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TATA Power Case Analysis

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by

Masa Idelbi

on 14 November 2013

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Transcript of TATA Power Case Analysis

An Overview
ISSUE
Analysis
Journey with CSR
Alternatives
SWOT Analysis
PEST Analysis
geert-hofstede.com/india.html
Presented by: Masa Idelbi, Andrea Veale, & Marina Law
-India's largest privately owned business

-7 sectors (IT, Engineering, Materials, Service, Energy, Consumer Product, & Chemicals)

-350,000 employees worldwide

-Revenue is equivalent to 3.2% of India’s GDP

-Revenues=US$28.8B, contributions
to social welfare=US$60.7M

-Finances quality research, educational, & cultural institutions

-Climate change is a significant component of TPC’s corporate strategy

-Produces 14.7M MWh of energy resulting in Co2 emissions of 11.17M tonnes

-CSR activities are divided into 6 areas: (health, education, infrastructure, energy, environment, and income generation activities for key communities)

-Works with NGOs & international agencies in their 3Cs (Combat Climate Change) global initiative

-Tata Power's business growth is causing an increase in environmental hazards, which requires the company to increase
its involvement in Social Responsibility & Sustainability while
maintaining the interest of their stakeholders.
Strengths
Weaknesses
Opportunities
Threats
Political
Social
Economic
Technological
Evaluating Alternatives
Decision Matrix Analysis

-Indian power sector is dominated by the government
-Highly regulated
-Government issued most of land where Tata Power operates
-Tata Power’s emissions are better than
NAAQS's

-Demand for power in India is quickly growing
-Demand for power is not likely to change
-Many globalization opportunities

-Many opportunities for Tata Power to contribute to the Indian communities
-Employees are willing to volunteer
-More emphasis on CSR from the public puts pressure on Tata Power

-Plans to expand its capabilities with 7,500 MW of additional generation capacity
-Researching technologies to lower carbon emissions from power generating activities

Recommended Solution
Alternative 2 : Creating a separate CSR
department by hiring internally & externally
1. Maintaining the existing CSR structure as part
of operations, however increasing their CSR efforts

2. Creating a separate CSR department:
a. Hire internally, or
b. Hire externally

3. Implementing a coexistence of CSR department
along with a PBO/NGO
Implementation Plan
Star Model
Resource Implication
Risks and Mitigation
Any Questions?

Thank you!

Privately owned company
Diverse product & service lines
Major contributor to GDP
Awarded the Civic Award
Active volunteer committee
Involved in the 3 C’s (climate, change & combat)

Major contributor to environmental pollution
Lack of uniformed formal CSR initiatives
Uncertainty with how to incorporate the
interests of the various stakeholders
Struggle to balance their social activities and economic well-being


Huge demand for power in India
Global growth
Tata’s stakeholders are in need of CSR initiatives

Expectations of CSR initiatives are increasing
Increasing growing gap
Increasing risk of scrutiny


-Engaged in generation, transmission &
distribution of electricity

-Vision: To be the most admired integrated power & energy company delivering sustainable value to all stakeholders

-Awarded the "Civic Award"

-Triple Bottom Line Approach

-Runs its CSR through voluntary initiatives of employees






Physical space available in the existing plant

More people have to be hired (internally & externally)

Current employees have to be trained

Sufficient money has to be allocated

Financial risk

The financial risk is justified by the impact the separate CSR department will have on the community, as well as a more positive brand image.

CSR department will not mesh with other business operations

Mitigate this by ensuring that each business operation communicates with the CSR department often.



TPC
Strategy
Integrate CSR into TPC’s vision, mission, & values & link it to the company’s objectives 0-3 months
Set up specific goals bound with a time frame 0-3 months
Focus on developing strengths 3-6 months
Structure
Budget (on the long-run, it will pay off)
Establish the CSR department in the head office
Establish a cross-functional CSR committee
Determine where authority and CSR
decision-making lies in TPC
Establish accountability (ongoing)
Create an environmentally sensitive
corporate culture (ongoing)
Processes
Launch a marketing campaign (0-3months)
Publish targets internally and externally (ongoing)
Re-examine CSR existing mandates and norms to determine
what needs to be changed (3-6months/ongoing)

People
Develop an effective staffing plan (0-3months)
Identify champions across TPC & promote internal employees accordingly (0-3months)
Hire external employees (involving community coordinators) (0-3months)
Orientation, training and development (ongoing)
Empower employees (ongoing)
Rewards
Develop Incentive program (0-3months)
Extrinsic rewards: bonuses, salary raise, promotions, gifts (ongoing)
Intrinsic rewards: recognition, empowerment (ongoing)
Full transcript