DOCSLIB.ORG

Annual Report 2019-20

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

ANNUAL REPORT 2019-20 04 Purpose Statement 05 Message from S Padmanabhan 06 Governing Council 07 Leadership Team 08 Performance Highlights 2019-20 10 TBEM Assessments 15 Data Maturity Assessments 18 Tata Affirmative Action Programme 23 Tata Education Excellence Programme 27 Capability Building 30 Tata Best Practices Programme 38 Deep Dives 45 Safety 50 Tata Network Forums 52 Events 2 CUSTOMER STORIES 59 Tata Consultancy Services 62 Tata Consumer Products 65 Tata Steel 69 The Indian Hotels Company 72 Voltas 76 Tata Realty & Infrastructure 79 Tata Sky 81 Infiniti Retail 84 Tata AutoComp Systems 87 Tata Steel Downstream Products 90 Tata Metaliks 92 Indian Steel & Wire Products 94 Tata Martrade International Logistics Annual Report 2019-20 3 PURPOSE To Partner with Tata Companies in their Journey of Excellence to Achieve World Class Performance Customer at the Centre of all Activities S Padmanabhan, Executive Chairman, Tata Business Excellence Group he year 2020 has brought many challenges capabilities in the Tata Group through our for the entire world. In addition to the Exciting, Enriching and Experiential capability TCOVID-19 pandemic, the world has been building programmes. The theme of collaboration dealing with natural calamities and man-made and customisation is carried through in all our problems that are shaking the core of how programmes, with inputs from BE Heads, CSR and humanity has functioned. However, I am confident AA Heads, Safety Heads, and Chief Information that as always, we will all come together to draw Officers and Chief Data Officers. strength from each other and overcome the While EDGE webinars and best practices continue difficult situations while taking lessons from all to add value for companies, the EPIC programme these events. was introduced to enable them to adopt practices In the past year, Tata Business Excellence Group from other Tata companies. With 45 such has endeavoured to put the Customer at the centre programmes conducted across 20 Tata companies for everything it does. To ensure that our offerings in the last year, we envision conducting many more help Tata companies in areas of importance to EPIC programmes in the coming year to accelerate them, our emphasis was on partnership and the learning and sharing between Tata companies. collaboration. Each project was executed through Deep Dive engagements continued to help a partnership approach, which ensured that the companies in making improvements in the specific company was involved in each stage of the process. areas highlighted in the TBEM Assessments, and 6 In our move towards customising our offerings, we such interventions were completed in the past year. created a unique customised model for the TCS In the Safety & Health Management area, TBEM Assessment process last year in collaboration we conducted Felt Leadership programmes, with TCS. This model was a success and we want Deep Dives and the Safety & Health Conclave. to implement our learnings in many companies, Significant support was provided in helping keeping in mind their unique requirements. companies tackle the COVID-19 situation by At the JRDQV function on 29 July, 2019, sharing best practices and connecting companies Tata Sponge won the JRDQV Award. Titan and through webinars and social media. Tata Steel were recognised in the Industry The Tata Affirmative Action Programme (TAAP) Leader category. and Tata Education Excellence Programme (TEEP) Data Maturity Assessments, which we started continued to connect with the communities in as a Group initiative in 2018, has helped many which Tata companies function. companies till date, and considering the Tata We look forward to working more deeply with Group’s emphasis on data driven excellence, will Tata companies and partnering with them in increasingly be leveraged by all companies. their journey of excellence to achieve world class We have continued building Business Excellence performance. l Annual Report 2019-20 5 GOVERNING COUNCIL Aarthi Subramanian CK Venkataraman Guenter Butschek Chief Digital Officer Managing Director CEO Tata Sons Titan Company Tata Motors Harish Bhat Puneet Chhatwal Rajiv Sabharwal Brand Custodian MD and CEO MD and CEO Tata Sons The Indian Hotels Company Tata Capital S Padmanabhan T V Narendran Executive Chairman Managing Director Tata Business Excellence Group Tata Steel 6 LEADERSHIP TEAM S Padmanabhan NK Sharan MK Nagabhushan Vice President Vice President (Retired in April 2020) Anil Menghrajani Sanjeev Singh Deepak Deshpande Assistant Vice President Assistant Vice President Assistant Vice President Vinod Kumar Gautam Gondil Assistant Vice President Assistant Vice President Annual Report 2019-20 7 Performance HigHligHts 2019-20 TBEM ASSESSMENTS 16 Tata companies 203+ 48 senior