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 BECTST PRA ICES

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 approval

n A more focused leveraging to enable them to move n Measuring company of the capabilities within expectations met, as a the assessment team metric

-- shifting away from the n Reaching a formal everyone-doing-everything understanding with mode, while ensuring that assessee companies on the entire team is on the ‘necessary information same page and everyone and documents’ to be is aware of all information shared during the TBEM regarding the TBEM Assessment Assessment The team n ADLI-led consensus n Enhanced engagement members were very calls and SVI-led TBEM between the company and open to understanding Assessment meetings, assessment teams; this has the company's context instead of presentation-led been enabled by holding and demonstrated the discussions multiple conversations spirit of appreciative n Paperless TBEM with the company so as to Assessments enquiry. The site visit ensure that participating n Feedback on the interactions were companies find the TBEM application very transparent and Assessment outcomes to be strategically significant development-oriented. Key Events The mentor contributed n Enhancement of the Mentors Meet 2019 Assessment hub to enable immensely in providing Every year, the Mentors teams to record, collate, industry perspective Meet kick-starts the annual and publish site visit issues and insights to both the TBEM Assessment cycle.

n Improvement in the company and the team.” This year’s Mentors Meet mechanism of feedback Abraham Stephanos was held on June 21, 2019, collection from all MD, Tata Steel Downstream and brought together stakeholders Products senior leaders, mentors

12 The Titan team receiving the Industry Leader award at the JRDQV event on July 29, 2019. and team leaders of 16 Tata Business Excellence LOOKING AHEAD companies participating in Convention TBExG’s renewed purpose the 2019 TBEM Assessment The 2019 Business is ‘To partner with Tata Cycle. 48 senior leaders Excellence Convention (BEC) companies in their journey of and CEOs across the Group was held at Taj Lands End, excellence to achieve world were present at the event in Mumbai, on December 9-10, class performance’. Keeping Bombay House, Mumbai. 2019. The event was graced in mind the companies’ by over 300 delegates, expectations from the Mentors’ Presentation including the Group TBEM Assessment process, Following tradition, TBExG Chairman, Mentors, Team TBExG plans to make the brought the 2019 TBEM Leaders, Assessors, CEOs and process more customised, Assessment Cycle to a senior leaders from across collaborative and celebrated. close with the Mentors’ the Group. This will be taken forward Presentation on December through a more experiential, 2, 2019. Mentors of the 16 The convention celebrated exciting and enriching participating companies and the contribution of teams stakeholder engagement. senior leaders presented the and individuals to the TBEM The key objectives for FY20- strategic findings to Group Assessment Cycle. It also 21 will be around 3Cs to:

Chairman N Chandrasekaran, recognised the contribution n Customise TBEM in the presence of the TBExG of the teams that conducted Assessments to the Governing Council. Deep Dives and Dip Checks. needs of the companies,

Annual Report 2019-20 13 The Tata Steel team receiving the Industry Leader award at the JRDQV event on July 29, 2019.

Companies practicing n=1 in letter For each of these focus areas, recognised at the and spirit. several action points are JRDQV function on n Collaborate with the being developed that will July 29, 2019 companies, Business help continuously strengthen JRDQV Award Excellence Heads and the TBEM Assessment Winner assessors' fraternity process and deliver even Tata Sponge to bring together the greater value to the Tata right talent and domain companies. l Emerging Industry expertise in the TBEM Leader ISWP, Tata Steel Assessment process and Thailand, Tata AIA co-create value Life Insurance, Voltas n Celebrate and and Tata Motors acknowledge the value derived from the TBEM Industry Leader Assessment experience Tata Steel, Titan and through the recognition Tata Sponge architecture

14 Annual Report 2019-20 PB DATA Maturity Assessments TBExG's new offering is designed to help Tata companies become data-driven organisations and support them in their journey by conducting Data Maturity Assessments.

Completed 10 Assessments from October 2018 for:

Infiniti Retail Tata Power Delhi Distribution Titan JUSCO (Now Tata Steel Utilities Indian Hotels and Infrastructure Services) Tata Chemicals India Tata Communications Tata Capital Tata Global Beverages (Now Tata Consumer Products) Rallis

PB Annual Report 2019-20 15 n increasing number of data-driven decision DATOM has gone through of companies today making in the companies, and continuous evolution Aare leveraging thereby help define a desired in sync with evolving data insights to create state for the future. industry trends and TCS is competitive advantage as committed to maintaining a strategic pathway for KEY ACHIEVEMENTS this evolutionary journey, growth. Companies are The DATOM Framework thereby ensuring that the adopting a data-centric TCS’s proprietary framework TBExG-TCS partnership will approach that goes beyond DATOM™ — an outcome have continued access to just installing the right of years of experience in contemporary trends and tools and applications by conducting Data Maturity practices. moving towards putting data Assessments for its and analysis at the core of customers through its Global Data Maturity Assessments everyday business processes. Data Analytics practice — The assessment is intended was selected by TBExG as the to help companies TBExG had initiated Data most suitable Data Maturity understand their maturity Maturity Assessments as a Assessment framework for level towards evolving into new offering in FY19-20 to the Tata Group. a data-driven company. It supplement the efforts of involves diagnostics of the group companies in dealing four core DATOM dimensions with the fast-emerging of people, technology, data paradigms of the digital management and process world and the associated aspects of the organisation. phenomenon of ‘all- The DATOM assessment pervasive real-time data’. The results in a comprehensive offering on Data Maturity analysis of the company’s Assessments is designed to current situation and help group companies on related challenges across 23 their journey of data-driven We clearly found result areas under the four excellence. the exercise very useful. dimensions. The observations have Towards this objective, Of the four dimensions, given us an outside-in TBExG has partnered data management is at the view of where we are with Tata Consultancy heart of the framework and Services (TCS) to leverage and areas on which we probes key result areas such their patented diagnostic need to work.” as data governance, data instrument DATOM™ that R aJIV Sabharwal architecture, data quality, identifies the current state MD and CEO, Tata Capital security, data planning,

16 Annual Report 2019-20 17 Participants at TCS's Data Maturity Assessment programme on May 6-7, 2019.

decision management, etc. conducting an Experts The DATOM framework Training Programme on also covers other result the DATOM framework and areas such as technology Data Maturity Assessments landscape, business for applicant companies, engagement and people as well as for potential competency. The DATOM assessors. The programmes framework was updated with Data Maturity is for Tata companies have the inclusion of industry- a foundational need to included classroom sessions, specific areas for assessment drive analytical insights in-house training, TNF in the current year. and digitisation. The events, senior leadership TBExG assessment sessions and learning During FY19-20, TBExG was a useful exercise through participation in the completed five pilot to identify where we Data Maturity Assessments assessments in Tata stand and the areas to as assessors. In addition, Chemicals India (Separately address in our journey.” TBExG has started offering for India Chemicals Business in-house programmes on K R Venkatadri and Consumer Products essentials of Data Maturity Chief Innovation and Digital Business), JUSCO (Now for business teams with the Officer, Tata Chemicals Tata Steel Utilities and first programme for Tata Infrastructure Services), Motors in January 2020. Tata Global Beverages (Now TBExG diagnostic services Tata Consumer Products) to build the process steps Looking Ahead Tata Communications and and develop tools to make In FY20-21, TBExG plans to Tata Capital (Separately for the assessment process select and train a bigger the three lines of business repeatable, time-bound and pool of assessors on Data viz. Commercial Finance, simple. Maturity and conduct Consumer Finance, Housing assessments in 8-10 Tata Finance). The assessments, Training companies as well as conducted between April In an effort to create extend the coverage of 2019 and March 2020, were evangelists for adoption of Data Maturity trainings and led by TCS SMEs and were data-driven excellence in assessments to European designed as customised companies, TBExG has been geography. l

16 Annual Report 2019-20 17 Tata Affirmative Action Programme The Tata Affirmative Action Programme is an effort to build a more inclusive society and open up livelihood and learning opportunities for underprivileged Dalit and tribal communities.

New AA policy 10 companies highlights social and 51 assessors equity and participated in inclusive growth TAAP assessments

Average score Tata Motors, Tata Chemicals and Tata across companies Power-DDL won the TAAP Jury Award was 514 for scoring more than 600 points

18 Annual Report 2019-20 19 he Tata Group Employability, Education, and The TAAP assessment drives an initiative Essential enablers (health, process typically starts from Tto actively promote infrastructure, culture, February and extends till inclusion through positive ethnicity, etc.). July. The 2020 assessments discrimination towards have started, however marginalised communities. Companies are assessed the lockdown declared Called the Tata Affirmative on their AA efforts against to contain the Covid-19 Action Programme (TAAP), the TAAP framework. The outbreak has affected the the initiative aims to assessment covers critical schedule and TBExG is improve the quality of aspects such as AA vision considering extending the life among India's most and strategy, engagement assessment cycle. disadvantaged groups, and of leadership, processes is considered a vital part of followed for AA initiatives, Apart from the assessments, the excellence journey. and the subsequent results TBExG supports Tata and impact. Based on the companies to inculcate AA In January 2020, the Group assessments, companies are by:

Chairman signed the new assigned scores out of 1,000 n Promoting the AA TAAP policy which highlights points. philosophy through social equity and inclusive webinars, Tata Network growth as critical aspects of Forums (TNFs), the the Group’s AA philosophy. AA magazine, TAAP Under TAAP, Tata companies awareness workshops, etc

follow a practice of giving n Recognising the effort preference to people from and achievements of Dalit and tribal backgrounds individual companies at in recruitment and the TAAP convention procurement. In addition, the companies establish I really appreciate KEY ACHIEVEMENTS opportunities for increased the work done. TAAP TA A P Convention livelihood generation The annual TAAP Convention provides important through interventions for held at Taj Mahal Palace, inputs to progress education and skilling. Mumbai, on September 16, our engagement on 2019, brought together TAAP initiatives broadly a critical issue. I look senior leaders and managers cover the following forward to TBExG's from across the Tata Group, aspects, termed as continuing support.” including Group Chairman N five E’s: Employment, R Mukundan Chandrasekaran, CEOs, and Entrepreneurship, MD, Tata Chemicals heads of CSR, Procurement

18 Annual Report 2019-20 19 The Tata Chemicals team receiving the TAAP Jury Award for crossing the 600-band in the TAAP assessment process in 2019.

and HR from various Tata the accomplishments of Power-DDL) won the year’s companies. various companies in the last TAAP Jury Award for scoring few years in terms of social more than 600 points. The keynote speaker inclusion and outcomes, and was Dr Pratap Bhanu encouraged companies to Increased Engagement Mehta, Professor, Ashoka participate wholeheartedly FY19-20 saw TBExG University, who talked in TAAP. He also emphasised drive more broad-based about why and how Dalits the concept of One Tata conversations on TAAP and tribals have been to scale up initiatives and through various channels, left behind in India’s programmes for a broader such as sharing Best Practices development story. He impact. in AA over the EDGE Portal, also spoke about the role and conducting webinars that business enterprises Awards and Recognitions and workshops. The TAAP can play in addressing such A total of 10 companies and leadership held interactions social issues and challenges. 51 assessors participated in with companies to the assessment process for understand their AA journey. Dr R A Mashelkar, Chairman, the year 2019-20. The scores This is a key input for plans TAAP Governing Council, of the companies have for the coming year. The articulated the AA initiative's shown steady improvement TAAP team was intensively success and emphasised each year with eight out engaged in assisting the need for greater of the 10 participating companies to elevate their momentum in two of the companies improving their AA programmes. E’s — Entrepreneurship and score bands. The average Employment. score across companies Webinar Series was 514. Tata Motors, Tata TAAP webinars are hour-long Mr Chandrasekaran Chemicals and Tata Power sessions that create greater expressed happiness at Delhi Distribution (Tata awareness and engagement

20 Annual Report 2019-20 21 The Tata Motors team receiving the TAAP Jury Award for crossing the 600-band in the TAAP assessment process in 2019.

with the AA journey. These Hypermarket, Infiniti Retail, sessions help to connect AA Tata International and Tata programmes with company Coffee to explore how these CSR activities. In FY19- companies can participate in 20, TBExG facilitated two the TAAP movement. More webinars focused on TAAP. sessions are in the offing. Topics covered included:

I was delighted n Leadership engagement in TBExG organised workshops to see the exhaustive AA with thought leaders

work carried out by the n Development of the AA and prominent people assessment team and vendor base from the AA ecosystem. the outcome shared, n Skilling and employment of Dr Shyam Babu, a Dalit along with suggestions youth ideologue, was invited to that can benefit us. n Developing model villages address Tata executives We have made a n Engagement with on the topic 'What other humble beginning and schools for education countries have done to participated in various enhancement promote AA and mitigate discrimination'. Manisha CSR projects with AA TAAP Workshops Verma, Principal Secretary objectives in mind. The TBExG team has of Maharashtra state’s Tribal Many of the projects conducted a series of talks to Development Department have yielded desired sensitise companies, improve spoke on government results, which have also awareness about the work schemes, interventions and been appreciated by the being done under AA, and convergences. This session assessment teams.” thus bring more companies was attended by about 45 Pradeep Bakshi into the TAAP programme. participants. MD, Voltas Sessions were held for Trent

20 Annual Report 2019-20 21 Best Practice Sharing Capability Building employability and A series of talks was held to Four AA training workshops education initiatives

share AA Best Practices from were conducted in n Encouraging cross-learning within and outside the Tata December 2019 and within the Tata Group Group. January 2020 in Mumbai, and leveraging external

n Piyush Goel, Head of CSR Jamshedpur and Bengaluru. resources

at Tata Power-DDL and There were 99 participants n Improving learning and his colleague, Manisha of which 65% were new sharing of best practices Wadhwa, spoke about entrants. under AA

ABHA — a unique AA n Defining AAP'sT long-term initiative that involves LOOKING AHEAD goals over the next five to women in JJ clusters in a The Tata Group has made 10 years l blended social and business considerable progress on model AA and set new benchmarks

n Amitava Bakshi, Chief with TAAP. However, Procurement Officer, more needs to be done Tata Steel, shared a four- for creating meaningful pronged approach for social impact on SC and ST the development of AA communities. TBExG plans to vendors, which includes deepen TAAP's roots within mentoring and guiding, the Group by:

capability building, n Encouraging more The assessing team performance review and companies to participate was a balanced unit in vendor meets in TAAP terms of background, n Nilesh Desai from n Communication and passion, and penchant Sampark, an NGO, sensitisation of Group for affirmative action. shared his experience of companies Programmes like AA working in Jhabua, Satna n Creating a new offering highlight our national and Jabalpur, for the for facilitating the commitment and upliftment of more than TAAP journey, beyond differentiate the Tata 35,000 Bhil Adivasi families assessments Group from others. living there n Making the assessment ISWP is committed to n Ramlal, a tribal youth process more flexible moving ahead in its AA leader, from Payvhir village n Strengthening AA of Maharashtra, was invited interventions across journey.” to share a case study on Group companies through Neeraj Kant the development of his mentorship programmes MD, Indian Steel and Wire Products village n Strengthening the

22 Annual Report 2019-20 PB Tata Education Excellence Programme A continuous process of training and assessment is the bedrock of world- class improvement initiatives by TEEP to help schools in Jamshedpur, progress towards attaining academic excellence.

