Corporate Sustainability Report

2011-12

Report Application Level

* Please see GRI Application Level Check Statement page 101

About The Report

TCS publishes Sustainability Reports annually, the last report being for Financial Year 2010-11. This
is our sixth Sustainability Report, for Financial Year 2011-12 (April to March). It has been prepared in
conformance to the G3.1 Sustainability Reporting Guidelines published by the Global Reporting
Initiative (GRI). The report addresses the key sustainability topics gleaned through interactions with
the different stakeholder groups, based on the core principles of materiality and stakeholder
inclusiveness. These topics cover the full range of material economic, social and environmental
impacts of the organization. The report boundaries and exclusions are provided below:
Data

Basis

Exclusions

Financial

TCS' Consolidated, Global Operations

None

Human Resources

TCS Ltds global operations, including

wholly owned subsidiaries

Subsidiaries not wholly owned by

TCS (accounting for 11.7% of
consolidated headcount).

Environmental

Delivery centers in India and UK,

Hungary, China, Philippines, Chile,
Uruguay and Mexico.

Delivery centers outside India

(accounting for <5% of rev)

Data measurement techniques and the bases of calculations and estimates are furnished in the
relevant areas of the report. We dont believe there is any substantial divergence from the GRI
Indicator Protocols.
There have been no significant changes from the last reporting period in the scope, boundary, or
measurement methods applied in the report. There has been no restatement of information provided
in earlier reports. The data is sourced from Ultimatix, our core enterprise platform which runs all
internal processes in HR, Finance and Project Management and is also the portal for employees to
provide their opinions and feedback. All the data is audited by relevant third party auditors as part of
ISO and financial audits.
This report has been externally assured by KPMG. The scope and basis of the assurance are described
in the assurance letter issued by KPMG. No other relationship exists between TCS and KPMG.
3

Contents
About the Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
CEOs Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Sustainability of Business Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Financial Sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Supplyside Sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Occupational Health & Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Community Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Corporate Social Responsibility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Environmental Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
GRI Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
External Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
GRI Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

N. Chandrasekaran, CEO & Managing Director

CEOs Message
The year, 2011-12, has been exciting for TCS a journey full of learning experiences, a year which has
taught us to operate with strength and conviction in a volatile global environment. As an organisation,
we have taken significant strides, crossed many milestones - the most memorable landmark being the
USD 10 billion mark in revenue as well as won multiple awards and recognition from our customers,
analysts and the media globally.
Our strategies for long-term growth close focus on the customer, an integrated suite of domain-rich
solutions, our global delivery network, strategic acquisitions as well as new, non-linear business
models continue to align the organization to the needs of our clients and the fast evolving
technology landscape.
TCS is now poised for its next phase of growth. Our key focus continues to be on our customer-centric
business model -- taking ownership and delivering value for our clients. Our integrated services
capabilities continue to be leveraged by customers. Evolving technologies like cloud and big data,
smart devices like iPhones and tablets, together with unfettered bandwidth are creating new services
and operating models for business and consumers alike.
As IT professionals, we are all privileged to work in a dynamic industry that has been at the vanguard
of Indias success in the world of global business. From government to citizens services; from
education to health; from urban planning to smart cities, technology can have a tremendous impact
on the growth of the country and prosperity of the people.
Going forward, we will continue to maintain the intensity of performance and rigour in project
execution. Our customers expect us to play the role of a strategic partner in their business and bring
our transformation capabilities to help them succeed in their business objectives. Staying Close and
Staying Relevant to our customers and the market is the key to successfully sustain our growth
momentum.
We have made a consistent effort to invest in our people and holistic development as professionals.
The energy and motivation displayed by our 2,38,583 strong workforce has played a crucial role in the
exponential growth in the past year. We are entering new markets as well as setting up new delivery
capabilities. In this environment, it is extremely critical for each of us to live our values everyday and
also ensure that they remain at the core of everything we do at TCS.
Our values in turn also drive our commitment to the communities in which we operate as well as the
wider society. Corporate sustainability speaks of how an organization can operate in a manner which
aligns its own growth and development to that of markets, organizations, employees, communities
and the environment.

While we remain relevant to our customers, we acknowledge that uncompromising adherence to the norms of
corporate governance underpins the current business climate. During FY 2012, TCS released its Anti Bribery and
Corruption Policy and updated current policies to align with international legislation.
Communities constitute a real and potential demand as well as the larger human resource pool that feeds into
future labour markets. TCS continues to invest in communities through its flagship adult literacy program and
multiple skilling program for graduates from weaker sections of society. This year, mKRISHI, our mobile agroadvisory service was identified as one of only 30 world beating projects supported by UK Governments
Department for International Development.
Our focus is to provide a safe and healthy work environment to our associates. Our workforce is our key asset and
knowledge bank. The final objective is to make safety an organizational culture where Safety First shall be the
TCSers way of life, empowering associates by making them aware of the risks to help them drive the change.
In FY 2012, TCS launched Fit4Life a multi-faceted program to instil the importance of wellness and exercise
among its young employee base. The Fit4Life program creates an environment of competitive fun and brings
with it, a culture of fitness and it is exciting to see TCSers around the world enthusiastically participating to
improve health and spread awareness.
This year our employees volunteered 58,362 hours of their personal time to support Health, Education and
Environment initiatives in the community. I would like to applaud Team TCS for their passion, dedication and
effort that are contributing towards empowering the socio-economic fabric of the regions of our operation, while
also helping us sustain our successful journey.
In line with our strategic objective to be a responsible corporate citizen, our constant endeavor is to reduce the
impact from our operations to the environment. TCS vision is to decouple business growth and ecological
footprint from its operations to address the environment bottom-line. The green approach is embedded in our
internal processes and services offerings. We strongly support the theme of the government of Indias 12th Five
year plan Low Carbon Growth, and we intend to make it the inherent principle in our growth trajectory as well.
From green buildings to green IT to a green supply chain, our mantra is to grow sustainably and help our
customers achieve sustainable growth through our green solutions and service offerings. We want to cascade the
sustainability approach upstream as well as downstream to drive TCS Sustainable Value Chain.
I invite you to accompany us on our ongoing journey to sustainability with the launch of our sixth Corporate
Sustainability Report in FY 2012.
N Chandrasekaran
Chief Executive Officer and Managing Director

Organizational Profile

Organizational Profile
Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing
organization that delivers real results to global businesses, with a high level of certainty. TCS offers a
consulting-led, complete and integrated portfolio of IT and IT-enabled services delivered through its
unique Global Network Delivery Model (GNDM), recognized as an industry benchmark of excellence
in distributed software development.
Founded in 1968 as part of the Tata group, TCS is headquartered in Mumbai, India and is a public
limited company1, listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) in
India. In FY 2012, TCS reported consolidated revenues of USD 10.17 billion.

Mission and Values

TCS has built a global reputation for its ability to help customers achieve their business objectives
by providing innovative, best-in-class consulting, IT and IT-enabled solutions and services. TCS core
set of values underpin all activities in the Company and these include leadership with trust, integrity,
excellence, respect for the individual and learning/sharing.

Business Overview
TCS is an Information Technology (IT) services, consulting and business solutions company that
delivers measurable results to global enterprises. The Companys full services portfolio consists of
Application Development and Maintenance, Business Intelligence, Enterprise Solutions, Assurance
Services, Engineering and Industrial Services, IT Infrastructure Services, Business Process
Outsourcing, Consulting and Asset leveraged solutions. In addition, the Company has launched
several new service offerings around Mobility, Social computing, Big Data and the Cloud.

11.0%

Application Development & Maintenance

3.9

2.6

Business Intelligence

Enterprise Solution
Assurance Services

10.1%
44.7%

Engineering & Industrial Services

Infrastructure Services

4.6%

Global Consulting

7.5%

Asset Leveraged Solutions

11.0%

BPO

4.6%

Figure 1: Revenue Breakup by Service Offering

The Company has built strong domain capabilities in a range of industry verticals, positioning itself as
a strategic partner capable of reliably delivering innovative technology-led solutions to business
problems. Key industry verticals serviced by the Company are: Banking, Financial Services and
Insurance (BFSI), Retail and Consumer Packaged Goods, Telecom, Media and Entertainment, Hi-Tech,
Manufacturing, Life Sciences and Healthcare (LSHC), Energy, Resources and Utilities (ERU), and Travel,
Transportation and Hospitality (TTH).
5.2%

2.2%
%
3.8

4.

BFSI
Retail & Distribution

0%

Telecom

5.3
%

Manufacturing
Hi Tech

5.9%

43.1%

Life Sciences & Healthcare

Energy & Utilities

7.8%

10

.5

Transportation
Media & Entertainment

12.2%

Others

Figure 2 Revenue break-up by industry vertical

1 Please refer to our FY2012 Annual Report for details of the shareholding pattern (Page 71), changes in the capital structure during FY2012 (Page 83) and the complete list
of Subsidiaries (Pages 96-97). Our Annual Report can be accessed from our website. The URL is:
http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2011-2012.pdf

10

Global Footprint
The Company has also been steadily expanding its geographic footprint. In addition to the traditional markets for its
services namely, North America, United Kingdom and Continental Europe, the Company has been expanding its
presence in emerging markets like Asia-Pacific, India, Latin America and Middle East & Africa.
As of March 31, 2012, TCS had 183 offices across 44 countries, catering to some 1076 active clients. The break-up of
offices by geography is as below:
n

21 offices across USA and Canada

15 offices across 8 countries in Latin America

19 offices across UK and Ireland

22 offices across 12 countries in Europe

19 offices across 12 countries in Asia Pacific

8 offices across 7 countries in the Middle East and Africa

79 offices across India

In addition, our Global Delivery Network Model (GNDM) consists of a network of 117 delivery Supporting centers
located in 21 countries (See Figure 3) that uniquely positions us to deliver our world class services seamlessly to any
location in the world.

Europe

UK

N. America
6

Latin America
9

MEA
2

Figure 3: TCS' Global Network Delivery footprint

11

India
87

APAC
8

The revenue breakup by geography is provided in Figure 4.

8.6%

2.1

North America

7.6%

Ibero America
UK and Ireland

10.1%

Continental Europe

53.3%

Asia Pacific
MEA

15.2

3.1

India

nc
om
tI
Ne

.6%

Bn

27

.2

Ret

$2

TCS by
numbers

$8.1 Bn
$44.9 B

8
,32

Attrition in
IT Services*

11.1%

6
107

52
2

N
in umb
th er
ew o
or f na
kfo tio
rce na
liti
es

Num
acti ber of
ve c
lien
ts*

e
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ro e
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Nu n-I
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f w for
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the

es
New hir 2
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in FY 20

Cl
co ient
th ntr s
an ibu
$1 tin
M gm
n/
ye ore
ar
*

29
,3
17

.6%

31

70,400
12

Total Assets

Num
(on ber of E
Mar
ch 3 mploye
1, 20
e
12) s

11

*Excl subsidiaries
** Reduction given is over baseline year 2007-08 Coverage as per Annexure A

ngs
arni

Market
C
(on Ma apitalization
rch 31,
2012)

238
,58

14

de
aine

Bn

$6.5

ore ar*
m
ng /ye
s
nt buti Mn
e
i
Cl ntri 100
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th

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09

f
er o rs
mb olde
u
N reh
sha

s
Taxe

8.7

647,6

65

Op
Ma eratin
rgi
n g

Net Sa

Bn

58,362

ll
f sma
ber o
Num olders
h
share 0 shares)
0
0
(<1

$10.17

28

$10.075

Volunteering
effort in CSR
(person hours)*

13

Investme
n
CSR initia t in
tives*

31

72%

n
on i aper
ucti
Red apita p n**
c
per umptio
s
con
in
on
cti a
du pit r **
Re r ca wate tion
pe sh mp
fre nsu
co

R
ca edu
fo pit cti
ot a on
pr ca in
in rb p
t ( on e
Sc
r
op
e
Re
2)
pe duct
**
ele r cap ion
i
c
n
co tric ita
ns
um ity
ed
**

les

Figure 4: Revenue Breakup by Geography

Awards
Key awards and accolades received by TCS in FY 2012 are listed below.

CORPORATE
n
n

n
n

Ranked among Asia's Fab 50 Companies by Forbes 2011

Named Indian IT Company of the Year 2011 Large Enterprise at the Bloomberg-UTV CXO
Awards 2011
Named Outstanding Company of the Year 2012 by CNBC TV 18
Awarded Gold Shield for Excellence in Financial Reporting by Institute of Chartered Accountants
of India
Awarded the Industry Excellence Award 2011 by the Institute of
Engineers (India)
Received the Management Consulting Award for Operational Performance from Association of
Management Consulting Firms
Recommended for enterprise-wide recertification for Triple ISO Certifications

LEADERSHIP
n
n
n
n
n

CEO named Business Leader of the Year 2012 by NDTV

CEO chosen IT Person of the Year 2011 at Dataquest Awards
TCS BPO Head Abid Ali Neemuchwala awarded Top Honour by SSON 2012
TCS ANZ Head Deborah Hadwen selected as a finalist in Telstra Business Women's Awards 2011
TCS Latin America Head, Henry Manzano, COO TCS Latin America, Ankur Prakash, Delivery Head
TCS Latin America, Sridhar Venkataraman, in the 2011 Power 50 Annual Ranking List published by
Nearshore Americas
TCS wins Gold SABRE for Executive Leadership Communications 2011

INVESTORS
n

Ranked the Best Investor Relations Company (India) and Best CFO Investor Relations (India) in the
2nd Asian Excellence Recognition Awards 2012 given by CorporateGovernance Asia
Received top rankings in the 2011 Thomson Reuters Extel India IR Survey: Best CEO for Investor
Relations in India (Ranked #1), Best CFO for Investor Relations (Ranked #3) and Best Investor
Relations Professional (Ranked #2)
Ranked the Best Investor Relations Officer (IRO) in India in Asiamoneys 2011 Corporate
Governance Poll.
Won four top rankings from sellside respondents in the Institutional Investor magazines 2011 AllAsia Executive Team rankings: Best CEO (Ranked #1), Best CFO (Ranked #1), Best Investor Relations
Professional (Ranked #2) and Best Investor Relations Company (Ranked #2)

13

Ranked the Best Managed Company in FinanceAsias 2011 Asias Best Managed Companies Awards,
in addition to awards in the Best CEO (Ranked #1), Best Corporate Governance (Ranked #5) and
Best Investor Relations (Ranked #6)
TCS Investor Relations (IR) website ranked among the Top 5 IR Websites in India in 2011 by
IR Global Rankings (IRGR)

PARTNERS
n
n

n
n
n
n
n
n

Received the Impact Award 2012 at the SAP Asia Pacific conference
Named Supplier of the Year 2011 by Owens Corning and at NXP Semiconductors
Best Supplier Awards
Received the ICT Team Excellence- Technical Support Award at the SiFT Awards 2011
Received Partner Recognition Award by Informatica Corporation
Received Partner Excellence Award for Excellence in Market Development by Pegasystem
Named Diamond Level Partner by Oracle Partner Network 2011
Named Best Solution Partner of 2011 by Microsoft
Awarded for Best Offsite Facility 2012 by Microsoft

TALENT MANAGEMENT
n
n

n
n
n
n
n

Named Best Company to Work For by Business Today

Won the Star Talent Leadership & HR Awards for Best Use of Technology for Recruitment and
Best Recruiting Evaluation Technique, Best Overall Recruitment & Staffing Organization of the
year, Recruiting and Staffing Industry Leader of the Year, Global HR Excellence Award 2012,
Innovation in Recruitment and the Edward de Bono award for Innovation in HR at the
World HRD Congress 2012
TCS BPO awarded the Golden Peacock National Training Award 2011 by the
Institute of Directors (IOD)
Won the Exemplary Talent Practices Award 2011 for Partnering with Academia from NASSCOM
Received IEEE Educational Activities Board Award 2011
Won the Best Employers Award from AON Hewitt 2011
Certified as Britain's 'Top Employer' for 2011 by the CRF Institute
TCS BPO received Asian Leadership Awards 2011 for Best Talent Managed Company, Best Diversity
and Impact Management and Best Corporate Social Responsibility Practice
TCS BPO received the BestPrax Compass 2011 Award & Certification for its human capital
development practices at the BestPrax Conclave

CAPABILITY AND INNOVATION

n
n
n
n
n
n
n

n
n
n

PowerIT and iON win eWorld Public Choice Awards 2011

Ranked #1 in Canadian SAP Implementation Ecosystem in the IDC MarketScape Report 2012
Ranked #1 in Application Outsourcing in Capital Markets by Everest Research Group 2012
Ranked #1 in Life Science R&D IT Outsourcing Market by IDC Health Insights
Ranked #1 in Analyst Firm's Magic Quadrant for International Retail Core Banking 2011
Ranked #3 in the FinTech100 international listing of global providers of financial technology
Ranked #1 service provider in the Nordic Region in KPMG/EquaTerras Nordic Region Service
Provider Performance & Satisfaction Study 2011
Conferred the Largest Systems Integrator award at CMAIs 5th National Telecom Awards ceremony
Wins two Gold Awards at the WOW Event & Experiential Marketing Awards 2011
Received the BPO Service Provider of the Year 2011 at the Frost & Sullivan Asia Pacific ICT
Awards ceremony
Best e-Governance Implementation Award for the Online Voting System in Gujarat at the
Bloomberg-UTV CXO Awards 201

14

COMMUNITY AND ENVIRONMENT

n
n
n

n
n

n
n

Ranked #1 in the Carbon Disclosure Leadership Index 2011

Ranked Worlds 7th Greenest Company in Newsweek's Green Rankings Global 500 List
Platinum + Status globally in the Corporate Responsibility Index 2011 in an external review
carried out by BiTC
Achieved the BBBEE (Broad-Based Black Economic Empowerment) level 2 certification by the
Government of South Africa
Platinum Label in Low-carbon Office Operations Program (LOOP) from World Wildlife Fund for
TCS Hong Kong
Highly commended at the Coffey International Awards in the Community Awards for Excellence
Category for Adult Literacy Programme
Certificate of Appreciation from the American Red Cross for TCS support to relief efforts in Japan
after the March 2011 earthquake and tsunami
TCS Yantra Park, Thane, India awarded first prize in Safety, Health and Environment (SHE) initiative
in the Service Sector category, conducted by Confederation of Indian Industry for the year 2010-11
Won IDGs InfoWorld 2011 Green 15 Award for TCS PowerIT initiative
Energy Conservation Award 2011 for Lowest Carbon Footprint in the large IT & ITES Company
category by the Centre for Sustainable Development and Integrated Green Ventures
Certificate for Remarkable Performance from ICC Environment Excellence Award 2012 for Kalinga
Park , Bhubaneshwar
CII 12th National Award for Excellence in Energy Management 2011 for TCS Seruseri, Chennai
2nd prize in CII WR Safety, Health and Environment (SHE) Award 2011 to TCS Kensington,
Powai, Mumbai
Special Jury Award 2012 of ITs AP Green Company Award 2012 to Deccan Park, &
Synergy Park, Hyderabad
Garden Award 2011 from The Mysore Horticulture Society - Lalbagh Bangalore to TCS L-Center
Office Banglore
Greenest Office Award for TCS Hungary in 2011

Stakeholder Engagement
TCS engages with a broad spectrum of stakeholders, internal and external to understand their
concerns and priorities and use those inputs to guide policy formulation and decision-making.
Business (or, in some cases, policy) considerations largely govern the decision on what stakeholders to
engage with and in what manner and periodicity.
While Customers, Employees and Shareholders are obvious stakeholders, the supply-chain of our
people-centric business consists of various academic institutions, engineering colleges, staffing
agencies and other vendors. Staying at the cutting edge of technological developments requires us to
partner with leading technology firms to develop and market industry-specific solutions.
TCS is a member of a number of industry bodies like NASSCOM and CII and works closely with these
bodies in shaping policy. We interact with governments in the course of regulatory compliance and
also in implementing e-governance initiatives or as part of government-facilitated community
betterment initiatives. Lastly, we work with local communities directly or through various NGOs as part
of our CSR initiatives in different parts of the world, and with the larger society.
Described below is TCS stakeholder interaction framework. Some other stakeholders that we closely
engage with, such as Industry Analysts, Equity Analysts and the media have not been mentioned here
because they are proxies for other named stakeholders customers, shareholders and the larger
society respectively.