leaders underwent the TBEM assessors and CEOs participated Assessment process in the Mentors Meet in 2019 52 companies participated Data MatURITY TATA AFFIRmatIVE ACTION PROGRAMME Completed Average score across assessments for 10 companies was 10 companies Tata companies from 51 assessors 514 October 2018 participated in TAAP assessments T ATA EDUcatION EXCELLENCE PROGRAMME 75 211 principals 36 schools assessors and teachers trained covered in Annual in teaching-learning TEEP Assessment mentors 6 techniques Programme 2019 participated in the TEEP assessment CAPABILITY BUILDING Embracing Business Business Excellence EBE for Leaders Excellence (EBE) programme Champions Programme held for organised for for Managers conducted for 4 Tata companies 4 Tata companies 6 Tata companies 8 BE ST PRACTICES 48 practices 31000+ active users 49 EDGE Webinars uploaded on the conducted EDGE Portal 645 promising practices on the EDGE Portal DEEP DIVES Tata Coffee, Tata NYK 6 Deep Dives Shipping, Tata Motors, Trent conducted in Hypermarket, Tata International 2019-20 DLT, Tata Asset Management SAFETY Felt Leadership Programmes conducted for MDs and senior 100+ participants managers of Tata Chemicals, Tata Power, IHCL and Tata Coffee 40+ Tata companies participated in the 2-day Safety Conclave TATA NETWORK FORUMS 68 Events & Workshops, 2 Quiz, 5 Cultural Programmes EVENTS JRDQV 2019 BEC 2019 BE Heads Meet Tata Sponge recognised as JRDQV participants BE Heads from award winner 300+ 60+ including CEOs, Mentors, the Tata Group attended Assessors and senior leaders Annual Report 2019-20 9 TBEM ASSESSMENTS The TBEM Assessments serve to institutionalise a culture of excellence and improvement within Tata companies on the back of the Tata Business Excellence Model. The TBEM Assessment process leverages the talent pool and knowledge base of the Group and helps companies build on improvement areas and identify key opportunities for excellence. 16 Tata companies 203+ assessors from 52 underwent the companies participated, TBEM Assessment including 53 first-time process in 2019 assessors 48 senior 4 companies identified leaders and CEOs as Emerging Industry participated in the Leaders; 1 identified as Mentors Meet Benchmark Leader 10 Annual Report 2018-19 10 Annual Report 2019-20 11 Tata Sponge recognised as the JRDQV 2019 award winner. or 25 years now, the company is accurate and achieved by two key measures: TBEM Assessment insightful, thus indicating n Improving partnerships with Fprocess has served a relevant path for the companies as an enabler of Business company to move towards n Customisation of the TBEM Excellence for the Tata strategic business goals. Assessment based on Group. Over time, it has the applicant company’s evolved into a strategic The TBEM Assessment complexity and maturity management tool that process also helps a delivers diagnostic feedback higher-order capability Last year also saw a degree into key operational building as it contributes of experimentation in the processes, highlighting both to a continually growing TBEM Assessment process, strengths and weaknesses pool of internal business along with a move towards and shining a light on the excellence assessors. As institutionalisation of changes path to improvement. a corollary to the TBEM intended to simplify the At the heart of the Assessment and feedback process. The intent, as always, TBEM Assessment is the process, companies get has been to enhance value-add customised Tata Business further direction in their and deepen the partnership Excellence Model, a holistic improvement journey by with Group companies. framework that has been inputs of best practices Some of the novel moves consistently refined over the from within the Group. include: years to keep it synchronised a) A complete re-look at with the dynamic business KEY ACHIEVEMENTS the approach for the TCS environment. This constant The focus in FY19-20 was on TBEM Assessment, by refreshing of the TBEM creating maximum value for moving towards a greater process ensures that the companies that are a part of degree of customisation feedback received by the TBEM Assessments. This was and an n=1 approach. This 10 Annual Report 2019-20 11 measure will help ensure Some of the key changes faster on the excellence value-add through the in the TBEM Assessment journey. TBEM Assessments. process have been towards b) Multiple changes to the simplification, so that The process changes that process to build a more participating companies find have been institutionalised collaborative approach. the effort less intensive and include: Some of the changes are: more efficient. Companies n Finalisation of the TBEM n Inclusion of internal are being supported with Assessment team, post the assessors better tools and guidelines, company's
Recommended publications
  • Is the Vice Chairman and Managing