211 principals 36 schools 75 assessors and teachers covered in and 6 mentors trained in Annual TEEP participated in the teaching-learning Assessment TEEP assessment techniques Programme 2019

Participating schools 115 people trained submitted 81 projects in TEEP overview, for improvement under assessors’ training (for the 8 improvement Saral, Basic, and Regular initiative categories assessments)

PB Annual Report 2019-20 23 ata Education criteria has undergone TEEP programme for the year Excellence Programme refinements, over the years, 2018-19, were given away T(TEEP) enables schools to ensure simplicity and at a glittering event held on in Jamshedpur’s vicinity ease of use. Schools with a October 19, 2019. Padma to improve the quality of compliance score of above Vibhushan Dr K Kasturirangan academic facilitation through 90% under the Saral and (former Chairman, ISRO & a calibrated programme. Basic programme and schools Chairperson, New Education Since 2003, through TEEP, that move to the next higher Policy Draft Committee, TBExG has been promoting bands under the Regular 2019) graced the occasion educational excellence in assessment programme are as chief guest. Dr Jamshed J the catchment area of the recognised with TEEP Annual Irani, former MD Tata Steel, steel city through regular Awards. Schools that cross and T V Narendran, CEO & facilitations, evaluations, and 600 points on a scale of MD, Tata Steel, also graced other initiatives. 1000 in Regular assessments the occasion. receive the coveted Jamshed There are different J Irani award. Till now, four Of the nine schools that participation options for the schools have been bestowed participated in the Regular schools in the assessment this honour. assessment, three were programme — Saral, Basic recognised for moving and Regular. Through the KEY ACHIEVEMENTS into a new band for the Saral and Basic programme, Annual Awards Function first time. In the Saral and TEEP covers about 35 Hindi- The annual awards, to Basic categories, three medium schools, including celebrate the achievements schools were recognised for rural, government, and of schools participating in the qualifying from Saral to Basic private schools. The Regular assessment programme covers around 25-30 English- medium schools and is conducted once every two years, with a Dip Check done every other year.

Since the introduction of the Saral and Basic programmes, wherein the criteria was created in Hindi for the benefit of the participant School principal receiving an award from Dr K Kasturirangan, former Chairman, schools, the assessment ISRO, for qualifying Basic Assessment category.

24 Annual Report 2019-20 25 L: Dr Jamshed J Irani, former MD, Tata Steel, awarding teachers of Samudayik Uchcha Vidyalaya. R: Dr Kasturirangan was the Chief Guest at the TEEP annual awards function.

and three, for moving to the sharing), Dare to Try participated in the Basic Regular level from the Basic (learning from failures), assessment programme. level. Outstanding Activity Club Three schools among and Teachers Award for them have qualified for Dr Kasturirangan addressed Excellence in Teaching. the Regular programme

a gathering of about 130 Schools also participated n Six Hindi-medium schools principals and educators. in the newly introduced were assessed under the The agenda was to enlighten award category for ‘Good Saral programme, one them on the draft of the Practice Adoption’. has qualified for the Basic New Education Policy, 2019, programme

at the newly inaugurated Annual Assessment n 75 assessors and six Kudy Mahanty Auditorium, in 2019-20 mentors participated Jamshedpur. In FY19-20, the TEEP in the TEEP assessment programme covered 36 programme for the year A total of 36 schools schools in three appraisal participated in the TEEP categories. Improvement Projects

programme. Most of these n Nine schools were 2019-20 schools also participated in assessed under the Participating schools other TEEP improvement Regular programme. Out submitted 81 projects for initiatives such as EQUIP of these, four schools improvement under the (Educational Quality have progressed to the eight improvement initiative Improvement Projects), next band categories. Shortlisted

Innoteaching (innovation in n 12 schools will undergo projects will be presented teaching methods), Pankh Dip Checks before a Jury on EQUIP

(student-led improvement n Nine schools, including & EduQuest Day 2020. stories), Pearl (best practice eight Hindi-medium ones, The best of these will be

24 Annual Report 2019-20 25 recognised at the annual unique practices of five development, school award programme 2020. Hindi-medium suburban/ safety, etc. bustee schools (supported Training and Workshops by Tata Motors and Experiments in Regular

n 115 participants underwent Telecommunications Assessments

training in TEEP overview, Consultants India) that n Each year principals and assessors’ training (for are part of the TEEP teachers undergo a two- Saral, Basic, and Regular programme. The uniqueness day assessor training assessments) of these practices lies in programme before the

n 211 principals and teachers the fact that these schools start of assessments under were trained through have overcome hurdles the Regular programme. workshops related to such as poor attendance, Five principals were invited teaching-learning for high drop-out rates, poor to lead the training and diverse subjects such infrastructure, and lack share their experiences as history, chemistry, of teaching facilities to with the participants. developing spoken-English implement processes Participants were delighted skills in students, teacher to enhance attendance, and claimed that there was effectiveness and addressing improve documentation, a significant value addition

the needs of slow and school safety, and n Two schools showed their differently-abled learners) hygiene in serving mid- willingness to nominate

n TEEP organised a visit of day meals. Innovative, yet a senior assessor of their 11 principals and senior simple teaching-learning school to be a part of the teachers of different practices in chemistry, assessment team as an schools to Kasturba Gandhi history, geography and internal assessor. Both Balika Vidyalaya, Potka, to trigonometry were also teams benefitted hugely understand several unique showcased. These AVs were from their contribution practices of the school. showcased at the awards and inputs during the This is a model residential function in October assessment

secondary school for girls n The annual publication ‘EE n Similar to the previous run by the Government Matters’ 2019 featured year, six school leaders of India, which has been articles from 18 English- successfully played the adopted by The Indian medium schools. For the role of mentors for Steel & Wire Products and first time, the publication assessment teams in FY19- qualified TEEP Saral in 2019. also included articles from 20. Their guidance during nine Hindi medium schools. the assessments added Media and Publications Articles illustrated how TEEP substantial value to the

n Three audio-visuals (AVs) impacted their approaches feedback process l were created to highlight for teacher and student

26 Annual Report 2019-20 PB Capability Building Assimilating experiential, exciting and enriching methodology to build Business Excellence capabilities and create a pathway for performance excellence.

Business Excellence Embracing Business Champions Programme held Excellence for Managers for Tata Communications, conducted for AirAsia, IHCL, Tata Power Solar Tata International, and Tata Steel Tata Reality, TMIBASL, Downstream Products Voltas and Tata Sky

Embracing Business Excellence for Leaders organised for IHCL, Tata Communications, Tata Motors Finance, Tata Global Beverages (now known as Tata Consumer Products)

PB Annual Report 2019-20 27 BExG’s Capability Such Champions Programmes deliberated and strategised Building offerings were facilitated for Tata during the Advanced Tare designed to Consumer Products and Programme for Leaders equip organisations with Jaguar Land Rover colleagues (APL2020) which was held improved Assessor and in Europe and United States. in Taj Mahal Lucknow on Champions capabilities to January 20-21, 2020. The accelerate their Business KEY ACHIEVEMENTS session is organised each Excellence journey towards TBExG facilitates on an year and signifies the world class performance. average of 40+ Capability beginning of the new TBEM Experiential, Exciting and Building programmes Assessment cycle. The Enriching – these three E’s annually and efforts on attendees include Team have underpinned TBExG’s this front have met with Leaders, BE Heads and guest efforts to make the Capability significant success. Due to speakers who reflect on Building programme even the COVID-19 breakout, some the past TBEM Assessment more effective, topical and of the programmes planned and jointly identify relevant. in Q4 had to be postponed improvement opportunities. to the next financial year. As organisation culture is a In keeping with this objective, More than 80% of the more prominent element in FY19-20 saw a renewed respondents in the feedback the revised TBEM framework, pull to build business survey affirmed that the Dr. Ajit Mathur, Founder, excellence champions across ‘experiential, exciting and Right Culture, facilitated a the Group companies. enriching’ aspects of the session on understanding These programmes were programme have delivered organisation culture. Team collaboratively designed the desired impact. With Leaders like Dr. Pankaj to ensure they are collaborated efforts from Kumar, Head - Capability customised based on the the BE Heads, facilitators Building, Tata Steel, and company’s context and and relationship managers, Priyadarshan Kshirsagar, business imperatives. These the overall Net Promoter Senior General Manager, Tata programmes were facilitated Score (NPS) for the Assessors Motors, spoke on ‘leveraging with the aim to create Programme crossed 80 internal assessors’ and awareness about TBEM and for the first time. Similarly, ‘dealing with quality of TBEM its application in day-to-day the NPS of the Champions application’ respectively. business operations. Some Programme was reported Puneet Chhatwal, MD and of these programmes were as 49.2, higher than the last CEO, Indian Hotels, shared specially designed for leaders financial year. the company’s excellence to support and enable the journey with the participants transformation journey in Team Leaders from across while Avneesh Gupta, Vice their respective organisations. the Tata Group reflected, President - TQM & Shared

28 Annual Report 2019-20 29 Participants at the Advanced Programme for Leaders (APL) on January 20-21, 2020, in Mumbai.

Services, Tata Steel, provided to ensure continuity in the ecosystem that brings valuable suggestions for the current outbreak of COVID-19. process, domain and TBEM Assessment process. This year, the Experienced industry expertise (internal, Based on current economic Assessor Programmes (EAP) other Group companies)

scenario and emphasis, have been planned through n Co-creating Champions Avijit Bhattacharya, CHRO, the online platform to enable Programmes for companies Tata Capital, also facilitated experienced assessors to enable world class a session on ‘assessment to sharpen their assessor performance

of financial fitness’ of capabilities and gear up n Enriching modules and participating companies in for the upcoming TBEM programmes, and sharper TBEM Assessments. Assessment Cycle. functional modules to align to the performance TBExG has initiated blended LOOKING AHEAD improvement agendas

programmes leveraging TBExG has drawn a robust n Leveraging blended online and classroom- roadmap to enhance the platforms for enriching based interventions by Capability Building offerings programme content and facilitating Online Refresher in FY20-21. Going forward, it effective delivery

Programmes during the year; will focus on aspects such as: n Focusing on digitisation of

this provided the confidence n Nurturing an assessor backend operations l

28 Annual Report 2019-20 29 Tata Best Practices Programme Accelerating the business excellence journey and leveraging the Tata ecosystem.

5 Leadership Webinars were 48 practices conducted by CEOs and MDs from uploaded on the Tata Capital, Tata AIG, Indian EDGE Portal Hotels, AirAsia and Tata Realty

31000+ active users 45 EPIC Best Practice 49 EDGE with 645 promising sharing sessions Webinars practices on the involving 20+ Tata conducted EDGE Portal companies

30 Annual Report 2019-20 31 he Tata Best TBExG has consistently Through multiple customer Practices programme improved the Best Practices feedback, it was determined Tendeavours to fast- offering and provided that users are searching for track the excellence journey value to Tata executives practices on KPIs impacted, by enabling companies to through effective knowledge benchmarking done, cycles emulate good practices from dissemination. Last year, the of process improvement, both within and outside the EDGE Portal saw an increase number of years of Tata Group. Through different in traction owing to the deployment of the practice in engagements, it recognises, efforts in making it more the organisation. They were records, and propagates best accessible and user-friendly. also looking for crisper and practices across multiple shorter documents. All these areas of operations. These Key Achievements parameters are now included include Group-level focus EDGE Portal in the revised document areas, emerging trends, as The EDGE Portal primarily writing guidelines. well as opportunities for acts as a repository of improvement (OFIs) identified knowledge pieces in the during different assessments. form of promising practices These engagements include: and webinar recordings/

n The EDGE Portal, a presentations. In FY19-20, 48 repository of promising good practices were posted practices and webinar on the EDGE Portal from 18 recordings/presentations Tata companies. TBExG has n Learning Missions that are implemented a theme-based or focused on To improve the quality of systematic process, a single company promising practices on the which makes the n EDGE Webinars with EDGE Portal, the practice process of seeking subject matter experts sourcing criteria was changed. information, a (SMEs), leaders from Tata Highest priority is given to professional one. The companies as well as practices highlighted by transparent process outside the Tata Group the assessors in the TBEM of exchange of ideas n Tata Network Forums Assessment Feedback,

n Industry/company- followed by ones chosen by will lead to collective specific workshops and companies in their TBEM growth and overall interventions through Applications and finally, strength of the Tata Excellence Practice the Blue-Sky category. This Group." Implementation Champion priority filter ensures good Kirti Poonia (EPIC) Best Practice quality of practices on the Head, Okhai, talking about sharing EDGE Portal. the retail EPIC session