15

Stakeholder

Interfacing Group

Engagement Types by Frequency

Sales/Pre-Sales, Marketing, Delivery Teams, Senior Mgmt

Customers
As needed:

Project-related Calls and meetings, PMRs,

Relationship Meetings, Visits, Responses
to RFI/RFPs, Sponsored Events, Mailers,
Newsletters, Brochures

Continuous: TCS website, Customer portal

Half-yearly: Customer Satisfaction Surveys2
Annual:
Customer Summit, Innovation Day

HR , Senior Mgmt

Employees
As needed:

Town Halls, Roadshows, Project /

Operations Reviews, Videoconferences,
Audio conference calls, PEEP, PROPEL
(associate forum), One-on-one
counseling

Monthly:
@TCS (Inhouse magazine)
Continuous: TCS website, Ultimatix Notice Board, CEO
Connect, CTO Blog, Corporate Corner,
JustAsk, IdeaMAX, Dipstick surveys, mPower
(quick grievance redressal)
Annual:
PULSE (employee feedback survey), Hats Off
(Long Service Awards), Velocity (Sales meet),
Blitz (Business Planning meet)

Investor Relations, Company Secy, Senior Mgmt

Shareholders
As needed: Press Releases and Press Conferences,
Email advisories, Facility Visits, In-person
meetings, Investor Conferences, Non-Deal
Roadshows, Conference Calls

Quarterly:

Financial Statements in Indian GAAP and US

GAAP, Earnings Call, Exchange Notifications,
Press Conference
Continuous: Investors Page on TCS website
Annual:
Annual General Meeting, Analyst Day,
Annual Report

HR, Senior Mgmt, CTO

Academic Institutions
As needed:

Academic Interface Program, Co-Innovation

Network meetings

Continuous: TCS website, Academic portal

Annual:
Sangam (High-level academic
conference), Campus recruitment

HR, ISUs Procurement

Head Hunters, Staffing Firms,Other Suppliers

One time:

RFI/RFPs, Empanelment process

As needed: Transactional meetings, Periodic Reviews, Surveys

Alliance Mgmt, CTO

Partners and Collaborators

As needed: Meetings / Calls, COIN meetings, Visits, Partner Events
Monthly:
Conference Calls

Quarterly:
Annual:

Business Reviews
Partner Events

Corporate Affairs, Finance, Senior Mgmt

Industry bodies

As needed: Conferences and seminars, Working Committee Meetings,

Surveys, Meetings

Annual: Conferences, Summits

2 The Survey is done at an account-level and measures TCS performance on various parameters across multiple dimensions. In FY 2012, performance ratings showed
improvement across attributes. Areas where clients showed maximum satisfaction were: 'Responsiveness to emergencies', 'Adherence to security norms' and
'Collaborates effectively to accomplish Mutual Goals'

16

Govt ISU, Corporate Affairs, HSE / Finance, CSR Team, Senior Mgmt

Governments

As needed: Governance RFIs / RFPs, Presentations, Project Meetings, Reviews,

Calls and Meetings, Surveys, Consultative sessions

NGOs, Local Communities, Society at large

Continuous: TCS Website

CSR Team, Volunteers, Corp Comm, Senior Mgmt

As needed: Field visits, Due Diligence, Calls and Meetings, Conferences and
seminars, Surveys, Press Releases, Press conferences, Media
interviews and quotes, Sponsored events

Continuous: TCS Website

Definition of Content
The content for this report is arrived at by applying a materiality filter on the various topics that come
up in the course of stakeholder interactions described in the earlier section. A team of senior managers
evaluated these topics for materiality to the business to arrive at the key sustainability topics for
coverage in this report, summarized in the table below:
Stakeholders

Material Topics

Customers

Business knowledge, Delivery capability, Quality, Data privacy and

security, Ethical behavior, Fair business practices

Employees

Safe and comfortable workplace, Engaging assignments, Learning

opportunities, Career development, Compensation structure

Shareholders

Continued revenue growth, Profitability, Cashflows, Corporate

Governance, Transparency and Disclosure, Dividend payouts

Academic Institutions

Job creation, Curriculum enhancement, Internship opportunities,

Faculty development

Vendors, Partners
and Collaborators

Ethical behavior, Fair business practices, Governance, Sustainability

of Demand, Credit-worthiness

Governments/NGOs
/Local Communities

Good governance, Ethics and Compliance, Support for developmental

programs, Job opportunities, Responsible Citizenry

Society at large

Environmental impact

17

Corporate Governance

Corporate Governance
Strong corporate governance that oversees business strategies and ensures fiscal accountability,
ethical corporate behavior and fairness to all stakeholders, creates all the conditions necessary to
foster sustainability. Being part of the 144-year old Tata group which epitomizes sustainability, TCS has
inherited a strong legacy of fair, transparent and ethical governance, as embodied in the Tata Code of
Conduct3 (TCoC). This is aligned with the ten principles articulated in the UN Global Compact to which
TCS is a signatory.
At the top of the governance structure is the Board of Directors representing the shareholders, and
various Committees on the Board, overseeing the Executive Management. TCS has a unitary board
structure consisting of 12 members of whom 10 are Non-Executive Directors4 (including the Chairman
and Vice-Chairman) and 6 are Independent Directors5. The composition of our Board and detailed
profiles of Board Members are available on our website6.
Different aspects of TCS Corporate Governance are addressed below:

Non-Executive Board Members

Ratan N Tata
Chairman

S Ramadorai,
Vice Chairman

Ishaat Hussain

Independent Board Members

Laura Cha

Prof. Clayton
M Christensen

Aman Mehta

Dr. Vijay Kelkar

1 N Chandrasekaran,
CEO and MD

Executive Board Members

1

Dr. Ron Sommer Venkatraman

Thyagarajan

2 S Mahalingam,
CFO and Executive Director
3 Phiroz A Vandrevala,
Executive Director and Head,
Global Corporate Affairs

3
4
5

The full text of the Tata Code of Conduct is available on our website. (URL:
http://www.tcs.com/SiteCollectionDocuments/About%20TCS/TCS_CodeofConduct_Oct-2008.pdf )
A Non-Executive Director is defined as a Director who is not involved in the day-to-day operations of the Company and is not a full-time employee of
the Company.
An Independent Director is a Non-Executive Director, who (a) does not have any material relationship/ transaction with the Company, its Directors,
Promoters, senior management, holding company and its subsidiaries, (b) Is not related to Promoters/Board/Senior Management, (c) Has not been
an executive of the Company in the past 3 years, (d) Has not been a partner/executive of the Companys statutory audit/ internal audit firm,
legal/consulting firm in the past 3 years, (e) Has not been a material supplier, service-provider or customer or a lessor or lessee of the company, (f) Is
not a substantial shareholder i.e. owning 2% or more and (g) Is not less than 21 years of age.
http://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx

20

Different aspects of TCS Corporate Governance are addressed below:

Aspect

How
Avoidance of Conflict of Interest

Conflict of interest between the Boards executive function and the supervisory function is minimized by making the
Chairmanship of the Board a non-executive role, and keeping it separate from that of the Chief Executive Officer and
Managing Director.
TCS has a Code of Conduct for Non-Executive Directors, requiring them to always act in the interest of the company and
ensure that any other business or personal association, which they may have, does not involve any conflict of interest
with the operations of the company and their role therein.
Similarly, all employees including the Managing Director and Executive Directors are prohibited from freelancing or
accepting any position of responsibility with or without remuneration with any other company without TCS written
approval. For Executive Directors and the Managing Director, such approval must be obtained from the Board.

Intra-group Transactions
TCS does not derive any material revenues (~0.8% of revenues in FY 2012) from other Tata group companies. There is no
intermingling of employees and resources including cash amongst the Group companies.
Independent Directors make up half the Board. Any dealing with Tata Sons or with a group company is done on an armslength basis and has to be approved by the Board. Such transactions are reviewed closely by the Board to ensure that all
shareholders interests are protected before they are approved. All transactions with Tata group companies are disclosed
in our Annual Report (Page 103-107).

Board Oversight of the Sustainability Agenda

To ensure that business sustainability gets adequate governance focus, TCS Board of Directors meets 7 to 8 times a year
instead of the statutory 4 times. While four of these meetings are for review and approval of financial results, the
remainder is for more detailed oversight of business, strategy and sustainability matters.
This ensures that the Boards focus goes beyond financial performance alone and covers various operational and strategic
issues including sustainability aspects, budgets, industry performance, peer review and competition analysis, overall risk
assessment, performance of subsidiaries, opportunities for organic and inorganic growth etc.
The CEO oversees the Companys sustainability strategy and reports on the initiatives and progress at the Board
meetings. He is supported by dedicated teams for Corporate Social Responsibility and Environment, each headed by
highly-qualified specialists in their respective domains. Their goals are determined by Senior Management in line with the
Companys overall sustainability objectives, and performance on these two specific aspects of our sustainability agenda is
reviewed by the Board on an annual basis. There are currently no processes in place for evaluating the Boards own
performance with regard to sustainability matters.

21

Aspect

How
Fiscal Oversight

An Audit Committee, consisting entirely of independent, non-executive Directors, oversees TCS disclosure process to
ensure that that sufficient and credible information is disclosed, and that the published financial statements reflect a true
and fair position of the companys finances.
The committee meets four times a year to approve the quarterly accounts and another three to four times for an in-depth
consideration of internal audit reports. The Audit Committee also actively ensures that the internal audit processes
provide adequate support in improving the Companys business processes, i.e., making the Company more efficient and
cost-effective.
As an additional governance control on access to the Companys cash, TCS has a Bank Account Committee of Directors
which approves the opening and closing of bank accounts of the Company and to authorize persons to operate the bank
accounts of the Company.

Independent and Effective Validation

TCS has an independent third party, M/s Ernst and Young, to oversee and carry out internal audits of the Companys
operations as per an internal audit plan which is reviewed annually by the Audit Committee in consultation with the
Statutory Auditors. In line with international practice, the planning and conduct of internal audit is oriented towards the
review of controls in the management of risks and opportunities in the Companys activities. The external auditors of the
Company are Deloitte Haskins and Sells, who do not have any undue dependence on TCS.

Disclosure and Transparency

Benchmarked against global peers, TCS discloses significantly more operational and financial metrics on a quarterly basis.
The quarterly, half-yearly and annual results are published in leading Indian newspapers, emailed out to analysts and
investors who subscribe to that service and posted on our website www.tcs.com. Half-yearly results are sent to
shareholders along with a message from the Managing Director on the Companys performance.
The Earnings Release every quarter is accompanied by a press-conference which is video webcast live through our
website. There is also a conference call where Management briefs investors and analysts on the quarter gone by, and
takes questions.
In addition, there is a robust investor outreach program as part of which the TCS Management meets investors at our
premises or at investor conferences and addresses their queries and concerns.

Ethics and Compliance7

The Tata Code of Conduct, which every employee signs at the time of joining the company, contains 25 clauses that make
up a governing framework for responsible corporate citizenship and ethical behaviour. TCS has established procedures to
deploy the TCoC and to enable employees, customers, suppliers and partners to understand the code and follow it in
letter and spirit.
The leadership team personally conveys TCS values and the importance of the TCoC at employee events. There are Local
Ethics Counselors at every Company location to advise and guide employees on ethical matters.
Customers and suppliers are made aware of the TCoC through specific clauses in proposals, contracts, contract
discussions, and through the TCS website.
In addition, senior managers with access to privileged information, have to comply with an additional code for the
Prevention of Insider Trading. TCS also has a global policy to address Sexual Harassment at the work place.
At the Board level, the Ethics and Compliance Committee oversees TCS compliance to the Codes of Conduct to be
followed by the Directors, Officers and other employees. Monthly Reports are sent to the Committee on matters relating
to the Insider Trading Code and the CoC. One meeting of the Ethics and Compliance Committee was held during the year.

Board Composition and Selection of Board Members

The Nominations Committee, consisting of two independent Directors and the Chairman, makes recommendations
regarding the composition of the Board, identifies suitable individuals who can be inducted as Independent Directors
and takes steps to refresh the composition of the Board from time to time.
The supervisory capability of the current Board has been significantly boosted by the inclusion of highly capable
individuals with global management perspectives, broad corporate experience and specific expertise in corporate
governance and compliance as independent, non-executive directors.

No significant legal or regulatory non-compliance in general or specifically in relation to the Companys products and services was brought to the Companys
attention in FY2012.

22

Aspect

How

Protecting Minority Shareholders' Interests

The Corporate Governance philosophy at TCS, based on the Tata Code of Conduct, emphasizes fairness and
transparency to all stakeholders. The Company also has a variety of channels through which minority shareholders can
interact with the Management / Board to express their concerns.
There is a year-round, global investor outreach program where investors can interact with Management. Minority
shareholders can move their private resolutions for discussion by the Board of Directors, or even requisition a General
Body Meeting.
Small shareholders can interact with the Board of Directors in person at the Annual General Meeting and have their
queries/grievances resolved. They can also communicate any grievance to the Company Secretarys office where
complaints are tracked to closure. At the Board level, a Shareholders/Investors Grievance Committee of Directors
consisting of two Independent Directors and one Non-independent Director oversees the redressal of these
complaints.

Employee access to the Board

Employees at TCS are highly empowered and the Companys culture encourages open communications and offers
various channels for communicating concerns and grievances. Larger concerns are represented to the Board by the
Executive Directors. In addition, individual senior-level employees are also invited to present to the Board on specific
topics under discussion, from time to time.
Lastly, we have a Whistle Blower Policy, with the necessary mechanism for employees to directly report concerns about
unethical behavior to the Chairperson of the Audit Committee, without fear of reprisal or victimization.

Sustainability and risk management

TCS has an Enterprise-wide Risk Management (ERM) process administered by a Risk Office that continually identifies
and the various risks threatening the Companys continued sustainability, as grouped under:
(1) Strategic

(2) Operational

(3) Financial and (4) Compliance related risks

The Risk Office maintains a Risk Register and draws up suitable risk mitigation plans for each of the risks identified
therein. These risks are reviewed by the Board periodically.

Succession planning
Business sustainability requires consistency in management vision and minimization of impact when there is a
leadership change. Therefore, succession planning is an important element in ensuring smooth transitions. At TCS,
succession planning occurs at every level at the corporate level, at the business unit level, at the account level and
even at the project level.
At the highest level, succession planning of senior management is directly reviewed by the Executive Committee of the
Board. Business/Unit Heads are invited to Board Meetings from time to time to give presentations to the Board to
update them. This provides an opportunity for the Board to interact with Senior Executives periodically and assess
values, competencies and capabilities to help them identify suitable internal successors and provide feedback.
In these last four decades, TCS has gone through two CEO-level transitions, the last one in October 2009. The seamless
manner in which that transition took place is evidence that the Companys succession planning is working well.

23

Aspect

How
Remuneration Policy

The Company follows a compensation mix of fixed pay, benefits and Economic Value Added Analysis based variable pay.
Individual performance pay is determined by business performance and the performance of the individuals measured
through the annual appraisal process.
Compensation for Non-Executive Directors on the Board consists of:
n

Sitting Fees for attending Board meetings and meetings of Committees of the Board, to the tune of Rs 10,000 per
meeting.

Commission, as decided by the Board of Directors and approved by Members at the Annual General Meeting, within
the ceiling of 1% of the net profits of the Company as computed under the Companies Act, 1956. The commission is
distributed amongst the Non-Executive Directors based on their attendance and contribution at the Board and
certain Committee meetings, as well as the time spent on operational matters other than at meetings.

Reimbursement of any out-of-pocket expenses incurred by the Directors for attending meetings.
Remuneration of the Managing Director and Executive Directors consists of a fixed component (salary, benefits,
perquisites and allowances) and a performance-liked variable component (commission).
The Remuneration Committee decides the annual increments within the salary scale approved by the Members, and the
commission payable to the Managing Director and the Executive Directors out of the profits for the financial year and
within the ceilings prescribed under law. The commission amount is based on the companys performance as well as that
of the Managing Director and each Executive Director, measured along several sustainability-linked criteria discussed in
this report.
Details of the compensation paid out to Members of the Board in FY 2012 are disclosed on Page 62-63 of our Annual
Report.

24

25

Sustainability of
Business Performance

Sustainability of Business Performance

Key stakeholder concerns around the sustainability of our business performance are centered around
five major areas: whether there is sufficient headroom for continued growth, whether the Companys
size could impede agility, whether supplyside constraints could hamper growth or impact margins,
whether macroeconomic uncertainties or new technologies might impair business and lastly, whether
the company is investing sufficiently in innovation. Some of these concerns are addressed in this
section of the report.
Key strategic risks faced by TCS and our approach to mitigating them are summarized on Page 28 of
our FY 2012 Annual Report.

Demand-side Sustainability
TCS has had a consistently stellar track-record of revenue growth. Our 8-year CAGR is 23.1% and we
closed FY 2012 with revenue of USD 10.171 Bn (up 24.2% YoY).

Revenue and Cost Trend: FY 2005-FY 2012

88.0%

Revenue ISD Mn

10,000

83.0%

8,000
78.0%

6,000
4,000

73.0%

2,000

Operating Costs as % Rev

12,000

68.0%

0
FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

Figure 5: Revenue Growth in USD (FY 2005-2012)

Other highlights of FY 2012:

n

98.4% of revenues from existing customers

Volume growth of 23.1% YoY

Gross Margin of 45.8%, EBIT margin of 27.6%

Gross headcount addition of 70,400

Net headcount addition of 39.969

Despite a certain moderation of growth observed since the second half of FY 2012, linked to heightened
global macroeconomic uncertainties, TCS believes that the longer term growth trajectory is sustainable
because (a) the global market for IT services is growing, (b) offshore outsourcing is today a mainstream
strategic option, (b) TCS has the strong foundational elements needed to partake of this growth and (c)
TCS strategy for longer-term growth is delivering results.

Global market: Headroom for growth

According to NASSCOMs Strategic Review 2012, global spend on IT Services and BPO was estimated to be
$758 Bn in 2011, i.e. 3.4% higher than in 2010. This is a highly fragmented market in which our
marketshare is ~1.3%, suggesting significant headroom for growth.
Going forward, technology spending is expected to further increase as the technology intensity of
businesses increases and lagging verticals as well as geographies play catch up. The 5-year CAGR for the
period 2011-2015 is expected to be 4% according to Gartner. Historically, TCS growth is far higher than
the growth in global spend on IT services due to shifting customer preferences favoring greater offshore
outsourcing a shift that became even more pronounced in the last few years of global economic
dislocation and drift.
28

Foundations for growth

The pre-requisites for sustaining our growth are (a) maintaining the same high quality of service that our
customers have come to expect from us, (b) continuing to invest in innovation so we remain at the cutting
edge of technological and business evolution, (c) ensuring that we remain agile despite the size and
(d) creating a strong brand that creates customer loyalty.
In the next few sub-sections, we explore these four foundational elements in further detail.
Best-in-class Quality
The TCS Quality Management System is a complete set of documents, tools, methods and practices built
on and around the business model, with a focus on service & solution delivery, customer management,
security management and people processes. It also includes suitable measurement protocols to
continuously monitor the effectiveness of the quality system. It focuses on all aspects of project
management, knowledge management, technology management, customer management, product and
service delivery, security management, business continuity, career development and competency
management, associates and other parameters of diversity; thus, ensuring that customers experience a
level of certainty that no other organization can match.
Every project executed by TCS goes through a three-tier quality check to ensure that the customer
receives a deliverable of the highest quality:
Product Quality

Product Quality
& Process
Compliance

Internal Quality Assurance

All work items, products or

deliverables undergo peer review /
independent review / self review /
code walkthrough.

External Quality Assurance

Competent associates external to

the project verify each work item
or deliverable.

Final Inspection

An external reviewer does the final

quality check to ensure
completeness and usability of the
package before delivering the final
product to the client. In addition,
the external reviewer periodically
verifies that the team is complying
with all quality process.
The Project Leader also does a final
inspection before delivery.

