Annual Report 2018-19

TBEM is celebrating its 25th year. TBEM’s relevance would only increase in the future, with businesses needing to be more agile, connected and AI-driven. The role of TBEM is going to be crucial particularly in the areas of customer insights, talent and data analytics.

— N Chandrasekaran, Group Chairman 4 Purpose Statement ...... 06

Message from S Padmanabhan ...... 07

Governing Council ...... 08

Leadership Team ...... 09

25 Years of JRDQV ...... 10

Performance Highlights ...... 20

TBEM Assessments ...... 22

Tata Affirmative Action Programme...... 27

Tata Education Excellence Programme ...... 32

Capability Building ...... 36

Best Practices ...... 42

Deep Dives ...... 48

Data Maturity ...... 57

Safety...... 60

Events ...... 65

Tata Network Forums ...... 70 Purpose To Partner with Tata Companies in their Journey of Excellence to Achieve World Class Performance

6 Partnering with Tata companies for Excellence S Padmanabhan

ata Business Excellence Group is constantly evolving the provider and the beneficiary company together for to build deeper relationships with group companies. implementation of Best Practices. Two Learning Missions TWe strive to have newer offerings based on the were organised for learning amongst group companies. requirements emerging from the current business needs of the companies, and through the voice of customer study Progressively, more companies are utilising the Deep that we conducted 2 years ago. We continue to focus on Dive offerings to make improvements, especially in the simplification and digitisation. areas highlighted post the assessment process. 15 such interventions were conducted in companies including In the past year… Tata Pigments, Tata Coffee, Trent Hypermarket, Tata FY2018-19 was a very special year for us, being the Silver International, Tata Motors and others. Introduction of Data Jubilee of the JRD Quality Value Award. The Business Maturity assessment is gaining a lot of traction, and we Excellence journey of the group has been very enriching conducted 5 such assessments last year. over these 25 years: the average TBEM Assessment score of the group has increased by 2.5 times to 564, and we Tata Safety & Health Management organised a unique have conducted more than 800 TBEM Assessments with programme in the UK for Managing Directors to discuss the help of 650 mentors and 5,700 assessors. So far, critical safety issues, in which 6 Managing Directors 17 Tata companies have been awarded the prestigious participated. JRDQV. Out of the total 22 companies that participated in last year’s assessment cycle, 5 companies were recognised The Tata Affirmative Action Programme (TAAP) and Tata as Industry Leaders, namely TCS, Tata Sponge, Tata Steel, Education Excellence Programme (TEEP) continued to Titan and Tata Power Delhi Distribution. engage with the communities in which Tata companies’ function. In the past year, we also customised capability building programmes for companies like Tata Sky, Nelco, Tata AIA, The way forward… ISWP and more, and focused on making the programmes We look forward to the coming year with excitement. The Experiential, Exciting and Enriching. For this, we engaged Purpose of Tata Business Excellence Group is: ‘To Partner many senior leaders, including mentors and team leaders, with Tata Companies in their Journey of Excellence to achieve and introduced videos and case studies in the sessions. World Class Performance’. To progress towards this, we have identified specific focus areas and activities that would be Leadership Series EDGE Webinars were introduced, with implemented in the coming year. We will be customising participation from senior leaders across the Tata group for TBEM Assessments, facilitating more Best Practices 12 such occasions. These have become extremely popular, adaptations, executing Data Maturity assessments and with leaders sharing their experiences and learnings. conducting improvement interventions for enhancing the We launched the EPIC programme, which was to bring Culture of Excellence within Tata companies.

Annual Report 2018-19 7 Governing council

S Padmanabhan Chairman of the Governing Council Tata Business Excellence Group

Aarthi Subramanian Anand Sen Bhaskar Bhat Chief Digital Officer President - TQM & Steel Business CEO & MD Tata Sons Tata Steel Titan Company

Harish Bhat Praveen Kadle Brand Custodian Advisor Tata Sons Tata Sons

8 Leadership team

S Padmanabhan NK Sharan MK Nagabhushan Vice President Vice President

Anil Menghrajani Sanjeev Singh Saurav Chakrabarti Assistant Vice President Assistant Vice President Assistant Vice President

Deepak Deshpande Vinod Kumar Gautam Gondil Assistant Vice President Assistant Vice President Assistant Vice President

Annual Report 2018-19 9 JRDQV AWARD Winners

2000 - Tata Steel - Steel SBU

2004 - Tata Consultancy Services 2005 - Tata Motors - CVBU

10 2006 - Titan - Time Products Division

2007 - Tata Chemicals

2007 - Tata Metaliks

Annual Report 2018-19 11 2007 - Tinplate

2008 - Telcon

2009 - Tata Power

12 2010 - Tata Steel - Tubes

2011 - Rallis

2011 - Tata Steel - FAMD

Annual Report 2018-19 13 2011 - Tata Steel - Wires

2011 - Titan - Jewellery Division

2012 - Indian Hotels

14 2013 - Tata Power Delhi Distribution

2013 - Tata Steel Processing and Distribution

2018 - Tata Sponge

Annual Report 2018-19 15 TBEM over the last 25 years Business Excellence in the Tata group over the last 25 years

Average TBEM Score

600 2.5x in 25 years 567 542 550 525 511 503 485 487 500 475 473 480 474 478 479 480 463 450 444 450

400 370

350 324 298 304 300 287 269

250 215

200

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

25 years of TBEM Assessments

800+ TBEM Assessments 650 Mentorships 5,700+ Assessors

600

500

400

300

200

100 463 397 403 152 270 279 334 316 206 287 232 348 344 352 42 82 304 305 300 81 74 95 95 58 60 14 42 39 44 50 44 24 40 29 39 30 38 29 24 26 30 22 0 12 23 31 17 17 13 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

n Assessments n Assessors 16 Creating value for Tata group companies

Leadership “Along with the feedback shared with the company, the journey Cross Learning has also been a great “Learning Missions are leadership development a fantastic initiative exercise for a lot of and there are a lot individuals. ” of take-aways for us to implement in our company.”

Sense of Pride “I am happy to see Continuous involvement from Tata Improvement Steel as I have personally “We reaped the benefits gained from being involved of the deep dive in as a mentor and assessor terms of greater client over the years. I am sure satisfaction and enhanced all of them will make Tata engagement, translating to Steel proud. ” new business wins, cross sell and up sell. ”

Annual Report 2018-19 17 TBEM: A living model

Company Boards involved in the process through feedback presentations Integrated applications 2013 by companies Award 2011 threshold raised to 650 points 2014 Inclusion of the following: Climate change 2009 Safety Innovation TBEM positioned as a strategy 2015 deployment An evolving framework process

2017 Safety criteria simplified 2018

End-to-end digitisation of Assessment

18 TBEM: Enabling Tata group companies A living model towards Industry Leadership TBExG continues to support Tata companies on their path towards Industry Leadership through its various interventions

Industry 05 Leader

Emerging 21 Industry Industry Leader 03 Leader 14 Active 02 Industry Emerging Promotion Leader 18 Industry Leader Emerging 13 Below 17 Industry Active 500 Leader 15 Promotion 2018 Active 11 Promotion Below 20 500

Below 24 500 2017

2016

Annual Report 2018-19 19 Performance Highlights 2018-19

TBEM Assessments

22 Tata 5 companies 60+ senior companies underwent emerged as Industry leaders and CEOs the TBEM Assessment Leaders in 2018 participated at the process in 2018 Mentors Meet

Tata Affirmative Action Programme

Average score across Tata Motors, Tata Chemicals 10 companies companies was and Tata Power-DDL won the TAAP Jury Award for and 51 assessors scoring more than participated in the 514 Assessment process 600 points

T aTA Education Excellence Programme

Completes 16 Annual TEEP Assessment 116 improvement years covering Programme 2018 projects submitted by schools 50+ schools covered 37 schools

Capability Building

Continued focus on Multi-facilitator experiences 50+ Capability building practitioner using video capsule series, Building programmes abilities engagement of Mentors and held each year Team Leaders

20 BE ST PRACTICES

+66 NPS for EDGE +16 NPS for the 12 Leadership Webinars EDGE Portal Series Webinars

DEEP DIVES

Companies: Tata Areas: Sustainability, Sales 15 Deep Dives International DLT, Tata & Marketing, War Gaming, conducted in 2018-19 Pigments, Tata Motors, Customer Promise, Process Tata Coffee, Trent Measurements, Supply Hypermarket and Tata Chain Management and Steel Competitive Intelligence

SAFETY

2-day safety programme 2-day conclave held on held for the Managing 60 senior safety best practices in safety Directors and Senior professionals from 40 and health companies attend Safety Executives of 5 Tata Heads Meet companies

