Chairman J R D Tata felt that while a worker spent 8 hours at work , a larger portion of his day (16 hours) was spent in his community and the fabric of his life there needed improvement. Under the direction of JRD Tata and then Resident Director of Tata Motors, R S Pande, the idea of a separate Community Services Department for Tata Motors was mooted. In 1966 the full-fledged Community Development & Social Welfare Department under the Personnel Division was born.

The first few bustees that came in for attention were the ones where the population comprised mostly of Company employees. Living conditions were primitive and roads nonexistent. The Community Services & Social Welfare team decided that accessibility was the first priority and undertook road construction. The villagers joined in whole heartedly in the work, with Tata Motors playing a supporting role, chipping in with finances when there was a shortfall.

To drive the several initiatives, Community Development Centres and Bustee Vikas Samities were set up in each bustee. Volunteers were recruited and they were given 4 months training on health and hygiene, cleanliness, co-operation, living in harmony etc. The ladies were trained in sewing, cooking and gradually a perceptible change was visible in the bustees.

In 1973, for the first time, Tata Motors’ commitment to community development was reflected in the Memorandum of Settlement signed between the Management & the Workers’ Union. All too soon, the scope of the Department’s activities grew. The Community Development & Social Welfare Department was reorganised to comprise a cluster of registered societies, each with specific missions and objectives. The work of these societies and voluntary organisations today embraces 364 villages, 9 bustees and 7 ashrams. The focus too has changed, from provider to facilitator; from donor to fund mobiliser; from charity to self-sustenance and empowerment. While being primarily supported by Tata Motors; these organisations also mobilize resources and funds from the Government, national and international funding partners.

• Gram Vikas Kendra - 1978
  The Gram Vikas Kendra, set up in 1978, provides self-sustaining processes for social, economic and environmental development at the village level. Under its sphere of responsibility are agriculture, water management, self-employment and afforestation programmes. The society regularly conducts training camps in modern agricultural practices and water management. Through its efforts farmers have access to subsidised seeds and fertilisers through the input centres set up and multi-cropping has become a reality in over 1650 acres of land. To facilitate irrigation, the Society in collaboration with the Govt has constructed a vast network of ponds, check dams and wells and lift irrigation units. Vast areas of barren land (8,078 acres) have been taken up for afforestation and till now over 100 lakh trees of different species, including fruit trees have been planted. The company arranges training on pisciculture and helps pond owners obtain quality and certified fingerlings from the Govt. Fishery Dept. Sewing and embroidery are other activities promoted by GVK to help self-sufficiency.
  
• Parivar Kalyan Sansthan (1984)
  Another cause close to JRD Tata’s heart was the popularisation of the small family norm and family welfare initiatives. At Tata Motors, these initiatives are driven by the Parivar Kalyan Sansthan since 1884 with great success. Through its efforts, the population rate in Singhbhum, Jamshedpur has reduced from 2.4 to 1.8 per 1000.
  
  The Sansthan runs maternal care programme, training birth attendants to ensure safe home deliveries for village women. Under their programme ‘Saheli’, trained social workers advise new mothers on childcare and birth control. In collaboration with CARE India, the Sansthan implemented a 5 year Child Survival Project (1999 – 2003) in 100 villages of Potka Block.
  
• Nav Jagrat Manav Samaj (1981)
  In 1981, Jamshedpur saw an influx of people suffering from leprosy in search of livelihood. The Nav Jagrat Manav Samaj was set up to address the needs of this segment of society. Several awareness drives were undertaken to remove the prejudice and the social stigma associated with the disease. The next step was to cure and rehabilitate leprosy patients and bring them back to mainstream society by providing medical, social and human support. Under its initiative, 400 leprosy afflicted children have been introduced into the formal stream of education. The Samaj has secured employment for 3000 cured patients as rickshaw drivers, cart pullers, dressers, teachers, labourers and in occupations like farming and cattle breeding. Through their considerable and sustained efforts, the prevalence rate has reduced from 22 per thousand to 5.2 per thousand in the last decade.
  
• Shiksha Prasar Kendra (1980)
  Tata Motors’ education programmes are implemented by the Shiksha Prasar Kendra, which provides financial assistance to 33 schools/ institutions. It has been funding the infrastructure development projects of various schools, while sponsoring competitive programmes and rural sports all with an idea to nurture and improve the standards of education. Through the Kendra, Tata Motors disburses educational scholarships. Currently, 17768 children including 7996 girl students are receiving education in the schools supported by Shiksha Prasar Kendra.
  
• Adivasi Affairs (1985)
  The indigenous Adivasi community has a special place in Tata Motors’ scheme of things. The Society for Adivasi Affairs, besides running programmes for their all-round development, provides financial assistance to students, entrepreneurial projects, training programmes, sports, cultural events etc.
  
  The story of community service goes on. After years of organised community work, the ripple effect is visible. The spread of education, economic activity, improved health and self- reliance is evident in the areas under the umbrella of our Community Services Division.