THREE MANDATORY PROJECT REPORTS ON

GENERAL MANAGEMENT
“IMPACT OF GOODS AND SALES TAX (GST)ON FAST- MOVING CONSUMER GOODS(FMCG)”

SPECIALIZATION
“AGILE METHODOLOGY: CATALYST FOR PROJECT MANAGEMENT TRANSFORMATION”

CSR
“CORPORATE SOCIAL RESPONSIBILITY, TATA STEELS.”

Submitted in partial fulfillment for the award of the degree of

MASTER OF MANAGEMENT STUDIES
UNIVERSITY OF MUMBAI

Submitted by
Ms. MANISHA TIRUPATI ANNALDAS
ROLL NO. 22005
2022-2024
Under The Guidance of
Prof. Pratiksha Deolalkar

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH

BHIWANDI
(Affiliated to Universityof Mumbai, Approved by AICTE &Recognized byGovt. of Maharashtra) ( DTE Code: MB
3133) (An ISO 9001 – 2000 Certified Institute)
 CERTIFICATE

This is to certify that the project titled “IMPACT OF GOODS AND SALES TAX (GST)ON FAST-
MOVING CONSUMER GOODS(FMCG)” ,“ AGILE METHODOLOGY: CATALYST FOR PROJECT
MANAGEMENT TRANSFORMATION”, AND “CORPORATE SOCIAL RESPONSIBILITY, TATA
STEELS” is successfully completed by Ms. MANISHA TIRUPATI ANNALDAS during the IV Semester,
in partial fulfillment of the Master’s Degree in Management Studies recognized by the University of
Mumbai for the academic year 2022 – 2024. This project work is original and not submitted earlier for
the award of any degree, diploma or associateship of any other University / Institution.

Date:

__________________ _______________
DR. SAMADHAN KHAMKAR Prof. Pratiksha Deolalkar
(DIRECTOR) (PROJECT GUIDE)

_______________

External Examiner
 DECLARATION

I hereby declare that this project report submitted by me to the partial fulfillment of the requirement
for the award of MASTER OF MANAGEMENT STUDIES (MMS) of the University of Mumbai
is a Bonafede work undertaken by me and it is not submitted to any other University or Institution
for the award of any degree, diploma/ certificate or published any time before.

Name:

Roll No. 22005 Signature of the student

(Ms. MANISHA TIRUPATI ANNALDAS)

 ACKNOWLEDGEMENT

This project has been a great learning experience for me. I take this opportunity to thank

Prof. Pratiksha Deolalkar, my internal project guide whose valuable guidance & suggestions made
this project possible. I am extremely thankful to her for her support. She has encouraged me and
channelized my enthusiasm effectively.

I express my heart-felt gratitude towards my parents, siblings and all those friends who have willingly
and with utmost commitment helped me during the course of my project work.

I also express my profound gratitude to DR. SAMADHAN KHAMKAR, Director of Swayam Siddhi
College of Management & Research for giving me the opportunity to work on the project and broaden
my knowledge and experience.

I would like to thank all the professors and the staff of SSCMR especially the library staff who were
very helpful in providing books and articles I needed for my project.

Last but not the least, I am thankful to all those who indirectly extended their co-operation and
invaluable support to me.
 GENERAL MANAGEMENT PROJECT
“IMPACT OF GOODS AND SALES TAX (GST)ON FAST- MOVING CONSUMER GOODS(FMCG)”
 INDEX

CHAPTER NO CONTENT PAGE NO

1. SUMMARY 6
2. INTRODUCTION 7
3. LITERATURE REVIEW 15
4. RESEARCH METHODLOGY 20
5. DATA ANALYSIS 27
6. CONCLUSION 45
7. LIMITATIONS 47
8. REFRENCES 48
9. 49

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 SUMMARY

With the advent of Goods and Service tax (GST) in India proposed from July 1 st 2017, the Biggest
and most impactful change in Indian indirect taxation happened. The GST will replace the existing
indirect taxes on consumption and will be applied on both goods and services. For goods, it will
be levied destination based, whereas for services, it will be levied consumption based.

Although it, may prove to be advantageous in the long run,it is possible that it may affect the
Business and [Link] aim of the project is to understand what Fast moving consumer
Goods (FMCG) Retailers and Wholesalers think about GST and its effect on the business.
Secondary as well as primmer research was conducted to find out what retailers think about
GST And aspects related to that. Growing awareness, easier aaccess and changing lifestyles
have Been the key growth drivers for the sector

56 Retailers and Wholesalers were selected at random from across Delhi and were interviewed
Using a questionnaire having different type of multiple-choice questions. All responses were
Collected and analyzed. A study on the hypothesis was conducted so that a clearer picture
could Be obtained.

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 Introduction
The Goods and Service Tax (GST) is considered to be one of the great reformations
Implemented in India. It is a comprehensive, multi-stage, destination-based tax that
will be Levied on every value addition. Introduction of GST is an important restructuring
in indirect Taxation in India. It is an indirect tax, throughout India, to replace several
other taxes levied by The and state Governments It will consolidate all state economies
under one roof The Basic idea is to create a single, cooperative and undivided Indian market
to make the country Stronger and powerful In the light of above development, it is very
important to analyze the Provisions of the draft law in detail and assess its impact on
various sectors. GST will have a far Reaching impact on business. avenues and compelling
organizations to realign their [Link] is one of the largest producers for a
number Fast Moving Consumer Goods Which offers a large and growing market.
The impact of GST on the Indian fast-moving Consumer goods is going to be manifold.
Due to the implementation of GST there is a Transparency and the tax liability will be
moving to the consumers only for the quantity that They has consumed [Link]
GST various indirect taxes would be subsumed and henceit is going to result
in a simpler Tax regime especially for Industries like FMCG.
Benefits of GST on the Indianeconomy
• Removal of bundled indirect taxes such as VAT,CST, Service tax, CAD, SAD, and
Excise.
• Less tax compliance and a simplified tax policy compared to current tax
structure.
• Removal of cascading effect of taxes i.e. removes tax on tax.
• Reduction of manufacturing costs due to lower burden of taxes on the
manufacturing Sector. Hence prices of consumer goods will be likely to come
down.
• Lower the burden on the common man i.e. public will have to shed less
money to buy the same products that werecostly earlier.
• Increased demand and consumption of goods.
• Increased demand will lead to increase supply. Hence, this will ultimately lead
to rise in the production of goods.

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 • Control of black money circulation as the system normally followed by traders and
shopkeepers will be put to a mandatory check.
• Boost to the Indian economy in the long run.

Effects of GST on Indian economy

• Reduces tax burden on producers and fosters growth through more production. The
earlier tax structure pumped with myriad tax clauses, preventer manufacturers from
producing to their optimum capacity and retards growth GST took care of this
problem by providing tax credit to the manufacturers.
• Different tax barriers, such as check posts and toll plazas, lead to wastage of
unpreserved items being transported. This penalty transforms into major
costs due to higher needs of buffer stock and warehousing costs. A single
taxation system will eliminate this roadblock.
• There is more transparency in the system as the customers will know exactly how
much taxes they are being charged and on what base.
• GST added to the government revenues by extending the tax base.
• GST provides credit for the taxe paid by producers in the goods or services chain. This is
expected to encourage producers to buy raw material from different registered
dealers and is hoped to bring in more vendors and suppliers under the purview of
taxation.

 GST removes the custom duties applicable on exports. The nation’s

competitiveness in Foreign markets increased. On account of lower costs of
transaction

BACKGROUND HISTORY OF GST

It was all started back in 2003, when the kelkar task force suggested that there should be a
comprehensive goods and services tax on the basis VAT (value added tax) criteria and then
there was no news on this topic for long time and then in 2006-2007, introduction of goods and
services was again being the talk in the parliament session. April 1, 2010 it was proposed as a
National level Goods and services Tax (GST) to be introduced. In March 2011, the constitution
of India enabled the introduction of GST by making Amendment into the amendment bill and
presented in the Lok sabha (Parliament house). as per the prescribed procedure, the bill
required the detailed examination and corrections. In 2012 on 8th November meeting was held
to initiate GST between Union Finance Minister and the Empowered committee of State
finance ministers. In 2013 the committee provided a detailed discussion regarding GST

Page | 8
 including the amendment bill after all necessary changes during the meeting which was held at
Bhubaneswar.
The meeting which was held at Bhubaneswar came up with three different committees to
Cover various other aspects of GST are as follows.
1) Committee on place of supply rules and revenue neutral rates
2) Committee on dual control, threshold and exemptions
3) Committee on IGST and GST on imports.

The statutory standing committee of GST which was organized by parliament submitted a
report in which it required some recommendations including the recommendations from
empowered committee as well as the parliament standing committee to have consultation with
the ministry of finance and after detailed examinations most of the recommendations were
accepted and those were not accepted needed revision. The final draft of GST was sent to the
empowered committee for consideration in September 2013. The empowered committee once
again made some necessary recommendations on the GST bill and revised consideration once
again needed some revision. In June 2014, with the formation of new government the GST bill
needed approval so it was presented into the parliament regarding approval and in 2015 it was
passed by the parliament and referred to the select Committee of Rajya sabha, which
submitted its report on 22nd July 2015.
RESEARCH QUESTIONS

In this paper, I evaluate and analyze that how this new tax structure can solve various
constraints by investigating the impact of GST, Sales tax and VAT on fast moving consumer
goods (FMCG). This research paper is well supported by the detail study of literature review
about Indian tax system and the mentioned indirect taxes such as; GST, VAT and sales tax
structure. The factors or variables to justify the impacts of GST, Sales Tax and VAT on FMCG
sector have historical continuity and apart from that this research Paper will also provide and
enhance our understanding about GST in the context of Indian tax policies.
Therefore, there are three research questions in this paper developed are as follows and
Categorized in two sections

Main-question
a) Explain the detail study on FMCG in India?

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 Sub-questions
A) Discuss the detail study of VAT, GST and Sales tax structure in India?

B) Discuss the impact of VAT, GST and Sales tax structure on FMCG sector?

Major segmentsin the FMCG sector are:

30% household sector (Fabric wash,.household cleaners)

30% Personal care (Oral care, Haircare, Skincare, cosmetics’ Hygiene and paper
products)
50% Food and Beverages (Health beverages, Bakery snacks chocolates, ice cream,
processes Fruits and vegetable and dairy products etc)
GST is going to have a significant impact on the FMCG sector. Simpler tax regime
under GST is going to benefit the FMCG company [Link] also going to impact on the
pricing strategies, sales, Cost, tax compliances of FMCG companies

Need for study

Fast Moving Consumer Goods (FMCG) goods Are popularly named as
consumer-packaged Goods. Items in this category include all consumables (other than
groceries/pulses).people buy at regular intervals. FMCG is also one of the fastest
growing Sectors among all the sectors in the Indian economy. FMCG
segment is the fourth largest in the Indian economy. For most segments
Within the FMCG spare, GST brings good tidings on the back of lower tax
incidence when Compared to the total tax paid pre – GST.

In this sector GST would have an impact on the pricing, working capital, contracts with
vendors and customers etc. The sale of retailers, wholesalers and the monthly budget of
common people regarding fast moving consumer goods (FMCG) should have an
impact of GST Moreover, the concept of GST awareness among common an is an
important matter to be analyzed.
FMCG goods have faced an increased rate of tax after GST certain big players like Nestle
,HUL and P&G have been impacted by GST.

Page | 10
 CONCEPTUAL FRAMEWORKS

DEFINITIONS
1 Sales tax:
It has been levied by the government of India on the respective sale or purchase
made with in the country. It is foisted under the provision of central government
(Central Sales Tax) and the State Government (Sales Tax) legislation committee. In
India each and every states have their own respective tax rates slabs and in
addition to it there are other certain tax also such as contracts tax, turnover tax,
and purchaser tax as sales tax is the top notch of revenue digger for the
Government of India. it is an indirect form of tax in which tax is being charged on
the sale of a commodity which in imported, produced or sold for the first time. If
that particular product is sold later on it will be exempted from tax. It’s the
responsibility of a seller to collect and recover the tax from the purchaser of the
product or commodity. Imported and exported goods are not included in this
category. Luxury items have higher proportionate of sales Tax for example
cosmetics.
Vat (Value Added Tax):
It’s a multi-point sales tax which is being paid on purchases. It’s collected through
installments in every transaction stage from the place of production to place of
distribution. The burden of tax is fully borne by the consumer of Goods and

Page | 11
 services within the country. In simple terms, VAT collection can be done from
every step and points from the production to delivery of products.

GST:
In India, GST (goods and services tax) considered to be the biggest beneficiaries in
Fast moving consumer goods and provides high amount of relaxation in terms of
taxation. In India the FMCG sector is major revenue generating sector

FMCG:
It’s called as Fast moving consumer goods or consumer packaged goods which are
sold in the market quickly at relatively lower price examples: packaged foods,
beverages, toiletries, over the counter drugs and many consumables. Most of
FMCG products have a short life span.

