 2014 to business growth and the increase in the carbon footprint so as to grow sustainably. To 2020 achieve this target, TCS has identified a detailed plan of action on Energy and Carbon VALUE LEVERS FOR THE Management, focusing on the following elements – Green Building Office Infrastructure, COMPANY Green IT, Operational Energy Efficiency and Procurement of Renewable Energy. • Building the brand $270bn • Reducing risk

Businesses must focus on and invest in developing clean and efficient energy solutions in What did TCS do? partnership with cross-industry players Project impact Challenges

• Green Buildings - energy efficiency by • 43.6 per cent reduction in specific • The changes in technologies required design and energy efficient equipment carbon footprint over 2007-08 to get to a low carbon path • Green IT - Server virtualisation, Server baseline • The cost burden to retain or achieve How can businesses CONTRIBUTE to Goal #13?* consolidation, Cooling optimisation • 45 per cent reduction in specific at a desired level. and Green procurement electricity consumption over 2007-08 • Efficient operations – Operational baseline 01. Source all electricity the Company 04. Understand climate risk and build 06. Reduce GHG emission from efficiency, Remote Energy Monitoring • 10 LEED certified campuses Key success factors: consumes at its facilities from resilience into the Company’s assets transport operations with abatement and Control • 3.14 per cent of total power from What worked? renewable sources – such as wind, and supply chain levers such as reducing the carbon • Renewable Energy - Onsite RE renewable sources solar or hydro – or install renewable footprint through greater fuel installations, Solar PV and Solar • 50 per cent reduction in business air • Regular monitoring, measuring and energy generation capacity on-site 05. Invest in CCS (carbon capture and efficiency, local sourcing, modal thermal, Procurement of RE from travel emissions. reporting of data storage) technology to capture shift to lower carbon modalities third party. • Eco-transformation at every level in 02. Retrofit the lighting systems of emissions produced from the use of (e.g. air to sea freight), modular the Company - supply chain, business the company’s facilities to energy fossil fuels in electricity generation transport, improving container process, infrastructure and engaging efficient LED lighting and industrial processes, preventing utilisation, warehouse optimisation, with stakeholders. the carbon dioxide from entering the etc 03. Increase investment in innovation atmosphere to improve the efficiency of the 07. Expand sustainable forest Company’s product portfolio, management through responsible thereby enabling customers to sourcing practices and product reduce their GHG emissions substitution.

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others.

114 115 THE TATA GROUP AND THE SDGs Tata Motors Tata Motors

CASE STUDY 50 CASE STUDY 51 GOAL #13

Taking Urgent Action to Combat Climate GOAL# 13 IMPACTS The Arrival of Zero Pollution Transportation GOAL# 13 IMPACTS • 25 per cent reduction in • Developed fuel cell bus which will Change and minimise its Impact consumption of diesel is anticipated In India, Tata Motors has always led the drive for the use of cleaner fuels for have zero emissions on road Tata Motors has signed a contract to supply 25 units of the Tata Starbus Diesel Series with use of hybrid technology public transportation. Way back in 1999, the company introduced CNG buses, Hybrid Electric Bus, with full low floor configuration, to the Mumbai Metropolitan followed by the revolutionary CNG Electric Hybrid buses in 2010. And now, in Region Development Authority (MMRDA) – the single largest order awarded for 2012, it has taken the lead to introduce the latest fuel cell technology with the VALUE LEVERS FOR THE Hybrid Electric Vehicle Technology. VALUE LEVERS FOR THE new Starbus Fuel Cell bus. COMPANY COMPANY • Innovative advanced vehicle • Innovative product development development capabilities strategy

What did Tata Project impact Challenges What did Tata Motors do? Motors do?

Tata Motors has developed the Diesel Use phase of an automobile contributes Design and development of cost- Tata Motors is developing a fleet of fuel Hybrid Bus and received an order to to around 75 per cent carbon emissions effective hybrid technology. cell buses, based on the hybrid platform deliver 25 Diesel Series Hybrid Buses and Diesel Hybrid Bus is expected to save series which can provide clean public to Mumbai. They are to be operated in ~25 per cent diesel, with a corresponding transportation in cities where hydrogen Key success factors: Bandra-Kurla Complex as well as for reduction in CO2 emissions. infrastructure will be available. routes connecting BKC to the Airport. What worked?

Product strategy to design and develop Project impact innovative environment friendly technologies to combat climate change. Fuel cell buses will completely eliminate the use of fossil fuel and associated exhaust emissions and carbon emissions.

Key success factors: What worked?

Tata Motors ability to innovate and build environment friendly products.

Challenges

Development of advanced alternate fuel technology and infrastructure that is required for supply of hydrogen, to be able to operate the fuel cell bus fleet.

116 117 THE TATA GROUP AND THE SDGs Tata Steel

CASE STUDY 52 GOAL #13

Key success factors: HIsarna – Looking to the Future GOAL# 13 IMPACTS Challenges What worked? • Reduced CO2 emissions

The primary steel making plant at IJmuiden is one of the most CO2 efficient • Innovation steelworks in the world, according to a recent World Steel Association benchmark. The technology is ground breaking. • The partnership approach - Pooling • The right combinations of skills Since 1989, the amount of energy used to produce a tonne of steel at the IJmuiden Maintaining a stable cyclone whilst of resources and knowlege helped aided progress and helped deliver site has been reduced by 31 per cent. VALUE LEVERS FOR THE continuously injecting new raw material strengthen the process and make it promises COMPANY in the converter has proven to be one of result oriented • Out-of-the-box thinking and However, while Tata Steel continues to improve the efficiency of its processes and • Licence to operate the greatest challenges for this project. perseverance are key ingredients to operations, there are thermodynamic limitations to reducing CO2 emissions on a • Ensure the market for steel deliver success. large scale. In a conventional blast furnace, the production of steel from iron ore is • Preferred supplier of determined by the chemical reaction, which uses carbon as reducing agent. There responsible steel comes a point where the laws of physics prevent further major improvement of CO2 efficiency for the blast furnace technology.

What did Tata Project impact Steel do?

Tata Steel has recognised the need for • In 2010, a €20m HIsarna pilot plant to achieve CO2 reductions of up to investing in a ground breaking technology was built at IJmuiden. HIsarna’s 80 per cent. It can also use more to deliver a step change in CO2 efficiency revolutionary cyclone converter- economically priced raw materials in steel making. Tata Steel is playing a based ironmaking process directly • The ULCOS project is currently leading role in ULCOS, an Europe-wide converts iron ore and coal into iron, in its second phase. This aims to initiative to reduce carbon emissions in without any pre-treatment of the ore demonstrate its feasibility under steel making. In 2010, a €20m HIsarna and coal large-scale, industrial production pilot plant was built at IJmuiden. • Since 2010, several test campaigns conditions. During this phase, Tata have been performed that have Steel will also assess the opportunity The furnace simplifies the blast furnace proven the potential of this to use this technology to recover process dramatically, because it can technology. zinc from zinc coated steel scrap handle fine raw materials directly without • Compared to a blast furnace, its • This technology will contribute the need for agglomeration (collection energy-efficient process route enormously to the creation of a low into a cluster or mass). can reduce CO2 emissions by 20 carbon circular economy and could per cent. Used in combination potentially be rolled out some 15 to with carbon capture and storage 20 years from now. techniques, it should be possible

