Basic HTML Version
Employability and Skill Advancement
To promote skill-based employment for youth Tata
Motors collaborates with 112 Industrial Training
Institutes (ITI) across 19 states under the Institute
Management Committee (IMC) Model. At the plant
level, training is provided to women through Self Help
Groups to empower them. The empowerment paves
the way for economic self-reliance.
Tata Motors
Grihini Social Welfare Society, which employs
more than 1000 women, achieved a significant
milestone by crossing a turnover of
`
13 crores.
To align community initiatives with core business
processes, we initiated a ‘Driver Training Programme’
with a target of training 3.4 million youth over a
period of ten years.
To boost skill advancement of UK’s workforce, Jaguar
Land Rover implements initiatives such as the ASAS,
an Interactive Learning Programmes and a partnership
with the Institution of Mechanical Engineers (IMechE).
The ASAS scheme bridges the gap between existing
skill sets and expected demand of skills in the future.
The scheme, based on a programme developed by
Jaguar Land Rover in partnership with leading English
Universities, offers engineers the chance to develop
the green and future engineering skills which will be
needed to create world-leading new products and
technologies over the next decades.
Jaguar LandRoverwithBirminghamMetropolitan
College forged a partnership to deliver Interactive
Learning Programmes for schools and colleges
at
the Jaguar Land Rover Education Business Partnership
Centres in Solihull and Castle Bromwich, Birmingham.
The Centres will be the hubs for showcasing
engineering careers to pupils from across the region
so they consider engineering when they start to think
about their career options. Further, a partnership with
the Institution of Mechanical Engineers (IMechE)
builds on a long standing relationship with IMechE
and reflects the need for the UK to maintain its
engineering pedigree.
Pursuing the objectives of fostering close relations
with the local community and of providing relevant
industrial experience to the engineering students, Tata
Motors South Africa forged an alliance with the
Engineering Faculty at the University of Pretoria.
The Company has provided on-the-job industrial
training on various functions like production,
quality, purchase, logistics etc., to students from
the University of Pretoria.
Environmental conservation
TataMotors’ focus on environmental management
helps preserve the long-term health of people and
ecosystems and build strong relationships with
local communities. Various initiatives have been
undertakenwithin thebroad frame of Environment
and Climate Change to address the conservation
of natural resources and energy, minimize waste
generation, enhance recovery and recycling of
material and develop eco-friendly process and
systems. We have been continuously working
towards reducing our various environmental
footprints, which is evidenced by our decrease
in specific consumption levels.
We recycle close
to 69% of wood packaging, eliminating the
use of fresh wood.
A 200 litre engine oil barrel
can now be used to test 170 engines instead of
85 engines.
At Jamshedpur and Lucknow, the wet garbage
from our canteens is converted to usable organic
manure to sustain greenery in the plants. We
achieved annualized energy savings of 230,959
GJ through conservation initiatives across our
operations. Similarly,
in last three years, we
have reduced Green House Gas emissions
by 22,581.62 tonnes of CO
2
while total energy
consumed per vehicle produced has also
decreased.
In order to make Tata Daewoo as a self-regulating
company for environment standards, Liquefied
Natural Gas (LNG) was used instead of oil to
promote use of eco-friendly energy fuel. The
energy saving initiative resulted in 10% reduction
in winter electric consumption. Tata Daewoo also
extended technical assistance on environment for
small and medium sized companies in Jeonbuk.
These initiatives led to the declaration of Toxic Free
Tata Daewoo in Korea.
CORPORATE OVERVIEW
STATUTORY REPORTS (46 – 122)
FINANCIALS (123 – 204)
FINANCIAL HIGHLIGHTS (32 – 45)
29
Corporate Social Responsibi l ity