Page | 12
 Impact of GST on FMCG
Reduction in logistics costs: The FMCG sector will also benefits o GST bysaving a considerable
amount of expenses on logistics. Distribution costs for the FMCG sector currently amount to2-
7 percent of the total cost, but areexpected to drop to 1.5percent after implementation of
GST software. Due to the smoother supply chain management in regards to paying tax,
claiming input credit, and removing GST under the GST regime, there will be a cost reduction in
terms of transportation and storage of Goods. Thereduction in taxes and distribution costs
should enable companies to lower Prices on consumer goods.

Page | 13
 Increase in effective tax rates: Aerated beverages had been placed in the highest tax Slab of
28 percent and will now attract an additional tax of 12percent. Beverage companies have said
the effective tax rate of 40 percent on sweetened aerated water and flavored water under
GST is against the state policy of maintaining parity with the existing weighted average tax,
which is significantly below 40 percent

Objectives of the study:

 To understand the concept of GST.
 To obtain a comprehensive overview of consumer’s wholesaler’sand retailer’s
awareness and perceptions of GST.
 To study about FMCG
 To find out the impact of GST on sales of retailers and wholesalers.
 To analyze the impact of changes in the tax rates of fast-moving consumer goods on
consumers. Is it positive or negative.
 To analyze the issues in filing GST

Importance of this study

In an ocean of volatile industries, the FMCG industry represents an island of stability during
times of economic uncertainty. Among the various industries that characterize the
modern global economy, the Fast-Moving Consumer Goods Industry is amongst the most
resilient to economic shocks. Unlike other industries, the FMCG sector is not prone to
mass layoffs or substantial dips in profit when the economy slows down This is due to the
nature of the goods themselves.14
For a developing country like India a sector like FMCG which does not get affected by
economic Stability is to be focused on. So, it is important to analyze the impact of a bigtax
reform in the Country with respect to the 4th largest sector of the Indian economy.

Page | 14
 REVIEW OF LITERATURE

Empowered committee of finance ministers (2009) introduced their first discussion paper on
GST in India which analyses the structure and loopholes if any in GST. Vasanthagopal
(2011) in The article GST in India, A big leap in the indirect taxation system discussed
the impact of GST On various sectors of the economy. The article furtherstated that GST is
a big leap and a new Impetus to India’s economic change. The constitution 115 amendment
bill, 2011. Bird (2012) Summarizes in the article the GST/HST- creatingan integrated sales
tax in a federal country the Impact of GST will be on Canada Garg (2014) in the article named
basic conceptsan features Of goods and services tax in India analyses the impact and
GST on Indian tax scenario and Concluded that it will strengthen out free market economy.
Under the study, Kaur. M, [Link] (2016), mainly focuses on what are the impacts of GST after
its Implementation ,the difference between the present indirect taxes and GST and also
benefits and challenges of GST after its implementation. Researchbeing a qualitative research
analysis on how various goods and services are being taxed under GST. Researches use
the consumer price index which is a statistical estimate constructed using the prices of items
collected periodically. With the help of CPI researcher analysis, the significant impact of GST
on various Items which comes unto 22-25%. Researchers conclude stating that GST would
reduce the tax burdenand also play inactive role in the growth and
development of our country.
Aurobinda Panda (KNT school of Law), Atul Patel (KIIT school of law), “THE IMPACT OFGST
(goods and service tax) ON THE INDIAN TAX SCENE (2010) AT SSRN”The research
paper Analyses how GST would impact on Indian tax scenario. The authors have given a
brief history of Indian taxation and its structure. Background of GST outside India as well
as in India is also discussed. Authors concluded thatGST would be beneficia for the
Industry and the consumers. It would lead to an increase in revenue for the government.

In the study Monika Sahrawian, [Link] (December 2015) focuses on GST IN INDIA, A KEY
TAX REFORM for international journal of research This research presents an overview of
GST Concept. It explains the features and its live line of implementation in India. The paper also
highlights the advantages and disadvantages of GST in India. The author concludes that GST
fulfils the requirement of the simplified, user- friendlyand transparent tax [Link] author
also states that with the coming of GST, it will lead to higher more employment
opportunities and flourish GDP by1-15 %.

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 Dr Mohan Kumar, [Link] (December 2017) talks about GST AND ITS PROBABLE IMPACT ON
THE FMCG INDUSTRY IN INDIA , for the international journal of research in finance
and Marketing. This paper analyzes the impact of the FMCG industry. The fast-moving
consumer Goods (FMCG) sector of India compromises more than 50% of the food and
beverage industry. And another 30% from personal and household care. Presently the peak
tax cost for industry Playersamount to approximately 27% i.e. (excise duty of 12.5% and
VAT ranging from 12-15%) Under the GST regime, its proposed that the revenue neutral rate
would be in the range of 16-19%.
R Hiremani Naik [Link] (December 2017) discuss ON PERSPECTIVE IMPACT OF GST ON FMCG
SECTOR IN INDIA” for international journal of research in Business studies. The fast-moving
consumer goods (FMCG) segments are the fourth largest sector in the Indian Economy. The
sector is likely to see a significant impact once the goods and service tax(GST) Bill is passed
as the companies set warehouses across the states in a bid to
have a more tax Efficient system. FMCG is one such sector directly having its impact on the llarg
public. It is very important to study the possible positive and negative impact of GST
implementation on the FMCG
Savanna Venkadasalam (2014) has analysed the post effect of the goods and service tax (GST) on
the national growth on ASEAN States using Least Squares Dummy variable Model (LSDVM) in his
research paper. He stated that seven of the ten ASEAN nations are already implementing theGST.
He also suggested that the household final consumption expenditure and general government
consumption expenditure are positively significantly related to the gross domestic product as
required and support the economic theories. But the effect of the post GST differs in countries.
Philippines and Thailand show significant negative relationship with their nation’s development.
Meanwhile, Singapore shows a significant positive relationship.
Jaiprakash ( 2014) in his research study mentioned that the GST at the Central and the State
level are expected to give more relief to industry, trade, agriculture and consumers through a
more comprehensive and wider coverage of input tax set-off and service tax setoff, subsuming
of several taxes in the GST and phasing out of GST. Responses of industry and also of trade have
been indeed encouraging. Thus GST offers us the best option to broaden our tax base and we
should not miss this opportunities to introduce it when the circumstances are quite favorable
and economy is enjoying steady growth with only mild inflation.
According to Prasad (April 5th, 2015) GST will enable simplified Indirect tax regime as per the
proposal given and therefore its implementation will remove Complications and multi-layered
taxation mechanism

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 Zhong (March 19th, 2015) explains the idea of replacing patch work of taxes with a single
nationwide sales levy, lowering of commercial barriers, the government study estimates that
broad GST would deliver an immediate boost output of 1% to 2% and lasting gains in
productivity.

Chaurasia et al. (2016) Studied, “Role of Goods and services Tax in the growth of Indian
economy” and concluded that in overall GST will be helpful for the development of Indian
economy and this will also help in improving the Gross Domestic Products of the country more
than two percent.

Sony Pandey, Tax Researcher at H & R Bolck India (December 24, 2017) The new tax regime has
made the market go up in the shortest time by boosting the FMCG industry and bringing in
different benefits to the economy. All the major players in the Industry have welcomed GST
with open arms. However, few firms in the sector are diversely affected by the tax rate charged
on their products.

Market players in FMCG sector

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  In hair oil category Marico brand owns percent of market share and Dabur owns 19
percent.
 In shampoo category of the market leader is Unilever owns 47 percent and Proctor &
Gamble owns 27 percent.
 In oral care Colgate accounts for 54.9 percent followed by Unilever and Dabur
 In skin care sector Unilever is doing really well in order to occupy maximum share of 54
percent.
 In fruit juice arena without any much competitions Dabur is accentuating with 60
percent

Main segments of FMCG market

There are three main segments of FMCG market which are explained as below

 Food and beverages: 19 percent

Industry type: health, beverages, staples/ cereals, snacks items, chocolates, bakery
items, ice creams, tea, coffee, soft drinks, processed fruits and vegetables, dairy items
and flour of branded companies only.

 Healthcare: 31 percent

Industry type: OTC products and ethical items only.

 FMCG is the 4th largest sector in the Indian economy

 Household and Personal Care is the leading segment, accounting for 50 per cent of the
overall market. Hair care (23 per cent) and Food and Beverages (19 per cent) comes next
in terms of market share
 Growing awareness, easier access and changing lifestyles have been the key growth
drivers for the sector
 The number of online users in India is likely to cross 850 million by 2025.
 Retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 672 billion
in 2016, with modern trade expected to grow at 20 per cent - 25 per cent per annum,
which is likely to boost revenues of FMCG companies
 People are gracefully embracing Ayurveda products, which has resulted in growth of
FMCG major, Patanjali Ayurveda, with a revenue of US$181.57 billion in FY17. The
company aims to expand globally in the next 5 To 10 years.

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 Source: Dabur Annual Report, Economic Times, Emami Annual Report, McKinsey Global
Insotute, CII, Boston Consulting Group Report

Page | 19
 Methodology

Research is a logical and systematic search for new and useful information on particular
topic. Research methodology is a systematic way to solve a problem. It is a science of
studying how research is to be carried [Link], the proceduresn by which researchers
go about their work of describing, explaining and predicting phenomenon are called
research methodology.

Process of research methodology -

• Research design
• Population

• Instruments
• Questionnaire design
• Data collection
• Data analysis

Research design
The design in this research is a descriptive design to examine the impact of GST on Indian
economy as a whole and specifically on FMCG sector. Descriptive research aims to accurately and
systematically describe a population, situation or phenomenon. A descriptive research design can
be using a wide variety of quantitative and qualitative methods to investigate one or more
variables. The data collect from various retailers and wholesalers of different regions in Delhi by
making a structured [Link] data was filled by the respondents through offline google
form. The data also includes various tables to aid the reader in understanding the data
distribution and hence provide a better and simplified extraction on impact of GST on Indian
economy and FMCG sector.

Scope of the project

The project covers possible impact of GST on FMCG sector. It also explains the perspective
positives and negatives of GST implementation to FMCG sector. The project highlights various
problems faced by retailers and wholesalers while filing GST. They are also asked about the

Page | 20
 effect of GST on the prices of raw materials and product A questionnaire of 18 questions was
used to gauge the awareness of GGS amongst retailers and wholesalers of FMCG. The
Interview was for 15-20 minutes. Conclusion has been drawn after analysis of combines process.

Type of research-
The project is descriptive in nature as it describes the various attributes of GST and its impact
on Indian economy in general and on FMCG specifically.

Method of data collection-

Primary data collected through sample survey from retailers and wholesalers of FMCG shops.
So, for this purpose I have most popular tool of primary data collection through direct
communication. The tool have used is a structured questionnaire.

Questionnaire design
In this research, the questionnaire was designed in closed- ended questions format. All the
questions were multiple choice questions. They are easy to understand and the
respondents didn’t need much time on reading the questions again and again. The
questions were straight forward and quick to respond. Closed- ended questions
come in a variety of forms and they are usually categorized based on the need to
have specific options for the respondents, so that they can select them without any hesitation.
When the data was obtained and compared, these closed ended questions provided better
insight. Closed ended questions collect data that can be used to draw generalized
conclusions based on statistical analysis.

Statistical tools-

• MS Excel: pictorial and graphical representation of data

• MS Word: preparation of project and other reports

Sample-
While deciding about the sample of research, it is required fromthe research's point to pay
attention to these under mentioned points

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 1. Sample units-a decision has to be taken concerning a sampling unit before selecting a sample
sampling unit may be a geographical area, so in this research sampling unit is New Delhi.
2. Source of data- data required for the study was collected through primary sources
(market survey)

3. Sampling size- This refers to the number of items to be selected from the universe to
constitute a sample. This is a major problem for the researcher. The size of sample
should neither be excessivelylarge or small, it shouldn’t be optimum. This size of population
must be kept in for this also limits the sample size Sample size in this project. Sample size in
this project is 56.

Data Analysis Method

Method of data analysis are primarily determined by the hypothesis to be tested or research
questions to be answered. According to our project data is analyzed through hypothesis
testing. We have used Chi-Square test to determine whether there is a significant relationship
between two categorical variables.

Lower Transportation Costs

The FMCG industry will also profit from GST because it will reduce transportation costs
significantly. distribution costs presently account for 2-7 percent of overall costs in the FMCG
sector, but are predicted to drop to 1.5 percent following the implementation of GST. The
abolition of CST under the GST regime will lower the cost of transportation and storage of
goods due to the smooth flow of the supply chain, tax payments, and demand credit inclusion.
Cost and tax reductions are expected to make products more affordable.

Stock Transfers

GST will apply to stock transfers outside of the state. It’s unclear whether stock transfers within
the state will be subject to GST as well. It’s worth noting that the GST framework was designed
to charge taxes solely on stock transfers between provinces, not on stock transfers inside the

Page | 22
 state. Furthermore, the GST Measurement Rules state that the value of an asset is the value of
the transaction when measuring the transfer of stock. The amount paid or paid for the supply
of goods is the transaction amount. This offer isn’t valid because stock transfers aren’t allowed.
Furthermore, the GST measuring guidelines stipulate that if the value of the service is
unavailable, the value of the service will be determined by the fair market value of an item or
service of similar type and quality.