29

In addition, Project Management Reviews (PMR) are conducted every quarter by senior
managers to check the overall health of the project and identify potential risks. Project audits
are performed by an external quality controller (representative of TCS Quality Assurance Group
or a senior team member from another project) to verify compliance with customer-specific
processes and TCS iQMS.
Information Security and Data privacy
Information security and data privacy is critical to our business. Our Security Vision statement is:
To make TCS reliable, resilient and immune to the existing and evolving volatile environment
of constant changes, accidents, attacks and failures so as to enable all our stakeholders
experience certainty.
In pursuit of this vision, TCS has implemented a comprehensive Information Security
Management System (ISMS) framework based on the globally recognized ISO 27001:2005 ISMS
standard, covering network controls, network privacy, internet security, patch management
system and controls against malicious software. Our Information Security is managed by a team
of security professionals having industry-recognized credentials such as the CISA, CISM, CISSP,
CEH, CBCP etc, and hailing from varied backgrounds and experience, such as application
development, Infrastructure services, Networking, Forensics, Legal and Compliance.
We consider all client information as confidential and have rigorous processes in place to
protect the same. Our security policy has been framed to comply with all international privacy
laws and information security laws as applicable. Collection, processing and dissemination of
any personal data is done under highly controlled conditions8.
Investing in Innovation
Constant innovation is important for business sustainability, ensuring as it does, the continued
relevancy of the Company to its customers needs. Innovation is an important part of
the organizational DNA of TCS and a key enabler of the Experience Certainty proposition.
The Company has well defined processes and a framework to drive innovation across its
diverse businesses.
A collaborative network
of stakeholders

Identification and
delivery of
customer value

Co-Innovation
Network (COINTM)
Customer
Value
Proposition

Technology
Market Map

Innovation
@ TCS

Innovation
Culture

Innovation
Themes

Foster and nurture

Innovative
culture - People Processes

Innovation
Life Cycle

Process for generation of ideas

and realization
into business
Figure 6 Framework for driving innovation across TCS

Categorization of
initiatives timelines and
nature of impact

No breach of customer privacy or loss of customer data was brought to our notice in FY 2012.

30

Direction and purpose of

innovation programs

TCS has established a strong organizational locus for innovation - the Corporate Technology
Organization (CTO) which governs innovation processes, sets benchmarks, guides creation of
Intellectual Property and facilitates Innovation diffusion. Innovation is delivered through:
n

Structured Innovation Engine: TCS Innovation Labs

Innovation Ecosystem: Co-Innovation Network, (COIN)

Culture of Innovation: Knowledge Portals, Awards and People Practices

Apart from bringing big benefits to customers, TCS has, in the last couple of years, created over a hundred
product patents and its innovative products have won several awards from industry.

Disruptions
(Disruptive Innovation Radical)
TCS and Client joint
Innovation Lab TCS
Ecosystem

Productivity improvement
Product standardization
Centres of Excellence
D-7 Digital Dashboard

Technology Consumption
Management
IS Optimization of
applications
Advanced modelling and
simulation

Leverage Innovation
Ecosystem
Enterprise Architecture
Domain & Technology
Next Generation Development
Utility Computing, IT Plan
Management

Engagement Team with

Support from Practices
and CoEs

Engagement Team with +

CTO Organization
(Practices and R & D)

TCS CTO Organiztion,

TCS Innovation Network

How

Investments by TCS

What

Transformations
(Sustaining Innovation Platform)

Who

Continuous Improvement
(Sustaining Innovation Derivative)
Standard Methodologies
Six Sigma
Metrics and KPIs

Figure 7 An Overview of TCS' innovation effort

TCS R&D continues to attract top research talent from India and across the world. The Company continues
to support sabbaticals, internships and PhD sponsorships in research areas relevant to the Company, in
premier academic institutions. Research based competencies have been introduced in the Companys
learning portal.
Details of the Companys focus areas for R&D are provided on Pages 18-20 of our Annual Report. In
addition, TCS has been innovating in its service and product offerings as described on Page 24 of the
Annual Report. In FY 2012, TCS filed 460 patent applications and got 4 patent grants. Cumulatively,
TCS has filed 855 patent applications, of which 72 have been granted.
TCS R&D expenses increased in FY 2012, in absolute terms as well as a percentage of revenue. R&D centers
have been set up at various locations all over the world. Out of these, the R&D centers at Pune, Chennai,
Bengaluru, Delhi- NCR, Hyderabad, Kolkata and Mumbai have been recognized by the GoIs Department

31

of Scientific & Industrial Research (DSIR). In addition to the R&D centers, the Company has set
up innovation labs, product engineering groups and groups engaged in path-breaking
technologies at multiple locations all over the world.
Expenditure incurred in the R&D centers and innovation centers of TCS during FY 2012,
excluding expenses incurred by individual business units investing in building frameworks,
products, platforms and other intellectual property, went up 37% YoY as can be seen below:
FY 2011-12 ($ Mn)
R&D Expenses

FY 2010-11 ($ Mn)

84.7

% Increase

61.8

37.05%

Structured for Agility

A key concern that sustained growth engenders is the potential loss of agility in an
organization that has outgrown its structure. Another concern is around whether and how the
organization will be able to focus on the right sectors for future growth.
Both these concerns are addressed by TCS organization structure which is designed to enhance
customer focus, accountability and agility. TCS is organized into many small operational units,
each with 4,000-15,000 employees, aligned to the different industry verticals. Each marketfacing Business Unit owns its own resources and pursues growth in its respective domain at the
best possible pace that the domain can support, with all the agility and focus of a smaller
company (See Figure 8).

CEO & Managing Director

R&D

Major
Markets

Corporate
HR

Corporate
Finance

Corporate
Affairs

Industry Solutions Units

Marketing

New
Growth
Markets

Legal

Strategic
Initiatives

Organizational infrastructure
Figure 8 Organization Structure designed for agility

Brand-building
The Company continued to implement global marketing initiatives to promote the TCS brand.
All our marketing communications including advertising, promotions and sponsorships
tend to understated, designed to strengthen the trust our clients repose in us when they
outsource the development and upkeep of key mission-critical systems to us, along with
other key attributes they most appreciate in our work: high quality, reliability and
dependability. Our tagline, Experience Certainty captures the essence of these attributes.

32

TCS evaluates the health of the corporate brand at regular intervals in select markets. The evaluation is
benchmarked against a pre-defined competitive set, and along specific image and personality
parameters that include attributes such as ethical and trustworthy. The Companys marketing and
communications strategy is fine-tuned based on findings from this brand survey.
TCS participated in leading industry and business events around the world and held key
customer summits world-wide reaffirming its commitment to delivering a complete brand and
organizational experience.
Apart from its regular branding activities, TCS also continues to invest in building the brand in the
digital space using premium business and technology channels as well through focused branded
properties and sponsorships. These include events and activities in sports such as motor sports,
cricket, marathons and distance running events. Lastly, TCS continued to articulate the brand promise
internally using the various channels and internal marketing assets and leveraged them to activate the
brand amongst the associates as well as our other important stake holders.
Some of TCS sponsorships in FY 2012 are as below:

TCS is the official technology partner for Team Garmin-Cervlo, a top-ranked

powerhouse in professional cycling for the racing season 2011

Tata Consultancy Services is the first Indian company to have its logo
featured on the scarlet Ferrari raced by the legendary Michael Schumacher.
TCS has been Ferraris technology partner in 2005, giving technical support
services across Ferraris major product lifecycle processes.

TCS is the technology partner of the Rajasthan Royals, the Jaipur franchise
cricket team in the Indian Premier League. TCS provides IT expertise to help
the team analyze the players' performance, simulation and other areas. In
turn, TCS enjoys greater visibility among cricketing fans, with the RR players
sporting the TCS logo.

Building awareness around the TCS brand amongst school children and
sparking an interest in IT amongst them is important for future supply-side
sustainability. One way we do this is by sponsoring and organizing TCS IT
Wiz, Indias first and biggest IT quiz for schools, conducted in 12 cities. This
event, now in its thirteenth year, has become a benchmark in the interschool quizzing circuit for the level of research, the intensity with which
teams compete and the sheer participation numbers it draws.

33

To reinforce TCS brand attribute of commitment to excellence, we

sponsor various marathons across the world in order to support the
commitment to excellence of the participants.
These sponsorships also serve to reinforce our commitment to wellness,
because they give us an opportunity to engage with runners, their
friends and family, and the broader community to drive home the
importance of fitness and health. In FY 2012, TCS sponsored five major
marathons:
n

Standard Chartered Mumbai Marathon

World 10K Bangalore

Boston Marathon

Bank of America Chicago Marathon

ING New York City Marathon

TCS Amsterdam Marathon

Sustainability in Marketing
We are a business to business services company, as such the environmental and health and safety
impact of our products and services is minimal
Likewise, product labeling requirements do not apply to our business. Documentation of the custom
applications we build for clients is as per mutually agreed specifications. System documentation is not
governed by any regulation or industry code and therefore, the issue of non-compliance does not
arise. All our marketing communications including advertising, promotions and sponsorships comply
with the relevant laws of the countries that we operate in. No instance of regulatory non-compliance
in this area was brought to our attention in FY 2012.
The related issue of sustainable consumption also does not arise because our clients are sophisticated
consumers mostly large Global 2000 corporations that consume our services rationally, in
accordance with their business requirements, staying within the vendor concentration limits specified
by their risk oversight policies.

Strategy for long-term growth

TCS revenue growth comes from following a multi-pronged strategy built around (i) expanding our
addressable market by geography, by industry and by service-line and (ii) deepening our relationships
with existing clients. Key elements of this strategy for sustainable, longer-term growth are summarized
in Figure 9 and explained in greater detail on Pages 21-23 of our FY 2012 Annual Report.

Customer
Centricity

Non-Linear
Business
Models

Full Services
Capability

Strategy for
Long-term
Sustainable
Growth

Strategic
Acquisitions

GNDMTM

Figure 9 Five point strategy for long term growth

34

FINANCIAL SUSTAINABILITY
Successful execution of our strategy for sustainable growth requires investments in building
capacity, in people and in new business initiatives. The ability to fund these investments either
through internal accruals or from the outside is critical to business sustainability. TCS business
model has a financial profile characterized by strong cash generation, low capital needs, low
working capital requirements, negligible debt and very attractive Return on Equity. TCS is a near
zero-debt company, funding its growth entirely through internal accruals. We did not receive any
significant governmental financial assistance in FY 2012.9
These are structural attributes of our business model, and sustainable going forward. Equally
important, we have a robust risk management framework using which we scan the environment
for potential risks to this sustainability and take mitigative steps. Some of the key attributes of our
financial sustainability are further explored in this section.
Strong Cashflows
The Companys growth is financed by cash generated from operations. As of March 31, 2012,
Total Shareholders Equity stood at $6,492.2 Mn of which Retained Earnings made up $6,515.1 Mn.
As at March 31, 2012, the Company had cash and cash equivalents of $391.4 Mn (FY11: $348.5 Mn)
and Bank Deposits of $1,294.8 Mn (FY11: $1,319.3 Mn). Net Cash generated from Operations
was $1,539.8 Mn.
The Company believes that it has sufficient cash from operations to meet its working capital
requirements. In addition it has short term working capital facilities with various commercial
banks. As at March 31, 2012, the Company had available lines of credit with multiple banks
aggregating $ 821.4 Mn interchangeable between fund-based and non fund-based limits
($ 471.9 Mn as at March 31, 2011).
Independent Credit Ratings
Although we have historically never used debt to fund growth, that option is always available
given our strong credit-worthiness. An independent assessment of the Companys financial
strength and sustainability is the credit rating assigned to TCS by various global rating agencies.
Credit Rating Agency

Rating

Comments

Moodys Investor Services

A3 Investment Grade Issuer

Baa1 indicative foreign currency
debt rating with stable outlook

The rating is not for an

specific debt issuance by
the Company.

Standard and Poors

Ratings Services

BBB corporate credit rating

Outlook: Positive

Dun & Bradstreet

5A1 (Condition-Strong)

The rating is assigned

on the basis of tangible
net worth and composite
appraisal of the Company.

Shareholder Value delivered, year after year

After going public, TCS has consistently paid out dividends to its shareholders every year,
maintaining a payout ratio of around 30%. In FY 2012, the Company paid a total dividend of $0.5
(Rs 25) i.e. a payout ratio of 43.7% of the consolidated profits under IFRS.
TCS market capitalization as of March 31, 2012 was $44.9 Bn.

Excluding tax incentives applicable in specific locations

35

SUPPLYSIDE SUSTAINABILITY
The largest factor that goes into our business is human capital and therefore sustainability of revenue
growth in the IT Services industry is directly dependent on the organizations ability to attract the right
talent in the right quantity and thereafter, upskilling, motivating and retaining them in the
organization10.
Ours is a highly educated, highly aware workforce whose technical skills are much valued globally and
consequently, many of the labor-management imbalances found in traditional industry (or the
corrective measures sought through collective bargaining) are largely absent here. Employment is at
will with one months notice period from either side for termination, but employees have significantly
higher bargaining power in this industry, so workers interests are largely protected by the free market
and less than 0.01% of the workforce is unionized.
Recognizing the criticality of human capital to the business and its sustainability, TCS has mature
processes devoted to attracting, retaining and developing this human capital, assessed at
PCMM Level 5.
The total number of employees including subsidiaries as at March 31, 2012 was 238,583
(End-FY11: 198,614). It is a predominantly young workforce, with an average of ~28 years.
A break-up of the workforce by employee category and age is given below:

40-50
Yrs, 3%

Senior Level
4%

>50 Yrs, 1%

30-40
Yrs, 21%
Junior Level
55%

Middle Level
41%
<30 Yrs, 75%

Figure 10 Break up of workforce by category

10

Figure 11 Breakup of workforce by age

The supplyside part of our business is largely around human capital. In addition, we procure various pieces of equipment and software
that make up the Companys IT infrastructure, largely sourced from the local offices of leading global technology providers. Office supplies
and consumables are all locally sourced by individual operating units in the different regions where we operate.

36

Figure 12 Total workforce by region, age and gender

UK

UK

NA

NA

ME

ME

India

India

Ibero

Ibero

Europe

Europe

APAC

APAC

Africa

Africa
0

1000

2000

3000

4000

5000

Male

200

400

600
Female

Figure 13 : Contract staff by region and gender

37

800

1000

Talent Acquisition
A most critical component of sustaining the Companys growth trajectory has been
the companys ability to attract good talent in sufficient numbers and to successfully scale up
the talent acquisition process.
The capacity and capability needs to meet short, medium and long-term business plans drawn up
by business units and corporate functions serve as the basis for our global workforce planning.
The consolidated requirements are part-fulfilled by re-skilling / up-skilling existing unallocated
associates and the balance fulfilled through focused drives by the Talent Acquisition Group.
Experienced professionals are recruited through online jobsites, head-hunters, recruitment agencies
and through employee reference schemes. Other sources of experienced talent include strategic
initiatives like M&A and In-sourcing.
On-campus recruitment of fresh engineering graduates plays a very significant part in the
Companys talent acquisition strategy, so the Company is invested in building strong relationships
with universities across the world and in improving the quality of academic training at engineering
colleges. In FY 2012, TCS recruited 70,400 employees on a gross basis (FY 2011: 69,685).
Of this, 32,263 i.e. 48.4% of the gross hires were fresh graduates.

India
88.1%

Europe: 0.8%
Asia Pacific: 3.1%
UK & Ireland: 0.4%

RoW
11.9%

Emerging Markets: 4.9%

North America & Canada: 2.6 %

Figure 14 Breakup of new employee hires by region

40-50 Yrs,
2.0%
Age 40-50 Yrs,
2.0%

Age > 50 Yrs,

0.9%

Female
34.65%
Age 30-40 Yrs,
10.6%

Male
65.35%

Age<30 Yrs,
86.5%

Figure 15 Breakup of new employee hires by gender

Figure 16 Breakup of new employee hires by age

38

Academic Interface Program

TCS has always fostered close relations with academia and is acknowledged as a pioneer in India
for having provided a direction and perspective to IT education. The Academic Interface
Program (AIP) helps build a robust high-quality, long-term relationship between the Company
and academic institutions. Key highlights of our AIP are:
n

n
n

Faculty Development Programs (FDP): TCS senior consultants conduct training programs for
faculty, to keep them abreast with technology developments and provide them with an
industry perspective.
Student Workshops: Training sessions for students on technical, managerial or soft-skills
topics to enhance competitiveness and workplace-readiness.
Membership of Board of Studies (BoS) / Curriculum Committees: TCS representatives
participate in Curriculum Committees or Board of Studies of select academic institutes, to
help shape the curricula and make it more industry-oriented.
Project Support and Internships: TCS provides internship opportunities for students from
Indian and overseas institutions and sponsors the Best Student and for the Best Student
Project awards.
Sponsorship of Academic Events and hosting professors on sabbatical in TCS.
Dedicated portal for academia: TCS maintains a web portal linked to TCS website for
continuous dialogue with academia on the performance of their alumni and on the
curriculum, with useful resources for students deciding on their career.
Sangam, an annual meet with academic leaders from major engineering and management
institutes
TCS offers higher education programs for its associates in partnership with prestigious
Institutes in India like Anna University Chennai and Jadavpur University Kolkata.
AIP in FY 2012: A snapshot
No. of students who directly benefited from the programme: 1,28,407
No. of faculty members who benefited from the programme: 9,298

900
800
700
600
500
400
300
200
100
0

847
673
640

241
135

Technical &
Softskills
workshop

Faculty
Development
Programs

Internships

No. of Best
Student/Best
project Awards

Figure 17: AIP in FY 2012: A snapshot

39

No of
Institutes
Benefited

Diversifying the talent pool

With custom-tailored training programs and greater gender / cross-cultural sensitization, TCS
has been able to expand the talent pool from which to recruit, in terms of gender, geography
and academic discipline.
TCS is an Equal Opportunity Employer and subscribes to the Tata Code of Conduct in embracing
diversity in race, nationality, religion, ancestry, marital status, gender, age, ethnic origin, physical
ability and sexual orientation. Compensation levels are merit-based, determined by
qualification, experience levels, special-skills if any and performance. Gender and any of the
other diversity parameters dont play any part. Nevertheless, a formal Diversity and Inclusion
policy is currently under preparation.
TCS participates in the Tata groups Second Career initiative which offers job opportunities to
women returning to the workplace after a break in their careers. We also have an initiative called
DAWN (Diversity and Womens Network), a support group for women and minorities, that
fosters inclusivity through collaborative dialog. DAWN organizes leadership-connects,
mentoring, discussion forums, sensitization workshops, wellness sessions and reorientation
programs for associates returning to the workplace after long-leave. 'Culture Meter' aims to
build appreciation in the workforce for different cultures and practices across the globe through
mailers, quizzes and other online resources.
As at March 31, 2012, women constituted 32 % (Consolidated) of TCS workforce. The number of
non-Indian nationals in our workforce stood at 13,766 (excluding subsidiaries), representing 110
different nationalities (FY 2011: 101 nationalities). The breakup by nationality is provided in
Figure 16.
Others
16.1%
Mexican
8.1%

Indians
92.7%

British
23.4%

American
15.6%

Others
7.3%

Chinese
10.8%

Chilean
6.8%

Brazillian
Uruguayan Ecuadorian
2.1%
9.1%
4.7%

Hungarian
3.3%

Figure 18 Break up of non-Indian workforce by nationality

Ignite from Science to Software

Ignite is our pioneering initiative to help science graduates transform into software
professionals, allowing us to tap into the large stream of science graduates in India. Designed
as an intensive seven-month training program covering computing, core technology skills, TCS
processes and tools, communication and team skills, business literacy, and cultural awareness
along with live project experience, Ignite equips science graduates with the skills necessary to
pursue a career in the IT industry.

40

Local Recruitment outside India

TCS is a multinational company with operations in 42 countries. Local recruitment is an integral
part of our staffing strategy in each of these countries, spanning every level in the local
organization. In FY 2012, TCS recruited 7,317 employees outside India. The percentage of
senior-level employees amongst local recruits was 5.6% (FY 2011: 4.8%), higher than the
enterprise average of 4.2%.
Fresher recruitment is facilitated by the relationships built up with empanelled universities
through our University Outreach / Academic Interface Programs in different parts of the world.
The brand awareness created by those programs helps attract quality talent when we formally
participate in their placement programs and conduct on-campus interviews. Recruitment
of experienced professionals is done through our empanelled recruitment agencies and
head-hunters.
Local Subcontractors
A key element of the manpower demand fulfillment strategy is the need-based use of local
contractors, especially for assignments which are of a short-term nature or which require skills
not readily available or in sufficient numbers internally. For this purpose, TCS maintains strong
relationships with a network of empanelled vendors staffing agencies and head-hunters in
every country that we operate in. We tap into this network to find suitable candidates
whenever the need arises. In case those skills are needed on a longer term basis, TCS looks to
build equivalent capabilities internally and eventually replace these contractors with
employees. In FY 2012, TCS spent $454.2 Mn (4.5% of Rev) on subcontractors (FY11: $309.1 Mn,
3.8% of Rev).