TATA NETWORK FORUMS

Regional Tata 53 Events & Workshops, InnoVista rounds 1 Quiz, 4 Cultural programmes

EVENTS

Tata Power-DDL 370+ participants 40 BE Heads at recognised as and senior leaders at BE Heads Meet in Industry Leader at BEC 2018 November 2017 the JRDQV 2018 event

Annual Report 2018-19 21 TBEM Assessments The purpose of the TBEM Assessment process is to build a culture of excellence and improvement within Tata companies. It achieves this by bringing together a diverse set of people from across the group to provide insight on strengths and opportunities of improvements to companies

22 Tata companies 5 companies underwent the emerged as TBEM Assessment Industry Leaders process in 2018 in 2018

270+ Assessors 60+ senior from 55 companies leaders and CEOs participated, participated at including 100 first- the Mentors Meet time Assessors

22 he TBEM Assessment process is being given equal weightage. The changes an integral part of organisational to the Assessment criteria also include Tmanagement practices in the Tata an enhanced focus on cyber security and group. Since its inception 24 years ago, enterprise risk management. it has been critical in strengthening the strategic and operational capabilities of Tata Each Assessment takes into account the companies, while also helping in leadership company’s Chairman’s areas of focus to development. provide recommendations that are relevant to the company’s expectations. TBExG has Based on the Malcolm Baldrige framework, also partnered with companies to co-create the holistic Tata Business Excellence Model teams as well as provide industry information criteria is the heart of the Assessment to teams, which helps them understand the process. In response to the changing business business context and industry benchmarks. environment, the Assessment process is In addition to this, the information security continually revised, delivering feedback that concerns of applicant companies have also helps companies improve their business been addressed through specific steps like competitiveness. closing of identified vulnerability gaps, NDAs, confirmation of data deletion from assessors, Organisational processes and results are etc. analysed and benchmarked as a part of the TBEM Assessment, in order to ascertain the Last year, the TBEM Bluebook content has areas of strength and identify opportunities been revised to make it easier to understand. for improvement. One of the key outcomes of the Assessment process is the identification and adoption of Best Practices across group companies.

KEY ACHIEVEMENTS Significant improvements were made to the TBEM Assessment process during the year. Based on feedback from various stakeholders, the Assessment process has evolved to add more value for the Tata group.

In the past year, the scoring guidelines have been changed to bring about an enhanced focus on financial and market results, and Infiniti Retail team receiving the award for the scores for process and outcomes are now TBEM active promotion at the BEC.

Annual Report 2018-19 23 The feedback process has now shifted to more prescriptive feedback. The Assessment process itself has been simplified to be less effort-intensive by helping teams work well together and supporting them with better tools and guidelines. These small but The team demonstrated high meaningful changes have been well received. energy levels and curiosity to Some of these are: see, cover the organisation n Belbin profiling for all assessors to leverage at an enterprise level and to their strengths learn. The wide coverage was n ADLI-led consensus calls at times done at the expense of n ADLI and LeTCI matrix deliverable to TBExG personal comfort. The Mentor, n Formal agreement with applicant on the Team Leader and the entire ‘necessary information and documents’ to be shared during Assessment team made sincere efforts to n SVI-led Assessment meetings, instead of engage with a purpose." presentation-led discussion

TV Narendran n Tool to record, collate and publish SVIs for MD & CEO, Tata Steel post-site visit consensus

Tata Power-DDL being recognised with the Industry Leader award at the JRDQV 2018 event.

24 Key events Mentors Meet 2018 Companies recognised at the The Mentors Meet was conducted on June JRDQV function on July 29, 2018 22, 2018, to bring together senior leaders, Industry Leader Mentors and Team Leaders from the 22 Tata Power Delhi Distribution Tata companies participating in the TBEM Assessment Cycle. It indicates the formal start to the TBEM Assessment Cycle. Organised at Emerging Industry Leaders Vivanta by Taj - President, Mumbai, it drew Tata Capital and Tata Projects over 60 senior leaders and CEOs from across the group. Active Promotion Tata Coffee, Tata AutoComp Mentors’ Presentation Systems, Tata Consulting TBExG marked the closure of the TBEM Engineers, NatSteel Holdings and Assessment Cycle for 2018 with the Mentors’ Tata Steel Europe Presentation on November 23, 2018. It was attended by members of the Governing held at the Taj Palace, New Delhi, on Council of TBExG and Mentors of the 22 November 26-27, 2018, celebrated the companies along with senior leaders of the contribution of teams and individuals to Tata group, who presented the key strategic the TBEM Assessment Cycle. It brought findings to Group Chairman N Chandrasekaran. together 370 participants, including the The business excellence journey of the Tata Group Chairman, Mentors, Team Leaders, group was highlighted which showed that Assessors, CEOs and senior leaders from in 2018, 5 companies are Industry Leaders across the group. according to the TBEM criteria compared to 2 in 2016. During the Convention, teams that conducted TBEM Assessments, TAAP Business Excellence Convention Assessments, Deep Dives and Dip Checks The Business Excellence Convention 2018, were recognised. Long-serving team leaders for the TBEM Assessment Cycle were honoured with a memento. As part of the The TBEM Assessment Tata Best Practices Programme, individuals process has been critical in who had contributed Best Practices and strengthening strategic and conducted EDGE Webinars were recognised. operational capabilities of Looking Ahead Tata companies. The focus for 2019-20 would be on creating maximum value for companies that are part

Annual Report 2018-19 25 Extreme left: N Chandrasekaran, Chairman, Tata Sons; Top L-R: Avijit Mitra, CEO, Infiniti Retail; Harish Bhat, Brand Custodian, Tata Sons; and Jamshed Daboo, MD, Trent Hypermarket; Bottom L-R: Philip Auld, MD, Trent; Puneet Chhatwal, CEO and MD, IHCL; and Vinayak Deshpande, MD, Tata Projects, at the Mentors' Presentation.

of the process. This will be done by:

n Improving partnership with companies: Introducing an internal member, having an optional continuity member and increasing Contribution from all engagement across the process to redirect the team members effort for more effective outcomes n Customisation based on applicant has been equally and company’s complexity and maturity: absolutely valuable. Special Approaching team formation differently acknowledgements to the and looking at deliverables based on Mentor and Team Leader for company focus areas to provide specific fantastic engagement and feedback leadership." T aTA Asset Management As always, the goal is to make TBEM Assessments more meaningful and easier to manage, so that companies can extract maximum value from the process. .

26 Tata Affirmative Action Programme The Tata Affirmative Action Programme, since over a decade, has been focusing on enabling education, employability, employment & entrepreneurship communities and access for the socially and economically backward Dalit and tribal communities – building bridges required for a humane and inclusive society

Tata Motors, Tata 10 companies Average Chemicals and Tata and 51 assessors score across Power-DDL won the participated in companies was TAAP Jury Award the Assessment 514 for scoring more process than 600 points

Annual Report 2018-19 27 he Tata Affirmative Action Programme AA initiatives and their subsequent results and (TAAP) aims to improve the quality of impact. The scoring is out of 1000 points. Tlife of the Dalit and tribal population, which are among India’s most underserved FY2018-19 saw a major change in the TAAP communities. The Tata Group Centre Assessments with the introduction of the drives this programme to promote and periodicity norm for company assessments. institutionalise processes for Affirmative As per the revised norms, Tata companies Action (AA) in the Tata group of companies, with scores of 500 and below are encouraged in order to contribute to the creation of an to participate every year, while those with inclusive and integrated society with equal scores above 500 can be appraised every opportunity for all. Tata companies follow a alternate year. policy of positive discrimination in recruitment and procurement. TAAP supports this by Awards and recognitions increasing avenues for livelihood generation A total of 10 companies and 51 assessors through interventions that promote education participated in the Assessment process for and skilling. the year 2019. The scores of the companies have shown steady improvement each year. TAAP initiatives fall under the five E’s: This year too, 8 out of the 10 participating Employment, Entrepreneurship, Employability, companies improved their score bands. The Education and Essential Enablers (health, average score across companies was 514. infrastructure, culture, ethnicity etc.).