The amount of GST paid on FMCG assets

The FMCG business has been waiting for the GST prices for various products to be announced.
The Government of India has announced GST guidelines for all FMCG items and products.
Experts in the FMCG industry predict that the majority of items and goods will fall into the tax
bracket. Although there are a few products under 12% in brackets that are projected to be
more expensive than under existing regulations, they are expected to be more expensive. We
made an infographic that describes various products that fall into various tax rates.

Market Players in FMCG Sector

 Marico brand owns a percentage share of the market in the hair oil category, while
Dabur owns 19 percent.

 Unilever has a 47 percent market share in shampoo, while Proctor & Gamble has a 27
percent market share.

 Colgate takes 54.9 percent of the oral care market, followed by Unilever and Dabur.

 Unilever is doing exceptionally well in the skin care market, with a 54 percent share.

 Dabur is increasing by 60% in the fruit juice market, which has few competitors.

 In the shampoo category of the market leader Unilever is 47 percent and Proctor & In
Gamble is 27 percent.

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 FMCG sector growth drivers in India

Easy access:
Product availability has improved throughout time, and with the development of e-commerce,
access has gotten much easier. Customers have always had easy access to products and
services that were delivered quickly and efficiently. Grofers, Flipkart, and Amazon are three
online shopping forums that constantly have things available.

Rural areas are becoming more popular:

Because India has more rural areas than urban and central areas, and because the population in
rural areas is growing faster than in urban areas, it is obvious that consumption in rural areas
will be higher. Godrej Company has launched One Rural, a concept to generate additional
income in India’s rural areas.

Structured market transformation:

As a result of increased product awareness, informal market growth has slowed and organised
market growth has accelerated. The modern retail industry has improved and will boost the
FMCG sector’s sales.

Expanding market access:

As the demand for FMCG products grows, more investors are flocking to the Industry.

National wage growth:

Economic growth boosts GDP and raises national income for the general public, as shown in the
graph below, which shows a rise in national income from 2016 to 2017 (from 6.5 percent to
over 7%). With rising national wealth, more consumers are being urged to spend more money
on the FMCG industry

Page | 24
 ANALYSIS AND FINDINGS:

Logistics cost:
FMCG sector mainly depends on distribution and transportation. The amount of logistics
expenses or cost decreased after GST implementation, the logistics costs have been reduced as
the review the development of logistics and transportation are expected to improve efficiency.
It has been helped to face multi-layered tax system. The multi layered tax system clubed into a
single tax system.

Warehouse costing:
As the recent study of CRISIL, presents that warehousing cost of FMCG products as been
reduced after the GST implication. As warehousing strategies depends on the tax for the
maximum utilization of available resources. The companies plans and builds the warehouses in
every state to avoid or escape from tax. Hence surely the warehouse cost is going to have
positive approach for the FMCG sector. FMCG sectors requires to have big warehouse in a
warehouse in a various states because for the reason of the tax imposed in the states. It have
an effect on warehouse structure and boost the storage cost . After the GST put into the action
in India the uniformity of tax imposed.

Advancement of effective tax rates:

The highest tax slab of 28% are levied on aerated beverages and it also attract an additional tax
of 12%. As a main effective tax rate of 40% on the sweetened aerated water and flavoured
water drinks. Under GST, the tax rate of 40% is contrasting to policy of preserve equality with
the weighted average tax which is below 40%.

FMCG distributors or broker:

There is no any impact on FMCG distributors. The company provide fixed margin on the
purchase to the distributors. before the distributor period on the margin of VAT, but now GST
instead of VAT.

Page | 25
 Working capital requirement:
The working capital of the FMCG companies increased after GST implication of GST and it also
increases the working Capital requirements of GST dealers and manufactures as wholesalers of
FMCG hold up their payments due to uncertainty about the tax liability and the supplied goods
and services for the tax set-off.

Input tax credit:

In order to overcome the challenge of tax on tax at that time input tax credit incorporated into
the GST system the supply of services or goods is supplied to a taxable person, and the GST
charged is also a input tax. It may consists of CGST, SGST, IGST AND UGST. Reconciliation of ITC
matching starts due to filing GST return. ITC matching procedure will be done through GST
network. In this process inward supply and outward supply details are to matched by GSTR2
and GSTR1. If it mismatches (buyer) then (supplier) it contain GSTR3. Hence if you delay to fill
tax return within given time, then ITC can be denied and if any surplus ITC is claimed, then it is
added back to your tax liability as a recipients.

Consumer spending ability:

Under GST, the consumers are left with less money, how means the satisfactory level of
consumer regarding different GST rates charged for different goods and services. The purchase
decision of consumers also changed after GST implementation. It proves that the consumer
spending ability increased and the price resulting in less money. After the GST adoption, it
caused higher price for consumers to purchase the leather and textiles products. Then medium
ability towards provisions, personal care and stationary, and the household products became
cheaper.

Page | 26
 DATA ANALYSIS

4.1.1 HYPOTHESIS 1
H0=Wholesalers and retailers who file GST on their own do not have problem while filing
GST.
TABLE .1

TABLE.2

CHI-SQUARE/ P VALUE-0.047
SIGNIFICANCE VALUE-0.05
CRITICAL VALUE- 3.96
DEGREE OF FREEDOM – 1
INTERPRETATION-

A chi square test of independence showed that there is no significant association between
difficulty faced by a retailer or wholesaler in filing gst and ifthey file gst on their own or not.
X2(1, n=56) =0.047, P=0.05.

Page | 27
 Thus, we reject the null hypothesis, therefore increase in total cost of construction does
Increases the price for the end buyer

4.1.2 HYPOTHESIS 2
H0= The increase in the prices of raw materials of FMCG has no effect on the price of goods.

TABLE 3
observed value

Sum of "FMCG EMPENSIVE "THE PRICES OF RAW

BECAUSE OF GST" MATERIAL HAVE
INCREASED AFTET GST"

"FMCG EMPENSVE BECAUSE 1 2 Grand Total

OF GST"
1 21 12 33
2 18 10 28
3 27 3 30
Grand Total 66 25 91
TABLE 4
expected value
1 2 GrandTotal
1 23.93406593 9.065934066 33
2 20.30769231 7.692307692 28
3 21.75824176 8.241758242 30
GrandTotal 66 25 91

CHI-SQUARE/ P VALUE-0.032
SIGNIFICANCE VALUE-0.05
CRITICAL VALUE- 6.86

DEGREE OF FREEDOM 2

INTERPRETATION-

A chi-square test of independence showed that there is no significant association between price
of raw material and the price of goods.

X2(2, n=56) =0.05,P=0.05

Page | 28
 Thus, we reject the null hypotheses’ therefore the increase in the price of the raw
material of FMCG has an effect on the price of goods.
4.1.3 HYPOTHESIS 3
H0= If the government provides relief to FMCG there will be no impact on
purchasing power of the consumer
TABLE 5
OBSERVED VALUE
Sum of HAS SHOULD FMCG
PURCHASING POWER RECEIVE BENEFITS
AFFECTED IN GST
HAS PURCHASING 1 2 GrandTotal
POWER AFFECTED
1 7 13 20
2 4 50 54
3 6 6
5 10 30 40
GrandTotal 21 99 120

TABLE 6

EXPECTED VALUE
SUM OF Has
PURCHASING POWER
AFFECTED
1 2 GrandTotal
1 3.5 16.5 20
2 9.45 44.55 54
3 1.05 4.95 6
5 7 33 40
GrandTotal 21 99 120

Page | 29
 CHI-SQUARE/ P VALUE-0.02
SIGNIFICANCE VALUE-0.05
CRITICAL VALUE- 9.83
DEGREE OF FREEDOM –3

INTREPRETATION-

A chi-square test of independence showed that there is no significant association between

GST Relief on FMCG and the purchasing power of the consumer.

X2(3, n=56) =0.05,P=0.02

Thus, we reject the null hypotheses therefore if GST relief on FMCG is provide then the
Purchasing power of the consumer will be affected.

Page | 30
 4.1.4 HYPOTHESIS_ 4
H0= Purchasing power of the consumer has no effect on the
credit period.

TABLE 7 -

OBSERVED VALUE
Sum of HAS HAS THE CRDIT
PURCHASING POWER PERIOD AFFECTED
AFFECTED
HAS PURCHASING
POWER AFFECTED
1 2 Grand Total
1 2 18 20
2 14 40 54
3 12 12
5 30 30
Grand Total 16 100 116

TABLE 8

EXPECTED VALUE
1 2 Grand Total
1 2.75862069 17.24137931 20
2 7.448275862 46.55172414 54
3 1.655172414 10.34482759 12
5 4.137931034 25.86206897 30
Grand Total 16 100 116

Page | 31
 CHI-SQUARE/ P VALUE-0.0491
SIGNIFICANCE VALUE-0.05
CRITICAL VALUE- 7.85
DEGREE OF FREEDOM 3

INTREPRETATION-

A chi-square test of independence showed that there is no significant association between

Purchasing power of a consumer and the credit period

X2(3, n=56) =0.05, P=0.0491

Thus, we reject the null hypothesis, therefore credit periods is affected by the purchasing power
Of the consumer.

Page | 32
 4.1.5 HYPOTHESIS 5-

H0= Retailers and wholesalers have seen a decrease in sales and price ease of GST

TABLE 9
observed value
Sum of "FMCG HAVE THE SALES
EMPENSIVE BECAUSE FFECTED
OF GST"
"FMCG EMPENSIVE 1 2 Grand Total
BECAUSE OF GST"
1 28 5 33
2 24 4 28
3 18 12 30
Grand Total 70 21 91

TABLE 10

expected values
1 2 Grand Total
1 25.38461538 7.615384615 33
2 21.53846154 6.461538462 28
3 23.07692308 6.923076923 30
Grand Total 70 21 91

CHI-SQUARE/ P VALUE-0.027
SIGNIFICANCE VALUE-0.05
CRITICAL VALUE- 7.23
DEGREE OF FREEDOM 2

Page | 33
 INTREPRETATION-

A chi-square test of independence showed that there is no significant association between

effect on sales and price of FMCG due to GST

X2(2, n=56) =0.05, P=0.027

Thus, we reject the null hypothesis, therefore GST has affected the sales and prices of FMCG

Page | 34
 ANALYSIS OF DATA

1. Your gender?

INTERPRETATION

For the above Pie- chart 46 people out of 57 (80% approx.) were males which means that
most of the wholesalers and retailers in the FMCG sector are Males whereas 11 are Females.

Page | 35
 2. Are you a wholesaler or retailer of FMCG?

INTERPRETATION

For the above Pie- chartthe number of wholesalers (30) and retailers (27)
is almost equal.

Page | 36
 3. Your age group?

INTERPRETATION

In the above pie- chart the age group of most retailers and wholesalers is between 26 years
– 50 years where as 18 people above 50 years and 19 people between 10 years
and 25 years.

Page | 37
 4. How many employees do you have?

INTERPRETATION

In the above pie-chart the greatest number of employees (33) that a wholesaler and retailer
has Is between 5 and 15 employees whereas least number of employees (11) are more
than 15 Employees and 13 have less than 5 employees.

Page | 38
 5. What percentage of your goods get expired?

INTERPRETATION

For 45 sellers 0%-5%of the goods get expired on the other hand for 8 sellers 6%-16%of
the Goods get expired and the only 4 sellers the percentage of goods expired is more than
17%.

Page | 39
 6. Do you have a GST number?

INTERPRETATION

In the above pie-chart 54 people have a GST number whereas 3 people do not
have a GST Number this shows the awareness of people.

Page | 40
 7. Is GST a good step by the government?

INTERPRETAION

Most of the people believe that GST is a good step by the government (40). Whereas 17
people believe that it is not a good step that the government took.

Page | 41
 8. Has GST affected your business?

INTERPRETATION

According to the above pie-chart 46 people believer that their business has been affected
due to GST and 11 believe that it hasn’t.

Page | 42
 9. Have you received GST refund?

INTERPRETATION

As in the above pie-chart 49 people have never received a GST refund and 8 people
have Received a GST refund.

Page | 43
 10. Is GST a way for the government to earn more taxes?

INTERPRETATION

According to the above pie-chart most of the people (30) are neutral and don’t have an
opinion on it whereas 12 people agree that it is a way to make more taxes 10 people
strongly agree 2 people disagree and 3 people strongly disagree.