    Is the Vice Chairman and Managing

    Mr Jayadev Galla Vice-Chairman Amara Raja Group Mr Jayadev Galla (Jay) is the Vice Chairman and Managing Director of Amara Raja Batteries Limited (ARBL), a leading manufacturer of Advanced Lead Acid batteries for Industrial and Automotive applications. ARBL is a joint venture between Amara Raja group and US based Johnson Controls Inc. (JCI). JCI is a USD 35 billion conglomerate and the global leader in building efficiency, automotive interior experience and automotive power solutions. The company owns the brand name “Amaron” which is the second largest selling automotive battery brand in India today. ARBL is a widely held public limited company listed on the National Stock Exchange of India Limited and the Bombay Stock Exchange Limited. The gross revenue for the year ending March 31, 2012 is more than USD 450 mn. Achievements Spearheading ARBL’s automotive batteries (Amaron) venture Striking a partnership with JCI, U.S.A. for the automotive battery business Winning the prestigious Ford World Excellence Award in 2004 achieved by meeting global delivery standards. ARBL is the 3rd supplier from India to be given this award. Posts and Responsibilities Confederation of Indian Industry Young Indians National Branding Chair Young Indian’s National Immediate Past Chairman Young Indians Immediate Past Chairman - District Chapter Initiatives Amara Raja Group of Companies Vice Chairman, Amara Raja Power Systems Limited Vice Chairman and Managing Director, Amara Raja Electronics Limited Vice Chairman, Mangal Industries Limited Director, Amara Raja Infra Private Limited Director, Amaron Batteries (P) Ltd. Director, Amara Raja Industrial Services (P) Ltd. Permanent Trustee of the Rajanna Trust The Trust was established in 1999 and is dedicated to rural development and to improve the economic conditions of the farmers in Chittoor District, Andhra Pradesh.

  • Index Outlook June 2021

    Index Outlook JUNE 2021 June 28, 2021 Nifty Sectoral Weights* Weight Weight Change Earnings stage smart upgrade, further upside seen… Sectors (Nov 2020) (Jun 2021) (bps) Indian markets have shown resilience in the recent past and scaled new BFSI 37.8% 37.4% -42 highs amid encouraging corporate earnings in Q4FY21 led by the upswing IT 16.4% 16.3% -9 in key commodities prices and strong underlying demand prospects. GST Oil and Gas 14.1% 12.6% -153 collection at ~| 1.02 lakh crore for May 2021 (eighth consecutive month of FMCG 8.5% 8.2% -34 >| 1 lakh figure) is testimony to robust domestic macroeconomics. Going Capital Goods 2.3% 2.7% 37 forward, with peak of the Covid resurgence behind us, increasing pace of Auto 5.3% 5.3% 1 vaccination domestically and calibrated state specific unlocking under way, Metals and Mining 2.3% 3.5% 117 we expect economic activity to bounce back sharply in 9MFY22E. Our view Power 1.7% 1.6% -8 is further reinforced by the step up capex by the government, which will Telecom 2.1% 1.9% -21 Report Special create multiplier effect on the economy. We expect the present broad-based Pharma 3.5% 3.5% -1 up move in markets to continue, with small cap and midcaps leading the Others 5.9% 7.1% 123 gains. We continue to like IT & pharma space as structural plays in the market. Total 100% 100% Exhibit 1: Nifty and Sensex targets *Index weights are dynamic in nature Revised Sensex & Nifty Target resultant to market price movement & Earnings Estimates FY19 FY20 FY21 FY22E FY23E susceptible to change going forward Nifty EPS (₹/share)
  • “Tata Motors Group Q3 FY18 Earnings Conference Call”

    “Tata Motors Group Q3 FY18 Earnings Conference Call”