41

Talent Retention
ATCS views talent retention as another critical success factor as important as talent
acquisition and has invested heavily in building an employee-friendly culture and developing
mature people-processes towards improving it. We have been assessed enterprise wide at
PCMM Level 5 and our retention programs are considered best-in-class in the industry.
Employee retention has been enhanced through a wide range of competency enhancement
and career growth options, role mobility, challenging assignments, competitive and differential
compensation, flexible working hours, a collaborative work environment, rewards, recognition
and benefits.
The outcomes of these retention programs have also been best in class. The return to work and
retention rates after parental leave are high, at 93%. Although the majority of parental leave
was taken by female associates, adoption leave was opted for primarily by male associates. 15
out of the 28 employees who opted for adoption leave were men. Our attrition figures have
historically been, and continue to be, the lowest in the industry. In FY 2012, attrition in IT
Services was 11.1% (on a LTM basis) while overall attrition, including BPO, stood at 12.2%,
which is the lowest in our peer group. Of this, attrition caused by departures of new hires
within the same year was 3.7%. Attrition amongst female employees was 32.5 %. Attrition
levels are higher at junior levels at 13%.

<30 Yrs,
10.7%

51 Yrs &
above,
21.3%

Female
32%

30-40 Yrs,
16.6%
Male
68%

41-50 Yrs,
13.5%

Figure 19 Breakup of departures by age

Figure 20 Breakup of departures by gender

50.0%
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%

India
Europe
Asia Pacific
UK & Ireland
Emerging Markets
North America & Canada

Figure 21 Breakup of departures by region

42

Figure 22 Total new employee turnover by age group, gender and region

43

Learning & Development

Continual skill updation is a key motivator for knowledge-workers, giving them the intellectual
satisfaction of being on top of their game. To enable systematic tracking of the training roadmap of a
large workforce, TCS has an integrated competency management system in which the various systems
for learning, competency management, skill assessment and individual development are integrated
and which provides employees with an end-to-end view of their learning and competency
development needs, as well as their progress against the plan.
At the start of the year, every employee in consultation with her/his supervisor, works out a learning
and development plan for the year, based on their interests and aspirations as well as the needs of the
specific project / Business Unit. Thereafter, the employee goes through various training sessions and
workshops as outlined in the plan. These could be through e-learning sessions on our in-house
Learning Management System, external certifications, classroom sessions conducted by various
technical centers of excellence within TCS or Management Development Programs (MDPs). Each
associate is assessed biannually on the progress made against this plan.

Average per capita training hours in FY 2012

Category

Male

Female

Senior management

33.0

29.9

Middle

37.1

33.1

Junior management

86.4

97.0

Business Associates/Others

17.3

15.1

In FY 2012, overall 2,492,907 learning days were invested towards competency development
including training in thrust technology areas. The breakup of this is as below:

Senior
Level,
0.8%

Business
Associates/Others,
1.8%

Middle
Level,
4.6%

Junior Level,
92.9%

Figure 23 Breakup of learning days by employee category

44

Of this, some 152,472 learning days went into developing management skills and leadership
qualities amongst employees identified for managerial and leadership roles.
Training programs at the entry level as well as the continuous learning programs that cover
technology, domain and project management practices have been enhanced during the year
to ensure that TCS develops the right competencies in its workforce that can deliver and meet
customers' business needs. This process, in turn, helps individuals drive growth in their careers
and realize their potential in different ways.
TCS places significant emphasis on training and grooming employees at all levels with a long
term perspective that develops the right competencies which help individuals drive growth in
their careers and realize their potential in different ways to support their continued
employment and post retirement phase. In addition, HR also organises multiple programs on
financial management, health and other areas that assist them in managing career endings.
Career Development
Every individual aspires for career progression, so catering to these aspirations, motivating
employees to realize their potential and providing them with a predictable roadmap and
necessary tools for personal growth is key to retaining employees.
Personal Development Planning for all employees, male and female, forms a central part of our
annual appraisal and goal-setting process, and is linked to the competency development and
learning plans described in the earlier section. Apart from technical competency development,
there is also tremendous focus on soft skills development including team building, innovative
and creative thinking, cross cultural adaptation etc.
TCS keeps employees engaged and motivated by providing opportunities for continuously
upgrading competencies by rotation across roles, technologies, customer and industries and
geographies. With an explicit linkage to competency and performance, career progression
becomes a highly transparent experience and serves as a powerful motivator.
Competitive Compensation Model
TCS has to attract and retain talent in a highly competitive labor market. The workforce consists
of mainly software engineers who hold engineering graduate and post-graduate degrees and
even entry-level wages of engineers in any country tend to be several times higher than the
minimum wage in that country. Our employee costs over the last three years is given below:

Employee Costs in USD Mn

FY 2010

FY 2011

3193.8

4127.6

FY2012
5147.2

To ensure competitiveness in the pursuit of talent, TCS regularly benchmarks its compensation
plans and benefits11 with those offered by peers to ensure that competitiveness. There is also a
skill-based allowance for employees possessing niche skills, designed to motivate employees
to acquire marketable skills thereby benefiting themselves as well as the company.
Compensation structures are driven by prevailing practices in the different countries we
operate in. But across the enterprise, remuneration is the same for men and women working
at the same location and in the same grade12 . In India, in addition to a fixed component of the
salary, there is a variable component linked to the Economic Value Added (EVA). Payout of that
component depends on organizational performance as well as individual performance. This
alignment of the Companys interests and the individuals interests has the effect of
strengthening team spirit and improving collaboration amongst teams.

11
12

TCS offers gratuity, a defined benefit retirement plan for eligible employees in India and in certain overseas locations. The plan provides for
a lump sum payment to vested employees at retirement, death while in employment or on termination of employment. Total benefit
obligation at the end of FY2012 stood at $195.9 Mn. More details are provided on Pages 209-213 of the IFRS Annual Report.
Remuneration for men and women at the same location and grade is in the ratio 1:1

45

Reward and Recognition

TCS has several schemes for recognizing and rewarding employees. In addition to a formal online
reward and recognition system called GEMS, there are various rewards like Star of the Month, On the
Spot Award, Faculty awards, Young innovator award, long service award and appreciation certificates
that recognize and reward good performance.
Other forms of rewarding outstanding performance include fast-track promotions, sponsorship of
external training and certification programs, assignment to key positions, membership to professional
bodies, sponsorship to international conferences, public announcements of individual/team
achievements on the intranet, internal magazines, town hall meetings and so on.
Challenging Assignments
The importance of work content and an individuals quest for self actualization can never be overstated.
By virtue of its broad footprint across geographies, across industries and appetite for executing large
complex projects, TCS offers plenty of opportunities for ambitious individuals who seek challenging
assignments and exposure to different kinds of roles, technologies and geographies. This has been an
important aspect of TCS best-in-class ability to retain high performers.
Employee engagement and motivation
Employee retention and motivation are greatly facilitated through closer engagement with employees
and by fostering a spirit of community, through shared activities outside of work. TCS sponsors picnics
and social gatherings at every location so employees and their families get together under informal
settings. Another forum for employees and their families to participate in and develop sense of
camaraderie is Maitree, which harnesses their energy and enthusiasm to undertake activities for the
betterment of the local communities and the environment.
Wellness is the other side of the same coin. TCS actively supports athletic and sporting activities at the
national, regional and local level and encourages employees to participate. On TCS campuses, the focus
on wellness translates into a myriad of activities, from yoga to aerobics; from tennis and badminton
coaching to cricket and football tournaments. Our sponsorship of the Mumbai Marathon and other
long-distance events across the world has sparked widespread interest in fitness and running.
Occupational Health & Safety
TCS is committed to providing a healthy and safe work environment to all associates and partners on
TCS premises. Occupational Health and Safety Management System as per OHSAS 18001:2007 has been
deployed and enterprise wide certification from external certification agency has been received for 67
facilities (including 7 overseas facilities). We will continue to include more locations under the
certification in a phased manner.
To ensure deployment, monitoring and continual improvement in the safety standards, TCS has
instituted HSE committees across all its offices. Fire and other emergency preparedness drills are
conducted as per defined frequency. TCS facilities located in various geographies track and comply with
all local legal and statutory requirements related to occupational health and safety.
The occupational risks related to associate activity in the facility are low and mainly consist of workplace
environment issue like slips, trips and falls, vision-related issues associated with display screen
equipment (computer monitors), ergonomic issues related to long sedentary hours and work station
design, illumination, thermal comfort, indoor air quality, food and water hygiene-related issues, etc.

46

TCS has addressed all the above issues in the design stage itself through appropriate
infrastructural facilities. In addition, there is periodic monitoring, periodic upgrades, training,
awareness campaigns and mock drills.
Employee workstations and chairs are ergonomically designed, sufficiently spacious and well-lit,
as per BEE (Bureau of Energy Efficiency, India) standards. Other features include: thermal comfort
monitoring, slip-resistant flooring, training on correct ergonomic postures, low radiation display
screens, indoor air quality monitoring and fire drills. Apart from these, trainings on preparedness
in natural and other emergencies are also imparted. Other proactive initiatives include camps for
periodic medical checks, visiting doctors, first aid facilities, employee assistance program and
counselors for stress management.
The risks related to contractor activities in the facility are addressed through engineering and
administrative controls, use of PPEs, etc.
Guidelines and manuals are in place to ensure road safety, incident, injury & illness reporting,
food hygiene and canteen safety, etc. In FY 2012, over 220,000 man-hours of classroom sessions,
floor-walks, induction trainings and web based training on Health, Safety and Environment.
We continue to use the online incident and near-miss reporting system to sustain an improved
level of reporting of incidents including appropriate incident investigation and closure through
corrective and preventive actions.

47

Occupational Health & Safety Campaigns

In order to inculcate a safety culture in our organization and emphasize that Safety is everyones
responsibility, we observed Fire Safety Week (April 2011), Nutrition Week (September, 2011), Road Safety
Week (January 2012), Ergonomics Awareness Campaign (through the year) and Safety Week (March 2012)
across the year. Activities included onsite and online diet consultation for TCS employees, educative
information mailers and tips, floor-walks to engage with associates on ergonomic awareness, display of
office fire safety equipment to create awareness amongst associates.
Road Safety Week (January, 2012)

Associates commute to the workplace in company-provided or private transport like two wheelers and
four wheelers. The safety of our associates on the road is a key area of focus for us to create awareness on
road safety. Acknowledging Road Safety as key area of concern for TCS, Road Safety Week was observed
across various TCS offices in January 2012 with the objective to make the associates sensitive to the risks
on the roads and be completely conscious and aware while on the road. The awareness campaign covered
a diverse spectrum of topics from two wheeler safety, four wheeler safety, pedestrian safety to vehicle
management, road ethics, hazards of drunk driving, etc. The various activities held across TCS locations
included
n

Road Safety Pledge campaign

Road safety awareness movie screening

Classroom and practical two wheeler road safety demo in association with expert agencies

Special training programs for TCS and contractor cab/bus drivers

Vehicle health check-up

Distribution of road safety booklets

Medical fitness test for TCS cab drivers

Quizzes and competitions

3
1. Classroom training for cab/bus
drivers
2. Vehicle health check-up camp
3. Display of posters made by
associates on Road Safety

48

The campaign to commit to be a safe road user saw over 18,000 associates signing the pledge across
various TCS offices.

Road Safety pledge signed by TCS associates

TCS Mumbai went one step further by going out of the office and taking proactive action to promote
road safety messages among road users by performing a road show on road safety at a public bus
depot in Mumbai near one of TCS offices. This road show was organized in association with the
Mumbai City Traffic Police.

Moments from the road show organized by TCS Mumbai associates

Injury Data
Typical to any service sector company operating out of office-based premises, most common injuries
occur due to slips, trips and falls or being struck by stationary objects, etc. Through deployment of the
online incident reporting tool, the focus is on capturing the all the incident data including near-misses
and ensuring 100% closure of the reported incidents with proper corrective and preventive actions.
The online safety incident management system continues to facilitate tracking and effective
management of all incidents. This could be partly responsible for the decrease in the number of lost
time injuries in the current year on account of ensuring effective preventive actions along with
timely closure.

Lost Time Injury Frequency Rate

0.06

0.051

0.02

0.039

0.035

0.04

0.028

0.018
0.004

0.00
2007-08

2008-09

2009-10

LTIFR (TCS India)

2010-11

LTIFR (TCS - All geographies)

Figure 24 Lost Time Injury Frequency Rate

49

2011-12

Figure 17 gives the Lost Time Injury Frequency Rate (LTIFR) - number of lost time injuries per million
man-hours worked for TCS associates including the contract staff working in TCS offices. The increase in
FY 2012 is due to inclusion of the incident reporting from overseas geographies.
TCS is also proactively monitoring the safety at the seven new facilities that are coming up at various
locations across India. Deployment of safety processes and systems is mandated with effective tracking of
lead as well as lag safety indicators. High level of focus is maintained on legal compliances, audits &
inspections and safety orientation & training for the site staff. During financial year 2012 there were no
lost time injuries at any of these sites with an encouraging trend of lead safety performance indicators like
safety trainings, safety observations, inspections, etc. TCS has appointed independent safety managers at
all these locations in addition to the safety personnel from the project management consultants (PMC),
main contractors and other contractors. This is to ensure a comprehensive oversight of safety deployment
and performance.
Supply Chain HSE Engagement
As part of its corporate responsibility (business sustainability) TCS has embarked on a journey of
extending its health, safety and environmental responsibility to its supply chain with an expectation that
its vendors and contractors conduct their business in socially and environmentally responsible manner.
TCS values the contributions from its existing and potential supply chain partners in its current and future
business growth. The supply chain sustainability program is directed towards engagement and capacity
building where required for our supply chain partners to attain our expected level of HSE performance.
A three-year road map has been drawn up to build the supply chain HSE capability and eventually
use HSE performance as one of the selection criteria to ensure sustainability of TCS vendor-related
operations and reducing business risks due to non-performance of vendors on the HSE front. Key critical
vendors were identified as a first step and engagements and evaluations have been initiated for these
critical vendors.
Over the first year of the supply chain HSE initiative the number of key vendors complying with
mandatory requirements has increased significantly due to the increased awareness and introduction of
structured management systems in their operations. TCS has communicated its HSE expectations to all of
its vendors and is currently actively engaged with the vendors to help them build their HSE performance
to align with TCS. Vendor HSE audits have been conducted for high risk vendors and the expected
improvements have been communicated to them. It is expected that in the second year (2012-13) the
percentage of the vendor aligned with the TCSs expectations will increase further.

COMMUNITY ENGAGEMENT
Being part of the Tata group, TCS has a unique relationship with society at large, the ownership structure
ensuring that shareholder interests are fully aligned with societys. In this section, we examine this
relationship further, look at the direct and indirect impact that TCS operations have on the local
communities and TCS global CSR initiatives through volunteering, funding and pro bono leveraging of
our IT capabilities in the areas of Education, Health and Environment.
Shareholder Interests aligned with Societys
While the traditional corporate mandate of maximizing shareholder returns has been gradually replaced
with a more enlightened, more inclusive and therefore more sustainable concept of stakeholder value,
there is always the question of whose interests gets primacy when the interests of individual stakeholder
groups are not fully aligned.
The unique ownership structure of TCS ensures that the interests of shareholders and those of local
communities as well as that of the larger society are fully aligned, allowing the organization to perform
greater social good by just focusing on running the business well.
Tata Sons Ltd, the holding company of the Tata group, owns close to 75% of TCS. Around two-thirds of the
equity of Tata Sons Ltd is held by various philanthropic trusts the largest being the Sir Dorabji Tata Trust

50

and Sir Ratan Tata Trust which have created and nurtured leading national institutions for science
and technology, medical research, social studies and the performing arts.
These trusts also provide aid and assistance to various non-government organizations working in the
areas of education, healthcare and livelihoods. More details of the work funded by these trusts can be
found on their websites (www.dorabjitatatrust.com and www.srtt.com).
Thus, nearly 49% of the dividend paid out by TCS every year goes towards funding the philanthropic
work carried out by these trusts. It is a source of tremendous pride and motivation to our associates
that that their efforts and contribution to the companys success results in tangible benefit to society
on a scale much larger than what any standalone CSR program could hope to achieve.

Direct and Indirect Economic Impact

The most significant, direct economic impact we have is the productivity benefits that our clients gain
from the automation of their various business processes using the IT applications we build for them
and also from plain vanilla IT outsourcing. According to one recent study of labor productivity in the
credit union industry spanning 1992-2005, the first wave of productivity improvement (at a time
where the IT function was largely managed in-house) mainly came from computerization of hitherto
manual processes and thereafter, the largest benefits came from outsourcing. The authors found that
credit unions which outsource IT incurred 30% lower costs than if they performed the function inhouse. Greater cost-efficiency and productivity at a firm-level translates into higher productivity at the
level of the larger economy and thus, we can claim a role in a transformational phase of the global
economy, marked by significant productivity gains from the deployment of IT.
The productivity benefits from our IT-related work directly translate into community benefits when we
engage with various governments to digitize their operations, that too in the area of citizenry services.
The level of transparency, access and empowerment that these initiatives can create in communities
can never be overstated. We do not believe that any part of our operations has a potential or actual
negative impact on the communities we work in.
Secondly, our profitable global operations result in payment of the applicable corporate taxes in
multiple countries, helping fund the governments there and thereby improving the quality of civic
services in those jurisdictions. Tax expense relating to overseas operations is determined in accordance
with tax laws applicable in countries where such operations are domiciled and provided for.
In FY 2012, TCS provided for a total tax expense of $656.9 Mn, distributed across over 50 countries.
Based on NASSCOMs figures for the entire sector, it is estimated that TCS contributed 0.75% to Indias
GDP and our share of Indias exports in FY 2012 is over 3%.
Direct and Indirect Employment
TCS strategy of a distributed delivery capability, tapping into the local talent in each of our delivery
locations has resulted in a largely balanced, positive economic impact in each of those locations
through employment generation direct and indirect. Direct employment results in the creation of a
few tens of thousands of high-paying, white-collar jobs, broadening the tax collections at the local,
state and central levels.
And then there is indirect employment. Each of our delivery centers, housing a few thousand
employees are massive and their construction employs architects, engineers and hundreds of
construction workers. Once the facility is commissioned, the center opens up tremendous local
employment opportunities for workers with all kinds of skills as our vendor-partners begin to hire
housekeeping staff, security guards, drivers, gardeners, maintenance workers, chefs, cafeteria staff etc.
The creation of all these jobs, direct and indirect, at one location, creates a massive demand for local
housing there, sparking a secondary real-estate boom in residential properties with multiple projects
coming up, employing hundreds of skilled and unskilled construction workers.
Moreover, the beneficiaries of these net new jobs are often young (median age of the workforce:
28 years) and therefore tend to display high consumption patterns, benefiting local businesses

51

and by extension, the local economies. The spending behavior and consumption patterns of our
employees open up tremendous business and entrepreneurial opportunities. Banks set up branches
or ATMs to service this highly attractive demographic. Small businesses come up in the vicinity to supply
all varieties of services and products restaurants, grocers, departmental stores, gyms, pharmacies
etc. These in turn generate even more local employment and opening up new tax revenues for
the government.
All in all, it is conservatively estimated that we generate 4 indirect jobs for every 1 direct job13. Taking
these indirect jobs into account, TCS consolidated, global employment generation footprint is estimated
at over 800,000.
Infrastructure Development
The coming up of new communities around our delivery centers is also accompanied by development of
the local infrastructure. Local municipalities and utilities respond to the needs of the growing community
by improving existing roads and building new ones to improve connectivity, extending the grid to supply
electricity and laying pipelines for water and sewerage. Public and private transport providers begin
catering to the commuting needs of local residents. Telecom companies set up towers nearby for mobile
connectivity and cables for voice and data services. The blooming of physical infrastructure is
accompanied by development of educational and healthcare infrastructure, resulting in a vibrant,
standalone township.
Broadbased Regional Development
Historically, Indian IT industry came up mainly in the four metros (New Delhi, Mumbai, Chennai
and Kolkata), Bangalore and Hyderabad, taking advantage of the availability of engineering talent and
supporting infrastructure.
Recognizing the multiplier effect that the IT-BPO industry has on the local economy, various state
governments are encouraging IT companies to establish centers in smaller cities in order to broadbase
the resultant economic development beyond just the Tier I cities a geographical trickledown of sorts.
Consequently, the IT industry has started establishing centers in Tier II and Tier III cities, taking advantage
of lower costs and the highly motivated local workforce. TCS has been leading this foray into the
hinterland, with headcount in Tier II/III cities* steadily growing as a percentage of our total India
headcount over the last 3 years.
Year
Tier II/III Headcount