118 119 THE TATA GROUP AND THE SDGs GOAL #14 06. By 2020, prohibit certain forms of the sustainable use of marine developing countries, in particular GOAL #14 fisheries subsidies which contribute resources, including through SIDs and LDCs to overcapacity and overfishing, and sustainable management of fisheries, eliminate subsidies that contribute aquaculture and tourism 09. Provide access of small-scale to IUU fishing, and refrain from artisanal fishers to marine resources introducing new such subsidies, 08. Increase scientific knowledge, and markets recognising that appropriate and develop research capacities and LIFE effective special and differential transfer marine technology taking 10. Ensure the full implementation of treatment for developing and least into account the Intergovernmental international law, as reflected in developed countries should be an Oceanographic Commission Criteria UNCLOS for states parties to it, BELOW WATER integral part of the WTO fisheries and Guidelines on the Transfer including, where applicable, existing subsidies negotiation of Marine Technology, in order regional and international regimes Conserve and sustainably use the to improve ocean health and to for the conservation and sustainable oceans, seas and marine resources 07. By 2030, increase the economic enhance the contribution of marine use of oceans and their resources by benefits to SIDS and LDCs from biodiversity to the development of their parties. for sustainable development

Conserve and sustainably use the oceans, seas SIDs - Small Island Developing States LDCs - Least Developed Countries UNCLOS - The United Nations and marine resources. The world’s oceans, their Convention on the Law of the Sea temperature, chemistry, currents and life – drive global systems that make the Earth habitable for humankind. This essential resources needs to be managed carefully for a sustainable future. WHY Goal #14 matters?

01. Major food source 02. Risk of Depletion 03. Sustainable Fishing 3 bn people depend on fish as a 100 per cent potential for stock of all Eco-labeled fishery product increased source of protein fished species to collapse by 2048 147 per cent between 2010 and 2014.

The world’s oceans drive global systems that make the Earth habitable for humankind. TARGETS under Goal #14 Our critical resources necessary for sustaining life are all ultimately provided and regulated by the sea.

01. By 2025, prevent and significantly 04. By 2020, effectively regulate MAJOR SOURCE reduce marine pollution of all harvesting, and end overfishing, kinds, particularly from land-based illegal, unreported and unregulated OF FOOD activities, including marine debris (IUU) fishing and destructive fishing and nutrient pollution practices and implement science- based management plans, to restore 02. By 2020, sustainably manage fish stocks in the shortest time and protect marine and coastal feasible at least to levels that can ecosystems to avoid significant produce maximum sustainable yield 3bn adverse impacts, including by as determined by their biological strengthening their resilience, and characteristics take action for their restoration, to achieve healthy and productive 05. By 2020, conserve at least 10 oceans per cent of coastal and marine areas, consistent with national and 03. Minimise and address the impacts international law and based on best of ocean acidification, including available scientific information “Can we ensure careful management of this essential global resource for through enhanced scientific our sustainable future?” cooperation at all levels People depend on fish as a source of protein. Source: http://www.globalgoals.org/global-goals/life-below-water/

120 121 THE TATA GROUP AND THE SDGs

BUSINESSES & Goal #14: What’s the Connect? OPPORTUNITY for Businesses GOAL #14

Depletion of ecosystems has created attractive business opportunities for sustainable fishing. Oceans face the following threats which are caused primarily by human actions.

MARKET SIZE PROFITABILITY Marine and nutrient pollution Resource depletion Climate change Eco-labeled seafood Potential for fishing sector currently is a to boost profits by

These threats $4.8bn $51bn • Place further pressure on environmental systems like biodiversity and natural infrastructure. retail market with sustainable fishery policies within 10 years • Create global socio-economic problems, including health, safety and financial risks.

Businesses may need to develop transparent and traceable supply chains as well as a sustainable sourcing infrastructure.

How can businesses CONTRIBUTE to Goal #14?*

01. Track the life cycle of products and waste management technologies 08. Prohibit practices that put marine materials in order to understand that minimise the use of clean water species and resources at further risk how they are disposed and which of harm, exploitation or depletion products could likely find their way 05. Replace, limit or prohibit the use into marine environments of certain chemicals, additives, or 09. Directly and indirectly support materials that could prevent closing coastal economies and coastal 02. Record and disclose information the loop or lead to nutrient pollution livelihoods through marine-related on the chemical and material usage or chemical and physical hazards industries and other interventions within products, packaging, and if they happen to reach marine processing systems to facilitate ecosystems 10. Utilise a value-chain approach to closing the loop create connections between the 06. Prevent waste mismanagement design, packaging, marketing and 03. Improve resource efficiency by or littering that could pollute the recycling of materials with the goals altering the design, manufacture, marine environment. Implement of reducing their environmental or use of products and packaging safeguards and strategies to impact at the end of their lifecycle. to reduce the amount of waste manage/ mitigate the impacts of TCS and Sahyadri Nisarga Mitra implemented the Marine Turtle Conservation Programme to protect the breeding sites of globally endangered that could potentially enter the marine disasters species of marine Olive Ridley Turtles. environment 07. Raise consumer awareness on In order to promote ocean sustainability, world leaders and businesses must: 04. Improve resource efficiency by effective ways to properly dispose generating value from waste. off their waste to discourage littering Contribute to the development of and promote responsible behaviour a) Provide innovative b) Work to protect marine c) Support the people who solutions that prevent and coastal species. depend on oceans (marine and mitigate detrimental and coastal economies), *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. impacts to marine and whether it be for employment, coastal environments. resources, or leisure.

122 123 THE TATA GROUP AND THE SDGs Tata Chemicals TCS

CASE STUDY 53 CASE STUDY 54 GOAL #14

Saving the Gentle Giants GOAL# 14 IMPACTS Protecting the Endangered GOAL# 14 IMPACTS • Halting loss of biodiversity • Ecosystem conservation The ‘Save the Whale Shark’ campaign was launched, partnered by Tata Chemicals, • Reducing poaching and trafficking Marine Turtles • Employment Gujarat Heavy Chemicals, Wildlife Trust of India (WTI), the Coast Guard, the Indian • Community awareness TCS and Sahyadri Nisarga Mitra implemented the Marine Turtle Conservation • Community upliftment Navy, the Ministry of Environment and Reef watch. The Whale Sharks are the gentlest, Programme to protect the breeding sites of globally endangered species of marine and the largest, fish in the world. They swim from seas off the shores of Australia to Olive Ridley Turtles. The programme was run on a participatory basis, from FY2010-11 the coast of Saurashtra, Gujarat, between September and May, to spawn in these VALUE LEVERS FOR to FY2014-15. Conservation activities include protecting turtles arriving for breeding, VALUE LEVERS FOR waters. About 1,200 Whale Sharks had been killed by fishermen annually before the THE COMPANY building protection nests, constructing hatcheries, and releasing hatchlings into their THE COMPANY Indian Government banned the fishing and trading of this fish in 2001. • Environmental protection natural habitat. • Building the brand • Community participation • Building partnership • Government and NGO partnership • Employee engagement

What did Tata Project impact What did TCS do? Project impact Chemicals do?