30 Annual Report 2019-20 31 To encourage reading, efforts with most users from Tata were conducted with 20 non- are being made to substitute Power Delhi Distribution (527 Tata and 29 Tata company text with visuals, with users) and Tata Motors (440 speakers with an average emphasis on quantifying the users). Currently, there are NPS of +59. 29 Tata speakers benefits. Recognitions and over 31,000 active users with were from 20 different Tata awards won by the practice 645 practices from 50+ Tata companies. are also highlighted to add to companies. the credibility. In addition, CEOs and MDs from EDGE Webinars Tata companies conducted five Improving the Portal user EDGE Webinars enhanced Leadership series webinars. experience was the focus last its reputation as a popular The five leaders were Rajiv year. Search algorithms were intervention within the Tata Sabharwal (Tata Capital), programmed for displaying Best Practices bouquet. The Neelesh Garg (Tata AIG General relevant search. Crisp and average webinar participation Insurance), Puneet Chhatwal new icons accentuated a points crossed over 364 (IHCL), Sunil Bhaskaran (AirAsia) fresh look. They merged access points per webinar; and Sanjay Dutt (Tata Realty with detailed MIS reports for 450+ from 150+ over the and Infrastructure). The topics tracking: previous few years. The covered included leadership,

n User activities primary reason was the building a successful start-up,

n User feedback on individual improvement in the webinar innovation, and collaboration. practice document communication process.

n Sending customised emails Process Benchmarking from the Portal Last year, webinars were On November 20, 2019, TBExG th n Filter feature for quickly communicated through shared findings of its 35 identifying relevant webinar calendars, to Process Benchmarking study. information encourage users to block These studies are carried out

n Action on the their time in advance. with an objective to identify recommendation of Coupled with a reminder best practices, trigger best content to users based on 15 minutes before the practice implementation, help their preference start, the move prompted group companies benchmark

n Updating the EDGE user active participation. their performance and database Visually appealing webinar create a network of experts invite mailers focusing on on the topic. The Process This year Infiniti Retail and communication of each Benchmarking exercise is Voltas contributed maximum webinar's value proposition, an elaborate activity and its practices to the EDGE Portal. added to its attractiveness. process steps are summarised Eight from Infiniti Retail and below:

six from Voltas got published, In FY19-20, 49 EDGE Webinars n Topic identification based

32 Annual Report 2019-20 33 Participants at the retail EPIC session on February 12, 2020, in Mumbai.

on collated expectation of recipient companies and EPIC Best Practice Sharing companies and analysis of enable implementation of Programme TBEM feedback of the last learnings through TBExG’s After building a reliable two years EPIC platform repository of over 645

n Questionnaire design and promising practices on finalisation with help of For FY20-21, after analysing the EDGE Portal, last year, SMEs from TBExG and a TBEM feedback for two TBExG focused on creating few Tata companies years, TBExG selected ‘Net awareness and adoption of

n Online questionnaire Promoter Score’ as a topic these practices through its administration to the for this study. This study EPIC programme. It facilitates process owners across saw participation of 28 Tata the transfer of best practices group companies companies across B2B and from one company to

n Data validation, analysis B2C domains. External SMEs another, under the guidance and sharing of survey from Titan, Tata SIA Airlines of SMEs. results with participating and Tata Communications companies through a also supported this Last year, TBExG facilitated 45 webinar. In the webinar, study. Post sharing of EPIC sessions, engaging more while an SME from TBExG survey findings through a than 20 Tata companies. presents the survey webinar, TBExG identified Based on the learnings findings, SMEs from group and shared potential received, seven companies companies showcase the improvement opportunities improved their existing existing practice of their for all companies that had processes, while 10 others respective companies participated in the exercise. are in different stages of the

n Suggest potential Through this activity, TBExG implementation. In just one improvement was able to connect Infinity year, the EPIC programme opportunities, plan Retail with Air Asia, Titan and has received an NPS of over improvement projects by Tata Unistore through its EPIC 63 points. More than 90 connecting provider and programme. SMEs from Tata companies

32 Annual Report 2019-20 33 Participants at the Tata Motors Global Delivery Centre in Pune, on February 6, 2020.

have been involved in these complaint resolution time provided Tata Power with

sessions. The SMEs include n Delegates from Infiniti an opportunity to improve senior leaders such as P Retail (Croma), Trent its processes regarding B Balaji, Group CFO, Tata (Westside), Trent segregation of transaction Motors; and Ajoy Chawla, Hypermarket (Star Bazaar), delivery and process CEO, Titan Jewellery Titan, Tata Starbucks, and excellence, contract Business. Highlights of a few Okhai, shared information modification outsourced to notable EPIC sessions are about their new store contractual FTEs, vendor listed below: opening process and master management final

n Voltas and Titan shared identified areas of mutual approval, E-KYC, etc.

their Annual Business Plan collaboration n Tata Power-DDL

preparation process with n Tata Metaliks implemented automated its process of Tata Steel. The sessions Best Practices on e-way bill generation with dwelled on intricate topics, Knowledge Management learnings from Tata Sky. including the strategic acquired from Tata Steel The automation is helping planning process, and and Tata Chemicals. It Tata Power-DDL not only long-term and short-term adopted vital inputs, save 17.5 man-hours per planning cycles including codification day but also minimise

n Tata Steel Downstream of tacit knowledge, rework and paper usage

Products upgraded its governance structure, n Infiniti Retail learnt NPS- Customer Complaint digital knowledge-sharing related best practices Management System based and upgrade of its from AirAsia, Tata Unistore on knowledge acquired knowledge management and Titan. The sessions from Tata Steel. Since the portal turned out to be a two-

upgrade, the company has n Tata Motors shared way interaction between witnessed improvement insights in the area of companies and enabled in its customer experience Shared Services with Tata them to identify potential index and reduction in Power. The interaction areas of collaboration.

34 Annual Report 2019-20 35 Delegates at the Learning Mission on Data Analytics in Mumbai, on July 11-12, 2019.

Infiniti Retail plans to was conducted in FY19-20. practices from outside the leverage learnings, to Attended by 47 delegates Tata Group. Last year, ASQ enhance effectiveness from 11 Tata companies, it experts conducted webinars of its upcoming digital took place in Mumbai from on Quality 4.0 and Global State NPS process and July 11-12, 2019. During of Organisational Excellence. develop an integrated the enlightening sessions More than 1,100 employees platform to improve its over two days, Tata Capital, across Tata companies staff productivity and Tata AIA, Tata AIG and Tata continue to gain from the customer experience iQ threw light on how they membership to build individual leveraged data analytics capabilities in Operational With over 70 new EPIC for business growth and Excellence and Quality requests from 30 Tata sustainability. Through Management. companies (at different real-life examples, they also stages of planning), the articulated the benefits American Productivity and EPIC programme continues derived by harnessing Quality Center (APQC) to be a much sought-after business data. TBExG’s APQC membership offering from TBExG. supports companies in American Society for their quest to explore best Learning Missions Quality (ASQ) practices, research reports Learning Missions connect With the purpose of and benchmarks from global employees across Tata partnering with Tata best practice organisations. companies for in-person companies to ensure Over 2,100 registered users knowledge-gathering world class performance are drawing benefits from the interactions. The and support them in their extensive knowledge base. engagement, which covers journey of excellence, TBExG Infiniti Retail participated companies both within and continues to benefit from its in the Open Standards outside the Tata Group, ASQ and APQC association, Benchmarking assessments gained momentum in FY19- bringing global SMEs across seven areas (Finance 20. One Learning Mission and industry benchmark and HR). Tata Steel is among

34 Annual Report 2019-20 35 BEC recognitions Most Popular EDGE Webinars

Name Company EDGE Webinar Dr. P. V. Ramana Murthy Indian Hotels Strategy Execution & Talent Management - People as Competitive EDGE Sanjiv Kapoor Tata SIA Airlines The ‘Secret Sauce’ behind India’s only Five Star-rated airline Deepa Chadha Tata SIA Airlines Building the Vistara Way of Life Most Popular Promising Practices

Name Company Practice Sridhar Sarathy Tata Capital Measuring the Effectiveness of Learning and Development Initiatives Andrew Habgood Jaguar Land Rover Creating Experiences Customers Love for Life Pravas Mohapatra Rallis Daily Work Management Best Practice Implementations through EPIC Programme Tata Power Delhi Distribution Tata Steel Processing and Distribution Tata Metaliks Overall Engagement in EDGE Best Practices Programme Tata Power Delhi Distribution Tata Steel Tata Motors

Tata Consultancy Services Tata Power Infiniti Retail

the 10 global organisations n Focus on improving user promising practices and selected for the 2020 experience through high- webinars, through the honours list for APQC’s quality practices, easy EDGE Portal ‘Excellence in Knowledge content search and better • Prioritising selection Management’. user interface of Best Practice

n Make the Tata Best implementation cases Looking Ahead Practices Programme • Field-specific and The agenda for FY20-21 leaner by: concentrated Learning comprises: • Conducting only Missions, followed by

36 Annual Report 2019-20 37 EPIC workshops (one to many or many to many)

n Promote better implementation of shared practices by: • Using EDGE promising practices as part of On behalf of my the capability-building team, I thank the unit programmes and at GDC for a fascinating enhancing the visibility knowledge-sharing of the EDGE Portal session. It was a unique • Engaging with and immensely inspiring companies after EPIC experience. We are sessions, especially with poised to change some the recipient, through existing processes, a robust review and for which we received governance mechanism insights by interacting • Motivating SMEs for with GDC team higher engagement members. We have also during the execution of gained substantially by best practices • Felicitation of SMEs, at using their expertise and the company and Group experiencing a process level, who have helped of transformation from other companies in a transaction-processing successfully executing centre to a value- Best Practices

creation centre.” n Conduct collaborative Des ba his Roy process benchmarking Head - Finance Center of exercises, such as Deep Excellence, Tata Power, Dives, for systematic sharing feedback post the identification and EPIC session with Tata Motors execution of Best Practices

n Drive key performance indicators and process- benchmarking exercises with partners like APQC, ASQ and BQF l

36 Annual Report 2019-20 37 Deep Dives

TBExG’s Deep Dive offerings enable Tata companies to formulate tailor-made solutions for improvement in identified business areas.

Deep Dives conducted for Tata companies in 2019-20:

Tata Coffee Trent Hypermarket Tata NYK Shipping Tata International DLT

Tata Motors Tata Asset Management

38 Annual Report 2019-20 39 BExG’s Deep Dive organisational and business KEY ACHIEVEMENTS programme proposes excellence, by examining Six Deep Dives were Teffective solutions areas, including: conducted for Tata to improve the KPIs of n Enterprise process companies in 2019-20. Details select Tata companies, management of these Deep Dives are

after scrutinising critical n Supply chain elaborated below.

functional aspects. A n Enterprise project specialised team from management Tata Coffee

TBExG, over one to four n Production efficiency Based on the previous year’s months, examines specific management TBEM feedback, Tata Coffee

areas, including Customer n Continuous improvement engaged with TBExG to Centricity, Operations programmes conduct a Deep Dive study on Excellence and Strategy Customer Centricity and help Deployment. Strategy Deployment them develop a Customer TBExG’s Deep Dives help Promise and a Customer Customer Centricity Group companies explore Promise Roadmap. Customer Centricity Deep various facets of Strategy Dives cover the following Deployment by: The TBExG team evaluated

areas: n Revisiting the Vision- customer feedback,

n Customer experience Mission-Values (VMV) interacted with various

mapping n Evaluating and improving stakeholders using primary

n Voice of customer study the quality of the strategy and secondary research

n Customer-centric culture n Implementing strategy and came up with key focus analysis through tested areas. Best practices from

n Key account management frameworks to ensure world class B2B organisations

n Sales productivity and alignment and integration in the coffee business

effectiveness n Building a competitive and allied industries were

n Customer segmentation intelligence (CI) function shared on key customer

n Consumer insights to enhance strategic processes, to identify areas

n Channel management decision-making of improvement and new

and effectiveness n Strengthening Enterprise avenues of engaging with

n After-sales and service Risk Management customers. The key findings

excellence n Assessing the of the study highlighted organisation’s process various attributes that Operations Excellence maturity for BSC Tata Coffee is associated The Operations Excellence deployment with, from a customer

Deep Dives help Tata n CI approaches and viewpoint. TBExG provided companies improve methodologies recommendations for

38 Annual Report 2019-20 39 Tata Coffee employees at the Customer Promise workshop.

strengthening the customer- been worked on and is under new product development facing processes to Tata finalisation. process, sourcing and vendor Coffee’s CEO and Marketing management process. & Sales Head. Trent Hypermarket Within these key processes, Trent Hypermarket recently a number of sub-processes Thereafter, a workshop was launched their own brand were then identified. conducted for more than 30 of products across a variety The team executed the leaders in Tata Coffee along of categories. The company assignment through multiple with the senior leadership engaged with TBExG to meetings with various team to finalise key attributes conduct a Deep Dive on their category and function heads for Tata Coffee. The team current processes for 'Own to understand respective used the diagnostic study Brand', identify the KPIs as processes involved in the findings, customer feedback, well as create process maps product development cycle. industry benchmarks and and standard operating The output was shared in arrived at two key attributes procedures (SOPs) as needed. the form of a Management to develop the Customer System Chart, along with a Promise. The senior The project involved studying brief description for each management also prioritised various processes in the 'Own step. The specific measures key recommended initiatives Brand' products; the TBExG for the processes were then for the Customer Promise team identified products identified. As a result of these Roadmap to be rolled under key ‘Own Brand’ analysis and discussions, a out according to suitable categories to understand the number of recommended timelines. The Customer entire product lifecycle which areas of improvement Promise statement draft has involved category planning, were also identified. Trent