A systematic approach is followed to drive AA in the group companies by:

n Sustained enablement efforts towards promoting AA through channels like I truly appreciate the Webinars, TNFs, AA magazine, TAAP Assessment team’s effort in awareness workshops, etc. presenting the feedback in n Help companies move up the TAAP a comprehensive yet crisp excellence journey through periodic manner. The team captured external assessments against the TAAP the essence of our Affirmative framework Action programme, bringing a n Rewards and recognitions at the TAAP close alignment with our own Convention internal analysis. This should be a perfect enabler for our Companies are assessed based on key aspects such as AA vision and strategy, engagement future thoughts on AA." of leadership, the processes followed for their Tata Motors

28 Tata Motors, Tata Chemicals and Tata Power recognised for adopting best practices and Delhi Distribution (Tata Power-DDL) won good practices. this year’s TAAP Jury Award for scoring more than 600 points. Tata Chemicals won for the KEY ACHIEVEMENTS first time. The year saw TBExG drive wider and deeper conversations on TAAP through various Based on the Assessment score, recognitions channels such as Tata Network Forums (TNFs), were also awarded to Tata Sponge for webinars, workshops and the sharing of Best crossing the score of 550 for the first time Practices on the EDGE Portal. and significant adoption of Es. Tata Power- DDL received recognition for its achievements October to May were key months for under employment and entrepreneurship, TAAP. The TAAP leadership engaged in Tata Steel Processing and Distribution for conversations with companies to understand entrepreneurship, Tata Chemicals under their AA journey and plans for the coming employability and education, and Indian year. The TAAP team strived to help Hotels for employability. Companies were also companies take their AA programmes to the next level.

Highlights Webinar Series Webinars feature an hour-long session by leaders on subjects of importance in the AA/ CSR domain, followed by question-and-answer sessions. A total of six TAAP webinars have been conducted in 2018-19. Topics included leadership engagement in AA, how Tata companies were proactively developing the AA vendor base, skilling and employment of youth, developing model villages and holistic engagement with schools for education enhancement.

Tata Network Forums TNFs connect Tata companies in a region and are knowledge sharing platforms for business excellence. Two TNF sessions on AA TV Narendran, MD, Tata Steel, speaking at were organised in Mumbai, in the past year. the TNF AA session organised in Mumbai. The first one ‘How Leaders drive Affirmative

Annual Report 2018-19 29 Participants at the TAAP sensitisation workshop in Mumbai.

Action’ was addressed by TV Narendran, conversations as a structured process to MD of Tata Steel, and R Mukundan, MD of share Best Practices. Tata Chemicals. About 70 Tata managers and CXOs participated. The second one on Capability Building ‘Sharing Best Practices on Collaborations and Four AA training programmes were Partnerships’ saw the sharing of social return conducted in Mumbai, Jamshedpur on investment and Gaon Chalo practices by and Bengaluru to build capabilities. 106 Tata Motors and Tata Global Beverages. participants, 65% of which were new entrants, were trained at the sessions. TAAP Sensitisation The TBExG team held talks and workshops to improve awareness about the work being done under AA. Prof VR Mehta from Wider and deeper the Foundation for Academic Excellence and Access held a workshop on ‘Building conversations on TAAP Effective Partnerships in Affirmative were done through TNFs, Action’. Tata Communications hosted a webinars, workshops and talk on ‘Process of Partner Selection’ which saw the participation of Dalit ideologues sharing of Best Practices and writers. TBExG also engaged with on the EDGE Portal. senior management of companies in AA

30 n Formulate separate strategies for Dalits (who are socially discriminated) and Adivasis (who are neglected) It was indeed delightful to n Increase collaborations and leverage see the exhaustive work synergies that exist among Tata companies carried out by the Assessment to create meaningful scale team. The outcome shared n Boost the sustainability of programmes with us along with necessary through replicability and scalability

suggestions can benefit us n Organise more sessions on sensitisation going forward. Although and awareness building for leaders and we have made a humble managers

beginning and participated in n Make volunteering and mentoring core to several CSR projects bearing all AA programmes in mind the Affirmative Action n Improve the learning and sharing of Best objectives for the last couple Practices under AA of years, we are happy to note that many of them have The TAAP offering plans to enhance the yielded desired results and Assessment process by: n Effectively utilising the Assessment Hub for this was also appreciated by smooth Assessment by inducting assessors the Assessment team." n Capturing applicant expectations in Vl o tas advance

n Increasing the number of associate A wards and Recognitions assessors so as to absorb more first-time TAAP was among the finalists at the Diversity assessors and Inclusion in Asia Network (DIAN) awards n Making internal SMEs available to the for the work in promoting social justice and Assessment teams during Assessments inclusion. n Increasing the duration of Assessments to provide extra time for big companies to Looking Ahead make their presentations . The Tata group has made considerable progress on the Affirmative Action front and has set new benchmarks with TAAP. However, much more needs to be done for making a meaningful social impact on India’s SC and ST population, and therefore, it is planned to widen and strengthen the reach of TAAP: n Focus more on impact than on outcomes

Annual Report 2018-19 31 Tata Education Excellence Programme TEEP helps schools advance through an ongoing process of training, assessment and world-class improvement initiatives

116 Annual TEEP improvement Assessment TEEP works projects Programme 2018 to embed submitted by covered 37 excellence in schools schools schools around Jamshedpur in order to improve Completes 103 Assessors the quality of 16 years engaged in education covering Assessment 50+ schools programmes

32 t TBExG, excellence is not restricted Jamshed J Irani Award having scored 600+ in to the realm of business alone. the TEEP assessment. A Through the Tata Education Excellence Programme (TEEP), TBExG has Annual Assessment been promoting education excellence in In FY2018-19, the TEEP programme covered schools around Jamshedpur. Launched in 37 schools in the three appraisal categories.

2003, TEEP helps schools advance through an n 18 schools were assessed under the Regular ongoing process of training, assessment and programme with Assessment and Dip world-class improvement initiatives. Checks conducted for nine schools each.

n 10 schools, including eight from Hindi Schools have a choice of options for engaging medium, participated in the Basic in Assessment — Saral, Basic and Regular. Programme. Three of these qualified for TEEP covers rural, government and private the Regular programme. schools, including 35 Hindi medium schools. n Eight Hindi medium schools were assessed The Regular Assessment programme, which under the Saral programme, out of which covers around 25-30 schools, is conducted three qualified for the Basic programme. once every two years, with a Dip Check n 103 assessors, who were part of the TEEP done every alternate year. In FY2018-19, programme, were felicitated for their hard the assessment criteria for Saral and Basic work at the assessor recognition function Assessment programmes were simplified, held on February 20, 2019. made user-friendly and translated into Hindi to make the programme more inclusive. Improvement Projects

Schools with a compliance score of above 90% n 116 projects for improvement were under the Saral and Basic programme and submitted by the participating schools those scoring 600 out of a total of 1000 points under the seven improvement initiative under the Regular Assessment programme categories. Of these, 22 will be recognised are recognised at the TEEP Annual Awards at the annual award function in 2019. function.

KEY ACHIEVEMENTS Annual Award Function The annual award function was held on August 22, 2018, to commemorate the achievements of schools participating in the TEEP programme. TV Narendran, CEO & MD, Tata Steel, was the chief guest at the function. Two schools — J H Tarapore School and Principals of Hindi medium schools recognised Tarapore School Agrico — won the prestigious for participating in the Saral programme.

Annual Report 2018-19 33 Training and Workshops

n 242 participants underwent training in TEEP Schools have a choice of overview, EQUIP, Assessors’ training (for options for engaging in Saral, Basic, and Regular Assessments), and Assessment — Saral, Basic Dip Checks

n 364 teachers were trained through nine and Regular. TEEP covers subject-related workshops on topics such rural, government and as English, Economics, Math, classroom private schools, including management, building self-esteem, learning objectives and learning outcomes 35 Hindi medium schools.

n 175 principals and teachers participated in two sessions aimed at building awareness UK and USA is invited to intern with on issues such as citizenship and ethics. TEEP through the Tata Social Internship Two sessions on ‘Evolution of the Indian programme. An Nguyen from the London Constitution’ and ‘Mahabharata’ were School of Economics interned during June conducted by Gautam Mukherjee (faculty at and July 2018, and carried out intensive IIM Calcutta, XLRI and TMDC Jamshedpur) research on school safety. The outcome of her research was an exhaustive and Tata Social Internships (TSI) highly useful three-level safety checklist for

n Every year, a college student from the schools.

JJ Irani Award winners, Tarapore School Agrico and J H Tarapore School representatives with TV Narendran, MD, Tata Steel.