FY 10

FY 11

FY12

8.4%

9.7%

10.3%

* Ahmedabad, Lucknow, Pune, Kochi, Bhubaneswar etc

Intangible benefits
TCSers comprise a set of highly educated, highly visible young professionals, almost a third of them
women, working out of campuses on the outskirts of the cities and increasingly in the smaller cities.
This has other intangible influences on the more traditional communities in which our campuses might
be located.
The evidence of social progress and individual prosperity resulting from college education influences
parents in these communities to invest in their childrens further education. Traditional biases against the
girl-child weaken and girls in the community find inspiration to overcome traditional barriers and seek
higher education and pursue careers. These changes in behaviors and outlooks have a positive impact on
the overall developmental metrics of nearby communities.
Serving as an Ethical Exemplar
Another impact of TCS operations in the community is the superior moral environment we help foster
through our values-driven behavior. TCS regards integrity as a core value that underpins all business
13

Source: NASSCOM Strategic Review 2012

52

activities. Our reputation of trust has been earned through several decades of such consistent, valuedriven conduct.
We have adopted the Tata Code of Conduct (TCoC) which every employee of TCS signs up on joining
the company and which serves as an ethical roadmap in our daily activities. Training on Tata Code of
Conduct (TCoC) is a mandatory part of the induction of all associates. Awareness is heightened by
organizing road-shows, compliance workshops and an annual Ethics Week featuring quizzes,
awareness sessions, essay-writing contests etc. There is also a Whistleblower Policy through which
instances of malfeasance can be reported directly to the Board without fear of reprisal.
The outcome of this corporate-wide emphasis on ethical behavior, integrity and individual
accountability is a very high level of employee awareness of the Companys values14. In the 2011
employee satisfaction (PULSE) survey, 93.3% percent of associates expressed satisfaction with the level
of awareness of the Tata Code of Conduct and with TCS adherence to it in spirit and letter.
The fact that the Company has been able to build a strong, highly successful, global business without
compromises on the ethical front makes TCS a moral exemplar worthy of emulation, spreading our
culture outside the organizations boundaries. In all our contracts we explicitly mention the TCoC
clause to our Customers, Partners and Suppliers. We also participate in international and group forums
as part of the learning and sharing mechanisms.
To comply with the new laws enacted on Anti Bribery, notably the UK Bribery Act 2011, our policies,
training, have been reviewed and updated. A new policy on Anti Bribery and Corruption has been
released and a training module on Anti Bribery has been created. To further strengthen our approach
on this head, we have retained a reputed consulting firm to independently assess our practices and
the risks and recommend approaches which we will implement in due course.
Since our primary business is Information Technology (IT), we have created special training on IT Ethics
in co-operation with Prof Don Gotterbarn, Professor Emeritus from Tennessee State University, a worldrenowned professional expert on Computing Ethics who has been recognized by three different
professional organizations for his contribution to promotion of computing ethics. In FY 2012, several
sessions were held in multiple locations based on Prof Gotterbarns training.
Apolitical Stance
While TCS works closely with consultative bodies and working committees of various industry
associations in advising governments on policy formulation or advocating changes to policy, the
Company does not spend on lobbying and maintains an entirely apolitical stance in line with the
Tata Code of Conduct. We do not support any specific political party or candidate for political office.
Nor do we offer or give any company funds or property as donations to any political party, candidate
or campaign.
Commitment to Human Rights
A strong commitment to human rights is an integral part of the Tata Code of Conduct. TCS follows a
rigorous screening process before entering into a business relationship with its vendors. All the
contracts that we enter into, representing 100% of our operations, in every part of the world, require
the counter-party to comply with the relevant laws safeguarding labor rights and human rights in the
respective jurisdiction. All employees, including security personnel, are sensitized to human rights as
part of their orientation program. The nature of our business precludes operations which are especially
at risk of human rights violations. The conventional checks and balances in our HR system, and
grievance redressal systems have been deemed sufficient for our purposes and so we do not carry out
formal human rights reviews or impact assessments. No incident of discrimination or non-compliance
with relevant labor laws by any of our business partners was brought to our notice in FY 2012.
No grievance related to human rights violation was filed in FY 2012.

14

The Company analyzes all business units for risks related to corruption. No instance of involvement of TCS employees in the giving or taking of bribes was
brought to the Companys attention in FY 2012.

53

Corporate Social Responsibility: Nurturing People and Planet

TCS has created process documents which use specific indicators to identify significant communities in
the geography within which they operate. The Strategic Planning document and the Community Locator
identifies generic steps leading to a customized and strategic CSR plan for developing and deploying
an initiative in a particular geography. We do not believe we have any significant negative impact on any
community where our operations are based, so our community initiatives are largely promotive or
preventive in nature, rather than curative.
The core areas of focus for TCS CSR initiatives are: education, health, affirmative action and environment.
The choice of education as a theme flows from TCS being in the knowledge domain while attention to the
cause of health acknowledges that health is a vital precondition for promoting well being of people.
Affirmative action is a natural extension of TCS core belief of helping individuals overcome historical
constraints of class and marginalization and realize their potential. In addition, TCS focuses its efforts on
preserving and protecting the environment in support of this as a global cause.
TCS has chosen the following channels to drive its CSR initiatives:
Developing innovative solutions to address large-scale societal problems
through the utilization of its IT core competence
Volunteering on projects which address the felt need of communities in
which TCS operates, while aligning with the core themes of TCS CSR
Participating in community development programmes championed by
its clients
Partnering with select Non-Government and Civil Society Organisations
and government bodies

Support of large scale relevant causes such as disaster relief

The guiding principle of Impact through Empowerment was applied in programmes across all
geographies. Through our flagship programmes, we sought to deepen our connect with communities
globally. This year TCS associates volunteered 58,362 hours on CSR initiatives and through these initiatives
reached out to 57,90,604 beneficiaries.

Rs
51,39,61,998
social spend

58,362
Volunteering
Hours
57,90,604
Beneficiaries
reached

22 key
programmes
globally

42 Partners
Globally

54

Empowering People
At Tata Consultancy Services, we are strongly
committed to reaching out to communities within
every region of our operation. In
FY 2011-2012, TCS strengthened its support to
communities through the launch of new initiatives
and through the continued support to existing
programmes.
Our flagship Adult Literacy Programme is now also
available for reading, writing and numeracy in four
additional Indian languages: Bengali, Odiya,
Marathi and Tamil. An interesting development
Figure 25: A CBFL class In progress
with respect to this programme was the creation
in rural Andhra Pradesh
of language software to help the Telugu-speaking
population in Andhra Pradesh to learn Urdu. This development allows interoperability between
languages to accelerate the literacy rate for Urdu. The uniqueness of this software is that it allows
teaching of one language through the medium of another.
TCS is committed to developing a unique connect between languages through the replication of this
approach for all other Indian languages.
Continued collaboration with the Directorate of Adult Education (Ministry of HRD, Govt. of India) has
helped to increase the reach of the programme within the country. In this financial year, the Literacy
Camps were convened in November 2011 and imparted literacy through TCS Computer Based
Functional Literacy method to 11,141 people.
September 8, 2011: TCS Adult Literacy Program showcased in New Delhi on the International
Literacy Day by the Government of Indias National Literacy Mission Authority (NLMA)
The Adult Literacy Programme impacts the Millennium Development Goals specifically MDG 1,
MDG 2, MDG 3 and MDG 8.
TCS offers our UK clients the ALP to help make literate those at the end of their supply chain. This
software is offered free of cost and all users are requested to provide feedback on the number
reached through this offering.
Location

Target audience

Reach in FY 11-12

Government related ALP

State Resource
Centres across India

Adult men & women

500 camps in 8
languages, benefiting
~9000 participants

NGO related ALP

SanatKada- Lucknow

Women from
weaver class

14 batches; 219
participants

Jail related ALP

Central Jail (Tihar)

New Delhi; Lucknow

Men & women in 10

Jails in New Delhi

10 jails

ALP for internal staff

- Empower

Lucknow; Hyderabad

TCS support staff

14 participants

Figure 26 Support staff undergoing ALP at Hyderabad

55

On 9th April, 2011, the first CBFL class was conducted in

Burkina Faso, West Africa. After the completion of the
training, a grand ceremony was convened during which
certificates were awarded to the learners. The ceremony
also broadcast by the National Television on June 25th
2011 was attended by prominent entities like Naba Kiba,
King of Yatenga among others. Thereafter, Moore
Language version 2.0 which incorporates writing
modules has been released for Burkina Faso. Stern Stuart
Institute in association with partner organizations in
Burkina Faso is now scaling up the programme to train
approximately 500 people

Figure 27: Graduates and Officials in West Africa

Education is one of the important areas through which TCS engages with the community. Through its
University Alliance Programme, TCS connects with a number of academic institutions in India and in
other countries to fund research in basic and applied sciences. TCS Associates are often encouraged to
take sabbaticals and work in university departments across the world while researchers from universities
are invited to work as interns on projects in TCS Innovation Labs. This program is now in its fourth cycle,
with over 80 PhD scholars enrolled from more than 26 institutions across the country, including top
institutions such as IIT Bombay and IISc Bangalore. TCS also supports research and development in
colleges and universities in the US through major charitable contributions. Universities supported by this
programme include Massachusetts Institute of Technology, University of California Berkeley, Stanford
University and University of Wisconsin, Milwaukee.
In UK, TCS has been a significant donor to the Queen Elizabeth Prize for Engineering, a 1M international
engineering prize to recognise an individual with an innovative engineering solution. The prize also
motivates students to pursue engineering as a career.
TCS also participates in parliamentary
discussions on university policy in the UK which
include the department of Business Innovation
and skills, Foreign and Commonwealth Office and
the Department of Science and Technology

TCS is a signatory to the UK Cabinet Offices

Education, Social Mobility Compact.

In 2011, TCS became a key partner in the UK India Education Research Initiatives (UKIERI) Study India
Programme (SIP) through its support with work placements and funding. SIP is a three-week summer
programme that gives undergraduate students in UK the opportunity to visit India on a one-week
engagement with TCS among other Tata companies. TCS coordinated 30 such engagements with
various Tata group companies in India, including Tata Steel, Tata Motors and Tata Chemicals.
In the last three years 525 students have benefitted from SiP. For 2012, on their return to the UK, the
students will be asked to share their knowledge and expertise with secondary school pupils by giving
talks and presentations as well as using social media.
In the North America, TCS CSR activities focus on skill building and STEM (Science, Technology
Engineering and Math) awareness among school children in local communities. TCSs goIT program
provides students with in-school IT career workshops, technology awareness workshops, and a three-day
hands-on technical summer camp aimed at getting these students interested in IT careers. Students
work with the latest programming languages, get exposure to the global IT environment, and work with
programmable robots in a relaxed and informative environment.
In FY 2012, 1250 students participated in our goIT In-School Workshops and 70 students participated in
the goIT Summer Camp.

56

4 Schools assisted through Curriculum reviews

1500+ Students reached by in-school workshops
and Summer Camp
185+ Parents reached through awareness
creation
75% of parents request second year
participation of their children in goIT
4 College Business Advisory Boards
3 Government Agencies in active dialogue

In India, technology awareness among school

children is created through an IT quizzing
platform: TCS IT Wiz, an annual event
organised and executed by TCS associates.
Now in its 11th edition, TCS IT Wiz has
become the benchmark in school quizzing.
The event reaches out to over 200,000
school students from 5000 schools in 12 cities
across India.
The First International edition of the was held
in Dubai in April 2011.
Figure 28: Mr. N. Chandrasekaran with the winning team

Another program directed towards building IT

awareness among school children is InsighT.
An IT Camp for students of class 11, this
programmes aims at providing an overview of
the IT industry so as to encourage students to
explore IT as a career. In FY 2011-2012, InsighT
reached 1352 students in 15 schools across India.
This programme was also deployed
in Australia in association with the Smith
Family Foundation.

Figure 29: Associates conducting training as part of the

TCS-SINDA Computer Lab

In Singapore, the TCS-SINDA Computer Lab I
initiative is aimed at enhancing IT education of high-school students from the marginalized
sections. In support of this initiative, TCS donated has computer hardware and other peripherals,
conceptualized the IT education syllabus and developed learning materials.

Skill Development and Enhancing Employability

TCS conducts several programmes to improve
employability through skills enhancement. The TCS
Employability Programme aims at providing rural
graduates from marginalized sections of the Indian society,
training in English Speaking, soft skills and computer skills.
Students who participate in the training and pass TCS
standard of proficiency are then offered positions within
the company.
Figure 30 Participants in
TCS' Employability Program

In FY 2011- 2012, TCS trained 7828 candidates of which 717

were inducted into TCS.

57

In an effort to improve employability for visually impaired individuals, TCS set up the Advanced Computer
Training Centre at Mumbai in 2008. At this center TCS runs IT-enabled vocational courses that are in sync
with the industry requirements. The program aims at imparting industry-relevant computer skills to
individuals with visual impairment and creating suitable employment opportunities for these individuals.

Advanced Computer Training Centre.

In less than 4 years, 99 trained, 66employed (14 with TCS)
Enabling society through IT
TCS uses technology as a key enabler to assist and resolve business challenges faced by Organizations
through pro bono end to end consultancy and architecting comprehensive IT solutions. TCS empowers
these organizations by providing tools which enable them to be more efficient and accountable.
Through these IT solutions, TCS addresses a variety of health related issues and social causes.
Organization

System Developed

Benefits

Beneficiaries

Cancer Institute (CI)

at Chennai, India

Med Mantra

Several benefits across

Clinical and
Operational areas

36,000 patients

Leverages mobile
technology for Speech
Therapy

600,000 surgeries
to date

Smile Train

A web-based integrated
Hospital Management
System

A comprehensive MIS to
enhance patient care

(since December 2010)

Reduces need for

patients presence at
hospital
Patient centric,
enhances speech via
intuitive sing along
game
Captures data,
diagnosis, correction,
rehabilitation
Impact IndiaCommunity Health
Initiative (CHI)

MIS to improve
traceability and
accountability

Quantification of
beneficiaries in each
Area,Block,PHC.
Effective reporting for
both the management
and donors.

Addressing 2 million lives

in Thane

Mumbai Mobile
Crches

Inventory Solution

Assistance in
capturing monthly
quarter spend per
centre

650,000 children across Delhi,

Mumbai and Pune.

Donor Management
system

Provision for tracking

repeat donations

58

Organization

System Developed

Benefits

Beneficiaries

Childline

ChildLine/ChildNet
application (software
covers 200 cities/districts
in India)

Captures call details of

children in distress

Reaching
2,264,838 children

Donor Management
System

WebHealth Centre

Healthcare portal offering

online medical
consultation and
comprehensive
healthcare information

Provided trend
analysis
Effective management
and collaboration with
Donors
Online medical and
health services

More than 50000

registered users

Virtual home for

patients and doctors to
restore information &
record databases

Completed 35000
online consultations
26,000 teleconsultations

Health calculators,
drug information,
disease details

Health and Wellness

Cancer awareness and diabetes prevention are two health-related causes that TCS has supported
for several years. TCS runs the Today is a Good Day health campaign which has supported the Tata
Groups 47,000 employees in the United Kingdom for five years. This programme has four
components:
n

Promoting Healthy Lifestyle

Providing information that could lead to timely diagnosis

Employee fund-raising for research at the Institute for Cancer Research

Lifesaving through bone marrow registration\

TCS UK is part of an early stage initiative to help improve health outcomes at the workplace. It
includes the National Directors for Cancer and Health & Work at the Department of Health.
In Australia, the City2Surf initiative was convened in support of the cause of Cancer. TCS Associates
in Sydney and Perth raised funds through the 14km run for the Childrens leukaemia & cancer fund.
In North America, TCS has had a strong association with the American Diabetes Association, the
American Heart Association, City of Hope, the American Cancer Society and the Juvenile Diabetes
Research Foundation. We continue to support these organizations through various initiatives such
as fundraising, walkathons, marathons etc. TCS has associated with the Canadian Breast Cancer
Research and has participated in a 5km annual run for two consecutive years. The National Junior
Disability Championship in Michigan was supported through a silver sponsorship as well as
employee volunteering and support.
In the Middle East and Africa, TCS supported the cause of Diabetes by participating in the Beat
Diabetes Walkathon.

59

In Singapore, TCS associates have actively

volunteered with the NUSS Transport Connect as
drivers and caregivers for chronically ill patients from
financially disadvantaged sections of the society.
In China since 2009, TCS through its volunteer
support has reached out to Operation Smile. TCS
associates volunteer to visit hospitals in rural areas to
provide assistance to patients suffering from cleft lip
and cleft palates. In addition, translation services,
collected patient information, assisted in anamnesis
classification and provided help in operation,
recovery rooms and wards are also offered
TCS support to Marathons
TCS was a proud sponsor of the 2012 ING NYC Marathon in November 2011. In addition, TCS continues to
sponsor the TCS Amsterdam Marathon, the Boston Marathon and the Bank of America Chicago Marathon,
building on our existing support of the Mumbai Marathon.
TCS was the associate sponsor of the Mumbai Marathon for the 5th year in a row. 1250 TCSers ran the
event and leading from the front was Mr. N. Chandrasekaran. After completing his half marathon, Mr.
Chandra announced the commencement of the Fit4Life campaign. The campaign involves employee
commitment to their fitness by pledging a certain number of kilometers. TCS has also encouraged
employee to contribute to social causes through these pledges and has pledged to pay INR 10 for every
kilometer run by a TCS Associate.
In sponsoring these events, TCS engages with runners, friends and family, and the broader community to
share our commitment to health and fitness, and in support of a variety of health concerns such as cancer,
diabetes and heart related illnesses.
Community Development through Volunteering
TCS is working to deploy a sustainable model to improve
education, healthcare and the environment within 5 villages
across India. For example, in Panvel India, TCS associates
through the Women Empowerment Programme teach 45
women screen-printing to enhance their livelihood options.
550 children in the village are benefitting through the
provision of an infrastructure for clean drinking water at the
Primary School.
More than 190 people benefitted from the activities conducted
by TCS associates in Nainar, Tamil Nadu.
Figure 31: The Women Empowerment
Programme in Panvel, India

Associates also volunteered time to help 300 children in

Challera, New Delhi to improve their academic performance.

mKRISHI
TCS developed a novel approach to helping rural farmers
throughout India have better access to information through a cell
phone application. mKRISHI, a mobile based agro-advisory service,
provides personalised information and expert advice to rural
farmers in their local language using sensor technology.
This year, mKRISHI reached 20,800 farmers in 8 states.
mKRISHI is a comprehensive technology solution for farmers using
mobile phone technology and agricultural experts. mKRISHI
Figure 32 mKRISHI deployed in 14 Indian States
60

uses sensors in the ground, information from farmers and

provides agricultural feedback to increase product yield. It also
helps to reduce pesticide use which has a positive impact on
the environment at the same time reducing farming costs.
mKRISHI also has a social networking facility for collaborative
learning and links to financial services.
TCS profiled mKRISHI at the launch of the Department for
International Development Business Innovation Facility in the
UK, as an example of identifying needs in society and based
on those needs, working out the commercial model.

Figure 33 A Farmer using the

Through mKRISHI, TCS is sharing

mKRISHI technology
its experience of large scale programme
management with organisations such as the United Nations to help build
collective knowledge and wisdom. TCS is also working with its UK clients to
offer mKRISHI as a product to help increase the crop yield in their supply
chain.
mKRISHI impacts Millennium Development Goals, specifically MDG 1, MDG 7
and MDG 8
Figure 34: Increased product yield for farmers

Disaster Relief
In the aftermath of the March 2011 earthquake and pacific tsunami, TCS in North America, provided
extensive support to the victims of this natural calamity. TCS Associates across North America
contributed to the American Red Cross relief fund, matched equally by TCS. The funds were used in the
relief and assistance efforts, including provision of basic necessities, emergency healthcare, social
welfare services. TCS partnered with the American Red Cross to set up a TCS micro site and channel
voluntary contributions from employees.
In recognition for its efforts in Japan TCS received a commendation from The American Red Cross.
Case Studies
The borough of Tower Hamlets in East
London, has a demographic profile that is
largely poor, with low educational attainment
and high levels of unemployment. Young
people within this demographic profile have
few opportunities and lack exposure to the
right kind of experiences. When TCS was
approached by the Tower Hamlets Councillor
and Stepney FC honorary president, Abdal
Ullah, about the possibility of using its skills
and resources to make a difference in the lives
of young people in the borough, TCS found it
a natural fit with its ethos and commitment to
community. The effort began with the
sponsorship of Stepney FC, an East London football club, established in 1993 to engage with
disadvantaged young people. The main aim of the club is to provide a positive alternative to passing
time on the streets. As the education partner, it is TCSs goal to affect the young people involved in a
positive manner. Councillor Abdal Ullah, the driving force behind the Safer Neighbourhood
Tournament, a part of the East London football calendar, says, The football team is a catalyst to attract
students. Through the comradeship, we guide them towards the kind of opportunities that we had.

