Assessment [abstract] Assessment, Process It's the total score of: a. System Response Level-I, Process, Total b. People Response Level -II, Process, Total c. Program Response Level III, Process, Total Assessment, Outcomes It's the total score of: a. System Response Level-I, Outcomes, Total b. People Response Level -II, Outcomes, Total c. Program Response Level III, Outcomes, Total Assessment It's the total score of: a. System Response Level-I b. People Response Level -II c. Program Response Level III Assessment, Percentage Assessment Score divide by the Maximum Score(1000) gives the Assessment Percentage Assessment, Score Band Assessment Score divided into different ranges i.e [0-250] [251-450] [451-650] [651-875] [876-1000] and based on this Score Band Descriptors is given. Systems Response Level - I [abstract] Systems Response Level - I, Process [abstract] Leadership Commitment and Involvement, Process Leadership Commitment and Involvement Process covers the following points: a. In the Company, senior leaders demonstrate explicit commitment and deep personal involvement to support CS. Besides setting overall direction and implementation, they encourage Level II and other managers to actively support and to personally involve in CS activities so that, by example they help create the desired culture. b. Senior leaders initiate CS voluntarily and go beyond stipulated regulation. A proper assessment (by third party if necessary) is conducted to ensure that business, environmental and social risks are evaluated and minimized. It involves initiatives taken to build organizational / professional capacities on Sustainability; and extends to how the organization is being equipped to deal with complex and tough social problems, when a need arises. c. An appropriate emphasis is evident in developing non-financial goals for the Company – economic, environmental and social. The process includes evolving human development goals, indices and measures to all CS work as the overall purpose linked to ‘improving the quality of life’. Management Structure and Deployment, Process Management Structure and Deployment Process covers the following points: a. The CEO or MD of the company is ex-officio Member of the Council and attends Council Meetings (without proxy) to share experiences and provide overall group-level direction. b. The CEO identifies a Director on their Board to oversee CS and forms a CS Committee of at least two Members and coordinates with other related Committees, where necessary. The objective is to address and to protect shareholder / stakeholder interests through a responsible corporate governance process into which CS is fully integrated. c. A senior level executive, preferably Level II is the Corporate Head-Social Responsibility (CH-SR). The heads of community development, environmental management, industrial health / safety and related functions will support the CH-SR and form a CS Cross Functional Team. Depending upon the size and structure of the organization, all heads of functions and operations will be the members of this CFT. Strategy Development and Action Plan, Process Strategy Development and Action Plan Process covers the following points: a. The CEO encourages the CH-SR and Cross Functional Team to evolve a formal CS strategy with a three to five years long-term perspective and projection in mind. The strategy could be formulated with the help of external agencies and experts. This could also be evolved with appropriate involvement of all other stakeholders. CS strategies address not only the present needs of businesses / markets / communities, but take into account future environmental and social impacts. Negative impacts, if any, are proactively anticipated and mitigated. b. This strategy is the basis for the CS Annual Business Plan and is backed by appropriate budget, resources, and the time of all employees involved. The Company is encouraged to develop a “matrix” enlisting the technological and managerial capacity / strengths and articulate broadly how it could reach the targeted stakeholder. c. At a company level, CS plans are inclusive of community development, employee welfare on issues like HIV/AIDS or disability. CS includes environmental management, occupational health and safety, biodiversity and ecological restoration, conservation of wildlife and endangered species. This process assures that it includes dealing with and addressing any form of actual or potential undesirable impact it has on people and the ecology Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Process Review Mechanism, Process Documentation and Reporting, Communication and Awareness Process covers the following points: a. CS is periodically reviewed almost like any other function, at operational, divisional and corporate levels. Specific actions are taken on OFIs and issues raised. b. CS is widely reported internally and externally in the spirit of making information available to the public. Annual Reports carry briefs on all major CS aspects. Special reports will be prepared as required by each initiative (Sustainability, Global Compact, Tata Index, SA8000) and certified, as stipulated. c. All communication channels and forms of awareness building are deployed to disseminate required CS messages / materials to employees and concerned stakeholders. d. The objective to inform, encourage employee involvement and update on the latest in CS matters is considerably achieved and measured through employee surveys, their increasing participation and involvement. e. As agreed upon at Workouts, GRI Reports are to be ready by 29th July every year along with the Tata Index assessment and Communication on Progress for Global Compact, and where necessary the Reports are audited by end September each year. Systems Response Level - I, Process Systems Response Level - I, Process, Total It's the total of: a. Leadership Commitment and Involvement, Process b. Management Structure and Deployment, Process c. Strategy Development and Action Plan, Process d. Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Process Systems Response Level - I, Outcomes [abstract] The definition should be included here Leadership Commitment and Involvement, Outcomes Leadership Commitment and Involvement Outcomes covers the following points: a. In the Company, senior leaders demonstrate explicit commitment and deep personal involvement to support CS. Besides setting overall direction and implementation, they encourage Level II and other managers to actively support and to personally involve in CS activities so that, by example they help create the desired culture. b. Senior leaders initiate CS voluntarily and go beyond stipulated regulation. A proper assessment (by third party if necessary) is conducted to ensure that business, environmental and social risks are evaluated and minimized. It involves initiatives taken to build organizational / professional capacities on Sustainability; and extends to how the organization is being equipped to deal with complex and tough social problems, when a need arises. c. An appropriate emphasis is evident in developing non-financial goals for the Company – economic, environmental and social. The process includes evolving human development goals, indices and measures to all CS work as the overall purpose linked to ‘improving the quality of life’. Management Structure and Deployment, Outcomes Management Structure and Deployment Outcomes covers the following points: a. The CEO or MD of the company is ex-officio Member of the Council and attends Council Meetings (without proxy) to share experiences and provide overall group-level direction. b. The CEO identifies a Director on their Board to oversee CS and forms a CS Committee of at least two Members and coordinates with other related Committees, where necessary. The objective is to address and to protect shareholder / stakeholder interests through a responsible corporate governance process into which CS is fully integrated. c. A senior level executive, preferably Level II is the Corporate Head-Social Responsibility (CH-SR). The heads of community development, environmental management, industrial health / safety and related functions will support the CH-SR and form a CS Cross Functional Team. Depending upon the size and structure of the organization, all heads of functions and operations will be the members of this CFT. Strategy Development and Action Plan, Outcomes Strategy Development and Action Plan Outcomes covers the following points: a. The CEO encourages the CH-SR and Cross Functional Team to evolve a formal CS strategy with a three to five years long-term perspective and projection in mind. The strategy could be formulated with the help of external agencies and experts. This could also be evolved with appropriate involvement of all other stakeholders. CS strategies address not only the present needs of businesses / markets / communities, but take into account future environmental and social impacts. Negative impacts, if any, are proactively anticipated and mitigated. b. This strategy is the basis for the CS Annual Business Plan and is backed by appropriate budget, resources, and the time of all employees involved. The Company is encouraged to develop a “matrix” enlisting the technological and managerial capacity / strengths and articulate broadly how it could reach the targeted stakeholder. c. At a company level, CS plans are inclusive of community development, employee welfare on issues like HIV/AIDS or disability. CS includes environmental management, occupational health and safety, biodiversity and ecological restoration, conservation of wildlife and endangered species. This process assures that it includes dealing with and addressing any form of actual or potential undesirable impact it has on people and the ecology Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Outcomes Review Mechanism, Process Documentation and Reporting, Communication and Awareness Outcomes covers the following points: a. CS is periodically reviewed almost like any other function, at operational, divisional and corporate levels. Specific actions are taken on OFIs and issues raised. b. CS is widely reported internally and externally in the spirit of making information available to the public. Annual Reports carry briefs on all major CS aspects. Special reports will be prepared as required by each initiative (Sustainability, Global Compact, Tata Index, SA8000) and certified, as stipulated. c. All communication channels and forms of awareness building are deployed to disseminate required CS messages / materials to employees and concerned stakeholders. d. The objective to inform, encourage employee involvement and update on the latest in CS matters is considerably achieved and measured through employee surveys, their increasing participation and involvement. Systems Response Level - I, Outcomes Systems Response Level - I, Outcomes, Total It's the total of: a. Leadership Commitment and Involvement, Outcomes b. Management Structure and Deployment, Outcomes c. Strategy Development and Action Plan, Outcomes d. Review Mechanism, Outcomes Documentation and Reporting, Communication and Awareness, Outcomes Systems Response Level - I, Accumulative [abstract] Leadership Commitment and Involvement It's the total of: a.Leadership Commitment and Involvement, Process b.Leadership Commitment and Involvement, Outcomes Management Structure and Deployment It's the total of: a. Management Structure and Deployment, Process b. Management Structure and Deployment, Outcomes Strategy Development and Action Plan It's the total of: a.Strategy Development and Action Plan, Process b.Strategy Development and Action Plan, Outcomes Review Mechanism, Process Documentation and Reporting, Communication and Awareness It's the total of: a. Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Process b. Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Outcomes Systems Response Level - I There are four major points for action under this Level that will demonstrate explicit commitment and involvement of senior leadership in providing direction to company level CS and also ensure that the intent is actually deployed and implemented. It's the total of: a. Systems Response Level - I, Process b. Systems Response Level - I, Outcomes Systems Response Level - I, Percentage [abstract] Leadership Commitment and Involvement, Percentage Score of Leadership Commitment and Involvement divided by the Maximum score for this element (55) gives the percentage Management Structure and Deployment, Percentage Score of Management Structure and Deployment divided by the Maximum Score for this element (55) gives the percentage Strategy Development and Action Plan, Percentage Score of Strategy Development and Action Plan divided by the maximum score for this element (55) gives the percentage Review Mechanism, Process Documentation and Reporting, Communication and Awareness, Percentage Score of Review Mechanism, Process Documentation and Reporting, Communication and Awareness divided by the maximum Score for this element (110) gives the percentage. Systems Response Level - I, Percentage Score of Systems Response Level-I divided by the maxium score for this level (275) gives the percentage People Response Level - II [abstract] People Response Level - II, Process [abstract] Selection, Career Development of key Employees, Performance Management and Succession Planning, Process Selection, Career Development of key Employees, Performance Management and Succession Planning, Process covers the following points: a.The Company has a process to identify, select and position CS facilitators b. CS Facilitators have goals, targets and performance appraisals and systematic assessment of CS performance is carried out. Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Process Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Process covers the following points: a.Training needs for CS are assessed and building CS capacity is a routine function b.Advanced training in technical, operational aspects could support exceptional performance - the prime aim being to constantly upgrade requisite capacity. Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Process Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Process covers the following points: a. Leadership development is key to CS. Employee enrolment by motivation is an important role of CS Facilitators b. It is recognized that CS Leadership is founded on “Servant as Leader” approach and is offered to those who by choice are willing to undertake their own personal journey towards reflection, develop more empathy and towards their self-development. Volunteer scheme and increasing / maturing degree of volunteering, Process Volunteer scheme and increasing / maturing degree of volunteering, Process covers the following points: a. The Company has a proper policy and process / scheme to encourage volunteering (ideally linked with the Strategy on CS). The volunteering process is highly customized and sensitive to include the existing initiatives. Urban and Rural locations, type of company operations and other peculiarities of the business are also taken into account while designing the process. Recognition of Volunteers is key to this process. b. It would be possible to accurately substantiate on the number of Volunteers in a Company, the Volunteering hours spent and broad areas of their work content. c. The Company has a two-way communication system that helps to reach all employees. Preferably, a report on Volunteering is brought out periodically and snippets updated on websites and even Annual Reports, (celebrating exceptional cases of Volunteering just as much as Profits!) d.As our companies are operating in an increasingly global environment, adequate care is taken to include the sensitivities and practices that are suitable to local communities abroad so as to serve their needs. e.Our companies have well structured processes to create a good work / life balance [Eg. Tata Steel Domestic Management]. People Response Level - II Process People Response Level - II Process, Total It's the total of: a. Selection, Career Development of key Employees, Performance Management and Succession Planning, Process b.Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Process c. Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Process d. Volunteer scheme and increasing / maturing degree of volunteering, Process People Response Level - II, Outcomes [abstract] Selection, Career Development of key Employees, Performance Management and Succession Planning, Outcomes Selection, Career Development of key Employees, Performance Management and Succession Planning, Outcomes covers the following points: a.The Company has a process to identify, select and position CS facilitators b. CS Facilitators have goals, targets and performance appraisals and systematic assessment of CS performance is carried out. Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Outcomes Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Outcomes covers the following points: a.Training needs for CS are assessed and building CS capacity is a routine function b.Advanced training in technical, operational aspects could support exceptional performance - the prime aim being to constantly upgrade requisite capacity. Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Outcomes Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Outcomes covers the following points: a. Leadership development is key to CS. Employee enrolment by motivation is an important role of CS Facilitators b. It is recognized that CS Leadership is founded on “Servant as Leader” approach and is offered to those who by choice are willing to undertake their own personal journey towards reflection, develop more empathy and towards their self-development. Volunteer scheme and increasing / maturing degree of volunteering, Outcomes Volunteer scheme and increasing / maturing degree of volunteering, Outcomes covers the following points: a. The Company has a proper policy and process / scheme to encourage volunteering (ideally linked with the Strategy on CS). The volunteering process is highly customized and sensitive to include the existing initiatives. Urban and Rural locations, type of company operations and other peculiarities of the business are also taken into account while designing the process. Recognition of Volunteers is key to this process. b. It would be possible to accurately substantiate on the number of Volunteers in a Company, the Volunteering hours spent and broad areas of their work content. c. The Company has a two-way communication system that helps to reach all employees. Preferably, a report on Volunteering is brought out periodically and snippets updated on websites and even Annual Reports, (celebrating exceptional cases of Volunteering just as much as Profits!) d.As our companies are operating in an increasingly global environment, adequate care is taken to include the sensitivities and practices that are suitable to local communities abroad so as to serve their needs. e.Our companies have well structured processes to create a good work / life balance [Eg. Tata Steel Domestic Management]. People Response Level - II, Outcomes People Response Level - II, Outcomes, Total It's the total of: a. Selection, Career Development of key Employees, Performance Management and Succession Planning, Outcomes b.Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Outcomes c. Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Outcomes d. Volunteer scheme and increasing / maturing degree of volunteering, Outcomes People Response Level - II, Accumulative [abstract] Selection, Career Development of key Employees, Performance Management and Succession Planning It's the total of: a.Selection, Career Development of key Employees, Performance Management and Succession Planning, Process b. Selection, Career Development of key Employees, Performance Management and Succession Planning, Outcomes Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR It's the total of: a. Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Process b. Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Outcomes Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR It's the total of: a.Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Process b. Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Outcomes Volunteer scheme and increasing / maturing degree of volunteering It's the total of: a. Volunteer scheme and increasing / maturing degree of volunteering, Process. b. Volunteer scheme and increasing / maturing degree of volunteering, Outcomes People Response Level - II Positioning the right people is important to build credibility and continuity, and is part of the “brand assurance / deliverable”. CS functions are treated at par with all other functions, more as integral rather than separate / add-on work. While putting the right people is one part, training, orientation, updating and development of facilitators on a constant basis is another important aspect. The HR function is the process owner. It's the total of: a. People Response Level - II Process, Total b.People Response Level - II Outcomes, Total People Response Level - II, Percentage [abstract] Selection, Career Development of key Employees, Performance Management and Succession Planning, Percentage Score of Selection, Career Development of key Employees, Performance Management and Succession Planning divided by the maximum score for this element (45) gives the percentage Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR, Percentage Score of Training for Professional, Organisational, Managerial Competence and Enhancement of Role in CSR divided by the maximum score for this element (45) gives the percentage Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR, Percentage Score of Training for Leadership Development, Enrolment of other employees, Personal Learning, Development and enhancing Role in CSR divided by the maximum score for this element (45) gives the percentage Volunteer scheme and increasing / maturing degree of volunteering, Percentage Score of Volunteer scheme and increasing / maturing degree of volunteering divided by the maximum score for this element (40) gives the percentage People Response Level - II, Percentage People Response Level - II, Percentage, Total Score of People Response Level - II divided by the maximum score for this level (175) gives the percentage Program Response Level - III [abstract] Program Response Level - III, Process [abstract] Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change, Process Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change, Process covers the following points: a.If required, companies need to build capacities, systems on Sustainability due to the nature of their operations; the Company should be able to independently bring out its Annual Sustainability Report; establish / certify for SA 8000 and so on. A healthy stakeholder dialogue and engagement process is vital to the business. This process prioritizes key stakeholders with risks and a plan to abate concerns. b.As indicated the Tata Index, Communications on Progress (CoP) under the UN Global Compact are deployed. In the Index, where possible MDGs and other human development indicators are evolved / linked to consciously enhance and measure human development in every possible decision and action. Programs address the important aspect of “diversity” in the belief that it only adds more value. Serving Communities around basic needs in neighbourhood, Biodiversity Restoration and Wildlife Conservation, Process Serving Communities around basic needs in the neighbourhood, Process covers the following points: a. Health is built as a capacity that improves quality of life. Cause / Concern related Programs address HIV/AIDS, TB Control, Disability, Child malnutrition and so on. b. Focus on Women is about gender issues and empowerment to participate in socio-economic development, besides nurturing families. c.The Child is central to overall development and Programs address primary and adult education, are proactive about Learning Difficulty / Disability; Focus on overall development of Youth as the foundation of the future concentrating on building capacities that have potential for remuneration, while also making them good citizens. d.The Council has agreed that companies, where applicable, will develop a 3-5 year plan on Biodiversity and conservation of Wildlife and the Ecology. Building Community and sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Process Building Community & sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Process covers the following points: a. Programs graduate to imparting skills, trades and vocations that practically / professionally equip the youth to earn increasing levels / trends in incomes and build economic, environmental and social capital for their community to increase the asset base. It would include organizing existing artisans, craftsmen & promote local arts and handicrafts. b. Create institutions around the above initiatives to help create better products / marketing and sustain processes and income generation. Increasing the number of Self-help groups, micro-finance teams and to build other institutions as explicit form of building community to create sustainable value, are examples. Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Process Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Process covers the following points: a. Health or Education programs initially charity based could be redeveloped on a ‘market’ or pricing model so as to generate partial or full revenues, delivered as public goods [Eg. JUSCO]. b. Developing projects to generate self-employment that not only help small groups but scale up to assist large / regional population to create new jobs and earn steady incomes. Replication and policy impact are pressing needs and so are a key measurable. Program Response Level - III, Process Program Response Level - III, Process, Total It's the total of: a. Risk Management of Social /Environmental Impact, Process b. Serving Communities around basic needs in the neighbourhood, Process c. Building Community & sustainable livelihood, Process d. Encouraging Social and Novel Entrepreneurship, Process Program Response Level - III, Outcomes [abstract] Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change, Outcomes Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change, Outcomes covers the following points: a.If required, companies need to build capacities, systems on Sustainability due to the nature of their operations; the Company should be able to independently bring out its Annual Sustainability Report; establish / certify for SA 8000 and so on. A healthy stakeholder dialogue and engagement process is vital to the business. This process prioritizes key stakeholders with risks and a plan to abate concerns. b.As indicated the Tata Index, Communications on Progress (CoP) under the UN Global Compact are deployed. In the Index, where possible MDGs and other human development indicators are evolved / linked to consciously enhance and measure human development in every possible decision and action. Programs address the important aspect of “diversity” in the belief that it only adds more value. Serving Communities around basic needs in neighbourhood, Biodiversity Restoration and Wildlife Conservation, Outcomes Serving Communities around basic needs in the neighbourhood, Outcomes covers the following points: a. Health is built as a capacity that improves quality of life. Cause / Concern related Programs address HIV/AIDS, TB Control, Disability, Child