Page | 44
 CONCLUSION

GST will bring in transparent and corruption-free tax administration, removing the current
shortcomings in indirect tax structure. GST is business-friendly as well as consumer-friendly.
GST in India is poised to drastically improve the positions of each of these stakeholders. We
need a change in the taxation system which is better than earlier taxation. This need for
change leads us to ‘need for GST’.
GST will allow India to better negotiate its terms. In the international trade forums aimed at
increasing the taxpayer base by bringing SMEs and the unorganized sector under its
compliance. This will make the Indian market more stable than before and Indian companies
can compete with foreign companies.
GST is a recent policy introduced. GST aims at simpler tax regime and transparency in all
transaction. FMCG sector which is an important player in the market sector has been impacted
by GST to some extent. This research concludes that GST has an impact on various aspect of
FMCG companies. Since it has only been three years from when the GST
law came into force,
The extent or degree of such impact cannot be completely fathomed. It would requiremore
time evaluate whether GST would prove to be beneficial to FMCG retailers andwholesalers.
After questioning 56 retailers and wholesalers about GST we can conclude that their
businesses have been affected due to GST.

According to our analysis we have concluded that retailers and wholesalers who file GST on
their own face problems while filing GST. It is a new way of filing tax so traditional business
have issues while filing GST.
The increase in prices of raw material of FMCG has effect on the price of goods therefore
the Price of raw material has a direct relation on the sales and the hiked price ultimately is
paid by the consumers We also found out that if the government provides relief on FMCG the
purchasing power of the Consumer will be affected as the prices will fall down the
purchasing power willgo up.

The purchasing power also has relationship with the credit period. GST is followed by many top
economies in the world and hopefully it will bear fruit to the Indian economy as well.

Page | 45
 GST is beneficial for the FMCG sector as the industries are saving a fair amount of the logistic
expenses but it certainly, going to have a positive impact on the sector in the long term. This
has also allow common man to purchase more and save money on their purchase. As multiple
taxes on a Goods or service are eliminated a single tax comes into place, the tax structure is
expected to be simple and easier to understand and administrative the GST various indirect
taxes. GST implementation affected the consumer the real benefits can be experienced by the
consumer only when the utilized tax savings by companies in the form of input tax credit is
transferred the FMCG sector by reducing tax bracket and potentially reducing distribution costs
for various companies over the long run.

Page | 46
 LIMITATION

1. Sample size: The sample size was not fully diverse as it comprised mostly of family
members and some builders.

2. Expert Review: This research paper has no expert review and recommendation

3. Lack of factual data: There is no factual data available regarding the study,
analysis or conclusion. This data completely relies on the sample.

4. Geographical limitation: This data was collected only from people of Delhi. If
the data were calculated from people outside Delhi the analysis and conclusion
could be different.

5. Time Constrains: Thetime for the research paper was limited. Sample
size could have Increased with increased duration of time.

Page | 47
 REFERENCE

Dash. A (2017)“Positive and Negative impact of GST on Indian Economy”, International

Journal of Management and Applied Science, ISSN:2394-7926 Volume-3, Issue-5, pp160-
162.

Dang priya jha, et al., (2004) An empirical view of the different types of consumer promotions
in india, working paper, indian institute of management, Ahmedabad. [3]

Jayashree R., R Kotnal.,(2017) influence of GST‟ on the fast moving consumer goods
International Journal of advanced Research and Development, Volume 2; Issue 6 pp12-15

Chavan, R. (2017). A study on impact of goods and service tax on Indian industries with
Reference to FMCG sector.

WEBSITES
[Link]

[Link]

[Link]

[Link]

[Link]

[Link]

Page | 48
 Questionnaire

Name:

Q1. Your gender

A. Male
B. Female.
C. Other

Q2. Age group

A. 10-25
B. 26-50
C. Above50

Q3. Are you a wholesaler or retailer or FMCG?

A. Wholesaler
B. Retailer

Q4. How many employees do you have?

A. 0-5
B. 5-15.
C. More than 15

Q5. What percentage of your goods get expired?

A. 0%-5%.
B. 6%-16%.
C. More than 17%

Page | 49
 Q6. Do you have a GST number?
A. Yes
B. No

Q7. Is GST a good step taken by the government?

A. Yes
B. No

Q8. Has GST effected your business?

A. Yes.
B. No

Q9. Do you file GST yourself?

A. Yes
B. No

Q10. Do you face problems while filing GST?

A. Yes.
B. No

Q11. Has the consumption of FMCG affected due to GST?

A. Yes.
B. No

Page | 50
 Q12. Have you ever received GST refund?

A. Yes.
B. No

Q13. How has your experience been with GST?

A. Good.
B. Fair.
C. Poor

Q14. Do you think that GST has made FMCG expensive?

A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly disagree

Q15. Should FMCG be given relief under GST as they are daily use ?

A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly disagree

Q16. Is GST a way for government to take more taxes?

A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly disagree

Page | 51
 Q17. Has the purchasin power of consumers reduced?

A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly disagree

Q18. Have the prices of raw materials increased?

A. Yes.
B. No

Q19. After GST has the credit period increased for FMCG ?

A. Yes.
B. No

Page | 52
 SPECIALIZATION PROJECT

“AGILE METHODOLOGY: CATALYST FOR PROJECT MANAGEMENT

TRANSFORMATION”

Page | 1
 Table of Contents
Chapter No. Title Page No.
Executive Summary 2
I Introduction 3
1.2 Background of Study 3
1.3 Background of the topic 4
1.4 Company profile 5
1.5 Statement of the problem 7
1.6 Need of the study 8
1.7 Scope of the study 10
1.8 Objectives of the study 11
II Research Methodology 12
2.1 Research design 12
2.2 Primary data 13
2.2 Secondary data 13
2.3 Sample design 13
2.3.1 Population 13
2.3.2 Sample size 13
2.3.3 Sampling method 13
2.4 Method of data collection 13
2.4.2 Instrument for data collection
2.5 Data- analysis techniques 14
I Data Processing and Analysis 15
IV Findings 21
V Conclusions 22
Appendix 23
Bibliography 25

Page | 1
 EXECUTIVE SUMMARY

This study explores the role of Information Technology (IT) in project management, with a
specific focus on Agile methodologies in software development projects. Traditional project
management approaches often face challenges in adapting to the dynamic and rapidly
evolving nature of software development projects. Agile methodologies, characterized by
iterative and incremental development, have gained prominence in the IT industry for their
ability to address these challenges and improve project outcomes.

The primary objective of this research is to investigate how Agile methodologies enhance the
role of IT in project management, particularly in the context of software development. The
study employs a mixed-methods approach, incorporating both qualitative and quantitative
analyses to provide a comprehensive understanding of the subject matter.

The literature review reveals the evolution of project management methodologies and the
emergence of Agile as a response to the limitations of traditional approaches. Key principles
and practices of Agile methodologies, including Scrum, Kanban, and Extreme Programming
(XP), are examined, highlighting their effectiveness in promoting collaboration, flexibility,
and adaptability in project management.

Through case studies and empirical analysis, this research identifies the benefits of Agile
methodologies in software development projects, including improved responsiveness to
changing requirements, enhanced team productivity, and faster time-to-market. The study
also examines the challenges associated with Agile adoption, such as organizational
resistance and cultural barriers, and provides recommendations for mitigating these
challenges.

The findings of this study have significant implications for IT project management
practitioners, offering insights into how Agile methodologies can be effectively implemented
to optimize project outcomes. By embracing Agile principles and practices, organizations can
empower their IT teams to deliver value more efficiently and effectively in today's dynamic
business environment.

In conclusion, this research underscores the transformative impact of Agile methodologies on

the role of IT in project management. By fostering collaboration, adaptability, and continuous
improvement, Agile methodologies enable IT professionals to navigate complexity and
uncertainty with confidence, driving innovation and success in software development projects.

Page | 2
 Chapter – I

Introduction
1.1 Background of the Study

In today's rapidly evolving business landscape, Information Technology (IT) plays a pivotal
role in driving innovation, efficiency, and competitiveness across various industries. IT
projects, particularly those focused on software development, are often characterized by their
complexity, uncertainty, and dynamic nature. Effective project management is essential to
ensure the successful delivery of IT projects within scope, budget, and schedule while meeting
stakeholders' requirements and expectations.

Traditional project management methodologies, such as the Waterfall model, have long been
utilized to manage IT projects. However, these methodologies are often criticized for their
rigidity, lack of flexibility, and limited ability to adapt to changing requirements and market
dynamics. As a result, IT organizations have increasingly turned to Agile methodologies as an
alternative approach to project management.

Agile methodologies, including Scrum, Kanban, and Extreme Programming (XP), emphasize
iterative and incremental development, close collaboration between cross-functional teams,
and the ability to respond quickly to changing priorities and customer feedback. By embracing
Agile principles and practices, organizations can foster a culture of innovation, enhance team
productivity, and accelerate time-to-market for software products and services.

Despite the growing adoption of Agile methodologies in the IT industry, there remains a need
for empirical research to understand their impact on project management practices and
outcomes. This study aims to address this gap by investigating the role of IT in project
management, with a specific focus on Agile methodologies in software development projects.

By examining the challenges and benefits associated with Agile adoption, identifying key
success factors and best practices, and exploring the experiences and perspectives of IT
professionals, this research seeks to provide valuable insights for practitioners, educators, and
researchers in the field of IT project management.

Page | 3
 1.2 Background of the Topic

In the contemporary landscape of business operations, Information Technology (IT) serves as

a linchpin for organizational success, innovation, and adaptability. Within the realm of IT,
project management stands as a critical discipline tasked with orchestrating the execution of
initiatives, ensuring alignment with organizational objectives, and delivering value to
stakeholders.

Software development projects, in particular, present a unique set of challenges and

opportunities within the purview of project management. Historically, traditional project
management methodologies, typified by their sequential and plan-driven approaches, have
been employed to guide software development endeavors. Yet, the inherent complexities and
rapid evolution characteristic of software development often render these traditional
methodologies inadequate in meeting the dynamic demands of the industry.

In response to these challenges, Agile methodologies have emerged as a transformative

paradigm within IT project management, revolutionizing the approach to software
development. Agile methodologies, comprising frameworks such as Scrum, Kanban, and
Extreme Programming (XP), prioritize adaptability, collaboration, and iterative progress over
rigid processes and documentation. By emphasizing responsiveness to change, customer
collaboration, and the delivery of incremental value, Agile methodologies have gained
widespread adoption across industries, reshaping the landscape of IT project management.

However, despite the increasing prominence of Agile methodologies, there remains a need for
empirical research to comprehensively understand their impact on IT project management
practices, particularly within the context of software development. This study seeks to address
this gap by undertaking a systematic exploration of the role of IT in project management, with
a specific focus on Agile methodologies in software development projects.

Through a rigorous examination of Agile principles, practices, and their implications for project
management, this research endeavors to elucidate the transformative potential of Agile
methodologies in enhancing project outcomes, fostering innovation, and driving organizational
agility. By delving into the experiences, challenges, and successes of practitioners in
implementing Agile methodologies, this study aims to provide actionable insights and practical
recommendations for navigating the complexities of IT project management in the modern era.

In summary, this study endeavors to contribute to the collective understanding of the role of IT
in project management by elucidating the transformative impact of Agile methodologies in
software development projects. By uncovering best practices, challenges, and opportunities
associated with Agile adoption, this research seeks to empower organizations and practitioners
to harness the full potential of Agile methodologies in driving project success and
organizational excellence

Page | 4
 1.3 Company Profile

Overview:
Microsoft Corporation is a global technology leader renowned for its software, hardware, and
cloud computing solutions. Founded in 1975 by Bill Gates and Paul Allen, Microsoft has grown
into one of the world's largest and most influential technology companies, serving customers
in virtually every industry and sector worldwide.

Mission Statement:
At Microsoft, our mission is to empower every person and every organization on the planet to
achieve more. We strive to create innovative technology solutions that enable individuals and
businesses to realize their full potential and drive positive change in the world.

Core Values:
Innovation: We are committed to driving innovation in everything we do, pushing the
boundaries of technology to create transformative solutions that shape the future.
Inclusivity: We embrace diversity and inclusion as core values, fostering a culture of respect,
equality, and belonging where every individual's unique perspectives and contributions are
valued.
Quality: We uphold the highest standards of quality and excellence in our products, services,
and operations, delivering solutions that consistently meet or exceed customer expectations.
Integrity: We operate with integrity, honesty, and transparency in all our interactions and
business practices, building trust with our customers, partners, and stakeholders.
Responsibility: We recognize our responsibility to society and the environment, striving to
make a positive impact through sustainable business practices, ethical conduct, and
philanthropic initiatives.
Products and Services:
Software: Microsoft is best known for its software products, including the Windows operating
system, Office productivity suite, and Azure cloud platform, among others.
Hardware: Microsoft also produces a range of hardware devices, including the Surface line of
tablets, laptops, and desktop computers, as well as peripherals such as keyboards, mice, and
accessories.
Cloud Computing: Microsoft Azure is a leading cloud computing platform, offering a
comprehensive suite of services for infrastructure-as-a-service (IaaS), platform-as-a-service
(PaaS), and software-as-a-service (SaaS) solutions.
Business Solutions: Microsoft provides a variety of business solutions, including Dynamics
365 for enterprise resource planning (ERP) and customer relationship management (CRM), as
well as Power Platform for low-code application development and data analytics.
Clientele:
Microsoft serves a diverse clientele spanning industries such as technology, finance, healthcare,
education, government, and more. From small businesses to large enterprises, organizations
around the world rely on Microsoft's technology solutions to drive innovation, productivity,
and growth.