    “Tata Motors Group Q3 FY18 Earnings Conference Call” February 05, 2018 MANAGEMENT: MR. N. CHANDRASEKARAN – CHAIRMAN, TATA MOTORS MR. GUENTER BUTSCHEK – MANAGING DIRECTOR & CHIEF EXECUTIVE OFFICER, TATA MOTORS MR. P.B. BALAJI – CHIEF FINANCIAL OFFICER, TATA MOTORS GROUP DR. RALF SPETH – CHIEF EXECUTIVE OFFICER, JAGUAR LAND ROVER MR. KENNETH GREGOR – CHIEF FINANCIAL OFFICER, JAGUAR LAND ROVER MODERATOR: MR. CHIRAG SHAH – RESEARCH ANALYST, EDELWEISS SECURITIES Page 1 of 31 Tata Motors Group February 05, 2018 Moderator: Ladies and Gentlemen, Good Day and Welcome to Tata Motors Q3 FY2018 Earnings Conference Call, hosted by Edelweiss Securities Limited. As a reminder, all participant lines will be in the listen-only mode. There will be an opportunity for you to ask questions after the presentation concludes. Should you need assistance during the conference call, please signal for an operator by pressing ‘*’ followed-by ‘0’ on your touchtone phone. Please note that this conference is being recorded. I now hand the conference over to Mr. Chirag Shah from Edelweiss Securities. Thank you and over to you, sir. Chirag Shah: Thank you, Ali. Hi, everyone. Good afternoon and good evening. Thank you for joining Tata Motors’ Q3 Earnings Call. We thank the management for giving us the opportunity to host the call. From the management side we have today with us Mr. N. Chandrasekaran – Chairman; Mr. Guenter Butschek – MD & CEO, Tata Motors; Dr. Ralf Speth – CEO, Jaguar Land Rover; Mr. P.B. Balaji – Group CFO, Tata Motors; Mr. Kenneth Gregor – CFO, Jaguar Land Rover and other members of the Investor Relations team. Now, I would request Mr.
  • NIFTY Midcap

    NIFTY Midcap

    February 28, 2018 The NIFTY Free Float Midcap 100 Index is designed to capture the movement of the midcap segment of the market. The NIFTY Free Float Midcap 100 Index comprises 100 tradable stocks listed on the National Stock Exchange (NSE). NIFTY Free Float Midcap 100 Index is computed using free float market capitalization method, wherein the level of the index reflects the total free float market value of all the stocks in the index relative to particular base market capitalization value. NIFTY Free Float Midcap 100 can be used for a variety of purposes such as benchmarking fund portfolios, launching of index funds, ETFs and structured products. Index Variant: NIFTY Free Float Midcap 100 Total Returns Index. Portfolio Characteristics Statistics Since Methodology Free Float Market Capitalization QTD YTD 1 Year 5 Years Inception No. of Constituents 100 Returns (%) # -6.95 -6.95 19.32 21.13 21.70 Launch Date July 18, 2005 Since Base Date January 01, 2003 1 Year 5 Years Inception Base Value 1000 Std. Deviation * 14.40 17.13 22.66 Calculation Frequency Online Daily Beta (NIFTY 50) 1.16 0.96 0.84 Index Rebalancing Semi-Annually Correlation (NIFTY 50) 0.76 0.82 0.85 Sector Representation Fundamentals Sector Weight(%) P/E P/B Dividend Yield 47.29 2.79 0.91 FINANCIAL SERVICES 19.97 CONSUMER GOODS 13.14 Top constituents by weightage PHARMA 9.80 INDUSTRIAL MANUFACTURING 6.73 Company’s Name Weight(%) SERVICES 6.68 RBL Bank Ltd. 2.19 ENERGY 6.56 Container Corporation of India Ltd. 1.91 AUTOMOBILE 6.55 IT 6.23 Voltas Ltd.
  • Consumer Goods Recovery in Discretionary and Urban Sales Led to Better Q3 Sector Update

    Consumer Goods Recovery in Discretionary and Urban Sales Led to Better Q3 Sector Update

    Consumer Goods Recovery in discretionary and urban sales led to better Q3 Sector Update Consumer goods companies’ Q3 performance was driven by sales recovery of Q3FY2021 Results Review discretionary categories (such as value-added hair oil and personal care products), sustained higher demand for healthcare and hygiene products, better traction to Sector: Consumer Goods new launches, and higher demand in rural markets coupled with improving demand in urban markets. General trade continues to grow strongly, e-commerce mix to Sector View: Positive overall revenue is improving due to higher sales and modern trade channel has witnessed sequential improvement due to recovery in urban sales. Most consumer goods companies under our coverage registered organic revenue growth of 6%-16%, driven by domestic volume growth of 7%-18% in Q3. Paint companies, including Asian Paints, registered strong volume growth of 30%, led by sustained high demand in tier III/IV towns and improving demand in metros and top cities due to receding scare of virus and improving construction and real estate activities. Overall, Sharekhan’s consumer goods universe registered revenue growth of ~14% in Q3FY2021, better than 9.1% growth achieved in Q2FY2021. Significant increase Our coverage universe in prices of palm oil, copra, other edible oils, and raw tea/coffee resulted in gross Companies CMP Reco. PT margin decline for companies such as HUL, Godrej Consumer Products (GCPL), (Rs) (Rs) Marico, and Tata Consumer Products (TCPL). However, lower ad spends and cost- Asian Paints 2,389 Buy 3,000 saving initiatives arrested the sharp decline of 80-100 bps in operating profit margins (OPM) for some companies.
  • Challenges in Creating and Managing an Indo-International Joint Venture Brand