malnutrition and so on. b. Focus on Women is about gender issues and empowerment to participate in socio-economic development, besides nurturing families. c.The Child is central to overall development and Programs address primary and adult education, are proactive about Learning Difficulty / Disability; Focus on overall development of Youth as the foundation of the future concentrating on building capacities that have potential for remuneration, while also making them good citizens. d.The Council has agreed that companies, where applicable, will develop a 3-5 year plan on Biodiversity and conservation of Wildlife and the Ecology. Building Community and sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Outcomes Building Community & sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Outcomes covers the following points: a. Programs graduate to imparting skills, trades and vocations that practically / professionally equip the youth to earn increasing levels / trends in incomes and build economic, environmental and social capital for their community to increase the asset base. It would include organizing existing artisans, craftsmen & promote local arts and handicrafts. b. Create institutions around the above initiatives to help create better products / marketing and sustain processes and income generation. Increasing the number of Self-help groups, micro-finance teams and to build other institutions as explicit form of building community to create sustainable value, are examples. Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Outcomes Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Outcomes covers the following points: a. Health or Education programs initially charity based could be redeveloped on a ‘market’ or pricing model so as to generate partial or full revenues, delivered as public goods [Eg. JUSCO]. b. Developing projects to generate self-employment that not only help small groups but scale up to assist large / regional population to create new jobs and earn steady incomes. Replication and policy impact are pressing needs and so are a key measurable. Program Response Level - III, Outcomes Program Response Level - III, Outcomes, Total It's the total of: a. Risk Management of Social /Environmental Impact, Outcomes b. Serving Communities around basic needs in the neighbourhood, Outcomes c. Building Community & sustainable livelihood, Outcomes d. Encouraging Social and Novel Entrepreneurship, Outcomes Program Response Level - III, Accumulative [abstract] Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change It’s the total of: a. Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change, Process b. Risk Management of Social /Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change, Outcomes Serving Communities around basic needs in neighbourhood,Biodiversity Restoration and Wildlife Conservation It's the total of: a. Serving Communities around basic needs in the neighbourhood, Process b. Serving Communities around basic needs in the neighbourhood, Outcomes Building Community and sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities It's the total of: a. Building Community & sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Process b.Building Community & sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities, Outcomes Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures It's the total of: a. Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Process b. Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Outcomes Program Response Level - III At the Program Level a Company assesses its performance on the CS initiatives taken for local communities, at national and global levels and / or at a technological or managerial level that directly impacts the lives of people. These initiatives evolve at Company and group levels. The challenge is to enhance the extent of change possible so that people move away from dependence and charity or welfare and take the first steps on the economic ladder and to the various domains of social-markets. At our end, typical project work moves towards creating an enterprise driven by entrepreneurship – generating not only opportunities but more jobs. This level examines issues such as encouraging social-innovations, the ability to manage scale, evolve strategic alliances and make policy impact. Finally all activity culminates in building community-based institutions that enable empowerment and sustenance. Internally, the key challenge continues to be about building a capacity for minimizing risks and establishing Sustainability considering local, national and global legal-domains. The CH-SR is the Process Owner. It's the total of: a.Program Response Level - III, Process, Total b. Program Response Level - III, Outcomes, Total Program Response Level - III, Percentage [abstract] Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change, Percentage Score of Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process,Establish processes on Sustainability,Strive towards developmental change divided by the maximum score for this element (250) gives the percentage Serving Communities around basic needs in neighbourhood, Biodiversity Restoration and Wildlife Conservation, Percentage Score of Serving Communities around basic needs in the neighbourhood divided by the maximum score for this element (100) gives the percentage Building Community and sustainable livelihoods,extending core competence and with Poor as Partners/strengthen potential capacities, Percentage Score of Building Community & sustainable livelihoods, extending core competence and with Poor as Partners/strengthen potential capacities divided by the maximum score for this element (100) gives the percentage Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures, Percentage Score of Encouraging Social and Novel Entrepreneurships to convert existing charity-driven initiatives into sustainable ventures divided by the maximum score for this element (100) gives the percentage Program Response Level - III, Percentage Program Response Level - III, Percentage, Total Score of Program Response Level - III divided by the maximum score for this level (550) gives the percentage Impact 1 To enhance the scope, levels and depth of Peoples’ Participation through methodical participatory processes. Impact 2 To establish processes to enhance Accountability, create Ownership and increase the sense of Responsibility. Impact 3 To establish methods / controls to ensure Recall of documents, Traceability and Verifiability to encourage management by Fact. Impact 4 To encourage a process of reconciliation through frank dialogue, enhance the ability to deal / overcome conflict and create a sense of Understanding and Tolerance in all modes of action. Impact 5 To evolve a Leadership with a long-term vision, demonstrable ability to develop futurity for the people balancing the interest of all partners to the best possible