40 Annual Report 2019-20 41 Hypermarket is now using Management System Chart and operations. this SOP for their ‘Own Brand’ showing the process flow function. as well as key measures. Tata International DLT The measures were then Tata International DLT, a Tata NYK Shipping identified across both trailer tractor manufacturing Based on feedback from the efficiency and effectiveness company has grown last TBEM Assessment, Tata parameters and a formal KPI consistently over the NYK Shipping engaged with definition document was years to reach a market TBExG to conduct a Deep prepared. This document leadership position in a Dive on their Organisational contained details like the fragmented industry. The Measurement System. Tata process owner, unit of company management NYK Shipping is looking at its measurement, frequency wanted to ensure that it next phase of growth and a of measurement and builds a sustainable and comprehensive measurement also responsibilities and profitable business, and system is a key cornerstone accountabilities for the KPIs. TBExG supported them by in their organisational A dashboard was also shared conducting a Vision, Mission, transformation journey. to track the measures on a Values and Strategy Planning regular basis. workshop. During the Deep Dive, the TBExG team studied the A unique aspect of this The CEO of the company existing measurement system engagement was that with has indicated that the two- at Tata NYK Shipping across a multi-locational company day workshop, which was its core functions and then like Tata NYK Shipping with attended by 30 participants, assessed the efficacy of offices in Singapore, Mumbai has formed the basis of the measurement system. and Kolkata, more than 80% several key discussions The process also included of the engagement was done for enhancing its product identifying and validating virtually through Webex. portfolio, entering new key effectiveness and With the ongoing COVID-19 geographic business sectors efficiency measures across situation, the engagement and making key decisions the processes. The team was could be continued without in the long-term business able to build KPI dashboards delays. The assignment is strategy. Specific instances of for all strategic functions work in progress; however, this include:

aligned to the strategic through interim reviews, n Dividing the long- vision of the company. The Tata NYK Shipping has been term goals into yearly TBExG team first understood able to incorporate many of goals while taking into detailed process details from the KPIs as well as process consideration KRAs and the process owner and then improvements identified by BSCs of each function

worked on preparing the TBExG in its regular reviews n Using the SWOT analysis

40 Annual Report 2019-20 41 structure to explore new to stress-test its new product key constituents, collection opportunities for export to launch strategy and gauge and analysis of data and countries like Bangladesh competitor responses to the information

and Myanmar company’s actions. n War game workshop:

n Expanding the product The two-day actual war range and product Six teams representing game was conducted features, and adding competitors, dealers and offsite. Around five features and services customers, and made up simulation rounds were like air suspension and of employees from across designed around the responsive service sales & marketing, R&D, new network, which has led to product introduction, market an increased market share research, manufacturing, finance and HR were formed Tata Motors to bring in a comprehensive Tata Motors faces increased cross-functional perspective competition in the lucrative to the competitors’ small commercial vehicle strategies. The assignment (SCV) segment, wherein comprised the following TBExG has been launches of new products by three steps: of tremendous support competitors put considerable n Familiarisation in conducting the war pressure on the company’s workshop: This covered games. They integrated market share. In response, the fundamentals of CI and and worked closely with Tata Motors developed war gaming techniques. our teams by providing ‘Intra’, a new mini truck in The aim was to sensitise constant guidance and the SCV segment. Given that Tata Motors employees continuous follow ups. the company was launching about the importance of CI a new product in a segment & war games, types of war Their contributions, with deeply entrenched and games, key frameworks right from the formidable competitors, used, how to use the identification of the the company was keen techniques, etc. SME to conduct the to ascertain the possible n Preparation of exercise and regular reactions of the competition playbooks: TBExG assisted coordination to ensure and plan responses to any six teams to prepare the flawless execution is retaliation in the market. playbooks for the war highly appreciated.” game exercise. This was With this objective, Tata preceded by a two-day K. G. Prasad Head of Sales & Marketing, Motors partnered TBExG to training workshop on how SCV Cargo & Pickups, conduct a war game exercise to prepare a playbook, its Tata Motors

42 Annual Report 2019-20 43 The Tata Coffee Customer Promise workshop in session.

key competitors’ current promoting buy-back etc. were identified and areas and potential marketing where the same was not strategies. The intent was Tata Asset Management being monitored or measured to understand all possible Tata Asset Management was highlighted. The TBExG strategic moves and approached TBExG to help team also discovered counter moves that Tata in the areas of process critical process gaps in Motors would need to plan mapping and performance the divisions and shared and ensure a successful measurement as these were recommendations on how to product launch. The war highlighted as key areas of fix them along with an impact game exercise culminated improvement in the past study for all improvements with a confirmation of TBEM Assessment Cycle. for each function. All some strategic steps and TBExG engaged with the recommendations were gaps that Tata Motors management team and shared with the management needed to consider. established key business team and function heads functions to map and of Tata Asset Management Post the assignment, it was identify critical KPIs and for further action and observed that most of the their inter-linkages for each implementation. predicted moves by the of the functions, leading to competitors came true in the strategic measures of LOOKING AHEAD the form of new variant the organisation. The value For FY20-21, the Deep Dives launches, providing discounts chain for each of the critical team is focusing on four main and freebies, introducing functions was studied, areas:

new schemes, targeted identified and mapped to n Work with relationship dealer expansion, increasing Level 1, 2 and 3 processes. managers to strengthen warranty periods and Key performance indicators the design of Deep Dive

42 Annual Report 2019-20 43 interventions through outcome linkages, along with the company. The scope of work will be defined keeping in mind the objective, impact and implementation governance post the study. Deep Dives and Best Practices will be looked at simultaneously to make improvements in companies

n Create standardised toolkits which can be reused using inputs from different TBEM categories. For example: War gaming for Cat-2 , KAM for Cat-3, Data Maturity for Cat-4, Organisation Culture for Cat-5, WCQ for Cat-6

n Develop a Deep Dive portal for digitisation and automation of reports – internal and for customers (self-service), and integration with other portals

n Organise Deep Dive or Best Practices led or supported interventions l

44 Annual Report 2019-20 PB Safety

Providing a safe environment and injury-free workplace is at the core of the Group's efforts.

Felt Leadership Programmes 100+ participants from conducted for MDs and senior more than 40 Tata managers of Tata Chemicals, Tata companies participated in Power, IHCL and Tata Coffee the 2-day Safety Conclave

The 5th annual Tata 4 Deep Dives conducted for Safety Heads Meet Tata Chemicals, Tata Realty & witnessed over 40 Safety Infrastructure, Tata Consumer Heads in attendance Products and Tata Coffee

PB Annual Report 2019-20 45 BExG's Group Safety of reporting, enabling It was great and Health offering has sharing of lessons learnt interacting with safety Tthe mandate to define and facilitating the transfer the strategy, steer and lead of best practices in safety professionals from the efforts to enhance safety across Group companies Tata Group and other

excellence in Tata companies. n Assurance & Verification: external companies. Providing a safe and healthy Providing governance in Would like to attend the working environment and terms of verification and same in future”

achieving an injury free assurance of Safety and Participant feedback workplace is at the core of Health regulatory and regarding the Safety Conclave the Tata Group's Group requirements efforts to build sustainable the formation of safety businesses. Over the years, TBExG's safety offerings clusters. The first cluster concern for employees’ include training, safety audits, is the high-risk cluster safety and health have safety culture assessments, comprising all companies been integrated into all Deep Dives, strategy creation that have witnessed high Tata business management and facilitating the creation levels of injuries over the systems and processes. of safety policies and past three to four years and standards. which have similar patterns TBExG's Safety and Health in injury classification. A function is based on four KEY ACHIEVEMENTS set of activities have been strategic building blocks: FY19-20 witnessed a host of specifically planned for this

n Commonality and activities aimed at advancing cluster to bring about some Convergence: Ensuring TBExG’s Group Safety and commonality in action. A retail a common approach, Health initiatives. safety cluster has also been terminologies, strategies put in place, which consists of and policies on Safety and Accelerating Sustained and Tata companies in the retail Health across the Tata Specific Safety Initiatives space. Activities undertaken Group Through Safety Clusters for this cluster include

n Training & Capability To drive and accelerate design and development of Building: Delivering actions in companies based safety standards in stores training and building on risk levels, injury statistics and warehouses, sharing capabilities in Safety and and contextualisation of of key lists of contractors Health among Group the knowledge for learning and vendors with high risk companies and sharing, the Group jobs, beginning the process

n Transparency & Sharing Safety and Health team of cross audits and training Best Practices: Ensuring is driving activities across electricians on critical safety transparency in terms Tata companies through topics at the Tata Power

46 Annual Report 2019-20 47 IHCL participants at the two-day Felt Leadership Programme. Participants exploring the virtual reality session at the Conclave.

Skill Development Institute from past events and Deep Dives and Capability (TPSDI). injuries, the current status of Building Workshops good practices, and unsafe Four Deep Dives on various Felt Leadership conditions and behaviours. aspects of safety were held Programmes for Four These programmes covered last year:

Companies 120+ senior managers across n Tata Chemicals: A Safety Felt Leadership programmes the four companies. Culture Assessment survey to drive transformational was conducted for 3,000 change in direct reports to Best Practices in Safety & workers and supervisors the MD and senior managers Health Conclave and Safety and 1,000 employees

of Tata Chemicals, Tata Exhibition n Tata Realty Power, IHCL and Tata Coffee The two-day Conclave, which Infrastructure Info Park: were conducted in July and took place in February 2020, An Assessment was carried November 2019. These was organised to share best out regarding safety programmes aimed to build practices in Safety & Health standards and security Felt Leadership skills of and drew 100+ participants for running a complex Tata managers and follow from 40 Tata companies. operation

the best practice from Tata The theme of the session n Tata Consumer Products: Steel Europe to enable a was based on eliminating Two Capability Building cultural change in its senior risks through critical risk workshops were organised managers. Specially designed awareness and use of for 50+ managers from to discuss top hazards technology and innovations across the company, in specific to each of these to make workplaces safe. Bengaluru and Kolkata

companies, the programme's High-performing companies n Tata Coffee: A programme design inputs included within and outside the Tata was held for safety safety performances of the Group shared their insights on coordinators in Coorg to companies (both lead and various aspects of workplace build capabilities of safety lag metrics), findings from and personal safety. champions in the company the incident investigations

46 Annual Report 2019-20 47 Tata Coffee employees at the two-day Felt Leadership Programme.

Sanjiv Paul, VP – SHE & Sustainability, Tata Steel; S Padmanabhan, Chairman, SSC; and Chaitanya Sathe, DC Head - Mumbai & Corporate Safety Leader, TCS, launching the 'Case Studies on Hazard Elimination and Control' book at the Safety Heads Meet.

Safety Heads Meet Titan, Tata Communications companies in stepping up The annual Tata Safety Heads and Tata Metaliks) presented their preparedness for Meet in February 2020 organisation-level case unforeseen situations. Some brought together 40 Safety studies on efforts taken actions taken on this aspect Heads from Tata companies. to eliminate hazards. The by the team are around:

Safety Heads of 10 companies Safety Steering Committee n Collating and sharing (Tata Power, Tata Motors, released two compendiums actions companies are Tata Consumer Products, at the event, one containing undertaking, especially in Tata BlueScope Steel, Tata learnings from past events affected geographies

Consultancy Services, Tata in the year and over 65 case n A WhatsApp Group for Steel, Tata NYK Shipping, studies related to elimination Safety Heads created on of hazards received from the COVID-19 response

companies. n Advisory on precautions It was an excellent released to all Tata programme. Tackling COVID-19 in Tata companies Several best practices Companies n Two webinars through can be easily adopted in The COVID-19 virus affected which Tata Steel Europe my company." the way the world operates, and TCS shared practices. and the Group Safety and This webinar had 290 Participant feedback regarding the Safety Conclave Health team supported touchpoints, which

48 Annual Report 2019-20 49 Participants at the Safety Heads Meet on February 7, 2020, in Mumbai.

included participation and health training from senior managers and programmes for senior employees from HR, IT and leaders, operational safety departments leaders, managers and

n A survey on actions that supervisors

companies are undertaking n Enhancing opportunities for companies to proactively LOOKING AHEAD learn from each other on The roadmap for FY20-21 safety and health l entails the following:

n Forming company clusters to drive strategic initiatives in companies that have similar safety and health risks. These include Process Safety Cluster, Office Safety Cluster and the Construction Companies Cluster

n Focusing on safety

48 Annual Report 2019-20 49 Tata network forums Supported by TBExG, the TNFs are based across the globe and organise events and programmes to promote knowledge sharing within Tata companies. To know more about the activities from April 2019 to March 2020, click here for the newsletter.

TNF North america TNF MENA

Events & EVENTS & 18 workshops 5 WORKSHOPS 1 QUIZ

50 Annual Report 2019-20 51 TNF europe TNF ASEAN TNF CHINA

events & EVENTS & EVENTS & 11 Workshops 2 workshops 4 workshops 1 QUIZ

TNF India – NORTH TNF India – West TNF India – SOUTH

events & events & events & 4 workshops 7 workshops 10 workshops Cultural Cultural 1 programmes 2 programmes

TNF India – EAST

events & 7 workshops Cultural 2 programmes

50 Annual Report 2019-20 51 EVENTS

JRDQV 2019 BEC 2019 Tata Sponge 300+ participants including recognised as JRDQV CEOs, Mentors, Assessors award winner and senior leaders

BE Heads Meet 60+ BE Heads from the Tata Group attended

52 Annual Report 2018-19 52 Annual Report 2019-20 53 JRDQV: July 29, 2019

he 25th year of JRDQV Mentioning that the Tata Companies recognised was celebrated on group has continued the TJuly 29, 2019, at NCPA legacy of JRD Tata by JRDQV Award in Mumbai. More than 600 pursuing excellence through Winner senior leaders from across the Tata Business Excellence Tata Sponge the Tata Group gathered at Model for the past 25 years, Emerging Industry the venue to pay homage Mr Padmanabhan provided an Leader to JRD Tata on his birth overview of where the Tata ISWP, Tata Steel anniversary and celebrate his Group companies stand in Thailand, Tata AIA spirit for excellence. Ratan their journey today. Life Insurance, Voltas Tata, Chairman Emeritus and and Tata Motors N Chandrasekaran, Group Eight Tata companies Industry Chairman, Tata Sons, graced were recognised in three Leader the occasion along with other categories of recognitions. Tata Steel, Titan and senior directors. Tata Sponge After this, Group Chairman S Padmanabhan, Executive Mr Chandrasekaran made a the factors that can be Chairman, Tata Business presentation detailing the opportunities which the Tata Excellence Group, then took financial performance of group can leverage to its to the stage for his session Tata companies in different advantage. l on Co-creating Excellence. clusters. He also highlighted

Tata Sponge recognised as the JRDQV 2019 award winner.