34

Media and Publications n Three audiovisual (AV) presentations were created to showcase the unique practices of TEEP schools. These included practices such as Inclusive Education at Tarapore School Agrico, Jusco School Kadma and Kasidih High School, Communication Enhancement The biggest change is in Practices & Innovative Teaching Practices ‘documentation’. We now at J H Tarapore School and Gulmohur High understand why this is School, respectively. These were showcased important and we’re proud at the TEEP annual award function to say that we were able to n The annual publication ‘EE Matters’ 2018 provide the right documents featured articles from 19 schools illustrating to the assessors who visited ways in which TEEP has impacted their our school for the Affirmative approaches for student development Action Programme, at a moment’s notice." Refinements to the TEEP Programme n A new category, Award for Good Practice Pratibha Verma Adoption, was introduced in 2018 to Principal of Vidyasagar Uchcha Vidyalaya, Bamangora (supported encourage schools to participate in the by Tata Motors) improvement journey. 13 projects were submitted and three have been selected for felicitation n Five school leaders successfully played the role of mentors for assessment teams Future plans include more subject-specific in FY2018-19. Their guidance during the workshops to build capabilities of teachers, assessment added substantial value to the especially in Hindi medium schools (semi- feedback process urban, rural, and basti, both private and government-aided), which have been part Looking Ahead of the TEEP programme for over four years The TEEP criteria for 2019-20 lays emphasis through the Saral and Basic programmes. on transforming schools through the introduction of digitalisation in education. Through an audio visual, TEEP proposes to On the operational front, TBExG proposes to showcase the unique practices of the Hindi intensify the training and extend it to cover medium, Government schools will reflect the more teachers. The training for mature schools numerous innovative teaching techniques, the will be recalibrated to engage their teachers improvement in documentation and the story through the Practitioner’s programme. of student development. .

Annual Report 2018-19 35 Capability Building Experiential, exciting and enriching methodology to build Business Excellence capabilities and create a pathway for Performance Excellence

Embracing Business Excellence Assessor programme in (EBE) programmes were the US was attended by conducted for Titan, Tata employees from Tata Communications, Tata Technologies, Tata AutoComp, Tata Sky, Nelco, Communications, Tata Tata AIA, Tata International, Steel Minerals Canada, Tata Steel Europe, TSPDL, TM Tata Global Beverages International Logistics, ISWP and Tata Sons and JUSCO

TBEM Mentors from Rallis, Assessor programme in the Tata Technologies, Tata MENA region comprised Communications, Tata managers and senior leaders UniStore, Tata Steel, TCS, from Voltas, TCS, Tata TSPDL and Voltas shared Communications, Tata Steel their expertise in various and Tata Motors programmes

36 BExG’s Capability Building offering is Programme (BEPP) enables participants to designed to equip organisations with apply and use TBEM in their own functions and Timproved assessor and practitioner organisations. capabilities to support the Business Excellence journey in the Tata group and in Companies like Titan and Tata Communications the companies. Experiential, Exciting and have even integrated the programmes with Enriching – these three E’s have underpinned their leadership development agenda. Three TBExG’s efforts to make the Capability EBE programmes were organised last year Building programme even more effective, at Titan which saw the participation of 65 topical and relevant. In keeping with the Titan high performing managers from various objective, FY19 saw a renewed push to build functions and business units. and sharpen assessors’ abilities, and also augment the number of business excellence Similar programmes were also hosted by Tata practitioners in the group across all levels. AutoComp, Tata Sky, Nelco, Tata AIA, Tata International, Tata Steel Europe, Tata Steel TBExG conducts an average of 50+ Capability Processing and Distribution, TM International Building programmes annually and efforts Logistics, Indian Steel and Wire Products and on this front have met with significant success. About 95% of the respondents in the feedback survey affirmed that the ‘experiential, exciting and enriching’ aspects of the programme have delivered the desired impact. The overall net promoter score improved from 65 to 75 during the 12-month period, for the assessor set of programmes. Many thanks for a wonderful BEAP programme which has KEY ACHIEVEMENTS further galvanised TMF into The major improvements of the year can be an improvement oriented summarised under three broad themes. a) Clearly defined learning agenda organisation across multiple and content levels. The trained assessors The TBExG programmes are now classified are now making their presence into three major buckets, namely to ‘Embrace’, felt by assessing and improving ‘Apply’ and ‘Assess’ TBEM. The Embracing processes right away post the Business Excellence (EBE) programme end of the programme." aims to introduce TBEM and comes in two Jitendra Jadhwani versions, customised for managers and senior Head, Business Transformation, leaders. The Business Excellence Practitioner Tata Motors Finance

Annual Report 2018-19 37 Jamshedpur Utilities and Services Company. For experienced assessors:

Last year, 250+ Tata colleagues benefitted n Advanced Programme for Leaders (APL): from these programmes. For the Team Leaders and potential Team Leaders

The year also saw a significant qualitative scale n Experienced Assessor Programme (EAP+): up of the assessor programmes as well with For assessors having five or more years of a segmented approach to keep pace with the TBEM assessment experience

changing context, needs and expectations n Experienced Assessor Programme (EAP): from the applicant organisations. For other experienced assessors

For aspiring assessors: In FY19, the EAP season followed the

n Business Excellence Assessor Programme 5A theme (Assurance, Acclimatisation, (BEAP) – For eight years plus experience Appreciation, Adaptation and Application). high performing Tata executives The EAP 2019 was well received and the

n Subject Matter Expert Assessor Programme average NPS score jumped to 75, as compared (SMEAP) – For senior leaders and domain to 68 the previous year. experts with 15+ years’ experience b) Upgraded method and facilitation Case study-based learning is integral to TBExG’s efforts to make the Capability Building programmes more enriching. While the in- house programmes use the host company’s specific processes, systems, outcomes and applications as case studies, the open Glad to share that we programmes use the HermeSports case study successfully conducted the which was developed internally. Last year, first TBEM training programme a team of external assessors-led by Pankaj in the MENA region. Most of Kumar of Tata Steel were engaged to virtually the participants have given assess HermeSports and provide feedback; very positive feedback and this was then incorporated in programme have found it to be extremely content. Narrative reporting is being valuable. considered as a new skill among experienced assessors; for this, Netflix was taken as a case Going forward we would like to study. Case study-based learning has been expose more MENA managers a huge success and well appreciated by the to such programmes." participants. Simulation games like ‘Airlift’, Sunil Sinha which have been introduced in the practitioner Resident Director, Tata Sons MENA programmes, foster experiential learning and

38 Participants at the Experienced Assessor Programme (EAP) 2019 in Europe. help participants understand the fundamentals TBExG’s Advanced Programme for Leaders of process and outcome orientation. ‘Houston, (APL) was held in January 2019 at the Taj we have a problem’ game continued to be an Fisherman Cove, Chennai, wherein CEOs exciting element in the BEAPs for the aspiring of Tata companies, Team Leaders of TBEM assessors. Assessments and process consultants deliberated on ways to further enrich the c) Inclusive and purposeful TBEM process. Anand Sen, President, Tata learning environment Steel, enlightened the audience on Tata In tandem with the success of other Steel’s journey with Deming. Jai Shankar Capability Building programmes, FY19 Krishnan, President and CEO, Danaher also saw an increase in the involvement of Corporation India, also shared insights on TBEM Mentors like Veeramani Shankar from how the Danaher Business System drives Rallis, Warrin Harris from Tata Technologies and Team Leaders like Dinyar Gilder, Tata About 95% of the Communications; Behram Sabawala, Tata UniStore; Nidhi Basu, Tata Steel; Aravind respondents in the feedback Srinivas, Tata Consultancy Services; survey affirmed that the Monika Agarwal, Tata Steel Processing and ‘experiential, exciting and Distribution; Parshuram Date, Tata Power; Jayant Balan, Voltas; and Sonal Ramrakhiani, enriching’ aspects of the Tata Technologies. They were among the programme have delivered evangelists who shared their experience the desired impact. and expertise in various programmes.

Annual Report 2018-19 39 Participants and Team Leaders at the Advanced Programme for Leaders (APL) in Chennai.

the company through a never-ending cycle of change and improvement. To understand the expectations of a CEO from the TBEM Assessment, a panel discussion was chaired by S Padmanabhan, Executive Chairman, TBExG, with R Mukundan, MD and CEO, Tata Chemicals and Sanjay Pattnaik, MD, This BEAP is one of the best Tata Sponge as speakers. While Mr Pattnaik training programmes I have articulated improvements which propelled ever attended, which ensured Tata Sponge Iron to a 650 plus score, both continuous engagement by leaders suggested novel approaches to make the participants. Creating the TBEM process further robust. and delivering such a training programme would As part of efforts to empower overseas Tata require intense intellectual employees to become TBEM Assessors and energy. I am grateful to have contribute to the business excellence journey, TBExG facilitated two Assessor programmes experienced this." for the US and MENA regions. The US Kavita Mahto programme, held in May 2018, was attended General Manager, Tata Sons by colleagues from Tata Technologies, Tata Communications, Tata Steel Minerals Canada,

40 Tata Global Beverages and Tata Sons. focus on aspects such as:

n Sharpening the eligibility criteria for The first-ever Assessor programme for Assessor and practitioner programmes to the MENA region was held in February enable the right talent as change managers

2019. It comprised managers and n Preparing a guide map for Assessors to senior leaders from Voltas, TCS, Tata evolve as change management champions Communications, Tata Steel and Tata with certifications at every level

Motors based out of the region. Sunil n Fostering learning autonomy through Sinha, Resident Director, Tata Sons, self-paced modules

MENA, interacted with the participants n Providing a refresher programme for and shared his experience. first-time Assessors just before the assessment to ensure they perform their Looking Ahead roles optimally

TBExG has drawn a robust roadmap n Focusing on 'business excellence to enhance the Capability Building culture building' through practitioner offerings in FY20. Going forward, it will programmes .