• Street plays were conceptualised • Community awareness on the • TCS-Environmental Sustainability, • A total of 134 turtles’ nests as well as • The Turtle Festival attracted a large to spread awareness and build importance of Whale Sharks Health and Safety team organised breeding population of endangered number of nature lovers at Velas sensitivity among the fishing • Joint participation by Government the Marine Turtle Conservation (female) Olive Ridley Turtles were benefitting 35 families under the community. The story touched bodies, NGOs and local industries Programme on a participatory basis protected between FY2010-11 and Village Based Tourism Programme popular sentiment because it • Creation of Whale Shark watching with an NGO FY2014-15 • The programme has been extended carried forth the message of the areas • The company facilitated the Turtle • A total of 14,329 eggs were to six villages - Anjarle, Harihareswar, immensely popular spiritual leader, • Conservation and prevention of Festival which marks the release of translocated to a hatchery between Kelshi, Maral, Shekhadi and Velas in Morari Bapu who formally launched poaching of the Whale Sharks hatchlings into their natural habitat. FY2010-11 and FY2014-15 Maharashtra. the campaign in Gujarat as an • Increased seriousness and These attracted a large number of • Total of 7,378 hatchlings were ambassador for the whale shark. acceptance of the “Save the Whale nature lovers at Velas, Maharashtra, successfully released into their • The first street play for community Shark” campaign and promoted the Village Based natural habitat during breeding Challenges awareness was held on the Tata • Additional income for locals from Tourism programme period between FY2010-11 and Chemicals Mithapur premises. tourism. • TCS involved local community FY2014-15 The performers travelled along members as well as TCS associates • The survival rate of 58.95 per cent • Creating awareness among the coast of Gujarat and staged to drive the programme. was achieved in FY2014-15 associates about the importance of 16 performances in 12 towns. The Challenges biodiversity conservation. group carried out the play through major fishing harbours and ports, Key success factors: such as Beyt Dwarka, Somnath, • Difficulty in convincing the local Key success factors: What worked? Veraval and Okha fishermen to stop illegal poaching What worked? • The second phase of this campaign of the Whale Shark, as it used to • Apart from arresting the rate of loss also took off at Tata Chemicals fetch them good money in the • Introducing the immensely popular of biodiversity, it has also helped Mithapur with a 40 ft inflatable export market spiritual leader, Morari Bapu who uplift communities in the area model of the whale shark in the • Creating an alternative source of formally launched the campaign in • Strong participation from local background. The street plays were income for the local fishermen. Gujarat as an ambassador for the community members strengthened conducted at various places along whale shark, to strike a chord with the initiatives. the coast of Gujarat locals • Joint participation of local industries, NGOs and Government bodies • Creation of whale watch areas helped creating additional income sources for communities.

124 125 THE TATA GROUP AND THE SDGs Tata Power

CASE STUDY 55 GOAL #14

Key success factors: Saving the Mighty Mahseer GOAL# 14 IMPACTS Project impact • Sustained for past 40 years, this is What worked? Tata Power was approached by the state fisheries department in the late 1960s to the biggest conservation project help save the endangered Mahseer fish. As a part of Tata Power’s eco-restoration carried out by a corporate company • In the last 40 years, over 13 million • Commitment and keen interest and eco-development programme, conservation of this species was undertaken in • Care for environment and the fertilized eggs have been obtained from Tata Power’s top management 1975. The conservation was facilitated through ecological improvement of the lakes, community at large. and over seven million fingerlings towards conservation of the for food and sport, for breeding, conservation and rehabilitation of the endangered • Addressing global issues of Mahseer have been produced for endangered species fish. The success with the Deccan and the Golden Mahseer initiative, over the past • Paying back to society stocking water bodies all over India, • Provision of financial assistance for 40 years, has given a fresh boost of life to the fish, while also promoting biodiversity • Its a conservation programme that and internationally (FY2015-16) sustainable development conservation and eco-tourism. goes beyond business • Around 300 fishery scientists • Proper infrastructure, trained have also been trained to date, and skilled ground level workers, to continue conservation efforts qualified, dedicated and passionate What did Tata VALUE LEVERS FOR (FY2015-16) officers and company volunteers Power do? THE COMPANY • Tata Power’s conservation programme helped in project execution • Beyond business has, till date, produced more than 10 • Correct knowledge on Mahseer • A state-of-the-art hatchery for • Beyond boundaries million Mahseer seeds and distributed breeding processes, willingness to Mahseer has been developed at • Added brand value to Tata group them all over India (FY2016-17) learn, improve and share knowledge, Walwhan, Lonavla which has the • Mr. Ratan N Tata was awarded • The release of fishes in various water media publicity from corporate capacity to hatch over five lakh the Doctorate of Science by bodies has always been carried communication for creating eggs at a time. The Company has the Central Institute of Fisheries out in association with the state awareness, and reaching beyond also carried out cage culture and Education fisheries departments in India, with boundaries, among others contribute ranching programmes successfully their knowledge, guidance and towards key success factors. and demonstrated the use of involvement. such research programmes, for replication, all over the country • In FY2015-16, the Company Challenges launched the ‘Act for Mahseer’ campaign, a sustainable programme focused at conservation of the Getting authentic information on Mahseer fish. The campaign was various Mahseer species in India, a call-to-action public campaign proper morphological and taxonomical aimed at spreading awareness about studies for identification of the correct the mighty Mahseer and aimed species, information on original habitats, to help preserve this valuable fish population density status in the wild, species in a big way at a national protecting breeding habitats from level. The programme has been getting polluted, and awareness among launched with a three-pronged fishermen and the public, at large, were approach to educate, engage and the major challenges. empower Mahseer lovers. Under each approach, various activities are undertaken.

126 127 THE TATA GROUP AND THE SDGs GOAL #15 of flora and fauna, and address both and local planning, development developing countries to advance GOAL #15 demand and supply of illegal wildlife processes and poverty reduction sustainable forest management, products strategies, and accounts including for conservation and reforestation LIFE 08. By 2020, introduce measures 10. Mobilise and significantly increase to prevent the introduction and from all sources financial resources 12. Enhance global support to efforts significantly reduce the impact of to conserve and sustainably use to combat poaching and trafficking ON LAND invasive alien species on land and biodiversity and ecosystems of protected species, including by water ecosystems, and control or increasing the capacity of local Protect, restore and promote eradicate the priority species 11. Mobilise significantly resources from communities to pursue sustainable all sources and at all levels to finance livelihood opportunities. sustainable use of terrestrial 09. By 2020, integrate ecosystems and sustainable forest management, ecosystems, sustainably manage biodiversity values into national and provide adequate incentives to forests, combat desertification, halt and reverse land degradation and halt biodiversity loss WHY Goal #15 matters?

Deforestation and desertification caused by human 01. Stressed ecosystems 01. By 2025, 1.8 billion people will be 03. Due to drought and desertification activities have resulted in climate change. These pose “At risk” species face extinction at living in countries or regions with each year, about 12 million hectares major challenges to sustainable development. Hence 1,000 times the natural rate absolute water scarcity are of land is lost, a potential of efforts are needed to grow and manage the forests. growing 20 million tons of grains. 02. Increased demand 02. 60 per cent of the world’s 13 million hectares of forest was lost ecosystem services have been worldwide between 2000 and 2010 to degraded over the past 50 years; meet global growth demand with deforestation solely eliminating Urgent and significant actions about 2-5 trillion USD of ecosystem should be taken to halt the losses, 03. Forest management services conserve and sustainably use Planted forest areas cover only biodiversity and ecosystems. TARGETS under Goal #15 7 per cent of the world’s total forest area. 01. By 2020, ensure conservation, 04. By 2030, ensure the conservation FOREST restoration and sustainable use of of mountain ecosystems, including MANAGEMENT terrestrial and inland freshwater their biodiversity, to enhance BUSINESSES & Goal #15: What’s the Connect? ecosystems and their services, in their capacity to provide benefits particular forests, wetlands, mountains which are essential for sustainable To retain the integrity and vitality of natural resources today and Businesses can directly contribute to this SDG by and drylands, in line with obligations development for future generations and to ensure long-term socio-economic measuring, managing and mitigating its impact under international agreements growth and prosperity, sustainable management of land is key. and dependence on land and ecosystems. 05. Take urgent and significant action 02. By 2020, promote the to reduce degradation of natural implementation of sustainable habitat, halt the loss of biodiversity, 7% Companies affect ecosystems because they rely on the provisioning services (e.g. freshwater, fibre, food) and regulatory management of all types of forests, and by 2020 protect and prevent the services (e.g. climate regulation, flood control, water purification) ecosystems provide. halt deforestation, restore degraded extinction of threatened species forests, and increase afforestation and reforestation globally 06. Ensure fair and equitable sharing Companies can implement Companies will have to increase Companies play an integral part of the benefits arising from the strategies to incentivise sustainable efforts to restore degraded land, to in preserving and restoring vital 03. By 2020, combat desertification, utilisation of genetic resources, land use, responsible forest secure supply of natural resources ecosystems, promoting the sustainable and restore degraded land and and promote appropriate access to management and environmental and raw material to meet the future use of land and forests, by scaling soil, including land affected by genetic resources stewardship. requirements. up research and development in desertification, drought and floods, Percentage of planted forest innovation, investing in natural and strive to achieve a land- 07. Take urgent action to end poaching area covered. infrastructure and implementing degradation neutral world and trafficking of protected species responsible sourcing policies.