52 Annual Report 2019-20 53 T aTA Business Excellence Convention

he annual Business about the progress made by had addressed its leverage Excellence Convention the Tata Group in its business issue, the TBEM framework T(BEC) was held on excellence journey, he also is a brilliant way to look at December 9-10, 2019, at threw light on the kind of strategy. He emphasised Taj Lands End, Mumbai. The projects that companies had that digital is important event brought together over completed. to strategy and is key to 300 participants including tightly integrated customer Group Chairman, CEOs, N Chandrasekaran, Chairman, experiences and building Mentors, Team Leaders and Tata Sons, highlighted scale. He reiterated that all senior leaders from across that the Group's purpose companies must aim for #1 in the Tata Group. This year, of Leadership with Trust their markets and reach there the Convention recognitions has been driven through with focus on financials and were also given to companies TBEM and TCOC, two very an eye on ecosystems, which and individuals who have important tools which have is different from the way engaged with TBExG across helped all Group companies companies operated in the Best Practices and BE across multiple dimensions past. The Group Chairman’s Practitioners programmes over the past 25 years. He focus on Sustainability was to help build a culture of stated that while the Group clearly visible, when he said improvement and excellence within the Tata Group.

The Convention recognised teams that conducted TBEM Assessments, Dip Checks, Deep Dives and Data Maturity Assessments. There was also a special honour for Long Serving Team Leaders and most popular webinars of the year.

S Padmanabhan, Executive Chairman, TBExG, opened the session with highlights Arun Varma, Senior Director - Sales, TCS, receiving the award for Long Serving of the year gone by. Talking Team Leader.

54 Annual Report 2019-20 55 Star Assessor recognitions (L-R): Rajesh Bhatt from Jaguar Land Rover and Loveleen Mishra from Tata Motors.

that we have to come up Tata Capital. Mr Nagpal digital roadmap to drive the with an answer to our carbon explained how it is easy to workforce on an ongoing footprint. copy technology but not so basis. easy to copy culture. Tata Sky Mr Chandrasekaran also has open office spaces and Fredrik Haren, a global launched the Data Maturity every one is a Collaborator keynote speaker, took a reference manual which will Experimenter and Owner session on creativity and be used to conduct Data over a long journey to build innovation. Saying that Maturity Assessments for a collaborative and open creativity ranks first in the Tata companies in the coming culture. Mr Mitra spoke about top soft skills and third in months. how Croma first disrupted the top skills for 2020, he the market and then got challenged the audience Aditya Puri, MD, HDFC disrupted itself. He said that on how creative they think Bank, threw details on his focus was on ensuring they are and backed it up the transformation of the that the company answered with an interesting game. organisation. He spoke about the simple questions on He asked the audience to list how digitisation is the next why people should buy impossible ideas that they step forward and stated that from Croma and hired could think of, and then went growth will be faster with brand managers to solve on to show that eight of access to wider geography, customers’ in-depth queries. the ten ideas collated were more personalised product Mr Kumar described how it also listed by attendees of offerings and optimum use of is important to simplify what previous sessions he had technology. has to be achieved and how conducted. He said that we Tata Metaliks used the six can learn from each culture, A CEO panel with Harit strategic objectives derived and embrace the learnings to Nagpal from Tata Sky; Avijit from 11 TBEM core values: create beneficial situations. Mitra from Infiniti Retail; and cost leadership, supplier Sandeep Kumar from Tata of choice, robust people Dr B Valsa, Deputy Director Metaliks, was moderated by practices, safety, responsible - Systems Reliability, Indian Avijit Bhattacharya, CHRO, corporate citizenship and Space Research Organisation

54 Annual Report 2019-20 55 L-R: Harit Nagpal from Tata Sky; Avijit Mitra from Infiniti Retail; Avijit Bhattacharya, CHRO, Tata Capital (moderator); and Sandeep Kumar from Tata Metaliks, at the CEO panel discussion at the BEC.

(ISRO), explained the vision of participating in 1999 to Dr. Vikram Sarabhai and also becoming the Industry Leader threw light on the structure in 2018. She highlighted the of the organisation. Talking challenges on getting the about ISRO’s successfully whole company on board to completed projects, she participate in an assessment highlighted challenges in and how, with TBExG and completing a successful leadership support, they were mission, as well as the way able to bring more people forward for the organisation. on board and derive value She also said that the rigour from the TBEM Assessment of process, review and process. l oversight allows a group of ordinary people to come together and achieve the extraordinary in pursuit of a dream.

Sukanya S, Global Head - Delivery Governance, TCS, took the delegates through the company’s assessment journey – since it started

56 Annual Report 2019-20 57 BE Heads Meet: March 23, 2020

ore than 60 BE Heads from three programmes and best Business companies – Tata Sky, Tata practice implementations. MExcellence Heads Power and Tata AutoComp and professionals of Tata Systems – shared their Next up was an applied companies in India attended experiences pertaining to session from Anshuman the regional BE Heads the BE plan rollout and Tiwari, Global Head of Meet organised by TBExG implementation within Delivery Excellence, DXC on March 23, 2020. In view their companies. Hemant Technologies, on driving of the current COVID-19 Bhatkhande from Tata Sky process excellence in an pandemic, the event, which explained how business organisation. During his was originally planned as an excellence is looked at as a talk, Mr Tiwari stressed on in-person regional meet, was catalyst within the company the importance of process rescheduled to a virtual one and includes key aspects improvement practices, through the Webex platform. of operational excellence creating efficiency through like process management, robust project management Sanjeev Singh, AVP, TBExG, process improvement and processes and also on re-emphasised on the role of governance. Rashmikant making operations easy and the BE Head, which includes from Tata Power took the efficient. building BE capability, participants through the BE programme management action planning process of Poushali Chatterjee, AVP, for organisational initiatives, the company and provided TCS, then facilitated strengthening the culture of examples on how BE actions an interesting session excellence and promoting are planned, reviewed introducing design thinking process excellence. He and executed by various to the participants. She added that to make business internal stakeholders and reiterated that design excellence initiatives even functions. Sudipta Marjit thinking is all about a user- more effective within from Tata AutoComp Systems centric approach to solve Tata companies, initiatives explained how business problems through radical including TBEM diagnostics excellence is a key part innovation, and gave need to make a direct of the strategic planning examples of design thinking business impact. The agenda process and gave details on that companies like GE, Titan for the day was carefully some of the key BE actions and other organisations have crafted based on feedback driven at the corporate level deployed to solve common received from participants in through TBExG’s offerings problems across various the previous BE Heads Meet. of capability building industries. l

56 Annual Report 2019-20 57 Customer Stories

Tata Business Excellence Group has been helping and supporting Tata companies in their business excellence journey. This section provides details on the value-add that TBExG has provided for different Tata companies namely: l Tata Consultancy Services l Tata Consumer Products l Tata Steel l The Indian Hotels company l Voltas l TATA REALTY l Tata Sky l Infiniti Retail l TATA AUTOCOMP SYSTEMS l Tata Steel Downstream Products l Tata Metaliks l Indian Steel Wire and Products l Tata Martrade International Logistics Ta ta Consultancy Services

Pursuit of world class excellence

About the company Tata Consultancy Services (TCS) is an Indian multinational information technology (IT) service and consulting company headquartered in Mumbai. The largest Indian company by market capitalisation, it operates from 149 locations across 46 countries. It is one of the most valuable IT-services brands worldwide.

In 2015, TCS secured the 66th rank in the Forbes list of the world's 'Most Innovative Companies'. It was the top Indian company and the highest- ranked IT-services company on the list. It is one of the world's largest IT-services provider, and in 2018, was ranked 11th on the Fortune India 500 list. In April 2018, TCS became the first Indian IT company to reach $100 billion market capitalisation.

Annual Report 2019-20 59 Elevating the culture of Sciences UK & Europe; Communication Media excellence and Information, UK & Europe; and Banking, Financial Services and Insurance {BFSI}, US TCS’s TBEM agenda East), select corporate functions and two In FY19-20, TCS requested for a differentiated key units participated in the assessment. The approach of TBEM Assessment, to make the participating key units were Major Markets assessment more granular and actionable. TCS and Business & Technology Services. sought to focus on the Industry Solution Units (ISUs) – the fundamental operating units of Each ISU underwent a Deep Dive assessment TCS, which form the core of its business. The by a team of 12 to 14 assessors, which task was to assess how ISUs are driving TCS included the Business Group Head, ISU Head, strategy, operating their business, and directly all ISU functions and key accounts. The Deep engaging with customers and associates. Dive assessment concluded with visits to off- Enterprise-level feedback and score were also shore delivery centres in India. The ISUs were required. then provided with qualitative feedback based on each assessment. Re-imagining the TCS assessment activity A 27-member team, including four With a differentiated agenda, TCS’s business experienced internal assessors and continuity excellence team discussed the mandate members, submitted a detailed TBEM internally and had several conversations with application. Corporate functions provided TBExG. Several iterations of the proposed comprehensive narratives to share a complete process were undertaken with approaches perspective. Principles of agile were practiced, of covering the TCS enterprise entirely over two years/partially/key units sampling over one year before finalising the focus on crucial ISUs, major corporate functions and the TCS enterprise as a whole.

TBEM Assessment plan and execution The TBEM Assessment team, comprising senior business leaders from within the Tata fold, assessed TCS on leadership, strategy, The collaborative approach customer, measurement and analysis, between TCS and TBExG was highly people, and operations. These assessments successful.” were conducted between July to November 2019. Four key ISUs (Tech Business Unit; Life Sukanya S, Chief Delivery Officer, TCS

60 confidentiality of information were protected by non-disclosure agreements and the use of secure iPads.

R ecognised as TBEM Assessment results 'Benchmark TCS was recognised as a ‘Benchmark Leader’, Leader' a first-of-its-kind achievement in the Tata Group. Except for BFSI, US East, which crossed to the ‘Benchmark Leader’ band, all the other assessed ISUs achieved the ‘Industry Leader’ status.

The re-imagined assessment process and TCS’s achievements in the same were 27 members, highlighted at the Tata Business Excellence including 4 internal Convention in December 2019. A formal assessors submitted award is expected during the JRDQV award the TBEM function, to be held later this year. l application

4 key ISUs, 2 key units participated in an assessment

including ‘daily stand ups’ and ‘retros’. The re-imagined assessment considerably reduced carbon footprint through the use of ‘phygital’ interactions on Webex and Vcon. Security and

Annual Report 2019-20 61 Ta ta Consumer Products

Stimulating the culture of business excellence

About the company Tata Consumer Products (TCPL), previously Tata Global Beverages, is a focused consumer products company uniting the food and beverage interests of the Tata Group under one umbrella. In the Beverages business, Tata Consumer Products is the second largest player in branded tea in the world with over 330 million servings everyday across the world. Brands include Tata Tea, Tetley, Vitax, Eight O’Clock Coffee, Himalayan Natural Mineral Water, Tata Coffee Grand and Joekels.

Beginning with the iconic Tata Salt that pioneered the crusade for iodisation in India, TCPL's Foods business is one of the most trusted food brands in India and the company has extended its portfolio to include salt variants and nourishing food items. With Tata Sampann, the company brings the traditional wisdom of Indian food in a contemporary package to deliver the best of taste, nutrition and convenience.

TCPL has a joint venture with Starbucks called Tata Starbucks Limited, to own and operate Starbucks cafés in India. The company also has a JV with PepsiCo in India, called NourishCo, which produces non-carbonated ready-to-drink beverages that focus on health and enhanced wellness. NourishCo produces and markets Tata Water Plus — India’s first nutrient water, and Tata Gluco Plus — an energising, glucose-based flavoured drink. Himalayan water is also marketed and distributed through NourishCo.

62 Elevating the culture of l Establishing pre-defined measurements for excellence all processes

Strengthening Digitisation the foundation TCPL engaged TBExG for implementing Data Last year, TCPL's agenda was to accelerate Maturity Assessments using the DATOM™ the journey of business excellence. Some framework. The assessment covered both specific interventions were undertaken Indian and international operations, including by the company in the area of business the regions of UK, USA and Canada. The excellence in partnership with TBExG. At the approach for TCPL consisted of in-depth beginning of FY19-20, a business excellence interactions with the executive office and plan was developed with four pillars: people functional teams, including the heads. The commitment, enhanced customer focus, interactions centred on how data is used in strategy deployment, and digitisation. daily operations, good practices followed, and challenges faced. The assessment's findings P eople commitment highlighted TCPL’s practices, acknowledged To sensitise senior business leaders about strengths and recommended opportunities benefits of the application of TBEM as for improvement. a business transformation tool, TBExG facilitated an 'Embracing Business Excellence' The findings also benchmarked TCPL's programme at Montvale, USA, and Greenford, over-arching practices in Data Maturity UK in September/October 2019. against industry standards. The team for the company’s assessments consisted of experts The learning agenda was customised in in DATOM™ from TCS, TBExG, and other Tata discussion with the Chief Human Relations companies. The assessment's findings helped Officer and Head – International Business provide directional inputs for TCPL to improve and included business areas requiring deeper in its journey of data-driven excellence. deliberation. This programme was attended by 34 members from TCPL. Unanimously, the Risk management participants appreciated different sessions. TBExG conducted two workshops on risk assessment for the operations team, Some of the projects that were deliberated for including factory employees at Bengaluru implementation included: and Kolkata. Fifty-eight participants, including l Improvement of the product launch employees and business partners, attended execution process the two workshops, organised in May 2019. l Knowledge management The workshop employed both classroom l Strengthening key account management sessions and practical case studies to enable process participants assess the risk in manufacturing

Annual Report 2019-20 63 settings and analyse the existing Hazard Identification and Risk Assessment report.