61

In 2007, a conversation between Councillor Ullah and Malcolm Lane, Director of Corporate Affairs at TCS,
led to the idea of taking the under-18 footballers to India to train at the Tata Football Academy in
Jamshedpur. TCS volunteers coached the students on presentation skills at the TCS office in Grosvenor
Place, London, engendering a sense of responsibility and building confidence in them. 20 boys flew to
Jamshedpur to train at the Tata Football Academy. The boys also witnessed that the young people at the
Tata Football Academy had a far more disciplined and professional approach to their training and games
than they had, despite lacking expensive equipment.
Since then the team has gone on to participate in many matches and tournaments, winning several
trophies and championships. TCS itself has instituted the TCS Education Achievement Award. In addition,
the Stepney Football Club has initiated under-16, under-14 and under-12 teams to spread the message of
empowerment to a larger group of young people. Through this partnership, TCS has opened up a host of
new opportunities for the young people at Stepney FC, taking the Tata ethos from the football field into
the classroom and the workplace.
Passport to Employability
From the established link with the Stepney Football Club, TCS built links with the local school that many of
the boys attend. TCS now supports the Stepney Green Maths, Computing and Science College.
Incidentally, Councillor Ullah is himself an alumnus of the school.
As part of the Passport to Employability programme, TCS employees volunteer to mentor and coach the
students. TCS has taken a whole year group through their four years at senior school. Since 2008, 700
pupils have participated and 104 staff have volunteered 680 hours.. The number of volunteers has been
steadily increasing over the years. Jane Hodgen (TCS) says, We try and match volunteers with skills
required because we have people who are used to training and others who just want to join in. Our
endeavour is to have a reasonable mix of people who have volunteered earlier and those who never have.
Its been very rewarding for our employees. Intending to link the programme to the students BTech
qualification, in 2008 TCS began a series of workshops spread over four days to help 180 students
understand the IT, banking and financial industries, hone their business skills and give them an
orientation to corporate life.
The interaction was taken forward for three days in the second and third years with the same group of
students as they moved up through the school. James Mattingly, the deputy head of the school, has been
enthusiastically driving the programme. TCSs representatives helped the pupils to develop their
confidence and team-building skills. As a result of the programme, 124 pupils, out of 138 who took BTech,
have now passed their BTech Work Skills Level 2 which is equivalent to a B grade at GCSE.
Mr Mattingly, Deputy Head of Stepney Green Maths, Stepney Green Computing and Science
College comments TCS expertise contributes at least 20% towards the final (BTEC) certification.
Besides opening up the business world to students, TCS also sought to make them aware of ways through
which the corporate world could positively affect the community. This was done by inviting students on
work placements. Students got a chance to
shadow employees in different departments, thus
learning about the workings of the entire
organisation. They were also given assignments
such as defining a vision and developing a
strategy for TCS for 2020 and then making
presentations to senior managers. The companys
efforts have evoked the appreciation of
participating students. The students who have
participated in these sessions have not only
excelled at school but also gone on to enrol
themselves at universities and colleges.
Encouraged by the efforts of TCS, the students
have begun to aspire for greater things. Their
success stories could inspire the entire neighbourhood to dream bigger.

62

I have been volunteering for three years with the Passport to Employability programme, and look
forward to it every year. The experience is very rewarding. As a volunteer, you have the potential to
really inspire them. You can see the twinkle in their eyes very often when you share a story or
experience with them. In your mind, when you go back home and think of your day, you know that
you have touched a lot of lives. And you hope that by the time you meet them again the next year,
they would have matured to another level and may be really successful at whatever they are doing.
The drop-out rate is minimal. The head teacher has really turned the entire school around. I think there
is a lot of credibility now,
Kerry Chapman, Marketing,
Volunteer
TCS

63

Environmental
Impact

Environmental Impact
Being an IT consulting firm, TCS does not consume non-renewable resources nor generate process
wastes and emissions on scales comparable to conventional manufacturing industries. However, we
do acknowledge our impacts on the environment in terms of consumption of resources like energy,
water and other secondary resources and have put in place robust processes and systems in order to
identify, quantify and reduce its impacts on the environment, including the carbon footprint.
Information Technology and automation in general, drives efficiency and cuts down manual processes
thereby leading to concomitant environmental benefit. TCS also views the growing cognizance of the
risks of climate change as an opportunity to use our consulting services and green IT methodologies
for driving eco-efficiency across our supply chain and use this capability to draw revenues.
TCS is committed to measure, report and continually improve its overall environmental performance
by optimizing its resource consumption, minimizing its ecological impact and in line with the
precautionary principle espoused by Article 15 of the Rio Declaration, working to reduce its carbon
footprint.
We have an Environment Policy15 that guides key activities designed to minimize our ecological
footprint and mitigate the impact of our operations. The pillars of the Policy are:
n

Leadership, going beyond mere compliance

Climate change mitigation through commitment to reduce GHG emissions and corresponding
carbon footprint

Green Procurement

Reduce, Reuse, Recycle

Resource Efficiency

Green Infrastructure Green Buildings

Green IT

All TCS sites are compliant to all relevant environmental laws, acts, rules and guidelines. No instances
of non-compliance to environmental laws and regulations were brought to our notice in FY 2012. We
engage with regulators through industry forums16 to advocate policies on environmental regulations
and related issues. 67 TCS delivery centers are certified for Environment Management System (EMS)
under ISO 14001:2004 with an ongoing commitment to bring additional development centers under
scope of certification.
Being a services company, we do not consume any materials in our operations. All resources like
electricity, water, physical infrastructure and office information & communication technology
equipment are auxiliaries which support our operations. Hence there is no direct material
consumption. At TCS, environmental initiatives are seen as part of the overall operational
improvement and the expenditure is not tracked separately. Running expenses incurred such as,
monitoring and measurement costs, investment in energy efficiency projects, fees paid to the state
and central pollution control boards for consent/NOCs, etc. are met through operational budgets
since we believe that such activities are part of the regular business and not external to it. Further,
green infrastructure changes like setting up of Sewage Treatment Plants (STPs) or incremental cost
incurred for green building projects are accounted for under the capital expense budget. However,
going forward, we intend to start capturing all relevant environmental expenditure through our
existing Management Information System.

15 Full text of TCS Environmental Policy is downloadable from our website. The URL is:
http://www.tcs.com/SiteCollectionDocuments/About%20TCS/TCS_environment_policy_dec_2009.pdf
16 We engaged with the State Pollution Control Boards on the draft E-waste regulation, 2011 to provide our inputs and comments to make the regulation
more practical and effective through forums provided by Confederation of Indian Industries (CII) and few other organizations and NGOs like Toxics Link.

66

Environmental Performance
TCS environmental performance from TCS delivery centers17 housing over 96% of the total TCS
workforce is summarized in the table given below. TCS is proactively working to optimize its
environmental footprint across all geographies to ensure sustainable business growth year-on-year.
Performance18

KPI
Electricity consumption (kWh/FTE/month)

231

Carbon Footprint (Scope 1 + Scope 2 emissions)

(tCO2e/FTE/annum)

2.12

Paper consumption (Reams/1000 FTE/month)

65

Water consumption (Ltrs/FTE/month)

1073

Carbon Emissions from (Business Air Travel Scope 3)19 tCO2e/FTE/annum

Environmental Targets and Performance

0.42

20

Our FY 2012 performance against our long term environmental targets is as given below:
Environmental
Parameter

17
18
19
20

Target

Timeline

Status

Performance
Level

Electricity

5% YoY reduction in per capita

electricity consumption

FY 2012

Achieved

5.8% reduction

Scope 2
Carbon Emissions

50% reduction in per capita

Scope 2 emissions over
baseline year 2007-08

FY 2020

On track

30% reduction

Freshwater
consumption

20% over baseline FY 2008

FY 2015

On track

11.5% reduction

Rainwater
harvesting

Zero groundwater depletion

(i.e. become groundwater
neutral) by replenishing water
drawn from bore-wells through
rainwater harvesting

FY 2015

On track

34% of groundwater
used being recharged

Wastewater
management

100% zero-discharge facilities

FY 2015

On track

All new offices built

for zero discharge.
Existing offices taken
up for refurbishment

Solid waste
management

To ensure that less than 5% of

solid waste generated goes
into landfill

FY 2015

On track

Better waste
management
practices and
measurement metrics
being put in place

Paper
consumption

10% YoY reduction in per capita

paper consumption

FY 2012

Achieved

21% reduction

Delivery centers across India, Europe (UK, Hungary), Asia Pacific (China, Philippines), Latam (Uruguay, Chile, Mexico) accommodating over 40% of the
overseas workforce. With environment management system deployed, these locations are also committed to work towards improving the ecological
footprint with initiatives to reduce resource intensity and proper waste management practices.
Please refer to appendix A for the country-wise performance
Business air travel reported is including all TCS Geographies
Since FY2012 is the baseline year for overseas geographies, the comparison against targets is given only for India geography. The environmental targets
are presently under revision and shall be finalized shortly.

67

Energy Performance
Energy efficiency has been identified by TCS as a major area for improvement and the objective is to
reduce the energy footprint through various measures like green IT, green infrastructure, operational
energy efficiency, etc.
The primary source of electricity at TCS is grid electricity, which has a mix of energy sourced from
thermal power plants, nuclear power plants, hydroelectric power plants or other green sources,
varying from country to country. For India, an estimated 59% is from thermal power plants and the
balance is from hydroelectric, other renewable and nuclear power sources. Backup support during
power outages is through diesel generator (DG) sets maintained at each location. In addition, some
TCS facilities procured green power, from sources like hydroelectric power and wind power farms.
Some overseas locations use fuel for space heating. A source-wise breakup of the 436,694 MWh
(1,572,100 GJ) of electricity consumed by TCS in FY 2012 is given in Figure 35.

Electricity from
Green Sources
3%

Electricity from
onsite fuel
combustion
7%

Electricity from
Grid
90%%

Figure 35 Electricity Consumption by Source (%)

TCS strives to manage its energy footprint through a series of initiatives including infrastructure to
operational changes, the highlights of which are summarized below.
Area
Green office
infrastructure

Action
TCS views green infrastructure as a key tool in the drive to reduce energy
footprint, material footprint and carbon footprint. All new offices coming up are
designed as per LEED Green Buildings - Gold rating. TCS already has 3 LEED
Certified Green Buildings; at Chennai (Siruseri Gold Rated), Bhubaneswar
(Kalinga Park Platinum Rated) and Trivandrum (Peepul Park Silver Rated). The
other facilities designed at higher efficiency level include Synergy Park at
Hyderabad and Sahayadri Park at Pune.
Solar PV-based peripheral light system at L-Center, Bangalore

68

Area

Action
Some key features of the TCS green buildings include onsite renewable energy
(solar photovoltaic panels), solar thermal installations, improved energy
efficiency, chiller waste heat recovery units, solar PV based peripheral light
systems, etc.
Other initiatives include setting up of solar water heaters for generating hot
water. In FY 2012, TCS increased its solar heater capacity by 26% over 2010-11
(Figure 36), thereby helping reduce the energy used in heating water for use in
kitchens, gymnasiums and washrooms.

Solar water heater capacity (litres/day)

10,0000
8,0000
6,0000
4,0000
20,000
0

76,200
60,700
38,100
13,900

21,500

2007-08 2008-09 2009-10 2010-11 2011-12

Figure 36 Solar Water Heater Capacity (ltr/day)

Green IT

TCS has undertaken a series of initiatives to reduce the energy footprint of our
data centres and computer workstations, such as server virtualization and
consolidation, data center power management, server cooling load
management, shift to blade server, procurement of energy-star rated
equipment, remote desktop control, desktop virtualization projects to help
reduce the energy consumption further by consolidating individual CPU loads
on a single server for load optimization, etc.

Energy audits

TCS has taken up the internal energy audit projects at various locations to
identify potential energy efficiency projects to come up with all possible
innovations and ideas to improve the energy performance of the older
buildings.

Operational energy
efficiency

Operational controls that have been put in place include:

n

Optimization of HVAC operating hours to ensure energy saving without

compromising on employee comfort

Meticulous temperature regulation at optimal comfort levels (24+1o C)

Rationalizing of illumination levels and realignment of luminaires where

possible and replacement of tube-lights with CFL luminaires and LED
lighting for common areas

Installing Variable Frequency Drive in air handling units

Power Factor Management

Minimizing use of halogen and other energy intensive lighting

Switching off monitors when not in use through central programming

Employee Engagement through awareness drives and visual communication

methods, etc.

69

All these initiatives have helped TCS reduce its energy consumption by 6.4% over FY 2011 and 28% over
baseline year FY 2008 (Figure 37).

Electricity consumption (kWh/FTE/month)

400
319
300

275

267
246

231

200
100
0
2007-2008 2008-2009 2009-2010

2010-2011 2011-2012

Figure 37 Electricity Consumption (kWh/FTE/month)

Total fuel consumption by company owned vehicles in FY 2012 was 123,773 litres of petrol and 163,806
litres of diesel. The total direct energy consumption by primary energy sources is 367,886 GJ (from fuel
consumption in owned vehicles, diesel consumption in diesel generators (DG), LPG/natural gas
combustion in canteen kitchens and space heating).

GHG Emissions (Carbon Footprint)

The sources of GHG emissions contributing to TCSs carbon footprint21 are:
n

Scope 1: Diesel-run Generator sets, Company-owned vehicles, Refrigerant gas (fugitive) emissions,
cooking gas combustion, fuel combustion for space heating

Scope 2: Purchased Electricity

Scope 3: Business Air Travel & mobile fuel combustion in company hired vehicles

The combined GHG emissions (Scope 1 + Scope 2) was 2.12 in FY 2012 as compared to 2.35 in the last
financial year, 29% less than the baseline year 2008 (Figure 38).

Carbon footprint Scope1+scope2(tonnes CO2e/FTE/annum)

4
3.00

2.71
2.44

2.35

2.12

2009-2010

2010-2011

2011-2012

2
1
0
2007-2008

2008-2009

Figure 38 Carbon Footprint (Scope 1 + Scope 2) in tCO2e/FTE/annum

21

Scope 1 and Scope 3 emissions have been calculated using the emissions factors published by the Green House Gas protocol. For Scope 2 emissions for
India i.e. purchased electricity related carbon emissions, the source is the emissions factor published by the CO2 Baseline Database for the Indian Power
Sector, User Guide, Version 7.0, January 2012 published by Central Electricity Authority of India.

70

Scope 2 GHG emissions per capita have reduced by 31% over baseline year as against the target to
achieve 50% reduction by 2020. TCS plans to achieve this carbon target by maximizing energy
efficiency in its offices (as detailed in the earlier section) and building robust renewable energy
sourcing capability gradually. The year-on-year carbon (scope 2) performance is summarized in
Figure 39.

Carbon Footprint(Scope 2)
tCO2e/FTE/annum
3.0

2.75
2.42

2.19

2.09

1.89

2009-2010

2010-2011

2011-2012

2.0
1.0
0.0
2007-2008

2008-2009

Figure 39 Carbon Footprint (Scope 2) in tCO2e/FTE/annum

The GHG emission from business air travel (Scope 3)22 has reduced by 48% over baseline year and is
0.42 tCO2e/FTE/annum. The reduction achieved has been possible due to the organizations
commitment to optimize the business air travel by encouraging audio and video conferencing.
The year-on-year trend is given in Figure 40.

Per capita CHG emissions from Business Air Travel

tCO2e/FTE/annum
1.00
0.80

0.80

0.60

0.44

0.52

0.44

0.42

0.40
0.20
0.00
2007-2008

2008-2009 2009-2010

2010-2011 2011-2012

Figure 40 Carbon Footprint (Scope 3-Business Air Travel) in tCO2e/FTE/annum

Scope 3 emissions, due hired vehicles, have increased from 0.11 tCO2e/FTE/annum to 0.18
tCO2e/FTE/annum, due to improved reporting from hired buses used for employee commuting.
This data is not included in the above Figure in order to maintain year-on-year data comparability.
Ozone Depleting Substances
Some of the refrigerants like R-22 used in the HVAC systems have an Ozone Depleting Potential
(ODP). All the ozone depleting refrigerant gases as per the Montreal Protocol will be phased out and
replaced with ODP free refrigerants in line with the country-specific timelines agreed as per the
Montreal Protocol and country regulations. The new facilities coming up at TCS have HVAC systems
based on non-ozone depleting refrigerants. ODS emissions occurring are primarily in the form of
fugitive emissions. During HVAC maintenance the refrigerant gas is extracted in sealed containers
and recharged back into the system thereby ensuring that there is no significant release of
refrigerant to the atmosphere. The ODP of the total refrigerant emissions to the atmosphere in FY
2012 is 0.21 tonnes.
22

The Scope 2 carbon emissions have been restated for all the reporting years since 2007-08 (the baseline year) based on the region-wise grid emission
factors published by Central Electric Authority of India in order to ensure uniformity and comparability across all reporting years. The carbon footprint
from business air travel has been restated since it includes whole of TCS and the comparison is given accordingly.

71

Other Emissions
Emissions of SOx and NOx gases from the diesel generator sets (used as standby source of power during
power outages) are as given below:
Emissions
SOx
NOx

Quantity (tonnes)
5
615

Water Performance
Fresh water consumed at TCS comes from municipal supplies, bore-wells, tanker supply and a small
fraction of packaged drinking water procured at some sites. The source-wise breakup of the 2.03 million
kL of water consumed in FY 2012 is given in Figure 41. Groundwater is used only for landscaping21.
Bottled 1%

Purchased
(Tanker)
28%

Municipal
51%
Borewell
20%

Figure 41 Freshwater consumption by source

Some of the steps taken to reduce fresh water consumption include:

n

Dual flushing system in toilets

Taps with variable output and sensors

Drip irrigation system

Optimization of water flow rates through faucets

Regular maintenance of water pumps

Sewage treatment plants where feasible; treated sewage water for A/C cooling tower make-up,
toilet flushing and gardening

Employee engagement and education through awareness drives

As an outcome, water consumption per capita has decreased by 13% over baseline year FY 2008
(YoY by 2.8% in FY 2012). See Figure 42.

Fresh water consumption (litres/FTE/month)

1,500

1,234

1,242

1,253

2007-2008

2008-2009

2009-2010

1,104

1,073

2010-2011

2011-2012

1,000
500
0

Figure 42 Fresh Water Consumption (litres/FTE/month)

72

Sewage Treatment and Reuse

Many TCS facilities have sewage treatment plants (STP). The treated effluent from the STP is tested
regularly against applicable effluent disposal standards and recycled for use in HVAC cooling
tower, toilet flushing and gardening. The recycled treated sewage quantity has increased from
306,652 kL to 525,729 kL with the commissioning of new TCS projects designed for zero water
discharge (Figure 43).

Reused water(kL)
600,000

526,729

500,000
400,000
300,000

268,901

306,652

2009-2010

2010-2011

234,701

200,000
100,000

140,612

0
2007-2008

2008-2009

2011-2012

Figure 43 Recycled water after treatment (kL)

The percentage of the total sewage recycled to the total water consumption has increased from
18.8% in FY 2011 to 26% in FY 2012. All new TCS facilities have STPs designed for 100% recycling
of the treated effluent23. For the existing campuses, we are working on refurbishment plan to
provide sewage treatment plants to achieve our target of zero water discharge from TCS
campuses by 2015.
Rainwater Harvesting
Many TCS owned campuses have rainwater harvesting systems which collect the rain water
during the monsoons, stored in storage tanks and/or used for groundwater recharging (through
recharging pits), bore-well recharging or for creating surface water storages (lakes) within
campuses. There has been 40% increase in the rainwater harvesting potential created at TCS sites
in FY 2012 over the prior year (Figure 44). The current rainwater harvesting potential is 34% of
the total groundwater consumed for TCS operations (as compared to 26% in FY 2010-11). Our
target is 100% by 2015.

Rainwater Harvesting Potential (Cum)

150,000

135,430
96,741

100,000
50,000

87,602
54,745

59,358

2007-2008

2008-2009

0
2009-2010

2010-2011

Figure 44 Rainwater Harvesting Potential in cubic meter (cum)

23

No significant impact on biodiversity of water bodies or related habitats by discharged water and runoff.