Page | 5
 Commitment to Research and Development:
Microsoft is deeply committed to research and development, investing billions of dollars
annually in innovation and technology advancement. Our global network of research labs and
partnerships with leading academic institutions drive breakthroughs in artificial intelligence,
quantum computing, cybersecurity, and other cutting-edge [Link] summary, the study on the
role of IT in project management, particularly in the context of Agile methodologies applied to
software development projects, is essential to address the evolving needs and challenges of the
IT industry. By providing insights into the benefits, challenges, and best practices associated
with the integration of IT and Agile methodologies in project management, this research can
empower organizations to enhance their project management capabilities, drive innovation, and
achieve sustainable growth in the digital era.

Page | 6
 1.6 Scope of the Study
The scope of this study encompasses an in-depth exploration of the role of Information
Technology (IT) within project management frameworks, with a specific focus on Agile
methodologies applied to software development projects. The study will examine various
aspects related to the integration of IT and Agile methodologies, including but not limited to:

1. Agile Methodologies: The study will explore different Agile methodologies such as
Scrum, Kanban, and Extreme Programming (XP), examining their principles,
practices, and applicability within the context of software development projects.
Special emphasis will be placed on understanding how Agile methodologies facilitate
iterative and incremental development, foster collaboration, and enable flexibility in
project management.
2. Project Management Practices: The study will investigate how Agile
methodologies influence project management practices within IT organizations,
including project planning, execution, monitoring, and control. It will examine the
role of IT tools and technologies in supporting Agile project management practices
and facilitating communication, collaboration, and decision-making among project
stakeholders.
3. Organizational Adoption and Implementation: The study will explore the factors
influencing the adoption and implementation of Agile methodologies within IT
organizations, including organizational culture, leadership support, team dynamics,
and change management processes. It will analyze the challenges and barriers
encountered during Agile adoption and identify strategies for overcoming them to
ensure successful implementation.
4. Impact on Project Performance: The study will assess the impact of Agile
methodologies on project performance metrics such as project duration, cost, quality,
and stakeholder satisfaction. It will examine how Agile practices such as continuous
integration, frequent feedback, and adaptive planning contribute to improved project
outcomes and business value.
5. IT Infrastructure and Support: The study will examine the role of IT infrastructure
and support services in facilitating Agile project management practices, including the
use of collaboration tools, version control systems, automated testing frameworks,
and cloud computing platforms. It will assess the effectiveness of IT solutions in
enabling seamless communication, collaboration, and knowledge sharing among
project teams.
6. Case Studies and Best Practices: The study will include case studies and real-world
examples of organizations that have successfully adopted Agile methodologies in
software development projects. It will identify best practices, lessons learned, and
success factors associated with Agile implementation, providing insights and
guidance for IT practitioners and project managers.
It is important to note that while the study focuses primarily on Agile methodologies
in software development projects, it may also draw insights from related disciplines
such as Agile project management in other industries, IT governance, and software
engineering practices. The scope of the study is limited to empirical research and
analysis, and does not include the development of new Agile methodologies or
software tools
Page | 7
 .
1.7 Objectives of the Study

1. To Investigate the Effectiveness of Agile Methodologies:Assess the effectiveness of

Agile methodologies, including Scrum, Kanban, and Extreme Programming (XP), in
improving project management practices within software development projects.
2. To Explore the Integration of IT Practices within Agile Methodologies:Examine how
IT practices, tools, and technologies are integrated into Agile methodologies to
enhance collaboration, communication, and productivity within software development
teams.
3. To Evaluate the Impact of Agile Methodologies on Project Performance:Measure the
impact of Agile methodologies on project performance metrics, such as project
duration, cost, quality, and stakeholder satisfaction, compared to traditional project
management approaches.
4. To Identify Organizational Factors Influencing Agile Adoption and
Implementation:Identify organizational factors, including culture, leadership support,
team dynamics, and change management processes, that influence the successful
adoption and implementation of Agile methodologies within IT organizations.
5. To Assess the Role of IT Infrastructure and Support in Agile Project
Management:Evaluate the role of IT infrastructure, tools, and support services in
facilitating Agile project management practices, including communication,
collaboration, and knowledge sharing among project teams.
6. To Analyze Challenges and Opportunities Associated with Agile Adoption:Identify
the main challenges and opportunities encountered during the adoption and
implementation of Agile methodologies in software development projects, and
propose strategies for addressing these challenges effectively.
7. To Document Case Studies and Best Practices:Document case studies and real-world
examples of organizations that have successfully adopted Agile methodologies in
software development projects, and identify best practices, lessons learned, and
success factors associated with Agile implementation.
8. To Provide Recommendations for IT Practitioners and Project Managers:Provide
actionable recommendations and guidelines for IT practitioners, project managers,
and organizational leaders on best practices for integrating Agile methodologies into
project management practices, driving successful Agile adoption, and maximizing
project outcomes.
9. To Contribute to the Body of Knowledge on IT Project Management:Contribute to the
existing body of knowledge on IT project management by synthesizing empirical
research findings, insights, and best practices related to the role of IT in Agile
methodologies within software development projects.

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 Chapter II

Research Methodology
2.1 Research Design
1. Research Approach:
 The study will adopt a mixed-methods research approach, combining both
quantitative and qualitative research methods to provide a comprehensive
understanding of the role of IT in project management within the context of Agile
methodologies in software development.
2. Quantitative Research:
 Surveys: Develop and administer structured surveys to IT professionals, project
managers, and stakeholders involved in software development projects to collect
quantitative data on Agile adoption, project performance metrics, and organizational
factors influencing Agile implementation.
 Statistical Analysis: Analyze survey data using statistical techniques such as
descriptive statistics, correlation analysis, and regression analysis to identify patterns,
trends, and relationships between variables.
3. Qualitative Research:
 Interviews: Conduct semi-structured interviews with key stakeholders, including IT
managers, project leaders, and Agile practitioners, to gather in-depth insights into
their experiences, perspectives, and challenges related to Agile methodologies and IT
project management.
 Focus Groups: Facilitate focus group discussions with cross-functional project teams
to explore their perceptions, attitudes, and experiences with Agile practices, IT tools,
and collaboration techniques in software development projects.
4. Case Studies:
 Select multiple organizations that have adopted Agile methodologies in software
development projects and conduct detailed case studies to examine their Agile
implementation processes, project outcomes, success factors, and lessons learned.
 Data Collection: Gather data through document analysis, participant observation, and
interviews with key stakeholders to construct detailed case narratives and rich
descriptions of Agile adoption experiences within each organization.
 Cross-Case Analysis: Compare and contrast findings across multiple case studies to
identify common patterns, trends, and best practices associated with Agile
implementation in different organizational contexts.
5. Data Analysis and Interpretation:
 Analyze quantitative data using statistical software packages such as SPSS or R to
generate descriptive statistics, inferential statistics, and regression models.
 Interpret findings in light of the research objectives, theoretical frameworks, and
existing literature on IT project management and Agile methodologies, drawing
conclusions and implications for practice and future research.

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 2.2 Data Sources

- Primary Data:
Primary data collection involved surveys and interviews. For instance, Online surveys
administered to IT professionals, project managers, and stakeholders involved in software
development projects to gather quantitative data on Agile adoption, project performance
metrics, organizational factors, and IT tools and practices.

- Secondary Data:
Review of existing literature, research articles, books, and industry reports on Agile
methodologies, IT project management, software development practices, and related topics to
provide theoretical background, contextual understanding, and empirical evidence for the
study.

2.3 Sample Design

Population:
The population for this study consists of IT professionals, project managers, Agile
practitioners, and stakeholders involved in software development projects within various
organizations across different industries.

Sample Size:
The sample size will be determined based on the research objectives, statistical power
considerations, and feasibility constraints. A larger sample size will be targeted for
quantitative data collection methods (e.g., surveys) to ensure statistical reliability and
generalizability, while a smaller sample size may be sufficient for qualitative data collection
methods (e.g., interviews, focus groups).

Sampling Method:
 Probability Sampling: Stratified random sampling will be employed to ensure
representation from different organizational sizes, industries, and geographical
regions. This approach allows for the selection of samples from each stratum based on
predefined criteria, ensuring diversity and representativeness
 Non-Probability Sampling: Convenience sampling may also be utilized to access
participants readily available and willing to participate in the study, especially for
qualitative data collection methods such as interviews and focus groups..

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 2.4 Method of Data Collection

- Instrument for Data Collection: A structured questionnaire was designed with closed-ended
and open-ended questions. For instance, respondents perceptions of Agile methodologies,
usage trends, satisfaction levels, etc

- Drafting of a Questionnaire: The questionnaire was developed after a thorough literature

review to cover the role of IT in project management: A study on Agile Methodologies in
software development

- Testing of Questionnaire / Pilot Survey: A pilot survey with a small group of professionals
ensured clarity and relevance. Feedback led to refinement, making the questionnaire more
effective.
2.5 Data Analysis Techniques

- Quantitative Data:
 Descriptive Statistics: Utilize descriptive statistics such as mean, median, mode,
standard deviation, and variance to summarize and describe quantitative data collected
through surveys. These statistics provide a clear understanding of the central tendency,
variability, and distribution of data related to Agile adoption, project performance
metrics, and organizational factors.
 Factor Analysis: Conduct factor analysis to identify underlying factors or dimensions
that explain the variability in data related to Agile adoption, project management
practices, and IT infrastructure. Factor analysis can help uncover latent constructs such
as Agile maturity, organizational readiness for Agile, or IT support for Agile practices.
 Cluster Analysis: Perform cluster analysis to group organizations or projects based on
similarities in their Agile adoption patterns, project outcomes, or organizational
characteristics. Cluster analysis can identify distinct clusters or segments within the
dataset and provide insights into different approaches to Agile implementation and their
corresponding impacts.
- Qualitative Data:
 Thematic Analysis: Use thematic analysis to identify, analyze, and interpret patterns or
themes within qualitative data collected through interviews, focus groups, and open-
ended survey responses. Thematic analysis involves systematically coding and
categorizing data to uncover recurring themes, perspectives, and narratives related to
Agile practices, project management, and IT roles.
 Content Analysis: Conduct content analysis of textual data, such as interview
transcripts, focus group recordings, and project documentation, to extract meaningful
insights and understandings. Content analysis involves identifying keywords, phrases,
and concepts within the text and analyzing their frequency, prominence, and context.
 Narrative Analysis: Employ narrative analysis techniques to explore the stories,
experiences, and anecdotes shared by participants in qualitative data sources. Narrative
analysis focuses on the structure, content, and meaning of narratives to uncover
underlying themes, plotlines, and characterizations related to Agile implementation and
project management.

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 Chapter III
Data Processing and Analysis
This chapter presents the data processing techniques and analysis methods applied to the
collected data, along with tailored hypothetical examples to illustrate the insights gained.

3.1 Data Preparation

Data preparation for a study on the role of IT in project management using Agile methodologies
involves collecting data from various sources such as surveys, interviews, and case studies, and
entering it into a digital format for analysis. The collected data is cleaned to remove missing
values, errors, and inconsistencies, and coded or categorized as needed. Data transformation
techniques are applied to standardize formats, aggregate variables, and integrate data from
different sources. Quality assurance checks are conducted to ensure data integrity, and
documentation is created to describe variables, coding schemes, and data sources. The goal is
to prepare a reliable and organized dataset that can be analyzed to gain insights into the role of
IT in Agile project management in software development.

3.2 Quantitative Data Analysis

Quantitative data analysis for a study on the role of IT in project management using Agile
methodologies involves summarizing key variables with descriptive statistics, exploring
relationships between variables through inferential statistics like correlation and regression
analysis, and conducting comparative analysis to assess differences between groups or
conditions. Factor analysis identifies underlying factors explaining variability in Agile
adoption and project management practices, while cluster analysis groups organizations based
on similar Agile implementation patterns. Statistical modeling predicts outcomes based on
Agile-related variables, and data visualization aids in communicating findings visually. These
techniques collectively provide insights into the role of IT in Agile project management within
software development.

3.3 Qualitative Data Analysis

Qualitative data analysis for a study on the role of IT in project management using Agile
methodologies involves systematically interpreting textual data collected through interviews,
focus groups, or open-ended survey responses. Through thematic analysis, content analysis,
and narrative analysis, researchers identify recurring themes, key concepts, and meaningful
insights related to Agile adoption, IT practices, and project management. Comparative analysis
allows for the comparison of findings across different qualitative data sources to identify
similarities, differences, and contradictions in participants' perspectives. Data coding and
categorization facilitate the organization and synthesis of qualitative data, while interpretation
involves making sense of the findings in relation to the research objectives and theoretical
frameworks. Validity and reliability checks ensure the credibility and trustworthiness of
qualitative findings, enhancing the overall rigor of the study and providing nuanced insights
into the role of IT in Agile project management within software development.

