Tata Steel Corporate Social Responsibility

The “Leadership Crisis of Steelworks Xiamen Plant” article impartially shows events happened in Steelworks which have led to an unpleasant break between the new CEO of Steelworks, Kumar, and the general manager of the Xiamen 's plant. Since 1960s, Steelworks has provided metal products and services for construction sector in different Asian countries. In 2005, Steelworks was acquired by Southern Metals, a well-known and respected Indian metal company. Because of the different philosophy of the new CEO Kumar from his predecessor, some problems emerged in the Chinese branch of Steelwork company. The critical point was the project "3C", which Kumar has created as a key for reorganization of regional branches of Steelworks’. According to S. Heidari-Robinson, advisor of the British Prime Minister David Cameron and S. Heywood, problems are inevitable in any company restructuration, because it unlocks existent values and brings up new ones ' (Heidari-robinson & Heywood , November 2016). Indeed, this project produced an escalation of conflicts in relationship between the headquarters of Steelworks in Singapore and C.H. Chan, the general manager of the Xiamen plant. Thus, to better understand this in study case, we are going to analyze the perspective of Chan, the relationship between Kumar and Chan, their two distinctive personal and cultural dimensions, and finally suggest what Kumar could have done differently.

ITC Ltd.’s strategy plan for compliance with the current acceptable standards or norms relative to social responsibility today is well thought out, especially for a company that sells potentially dangerous products, and try to meet and listen to all demands and laws in place since the start of their business. Even though in 2014 a new bill was passed for the majority of companies to build accountability and also have the government looking over the private sector (Banerjee, 2013). “The CSR provision requires affected companies to spend at least 2 percent of their average net profits made in the preceding three years on CSR” (Banerjee, 2013). Even though this bill has caused a lot of uproar for companies, ITC has actually already been

Business ethics since the beginning of this decade has been slowly eroding; if we are to believe what we see and hear in the media. Several times a day, one can view some derogatory piece of information concerning a business. However, it must also be considered that these companies are contributing to that stigma. There have been a variety of companies and individuals who have figured prominently in the media concerning their unethical behavior.

Once a business realizes that it has gotten wrapped up in maximizing profit that it neglect ethics of care, the next step is to readjust and realign its core values internally and be more responsible to the environment in which they operate by showing societal care. Therefore, the aim of this report is to address the importance of realigning the business with ethics of care through involving in CSR activities, and as well as showing how these actions can impact on a company’s performance even if it may be demoralized in the society.

The National Steel Car company is based in Canada in Ontario and it happens to be the leading railroad freight cars company in North America. The company has been respected for its respected value in the market and has always been committed to success. National Steel Company is 9001:2008ISO certified, and it is the only freight car in the region to have been awarded the certification. It was established in the year 1912 and took the right turn when it was purchased by Gregory James Aziz who has made the company improve capacity since the purchase date in the year 2005. Greg Aziz happens to be the president, chairman, and the company’s CEO and has dedicated his time and resources to the company success. His only commitment is making the company

There are many questions surrounding the moral responsibility of corporations, but how can a resolution be reached? Currently, the moral and ethical responsibilities at Timothy & Thomas North America are being characterized as reckless. One may question their sense of global values and ethical responsibility based on their actions to date. In the case study for Timothy & Thomas North America, three models of ethical standards will be explored. From the Stakeholders article, decision-making guidelines will need to be understood for Jonathan Stein, the new Vice President (VP) of International Contracts of Timothy & Thomas North America to have a clear vision of the company’s stakeholders’ values. Exemplified in the article, The Responsibilities of Corporations and Their Owners, Timothy & Thomas North America has an ethical duty to manage social problems, public welfare, and corporate responsibilities to strive for moral purity in Pakistan. Specified in the article, The Ten Principles of the UN Global Compact, the leaders of Timothy & Thomas should consider using these guidelines to measure how well they treat each other and the

The purpose of this report is to examine Corporate Social Responsibility (CSR) issues at Brico Devices. In order to maintain company

Corporate Social Responsibility (CSR) is something that affects all companies and should be an active factor in the company’s decision making. It is something all corporations need to care about. CSR is when business’ or corporations take part in an initiative or campaign for a cause that will benefit society and/or in some way make the world a better place (Taylor, 2015). Initially, Corporate Social Responsibility started to take shape around the 1950’s, but some say that it dates all the way back to the 1800s, the idea of CSR was seen (Carroll, 2007). One may think that because it is dated so long ago, it doesn’t have an important impact today nevertheless, it is proven that Corporate Social Responsibility is a pathway for entities to self benefit as they are in the process of benefitting society.