34 Over the last year, the company engaged employees productively with TBExG to carry forward its attended the EBE business excellence journey. An EDGE webinar Programme in September 2019 session on the ‘Art and Science of Storytelling’ was conducted by TCPL. An EPIC session was conducted by John Burdett on Felt leadership in Safety for Infiniti Retail. TCPL also participated in the new store opening session. l

58 employees and business partners participated in 2 risk assessment workshops, in May

Participated in 2 EPIC sessions

64 Tata steel

Pursuing Future- readiness

About the company Tata Steel, established in 1907 as Asia’s first integrated private steel entity, is today among the leading global steel companies. The Tata Steel annual crude- steel capacity across Indian operations is nearly 13 MnTPA. Tata Steel is also credited with setting up the second greenfield steel plant in Odisha. The first phase of Kalinganagar, with a three MnTPA-capacity, out of a total capacity of eight MnTPA, was commissioned in 2016. In 2018, Tata Steel completed the acquisition of Bhushan Steel at Orissa to further enhance its capacity by 5.6 MnTPA. Tata Steel possesses and operates captive mines that help it to maintain cost-competitiveness and production efficiencies through an uninterrupted supply of raw material. Tata Steel has maintained its status of being Asia's lowest-cost steel producer.

Tata Steel's unique position in India's domestic market is due to its continuous improvement culture, translated in product and service portfolio, success in value-creating initiatives, and offering customised solutions for customers. It is the market leader in auto grade steel and is considered as an industry leader in steel branding, distribution and retailing.

A very good note.” (In response to TBExG’s note on ‘Tata Steel’s business excellence priorities in the new changed context’.) TV Narendran, CEO & MD, Tata Steel

PB Annual Report 2019-20 65 Ealev ting the culture of Competitive intelligence excellence TBExG partnered with Tata Steel on a Deep Dive improvement intervention to establish Tata Steel’s TBEM agenda a comprehensive Competitive Intelligence During FY19-20, Tata Steel consolidated (CI) programme as a part of its corporate its journey of excellence and redirected its strategy initiatives. The intervention aimed efforts towards preparing the organisation at tracking and monitoring the strategic and for the future. T V Narendran, CEO & MD, tactical moves of its competitive landscape on during his speech on January 01, 2020, spoke a continuous and proactive basis. The ultimate about Tata Steel’s journey and efforts made goal is to intertwine CI with its strategy during 2019 towards ‘Structural, Cultural, and development and deployment process. The Financial Readiness. first phase of the project is now complete.

Speaker at APL Avneesh Gupta, Vice President, TQM (Total Quality Management) & Shared Services, was the speaker during the Advanced Programme for Leaders 2020, held in Lucknow. He emphasised on Tata Steel’s priorities revolving around strengthening the excellence efforts towards R&D, digital transformation, strengthening the culture of innovation, TBExG has been guiding Tata Steel Global sustainability, and readying the future Wires team in developing a Global Wires workforce. He felt that the focus of the TBEM Operational Excellence Model based on Assessment could be directed more towards the World Class Quality model used by Tata assessing the company's future-readiness Motors. We have made a positive start in the rather than on past achievements. journey of operational and quality excellence. It is focused on improving skills, practicing As a part of the TBExG value of providing new concepts, and empowering of workmen thought leadership, a note penned down to prevent defects. It has changed the face of by TBExG on ‘What should be Tata Steel's the shopfloor and has resulted in a positive business excellence priorities in the new work culture and better employee morale.” changed context’ was shared with Mr Rajiv Kumar Soni, Narendran and other CXOs. It was well Executive-In-Charge, appreciated. Tata Steel-Global Wires India

66 Annual Report 2019-20 67 IMPROVEMENTS AND ITS IMPACT

Overall First Customer Compliance Returns Increased by Reduced by Customer >20% >50% Complaints Reduced by Internal Rejection >55% Reduced by >30%

Inventory oee COPQ Reduced by Increased by Reduced by >25% >15% >20%

Improvements in key result indicators within Tata Steel Global Wires

Knowledge management Global Wires Operational Facilitated by TBExG, Tata Steel participated Excellence Model in American Productivity & Quality Center’s TBExG facilitated the implementation (APQC’s) Knowledge Management Capability of GWOEM at Tata Steel Global Wires, Assessment (KM CAT) and was one of the Tarapur. Leveraging the knowledge awardees at the global '2020 Excellence and implementation of ‘World Class in Knowledge Management' awards. Tata Manufacturing, subject matter experts from Steel participated in this assessment with Tata Motors were roped in to execute a pilot an objective to get an external perspective programme at the Spring Steel plant for on the KM processes and understand best the same. The GWOEM initiative is showing practices required to achieve aspirational encouraging results in process maturity and maturity. APQC’s KM experts, after a rigorous associated business results. It is aimed at assessment and validation, placed Tata Steel transforming the quality culture and mindset at Level 4 out of a possible five levels, across across all employee levels, including the capabilities. contractual one.

66 Annual Report 2019-20 67 Receiver of the global Completion of first '2020 Excellence phase of the Competitive in Knowledge Intelligence with strategy development and Management' deployment project award

3 Best Practices 15 CXOs shared on the participated in BEC EDGE Portal 2019 held in Mumbai

As of February 2020, the Spring Steel plant 2. Overall engagement in the EDGE Best at Tata Steel Global Wires, Tarapur, is gearing Practices programme – Tata Steel shared up for acquiring GWOEM level 1 certification. practices on Knowledge Management, Based on this encouraging holistic outcome, Enterprise Risk Management, behavioural steps have already been initiated to deploy safety, etc. 15 CXOs of Tata Steel this initiative at other plants of Global Wires participated in BEC 2019 held in Mumbai — horizontally. the highest ever participation from any Tata company. l Recognitions During the Business Excellence Convention, 2019, following recognitions were bestowed on Tata Steel: 1. For discovering superior business solutions from deeper diagnostic and introspective instruments – CI Deep Dive and GWOEM Implementation

68 Annual Report 2019-20 PB The Indian Hotels Company

Embarking on ‘Aspiration 2022’

About the company The Indian Hotels Company (IHCL) is South Asia’s largest hospitality company by market capitalisation. The global economic slowdown has posed some tough questions to IHCL in the recent past. Consolidation of global players and increased inventory in the Indian market led to downward pressure on bottom lines, further compounding matters.

After 2016-17, the company has been re-imagining itself by leveraging its strong brand equity to multiply its portfolio while aligning to high-growth segments. It includes manoeuvring excellence and reinvigorating the portfolio across all brands. This is a part of their strategic roadmap called ‘Aspiration 2022’, which, in the words of Puneet Chhatwal, MD & CEO, is “based on a promise to work together to create greater enterprise value, and make IHCL, South Asia’s most iconic and profitable hospitality company.” Various initiatives have been undertaken to meet the goals of Aspiration 2022, under the 3R strategy — Re-engineer, Re-structure, and Re-imagine.

Annual Report 2018-192019-20 69 Elevating the culture of Subsequently, two workshops for the senior excellence leadership team (SLT) were organised at Bengaluru and Delhi. The SLT, a core WORKshops 40-member team, is part of the Strategy TBExG started with a workshop with the and Culture team at IHCL. Inputs from the IHCL Executive Committee (EXCOM) in EXCOM and previous workshops, in terms of February 2019. Structured around Aspiration application reports, were used for facilitating 2022, the workshop was linked to value the workshop with the SLT members. Similar exercise and critical system assessments to the workshops with the EXCOM team, of the organisation. It further led to an multiple projects were identified, and examination of critical systems to enable aspects critical to the company’s growth and smooth implementation of the 3R strategy. sustenance were discussed and deliberated. The EXCOM was of the consensus that few Inputs from both workshops were captured aspects of the critical systems, including its for future strategy formulation, improving work processes, would require sprucing up. existing initiatives, and planning new initiatives. Post the EXCOM workshop, IHCL’s business excellence team and TBExG, co-created an Webinars excellence roadmap, integral to the strategy Last year, Mr Chhatwal participated in and vision of the company. EXCOM members the Leadership Webinar Series, where he nominated colleagues from different addressed participants on the importance functions/departments of IHCL to a five-day of culture and how IHCL has steered to Aspiration 22 workshop, to derive a deeper profitability and is well on its way to achieve understanding of the TBEM criteria and its link its Aspiration 2022 goals. Dr P V Murthy, EVP to Aspiration 2022. The teams were clustered and Global Head – HR, IHCL, also facilitated a functionally, as they deep dived into their webinar which was one of the most viewed specific functions and processes. The teams webinars of last year. Mr Chhatwal served as also used the TBEM maturity framework to a Mentor for the Trent assessment team in understand the maturity of their respective 2019. Rohit Khosla, EVP – Operations, North & processes. Every team identified projects to West India from the company has taken up the improve or remove potential barriers which mantle of Chairman of Tata Network Forum could halt the progress towards achieving India - North. the goals of Aspiration 2022. An outcome of this workshop was the drawing up of assessments the organisational profile and a narrative IHCL also undertook a DATOM assessment (application report), presenting a realistic last year, which gave it a more in-depth insight picture of IHCL’s operations. into potential areas of improvements in the systems and processes. IHCL also participated

70 IMPROVEMENTS AND ITS IMPACT

2022

ON Iconic 15 TI and Profitable New projects IRA Hospitality every year SP 8% A Company EBITDA margin Re-structure expansion ves ti a iti 50-50 in Re-engineer Re-imagine Portfolio

Culture Strong Brand Equity High Customer Engagement

Pan-India & Source market Market leaders in Leisure & enablers Overseas Footprint Places Segment

Integrity, Excellence, Unity, Trust, Awareness and Joy Responsibility and Pioneering values

in the TAAP (Tata Affirmative Action Programme) assessment. Many employees from IHCL have now been trained as TAAP Assessors. MD featured in the Leadership Post the TBEM Assessment, the business Webinar Series and excellence team has collated inputs from served as a Mentor for all the interventions, workshops, and TBEM Trent in 2019 Assessment feedback. It has subsequently created a project template to execute the improvement projects. 2 workshops Going forward, Mr Khosla will be mentoring for 40 senior leadership the business excellence team and reviewing all team members the improvement initiatives on the journey of organised Aspiration 2022. l

Annual Report 2018-192019-20 71 Voltas

Creating a conducive environment for achieving business excellence

About the company Voltas is a diversified company with multiple business interests. It has a presence in consumer durables, textile machines, mining and construction equipment, and mechanical, electrical, and plumbing (MEP) services. Its geographical presence extends across India and the Middle East, primarily through MEP projects. The company participated in TBEM Assessments in 2016 and 2018, registering a score of 509 and 580 respectively. It did not participate in 2019, as it wanted to strengthen specific areas.

The collaboration between Voltas and TBExG covered a wide spectrum of activities.

There have been continuous engagements with TBExG over the last two years. We look forward to guidance and support for the external assessment 2020.”

C . Kamatchisundaram, Head, Textile Machinery Division and Business excellence Head, voltas

72 Evle ating the culture of focused on improving Voltas’ customer excellence management function: • A workshop aimed to provide insights on TBExG, in a collaborative effort with the how Textile Machinery Division (TMD) can Business Excellence Head of Voltas, facilitated use the Key Account Management (KAM) action planning post TBEM Assessments process for increasing revenues and for different businesses. The focus was to profitability. This intervention identified highlight business-impacting specific actions over 10 critical actions at the division which the business unit could undertake. level. • A longer engagement for DPG, consisting TBExG initiated the process of strengthening of detailed diagnostics on the KAM the culture of excellence in two ways: process and subsequent implementation l Firstly, a focused session by S Padmanabhan, support for eight key accounts over six Executive Chairman, TBExG, for the MD and months. It focused on strengthening his direct reports from different businesses the customer relationship process of of Voltas. He highlighted good practices Voltas with its key customers for the DPG from Titan, Tata Steel, Infiniti Retail and business, with a view to increasing the Tata AIA Life which Voltas could potentially share of business of different products/ learn from. An important objective was to services of DPG with its customers. demystify to the top management that, l TBExG also supported Voltas’ customer TBEM = Business as Usual satisfaction surveys by reviewing l Secondly, three programmes were questionnaires in detail, to ensure that conducted for middle management teams critical essentials from the perspective of across Unitary Products Business Group customer requirements were adequately (UPBG), Voltas Beko, Domestic Product covered in the survey design Group (DPG), and Mining & Construction Equipment (M&CE) division, covering over Ethics 75 employees in Delhi and Mumbai. The TBExG facilitated the process of ethics programmes apprised employees about the measurement by conducting a survey, TBEM framework, particularly concerning where it identified the target audience applications of these principles to their roles and disseminated findings to the top and how different businesses can adapt the management. It was the first time that a Tata same for long-term success company included dealers/service franchisees for both UPBG and DPG along with suppliers Customer Centricity in such a survey. By including the critical TBExG facilitated the journey of Customer components of the product/service delivery Centricity for the company in two ways: ecosystem, the coverage was widened l Two engagements were facilitated by TBExG considerably.