High performing managers from Titan at the Embracing Business Excellence Programme.

Annual Report 2018-19 41 Tata Best Practices Programme The Tata Best Practices Programme serves as a critical cog in the acceleration of the business excellence journey among Tata group companies

Leadership The EPIC 4 Learning Missions webinars were programme was were conducted conducted by CEOs launched with with TCS, Tata and MDs from JUSCO, Tata Power, Elxsi, Tata Power, Starbucks, Titan, Tata Metaliks, Tata Steel Europe Tata Projects and Tata Steel, Tata and JLR many more... Chemicals and TSPDL

42 he Tata Best Practices Programme aims which seeks to enable best practice adoptions to accelerate the excellence journey through the creation of best practice Tby democratising good practices from champions in the group. inside and outside the Tata group. It identifies, documents and disseminates best practices in KCEY A HIEVEMENTS group-level focus areas, emerging trends as EDGE Portal well as areas identified during Assessments as The EDGE Portal acts as a repository of opportunities for improvement (OFIs) through knowledge and the Enterprise Social Network a number of engagements: for the Tata group. In FY18-19, 101 good n The EDGE Portal practices and 104 Did You Knows (DYKs) n Learning Missions that are theme-based or were posted on the EDGE Portal, which is focused on a single company an indicator of the deep embedding of the n EDGE Webinars with SMEs, leaders from best practices programme within the Tata Tata group companies group. Portal uploads included 43 APQC KPI n Tata Network Forums benchmark reports. n Industry/company specific workshops and interventions

TBExG’s Best Practices offering has consistently strived to enhance the knowledge platform to be of more value to Tata executives. Efforts to increase the usability, accessibility and inherent value of the EDGE Portal found more traction last year. It also The Learning Mission gave saw the completion of three out of five phases me the vision of the future. I of the EDGE Portal revamp plan. understood how technology plays a key role in expanding Learning Missions, which aim to connect human lifespan and making employees across Tata companies for face- the earth a much better and to-face learning sessions on best practices happier place to live. This was within the Tata companies and outside Tata also an excellent opportunity companies, gained momentum in FY2018-19. TBExG flagged off four Learning Missions, to meet great people across including one to the UK. the Tata group. The App is a great place to go and A standout achievement of FY18-19 was recollect all the sessions." the launch of the Excellence Practice Subhasis Patra Implementation Champion (EPIC) programme, Tata UniStore

Annual Report 2018-19 43 Participants at the two-day Learning Mission to Bosch, Nashik.

The sustained efforts have yielded results as Bhaskar Bhat, Praveer Sinha and Vinayak reflected by the positive NPS for the EDGE Deshpande were the highlights of the past Portal, which increased from +2 to +16 in the year. The initiative gained a lot of interest last financial year. among Tata executives as is reflected by its NPS score of +73. The NPS for EDGE Webinars EDGE Webinars crossed the +65 mark. EDGE Webinars continue to be one of the popular interventions of the Tata Best Best Practice Adoptions Practices initiative. In FY2018-19, 49 EDGE Learning and sharing of best practices by Webinars were conducted and about 25,176 Tata executives and implementing them in Tata executives from over 30 Tata companies their companies is at the core of the Tata participated. The effectiveness and efficacy Best Practice initiative. In the past year, 15 of the EDGE Webinars has increased steadily best practice adoption success stories were which is reflected by its NPS score of +66. reported from the group companies.

In addition, 12 Leadership Webinars were To accelerate the adoption of best practices, conducted (in the last year) by senior Tata TBExG launched the EPIC programme to leadership for a host of topics ranging facilitate cross-pollination of good ideas from Leadership to Building a Start-up to by using the larger Tata eco-system in a Innovation through Collaboration. Started in structured way. The platform brings together 2017, sessions by leaders like TV Narendran, provider and recipient companies to enable

44 smoother and successful adaptation and to companies and research facilities based implementation of best practices. in Bengaluru, Cisco, SAP Labs India, Tata Elxsi and TESCO, and research facilities The inaugural edition of EPIC at Jamshedpur such as the Philips Innovation Campus, TCS on March 19, 2019, witnessed the participation Research & Innovation Lab and the Centre for of Jamshedpur Utilities and Services Company NeuroScience at Indian Institute of Science. (JUSCO), Tata Power, Tata Metaliks, Tata Steel, This was held on March 12-15, 2019, and was Tata Chemicals and Tata Steel Processing and based on the theme ‘Technology for Future’. Distribution (TSPDL). It was attended by 31 delegates from 20 Tata companies. Learning Missions Learning Missions gained critical momentum A standout achievement has been the steady in FY2018-19 with four Learning Missions growth in the Net Promoter Score (NPS) conducted, including one to UK. More for Learning Missions. In FY2018-19, the than 160 senior executives from 40+ Tata cumulative NPS for all the four Learning companies participated. Missions was +66. However, the Bengaluru edition of the initiative, registered a high NPS The Tata UK Learning Mission held on of +86. The customer satisfaction score stood June 26-28, 2018, focused on two key topics at a high 80%. ‘Employee Engagement’ and ‘Knowledge Management’. The event comprised visits to Tata Steel Europe, Jaguar Land Rover’s Solihull site and Airbus’s Broughton (Chester) site, and was attended by 68 delegates from 32 companies across the Tata Group and British Quality Foundation affiliated organisations.

The company organised a second Learning Mission to Bosch’s Nashik plant on August 9-10, 2018, based on the theme of ‘Operational Excellence – Industry 4.0’. It was attended by 34 delegates from 16 companies across the Tata group. The third Learning Mission was to Tata Power on December 13- 14, 2018. The session, based on the theme ‘Enterprise Process Model’, was attended by 35 delegates from 13 Tata companies. A speaker at the Tata Power Mini Learning Mission. The last Learning Mission comprised a visit

Annual Report 2018-19 45 Leveraging the ASQ Enterprise Membership Sharing of best practices ASQ or the American Society for Quality is a by Tata executives is at global knowledge network that links the best the core of the Tata Best ideas, tools, and experts for people passionate about improvement. ASQ brings together Practice initiative. In the diverse quality champions to transform the past year, 15 adoption world’s corporations, organisations and success stories were communities to meet tomorrow’s critical challenges. reported from companies.

n Till date, 1,000+ Tata employees have

registered as Enterprise Members in ASQ, n Tata Steel won the prestigious Gold award with users from 40+ Tata domains for its Coke Moisture Reduction project

n The Tata group was represented as an at ASQ’s South Asia Team Excellence esteemed Enterprise Round Table member Award. TCS bagged the IT & ITES award for in ASQ’s 2018 World Conference on Quality Improving Closure% in Late Invoice Process. and Improvement (WCQI) 19 teams from 12 companies competed for

Participants at the Tata UK Learning Mission.

46 the coveted award, out of which 5 projects were submitted by the Tata group n TBExG Executive Chairman S Padmanabhan was the chief guest at ASQ SATEA 2018 while Devraj Chattaraj, Deputy General Manager, served as a jury member at the event This Learning Mission has been a valuable learning experience, Leveraging the APQC Professional Services and I thank you all for sharing Membership your time and resources. We APQC (American Productivity & Quality appreciate it a lot. Thank you Center) is the world’s foremost authority in once again." best practices, benchmarking, knowledge Rajashekhar Malur management and process and performance Vice President and Chief Technology improvement. It helps organisations work Officer, Tata Consulting Engineers smarter, faster, and with greater confidence. n More than 2,000 Tata employees have registered as members in APQC knowledge base and open standards n 40+ submissions by Tata companies in benchmarking (OSB) studies also figure on APQC’s Open Standards Benchmarking the agenda

(OSB) studies n Provide platforms to senior leaders and process owners to share best practices LOOKING AHEAD through EDGE n In 2019-20, TBExG plans to increase the n It also plans to re-evaluate and improve the effectiveness of the best practices and existing EDGE promising practices to ensure support Tata companies in best practice quality and relevance; add details such adoptions through the EPIC programme. as expiry date/revision date, collections/ The offering plans to increase best practice archives, etc . adoptions through EPIC to 15 in FY19-20 n Also on the cards are efforts to develop awareness among Tata executives about the benefits of ASQ and APQC membership, and enhance the visibility of Tata organisations in APQC and ASQ’s knowledge base, webinars and events n Identifying the needs of Tata companies on process and KPI benchmarking, and supporting them through APQC’s

