The case describes the strategic dilemma in deciding on the Functioning of the Corporate Social Responsibility (CSR) department for one of India’s leading multinational corporations, Tata Power Company (TPC) of Tata Group of Companies involved. TPC had taken the CSR activities for decades, what the company’s commitment to sustainable energy without unnecessary compromises to human and ecological development. These activities were undertaken as a voluntary … Read more »

The case describes the strategic dilemma in deciding on the Functioning of the Corporate Social Responsibility (CSR) department for one of India’s leading multinational corporations, Tata Power Company (TPC) of Tata Group of Companies involved. TPC had taken the CSR activities for decades, what the company’s commitment to sustainable energy without unnecessary compromises to human and ecological development. These activities were carried out as a voluntary initiative by the employees of TPC, and there was no separate CSR department. However, with large scale expansion, the need has been felt CSR as a separate unit. The dilemma for decision was whether managers to create a separate CSR department or continue with the existing decor. Other issues need to be addressed strategically and tactically to maintain a balance between the interests of shareholders and other stakeholders.
«Hide

from
Rama Deshmukh
Atanu Adhikari
Source: Ivey Publishing
18 pages.
Publication Date: Apr 27, 2010. Prod #: 910M13-PDF-ENG
Tata Power: Corporate Social Responsibility and Sustainability HBR case solution