extent. Impact 6 To foster initiative, proaction aimed at positive change and a habit of volunteering that is rooted in ‘Change begins with me’ and so has a need for action. Impact 7 To enable and empower, to build ‘can-do’ confidence, to heighten awareness, improve knowledge and conceptual abilities that results into people doing something they never did before. Impact 8 To establish Equity, to restore Dignity, encourage Inclusion through Tolerance and to preclude Discrimination of all kind. Impact 9 To improve Access to resources, create greater Opportunity and to better the position of people to positively influence their quality of life. Impact 10 To create conventions, routines, ‘rituals’ and review procedures to sustain a new practice introduced. Impact 11 To set up platforms, structures / committees / networks and mechanisms to deploy the change agreed upon consistently and uniformly. Impact 12 To develop processes, systems, procedures to institutionalise a new way of doing / being. Impact 13 To enhance performance, constantly improve Quality, productivity, reduce costs and improve efficiency. Impact 14 To create a high trust condition to encourage people to dare, to Innovate, try creative development and attempt application of technology and new ideas. Impact 15 To identify and impart Skills, build Capacity and to ensure holistic development of people to a significant degree to compliment all other forms of training. Impact 16 To encourage Entrepreneurship, Marketing, Income generation and Self employment. Impact 17 To expand different kinds of Choices and Opportunities that did not exist before. Impact 18 To eliminate dependence, build self-reliance and enhance Freedoms where people are on their own to become what they want. Impact 19 To identify and document learning potential and to ensure personal and organisational growth in the process of developing others. Disclosure of Entity Information [abstract] Period Covered by Assessment Period for which the assessment is carried out. For ex. 1 month Date of Assessment Date on which the assessment is finalised and the scores have been allotted. Date of start of reporting period Date on which reporting period for the assessment begins. Date of end of reporting period Date on which reporting period for the assessment ends. Number of Employees of Company Number of employees in the company Budgeted Expenditure for Community Initiatives Budgeted Expenditure for Community Intitiatives should be given Actual Expenditure for Community Initiatives Actual Expenditure for Community Initiatives should be given Details of Projects Name of Project Proper name of the project should be given Area of Operation Name of the Area where the project is carried out. Budgeted Expenditure Budgeted Expenditure for the project Actual Expenditure Actual expenditure incurred for the project Focus Group Group on which the project is focusing. For ex: Orphans, Street Children, Senior Citizens etc. Number of Beneficiaries Number of people who are benefited from the project Estimated Project Period Estimated period for which the project is undertaken. For ex: 2 years. Details of Volunteers Name of Volunteer Name of the Volunteer who participated in the project Volunteer Hours Hours for which they participated Voluntary Service Services which they have given for the project. Stakeholder Engagement Matrix [abstract] Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change, Process [abstract] Employee and Employee Relations Trade Unions, Process [abstract] Low Employability – Competency Profile, Process Wages / Industry Standards, Process Average age, Process Temporary / Permanent, Process Employee and Employee Relations Trade Unions, Process Customers- Sales and After Sales, Process [abstract] Changing technologies, Process Sustainability wave, Process Regulatory changes, Process Competition, Process After Sales Service, Process Price policy, Process Methods of financing, Process Customers- Sales and After Sales, Process Suppliers/Vendors, Process [abstract] Fairness in price negotiation, Process Vendors ability to cope with technology, Process Workers employability and training, Process Renewal of assets and machinery, Process Suppliers/Vendors Business model risks, Process Suppliers/Vendors Working conditions at workplace, Process Your company’s share of business , Process Extent of tacit engagement / Culture building, Process Suppliers/Vendors, Process Dealers, Process [abstract] Fairness in negotiating commission and product pricing, Process Ability to cope with changing market demands, Process Calibrate employee training / motivation, Process Strategic investment in land and space management, Process Dealers Business model risks, Process Dealers Working conditions at workplace, Process Nature of commitment to company, Process Extent of tacit engagement / Culture building / motivating brand loyalty, Process Dealers, Process Contractors, Process [abstract] No steady income, Process Constituents of contract policy, Process Fairness of Actual payment to employees, Process Cultural bonding, Process Minimum working conditions, Process Contractors, Process Banks/Financial Institutions, Process [abstract] Social credibility of institution and leadership, Process Employee Union relationships, Process Technological upgradation and access to finance for underprivileged communities, Process Record of Ethical behaviour affecting operations seriously, Process Banks/Financial Institutions, Process Opportunities to address underserved stakeholders, Process [abstract] Potential core competencies not explored / deployed, Process Opportunities for specific inclusion not considered as part of business, Process Poor engagement with community due to high technology nature of company, Process Skill sets among youth limited to low levels of deployment for employability, Process Opportunities to address underserved stakeholders, Process Further opportunities to serve underserved and stakeholders typical / peculiar to situations, Process [abstract] Unemployable youth in significant numbers, Process Alienation of Women from development, Process High rate of unemployed women, Process Lack of basic infrastructure / amenities and access to (Education, Health, sanitation, Child welfare etc), Process High skilled artisans with very poor organizing or negotiating skills / oppressed by lobby, Process Generally, level of corruption in essential services sector / land dealings, Process Further opportunities to serve underserved and stakeholders typical / peculiar to situations, Process Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change, Outcomes [abstract] Employee and Employee Relations Trade Unions, Outcomes [abstract] Low Employability – Competency Profile, Outcomes Wages / Industry Standards, Outcomes Average age, Outcomes Temporary / Permanent, Outcomes Employee and Employee Relations Trade Unions, Outcomes