128 129 THE TATA GROUP AND THE SDGs Tata Global Beverages

BUSINESSES & Goal #15: What’s the Connect? CASE STUDY 56 GOAL #15 Beyond conservation, businesses can influence many other dimensions of natural ecosystems, such as:

Combat Eliminate Promote Environmental Share genetic Land Pursue Invest in natural poaching and invasive sustainable Sustainable Beverages GOAL#15 IMPACTS planning resources remediation certification ecosystems trafficking species products • Sustainable forest management Tata Global Beverages (TGB) has had an active agenda on the sustainable sourcing of raw • Reduced product impact teas for many years. TGB’s aim is to that the Company sources its teas from producers • Optimise resource efficiency While many of the effects of disruption in natural ecosystems are felt locally first, the long-term who meet good social and environmental standards, from across the world. They began consequences are global and the scale is highly relevant to businesses, presenting risks and opportunities. working with Ethical Tea Partnership (ETP), as one of the founding members in 1997, to help achieve this. TGB is committed to sourcing 100 per cent from Rainforest Alliance VALUE LEVERS FOR THE Certified™ farms for all their -branded teas in the Europe, Middle East and Africa COMPANY (EMEA) and Canada, America and Australia regions by 2016. They are on-track to achieve • Environmental innovation this, with inclusion rates of 50 per cent or more certified content in many blends. They • New revenue streams OPPORTUNITY for Businesses are also the founding members of the Trustea initiative in India, a multi-stakeholder • Decarbonise product value chain initiative led by the Tea Board of India, to sustainably transform the Indian tea industry. Sustainable Forest Management presents new products and market opportunities Businesses need to develop capabilities for maximising output and recovering value from used What did Tata Global products through cross-sector Beverages do? 15% to 25% $23.9bn partnerships. • Tata Global Beverages recently • The project is an initiative between • The objective of the project is Certified wood products globally carry a Global market value of Second- price premium generation biofuels announced the Sustainable Plant three Tata Companies — Tata to develop commercially viable Protection Formulation (SPPF) Chemicals, Tata Global Beverages portfolio of SPPFs for tea; and will Companies will have to use innovation to minimise waste and maximise resource efficiency and reuse. project, an initiative to develop and Rallis — to develop and use strive to find ecologically-friendly This will avoid over-exploitation of forests and other land based resources. ecological solutions for plant ecological solutions for plant solutions to pest management in protection in tea protection in tea Indian tea gardens. How can businesses CONTRIBUTE to Goal #15?*

01. Measure, manage and mitigate 05. Support and apply landscape 07. Commit to and implement impacts on ecosystems and natural approaches, based on multi- responsible sourcing practices resources stakeholder dialogue and beyond compliance - applying collaborative action, to overcome environmental and social safeguards 02. Finance the restoration of degraded social and environmental fracture - for all raw materials and land for production and/or lines in landscapes facing commodities conservation purposes deforestation, land and ecosystem degradation 08. Scale up industrial reuse of water 03. Invest in natural infrastructure as a and support watershed protection cost-competitive alternative to grey 06. Foster product and technology programs infrastructure innovation to optimise resource efficiency, reduce impacts on 09. Expand markets for responsible 04. Scale up best practices for land use ecosystems and lower carbon forest products and thereby support planning and management emissions sustainable forest management.

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others.

130 131 THE TATA GROUP AND THE SDGs TCS

Key success factors: GOAL #15 Project impact Challenges What worked? CASE STUDY 57

• Integrated pest management (IPM) • Convincing the farmers about • Through Farmer Field Schools (FFS), • Independent third party certifications implementing good modern which enable farmers to choose their • Farmer Field Schools agricultural practices own curriculum and learn through Conservation and Enhancement of Butterflies GOAL# 15 IMPACTS • Promotes the integration of • Targeting and positively impacting practice on demonstration plots, TGB • Ecosystem conservation non-chemical ways, such as cultural, small tea farmers. was able to convince them. Further, through Creation of Butterfly Zones biological, physical and mechanical, the company also used a Lead along with chemical control Farmer model, based on a ‘train-the- In order to protect and enhance the rapidly declining butterfly population in urban VALUE LEVERS FOR THE measures, against various pests trainer’ approach, whereby training areas, TCS took up the Butterfly conservation programme. Under this programme, COMPANY of tea was provided to a group of identified butterfly zones are created by planting flowering shrubs which act as an important • Building the brand • Evidence from tea producers lead farmers, who then go on further component of landscaping. These butterfly zones are created by planting native host that the tea they supply to TGB is to train a smaller group of farmers plant species. sustainably sourced • Tata Global Beverages is one of the • Educates the farmers on sustainable founding members of the Trustea agricultural practices and initiative in India, a multi-stakeholder What did TCS do? Project impact Challenges certifications, and encourages them initiative led by the Tea Board of to follow IPM and reduce usage India, to sustainably transform the of pesticides. Indian tea industry. The 5-year • In depth study of landscape • Butterfly zones have been developed • Landscape study programme targets 500 million kg (Biodiversity mapping and taxonomic across 15 TCS locations • Taxonomical study of tea from 600+ factories, and variation in flora) was conducted • A total of 58 species of butterflies • Selection of plant species hopes to have a positive impact • Selection of appropriate plot and host are found in these 15 locations on the livelihoods of 5,00,000 tea plant species for the butterfly zone • Improved ecosystem plantation workers and 40,000 • Extensive studies of butterflies • Creation of Butterfly zones is found smallholders by 2017. during breeding period for to be an important attraction for taxonomic classification of species associates, visitors and clients. It has • Maintenance of Butterfly zones. resulted in improving TCS premises through colorful flowering shrubs and butterflies.

Key success factors: What worked?

• Creation of Butterfly zones with flowering shrubs and herbs, serving as feeding and breeding sites for butterflies, has resulted in remarkable increase in butterfly species diversity • Butterfly zones have become an important part of TCS’ landscape ecosystems • Enhanced aesthetics and recreation value has become a key attraction factors for clients and visitors.