Annual Report 2018-19 47 Deep Dives TBExG’s Deep Dive offerings help Tata companies identify challenges in specific areas and arrive at customised solutions for improvement

Deep Dive projects

Tata Pigments – Tata Coffee – Sales & Marketing Customer Promise

Tata Motors – Trent Hypermarket War Gaming – Supply Chain Management

Tata International Tata Steel – DLT – Sustainable Competitive Growth Intelligence

48 BExG’s Deep Dive offerings are Operations Excellence designed to help Tata companies The Operations Excellence Deep Timprove performance in areas Dives facilitate a culture of continuous crucial to their areas of business. The improvement and transformation in areas Deep Dives examine specific areas in identified for improvement through TBEM depth and propose effective solutions Assessments. TBExG’s enterprise and to improve company’s key performance functional diagnostics, action planning indicators (KPIs). and reviews have helped Tata companies improve organisational and business Deep Dives are conducted across the excellence. value chain in critical areas such as strategy deployment, customer centricity, Areas identified for Deep Dive projects human resources, safety and operations include enterprise process management, excellence. These interventions are supply chain, enterprise project comprehensive, looking beyond a management, production efficiency single function and seeking end-to-end management and continuous improvement optimisation across related processes. programmes. They typically take one to four months to complete. Strategy Deployment TBExG’s Deep Dives help group companies Customer Centricity explore various facets of strategy As a knowledge partner for Tata deployment by revisiting the Vision-Mission- companies, TBExG helps them develop and Values (VMV), evaluating and improving sharpen their approach towards customer quality of the strategy, implementation of centricity, and thereby enhance business the strategy through tested frameworks to performance by delivering higher value ensure alignment and integration, building to customers. This is achieved through a competitive intelligence (CI) function customised and comprehensive Deep Dives to enhance strategic decision making, for B2B and B2C focused companies. strengthening Enterprise Risk Management (ERM), and assessing the organisation’s Customer Centricity Deep Dives cover areas process maturity for Balanced Score of customer experience mapping, Voice of Card (BSC) deployment and Competitive Customer study, customer-centric culture Intelligence approaches and methodologies. analysis, key account management, sales productivity and effectiveness, customer KEY ACHIEVEMENTS segmentation, consumer insights, channel 15 Deep Dives were conducted across management and effectiveness, and after the Tata group in 2018-19. Details of sales and service excellence. some of the Deep Dives of FY2018-19 are

Annual Report 2018-19 49 elaborated below. by the sales and marketing team in which Tata Pigments – Sales & Marketing short- and long-term recommendations were Tata Pigments engaged TBExG to conduct presented that would help the company a Deep Dive into its marketing and sales achieve its objective. processes with the objective of expanding its decorative paints business. Tata Steel Tata Motors – War Gaming had launched the ‘Pravesh’ brand and Tata This is one of the new offerings from TBExG. Pigments wanted to leverage the steel major’s distribution channels and capitalise Tata Motors faces increased competition in the new business opportunity. the lucrative small commercial vehicle (SCV) segment (vehicles less than one ton). Regular The Deep Dive project team included an launches of new and refreshed products by SME each from Tata Steel and Tata Global competitors has put considerable pressure on Beverages. Multiple interactions were held TML’s market share in the SCV segment. with process heads and the MD. The project also included a three-day visit to understand In response, Tata Motors developed ‘Intra’, a key markets in the Kolkata region. The project new mini truck in the SCV segment. Given that concluded with a full-day workshop attended the company was launching a new product

Participants at the War Gaming workshop for Tata Motors.

50 in a segment with deeply entrenched and Six teams representing competitors, dealers formidable competitors, the company was and customers, and made up of employees keen to ascertain the possible reactions of from across sales & marketing, R&D, new the competition and plan responses to any product introduction, finance and HR were retaliation in the market. formed to bring in a comprehensive cross- functional perspective to the competitors’ With this objective, Tata Motors partnered strategies. The project included the TBExG to conduct a war game exercise following: to stress-test its new product launch • Familiarisation workshop: This covered strategy and gauge competitor responses the fundamentals of CI and war gaming to the company’s actions. The TBExG team techniques. The aim was to sensitise comprised two internal CI consultants and a TML employees about the importance global SME with a substantial experience in of CI & war games, types of war games, conducting war game exercises. key frameworks used, how to use the techniques, etc • Preparation of playbooks: This is the most important input in a war game exercise. TBExG assisted Tata Motors' six teams to prepare the playbooks for the war game exercise. This was preceded by a two-day training workshop on how to TBExG has been of prepare a playbook, its key constituents, tremendous support in collection and analysis of data and conducting the War Games. information. Regular reviews were held They integrated and worked to handhold the six teams in preparing the final playbooks closely with our teams by • War game workshop: The two-day actual providing constant guidance war game was conducted offsite. Around and continuous follow ups. five simulation rounds were designed Their contributions, right around the key competitors’ current and from the identification of the potential marketing strategies. The intent SME to conduct the exercise was to understand all possible strategic and regular coordination to moves and counter moves that Tata ensure flawless execution is Motors would need to plan and ensure a highly appreciated.” successful product launch. The war game K. G. Prasad exercise culminated with a confirmation Head of Sales & Marketing, SCV of some strategic steps and gaps that Cargo & Pickups, Tata Motors Tata Motors needed to consider

Annual Report 2018-19 51 Participants at the Strategy workshop for Tata International DLT.

Tata International DLT – Sustainable explained and inputs sought from the cross- Growth functional teams. The VMV were relooked at Tata International DLT sought TBExG’s support with key employees’ participation. in conducting a strategy workshop to further its sustainable growth objectives. After It was followed by small group exercises discussions with the company, it was decided aimed at emphasising the practical application to revisit the company’s VMV before investing of the strategy exercise. The workshop in a strategic planning exercise. resulted in clear actionable tasks for the departments to work on. The output was Adopting a holistic approach, TBExG created a collated by TBExG and handed over to the set of customised templates that was shared company to implement. The workshop with various stakeholders in order to capture was attended by 30 Tata International DLT all aspects of the business environment. employees including the CXOs. Based on the inputs received, TBExG designed a workshop where various management Tata Coffee – Customer Promise frameworks used in strategic planning were Based on the previous year’s TBEM feedback,

52 mapped to customers’ expectations to arrive at key attributes that Tata Coffee should focus on for the Customer Promise development. Best practices from world- Overall, the programme sclass B2B organisations in the agricultural was very good. The group business were shared on key customer brainstorming sessions were processes, to identify areas of improvement good. We can utilise the and new avenues of engaging with outcome of the programme to customers. achieve our goals.” R ajeev Batra Recommendations for Tata Coffee to CEO, Tata International DLT strengthen their relationship to that of a ‘trusted solution provider’ with their Tata Coffee engaged with TBExG to customers and to develop the Customer conduct a Deep Dive on Customer Promise Promise roadmap were provided and and its dissemination and understanding discussed with the CEO and Marketing & within the organisation. The senior Sales Head and there was a high acceptance management expressed the need to have of the same. a clear unified communication for external stakeholders, on who Tata Coffee was and A workshop will be conducted for the senior what they stood for, so that all functional leadership team to develop the Customer teams have one view of the customer and Promise and the Customer Promise roadmap. deliver on the same. The various initiatives will be prioritised and rolled out according to suitable timelines. A diagnostic study on the key customer facing processes was undertaken to Trent Hypermarket – Supply Chain understand Tata Coffee attributes and Management map customer expectations through TBExG conducted another Deep Dive for discussions with functional teams across Trent Hypermarket which focused on Green Coffee, Pepper and Instant coffee increasing profitability and growth by businesses. A customer-centric culture identifying and reducing inefficiencies in the survey was also conducted with all extant supply chain. employees to gain understanding of Tata Coffee customer centricity. TBExG was engaged to study the entire supply chain value chain, identify critical processes The key findings of the study highlighted that needed improvement and build an the various attributes that Tata Coffee implementation plan for the recommended is known for and those attributes were improvements.

Annual Report 2018-19 53 included were process walks and time motion studies in the distribution centres and stores in all the cities Star Bazaar operates in. Over 10 consultations were held with the leadership team.