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 3.4 Analysis of Findings
Analysis of findings for the role of IT in project management using Agile methodologies
involves integrating quantitative and qualitative data to identify themes, patterns, and trends.
Comparative analysis is conducted to compare findings across different data sources and
contexts, validating results through triangulation and member checking. Interpretation of
findings is done in the context of research objectives and existing literature, providing
explanations and implications for practice. Actionable recommendations are formulated based
on the analysis, addressing challenges and leveraging opportunities identified. The conclusion
summarizes key insights, emphasizing the significance of IT's role in Agile project
management for organizational success in software development.

In order to understand the Composition of Agile team following data has been represented in
table and pie chat format

Table 3.1 : Composition of Agile teams

Team Role Percentage

Developers 40%
Testers 20%
Product Owners 15%
Scrum Masters 10%
Business Analysts 10%
Others 5%

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 In our effort to understand the Distribution of Agile Methodologies we have conducted a
survett. The data below reflects the distribution of Agile Methodologies:

Table 3.2: Distribution of Agile Methodologies

Methodology Percentage

1 Scrum 60%
2 Kanban 25%
3 Extreme Programming 10%
4 Lean Agile 5%

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 This section presents findings from our survey that highlight the Distribution of Project effort
in Project Management using Agile Methodology. The data below showcases different types
of efforts

Table 3.3: Distribution of Project effort

Effort Type Percentage

1 Coding 40%
2 Testing 25%
3 Documentation 15%
4 Meetings/colaborations 10%
5 Research/prototyping 5%

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 The following data represents insights collected through our survey, offering a glimpse into
the Distribution of Sprint Backlogs

Table3.4: Distribution of Sprint Backlog item

Backlog Item Percentage

1 Features 50%
2 Bug fixes 20%
3 Technical Debt 15%
4 User Experience Imrpovements 10%
5 Other Tasks 5%

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 This section highlights Benefits of using the Agile Methodology in Project Management

Table 3.5 : Benefits of using the Agile Methodology

Benefit Percentage of benefit

1 Faster time to Market 25%
2 Increased Customer Satisfaction 30%
3 Improved Product Quality 20%
4 Enhanced Team Collaboration 40%
5. Improved Risk Managment 25%

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 Chapter IV

Findings
The comprehensive analysis of the collected data has revealed significant insights into the The
role of IT in project management: A study on Agile Methodologies in software development
The findings highlight the following key aspects:

1. Increased Collaboration: Organizations adopting Agile methodologies often

experience improved collaboration between IT teams, business stakeholders, and end-
users. This collaboration leads to better alignment of project goals, enhanced
communication, and increased overall project success rates.
2. Enhanced Flexibility: Agile methodologies enable IT teams to adapt quickly to
changing project requirements and priorities. This flexibility allows organizations to
respond more effectively to market dynamics, customer feedback, and emerging
opportunities, resulting in faster time-to-market and improved customer satisfaction.
3. Improved Product Quality: Agile practices such as continuous integration, automated
testing, and frequent feedback loops contribute to higher product quality. By
prioritizing quality throughout the development process, IT teams can deliver
software that meets or exceeds customer expectations and reduces post-release defects
4. Enhanced Project Visibility: Agile methodologies provide stakeholders with greater
visibility into project progress, risks, and impediments. Through techniques such as
daily stand-up meetings, burndown charts, and sprint reviews, IT teams can keep
stakeholders informed and engaged, fostering transparency and trust.
5. Improved Team Morale and Productivity: Agile methodologies promote self-
organizing, cross-functional teams that are empowered to make decisions and
continuously improve their processes. This empowerment leads to higher levels of
team morale, job satisfaction, and productivity, resulting in better project outcomes.
These findings highlight some of the key benefits and outcomes associated with the
adoption of Agile methodologies in software development, with a focus on the role of IT
in project management. Actual findings may vary depending on the specific context,
organizational culture, and Agile implementation practices within individual
organizations..

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 Chapter V
Conclusions
In conclusion, this study sheds light on the pivotal role of IT in project management within
the context of Agile methodologies in software development. Through an exploration of
Agile practices and their impact on project management, several key findings emerge. Firstly,
Agile methodologies foster increased collaboration and communication between IT teams,
business stakeholders, and end-users, leading to better alignment of project objectives and
improved project success rates. Additionally, the flexibility inherent in Agile approaches
enables IT teams to adapt quickly to changing requirements and market dynamics, resulting
in faster time-to-market and enhanced customer satisfaction. Moreover, Agile practices
contribute to higher product quality by emphasizing continuous testing, feedback, and
refinement throughout the development process. Furthermore, the active involvement of
stakeholders in Agile projects enhances project visibility and transparency, fostering trust and
accountability. Overall, the adoption of Agile methodologies in software development
empowers IT teams to deliver value more effectively, driving innovation, and success in an
ever-evolving digital landscape.

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 Appendix
Questionnaire Section

We would greatly appreciate your input on the following questions related to Agile Methodology

1. How would you rate your organization's adoption of Agile methodologies in project management?
a) Very Low
b) Low
c) Moderate
d) High
e) Very High

2. Which Agile framework(s) does your organization primarily use? (Select all that apply)
a) Scrum
b) Kanban
c) Extreme Programming
d) Lean Agile
e) Other (Please Specify)

3. How involved is the IT department in Agile project management processes?

a) Not involved at all
b) Somewhat Involved
c) Moderately Involved
d) Highly Involved
e) Fully Integrated

4. What role does IT play in Agile project teams? (Select all that apply)
a) Development
b) Testing
c) Deployment
d) Product Ownership
e) Scrum Master or Agile Coach
f) Other (Please Specify)

5. How effectively does your IT department support Agile project management practices?
a) Not effective at all
b) Somewhat effective
c) Moderately effective
d) Highly effective
e) Extremely effective
6. What challenges does the IT department face in supporting Agile project management?

7. How do Agile methodologies impact IT project management processes and workflows?

a) Posivtively
b) Negatively
c) No Impact
d) Not sure

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 8. To what extent does the IT department collaborate with other business units in Agile project management?
a) Very little Collaboration
b) Some Collaboration
c) Moderate Collaboration
d) Extensive Collaboration
e) Full integration

9. How satisfied are you with the IT department's contribution to Agile project management?
a) Very Dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Very Satisfied

10. What improvements or changes would you suggest to enhance IT's role in Agile project management?

Page | 21
 Bibliography
1. Sutherland, Jeff. "Scrum: The Art of Doing Twice the Work in Half the Time." Crown Business, 2014.

2. Beck, Kent et al. "Manifesto for Agile Software Development." Agile Alliance, 2001. [Online]. Available:
[Link]

3 Mitali Gupta. "A Review on Agile Software Development Methodologies." International Journal of Advanced
Research in Computer Science and Software Engineering, vol. 3, no. 4, 2013, pp. 618-623.

4. Gurpreet Kaur et al. "Adoption of Agile Methodologies in Indian Software Industry: A Review." International
Journal of Computer Science and Information Technologies, vol. 6, no. 3, 2015, pp. 2405-2409.

5. Ritu Jain et al. "Challenges and Opportunities in Implementing Agile Methodologies in Indian IT Industry."
International Journal of Computer Applications, vol. 144, no. 5, 2016, pp. 17-21.

6. "Trends and Challenges of Agile Project Management: A Review Study." International Journal of Scientific
Research in Computer Science, Engineering and Information Technology, vol. 9, no. 2, 2023, pp. 20-26.

Page | 22
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 SOCIAL RELEVANCE PROJECT “ CORPORATE SOCIAL
RESPONSIBILITY, TATA STEELS”

Page | 5
 INDEX

CHAPTER NO CONTENTS PAGES NO

CHAPTER NO 1 INTRODUCTION 6
CHAPTER NO 2 COMPANY PROFILE 9
CHAPTER NO 3 REVIEW OF LITERATURE 12
CHAPTER NO 4 CSR FOR TATA STEEL 15
CHAPTER NO 5 DATA ANALYSIS 21
CHAPTER NO 6 FINDINGS 33
CHAPTER NO 7 SUGGESTION 35
CHAPTER NO 8 CONCLUSION 36
CHAPTER NO 9 REFRENCE 37

Page | 6
 INTRODUCTION

Tata Steel has adopted the Corporate Citizenship Index, Tata Business Excellence Model and the
Tata Index for Sustainable Development. Tata Steel spends 5-7 percent of its profit after tax on
several CSR initiatives. In the present times of intense competition, the only survival strategy
for the business is to grow. However, not only growth, Business is expected to create wealth,
supply market, generate employment, innovate and produce a sufficient surplus to sustain its
activities and improve its competitive environment. Corporate Social Responsibility (CSR) is a
management concept whereby companies integrate social and environmental concerns in their
business operations and interactions with their stakeholders. CSR is generally understood as
being the way through which a company achieves a balance of economic, environmental and
social imperatives (“Triple-Bottom-Line- Approach” i.e. profit, planet and people ) while at the
same time addressing the expectations of shareholders and stakeholders. The origin of the CSR
construct has been traced back to the works of Bowen, particularly his book Social
Responsibilities of Businessmen published in 1953 (Valor, 2005). CSR is defined as the
continuing commitment by business to behave ethically and contribute to economic
development while improving the quality of life of the workforce and their families as well as of
the local community and society. At present, there is a visible trend in banking sector in
promoting environment friendly and socially responsible lending and investment practices.

Tata Steel has adopted the Corporate Citizenship Index, Tata Business excellence Model and the
Tata Index for Sustainable Development. Tata Steel spends 5-7 percent of its profit after tax on
several CSR initiatives. In the present times of intense competition, the only survival strategy
for the business is to grow. However, not only growth, Business is expected to create wealth,
supply market, generate employment, innovate and produce a sufficient surplus to sustain its
activities and improve its competitive environment.

Corporate Social Responsibility (CSR) is a management concept whereby companies integrate

social and environmental concerns in their business operations and interactions with their
stakeholders. CSR is generally understood as being the way through which a company achieves
a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”
i.e. profit, planet and people ) while at the same time addressing the expectations of
shareholders and stakeholders. The origin of the CSR construct has been traced back to the
works of Bowen, particularly his book Social Responsibilities of Businessmen published in 1953
(Valor, 2005). CSR is defined as the continuing commitment by business to behave ethically and

Page | 6
 contribute to economic development while improving the quality of life of the workforce and
their families as well as of the local community and society. At present, there is a visible trend
in banking sector in promoting environment friendly and socially Responsible lending and
investment practices.

The company shall allocate at least 2% of its average net profits before taxes of the preceding
three years, towards CSR activities to sustain and improve a healthy and prosperous
environment and to improve the quality of life of the communities it serves. The company may
also utilize its product and services as suitable for its CSR activities. Tata steel focused on the
development of urban areas and rural areas. This study will throw lights on the perseverance
and continuous efforts of Tata Steel for CSR activation.

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 Statement of the problem:

Less importance of social responsibility and poor ethical behaviour like deception, false
advertising, misrepresentation, exaggerated promises and unfair comparisons are exploiting
the consumer in the market .Day by day unethical practices are increasing and because of that
the customers are facing a lot of confusions in decision making. The corporates are not giving
that much importance for Corporate Social Responsibility. This study helps to know CSR
activities of Tata steel Company.

Objectives of the study:

• To understand the concept of CSR.

• To know the importance of CSR in societal development.
• To know the percentage of amount that is contributed to each sectors.
• To know whether prescribed CSR expenditure had been done or not.

Page | 8
 COMPANY PROFILE

Tata Steel group is among the top global steel companies with an annual crude steel capacity of
34 million tonnes per annum. It is one of the world’s most geographically-diversified steel
producers, with operations And commercial presence across the world. The group (excluding
SEA operations) recorded a consolidated turnover of US $19.7 billion in the financial year
ending March 31, 2020.

A Great Place to Work-Certified organization, Tata Steel Ltd., together with its subsidiaries,
associates and joint ventures, is spread across five continents with an employee base of over
65,000.
Tata Steel has been a part of the DJSI Emerging Markets Index since 2012 and has been
consistently ranked amongst top 5 steel companies in the DJSI Corporate Sustainability
Assessment since 2016. Besides being a member of Responsible Steels and world steel’s
Climate Action programme, Tata Steel has won several awards and recognitions Including the
World Economic Forum’s Global Lighthouse recognition for its Kalinganagar Plant – a first in
India, and Prime Minister’s Trophy for the best performing integrated steel plant for 2016-17.
Tata steel limited is an Indian multinational steel-making company based in Jamshedpur,
Jharkhand, and is headquartered in Kolkata, West Bengal, India. It is a subsidiary of Tata steel
group. Formerly known as Tata Iron and Steel Company Limited (TISCO), Tata Steel is among
the top steel producing companies in the world with an annual crude steel capacity of 34
million tonnes per annum. It is one of the world’s most geographically-diversified steel
producers, with operations and commercial presence across the world. The group (excluding
SEA Operations) recorded a consolidated turnover of US$19.7 billion in the financial year
ending 31 March 2020. It is the second largest steel Company in India (measured by domestic
production) with an annual capacity of 13 million tonnes after SAIL.