132 133 THE TATA GROUP AND THE SDGs Tata Chemicals Tata International

CASE STUDY 58 CASE STUDY 59 GOAL #15

Saving the Sage-Grouse GOAL# 15 IMPACTS Maintaining Environmental Sustainability GOAL#15 IMPACTS • Habitat preservation and species • Reforestation efforts. The greater Sage-Grouse is a large game bird native to the western United States. It is protection Environmental conservation is a key aspect of the Tata group’s tradition of giving • Efficient use of natural resources. one of the few species that depends on Sagebrush that provides year-round shelter back to society. Taking a lead from this philosophy, the Tata International team set and food. Over the last 50 years, the populations and breeding habitat have declined down a detailed plan to shrink its environmental footprint. leading to concerns about the bird’s future. VALUE LEVERS FOR THE COMPANY VALUE LEVERS FOR THE • Social licence to operate COMPANY • Social license to operate What did Tata Project impact • Building the brand International do? Key success factors: What did Tata Project impact Chemicals do? What worked? • It was 1975 when Tata International • Over 150,000 trees have been began setting up its operations at planted, as part of the Company’s Tata Chemicals North America has been The Fish and Wildlife Service has Tata partnered with other companies in Dewas (Madhya Pradesh, India). The steady effort over the years. 40 an integral part of this conservation effort determined that protection for the a collaborative approach to help create scene that greeted the team was a years later, the scene that greets in southwest Wyoming. It has worked greater Sage-Grouse under the the Wyoming Mining Natural Resource plot of barren land with a single tree visitors is a lush campus enveloped through habitat conservation agreements Endangered Species Act is no longer Foundation. It supports the sustainability standing its ground in green cover with the U.S. Bureau of Land Management warranted and is withdrawing the species efforts of the mining community. This • As the Dewas leather plant’s • Also, each month, a tree plantation and Fish and Wildlife Service. These from the candidate species list. collaborative approach along with the operations grew, so did the purview of drive is taken up to promote the conservation agreements establish Tata’s innovative engineering solutions, at the its green initiatives, spreading not just message of ‘green living’ among commitment to go above and beyond Tata plant, to build out the new shaft across the facility’s premises but to the employees and locals. The CSR team to serve society through science and with reduced noise levels supported neighbouring rural areas as well identifies locations at nearby villages conserve critical Sage-Grouse habitat protection of the habitat. • Tata International encourages tree – such as Government schools, over the next 30 years. Tata is one of the plantation, biodiversity conservation police stations, hospitals – where founding members of the Wyoming Mining and effluent treatment. A special the drives can be held. So far, 4,021 Natural Resource Foundation. It is a public effort is also made to conserve the plants have been planted at various benefit corporation organised to support biodiversity locations an economically viable and sustainable • Tata International is a signatory to • Natural surroundings are preserved Wyoming mining industry. Through the UN Global Compact. This is so as to not disturb the habitat of creation, management, and administration part of our reforestation efforts to hares, foxes, peacocks and various of voluntary national stewardship contain environmental impact. migratory birds indigenous to the strategies, initiatives, and agreements, it area. Snakes are caught and handed supports issues that affect Wyoming’s over to the forest department and communities and natural resources. Key success factors: locals are made aware of how to What worked? deal with wildlife that may stray into human-inhabited areas. Challenges Tata International has made significant strides in its green endeavours and plans are already underway to take the Challenges Tata Chemicals’ processing facility message even further, supported by a is located inside and adjacent to team of passionate volunteers. the habitat for Sage-Grouse. Using • Containing environmental impact cutting edge ventilation and mining • Lack of awareness on the technology, Tata engineered and built a importance of tree plantation and new ventilation shaft in the core habitat biodiversity conservation. without affecting the Sage-Grouse.

134 135 THE TATA GROUP AND THE SDGs GOAL #16 10. Ensure public access to information 11. Strengthen relevant national 12. Promote and enforce GOAL #16 and protect fundamental freedoms, institutions, including through non-discriminatory laws and in accordance with national international cooperation, for building policies for sustainable development. legislation and international capacity at all levels, in particular PEACE, JUSTICE agreements in developing countries, to prevent violence and combat terrorism AND STRONG and crime INSTITUTIONS WHY Goal #16 matters? Promote peaceful and inclusive societies for 01. Armed conflicts - The number of 03. Bribery and Corruption - Among 05. Corruption, bribery, theft and tax fatalities due to conflicts increased the institutions most affected by evasion cost some US $1.26 trillion sustainable development, provide access to by a factor of 3.2 between 2008 and corruption are the judiciary and police for developing countries per year justice for all and build effective, accountable 2014 04. The rate of children leaving primary 06. Varied forms of violence, a complex and inclusive institutions at all levels 02. Displacement - 59.5 million people school in conflict affected countries multi-dimensional set of drivers and have been forcibly displaced due to reached 50 per cent in 2011, an increasing number of non-state Promote just, peaceful and inclusive societies. This goal various conflicts in 2014 accounting to 28.5 million children actors using new technologies and is dedicated to the promotion of peaceful and inclusive social media and with transnational societies for sustainable development. Countries need connections, are changing the to ensure access to justice for all, and build effective, nature of violent conflicts. accountable institutions at all levels. BUSINESSES & Goal #16: What’s the Connect?

Whilst the world, in general, has become more prosperous and more peaceful in recent decades; inequalities are growing in many countries and there remains significant pockets of extreme poverty, violence, exclusion and TARGETS under Goal #16 discrimination. A responsible business through its core business, Businesses can commit to working with 01. Significantly reduce all forms of 05. Substantially reduce corruption and ARMED strategic social investment, public policy Governments and civil society to eliminate violence and related death rates bribery in all their forms engagement and collective action can make corruption in all its forms and to support everywhere CONFLICTS meaningful contributions to Goal# 16 strengthening of the rule of law. 06. Develop effective, accountable and 02. End abuse, exploitation, trafficking transparent institutions at all levels 3.2 and all forms of violence against and Businesses have the potential to adhere to/ withhold/ influence/ support … torture of children 07. Ensure responsive, inclusive, participatory and representative 03. Promote the rule of law at the decision-making at all levels Effective, accountable Compliance Inclusive Physical and national and international levels and Anti- Public access and with laws and decision economic ensure equal access to justice for all 08. Broaden and strengthen the corruption to information participation of developing transparent regulations making displacement 04. By 2030, significantly reduce illicit countries in the institutions of global governance financial and arms flows, strengthen governance the recovery and return of stolen assets and combat all forms of 09. By 2030, provide legal identity for all, 3.2 times increase in the Goal 16 embraces the core elements of a social contract between state/ business and society as they seek to organised crime including birth registration number of fatalities due to ensure a match between people’s expectations of what the state/ business and other actors will deliver and conflicts between 2008 and the institutional capacity available within the state/ business and other actors to meet those expectations. 2014

136 137 THE TATA GROUP AND THE SDGs Tata Group Institutions

OPPORTUNITY for Businesses CASE STUDY 60 GOAL #16 Conflict Management Collaboration Businesses need to focus on Businesses will have to help Businesses will have to create reinstating infrastructure in conflicted regions recuperate through partnerships for responsible and ethical conflicted regions, leverage digital With the aim to provide inclusive societies infrastructure services and low-cost sourcing. technologies to disseminate for sustainable development, Tata group has products. emergency and awareness founded and supported several institutions. information and develop The Tata group helped build effective Security measures partnerships for setting codes of accountable and inclusive institutions at all Businesses will have to employ digital ethics. levels to ensure equal access to education vigilance and resilience to protect and medical facilities. Further, these institutes vulnerable customers. also serve as platforms to preserve and promote culture, literature and art forms that help strengthen social fabric.