    Challenges in Creating and Managing an Indo-International Joint Venture Brand

    Feature By Saurabh Uboweja Challenges in creating and managing an Indo-international joint venture brand a genuine impact on the market, it must survive and thrive for a When assessing future partnerships, it is worth minimum of five to seven years. Such short-lived JVs serve to erode considering some the biggest and most popular joint confidence and trust in the success of future JVs with the same or ventures between Indian and international brands, other partners. and the challenges that they have encountered The main reasons for this trend include trust and transparency issues, differences over the JV’s future course of action and management control, and unstable economic or regulatory environments. Interestingly, trust and transparency or decisions on the JV’s future can be managed if the JV defines its brand values and India is one of the largest and fastest-growing consumer and vision upfront. It is important to build a team that believes in the JV industrial markets in the world, so it is only natural that brand from the word go. It is equally important for the JV to stick to multinationals are interested in grabbing a piece of this pie as their its brand definition in times of adversity, in order to see it through. existing markets become saturated. Equally, Indian companies However, this is easier said than done, as the focus in a JV is usually want international capabilities and to consolidate their brand on business synergies as opposed to brand synergies. Branding is presence in their own country – something which could take years an emotional subject, whereas business is a practical one.
  • Voltas Limited and Arçelik A.S. Join Forces in India Joint Venture Company to Be Established to Tap India’S Growing Consumer Durables Market

    Voltas Limited and Arçelik A.S. Join Forces in India Joint Venture Company to Be Established to Tap India’S Growing Consumer Durables Market

    Voltas Limited and Arçelik A.S. join forces in India Joint Venture Company to be established to tap India’s growing consumer durables market Mumbai (India), May 23, 2017 Voltas Limited -- A Tata Enterprise, and Ardutch B.V. (a subsidiary of Arçelik A.S.; part of the Koç Group – Turkey’s largest industrial and services group), have agreed to establish a Joint Venture Company (JVC) in India, to enter the consumer durables market in the country. The new company to be incorporated in India will be an equal partnership joint venture. The proposed JVC will leverage the strong brand presence and wide sales and distribution network of Voltas, which is the market leader for residential air-conditioners in India, with over 20% market share. Arçelik will bring to the JVC its strong R&D and manufacturing prowess, in addition to a wide product range and global sourcing capabilities. Beko, the global brand of Arçelik A. Ş., has been the fastest growing home appliances brand of Europe for the past 7 years. The brand is the market leader in UK and the #1 freestanding white goods brand of Europe. The complementary strengths of the two partners will help build a sustainable consumer durables business in India. The proposed JVC will launch refrigerators, washing machines, microwaves and other white goods / domestic appliances in India. A manufacturing facility will be set up in the country, and the JVC will also source products from Arçelik’s global manufacturing facilities and vendor base. The Consumer Durables market in India is slated to grow by 10%-12% per annum and reach US$ 12 billion by 2027.
  • Digital Transformation at Airports AGENDA