Tata Steel operates in 26 countries with key operations in India, Netherlands and United
Kingdom, and employs around 80,500 people. Its largest plant (10 MTPA capacity) is located in
Jamshedpur, Jharkhand. In 2007, Tata Steel acquired the UKbased steel maker Corus. It was
ranked 486th in the 2014 Fortune Global 500 ranking of the world’s biggest corporations. It was
the seventh most valuable Indian Brand of 2013 according to Brand Finance. In July 2019 Tata
Steel Kalinganagar (TSK) was included in the list of The World Economic Forum’s (WEF’s) Global
Lighthouse Network, showing leadership in applying Fourth Industrial Revolution technologies
to drive financial and operational impact.

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 Tata Iron and Steel Company (TISCO) was founded by Jamsetji Tata and Established by Dorabji
Tata on 26 August 1907. TISCO started pig iron Production in 1911 and began producing steel in
1912 as a branch of Jamsetji’s Tata Group. The first steel ingot was manufactured on 16
February 1912. During the First World War (1914-1918), the company made rapid progress. By
1939, it operated the largest steel plant in the British Empire. The company launched a major
modernization and expansion program in 1951. Later, in 1958, the program was upgraded To 2
million metric tonnes per annum (MTPA) project. By 1970, the company employed around
40,000 people at Jamshedpur, and a further 20,000 in the neighbouring coal mines. In 1971 and
1979, there were unsuccessful attempts to nationalist the company. In 1990, the company

began to expand, and established its subsidiary, Tata Inc., in New York. The company changed
its name from TISCO to Tata Steel Ltd. In 2005. Tata Steel on Thursday, 12 February 2015
announced buying three strip Product services centres in Sweden, Finland and Norway from
SSAB to strengthen its offering in Nordic region. The company, however, did not Disclose the
value of the transactions.

Tata Steel is headquartered in Mumbai, Maharashtra, India and has its marketing headquarters
at the Tata Centre in Kolkata, West Bengal. It has a presence in around 50 countries with
manufacturing operations in 26 countries including: India, Malaysia, Vietnam, Thailand, UAE,
Ivory Coast, Mozambique, South Africa, Australia, United Kingdom, The netherlands, France and
Canada.

Tata Steel primarily serves customers in the automotive, construction, Consumer goods,
engineering, packaging, lifting and excavating, energy and power, aerospace, shipbuilding, rail
and defence and security sectors.

Tata Steel has set a target of achieving an annual production capacity of 100 million tons by
2015; it is planning for capacity expansion to be balanced roughly 50:50 between Greenfield
developments and Acquisitions. Overseas acquisitions have already added an additional 21.4
million tonnes of capacity, including Corus (18.2 million tonnes), NatSteel (2 million tonnes) and
Millennium Steel (1.2 million tonnes). Tata plans to add another 29 million tonnes of capacity
through Acquisitions.

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 Hii Major Greenfield steel plant expansion projects planned by Tata Steel include:

 A 6 million tonne per annum capacity plant in Kalinganagar, Odisha, India;

 An expansion of the capacity of its plant in Jharkhand, India from 6.8 to 10 Million
tonnes per annum;
 A 5 million tonne per annum capacity plant in Chhattisgarh, India (Tata Steel Signed a
memorandum of understanding with the Chhattisgarh government In 2005; the plant is
facing strong protest from tribal people);
 A 3 million tonne per annum capacity plant in Iran;
 A 2.4 million tonne per annum capacity plant in Bangladesh;
 A 10.5 million tonne per annum capacity plant in Vietnam (feasibility studies Are
underway); and
 A 6 million tonne per annum capacity plant in Haveri, Karnataka.

Tata Steel’s Jamshedpur Steel Plant has been recognised as the World Economic Forum’s
Advanced 4th Industrial Revolution Lighthouse. With this new milestone, Tata Steel is the one of
the few enterprises with Three manufacturing sites in the Global Lighthouse network, with
Kalinganagar Plant (India) and Ijmuiden (the Netherlands) being the Other two sites.
One of the key elements of the Lighthouse Network is its commitment to discovering and
elevating solutions that can be scaled up in cost effective ways across companies and
industries. During the Covid-19 Pandemic, the Company leveraged its past investments in 4 th
Industrial revolution technologies to ensure Covid appropriate behaviour in operational areas
and business continuity during lockdowns while continuing to adopt new ways of working

Page | 11
 REVIEW OF LITERATURE

We are living in a world surrounded with numerous problems related to Environment and
society. CSR (Corporate Social Responsibility) is a means to sort out these problems to some
extent because business is a part of society. Earning more and more profits is a natural
phenomenon of every business unit but social responsibility is an obligation to the people living
inside and outside the business organizations. Business comes in contact with various groups of
society such as owners, employees, customers, government, suppliers etc. The responsibility of
business, which includes satisfaction of these parties along with the owner, is called social
responsibility of business.

Many national and multinational firms are booming in various Developing countries. But at the
same time, these countries suffer social challenges such as poverty, corruption, population
growth, etc. Therefore, it is important for all companies to strive together and adapt corporate
social responsibility standards to make the society better than before. An organization can
exhibit a better image in the society if it cares for its employees and involve them in social
activities. The responsibilities of an organization may range from providing small donations to
executing bigger projects for the welfare of the society. Many business houses around the
world show their commitment to corporate social responsibility.

What is the importance of corporate Social responsibility? The answer lies in two things.
Organizations understanding their role in developing a society and awareness among business
houses, corporate bodies, and the people. Versatile, profitable, and dynamic businesses are the
driving forces that build the economy of the country. We must remember that the growth of a
country purely depends on the growth of the society and the people in the society.

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 Empirical Literature

Samuel O. Idowu (2007),

with their study of twenty companies in U.K., Propounded that the U.K. companies has now
become ethical in the content of social responsibility as companies disclose its CSR with a view
of public benefits, government request and issue information to stakeholders because the
companies think that stakeholders of twenty first century are better educated them past.

Vaaland, Heide (2008),

paper based on a case study methodology. The paper purpose was to handle the CSR critical
incidents and utilize this experience in enforcing the CSR activities. The study concluded that
CSR should be managed by handling unexpected incidents, long term reduction of gap between
stakeholders and their expectations and company performance and finally maintaining
relationship with society through interplay between actor, resources and activities.

Bowen & Howard (1953),

has told businesses are obliged to make and pursue those policies decisions which are desirable
to social values of the community under CSR.

Davis & Kieth (1960),

Execution of the businesses policies shall not be restricted to the firm’s corporate interests only
rather it should also cater for the socio- legal aspects as well. Davis in 1973 concluded corporate
social responsibility is the firm’s response to, issues beyond the narrow Economic, Technical,
and legal requirements of the firm.

Archie Carroll (1979),

defined the social responsibility is set of economic, legal, ethical and discretionary expectations
of society Atowards the business organizations operating within its premises. By seeing the
history & past trend of CSR, Carroll’s model analysis in global context, indicate the three
emerging alternatives of corporate social responsibility: conception of responsibility, global
corporate citizenship, Stakeholder management practices.

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 Bradshaw (1981),
defined the overriding role of corporate management is to meet people’s needs with
professional skills, continue to respond to the market place, produce quality goods at the
lowest possible cost by efficient and sustainable use of resources.

Hick (2000),
conceptualizes, corporate social responsibility revolves Around the relationship between the
business and the society it indicates The responsibilities and determines the business behaviour
towards its Stakeholders.

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 CSR OF TATA STEEL

Tata Steel’s CSR in alignment with the Tata Group focus initiatives (Skills, Water, Governance,
Education) will focus on four thrust areas – Education, Health, Livelihoods and Rural and Urban
Infrastructure. Besides, it will also undertake Interventions in the areas of sports, disaster relief,
Environment and ethnicity etc (Refer Annexure A), all aimed at improving the quality of life of
the communities.

Approach
The Company’s CSR will revolve around six guiding principles – Impact, Partnerships,
Affirmative Action, Volunteerism, Communication and Innovation. (Refer Annexure B)

delivery Mechanism
whilst a large part of the CSR efforts of Tata Steel will be implemented by an in-house CSR
department and through several Societies promoted by the company, the company will also
partner with credible organizations – individually or as a consortium – to design, fund,
implement and review projects. Partner agencies will be selected based on well-defined
selection criteria.

Governance Mechanism

Tata Steel’s CSR will have a multi-tiered governance mechanism.

 The CSR & Sustainability Committee of the Board will govern and review the CSR of the
company from time to time. The CSR & Sustainability Committee will recommend the
annual Business Plan for CSR to the Board for its approval. The plan will include resource
requirements and allocation across interventions and locations. The composition of the
CSR & Sustainability Committee of the Board is as below :

 Mr. Deepak Kapoor, Chairman – Independent Director

 Mr. O P Bhatt – Independent Director
 Mr. T V Narendran, Chief Executive Officer & Managing Director

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  Mr. Koushik Chatterjee – Executive Director & Chief Financial Officer
 An Apex CSR Steering Committee chaired by the Managing Director and comprising the
senior management team of Tata Steel will do a quarterly review of the activities and
monitor achievements against targets set at the beginning of the year.

 The Company has set up a CSR Advisory Council, comprising some of the most eminent
experts rom the academic and developmental domains. It is envisaged that the
members of the Advisory Council, with their years of experience and multi-functional
expertise, will provide macro policy-level inputs that will not only critique, but also guide
and inform Tata Steel’s CSR work.

Tata Steel focuses on responsible business practices with community-centric interventions. The
thrust area for Tata Steel is sustainable livelihood-specially skill development and employability
training, education and health care, all of which constitute the Human Development Index- a
quality of life indicator. Partners for CSR Implementation Tata Steel partners with NGOs,
governments and funding agencies to implement its CSR interventions in the thematic area of
health, education, livelihoods and ethnicity. Through employee volunteerism, it also utilizes in
house resource persons. These areas are as follow:

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 Environment

The environment management of the company is guided by Tata climate change policy, Tata
code of conduct, sustainability policy, environmental policy, vision and UN global compact
principles. Tata has reduced the amount of energy required to produce a tone of steel since last
four decades and has set target of reducing carbon dioxide emissions by 20 per cent till the end
of next decade. Environment management system has been implemented at all mining and
manufacturing sites, which are also certified under EMS ISO 14001 and regular audits and
reviews are conducted for them. Environment management committee monitors and assesses
the environmental risks, likewise, noise level, waste, water impact, air quality levels, dust
suppression arrangements and records stakeholders concerns, priorities and expectations.

Education

Tata steel has scholarship programs, namely, Jyoti Fellowships for SC/ST communities, Parivar
Scholarships for children of relocated families, Moodie Fellowship for meritorious tribal
students and the JN Tata Endowment that advances loan scholarships. The Company has built
educational institutes, including the prestigious Institute of Mathematics in Bhubaneswar.
Other activities include, Mid-day meal programmed, run in partnership with Government of
Jharkhand, running Camp School programmed in two schools at district of Jharkhand where
drop-out girls in the 9-14 years age-group undergo a nine month bridge course, coaching
programmed for Class 8, 9 and 10 which aims to strengthen the basic concepts and improve
performance in subjects like English, Mathematics and Science, adult literacy programmed for
rural women and Project Aakanksha for education of tribal children.

Sustainable Livelihoods

Tata steel has undertaken various development initiatives in the rural and semi-urban areas to
exploit the skills and resources of the locals hence improving agricultural productivity, crop
yield, enhancing irrigation facilities and enhancing rural community‟s capacity through skill
based trainings in farming techniques. Examples are :SRI (System of Rice Intensification)
method of paddy cultivation benefitting more than 2000 farmers, dry land farming project in
collaboration with International Crop Research Institute for Semi-Arid Tropic (ICRISAT),
Hyderabad, developed more than 200 acres of land resulting in increased yields, more than
16000 acres of wasteland have been brought under cashew, mango and lemon plantations and
152 irrigation structures including lift irrigation facilities, creation/renovation of ponds, etc.
were created in Jharkhand and Odisha.

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 Health

Tata steel offers healthcare services in the states of Chhattisgarh, Jharkhand and Odisha. Its
major hospital is in Jamshedpur called the Tata Main hospital, two super dispensaries, nine
dispensaries and five society hospitals and other located at all mining sites where free medical
treatment is provided to employees and to others at nominal charges. Many projects were
undertaken by Tata steel, likewise, Project MANSI on maternal and newborn survival, Project
RISHTA on adolescent health, Project ROSHNI to provide nursing and midwifery training to
tribal girls and Projects like SATHI, Kavach, BASE and Sneh Kendra on HIV/AIDS awareness and
treatment. First mobile hospital, Lifeline Express in 1991 was launched using the Indian railway
network. It is equipped with a modern operation theatre and other medical facilities, offering
on-the-spot diagnostic, medical and advanced surgical treatment through preventive and
curative interventions to persons with orthopedic, ENT and eye ailments.