Customers- Sales and After Sales, Outcomes [abstract] Changing technologies, Outcomes Sustainability wave, Outcomes Regulatory changes, Outcomes Competition, Outcomes After Sales Service, Outcomes Price policy, Outcomes Methods of financing, Outcomes Customers- Sales and After Sales, Outcomes Suppliers/Vendors, Outcomes [abstract] Fairness in price negotiation, Outcomes Vendors ability to cope with technology, Outcomes Workers employability and training, Outcomes Renewal of assets and machinery, Outcomes Suppliers/Vendors Business model risks, Outcomes Suppliers/Vendors Working conditions at workplace, Outcomes Your company’s share of business, Outcomes Extent of tacit engagement / Culture building, Outcomes Suppliers/Vendors, Outcomes Dealers, Outcomes [abstract] Fairness in negotiating commission and product pricing, Outcomes Ability to cope with changing market demands, Outcomes Calibrate employee training / motivation, Outcomes Strategic investment in land and space management, Outcomes Dealers Business model risks, Outcomes Dealers Working conditions at workplace, Outcomes Nature of commitment to company, Outcomes Extent of tacit engagement / Culture building / motivating brand loyalty, Outcomes Dealers, Outcomes Contractors, Outcomes [abstract] No steady income, Outcomes Constituents of contract policy, Outcomes Fairness of Actual payment to employees, Outcomes Cultural bonding, Outcomes Minimum working conditions, Outcomes Contractors, Outcomes Banks/Financial Institutions, Outcomes [abstract] Social credibility of institution and leadership, Outcomes Employee Union relationships, Outcomes Technological upgradation and access to finance for underprivileged communities, Outcomes Record of Ethical behaviour affecting operations seriously, Outcomes Banks/Financial Institutions, Outcomes Opportunities to address underserved stakeholders, Outcomes [abstract] Potential core competencies not explored / deployed, Outcomes Opportunities for specific inclusion not considered as part of business, Outcomes Poor engagement with community due to high technology nature of company, Outcomes Skill sets among youth limited to low levels of deployment for employability, Outcomes Opportunities to address underserved stakeholders, Outcomes Further opportunities to serve underserved and stakeholders typical / peculiar to situations, Outcomes [abstract] Unemployable youth in significant numbers, Outcomes Alienation of Women from development, Outcomes High rate of unemployed women, Outcomes Lack of basic infrastructure / amenities and access to (Education, Health, sanitation, Child welfare etc), Outcomes High skilled artisans with very poor organizing or negotiating skills / oppressed by lobby, Outcomes Generally, level of corruption in essential services sector / land dealings, Outcomes Further opportunities to serve underserved and stakeholders typical / peculiar to situations, Outcomes Risk Management of Social / Environmental Impact through the Stakeholder Engagement Process, Establish processes on Sustainability, Strive towards developmental change [abstract] Employee and Employee Relations Trade Unions [abstract] Low Employability – Competency Profile Wages / Industry Standards Average age Temporary / Permanent Employee and Employee Relations Trade Unions Customers- Sales and After Sales [abstract] Changing technologies Sustainability wave Regulatory changes Competition After Sales Service Price policy Methods of financing Customers- Sales and After Sales Suppliers/Vendors [abstract] Fairness in price negotiation Vendors ability to cope with technology Workers employability and training Renewal of assets and machinery Suppliers/Vendors Business model risks Suppliers/Vendors Working conditions at workplace Your company’s share of business Extent of tacit engagement / Culture building Suppliers/Vendors Dealers [abstract] Fairness in negotiating commission and product pricing Ability to cope with changing market demands Calibrate employee training / motivation Strategic investment in land and space management Dealers Business model risks Dealers Working conditions at workplace Nature of commitment to company Extent of tacit engagement / Culture building / motivating brand loyalty Dealers Contractors [abstract] No steady income Constituents of contract policy Fairness of Actual payment to employees Cultural bonding Minimum working conditions Contractors Banks/Financial Institutions [abstract] Social credibility of institution and leadership Employee Union relationships Technological upgradation and access to finance for underprivileged communities Record of Ethical behaviour affecting operations seriously Banks/Financial Institutions Opportunities to address underserved stakeholders [abstract] Potential core competencies not explored / deployed Opportunities for specific inclusion not considered as part of business Poor engagement with community due to high technology nature of company Skill sets among youth limited to low levels of deployment for employability Opportunities to address underserved stakeholders Further opportunities to serve the underserved and stakeholders typical / peculiar to situations [abstract] Unemployable youth in significant numbers Alienation of Women from development High rate of unemployed women Lack of basic infrastructure / amenities and access to (Education, Health, sanitation, Child welfare etc) High skilled artisans with very poor organizing or negotiating skills / oppressed by lobby Generally, level of corruption in the essential services sector / land dealings Further opportunities to serve underserved and stakeholders typical / peculiar to situations Details of Assessor Name of Assessor Full name of the Assessor should be there Designation of Assessor Designation of the Assessor at the time of assessment Unique Identification Number of Assessor Should be as per the Laws prevailing in the Country of Residence of the Assessor Type of Assessor It can be internal or external. If the assessor is from the entity which is being assessed, then he will be an internal assesor else external. Entity Name to which Assessor belongs Name of the Entity in which the Assessor is working Unique Identification Number of Entity to which Assessor belongs Should be as per the Laws prevailing in the Country of Incorporation of the Assessor Whether the Assessor has any Objections Answer in the form of YES if assessor has any objection in relation to other assessor(s) remarks or scoring arrived upon, else NO Objections of Assessor The specific objection of the Assessor to other Assessor(s) remarks/ scoring arrived upon. Tata Human Excellence Indicators Impact [abstract] Details regarding Opportunities for Improvements Assessment, Score Band Descriptor The Company may fall under any one of the following Score Band Descriptors A. Human Consideration - dealing with survival needs [Score Band: 0-250]: At this stage people are in