    Digital Transformation at Airports AGENDA

    Digital Transformation at Airports AGENDA ● About Us ● Airport Digital Transformation ● Outcome ● Our Experience ● Annexures About Us BIG EXPERIENCES Group Creds $5B 131,000 37 18 90 1,000 Award in revenue employees nationalities languages countries clients winning Years we went from being a small start up to the largest independent agency. Acquired by TechM 2019 Creative AWARDS WON RECENTLY o Barcelo Horizon Tetley o Tata Cliq o Himalayan Water o Jay Strongwater o Harvey Nichols o LK Bennett - o Shoppers Stop o Digi o Titan o Montblanc o Lorna Jane o Mr. & Mrs Smith Best re-design o Fastrack o MontBlanc o Titan o Kangaroos of the year o Love Bonito o Diesel o Tata Cliq o Titan o Matthew Williamson o Diesel o Myla Seduction o Mia (Tanishq) o Kangaroos Matthew o Harvey Nichols - o Redbullshop.co o BORN Group o Featured as Commerce Content Best in show m (Peoples website Williamson o o Reliance AJIO Myla Company of o India Agency Choice) o Tom Seduction the Year Awards 2019 Dixon Smythson o BORN Global Agency CEO of o Born Group o Myla Valentines Management Team the Year Website o Agency of the o BORN Creative Design Tata Cliq Year Malaysia o We synthesize 10 specialisms (3 shown above): • Consulting • Completeness (social, mobile, • Creative reviews, ratings, feedback) • Content • Channels • Commerce • Cohesion (integrations) • Cognition (analytics) • Conversions • Cloud 6 CX PX SX OX DX Customer Experience Physical Experience Service experience Operational experience Data experience • Order orchestration between • Strategy • Product design
  • Annexure to the Directors' Report

    Annexure to the Directors' Report

    Infosys Annual Report 2011-12 Additional Information Annexure to the Directors' report Information as per Section 217 (2A) of the Companies Act, 1956, read with the Companies (Particulars of employees) Rules 1975, and forming part of the directors’ report for the year ended March 31, 2012 Employee name Title / Role, Unit Qualification Age Experience Joining date Gross Previous employment and (in years) remuneration (`) designation Abhay M. Kulkarni VP and Delivery Head, BE 45 24 Feb 26, 1990 81,23,672 TISCO, Graduate Trainee FSIADM Abhishek VP and Delivery Head, PED B.Tech 39 19 Jul 1, 1993 71,92,874 – Anurag Vardhan Sinha VP and Delivery Head – BE 41 19 Oct 7, 1992 79,74,924 – ADM, Energy, Utilities, Communications and Services, ECSADM Ashok Vemuri Member of the Board and BSC (H), PGD 44 20 Oct 1, 1999 5,67,87,389 Bank Of America, AVP Global Head – Financial Services & Insurance and Strategic Global Sourcing Balakrishna D. R. AVP and Consulting and BE 40 18 Feb 7, 1994 67,87,064 HCL – HP, Customer Systems Integration Practice Engineer – Trainee Head, Energy, Utilities, Communications and Services – SAP, ECSSAP Balakrishnan V. Director and Chief B.Sc, ACA, ACS, 47 25 Sep 2, 1991 2,96,16,476 Amco Batteries Limited, Financial Officer AICWA Senior Accounts Executive Bhuvaneswari VP and Delivery Head – B.Sc, MCA 47 24 Aug 28, 2000 74,39,750 Citibank, AVP Sundaram ADM, Financial Services and Insurance, FSIADM Binod H. R. SVP and Global Head – BE 49 26 Aug 2, 1993 83,61,969 MICO, Senior Engineer, Corporate Relations and Technical Sales Commercial, CORP Chandra Shekar Kakal SVP and Member – Diploma, BE, 51 28 Mar 1, 1999 2,35,49,676 Ramco Systems, Product Executive Council and PGD, MBA Manager Global Head – Business IT Services, CORPADM Chandraketu Jha VP and Head – B.Com, CA 48 25 Jun 26, 2000 82,48,082 Global Business Commercial, Purchase Dimensions, Head of Accounts and Finance Charles Henry Hawkes VP and Head – Facilities B.Sc, PGCBM 52 27 Nov 15, 1996 69,99,980 Trans Oceanic Travel, Manager Deepak N.
  • Annual Report 2007 | Reports & Filings | Investors