73

2011-2012

Waste Management
Being an IT services and consulting organization, there are no significant primary emissions or process
wastes. In this section, we discuss the various emissions and wastes generated by our operations and
the steps taken to mitigate their impact.
Due to the nature of our business, waste generation is fairly limited and restricted primarily to
municipal solid waste (MSW). Other wastes include e-waste and a small proportion of wastes like leadacid batteries, electrical waste, waste lube oil, etc.. Our waste management practices seek to reduce
the environmental impact of this limited waste to the extent possible by reduction in generation,
segregation at source and proper management to achieve the goal of <5% waste to landfill. For each
category of waste in our offices the management practices are summarized below
n

Waste lube oil, UPS batteries, E-waste disposed through government authorized recyclers

Waste office paper - Sent for recycling

Printer and toner cartridges - Sent back to the manufacturer under product take-back arrangement

Bio-degradable garden waste - Vermicomposting

Bio-degradable food waste - Generation of biogas / composting or sent to piggeries as feed

Other mixed dry waste - Sent to scrap dealers or municipal disposal

Biodegradable waste
The wet and dry waste generated by the canteens at various TCS facilities reduced on a per-capita
basis in FY 2012 (Figure 45), due to rigorous associate awareness campaign and training cafeteria staff
to minimize waste.
The first step to any waste management practice is waste segregation at source. The hierarchy for
disposal of biodegradable waste is biogas recovery through bio-digesters (methane avoidance)
followed by vermicomposting, disposal as feed to piggeries and, as the last resort, to the municipal
waste collection system where no other options are feasible. In FY 2012, 12% of the total wet waste
generated was treated through vermicomposting or bio-digester treatment.

Waste generated (Kg/FTE/annum)

25
20
15
10
5
0

19.4
14

14.7

2008-2009

2009-2010

16.9

2007-2008

2010-2011

2011-2012

Figure 45 Waste Generated (Kg/FTE/yr)25

TCS has four bio-digesters, at Mangaldas (Pune), Yantra Park (Mumbai), Peepul Park (Trivandrum) and
Kensington (Mumbai). The methane generated from the bio-digesters is used as fuel in the kitchens.
More bio-digesters and organic waste composters will be installed at all our new campuses and
various other locations, where feasible. Vermicomposting initiative continues to progress well with
36 tonnes of compost generated from garden waste in FY 2012 which is used for landscaping within
our campuses.

25

Data given is only for India geography since most overseas locations are multi-occupancy facilities where waste handling and disposal are handled by the
building authority

74

Paper management initiative

Paper management at TCS is based on the waste management hierarchy with waste reduction at the
pinnacle. Our success in paper consumption reduction initiative is evident from the reduction
achieved in the per capita paper consumption; 10% reduction over last year and 72% reduction over
the baseline (Figure 46).

Paper consumption (Reams/1000FTE/month)

250

231

200
133

150

87

100

72

65

2010-2011

2011-2012

50
0
2007-2008

2008-2009

2009-2010

Figure 46 Paper consumption (Reams/1000 FTE/month)

Paper waste which is generated is carefully segregated, shredded and sent for recycling. In some
cases, they are sent to NGOs which also supply stationery (notepads, files, etc) made of recycled paper
to TCS. In FY 2012, the recycling initiative was strengthened with 74%26 of the total paper waste
being recycled.
E-waste Management
The E-waste generated at the various TCS facilities includes defunct computers, monitors, servers, etc.
and specified electronic and electrical items. Management of E-waste is as per TCS E-waste
Management policy which complies with the WEEE directive and the Government of Indias E-waste
(Management and Handling) Rules, 2011.
In FY 2012, 765027 numbers of equipment were disposed of through government authorized
handlers / recyclers. In addition, computers which were deemed obsolete for TCSs purposes but are in
working condition, are donated to charitable institutions which have use for such equipment.
Recipients of such donations are advised to return the hardware to TCS once it reaches end-of-life for
proper disposal through government authorized E-waste vendors.
Hazardous Waste Management
Hazardous wastes28 are disposed of as per the Ministry of Environment and Forests (MoEF) Hazardous
Waste Handling and Management Rules, only through MoEF-authorized agencies. This is overseen in
some states by the local pollution control boards.
Hazardous Wastes Disposed29
Lube oil from DG sets (litres)
Used batteries from UPS systems (nos.)

FY 2012
16,596
7147

Additionally, all the used printer cartridges and photocopier toner bottles are sent back to the
manufacturer under product take back arrangement to ensure proper disposal.

26
27
28
29

Data given is only for India geography since most overseas locations are multi-occupancy facilities where waste handling & disposal is handled by the
building authority
Data given only for India geography We are building capability to include reporting on this indicator from overseas geographies.
There were no reported spills of hazardous wastes in FY 2012. Zero percent of our wastes are shipped internationally and none are deemed hazardous
under the terms of the Basel Convention Annex I, II, III, and VIII.
Data only for India geography . We are building capability to include reporting on this indicator from overseas geographies.

75

Case Study: Waste to Wealth

Garbage to Gold- Vermicompostimg @ YantraPark,Thane - Entire garden waste produced
(12-15 trucks/month) is recycled through establishing Vermicomposting and manure
generated is used as organic fertilizer for landscaping. This avoids pollution due to landfilling,
transportation, emission of green house gases, among other benefits.

Use of Organic Wastes Converter @ L-Center ,Banglore - The Organic waste Converter was
installed to to convert food waste into bio-fertilizer/manure. This manure is used within the
campus for landscaping.

Waste Wood from refurbishment used for making Nest Boxes for birds @
Yantra Park, Thane

Used Carpet donated to NGO for controlling soil erosion of bunds at Bhavale forest areas
in Thane district near Mumbai

76

Used milk packets for rearing of saplings in Nursery/Green Houses in large campuses

Replacement of Thermocol bowl by Palm leaf plates for serving food items at Deccan Park,
Hyderabad

Employee Engagement
A mandatory module on environmental awareness has been deployed as a part of induction training
to all new joinees. The module is designed to create awareness on key environmental issues like
pollution, deforestation, global warming, depletion of non-renewable resources, as well as on the
environmental issues specific to the IT industry. In addition, a web based training module educates the
employees on environment impacts and communicates tips to mitigate them. Various environmental
awareness campaigns are planned and carried out throughout the year for associate engagement.
Environment Awareness Campaigns
Various environment related employee engagement campaigns were conducted at various TCS offices
with activities like competitions, quizzes, classroom trainings, display of green products, etc. to
increase awareness on environmental issues. Awareness mailers were circulated on various themes
to educate the employees. Some of the days observed include World Earth Day (April 2011), World
Bio-diversity Day (May 2011), World Environment Week (June 2011), Green Consumer Day
(September 2011), World Wildlife Week (October 2011), Pollution Control Day (December 2011),
Energy Conservation Day (December 2012), World Water Day (March 2012), Earth hour campaign
(March 2012).
Environment Week @ TCS 2011
Like every year, TCS reached out to its associates during the World Environment Week to enhance their
sensitivity towards the environment and its resources. The campaign saw various events and activities
being held across various offices with the week being observed as Zero Print Week. Vignettes from the
week are included below

Planting of saplings

Sapling distribution

77

Vehicle PUV check

World Environment Week

Pledge campaign

Eco-walk at TCS Hyderabad

Competitions and quizzess

Case Study: TCS Hungary wins Greenest Office Award, 2011

TCS Hungary received the Green Office Award from KVET, the Hungarian member
organization of INEM (International Network for Environment Management), CSR Europe and
Global Footprint Network for its environment sustainability initiatives in 2011. With policies
outlining guidelines on environment, climate change, e-waste, waste management
(3R approach) green procurement, health and safety, TCS Hungary is committed to be a leader
in environment management.
TCS Hungary has a 25-point action plan in place to promote greening initiatives including
removal of plastic cups, creating bicycle storage locations, providing motion sensor lighting
common areas, powering off the computer park at 10 pm every Friday; developing green areas
within the office; promoting eco-friendly transport modes amongst associates and
procurement of environment friendly cleaning materials for use. All these initiatives have
helped reduce the energy footprint, reduce waste generation at source and make TCSers
sensitive towards the nature and its resources.

Tree Plantation at TCS Hungary Office Awareness session in progress, at TCS Hungary

Case Study: TCS Hong Kong receives WWF LOOP Platinum Label, 2011
TCS Hong Kong received the 'Platinum Label' certification in the Low-carbon Office Operations
Program (LOOP) in December 2011. LOOP is a Hong Kong government recognized initiative
driven by WWF.
TCS Hong Kong was the only IT organization to receive this recognition from the 92
participating companies and the 16 certified organizations. TCS Hong Kongs broad approaches
to the carbon reduction initiative included: reduction and reuse of paper, decrease in travel
frequency and usage of greener means of public transportation, reduction in electricity
consumption by adopting energy efficient lighting and alternate sources of energy,
implementation of green procurement processes and adoption of waste classification and
green disposal processes.
TCS Hong Kong began this program in 2009, as an integrated part of our corporate
sustainability commitment. A small cross-functional group called 'Green team' carries out this
initiative also befitting of TCS' corporate sustainability practices.

78

Biodiversity Conservation and Enhancement

TCS perceives biodiversity conservation as an integral part of its environment philosophy. A few of our
facilities have a relatively higher biodiversity value and TCS has various initiatives for conserving and
enhancing the flora and fauna in those ecosystems. Taxonomically, the flora present in select TCS
campuses are of 221 plant species belonging to 135 genera and 106 families. The diversified flora
supports a variety of fauna. There are 123 animal species identified, including birds, butterflies,
mammals and amphibians30.
In FY 2012, TCS took up an extensive project to enhance the biodiversity at its Kalinga Park campus in
Bhubaneswar, Orissa in India and successfully converted degraded shrubby land into biologically
diversified lush green landscape. Extensive plantation of ecologically significant tree

The rich biodiversity at TCS Kalinga Park, Bhubaneswar, India

species (860) has been carried out since 2007. The floral wealth of Kalinga Park currently constitutes of
104 plant species, belonging to 86 genera and 49 families.
To enhance the aesthetics of the campus, the landscape is designed by selecting various ornamental
trees and arranging them in species-specific lanes. The establishment of ecosystem from a degraded,
barren and shrubby land to a green habitat is evident through appearance of a variety of fauna in the
campus. The faunal wealth is represented by 53 species belonging to 45 genera & 39 families. 26
species of birds were recorded alongwith 15 species of butterflies, 6 species of mammals & 5 species of
reptiles. Kalinga Park received Certificate for Remarkable Performance in the field of Environment,
Environmental Excellence Award 2012 by Indian Chamber of Commerce (Eastern Region) Kolkata. The
report on Biodiversity @ Kalinga Park was released by Ministry of Environment and Forests,
Bhubaneswar. An exhibition on Biodiversity @ Kalinga Park was inaugurated & appreciated by the
Chief Minister of Orissa.

Case Study: Marine Turtle Conservation Program 2012 - November 2011 May 2012
TCS began this initiative in 2011 as a part of its marine turtle (Olive Ridley - Lepidochelys olivacea)
biodiversity conservation theme. The program consisted of sponsoring a conservation program run by
an NGO Sahayadri Nisarga Mitra and using the Turtle Festival as an opportunity for creating
awareness on biodiversity conservation among TCS employees. It was continued in 2012 and extended
at the marine turtle breeding beaches at Harihareswar and Maral, in Raigad district of Maharashtra
(around 200 km south of Mumbai). The Marine Turtle Conservation program in 2011 & 2012 was
instrumental in protecting a total number of 54 (23 and 31 nests during 2011 and 2012 respectively)
nests & breeding population of female turtles was protected.
A total number of 6447 (2737 & 3710) eggs were successfully translocated to the hatchery while 3076
(1305 & 1772) hatchlings were successfully released into their natural habitat during breeding period
of 2011 & 2012 respectively. A total of 120 associates participated in turtle festival in 2011 while 103
attended the event during 2012 to witness the hatchling release.
30

None in the IUCN Red List or national conservation list.

79

This conservation program has successfully achieved the highest survival rate of 47.71 % of turtle
hatchings (which is generally 10 to 12 % in natural conditions due to predation and other natural
factors) thereby contributing to protection of the depleting marine turtle population worldwide.

Protection of nest

Release of hatchlings
into the sea

Eggs in Nests

Hatchling

Associate participation in Turtle Festival 2012 at Velas

Appendix A
While TCS has presence in several geographies across the world, more than 90% of the associates are
based out of India geography. We are building capacity to report the environmental performance of all
overseas delivery centers31 and intend to increase the scope of reporting in a phased manner. This year,
we are reporting the environmental performance for three overseas geographies (for 7 countries
including UK, Hungary, China, Philippines, Chile, Uruguay and Mexico).
Geography-wise environment performance for FY 2012
KPI

India

Europe

Latin America

Asia Pacific

Electricity consumption
(kWh/FTE/month)

232

284

161

175

Carbon Footprint (Scope 1 + Scope 2)

(tCO2e/FTE/annum)

2.16

1.16

0.75

1.37

Water consumption
(Ltrs/FTE/month)

1092

585

640

588

TCS-UK environmental performance

TCS UK is a signatory member to HRH Prince of Wales Mayday Network convened by Business in the
Community and Green Accord accreditation scheme. The Green Accord is an accreditation scheme
that helps companies implement sustainable working practices in their business and their supply
chains. The intent is to set precedence for all the suppliers to operate sustainably. The environmental
performance for FY 2012 for the UK geography is summarized below
KPI

Target

Performance

5% reduction

8% reduction

2% reduction

15% reduction

10% reduction

6% reduction

Electricity consumption
(kWh/FTE/month)
Carbon Footprint (Scope 1 + Scope 2)
(tCO2e/FTE/annum)
Paper consumption
(Reams/1000FTE/annum)

31

In the overseas geographies, most of the locations are small sales offices with very small employee strength. A major proportion of associates are
based out of client locations. Hence, we shall report only on the larger delivery centers where we have a significant presence.

80

The energy and carbon footprint has been reduced through initiatives including procurement of
energy efficient IT equipment, installation of zip hydro-taps on water heaters, intelligent sensor
lighting, networked multifunction devices (printer, copier, fax, scanner) to replace individual devices,
multiple temperature thermostats localized temperature control and employee awareness campaigns.
Per capita water footprint has increased by 2% over FY 2011. Since most of the offices in UK are leased
and multi-tenanted TCS has limited control over the reducing the water consumption and hence no
specific targets were taken on water footprint reduction.

Eco-Sustainability Services at TCS

TCS has been providing eco-sustainability services to businesses in the following areas:
Sustainability Strategy and Risk Management
TCS has been supporting businesses in shaping up their strategy by looking at sustainability as a lever
for new growth channels and cost optimization through resource productivity. In addition, TCS helps
clients identify risks for the business from a sustainability perspective, and develop approaches to
mitigate these risks. We also propose IT interventions that address the challenges in executing the
sustainability strategy
Examples:
n

For a global FMCG major TCS developed a high level renewable energy strategy & options

For a global electronics major TCS conducted a feasibility study of distributed energy
resources

Sustainable Operations
TCS understands the area of consumption efficiency and optimization across resources such as
materials, energy (conventional, renewable and low carbon energy), water and waste. In addition,
TCS has been working with companies to address the process challenges and enhance visibility of
sustainability data to help them better manage their sustainability performance, specifically in the
areas of:
n

Sustainability Performance Management - Defining processes and systems to optimally manage

sustainability data of companies.

Energy Management - Integrated energy management across the entire energy management
lifecycle diagnostics, metering and monitoring, energy efficiency implementation, tracking
reporting and verification.

EHS Compliance Management - Defining processes and systems to optimally manage

compliance requirements of companies.

Examples:
n

For a leading Indian Cement Manufacturer TCS conducted enterprise wide water balance
mapping

For a large European Utility TCS deployed energy reduction initiatives

For an American Glass Fiber Manufacturer TCS is implementing Sustainability Performance

Management System and conducting environment, health and safety compliance blueprinting

And for a Leading Indian Cement Manufacturer TCS conducted carbon footprint validation
and offsetting, & ISO 14064 certification

81

Sustainable Value Chain

To create significant impact, organizations need to consider the environmental efficiencies in their
entire value chain particularly in the areas of raw materials procurement, their manufacturing and
processing, shipping and transportation, use and disposal. Towards this TCS has been offering services
related to supply chain sustainability, low carbon logistics, product stewardship, and sustainable
consumption
In this category our eco-sustainability services include:
n

Supplier Sustainability - Designing supplier sustainability strategies, and implementing systems

to manage supplier sustainability information

Product Sustainability - Lifecycle assessments and product engineering based on DfE (design for
environment) principles

Examples:
n

For a large global process manufacturing company TCS conducted cradle to gate life-cycle
assessment study

For a Leading PLM software firm TCS deployed a compliance module development for Design
for Environment (DfE) integration

For a Consumer goods major TCS supported in migration to compostable plastic bottle
leading to reduced landfill waste & GHG

Our eco-sustainability services have provided the following benefits to our clients globally:
n

Foster growth and innovation through market share differentiation and new products
and services

Enhance profitability by unlocking efficiencies through sustainable operations and supply chains

Manage and mitigate risk to brand and reputation through regulatory compliance, stakeholder
communication and engagement, and strategic sourcing management

82

GRI Index
1. Strategy and Analysis
Profile
Disclosure

Description

Reported

Crossreference/
Direct
answer

Page

1.1

Statement from the most

senior decision-maker of the
organization.

Fully

CEO's message

1.2

Description of key impacts,

risks, and opportunities.

Fully

Sustainability of
Business
Performance

28

2. Organizational Profile
2.1

Name of the organization

Fully

Organizational
profile

10

2.2

Primary brands, products,

and/or services.

Fully

Organizational
profile

10

2.3

Operational structure of the

organization, including main
divisions, operating companies,
subsidiaries, and joint ventures.

Fully

Structured for
Agility

32

2.4

Location of organization's
headquarters.

Fully

Contacts

102

2.5

Number of countries where the

organization operates, and
names of countries with either
major operations or that are
specifically relevant to the
sustainability issues covered in
the report.

Fully

Business
Overview

10

2.6

Nature of ownership and legal

form.

Fully

Organizational
profile

10

2.7

Markets served (including

geographic breakdown, sectors
served, and types of
customers/beneficiaries).

Fully

Business
Overview

10

2.8

Scale of the reporting

organization.

Fully

TCS by numbers

12

2.9

Significant changes during the

reporting period regarding size,
structure, or ownership.

Fully

Organizational
profile

10

2.10

Awards received in the

reporting period

Fully

Awards

13

3. Report Parameters
3.1

Reporting period (e.g.,

fiscal/calendar year) for
information provided.

Fully

About the report

3.2

Date of most recent previous

report (if any).

Fully

About the report

3.3

Reporting cycle (annual,

biennial, etc.)

Fully

About the report

3.4

Contact point for questions

regarding the report or its
contents.

Fully

Contacts

102

84

Profile
Disclosure

Description

Reported

Crossreference/
Direct
answer

Page

3.5

Process for defining report

content.

Fully

Definition of
Content

17

3.6

Boundary of the report (e.g.,

countries, divisions,
subsidiaries, leased facilities,
joint ventures, suppliers). See
GRI Boundary Protocol for
further guidance.

Fully

About the
report

3.7

State any specific limitations on

the scope or boundary of the
report (see completeness
principle for explanation of
scope).

Fully

About the
report

3.8

Basis for reporting on joint

ventures, subsidiaries, leased
facilities, outsourced
operations, and other entities
that can significantly affect
comparability from period to
period and/or between
organizations.

Fully

About the
report

3.9

Data measurement techniques

and the bases of calculations,
including assumptions and
techniques underlying
estimations applied to the
compilation of the Indicators
and other information in the
report. Explain any decisions
not to apply, or to substantially
diverge from, the GRI Indicator
Protocols.

Fully

About the
report

3.10

Explanation of the effect of any

re-statements of information
provided in earlier reports, and
the reasons for such restatement
(e.g.,mergers/acquisitions,
change of base years/periods,
nature of business,
measurement methods).

Fully

About the
report

Fully

About the
report

The data collection/carbon

footprint calculation exercise
for scope 3/Scope 2
(respectively) emissions last
year revealed that data
management systems with
regard to business air travel and
emissions directory with regard
to carbon footprint calculations
could be strengthened. Having
progressively improved these
systems the total scope 3 &
Scope 2 emissions arrived at for
previous years has been revised
and restated
3.11

Significant changes from

previous reporting periods in
the scope, boundary, or
measurement methods applied
in the report.

85

Profile
Disclosure

Description

Reported

Crossreference/
Direct
answer

Page

3.12

Table identifying the location of

the Standard Disclosures in the
report.

Fully

GRI Index

84

3.13

Policy and current practice with

regard to seeking external
assurance for the report.

Fully

About the
report

4. Governance, Commitments, and Engagement

4.1

Governance structure of the

organization, including
committees under the highest
governance body responsible
for specific tasks, such as setting
strategy or organizational
oversight.