the early stages and beginning of an intervention. The activity is rudimentary and is about providing basic survival needs to the people. The intervention could be one time, temporary, or be an entry point. The drivers for such an intervention could emerge more out of the sympathetic and pitiable conditions in which people are living. The intervention is there because people are marginalized and would otherwise never get anything or be able to create it on their own due to inherent deficiencies or a prolonged situation or a long history of dependence, helplessness or vulnerability. There are major gaps to be filled, no systematic approaches exist or direction is set to improve living conditions. People may stay in groups but are not necessarily organized, collective or experience a sense of Community. [This is clearly different from situations under Relief and Rehabilitation caused by an accident, disaster or calamity like floods or an earthquake.] B. Human Concern - creating value systems [Score Band: 251-450]: An intervention matures to identify certain values and universal claims of life to drive its goals. For instance, right to live with dignity and equality. Through concerns it is easier to relate effort and systematic approaches to their outcomes in terms of how and why people want to improve quality of their lives. This stage of development may still be rudimentary with some major gaps to be addressed in terms of capacities of sorts. But there is a clear willingness among people to become part of an intervention and an eagerness to contribute their might. There may be adherence to traditional modes of work but people are also open to new ideas. And there is also evidence of trends indicating some improvement in living conditions. The quality of intervention is also enriched by values. For instance, a Company is devoted to the cause of Women or Child or the Disabled. The intervention derives the sense of deep purpose out of such values beyond the basic consideration for people. People respect and respond to such approaches better when based on shared values and it creates the desired affiliation bringing them closer to becoming Community. C. Human Achievement - building capabilities [Score Band: 451-650]: At this stage, the Company and the people combined demonstrate a high degree of realization, accomplishment and capability for collective action. There is enhancement of skill, integration of approaches and there are conventions, arrangements, systems and processes to progressively improve living conditions. Although the average level of being may still be in the process of evolution, there are sporadic and isolated achievements and some of them are exemplary. Human Achievement is a stage of existence characterized by models of action, ‘can do’ confidence, success stories and a sense of progress achieved in some pockets. There are signs of building local capabilities and trust in the group. People work through established processes and discipline. There are standards and measures and a commonly agreed set of rules ushering in a sense of order in activities. There is evidence of continuity, a progressively increasing level of maturity and rationale in systems. The focus is on learning from exceptional and exemplary achievements to share with others for greater improvement in overall quality of life. There is evidence of progress in creating products out of skills, a market for these products and services. This may result in incomes generated and redistributed with mutually agreed conventions. There is greater faith in group work and collective effort based on trust and mutual respect. There are conflicts that are openly dealt and people have the confidence and ways to resolve them. There are structures and roles for people, a routine and conventions are established giving people a greater experience of Community to create and do things for themselves better than ever before. D. Human Development - widening choices [Score Band: 651-875]: Human Development is a state of realization that building Community is central to human survival and growth; that peace and security are preconditions to development; that participation, volunteering and affiliation are foundational to growth; that development must be measured and based on factual information and analysis; that people have rights and responsibility; that development is a process to restore dignity, create equality among men and women, show concern for the Child, the aged, the disabled and other marginalized people. Human Development comes out of a realization that people are central to progress and are more significant as ends rather than means to growth. There is evidence of faith and conviction in these values and is supported by systems, practices and key strategies derived from values and uniformly deployed. Achievement in terms of income generation, leadership, growth of assets and access to technology is remarkable. The extent of education and health contributing to longevity is high. The sense of belonging and high-trust are the basis of Community and people share similar values and vision to continuously improve quality of their lives. E. Human Excellence - enhancement of freedoms [Score Band: 876-1000]: Human Excellence is a manifestation and self-expression of people where there is the quality of life that is a benchmark for others. All approaches and endeavor are aimed at meeting all the purpose requirements for building high degree of trust and based on the universal claims of life for their own sake. This is a state where all other approaches and levels of achievement are congruent to meet the needs of people first and there is an overall integrity towards the creation of human excellence above everything. There are systems of good governance, procedures for maintaining order, arrangements for revisiting and evolving the development agenda, a high degree of maturity in the analysis of information, integration of learning, high degree of capability for reconciliation and reflection, in resolution of conflict, and towards creating best and world-class practices for leadership in building Community. Issue with the Entity If the assessment points are low, then there may be some issue with an entity so each issue should be written seperately Opportunity for Improvement If there is an issue with an entity so there are opportunities for improvement, opportunities for improvement should be written based on the issue with the entity. Country of Incorporation of Company Name of the Country where company was incorporated. Should be given as per the list provided Reporting currency of the Company Should be the currency in which financials statement are reported Type of industry Number of Assessors Details of Assessor [abstract] Opportunities for Improvements [abstract] Name of Company Unique Identification Number of Company Address of registered office of company