    Annual Report 2007 | Reports & Filings | Investors

    Once upon a time, the world was spiky. Opportunities were unequal across countries, information was often walled and new economies were unheard of. But around the mid 990s, things started changing. Wealth began to spread, opening up fresh markets. A baby-boomer generation aged in developed countries while a Gen-Y exploded in emerging ones, rebalancing the workforce and propelling new economies. Technology became ubiquitous, connecting people and information. Together, these disruptive forces rearranged and leveled the global business-scape. Braving the waves of complex regulations and changing customer expectations, a new breed of entrepreneurs arrived to claim the unexplored land. They found a flat world. We live in exciting times. Infosys Annual Report 2006-07 | Winning in the Flat World Nandan M. Nilekani, CEO and Managing Director, Infosys Technologies Ltd., in conversation with Brianna Yvonne Dieter, Executive – Academic Relations, Infosys Technologies Ltd. Recently you have been talking about the world becoming companies should beat them by making their operations more flat. Could you elaborate further? cost-competitive and globally efficient. We believe that four major trends are changing the business Create customer loyalty through faster innovation: Customers stay landscape. They are: with companies which have the most innovative and useful products and services. Therefore, companies must be able to innovate rapidly The emergence of developing economies creating new markets l to offer products and services that customers value. In many cases, and accessible talent pools, this may require co-creating these offerings with customers or l A global shift in demographics, driving companies to tap young partners. and skilled talent pools outside of industrialized countries, Make money from information: Despite years of investment in l The ongoing adoption of technology which is changing how systems, few companies are truly able to leverage information to consumers and companies use technology, and improve their operational or financial performance.
  • ICICI Securities – Retail Equity Research Result Update Marico

    ICICI Securities – Retail Equity Research Result Update Marico

    Marico (MARLIM) CMP: | 546 Target: | 630 (15%) Target Period: 12 months BUY August 1, 2021 Saffola growth momentum continues… About the stock: Marico is one of the major FMCG companies present in hair oil, edible oil, foods & personal care segment. Major brands include Parachute, Saffola, Nihar, Hair & Care, Set Wet, Livon and Beardo. Particulars The company has an overall distribution network of more than 5 million Particulars (| crore) Amount outlets and direct reach of ~1 million outlets. Through its stockist network, Market Capitalization 70,503.0 it reaches 58000 villages Total Debt (FY21) 340.0 Cash and Investments (FY21) 1,572.0 Update Result With the high gross margins of ~47%, Marico is able to spend 10% of its EV 69,271.0 sales for advertisements to support new categories & products 52 week H/L (|) 552 / 333 Equity capital 129.0 Face value (|) 1.0 Q1FY22 Results: Marico reported robust revenue growth in Q1FY22 results. Shareholding pattern Sales were up 31.2% YoY with strong volume recovery and price hikes (in %) Sep-20 Dec-20 Mar-21 Jun-21 EBITDA was at | 481 crore, up 3.1% YoY, with margins at 19% Promoter 59.6 59.6 59.6 59.6 FII 23.7 24.2 24.0 25.0 Consequent PAT was at | 365 crore (down 5.3% YoY) DII 10.4 10.2 10.2 9.7 Others 6.3 6.0 6.2 5.7 What should investors do? Marico’s share price has given 84% return in the last five years (from | 297 in July 2016 to | 547 in July 2021).
  • Tata Consumer Products

    Tata Consumer Products

    Equity Research INDIA June 16, 2020 BSE Sensex: 33229 Tata Consumer Products ADD ICICI Securities Limited Maintain is the author and Annual Report Analysis Rs371 distributor of this report Story through key words = ‘The platform for better’, Regional, Digital transformation, Direct delivery to consumers and Change in consumer habits. Company Update We like TCPL’s strategy to (1) focus on regional launches to gain market shares as consumer preferences change in different states, (2) leverage Tata Sampann Consumer Staples & brand to launch food products such as nutrimixes/ chilla mix, poha, and pulses Discretionary based snacks and (3) invest in digital transformation from sourcing to distribution, (4) keep closer connect with consumers as the habits/ buying pattern Target price Rs415 are likely to change and (5) enable direct delivery of products through delivery providers and e-commerce partners. We stay believers; retain ADD rating with Earnings revision (%) FY21E FY22E SoTP based target price of Rs415. Sustained improvement in return ratios (EVA Revenues 0.0 0.0 positive) is integral for long-term value creation. EBITDA 0.0 0.0 ‘The platform for better’ strategy: The annual report speaks about ’The platform PAT ↓ 2.6 ↑ 2.1 for better’ strategy. The company wants to push boundaries in all business activities to improve product quality, productivity and contribution to the people and planet. Change in spotlight from National to Regional: TCPL came out with campaigns Shareholding pattern targeting each state separately in FY20. It changed the product packaging as well as Sep Dec Mar method of communication to connect with regional consumers. Key states targeted ‘19 ‘19 ‘20 Promoters 34.5 34.5 34.7 under this strategy were UP, Delhi, Punjab and Haryana.