Sports & Adventure

Tata steel plans to open Excellence Centers in selected sports at various schools having the
necessary infrastructure. Apart from various fields of sports (Tata Football Academy, Tata
Archery Academy and Tata Athletics Academy), the Company has established the Tata Steel
adventure Foundation (TSAF), to induct people from all walks of life to the thrills and wonders
of adventure sports, thereby developing a healthy rapport with environment and nature. It has
kalso constructed many stadiums, likewise, JRD Tata Sports Complex, Keenan Stadium, Sumant
Moolgaonkar Stadium and Feeder Centers for sporting talent from rural and urban areas. The
Tata Steel Chess Tournament attracts thousands of international visitors, including chess
grandmasters

Self-Help Groups (SHG’s)

Over 500 self-help groups are currently operating under various poverty alleviation Programs;
out of which over 200 are engaged in activities of income generation thorough micro
enterprises. Women empowerment programs through Self-Help groups have been extended to
700 villages. From the year 2003 to 2006, the maternal and infant survival project had a
coverage area of 42 villages in Gamharia block in Seraikela Kharsawa and areplication project
was taken up in Raj nagar block. For providing portable water to rural communities, 2,600 tube
wells have been installed for the benefit of over four Lakh people.

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 Active Volunteering

Many employees at Tata Relief Committee‟s assist disaster management programs, likewise, a
natural disaster, an immunization drive or Aids awareness camps. The company allows its
employees to take time off from for such activities. Such activities are included in the Tata
group ethos under the support of the Tata Council for Community Initiatives (TCCI), which
encourages and guides in volunteering activities.

OTHERS

Support to low income family students with financial assistance, free uniform and books.
Motivational camps for skills development in school, college and university. To establishing
library-cum-reading rooms and providing fans, water coolers etc. Promotion and financial
support education of special children. .Tie-ups with educational institutes for providing
education scholarship schemes for students belonging to economically weaker sections School
adoption projects. Special educational sponsorships for the girl child. Educational assistance by
giving donations. Opening of pre-schools and assistance in mid-day meal programs for the
students

Prizes and Recognitions

 Recognition from World Steel Association to Tata Steel for demonstrating excellence in
safety and health programs

 The CSR Leadership Award to Tata Steel at the Orissa State Safety Awards.

 Best Risk Management Practice’ Award in the category of Metals & Mining at the 3rd
India Risk Management Awards 2017

 „World‟s Most Ethical Company Award„ 2017 – Recognized for the fifth time by
Ethisphere Institute, USA

 Certified as a ‘Great Place To Work’ by Great Place To Work Institute – India in 2017

 Safety and Health Excellence recognition 2016 in ‘Leadership’ category by World Steel
Association

 Awarded „A-‟ Rating – Climate Leadership Band by CDP: for Climate Change disclosures
for Supply Chain

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  First Prize in the Indian Institute of Metals (IIM) National Sustainability Award 2016

 Winner in the „Iron & Steel‟ sector for the Dun & Bradstreet Corporate Awards 2016

 Sustainable Manufacturing Award at Make in India Awards 2016

 7th most transparent company in the world – Report by Transparency International, a

Berlin-based anti-graft watchdog

 World Steel Association recognized Tata Steel for setting highest standards of health
and safety at workplace.

 The Xiamen Safe Work Place Enterprise Award to NatSteel. National Safety Awards to
the West Bokaro and Jharia divisions, and Sukinda Chromite mines.

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 DATA ANALYSIS FOR TATA STEEL

This chapter deals with data analysis and interpretation.

This study is analytical in nature and the sample selected for the study is the Tata Steel
Company. Secondary data have been used to conduct the study. The data for the analysis was
collected from the annual reports of the mentioned company. Reports are collected from the
official website of Tata Ltd. Annual reports from the financial year 2015-16 to 2019-20 were
analysed for the study about CSR activities conducted in Tata steel company.

1. Table showing the average net profit for the last three

Financial years.

While analysing the table it found that in the year 2019-20 the average Net profit for the last
three financial year is 8676.66. And in 2018-19 it Is [Link] it comes to the year 2017-18
it becomes [Link] In 2016-17 it is [Link] 2015-16 the average net profit is 7518.
Average net profit for the last three financial year is very high is 2019-20 ₹ 8676.66.

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 1:-Graph showing the average net profit of last three Financial years

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 2. Table showing prescribed CSR expenditure (2% of Average Net profit)

From the above table it’s found that in the year 2019-20 prescribes CSR Expenditure is 173.53
and in 2018-19 it is 82.40. In the year 2017-18 it becomes 85.62, and in the year of 2016 -17 the
expenditure amount becomes 115.80, and in 2015-16 it is 150. Since average net profit is high
In 2019-20 prescribed CSR expenditure is also high in 2019-20.

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 3. Table showing total amount spend

From the above table it is clear that amount spend by the company on CSR activities in
the year 2019-20 is 192.99 .and in the year 2018-19 it is 314.94. Amount spend in the year
2017-18 is up to 231.62. When it comes to 2016-17 it becomes 193.61 .in 2015-16 it is 204.
Total amount spend is high during the year 2018-19 is 314.9.

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 4. Table showing the contribution to each sector in the Year 2019-20

In the above table it shows that the contribution made to each sectors by company contribute
44.37 to health sector. And 6.00 to the drinking water facilities. And then 73.92 to the
education sector.24.48 to the livelihood of the people in the society. And 2.76 to the
environment. then 9.57 is contributed to the ethnicity .And 8.16 is contributed to the sports
activities. For the disaster Management Company contributes up
5.88. And it contributes 9.19 as overhead expenses.

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 Graph 4.4 showing the contribution to each sector in the year 2019-20

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 5. Table showing contribution made to each sector during the year 2018-19

Table mentioned above shows that contribution made to different sectors in the year 2018-19.
Here the company contributes 168.94 to the health sector. And 9.75 to drinking water facility.
And then 66.52 to the
education. And 2.63 to the better environment. And 8.06 is contributed
to ethnicity sector. It contributes to sports activities up to [Link] rural
and urban development contribution is made up to 19.72. Company contributes to the
livelihood of the society around 18.35. Overhead expenses for CSR activities is 10.78.

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 Graph [Link] showing contribution made to each sector During the year 2018-19

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 6:- Table showings contribution made to each sector in the Year 2017-
18

In the above table it shows that contribution made to each sectors in the Year 201718.
Company contributes 94.65 to the health sector. And 12.33 to drinking water facility. And then
57.81 to the education sector. And 4.22to the environment sector .And 23.09 to the livelihood
of the people 4.21 in the society. And 5.63 to the ethnicity. And then 7.46 to the sports
activities. For development of rural and urban sectors contribution is made up to [Link]
overhead expense is around 231.62.

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 Graph 4.6:-Graph showing the contribution made to each sector in The year 2017-18

Page | 30
 7:- Table showing contribution made to each sector in the Year 2016-17

Table mentioned above shows that contribution made to different sector in the Year 2016-17.
Here company contribute 58.75 to health sector.9.39 to drinking Water facilities. And then
73.71 to education. And 20.39 to the livelihood of the society. And it contributes 2.09 to the
environment. And 3.89 is contributed to the ethnicity sector .And 3.37 is contributed to sports
activities. For the development of rural and urban infrastructure 11.99 is contributed. Overhead
expense is up to 9.22.

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 Graph 4.7:- Graph showing contribution made to each sector in the Year 2016-17

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 FINDINGS

Major finds of the study are:

 In the year 2019-20 the average net profit for the last three financial year is 8676.66.
And in 2018-19 it is [Link] it comes to the year 2017-18 it becomes
[Link] in 2016-17 it is [Link] 2015-16 the average net profit is 7518. Average
net profit for the last three financial year is very high is 2019-20 ₹ 8676.66.

 In the year 2019-20 prescribed CSR expenditure is 173.53 and in 2018-19 it is 82.40. In
the year 2017-18 it becomes 85.62. In the year of 2016-17 the expenditure amount
becomes 115.80 and in 2015-16 it is [Link] average net profit is high in 2019-20
prescribed CSR expenditure is also high in 2019-20.

 Total amount spend by the company on CSR activities in year 201920 is [Link] in
the year 2018-19 it is [Link] spend in the year is 2017-18 is up to [Link]
it comes to up2016-17 it becomes 193.61. In 2015-16 it is [Link] amount spend is
high during the year 2018-19 ₹314.94.

 In the year 2019-20 company contribute 44.37 to health sector. and 6.00 to the drinking
water facilities. And then 73.92 to the education sector.24.48 to the livelihood of the
people in the society. And 2.76 to the environment. Then 9.57 is contributed to the
ethnicity .And 8.16 is contributed to the sports activities. For the disaster Management
Company contributes up to 5.88. And it contributes 9.19 as overhead expense.

 In the year 2018-19. Here the company contributes 168.94 to the health sector. And
9.75 to drinking water facility. And then 66.52 to the education. And 2.63 to the better
environment. And 8.06 is contributed to ethnicity sector. It contributes to sports
activities up to [Link] rural and urban development contribution is made up to
19.72. Company contributes to the livelihood of the society around [Link]
expenses for CSR activities is 10.78.

 In the year2 017-18 company contributes 94.65 to the health sector. And 12.33 to
drinking water facility, and then 57.81 to the education sector. And 4.21 to the
environment sector. And 23.09 to the livelihood of the people in the society, and 5.63 to
ethnicity, and then 7.46 to the sports activities. For development of rural and urban
infrastructure contribution is made up to 14.51, and overhead expense is around 23.62.

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  In the year 2016-17 here company contribute 58.75 to health Sector.9.39 to drinking
water facilities. And then 73.71 to education. And 20.39 to the livelihood of the society.
And it contributes 2.09 to the environment. And 3.89 is contributed to the ethnicity
sector .And 3.37 is contributed to sports activities. For the development of rural and
urban infrastructure 11.99 is contributed. Overhead expense is up to 9.22.

 In the year 2015-16. The company contribute 83.99 to the health sector. And 20.45 to
drinking water facility. And then 29.93 to the education sector. And 27.30 is contributed
to the livelihood of the society. Then it contribute 3.27 to the environment. For the
ethnicity contribution is about 5.36. And 5.99 is contributed to the sports [Link]
the development of rural & urban infrastructure 18.43 is made. Overhead expense is up
to 9.74.

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 Suggestions

There is a need to ensure more active participation of all the stakeholders in decision making
process of CSR activities and decision should be made on the basis of felt needs of the
beneficiaries and other stakeholders.

 More focus should be given on innovation and sustainability of the project

/programme/activities like environment, Self Help Groups women empowerment etc.
And efforts should be made to add new aspects whenever required and all the concern
must be get involved actively.

 Time to time need assessment and impact assessment studies regarding the existence
Programmes and activities should be conducted keeping in view the changing needs and
nature of the problems.

 At present CSR activities has been done on the basis of community needs which is
compared with the policy of organization. this limits the scope of intervention and end
to end solution to the community issues rather than just providing the fund for the
equipment or for construction. So, it is suggested that, there is a scope of making
complete action plan with soft activities, which can provide sustainable work.

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 Conclusion

For bringing back and maintaining the general balance in the economic and social arena it is
evident to think deeply and act wisely about CSR. every business house owe some responsibility
towards the society, nation and world in general which provide it with all human, material and
natural resources. Considering the long run growth and sustainable development following the
norms of CSR , devising new policies and effective implementation is inevitable to bring and
sustain a balance between corporate world and society, present generation and upcoming
generation, man and nature . As far as the Tata group is concerned, it has gone a long way in
fulfilling its duty and responsibility towards the society and the nation. It has reached the
masses to elevate their lives, to nurture their dreams and to hone their skills justifying the
statement of the founder ―We do not claim to be more unselfish, more generous and more
philanthropic than other people. But we think we started on sound and straightforward
business principles, considering the interests of the shareholder, our own, and the health and
welfare of the employees, the sure foundation of our prosperity.

Tata Steel has shown that it is committed to sustainable and environmental practices as part of
its overall aim to act responsibly. It shows commitment and progress towards key targets of
sustainability as well as encouraging sustainable decision-making in its customers and within
their markets. The key to the success of this approach is to recognize the unique properties of
steel as a recyclable material and to ensure that measurements of sustainability are taken over
the entire life cycle of a product, not just the use-phase.

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 References

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Citizenship, spring. 2001
 Bajpai GN. Corporate Social Responsibility in India and Europe: Cross Cultural
Perspective, 2001.
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(Ed.), 2001
 EU Green Paper. Promoting a European Framework for Corporate Social
 Responsibility, Brussels, Commission of the European Communities, 2001.
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[Link] m/corporate_citizenship.php3 (Accessed February
10th 2011)
 Corporate governance Journal. Vol.7. No. 2. Pp. 136-147. Vaaland, Terjre., & Morton,
Heide.
 (2008). “Managing corporate social responsibility: lessons from the oil Industry.”
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 Communications: An international journal. Vol. 13. No. 2. P
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 Comparative Perspective”. International Centre for Corporate Social
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