This paper will examine the Bhopal, India disaster of 1984 focusing on the ethical responsibility of Union Carbide. In the rest of this document is the case that a corporation has a responsibility to behave ethically if for no other reason than increase in long term profitability.

Tata Steel Ltd, one of the biggest steel manufacturing companies in India conducts its day to day operations by being socially responsible towards the society and respects human dignity. It aims for the progress of the community people and creates long term values for all stakeholders by serving them globally. It will allocate at least 3 percent of its net profits before taxes of the preceding 3 years for the Corporate Social Responsibility Practices. The surplus generated by carrying out Corporate Social Responsibility Practices

Emphasizing ethical practices: Ethical practices and the judgments on which they are based create ‘Social capital’ in the organization, increasing the goodwill available to individuals and groups in the organization. Ratan Tata’s focus was to make Tata group as an employee’s firm with sound ethical practices. He conceptualized the idea of a dedicated HR team taking care of employees and ensuring ethical practices are followed at the whole Tata group

When making respectable conclusions, I usually map the integrity Approach. Before making any ethical decision, this development requires you to depression ask what loving of soulfulness should you be (Velasquez, Andre, Shanks, J., & antiophthalmic factor; Meyer, 2005b). This method acting assumes that there argon particular ideals that we should seek towards. One question I believe should be asked when talk ab push through deception is, Is the company, in question, practicing Corporate Social duty (CSR)? In this paper, I impart provide some examples of CSRs. I ordain also discuss what I see as false claims made by Volvo in its monster transport ads. I will reflect on

In 1907, Jamsetji Tata, an industrialist, established Indians biggest and first steel plant. At the same time it was Asia’s initial private sector steel company. The reason of Tata Steel’s establishing was that Jamsetji had the idea of developing an iron and steel industry in his own country.

Another challenge is to formulate strategies for over 100 companies in more than 80 countries. Besides this, another problem of Tata Group is the high involvement of Ratan Tata, who is the chief steward of the group of nine senior executives sitting on the boards of the Tata companies, in both the negotiations of major deals and the details of his auto-making, telecom or steel businesses (Luthans and Doh 2009). The next challenge for Tata is on how to absorb the struggling Corus mills. Other challenges for the future include deciding on which businesses to spin-off and which to pursue, what will happen to the conglomerate during an economy slow-down. The most challenge issue for Tata Group perhaps would be to fill the void left behind by the energetic and visionary Mr Ratan Tata - Chairman of the Tata Group, when he retire (Koontz and Weihrich 2010).

Established in 1907, it is the first integrated steel plant in Asia and is now the world`s second most geographically diversified steel producer and a Fortune 500 Company. Its main plant is located in Jamshedpur, Jharkhand, with its recent acquisitions; the company has become a multinational with operations in various countries. The Jamshedpur plant contains the DCS supplied by Honeywell. The registered office of Tata Steel is in Mumbai. The company was also recognized as the world 's best steel producer by World Steel Dynamics in 2005. The company is listed on Bombay Stock Exchange and National Stock Exchange of India, and employs about 82,700 people (as of 2007). Tata Steel has a balanced global presence in over 50 developed European and fast growing Asian markets, with manufacturing units in 26 countries. It was the vision of the founder; Jamsetji Nusserwanji Tata., that on 27th February, 1908, the first stake was driven into the soil of Sakchi. His vision helped Tata Steel overcome several periods of adversity and strive to improve against all odds. Tata Steel`s Jamshedpur (India) Works has a crude steel production capacity of 6.8 MTPA which is slated to increase to 10 MTPA by 2010. The Company also has proposed three Greenfield steel projects in the