Fully

Corporate
Governance

20

4.2

Indicate whether the Chair of

the highest governance body is
also an executive officer.

Fully

Avoidance of
Conflict of
interest

21

4.3

For organizations that have a

unitary board structure, state
the number and gender of
members of the highest
governance body that are
independent and/or nonexecutive members.

Fully

Corporate
Governance

20

4.4

Mechanisms for shareholders

and employees to provide
recommendations or direction
to the highest governance
body.

Fully

Corporate
Governance

20

4.5

Linkage between compensation

for members of the highest
governance body, senior
managers, and executives
(including departure
arrangements), and the
organization's performance
(including social and
environmental performance).\

Fully

Corporate
Governance

20

4.6

Processes in place for the

highest governance body to
ensure conflicts of interest are
avoided.

Fully

Corporate
Governance

20

4.7

Process for determining the

composition, qualifications, and
expertise of the members of the
highest governance body and
its committees, including any
consideration of gender and
other indicators of diversity.

Fully

Corporate
Governance

20

4.8

Internally developed
statements of mission or values,
codes of conduct, and
principles relevant to economic,
environmental, and social
performance and the status of
their implementation.

Fully

Mission and
Values

10

86

Profile
Disclosure

Description

Reported

Crossreference/
Direct
answer

Page

4.9

Procedures of the highest

governance body for
overseeing the organization's
identification and management
of economic, environmental,
and social performance,
including relevant risks and
opportunities, and adherence
or compliance with
internationally agreed
standards, codes of conduct,
and principles.

Fully

Corporate
Governance

20

4.10

Processes for evaluating the

highest governance body's own
performance, particularly with
respect to economic,
environmental, and social
performance.

Fully

Corporate
Governance

20

4.11

Explanation of whether and

how the precautionary
approach or principle is
addressed by the organization.

Fully

Environmental
Impact
UNGC Principle 7

66

4.12

Externally developed economic,

environmental, and social
charters, principles, or other
initiatives to which the
organization subscribes or
endorses.

Fully

Corporate
Governance

20

4.13

Memberships in associations
(such as industry associations)
and/or national/international
advocacy organizations in
which the organization: * Has
positions in governance bodies;
* Participates in projects or
committees; * Provides
substantive funding beyond
routine membership dues; or *
Views membership as strategic.

Fully

Stakeholder
Engagement

15

4.14

List of stakeholder groups

engaged by the organization.

Fully

Stakeholder
Engagement

15

4.15

Basis for identification and

selection of stakeholders with
whom to engage.

Fully

Stakeholder
Engagement

15

4.16

Approaches to stakeholder
engagement, including
frequency of engagement by
type and by stakeholder group.

Fully

Stakeholder
Engagement

15

4.17

Key topics and concerns that

have been raised through
stakeholder engagement, and
how the organization has
responded to those key topics
and concerns, including
through its reporting.

Fully

Definition of
Content

17

87

STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)

G3 DMA

Description

Reported

Crossreference/
Direct
answer

Page

DMA EC

Disclosure on Management
Approach EC

Fully

Sustainability of
Business
Performance

28

Aspects

Economic performance

Fully

TCS by numbers

12

Competitive
compensation
model

45

Local Recruitment
outside India

41

Local
subcontractors

41

Direct & Indirect

economic impact,

51

Corporate Social
Responsibility

54

Market presence

Indirect economic impacts

Fully

Fully

DMA EN

Disclosure on Management
Approach EN

Fully

Environmental
Impact
UNGC Principle
7,8,9

66

Aspects

Materials

Fully

Paper
Management
Initiative

75

Energy

Fully

Energy
Performance

68

Water

Fully

Water
Performance

72

Biodiversity

Fully

Biodiversity
Conservation and
Enhancement

79

Emissions, effluents and waste

Fully

Waste
management

74

Products and services

Fully

Sustainability in
Marketing

34

Compliance

Fully

Ethics and
Compliance

22

Transport

Fully

GHG Emissions
(Carbon Footprint)

70

Overall

Fully

Environmental
Impact

66

DMA LA

Disclosure on Management
Approach LA

Fully

Supplyside
Sustainability

36

Aspects

Employment

Fully

Diversifying the
Talent Pool

40

Talent Retention

42

Competitive
Compensation
Model,

45

Supplyside
sustainability

36

Labor/management relations

Fully

88

G3 DMA

Description

Page

Reported

Crossreference/
Direct
answer

Occupational health and safety

Fully

Occupational
Health and
Safety

46

Training and education

Fully

Learning &
Development

44

Diversity and equal opportunity

Fully

Diversifying the
talent pool,

40

Supplyside
sustainability

36

Equal remuneration for women

and men

Fully

Competitive
Compensation
Model

45

DMA HR

Disclosure on Management
Approach HR

Fully

Commitment to
Human Rights

53

Aspects

Investment and procurement

practices

Fully

Commitment to
Human Rights

53

Non-discrimination

Fully

Learning &
Development

44

Freedom of association and

collective bargaining

Fully

Supplyside
Sustainability

36

Child labor

Fully

Commitment to
Human Rights

53

Prevention of forced and

compulsory labor

Fully

Commitment to
Human Rights

53

Security practices

Fully

Commitment to
Human Rights

53

Indigenous rights

Fully

Commitment to
Human Rights

53

Assessment

Fully

Commitment to
Human Rights

53

Remediation

Fully

Commitment to
Human Rights

53

DMA SO

Disclosure on Management
Approach SO

Fully

Corporate Social
Responsibility

54

Aspects

Local communities

Fully

Corporate Social
Responsibility

54

Direct and
Indirect Economic
Impact

51

Corruption

Fully

Serving as an
Ethical Exemplar

52

Public policy

Fully

Apolitical Stance

53

Anti-competitive behavior

Fully

Ethics and
Compliance

22

Compliance

Fully

Ethics and
Compliance

22

89

G3 DMA

Description

Reported

Crossreference/
Direct
answer

Page

DMA PR

Disclosure on Management
Approach PR

Fully

Brand Building

32

Aspects

Customer health and safety

Fully

Brand Building

32

Product and service labelling

Fully

Brand Building

32

Marketing communications

Fully

Brand Building

23

Customer privacy

Fully

Information
Security and Data
Privacy

30

Compliance

Fully

Ethics and
Compliance

22

Crossreference/
Direct
answer

Page

STANDARD DISCLOSURES PART III: Performance Indicators

Economic
Performance
Indicator

Description

Reported

Economic performance
EC1

Direct economic value

generated and distributed,
including revenues, operating
costs, employee compensation,
donations and other
community investments,
retained earnings, and
payments to capital providers
and governments.

Fully

TCS by numbers

12

Demand Side
sustainability

28

EC2

Financial implications and other

risks and opportunities for the
organization's activities due to
climate change.

Fully

Environmental
Impact
UNGC Principle 7

66

EC3

Coverage of the organization's

defined benefit plan
obligations.

Fully

Competitive
Compensation
Model

45

EC4

Significant financial assistance

received from government.

Fully

Financial
Sustainability

35

Market presence
EC5

Range of ratios of standard

entry level wage by gender
compared to local minimum
wage at significant locations of
operation.

Fully

Competitive
Compensation
Model

45

EC6

Policy, practices, and proportion

of spending on locally-based
suppliers at significant locations
of operation.

Fully

Local
subcontractors

41

Supplyside
Sustainability

36

Procedures for local hiring and

proportion of senior
management hired from the
local community at significant
locations of operation.

Fully

Local Recruitment
outside India
UNGC Principle 6

41

EC7

90

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

Indirect economic impact

EC8

Development and impact of

infrastructure investments and
services provided primarily for
public benefit through
commercial, in-kind, or
pro bono engagement.

Fully

Corporate Social
Responsibility

54

EC9

Understanding and describing

significant indirect economic
impacts, including the extent of
impacts.

Fully

Direct and
Indirect Economic
Impact

51

EN1

Materials used by weight or

volume.

Fully

Environmental
Impact
UNGC Principle
7&8

66

EN2

Percentage of materials used

that are recycled input
materials.

Fully

Paper
Management
Initiative
UNGC Principle
8&9

75

EN3

Direct energy consumption by

primary energy source

Fully

Energy
Performance
UNGC Principle
7&8

68

EN4

Indirect energy consumption by

primary source.

Fully

Energy
Performance
UNGC Principle
7&8

68

EN5

Energy saved due to

conservation and efficiency
improvements.

Fully

Energy
Performance
UNGC Principle
7&8

68

EN6

Initiatives to provide energyefficient or renewable energy

based products and services,
and reductions in energy
requirements as a result of
these initiatives.

Fully

EcoSustainability
Services at TCS

81

Energy
Performance
UNGC Principle
8&9

68

Initiatives to reduce indirect

energy consumption and
reductions achieved.

Fully

Energy
Performance
UNGC Principle
7&8

68

EN8

Total water withdrawal by

source.

Fully

Water
Performance
UNGC Principle
7&8

72

EN9

Water sources significantly

affected by withdrawal of water.

Fully

Water
Performance
UNGC Principle
7&8

72

EN10

Percentage and total volume of

water recycled and reused.

Fully

Sewage Treatment
& Reuse
UNGC Principle
7&8

73

Environmental
Materials

Energy

EN7

Water

91

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

Biodiversity
EN11

Location and size of land

owned, leased, managed in, or
adjacent to, protected areas and
areas of high biodiversity value
outside protected areas.

Fully

Biodiversity
Conservation &
Enhancement
UNGC Principle
7&8

79

EN12

Description of significant
impacts of activities, products,
and services on biodiversity in
protected areas and areas of
high biodiversity value outside
protected areas.

Fully

Biodiversity
Conservation &
Enhancement
UNGC Principle
7&8

79

EN13

Habitats protected or restored.

Fully

Biodiversity
Conservation &
Enhancement
UNGC Principle
7&8

79

EN14

Strategies, current actions, and

future plans for managing
impacts on biodiversity.

Fully

Biodiversity
Conservation &
Enhancement
UNGC Principle
8&9

79

EN15

Number of IUCN Red List

species and national
conservation list species with
habitats in areas affected by
operations, by level of
extinction risk.

Fully

Biodiversity
Conservation &
Enhancement

79

Emissions, effluents and waste

EN16

Total direct and indirect

greenhouse gas emissions by
weight.

Fully

GHG Emissions
(Carbon Footprint)
UNGC Principle
7&8

70

EN17

Other relevant indirect

greenhouse gas emissions by
weight.

Fully

GHG Emissions
(Carbon Footprint)
UNGC Principle
7&8

70

EN18

Initiatives to reduce greenhouse

gas emissions and reductions
achieved.

Fully

Energy
Performance
GHG Emissions
(Carbon Footprint)
UNGC Principle
7, 8 & 9

6870

EN19

Emissions of ozone-depleting
substances by weight.

Fully

Ozone depleting
substances
UNGC Principle
7&8

71

EN20

NOx, SOx, and other significant

air emissions by type and
weight.

Fully

Other emissions
UNGC Principle
7&8

72

EN21

Total water discharge by quality

and destination.

Fully

Sewage Treatment
and Reuse
UNGC Principle
7&8

73

EN22

Total weight of waste by type

and disposal method.

Fully

Waste
Management
UNGC Principle
7&8

74

92

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

EN23

Total number and volume of

significant spills.

Fully

Hazardous Waste
Management

75

EN24

Weight of transported,
imported, exported, or treated
waste deemed hazardous under
the terms of the Basel
Convention Annex I, II, III, and
VIII, and percentage of
transported waste shipped
internationally.

Fully

Hazardous Waste
Management

75

EN25

Identity, size, protected status,

and biodiversity value of water
bodies and related habitats
significantly affected by the
reporting organization's
discharges of water and runoff.

Fully

Sewage Treatment
and Reuse

73

Products and services

EN26

Initiatives to mitigate
environmental impacts of
products and services, and
extent of impact mitigation.

Fully

Sustainability in
Marketing
UNGC Principle
8&9

34

EN27

Percentage of products sold

and their packaging materials
that are reclaimed by category.

Fully

Sustainability in
Marketing
UNGC Principle
8&9

34

Monetary value of significant

fines and total number of nonmonetary sanctions for noncompliance with environmental
laws and regulations.

Fully

Environmental
Impact
UNGC Principle 7

66

Significant environmental
impacts of transporting
products and other goods and
materials used for the
organization's operations, and
transporting members of the
workforce.

Fully

GHG Emissions
(Carbon Footprint)
UNGC Principle
7&8

70

Total environmental protection

expenditures and investments
by type.

Fully

Environmental
Impact
UNGC Principle
7&8

66

Compliance
EN28

Transport
EN29

Overall
EN30

Social: Labor Practices and Decent Work

Employment
LA1

Total workforce by employment

type, employment contract, and
region, broken down by gender.

Fully

Supplyside
Sustainability

36

LA2

Total number and rate of new

employee hires and employee
turnover by age group, gender,
and region.

Fully

Talent acquisition
UNGC Principle 6

38

93

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

LA3

Benefits provided to full-time

employees that are not
provided to temporary or parttime employees, by major
operations.

Fully

Competitive
Compensation
Model

45

LA15

Return to work and retention

rates after parental leave, by
gender.

Fully

Talent retention

42

Labor/management relations
LA4

Percentage of employees
covered by collective
bargaining agreements.

Fully

Supplyside
Sustainability

36

LA5

Minimum notice period(s)

regarding significant
operational changes, including
whether it is specified in
collective agreements.

Fully

Supplyside
Sustainability
UNGC Principle 3

36

Occupational health and safety

LA6

Percentage of total workforce

represented in formal joint
management-worker health
and safety committees that
help monitor and advise on
occupational health and safety
programs.

Fully

Occupational
Health and Safety
UNGC Principle 1

46

LA7

Rates of injury, occupational

diseases, lost days, and
absenteeism, and number of
work-related fatalities by region.

Fully

Injury Data
UNGC Principle 1

49

LA8

Education, training, counseling,

prevention, and risk-control
programs in place to assist
workforce members, their
families, or community
members regarding serious
diseases.

Fully

Occupational
Health and Safety
UNGC Principle 1

46

LA9

Health and safety topics

covered in formal agreements
with trade unions.

Fully

Occupational
Health and Safety
UNGC Principle 1

46

Training and education

LA10

Average hours of training per

year per employee by gender,
and by employee category.

Fully

Learning &
Development

44

LA11

Programs for skills management

and lifelong learning that
support the continued
employability of employees and
assist them in managing career
endings.

Fully

Learning &
Development

44

LA12

Percentage of employees
receiving regular performance
and career development
reviews, by gender.

Fully

Career
Development

45

94

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

Diversity and equal opportunity

LA13

Composition of governance
bodies and breakdown of
employees per employee
category according to gender,
age group, minority group
membership, and other
indicators of diversity.

Fully

Diversifying the
talent pool
UNGC Principle 6

40

Fully

Competitive
Compensation
Model
UNGC Principle 6

45

Equal remuneration for women and men

LA14

Ratio of basic salary and

remuneration of women to men
by employee category, by
significant locations of
operation.

Social: Human Rights

Investment and procurement practices
HR1

Percentage and total number of

significant investment
agreements and contracts that
include clauses incorporating
human rights concerns, or that
have undergone human rights
screening.

Fully

Commitment to
Human Rights
UNGC Principles
1-6

53

HR2

Percentage of significant
suppliers, contractors and other
business partners that have
undergone human rights
screening, and actions taken.

Fully

Commitment to
Human Rights
UNGC Principles
1-6

53

HR3

Total hours of employee

training on policies and
procedures concerning aspects
of human rights that are
relevant to operations,
including the percentage of
employees trained.

Fully

Commitment to
Human Rights
UNGC Principles
1-6

53

Fully

Commitment to
Human Rights
UNGC Principles
1-6

53

Operations and significant

suppliers identified in which the
right to exercise freedom of
association and collective
bargaining may be violated or
at significant risk, and actions
taken to support these rights.

Fully

Commitment to
Human Rights

53

Operations and significant

suppliers identified as having
significant risk for incidents of
child labor, and measures taken
to contribute to the effective
abolition of child labor.

Fully

Commitment to
Human Rights
UNGC Principles
1,2 & 5

53

Non-discrimination
HR4

Total number of incidents of

discrimination and corrective
actions taken

Freedom of association and collective bargaining

HR5

Child labor
HR6

95

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

Forced and compulsory labor

HR7

Operations and significant

suppliers identified as having
significant risk for incidents of
forced or compulsory labor, and
measures to contribute to the
elimination of all forms of
forced or compulsory labor.

Fully

Commitment to
Human Rights
UNGC Principles
1,2 & 4

53

Fully

Commitment to
Human Rights
UNGC Principles
1&2

53

Total number of incidents of

violations involving rights of
indigenous people and actions
taken.

Fully

Commitment to
Human Rights

53

Percentage and total number of

operations that have been
subject to human rights reviews
and/or impact assessments.

Fully

Commitment to
Human Rights

53

Number of grievances related to

human rights filed, addressed
and resolved through formal
grievance mechanisms.

Fully

Commitment to
Human Rights

53

Security practices
HR8

Percentage of security
personnel trained in the
organization's policies or
procedures concerning aspects
of human rights that are
relevant to operations.

Indigenous rights
HR9

Assessment
HR10

Remediation
HR11

Social: Society
Local communities
SO1

Percentage of operations with

implemented local community
engagement, impact
assessments, and development
programs.

Fully

Corporate Social
Responsibility

54

SO9

Operations with significant

potential or actual negative
impacts on local communities.

Fully

Corporate Social
Responsibility

54

SO10

Prevention and mitigation

measures implemented in
operations with significant
potential or actual negative
impacts on local communities.

Fully

Corporate Social
Responsibility

54

SO2

Percentage and total number of

business units analyzed for risks
related to corruption.

Fully

Serving as an
Ethical Exemplar
UNGC Principle 10

52

SO3

Percentage of employees
trained in organization's anticorruption policies and
procedures.

Fully

Serving as an
Ethical Exemplar
UNGC Principle 10

52

Corruption

96

Performance
Indicator

SO4

Description

Reported

Crossreference/
Direct
answer

Page

Actions taken in response to

incidents of corruption.

Fully

Serving as an
Ethical Exemplar
UNGC Principle 10

52

SO5

Public policy positions and

participation in public policy
development and lobbying.

Fully

Apolitical Stance

53

SO6

Total value of financial and inkind contributions to political

parties, politicians, and related
institutions by country.

Fully

Apolitical Stance

53

Total number of legal actions

for anti-competitive behavior,
anti-trust, and monopoly
practices and their outcomes.

Fully

Ethics and
Compliance

22

Monetary value of significant

fines and total number of nonmonetary sanctions for noncompliance with laws and
regulations.

Fully

Ethics and
Compliance

22

Public policy

Anti-competitive behavior
SO7

Compliance
SO8

Social: Product Responsibility

Customer health and safety
PR1

Life cycle stages in which health

and safety impacts of products
and services are assessed for
improvement, and percentage
of significant products and
services categories subject to
such procedures.

Fully

Brand Building

32

PR2

Total number of incidents of

non-compliance with
regulations and voluntary codes
concerning health and safety
impacts of products and
services during their life cycle,
by type of outcomes.

Fully

Brand Building

32

Product and service labelling

PR3

Type of product and service

information required by
procedures, and percentage of
significant products and
services subject to such
information requirements.

Fully

Sustainability in
Marketing

34

PR4

Total number of incidents of

non-compliance with
regulations and voluntary codes
concerning product and service
information and labeling, by
type of outcomes.

Fully

Sustainability in
Marketing

34

PR5

Practices related to customer

satisfaction, including results of
surveys measuring customer
satisfaction.

Fully

Stakeholder
Engagement

15

97

Performance
Indicator

Description

Reported

Crossreference/
Direct
answer

Page

Marketing communications
PR6

Programs for adherence to laws,

standards, and voluntary codes
related to marketing
communications, including
advertising, promotion, and
sponsorship.

Fully

Brand Building

32

PR7

Total number of incidents of

non-compliance with
regulations and voluntary codes
concerning marketing
communications, including
advertising, promotion, and
sponsorship by type of
outcomes.

Fully

Brand Building

32

Fully

Information
Security and Data
Privacy
UNGC Principle 1

30

Fully

Brand Building

32

Customer privacy
PR8

Total number of substantiated

complaints regarding breaches
of customer privacy and losses
of customer data.

Customer privacy
PR9

Monetary value of significant

fines for non-compliance with
laws and regulations
concerning the provision and
use of products and services.

98

External Assurance

99

External Assurance

100

GRI Certificate

101

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102

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