Tata Institute of Fundamental How can businesses CONTRIBUTE to Goal #16?* Research (TIFR) The need to improve India’s scientific 01. Comply with laws and seek to meet 03. Conduct risk and impact 05. Engage in public-private dialogues, temper and strengthen the nation’s science international standards; require and assessments to identify and mitigate partnerships and collective action in infrastructure were the objectives that drove competence of research and development JRD Tata Ecotechnology Centre support business partners to do risks of contributing to corruption, conflict prevention, peacekeeping, scientist Homi J Bhabha, and JRD Tata, the related to science and technology in (JRDTEC) the same violence and conflict, and weakening peacebuilding, anti-corruption and then Chairman of the Tata group, to pursue India. It is housed at a 375-acre campus in The flag bearer of the ecotechnology of the rule of law and identify the rule of law. their vision of establishing TIFR in Mumbai, Bengaluru, and has 40 departments and movement in India, JRDTEC is part of the MS 02. Commit to and implement conflict opportunities for positive impacts back in 1945. TIFR became the cradle of the centres pursuing R&D and teaching in all Swaminathan Research Foundation, Chennai. sensitive, lawful and transparent country’s atomic energy endeavour. The departments of science, engineering and Established in 1996, the Centre was born operational policies and practices, 04. Measure and report on Institute wasn’t just about science; it was technology. Its library, devoted to science of renowned agricultural scientist including on human resources, implementation progress, including also about discovering and delivering the and technology, is the largest in the country. Mr. Swaminathan’s conviction that an public and corporate procurement, on operations in high-risk areas benefits drawn from science to the Indian optimum blending of traditional wisdom and in the value chain society. Given that there was little scientific The Institute serves as a national consultant on and scientific endeavour that nurtures and and industrial infrastructure at the time, TIFR issues pertaining to space research, electronic protects the environment, is the bedrock of came to play a crucial role. designs, power projects, civil constructions truly sustainable development. *The above examples are non-exhaustive and some may be more relevant to certain industries than to others. and environmental planning. It works in Indian Institute of Science (IISc) association with the Indian Space Research Tata Institute of Social Sciences IISc, a deemed university, serves as a Organisation and the Defence Research and Set up in 1936, TISS is a pioneer in the field window to the external world to gauge the Development Organisation on many projects. of social-work education in the Asia-

138 139 THE TATA GROUP AND THE SDGs GOAL #16

interaction with the arts of other countries.

Tata Medical Centre (TMC) 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 years, TMC has also realised the importance of preventive activities and is Pacific region. The Institute, which offers The objectives: reaching out to create awareness even in postgraduate and doctoral programmes, • To establish a national center for rural areas. has made significant contributions in the the preservation and promotion of domains of social policy and planning, classical, traditional and contemporary intervention strategies and human resource performing and visual arts development. • To establish, equip and maintain schools, auditoria, libraries, archives, museums, National Centre for Performing Arts studios, workshops and other facilities (NCPA) necessary to preserve and promote The NCPA was the brainchild of JRD Tata and performing and fine arts Dr. Jamshed Bhabha, two visionaries who • To disseminate knowledge, promote saw India’s need for an all-encompassing appreciation, provide training and world-class performing arts centre, and the sponsor or undertake scientific research role that celebrating and preserving art and in these fields with the objective of culture plays in strengthening a country’s further development by encouragement social fabric. of innovation within India and by

The National Centre for the Performing Arts (NCPA), Mumbai, is India’s premier cultural institution. The NCPA was the brainchild of JRD Tata and Dr. Jamshed Bhabha, two visionaries who saw India’s need for an all-encompassing world-class performing arts centre.

140 141 THE TATA GROUP AND THE SDGs GOAL #17 05. Adopt and implement investment 11. Significantly increase the exports of expertise, technology and GOAL #17 promotion regimes for least developing countries, in particular financial resources, to support developed countries with a view to doubling the least the achievement of the developed countries’ share of global sustainable development goals Technology exports by 2020 in all countries, in particular PARTNERSHIP 06. Enhance North-South, South-South developing countries and triangular regional and 12. Realise timely implementation of • Encourage and promote international cooperation on and duty-free and quota-free market effective public, public-private FOR THE GOALS access to science, technology access on a lasting basis for all least and civil society partnerships, and innovation and enhance developed countries, consistent building on the experience Strengthen the means of knowledge sharing on mutually with World Trade Organisation and resourcing strategies of implementation and revitalise the agreed terms, including through decisions, including by ensuring that partnerships. improved coordination among preferential rules of origin applicable global partnership for sustainable existing mechanisms, in particular to imports from least developed Systemic issues: Data, monitoring and at the United Nations level, and countries are transparent and simple, accountability development through a global technology and contribute to facilitating market 15. • By 2020, enhance capacity- facilitation mechanism access building support to developing Revitalising the global partnership for sustainable countries, including for least development. Achieving sustainable development 07. Promote the development, transfer, Systemic issues: Policy and developed countries and agenda requires partnerships between countries, the dissemination and diffusion of institutional coherence small island developing States, private sector and civil society. Inclusive partnerships environmentally sound technologies 13. • Enhance global macroeconomic to increase significantly the based on shared vision and goals are needed across to developing countries on stability, including through availability of high-quality, timely geographies. favourable terms, including on policy coordination and policy and reliable data disaggregated concessional and preferential terms, coherence by income, gender, age, race, as mutually agreed • Enhance policy coherence for ethnicity, migratory status, sustainable development disability, geographic location 08. Fully operationalise the technology • Respect each country’s policy and other characteristics bank and science, technology space and leadership to relevant in national contexts and innovation capacity-building establish and implement policies • By 2030, build on existing mechanism for least developed for poverty eradication and initiatives to develop TARGETS under Goal #17 countries by 2017 and enhance sustainable development. measurements of progress on the use of enabling technology, sustainable development that GAP IN INVESTMENT in particular information and Systemic issues: Multi-stakeholder complement gross domestic Finance are encouraged to consider setting communications technology partnerships product, and support statistical 01. By 2030, end hunger and ensure a target to provide at least 0.20 FOR SDGs 14. • Enhance the global partnership capacity-building in developing access by all people, in particular per cent of ODA/GNI to least Capacity building for sustainable development, countries. the poor and people in vulnerable developed countries 09. Enhance international support for complemented by multi- situations including infants, to safe, implementing effective and targeted stakeholder partnerships that nutritious and sufficient food all year 03. Mobilise additional financial capacity-building in developing mobilise and share knowledge, round resources for developing countries countries to support national plans from multiple sources $ 3.1tn to implement all the sustainable 02. Developed countries to implement development goals, including fully their official development 04. Assist developing countries in through North-South, South-South assistance commitments, including attaining long-term debt sustainability and triangular cooperation the commitment by many through coordinated policies aimed developed countries to achieve the at fostering debt financing, debt relief 10. Promote a universal, rules-based, target of 0.7 per cent of ODA/GNI and debt restructuring, as appropriate, open, non-discriminatory and to developing countries and 0.15 to and address the external debt of equitable multilateral trading system 0.20 per cent of ODA/GNI to least highly indebted poor countries to under the World Trade Organisation, developed countries ODA providers reduce debt distress including through the conclusion of negotiations under its Doha Yearly current gap in investments Development Agenda identified to meet SDG targets