The final report included over 60 The TBExG team did an recommendations divided according to assignment with us around the four sections of the value stream, along our customer promise. What with cost vs impact analysis. The report also impressed us most was their included short, medium- and long-term ability to show us unique implementation roadmaps for each section. examples of excellence in TBExG shared benchmark performance data and best-in-class processes in the relevant but not so well known industry for relevant processes; this helped companies around the world. the Trent team identify critical areas that The team’s affable approach needed immediate focus. The Deep Dive and way of working put our was followed by monthly implementation employees at ease which in reviews and regular status reports to turn ensured high engagement the CEO. and impact. Was a pleasure to work with them.” Tata Steel – Competitive Intelligence Amit Pant Tata Steel engaged TBExG to help set Sr Vice President – Sales and up a CI function to track the competitive Marketing, Tata Coffee landscape in a continuous and structured manner. The project aimed to intertwine CI with the company’s strategy development and deployment process. The project was divided into four sections: supply chain strategy and planning, vendor The scope of the activity was to set up management and inbound processes, warehouse processes, and outbound and distribution processes. Deep Dive interventions are comprehensive, look beyond An extensive health check of the supply chain a single function and seek value stream was carried out. It included a study with extensive data analysis of over end-to-end optimisation 150 processes and gathering insights from across related processes. 50+ employee focus group discussions. Also

54 the CI function so that information on implementation of a five step framework in technology, disruptive trends and best a phased manner (short term, medium term practices from other industries was and long term) where each step can be put proactively available and could be leveraged into effect based on priorities as identified to improve overall competitiveness. The by the company. This will help ensure that assignment was divided into two phases. the right information reaches the right Phase 1 focused on understanding the person at the right time and will help Tata company’s capabilities vis-a-vis CI initiatives. Steel stay ahead in the current competitive A survey of 150 respondents was conducted environment. to evaluate their understanding of CI and to determine the current maturity level of Looking Ahead Tata Steel, based on TBExG’s proprietary The focus for 2019-20 will be on creating Competitive Intelligence Maturity Model maximum value add for companies that are (CIMM). It was followed by about 50 face- part of the Deep Dive process and creating to-face interactions with key stakeholders awareness about new offerings. to corroborate the study’s findings and understand their expectations from the programme. This helped highlight existing gaps in the company’s capabilities, and the expectations and requirements of stakeholders.

A critical part of Phase 1 was to digitise the Your recommendations cover secondary intelligence gathering aspect of structure, sizing of team the CI process. It also included a detailed and the process. As part of study of best practices and case studies traditional CI framework, it is across industries, and detailed interactions a good place to start. If this is with global experts on CI. implemented in full, it will make

the CI process more robust The plan for Phase 2 is for TBExG to handhold the company to create an in-depth and systematic at Tata Steel. profile of a key competitor and conduct a We need to further strengthen workshop on how to develop and nurture this with digital enablement so a CI culture and motivate employees to that the CI process becomes understand the benefits of CI in decision continuous and dynamic.” making. Des ba hish Choudhary Chief Corporate Strategy Overall, TBExG recommended the and Planning, Tata Steel

Annual Report 2018-19 55 Participants at the War Gaming workshop for Tata Motors.

n Conduct tighter engagement with with CI workshops

companies at the pre, during and post n Develop capability and serve in one or intervention stages thereby providing two new areas

an integrated solution for customers n Create a repository of global best

n Engage more with companies on Deep practices from all assignments

Dives and spreading the offerings n Publish Deep Dive related content and

n Introduce newer techniques for building case studies . competitiveness of group companies

56 Data Maturity

TBExG's new offering is designed to help Tata companies’ efforts to become data-driven organisations and support them by conducting Data Maturity Assessments

TBExG completed 5 pilot assessments in Infiniti Retail, Tata Power Delhi Distribution, Titan, Rallis and Indian Hotels

Annual Report 2018-19 57 n increasing number of companies was selected by TBExG as the most suitable today leverage data insights to create data maturity assessment framework for the Acompetitive advantage as a strategic Tata group. pathway for growth. A data-centric approach goes beyond operational excellence and DATOM has gone through continuous requires more than just installing the right evolution in sync with evolving industry trends tools and applications. It entails putting data and TCS is committed to maintaining this and analysis at the core of everyday business evolutionary journey, thereby ensuring that processes. the TBExG-TCS partnership will have continued access to contemporary trends and practices. TBExG has established Data Maturity as a new offering to supplement the efforts of group Data Maturity Assessments companies in dealing with the fast-emerging The assessment is intended to help companies paradigms of the digital world and the understand their maturity level towards associated phenomenon of ‘all-pervasive real- evolving into a data-driven company. It time data’. The offering is designed to help involves diagnostics of the four core DATOM group companies on their journey of data- dimensions of people, technology, data driven excellence. management and process aspects of the organisation. The DATOM assessment results Towards this objective, TBExG has partnered in a comprehensive analysis of the company’s with Tata Consultancy Services (TCS) to forge current situation and related challenges across a diagnostic instrument that can help discover 23 result areas under the four dimensions. the current state of data maturity in the companies, and thereby help define a desired Of the four dimensions, data management state for the future. is at the heart of the framework and probes key result areas such as data governance, KEY ACHIEVEMENTS Selection of Framework TBExG studied several frameworks available for assessing data maturity, using filters such as All team members had the ease of getting assessed, comprehensiveness experience to undertake the of the framework and the costs of training and assessment and were very assessing Tata companies. cordial and professional. TCS’s proprietary framework DATOM — an Heartiest compliments for outcome of years of experience in conducting enriching us with data data maturity assessments for its customers related aspects.” through its Global Data Analytics practice — Ta ta Power-DDL

58 Participants at the first Data Maturity Assessments – Experts Programme. data architecture, data quality, security, data planning, decision management, etc. The TBExG has partnered DATOM framework also covers other result with TCS to help discover areas such as technology landscape, business engagement and people competency. the current state of data maturity in companies. During FY2018-19, TBExG completed five pilot assessments in Infiniti Retail, Tata Power Delhi Distribution, Titan, Rallis and Indian Hotels. The assessments, conducted between as customised TBExG Deep Dives to build the December 2018 and March 2019, were led by process steps and develop tools to make the TCS subject matter experts and were designed assessment process repeatable, time bound and simple.

Training TBExG conducted an Experts Training Useful tool in understanding Programme on Data Maturity for applicant Titan’s current maturity companies, as well as potential assessors. levels. Will be helpful in putting together the plans to Looking Ahead scale up analytics to support In FY2019-20, TBExG plans to select and train Titan’s future growth and a bigger pool of assessors on Data Maturity aspirations.” and to conduct assessments in 8-10 Tata TITAN companies. .

Annual Report 2018-19 59 SAFETY Group-wide safety initiatives are driving the Tata group’s efforts towards keeping employees of Tata and its business partners healthy and safe

60 senior safety The largest professionals from safety workshop 2-day safety 40 companies conducted for programme attend Safety over 130 store held for Heads Meet managers from Managing Trent Directors and Senior Executives of 6 2-day conclave 4 Deep Dives Tata companies held on best carried out on practices in safety safety and health

60 BExG’s Group Safety and Health n Facilitating the creation of Safety policies offering has the mandate to define and standards Tthe strategy, steer and lead efforts to enhance safety excellence in Tata companies. KEY ACHIEVEMENTS Providing a safe and healthy working FY2018-19 witnessed a host of activities aimed environment and achieving an injury free at advancing TBExG’s Group Safety and Health workplace is at the core of the Tata group’s initiatives. efforts to build sustainable businesses. Over the years, concern for employees’ safety n Managing Director’s Programme in and health have been integrated into all the UK Tata business management systems and The offering organised a unique two-day processes. Safety Programme for Managing Directors. This programme, held on February 25- TBExG’s Safety and Health function is based 26, 2019, at Ashorne Hill Management on four strategic building blocks: College, UK, was designed with the intent n Commonality and Convergence: Ensuring of providing a common platform for Tata a common approach, terminologies, companies to discuss critical safety issues strategies and policies on Safety and and learn best practices. Health across the Tata group n Training & Capability Building: Delivering The programme was attended by six MDs training and building capabilities in Safety and senior executives of Tata companies, and Health among group companies n Transparency & Sharing Best Practices: Ensuring transparency in terms of reporting, enabling sharing of lessons learnt and facilitating the transfer of Best The survey has come out Practices in Safety across group companies very crisp making it very easy n Assurance & Verification: Providing to derive action plans and governance in terms of verification and areas to focus on. It will help assurance of Safety and Health regulatory provide prescriptive action and group requirements plans between different demographics of plant, TBExG’s Safety offerings include: people and process." n Training N. Kamath n Safety Audits Vice President – Manufacturing, n Safety Culture Assessments Tata Chemicals, Mithapur, sharing n Deep Dives feedback on the Safety Culture n Strategy Creation Deep Dive

Annual Report 2018-19 61 Participants during a site visit at the MD's Programme in the UK.