Annual Report 2018-192019-20 73 Sharing Over last year, Voltas shared its best practices with various Tata companies. Voltas also shared its strategic planning process with Tata Steel’s corporate planning team with special focus on how UPBG continues its Shared strategic relentless journey of market leadership in the planning process air conditioner business. Tata Steel benefitted with Tata Steel’s from an understanding of how Voltas corporate planning team institutionalised business HR as an integrated part of its strengthening business units into independent P&L entities in all respects. Voltas’ UPBG team also shared its channel management practices with Tata Teleservices and Tata Power Solar Systems.

Based on the TBEM Assessment team’s identification of certain good practices in 2018, Voltas shared its practices in the area of 5 Best Practices safety, customer win-loss analysis, operational shared on the EDGE efficiency and employee rewards on the EDGE Portal Portal. The practices are: l Safety Passport-IOBG, Safety mat-MCED, toolbox talk (Safety) l Bid/No Bid tool for decision making on tenders (DPG) l Customer win/loss analysis (TMD) l One-page lessons for cost reduction and operational efficiency (International Operations Business Group) l Hi 5 for employee R&R (HR)

Voltas also contributed six assessors to the 6 Assessors for TBEM Assessment 2019 cycle. the TBEM Assessment 2019 cycle Learning Tata Projects’ transmission division shared best safety practices with Voltas DPG through

74 2019-2020 TBExG engagements with Voltas

Capability Building In-House Programmes 5

Epic Sessions 4

OFI’s Sessions 4

KAM Reviews 4

C-Sat Survey Support 3

KAM Sessions 2

LBE Survey 1

Deep Dives 1

Assessment 1

0 1 2 3 4 5

a customised session facilitated by TBExG. The session was vital in the backdrop of recent fatalities in Voltas’ electrical distribution business. A detailed session on contractor management is planned to take forward the cultivation of safety standards across the company’s extended business ecosystem. Facilitated by TBExG, a team from Infiniti Retail and Titan Jewellery division shared some of their best practices with a team from Voltas UPBG, on how ‘Theory of Constraints’ had helped in bringing significant improvements in the supply chain, improved customer experience, reduced inventory, and improved profitability. l

Annual Report 2018-192019-20 75 Tata Realty

Building a robust framework for excellence

About the company Tata Realty came into existence two years ago as an integrated entity, formed to consolidate the business of Tata companies operating in the real estate sector in various segments, including residential and commercial real estate, and long- term infrastructure. These businesses were earlier operating under Tata Housing (THDC) and Tata Realty and Infrastructure (TRIL). Consequently, the restructured business, after the initial hiccups, has now turned cash positive and hopes to turn profitable in the coming few years. It also hopes to become a leading entity in the Indian real estate firmament in the coming three to five years.

Tata Realty’s leadership personnel had a considerable majority – around 90% – of people who were new to the company as well as the Tata Group. This necessitated TBExG to conduct a series of meetings in the later part of 2018-19 to help them understand and appreciate the TBEM framework.

I found the team very diligent and professional. Despite the lack of real estate experience, they did an excellent job.”

Sanjay Dutt, MD & CEO, Tata Realty, speaking about the Dip Check Assessment

76 Elevating the culture of between Tata Housing and TRIL to excellence establish standard processes for the new entity – Tata Realty. Over the entire last year, Tata Realty has • Assisting in the design of new collaborated with TBExG extensively in the processes, wherever required. area of business excellence to improve its • Identifying key performance indicators processes across all key operational areas, for each of the critical processes. including customer-facing ones. Another area • Integrating processes in diverse areas by of emphasis was strengthening of the ethical identifying dependencies with different framework. activities. l TBExG facilitated the Leadership in Business Tata Realty initiated the business excellence Ethics survey for the integrated entity of journey in May 2019 with an orientation Tata Realty, given the importance of the session for the management committee. subject to the real estate sector. It was in TBExG conducted the session, explaining the consonance with issues identified during process and spirit of TBEM Assessments. the restructuring and supported the management’s intended communication The process of acquiring business excellence that ethics are non-negotiable for the was set into motion through an integrated company. The findings of the survey plan drawn in collaboration with the Chief resonated well with the management Human Resource Officer (CHRO) and Business committee Excellence Head. l Tata Realty is planning to participate in the TBEM Assessment 2020 cycle. As part of The below activities, part of the integrated its preparations for the same, it undertook plan, were executed during the year: a Dip Check in November 2019. The l A two-day Embracing Business Excellence company prepared detailed action plans Programme for the middle-management post the Dip Check, which were discussed team of all critical functions was organised. subsequently at the Resurgence 2 Conclave, The participants were chosen to take the in the presence of over 100 employees. In TBEM journey forward for organisational addition, TBExG facilitated some sessions improvement. The programme was on Strategy and Measurement framework appreciated by the participants and Reena with the Head of Strategy and Business Wahi, CHRO and Business Excellence Head, Development, and on Safety with the Head Tata Realty of Projects. These sessions were designed l An engagement has been underway to to action and take forward some critical help design or modify processes across all findings from the Dip Check critical operational areas. The engagement l During the past year, Sanjay Dutt, MD & CEO, is focused on: Tata Realty, shared an industry perspective • Facilitating the integration of processes through a Leadership Series Webinar on

Annual Report 2018-192019-20 77 MD & CEO shared an industry perspective through the Leadership Series Webinar The TBEM team has been a true business partner in our journey towards excellence. It has brought in meaningful insights, to coach and guide us as we rebuild Tata Realty, with the objective of making it one of India’s most valued customer-centric organisations.” Planning to participate Reena Wahi, in the TBEM SVP & Head - HR, CSR & Business Assessment excellence, Tata Realty 2020 cycle

‘Attractiveness of Real Estate as a Sector for • Training of assessors, especially some high- Business in India’ in February 2020 potential middle-management employees, to aid their professional development. Going forward, TBExG has planned multiple • Support for the establishment of a safety actions with the Tata Realty team to facilitate: ethos, through training, for the MD as • Development of a framework to well as some key management committee strengthen goal-setting activity, consisting members. This is an important area, as of periodic review of goals for alignment the company experienced two fatalities in to the functions, clarity of measurement 2019-20. l yardstick, etc. • Support for fortifying the risk registers.

78 Tata Sky A sharper picture

About the company Tata Sky is India's leading content distribution platform with over 600 channels and services. It currently has a footprint spread across 200,000 towns with over 18 million connections in India. Its identified business imperatives include: l Pro-active engagement with customers: Particularly to ring fence the top- end segment, while growing fast in the mass market; gaining insights across the customer value chain, customer delight with 'Prime' like treatment, identifying and addressing dissatisfaction. l Moving from DTH to content distributor: Through complementary partnerships; developing competencies in adjacent spaces, yet remain financially prudent. l Agility/speed of execution: Of the projects and ideas in the pipeline, especially in view of the changing business environment. l Envisioning the future: Building a leadership pipeline.

The TBEM Assessment process reaffirms our faith in what we are doing while opening a few more areas for us to work on. The proof of fruitful engagement with TBExG is an established CI framework and approximately 1% colleagues who attended the Business Excellence Assessor Programme.”

Harit Nagpal, CEO, Tata Sky

Annual Report 2018-192019-20 79 El evaTING the culture of excellence

Focus on improvement Tata Sky approached TBExG for partnering in MD served as in the venture of establishing the Continuous a Mentor the Assessment Improvement framework. As the first task, process the Continuous Improvement Champions (CICs) started driving strategic and cross- functional projects that would allow Tata Sky to differentiate itself in the marketplace.

Further, Tata Sky felt the need for capability building of these CICs for an effective result of this programme. There were two training 5 best programmes conducted in August 2019 practices and February 2020. For the programme in uploaded on the February, TBExG was engaged to impart EDGE Portal a specific training on Business Excellence capability building.

TBExG introduced CICs to Continuous Improvement tools and guided them for their usage to drive Continuous Improvement projects and improvement in processes. 20 employees Safety participated in TBExG also enabled Tata Sky to connect with Capability Building Trent and Tata Communications to understand workshops their best practices on facilities management and office safety.

C apABIlity Building Contributions to the Group’s workshops excellence journey 20 participants from Tata Sky participated in Harit Nagpal, MD, Tata Sky, served as a Mentor Capability Building workshops conducted by in the Assessment process. Tata Sky shared TBExG. five best practices which were uploaded to the EDGE Portal. l

80 Infiniti Retail

The one-stop shop for all your electronics' needs

About the company Infiniti Retail, which operates under the brand name Croma caters to over 10 million customers across the country. Croma today is the go-to destination for the consumers' electronics needs, with its expertise in Consumer Durables & IT (CDIT), large store network, wide product assortment, and service orientation.

Croma has the unique advantage of being an omni-channel retailer (shop from store + online) in India. With the advent of online retailers, the focus of Croma has been in building a seamless omni-channel experience for customers to discover, buy and service their products.

Further, Croma has set its vision to become the #1 choice in Indian CDIT retail customer experience by 2025. Its identified business imperatives include: l Rapidly scaling up stores ensuring profitability l Offering unmatched customer experience l Building future-ready workforce l Digitalising the business l Driving excellence in operations l Strengthening safety and sustainability

Annual Report 2018-192019-20 81 Elevating the culture of a systematic practice of the theory of excellence constraints. TBExG organised a best practice sharing session between Croma and Voltas to TBExG is proud to have partnered with Croma enable the latter to benefit from the same. in its journey to realise its vision. In the past year TBExG has supported Croma across five Croma also participated in a TBExG-organised key areas: workshop for store expansion. The workshop saw multiple retail companies from within TBEM & DATOM Assessment the Tata Group, sharing best practices and The company has been a regular participant at challenges in opening new stores. TBExG is TBEM Assessments and continued the practice working with these retail companies to hold in 2019-20 as well. specific best practice sharing sessions under the EPIC banner. The TBEM Assessments team identified many best practices suitable for Croma, which Best Practice Adoption prompted it to create a formal plan with AirAsia, Tata Cliq and Titan organised multiple TBExG, to connect with the various Group workshops on Net Promoter Score (NPS), companies to acquire knowledge of the best where Croma identified some promising practices. practices. The initiative to improve NPS is an ongoing one and TBExG is working with The industry understanding and output different Group companies under the EPIC for Croma improved on account of the Programme to organise sessions for Croma. TBExG assessment team having an internal assessor from the company. Further, Croma Croma also participated in the NPS participated in the Business Excellence benchmarking study, undertaken by TBExG Assessor Programme and three employees for all Group companies. have been certified as Gold assessors by TBExG. Safety Tata Consumer Products (earlier known as Last year, Tata Consultancy Services and Tata Global Beverages) conducted a session TBExG jointly conducted a DATOM™ Data on Felt Leadership in Safety. The session was Maturity Assessment for Croma. Based on designed to enable Croma to build a culture of the observations of the assessment, TBExG is safety across the organisation. addressing some focus areas, as a part of its digital transformation roadmap. Croma has also been a part of the Tata retail store safety cluster where it has helped Best Practice Sharing develop the retail store safety standards. It is Over the years, Croma has developed also part of a monthly cross-store audit team

82 for the retail stores in the Tata Group.

C apability Building Workshops An exercise for the deployment of APQC's open standards benchmarking to improve specific processes, is currently underway. NPS benchmarking study Five participants from Croma participated in capability building workshops conducted by TBExG. l

5 employees 3 employees attended certified asG old capability building Assessors by workshops TBExG

Workshop for store expansion

Annual Report 2018-192019-20 83 Tata AutoComp Systems Enabling mobility solutions

About the company Tata AutoComp, was established in 1995 to bring auto component technologies into India to serve the emerging Indian auto industry. Tata AutoComp is in the business of design, development, manufacturing and supply of auto-component products and services. Its divisions and business units (BUs) are fully-owned subsidiaries of the Tata Group or joint ventures. The company supplies products and services to different automotive original equipment manufacturers in the automobile sector. Its customers belong to various segments of automobiles, including passenger vehicles, commercial vehicles, two and three-wheelers, tractors and off-road, as well as allied industrial segments and aftermarket. Its identified business imperatives include:

l Becoming the No. 1 strategic partner for Tata Motors in passenger vehicles and commercial vehicles l Acquiring the No. 1 position in commercial vehicles auto components in India l De-risking by growing beyond passenger vehicles and commercial vehicles segments l Becoming the No. 1 player in medium and heavy commercial vehicles cooling systems in US & Europe l Being recognised as a significant player in the electric vehicles space

Business excellence is a key focus area at Tata AutoComp. We continue to focus on it through various initiatives, such as external and internal assessments, capability-building programmes and best practices, with TBExG’s support. I am sure that the ongoing business excellence initiatives and future interventions will help us gain valuable insights and bring focused improvements."

Arvind Goel, MD & CEO, Tata AutoComp Systems

84 Elevating the culture of Post this year’s TBEM Assessment, Tata excellence AutoComp prepared action plans at a corporate level, after consultation with Strategic objectives TBExG. Vital initiatives were identified at Tata AutoComp determines its objectives the corporate level for which interventions within the strategic planning process will be driven by Tata AutoComp's business and ensures that strategic challenges are excellence team. The action plans are aligned addressed by the objectives. Objectives are to the strategic themes and are linked to categorised into financial, customer, internal the corporate BSC for better execution and processes, and learning and development. impact. TBExG is also helping in strengthening They are communicated across the the business-unit level action plans through organisation as strategic themes through regular reviews with specific business unit and the corporate balanced scorecard (BSC) and business excellence heads. business unit/functional BSCs and finally through individual key result areas. TBEM Internal Assessment At Tata AutoComp, the internal assessment Enabler to achieve for individual business units is conducted to future growth get more in-depth and business unit-specific At Tata AutoComp, the TBEM framework is feedback. The external TBEM Assessment one of the critical enablers in strengthening process forms the basis of the internal strategic and operational capabilities. TBEM assessment. A pool of 50+ certified assessors Assessment feedback acts as a vital input is involved in the internal assessment process. during the strategic planning process. Post TBEM Assessment, Tata AutoComp deployed A one-day workshop was conducted for TBExG's expertise to implement these the assessors before the start of the TBEM initiatives: Assessment process. It helps them polish their skills, revise the concepts, and also understand Business Excellence Interventions any changes in the criteria. In-house assessors in Line with Strategy also provide the necessary support in the Tata AutoComp has moved to the category of internal assessment. 'Emerging industry leader' in the 2019 TBEM Assessment. The TBEM Assessment team had The process goes through E&I every year. assessed the company at a corporate level TBExG's inputs enable the addition of new and also at a business-unit level, with each initiatives in the process, whenever needed. business unit being extensively assessed. The The TBEM internal assessment process at Tata final feedback included both corporate and AutoComp has been recognised as one of the business-unit levels. best practices.