142 143 THE TATA GROUP AND THE SDGs

WHY Goal #17 matters? BUSINESSES & Goal #17: What’s the Connect? GOAL #17

01. Gap in investment for SDGs - 04. By 2030, the least developed Enablers required to drive value creation by enabling partnerships to promote global development $3.1 trillion per year is current gap in countries will export significantly Promoting international investments identified to meet SDG more than they do now trade, and helping developing Set up local production Utilise digital Drive investments in Enable partnerships targets countries increase their exports, facilities and infrastructure to scale R&D to drive reduction with civil societies 05. 30 per cent of the world’s youth are is all part of achieving a universal distribution networks solutions in developing in production costs to provide last 02. Need for assistance - Official digital natives, active online for at rules-based and equitable to deliver customised countries where and customise the mile connectivity development assistance stood at least five years trading system that is fair and products and services. people have basic product to meet basic and distribution to $135.2 billion in 2014, the highest open, and benefits all. access to telecom. development needs. reach customers in level ever recorded 06. 79 per cent of imports from developing countries. developing countries enter Are we ready to accept and 03. Internet connectivity lags - More than developed countries duty-free. promote this? four billion people do not use the Internet, and 90 per cent of them Re-structure and Enable digital Drive sectoral based Partner with industry are from the developing world transform current infrastructure to funding mechanisms peers, public sector infrastructure socialise and promote and leverage and civil societies to Sources: Poverty rate (World Bank) http://data.worldbank.org/indicator/SI.POV.DDAY. to improve the the benefits of rebates to de-risk policy incentives and sustainability leveraging sustainable. the move towards mechanisms to enable performance in terms sustainable alternatives and accelerate move of consumption of technologies for a to sustainable business BUSINESSES & Goal #17: What’s the Connect? material inputs and particular sector. models. emissions. Urgent action is needed to mobilise, redirect Long-term investments, including foreign and unlock the transformative power of trillions direct investment, are needed in critical sectors, of dollars of private resources to deliver on especially in developing countries. These include sustainable development objectives. sustainable energy, infrastructure and transport, as well as information and communications OPPORTUNITY for Businesses technologies. Innovative business models generate attractive returns while meeting social and environmental goals. Businesses should set up local production facilities aligned to Businesses should set up local production facilities aligned to sustainable development, leveraging digital 01. Enable low-cost production and 02. Create partnerships to leverage sustainable development, leveraging technologies in partnership with industry and civil bodies. connectivity to remote areas to spur public sector funds and drive digital technologies in partnership the growth of developing countries. alternative business models. with industry and civil bodies.

The world today is more Coordinating policies to The goals aim to enhance interconnected than ever help developing countries North-South and South-South before. Improving access to manage their debt, as well cooperation by supporting technology and knowledge as promoting investment for national plans to achieve all is an important way to share the least developed, is vital to the targets. ideas and foster innovation. achieve sustainable growth How can businesses CONTRIBUTE to Goal #17?* and development. 01. Enable transfer of sustainable 03. Support developing countries in 05. Enhance global trade flows technologies to developing implementing SDGs. through an equitable multilateral countries. trading system. 04. Mobilise funding for developing 02. Encourage the growth of countries to implement SDGs. multi-stakeholder partnerships to help implement SDGs.

*The above examples are non-exhaustive and some may be more relevant to certain industries than to others.

144 145 THE TATA GROUP AND THE SDGs Tata Global Beverages Tata Group

CASE STUDY 61 CASE STUDY 62 GOAL #17

Rainforest Alliance GOAL# 17 IMPACTS Partnering for Disaster Management GOAL# 17 IMPACTS • Multi-stakeholder partnerships • Multi-stakeholder partnerships The sustainable sourcing strategy is focused on sustainable agricultural practices. • Capacity building Tata Sustainability Group (TSG) has identified group companies, called ‘Lead Companies’ • Finance It describes their principles and code of conduct in purchasing tea and coffee for for faster dissemination of aid to disaster afflicted areas. These Lead Companies are packeting and processing units. It recounts minimum requirements on social and chosen based on best suitability to help within each state. Tata group partners with working conditions, safety and environmental demands, and agricultural practices VALUE LEVERS FOR THE strong external agencies and non-profits specialised disaster relief work in the aftermath VALUE LEVERS FOR THE as suppliers of tea and coffee. TGBL’s collaboration with the Rainforest Alliance is big COMPANY of a disaster. As a part of its efforts in developing disaster response frameworks within COMPANY effort in responsible sourcing. Working with Rainforest Alliance, TGBL is able to tackle • Greater resilience the entire Tata group, TSG also collaborates with Tata companies and the Tata Trusts to • Brand and reputation specific sustainability issues within the tea sector. • Business continuity develop Project Managers – Managers with the requisite knowledge and capabilities to • Company and employee resilience manage future disaster response initiatives of the Tata group.

What did Tata Global Key success factors: Project impact Beverages do? What worked? What did Tata Key success factors: Project impact group do? What worked? Rainforest Alliance is an international • At the heart of the Rainforest Alliance’s • The 2013 Sustainable Standard- non-profit organisation that works approach is the understanding that Setter Award presented to TGB by • Tata group possesses a workforce with a • The Tata group has responded to • Reaching out to the most to conserve biodiversity and ensures the health of the land is inextricably the Rainforest Alliance recognises great breadth of geographical expertise more than 50 disasters in the last impacted and most disadvantaged sustainable livelihoods. It enables TGB connected to the well-being of those TGB’s ongoing dedication, and functional competence that are of two decades. communities to tackle specific sustainability issues who depend on it for their livelihoods. innovation and leadership in great significance when disasters strike. • It has provided relief to 400,000 • Needs based relief distribution within the tea sector. TGB is committed Their approach includes training environmental conservation The Tata group has been responding affected families in India and Nepal. • Multi stakeholder partnerships to sourcing 100 per cent of its black and certification to promote healthy • TGB is on target to achieving its to disasters to help communities ranging from corporates, NGOs, teas from Rainforest Alliance Certified™ ecosystems and communities in committment to sourcing 100% recover to ‘build back better’ in all the INGOs and the Government, for farms for all Tetley-branded teas in EMEA some of the world’s most vulnerable of its black teas from Rainforest three phases of Disaster Response Challenges effective disaster response (Europe, Middle East and Africa) and ecosystems Alliance Certified™ farms for all – emergency response, relief, and • Going beyond ‘writing of cheque’ CAA (Canada, Australia and America) • They work with forward thinking Tetley-branded teas in EMEA rehabilitation. With a focus on building and ‘directly engaging with regions by 2016. More than 50 per cent farmers, foresters and tourism (Europe, the Middle East and Africa) resilience and creating support systems • Strengthening work on Disaster Risk communities’ through a well-trained of Tetley tea worldwide is now Rainforest entrepreneurs to conserve natural and CAA (Canada, Australia and that alleviate people’s suffering after Reduction during the ‘peace time’ cadre of Project Managers and Core Alliance CertifiedTM. TGB’s associate resources and ensure the long- America) regions. Currently, more disasters, various means are employed • Reducing reaction time in the Volunteers plantation companies — Kanan Devan term economic health of forest than 50% of Tetley tea worldwide is to facilitate this relief and rehabilitation event of a disaster - Leveraging Hill Plantation (KDHP), Watawala in Sri communities. In order for a farm Rainforest Alliance Certified™. • Under the guidelines and framework technology and using new platforms Lanka and — are Rainforest or forestry enterprise to achieve set up by TSG, a situation analysis has been identified as a solution for Alliance CertifiedTM. Rainforest Alliance certification, or for a is conducted to evaluate the this challenge. tourism business to be verified, it must immediate requirements of the meet rigorous standards designed to affected communities, identify the protect ecosystems, safeguard the long-term goals and estimate the well-being of local communities and resource requirements. Thereafter, improve productivity. The Rainforest Lead Companies are identified and Alliance then links these farmers, Project Managers who have been foresters and tourism businesses to handpicked, and have undergone the growing global community of disaster management training, are conscientious consumers through the deployed to the disaster hit zones for green frog seal 1-6 months. These Project Managers • The Rainforest Alliance Certified™ seal oversee all relief and rehabilitation is an internationally recognised symbol efforts and coordinate with the Steering of environmental, social and economic Committee, Tata Lead Companies and sustainability that helps both businesses external partners to reach affected and consumers do their part to ensure communities in affected areas. a brighter future for us all.

146 147 THE TATA GROUP AND THE SDGs Tata Engage Tata Group

CASE STUDY 63 CASE STUDY 64 GOAL #17

Partnerships for Corporate Volunteering GOAL# 17 IMPACTS Tata group’s Adoption of the Tata Engage is a group level volunteering platform to encourage and facilitate • Multi-stakeholder partnerships Natural Capital Protocol GOAL# 17 VALUE LEVERS FOR volunteering among employees, their family members and retirees around the globe. Tata • Employee development and THE COMPANY group Volunteers engage with the community by contributing their time and skills under increased productivity • Tata group companies are different volunteering formats. While short term volunteering activities, and skills-based The Tata group is one among 50 leading global companies to pilot the Natural Capital pioneering new-genre sustainability weekend volunteering programmes are already running, there’s also the aim to launch a Protocol across four group companies – Tata Power, Tata Steel, Tata Chemicals and initiatives 3-6-month, full-time deputation, volunteering format by FY2016-17. VALUE LEVERS FOR THE Jaguar Land Rover. • The Tata group is emerging as a COMPANY sustainability champion among • Corporate visibility Member of the Tata group shared their experiences from the piloting and what they corporates, especially in the discovered and their learnings at the launch event in July 13, 2016, where global leaders Asia-Pacific region What did Tata is three-to-six-month long volunteering from business, finance, accounting, conservation, academia and research, standards setting • Evangelising Natural Capital Protocol Engage do? format wherein volunteers offer their Challenges and policy gathered in London for the launch of the world’s first Natural Capital Protocol. among peers time and efforts, for a few hours, over the Launched on March 3, 2014 on the weekend – either remotely or from the The Natural Capital Protocol is a product of the Natural Capital Coalition. The Coalition 175th birth anniversary of the founder Non-profit centre closest to their location. • The need for better technical is a collaboration of the world’s leading organisations from business, accountancy, , Tata Engage institutionalises improvements to track volunteering science and academia, membership organisations, standard setting, finance, policy and volunteering across the Tata group, in a Engage+ initiatives and hours conservation, who have come together through a common vision of a world where manner whereby its efforts are invested Set to re-launch in 2017, Engage+ is a full • CSR Act does not recognise business conserves and enhances natural capital. in areas where they are needed the most. pay, six-month, by invitation, volunteering volunteering as CSR expenditure Volunteering activities are planned in a opportunity wherein selected volunteers • Policy level changes to be able way that the outcomes are more fruitful will be on a full-time deputation with an to encourage sabbatical based Project impact and sustainable – this has been achieved NGO and spearhead a project of significant volunteering. by executing volunteering activities in two social importance. different formats. The Natural Capital Protocol is a circularity, lifecycle approaches, new As a group, Tata group has also begun Key success factors: standardised framework designed to mobility and materials, biodiversity tweaking and evangelising a Natural Capital What worked? Tata Volunteering Week Project impact generate trusted, credible, and actionable conservation, and even affirmative action. Protocol, an area where few companies Each Tata Volunteering Week (TVW) is information that business managers need have dared to tread. celebrated group-wide across a four-week • Creation of technological platforms to make truly informed decisions. It has period, twice in a year. The key objective • Tata group achieved 1.2 million that have been adapted for company, helped bring together and build on a of this initiative is to encourage and inspire volunteering hours in FY2016-17 partner and volunteer use number of approaches that already exist. It Tata employees to experience volunteering with the support of Tata companies, • Boosted leadership capacities through helps business measure and value natural and eventually pursue it on a regular basis. moving it up to the list of top having Specific Points of Contact capital, and, by harmonising them, thereby, Till date, TSG has successfully conducted 10 corporates recognised for its (SPOCs) across Tata companies allowing businesses everywhere to benefit six such celebrations with enthusiastic volunteering effort • Successful launch of three distinct from understanding their relationships participation from Tata employees across • Tata Volunteering Week has volunteering formats to cater to ‑with nature. geographies. Each TVW has broken partnered with over 650 NGOs specific needs of Non-profits and participation records set by the previous one. across 150 locations (FY2016-17) volunteers Four Tata companies have made it among • ProEngage has partnered with • Engaging family members of the top 10 of the Futurescape rankings ProEngage 54 Non-profits across 15+ cities employees, as well as retired Tata list the Tata group was also ranked first in ProEngage is a part-time, skill-based (FY2016-17). colleagues the GlobeScan sustainability leadership volunteering programme, which offers • Cross collaboration between survey conducted in Asia for advancing the volunteers the unique opportunity to companies facilitates sharing of sustainable development agenda. contribute their domain expertise and helm specific skills and capabilities with exciting projects that can help civil society Non-profits Tata group companies are pioneering organisations achieve their goals faster. This new-genre sustainability initiatives in

148 149 THE TATA GROUP AND THE SDGs Philanthropy at the Tata group TATA TRUSTS PHILOSOPHY

Celebrating its 125th anniversary this and drive innovation in the areas of year, Tata Trusts is amongst India’s education; healthcare and nutrition; oldest, non-sectarian philanthropic rural livelihoods; natural resources TATA TRUSTS organizations that work in several areas management; enhancing civil society of community development. Since and governance and media, arts, crafts its inception, Tata Trusts has played a and culture. Tata Trusts continue to be pioneering role in transforming traditional guided by the principles of its Founder, 125 YEARS OF PHILANTHROPY AT ITS CORE ideas of philanthropy to make impactful Jamsetji Tata and through his vision of sustainable change in the lives of the proactive philanthropy, the Trusts catalyse VALUE LEVERS communities served. Through direct societal development while ensuring • Pioneering implementation, co-partnership strategies that initiatives and interventions have a • Nation building and grant making, the Trusts support contemporary relevance to the nation.

EVOLUTION OF THE TRUSTS “...what advances a nation or a community is not so much to prop up its weakest and and most helpless members, but to 1892 1919 1932 1944 1974 2008 J.N. Tata Sir Sir Dorabji J.R.D. Tata NavajBai Ratan Tata Education lift up the best and the most gifted, so as to make them of Endowment Trust Tata Trust Trust Tata Trust | & Development Jamsetji Tata Trust the greatest service to the country.” Trust

JAMSETJI TATA MISSION: TO IMPACT 100 MILLION LIVES BY 2021

THE TATA TRUSTS APPROACH

Moving away from mere grant making to implementation by using technology to build scale.

The shared vision outlines broad guidelines for the Trusts’ engagements over the next 10 years in a five point check-list of facets that the Trusts would endeavor to incorporate in all future engagements supported by them. The guidelines such as (a) Scale; (b) Measurable Impact; (c) Finite Exit Route; (d) Sustainability; and (e) Adoption and contextual application of global best practices, are now used to evaluate every intervention that the Trusts wish to engage in.

150 151 THE TATA GROUP AND THE SDGs

TOUCHING LIVES ACROSS THE LENGTH TATA TRUSTS ACROSS THE SDGs AND BREADTH OF THE COUNTRY

Rural Poverty & Multi- Livelihood stakeholder With close to 900 projects Civil Society Partnerships Urban Nutrition, Strengthening, Poverty Tribal Ashram being executed through Tata Medical Alleviation Shala, over 450 partners, Centralized Kitchen Trusts reaches millions of Animal Care Health & households across India. Centre 1 Nutrition 16 17 1 Education, 16 2 Technology Fisheries in Education (ITE), 15 3 Connected Learning Initiative (CLIx) 14 14 4 TATA Solar Energy & Clean 13 13 TRUSTS 5 Druv, Internet Saathi Cooking 12 6

Nutrition, 11 7

Tribal Ashram 10 8 Tata Water Mission Shala 11 9 7 10 8 9 Solar Data Driven Energy Governance & Clean Internet Cooking Saathi, Migration, Rural Rural Upliftment Rural Livelihood, Data Poverty Migration Water and Sanitation Driven Governance Health & Nutrition

Education

Urban Poverty Alleviation

Energy

153 Notes Notes Notes WE DREAM OF A BETTER WORLD. TATA GROUP AND THE SDGs

August 2017 SUSTAINABILITY GROUP Army & Navy Building, 2nd Floor, Mahatma Gandhi Road, Mumbai - 400 001. India www.tatasustainability.com