Annual Report 2019-20 85 C apability Building Programme Tata AutoComp hosted an EPIC session on Capability building happens through the enterprise risk management, facilitated by involvement of senior leaders, business unit Tata Steel. heads, functional heads, and young managers in various capability-building programmes. Best practices and knowledge management The certified assessors go through various are considered critical initiatives this year, and certification programmes, including the will be implemented with TBExG's support. following, based on eligibility criteria: The following best practices were selected and l Advanced Programme for Leaders uploaded on the EDGE Portal this year: l Subject Matter Expert Assessors 1. Launching cadre-building to develop a Programme robust leadership pipeline l Experienced Assessor Programmes (EAP) 2. Creating customer engagement through and EAP Plus, tech shows l Assessor Recertification Programme 3. Driving operational excellence through six l Business Excellence Assessor Programme sigma 4. TBEM internal assessment process Graduate Engineer Trainees are acquainted with TBEM concepts in a phased manner over Learning and sharing a month and a half, in a unique programme. An Tata AutoComp contributed to the Group's offsite for one day is also planned where they excellence journey in several ways: will be oriented on TBEM. l Participation of assessors in the external TBEM Assessment (four assessors — a Best Practice Implementation team leader and others as members) Every year, Tata AutoComp shares its best l Participation in Deep Dive assessments practices on the EDGE Portal. Last year, of other Tata Group companies (three assessors — a team leader and two members) 50 l Sharing best practices through EDGE employees l Participation of the Business Excellence participated in Head in various forums, including Business Excellence Heads Meet, Tata Network capability building programmes Forum, as a speaker. Approximately 50 employees from the company participated in capability building programmes and events like BEC and JRDQV l Sharing Tata AutoComp’s business 3 assessors excellence journey with business excellence for Deep Dive heads of other Tata Group companies. l assessments of other Tata companies

86 Tata Steel Downstream Products

Offering steely solutions

About the company Tata Steel Downstream Products (TSDPL) was initially established in 1997 as Tata Ryerson Ltd., a joint venture between Tata Steel of India and Ryerson Inc. of USA. In 2009, Tata Steel acquired the entire equity of Ryerson Inc., to form Tata Steel Processing and Distribution (TSPDL), a wholly-owned subsidiary of Tata Steel.

In 2019, the Tata Group had set all companies on the course to ‘Simplify, Synergise and Scale’ their operations based on its strategy of ‘One Tata’. The objective is to achieve peak performance and thereby improve the potential for value creation. It is with this objective that Tata Steel had in the past year initiated the consolidation of its downstream operations bringing future plans for Services & Solutions within the operations of the now Tata Steel Downstream Products.

TSDPL was the first entity to bring steel service centre solutions to Indian industrial customers. It is the first organised steel service centre capable of processing high-tensile steel in India. Such centres, a popular and time-tested concept in industrially developed countries around the world, was hitherto unknown to the value-seeking Indian industrial customer. With 10 large processing units, 13 sales and distribution locations, and a host of partners, including external processing agencies, suppliers and other stakeholders, TSDPL is India's largest steel service centre entity. TSDPL successfully laid the foundation of a new emerging industry and continues to follow its avowed mission of building a trusted and irreplaceable bridge between steel producers and steel consumers.

Annual Report 2018-192019-20 87 Elevating the culture of excellence

TSDPL regularly participates in TBEM assessments. The operational gaps identified 23 senior through the assessments are appropriately leaders acted upon and captured in the business underwent excellence plan for review and governance. the EBE The last assessment was done in the year programme 2018, and the company is very close to crossing the magic figure of 650 and be recognised as an Industry Leader.

In the last couple of years, TSDPL has partnered with TBExG on enhancing business excellence capabilities of its senior and middle-level leadership. Twenty-three senior leaders underwent a programme on P articipated ‘Embracing Business Excellence’ in FY19-20. in TAA P Assessments TBExG facilitated Excellence Programme and Learning Implementation Champion (EPIC) sessions Missions between members of Tata Steel and TSDPL, wherein the former shared some of its best practices in the area of customer complaint management processes, and determination of customer dissatisfaction.

In its effort towards building a high- performance work culture, TSDPL entrusted TBExG to conduct a culture study of its Hosted a organisation. As part of this project, TBExG Learning partnered with Organisation Culture Mission for TNF Assessment Instrument (OCAI)-online, a India - East to share validated tool for assessing organisation Best Practices culture, based on computing values framework. TBExG also collaborated with subject matter experts in the field of Culture.

88 MD served as a MD participated mentor in FY18 as a speaker in and FY19 TBEM the Leadership Assessments Series Webinar

The project was divided in two phases – an and also participated as a speaker in a online survey and a qualitative phase. The Leadership Series Webinar, last year. Monika project took around eight weeks to complete Agarwal, Chief (Business Excellence), has been which included the online OCAI survey for leading TBEM Assessment teams, regularly, employees across locations. for several years now. l

TSDPL also participated in the Tata Affirmative Action Programme (TAAP) Assessments, as well as TBExG-organised Learning Missions for knowledge enhancement and process improvement, in the last year. TSDPL also hosted a learning mission for TNF India - East to share Best Practices. The session held on February 7, 2020, attended by 22 participants from 11 companies, threw light on TSDPL's journey from its incubation in 1997 to its current stature, mission, vision and core values and company’s performance over the last five years.

TSDPL's leadership team has been consistently involved in sharing critical insights about industry and business through the TBExG platform. Abraham Stephanos, MD, was a mentor in FY18 and FY19 TBEM Assessments,

Annual Report 2018-192019-20 89 Tata Metaliks

Ironing the creases away

About the company Tata Metaliks (TML) was founded in 1990 as a pig iron manufacturer. In 2007, it diversified into ductile iron pipes (DIP) manufacturing. With a market share of 19% in foundry grade pig iron, TML has its strong presence in the principal markets of East and North India. Tata Ductura, the DIP brand, within eight years, has become one of the top three DIP players in the country with a domestic market share of 13%. Going forward, TML will be working towards: l Consolidating the gains of the last decade or so l Maintaining vital business efficiency parameters, including margins l Demonstrating Industry Leadership l Implementing expansion project with automation elements l Increasing capacity from 1.8 to 4 lakh tons per annum l Digitisation and automation l Converting the ideas into completed initiatives with a purpose to derive business benefits, for instance, the use of robots, on-line quality control, maintenance predictability, SAP integration, etc. l Transforming Tata Metaliks into a learning organisation with effective learning and development interventions to improve engagement and also enable (business) improvements

90 Elevating the culture of Sandeep Kumar, MD, TML, also addressed excellence Tata Metaliks through the Leadership Series EDGE Webinars. TML has also shared two best TML accords very high importance to practices with other companies in the Tata the TBEM Assessments and has regularly fold, through the EDGE Portal, in the recent participated regularly. It achieved a score of past. These practices were about its risk 636 in the last TBEM Assessment, in 2019, management processes and skill giving it the status of an Industry Leader, a development centre.l proud achievement. Three employees have been a part of the TBEM Assessment process.

The company believes that TBExG’s capability R ecognised building programmes go a long way in as Industry building the culture of excellence within Leader the organisation. It has hence consistently in 2019 engaged with TBExG in this area. In FY18, 24 employees were included in the Business Excellence Practitioners Programme. In the last three years, 18 employees have also undergone the assessors training programme, while one officer has undergone the Data Maturity Assessor Programme. 18 employees have undergone the TML has engaged with TBExG consistently assessor training in the past, to learn about best practices in programme the areas of knowledge management, and inculcation of behavioural safety culture in the organisation. With TBExG's facilitation, TML also participated in APQC’s Open Standards Benchmarking on strategies for human capital management. Six employees from TML were nominated to take part in the various Learning MD Missions organised by TBExG for knowledge participated enhancement and process improvement. in the Leadership Series Webinar TML has also regularly participated in the Tata Affirmative Action Programme Assessments, organised by TBExG. In addition to this with

Annual Report 2019-20 91 Indian Steel and Wire Products

Hardwiring the future

About the company Established in 1920, Indian Steel and Wire Products (ISWPL) became a Tata Steel subsidiary in 2003. ISWP makes wire rods, wires and TMT rebars as a downstream value producer for Tata Steel which accounts for around 75% of the turnover. It also produces electrodes, MIG wire and nails sold under its brand SPARK. The company aspiration is to double the turnover and profitability by the year 2024, while becoming most cost competitive in the rods, wires and rebar business, the leading player in the branded nails market and a preferred supplier of welding products to the Tata Group. Future plans include producing and commercialising Graphene developed by the Tata Steel R&D division.

The strategy workshop was very nicely conducted. It has thrown up quite a few things which otherwise were getting missed. A lot of engagement!"

Neeraj Kant, MD, ISWPL E levaTINg the culture of TBExG to improve processes for behavioural excellence safety and innovation management through best practice sharing. Last year, the company ISWPL participates regularly in TBEM engaged with other group companies to Assessments to get holistic feedback into understand how good practices in vendor and its operations and key insights into areas innovation management can be internalised. for improvement. The business excellence feedback is captured in the company’s To achieve the company’s stated vision and business excellence plan which undergoes goals, ISWPL worked with TBExG in the arena regular reviews through the year. of strategy deployment through Balanced Score Card methodology. A workshop was The last TBEM Assessment was in 2018 and organised with the senior leadership team ISWPL is gearing up for the TBEM Assessment to identify appropriate key performance 2020 cycle. As an outcome of the Assessment, indicators. TBExG provided advice on amongst other initiatives, ISWPL worked with cascading these measures throughout the organisation.

A big area of engagement with TBExG is learning and capability building. To build an MD served organisation-wide culture of excellence, ISWPL as a has deputed 61 employees to participate BE Mentor in the Business Excellence Practitioners Programme. In the last three years, 12 employees have undergone TBEM Assessors training out of which two participated in 2 TAAP & assessments. To gain insights from benchmark 2 TBEM organisations, the company nominated six Assessors selected employees to participate in Learning Missions. for Assessment Affirmative Action is taken very seriously in the organisation and it participates in the TAAP Assessment regularly. One of ISWPL’s TAAP initiatives involves supporting girl Shared TAAP children at Kasturba Gandhi Balika Vidyalaya, best practice Potka Block (near Jamshedpur), on education on the EDGE Portal and employability. This initiative is a success story and is considered a best practice in the Tata Group. l

Annual Report 2019-20 93 Tata Martrade International Logistics

Moving towards future-readiness

About the company TM International Logistics (TMILL) was incorporated in 2002 as an international logistics provider formed as a joint venture company of Tata Steel, NYK Holding (Europe) BV, and IQ Martrade. The company can offer single window, end-to-end logistics solutions for dry bulk, containerised, breakbulk, and project cargo. It also offers a diverse portfolio of logistics services including port operations, shipping, freight forwarding, customs house agency, inland logistics, warehousing, ship agency, rail logistics and supply chain management. The company has two wholly-owned subsidiaries, ISL, Dubai, offering shipping services, and TKM Global logistics, offering freight forwarding services.

In 2019-20, it launched three projects, focused on people, process and technology, to become future-ready.

Thank you for providing an opportunity for our executives to participate in the process. It has been a great learning experience. We look forward to increased participation and contributions to TBEM.”

Ashish Gupta, MD, TMILL

94 Elevating the culture of excellence 2 Best Practices on A regular TBEM Assessment participant, TMILL the EDGE Portal was awarded the ‘Active Promotion of TBEM' award in December 2019, after it crossed the TBEM Assessment 500 score milestone.

Based on feedback of past TBEM Assessments regarding process standardisation and 2 Assessors for the TBEM integration within various verticals, the Assessment 2019 company has engaged with Tata Consultancy Cycle Services for a business process re-engineering programme which is presently under implementation.

In the last few years, TMILL has partnered with TBExG for business excellence capability building. TBExG has also organised workshops Based on the feedback received from the for senior leadership to sensitise them to 2019 TBEM Assessment, TMILL has built different aspects of business excellence, the business excellence plan and will be process maturity, etc. Twenty four senior partnering with TBExG to improve their leaders underwent a programme on processes in risk management, key accounts, ‘Embracing Business Excellence’ in 2019. benchmarking, and strategy deployment. The workshop was followed by discussions The company has begun preparations in with individual CxOs on understanding the right earnest for participating in the TBEM requirements of the excellence model and Assessment 2020 cycle. building a culture of business excellence. Apart from utilising TBExG's expertise for The TBEM Assessment has resulted in TBExG enhancing its business excellence framework, engaging with TMILL for sharing best practices TMILL has also made contributions to the in the area of ‘Customer Complaint Handling group excellence journey. It has shared Process’ in a B2B environment, as well as two best practices on the EDGE Portal — the determination of customer dissonance. compliance management and review system, A detailed discussion with subject matter and performance management for the experts of Tata Steel Downstream Products temporary workforce. TMILL has also provided and Tata Metaliks helped the organisation two assessors for the TBEM Assessment 2019 improve its process. cycle. l

Annual Report 2019-20 95

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