including TV Narendran, MD & CEO, discussed by S Padmanabhan, Executive Tata Steel; R Mukundan, MD & CEO, Tata Chairman, TBExG, emphasised on the role Chemicals; Puneet Chhatwal, MD & CEO, played by the Safety & Health team and key Indian Hotels; Chacko Thomas, Deputy initiatives being undertaken at the group CEO & Executive Director, Tata Coffee; level. Day 1 also included a talk on ‘Zero Sanjiv Paul, Vice President - Safety Health accidents, healthy and clean environment Environment & Sustainability, Tata Steel; - the Bosch India way’, Tata Power’s and Ashish Khanna, MD & CEO, Tata initiative ‘Fire Index’, ‘Role of leaders in Power Solar. The senior leaders also preventing serious injuries and fatalities visited the Jaguar Land Rover site at at the workplace’ and ‘Process Safety Gaydon and Tata Steel Europe’s Llanwern Management - Center of Excellence’. facility to learn about Best Practices in Safety & Health at the two facilities Day 2 saw presentations on topics such as ‘Safety culture transformation at

n Best Practices in Safety & Health transmission & distribution SBU’ by Tata Conclave Projects, ‘Crisis management overview’ A two-day Conclave was organised to by British Petroleum, ‘Aviation safety highlight and share Best Practices in management’ by Vistara and ‘Emerging Safety & Health. It took place on January safety & environmental legal requirements’ 29-30, 2019, and was held at Vivanta by by a NITIE professor among many others Taj - President, Mumbai. 90 participants

from 35 Tata companies participated n Safety Heads Meet in this event. ‘Safety Journey at Tata’ The Conclave was followed by the fourth

62 annual Tata Safety Heads Meet on HR, internal audit, projects and safety January 31, 2019, in Mumbai. 38 Safety teams from six Tata companies attended Heads from across Tata companies the workshop held on February 28, 2019. discussed topics that ranged from the role Techniques to implement standards of Safety Heads within an organisation, at the workplace, dos and don’ts, safety standards and systems, to key implementation challenges and transparency and sharing, and assurance Best Practices were among the topics and verification discussed

n Workshops on Tata Office Safety n Transformational Safety Programme Standard A programme on Safety Leadership for TBExG conducted a series of workshops senior operational leaders was conducted on Tata Office Safety Standard for Tata on May 8 and 9, 2018, at TMTC, Pune. companies in India and the UK. Five The programme, facilitated by safety workshops were organised in Mumbai, psychologist David G Broadbent was Delhi, Pune, Kolkata and Bengaluru, in based on the theme Transformational April 2018. About 140 participants from Safety. It was attended by 34 senior 38 companies, comprising administration, operational leaders from 14 Tata HR and safety teams, attended the companies. Mr Broadbent also conducted programme. a programme for Safety Heads on May 11, 2018, at the Lake House, Tata Motors, A similar workshop was organised for Tata Pune. This programme was attended by companies based in the UK. A total of 15 28 Safety Heads from 20 Tata companies participants from facilities, administration,

n Hazard Identification & Risk Assessment (HIRA) workshops A series of workshops were organised on Hazard Identification & Risk Assessment A great platform to meet all (HIRA) for Trent. The workshops were safety colleagues from the conducted for on-site DC managers and group and share and learn store managers. More than 130 store from various initiatives. The managers also participated in a half-day event was well organised with workshop, making it the largest safety speakers from a cross-section workshop conducted by TBExG till date of industries from inside and outside the group." n Deep Dives Four Deep Dives on various aspects of A participant from the Best Practice Conclave in Safety & Health safety were held last year.

Annual Report 2018-19 63 Participants at the Safety Heads Meet in Mumbai.

n Tata Coffee: Review of safety standards to check compliance with Providing a safe Tata Safety Standards and industry environment and injury standards

n Infiniti etailR : Safety audit of free workplace is at the warehouses core of the group’s efforts. n Tata Sponge: Tata Safety & Health Management System and Safety Standards LOOKING AHEAD

n Tata Chemicals: Safety culture The roadmap for FY2019-20 entails the assessment following:

n Formation of company clusters to drive

n Internal safety workshops strategic initiatives in companies that have With a view to enhance safety similar health & safety risks

consciousness among TBExG employees, n Review and simplification of ataT Safety three workshops were held last year to Standards

train staff on defensive driving, first aid and n Focused safety & health training CPR. Audits were also conducted across programmes for senior leaders, operational various locations of the organisation and leaders, managers, supervisors and others

vehicle audits were conducted for vehicles n Enhancing opportunities for companies to belonging to TBExG vendors to ensure proactively learn from each other on safety compliance of safety best practices. and health .

64 Events

BEC 2018 370+ participants, including CEOs, JRDQV 2018 Mentors, Assessors Tata Power-DDL and senior leaders recognised as Industry Leader BE Heads Meet 40 BE Heads from the Tata group attended

Annual Report 2018-19 65 JRDQV: July 29, 2018

enior Tata leaders came together on July 29, 2018, in Mumbai, to remember Companies recognised JRD Tata on his birth anniversary and S Industry Leader recognise companies that achieved various Tata Power Delhi Distribution levels of maturity in TBEM. Ratan Tata, Chairman Emeritus, Tata Sons, and N Chandrasekaran, Chairman, Tata Sons, Emerging Industry Leaders Tata Capital and Tata Projects also graced the occasion.

S Padmanabhan, Executive Chairman, TBExG, Active Promotion provided an update on the Tata Business Tata Coffee, Tata AutoComp Excellence movement. Highlighting the Systems, Tata Consulting achievements of FY2017-18, he emphasised Engineers, NatSteel Holdings and Tata Steel Europe that TBEM has become a systematic process sustained over the past 24 years. value system while embracing the new business Eight Tata companies were recognised in scenario. three categories. (see box for details) Mr Tata addressed the delegates, expressing Mr Chandrasekaran presented a detailed his pleasure to honour JRD Tata’s legacy. In performance of companies, and how the his speech, he recalled his interactions with cluster approach helped the Tata group grow JRD Tata, whom he considered a mentor and in a competitive industry. He also reiterated friend. He dedicated his speech to JRD Tata’s the importance of keeping in mind the purpose terrific personality, his quest for excellence for which the group was created. He also and his leadership of the Tata group for more emphasised on remembering our century-old than 50 years. .

Tata Power-DDL recognised as Industry Leader.

66 Tata Business Excellence Convention

he annual Tata Business Excellence EDGE Webinars were also recognised. Convention (BEC) took place on TNovember 26-27, 2018, at Taj Palace, Day 2 was dedicated to interesting sessions by New Delhi. The Convention, which celebrates external and internal speakers, interspersed the contribution of teams as well as individuals with recognitions. Participants also took part to the TBEM Assessment Cycle, brought in the BEC application-driven poll sessions and together over 370 participants, and also had gave their opinion on which business practice Group Chairman, Mentors, Team Leaders, areas would help companies in the sectors of Assessors, CEOs and senior leaders from Steel, Retail & Consumer, Infrastructure, Auto, across the Tata group in attendance. Finance and Travel & Tourism.

Day 1 recognised teams that conducted TBEM The day began with a session by Assessments, TAAP Assessments, Deep Dives S Padmanabhan, Executive Chairman, TBExG, and Dip Checks. Long Serving Team Leaders who took participants through the Tata for the TBEM Assessment Cycle were also group’s journey towards Industry Leadership. honoured with a memento. For the Tata Best Highlighting the achievements of the past Practices Programme, individuals who had year, Mr Padmanabhan thanked the Mentors, contributed Best Practices and conducted Team Leaders and all Tata companies, with

The TBEM Assessment team for Tata Sky receiving the Star Team award at the BEC.

Annual Report 2018-19 67 Individual recognitions at the BEC from L-R: Philip Auld, MD, Trent, for Long Serving Mentor; Harmandeep Bhandal from Tata Coffee, for Most Promising First Time Assessor; and N E Sridhar, Head, Corporate Sustainability, Titan, for Star Team Leader.

the support of whom the TBEM Assessment are considered an important stakeholder process is run. for both the conglomerates. He also threw light on how the Bosch Group underwent N Chandrasekaran, Chairman, Tata Sons, a transformation to handle the changing addressed the audience after that. Crediting societal factors as well as technology the TBEM movement for bringing companies disruptions. together and facilitating sharing and learning, Mr Chandrasekaran said that all companies The next session was ‘Excellence, need to take into consideration global macros, Competition and Disruption – Making Sense technological disruptions as well as Indian of a Complex World’ by Dr S Jaishankar, market scenario while making their plans. President – Global Corporate Affairs, Tata According to him, internal agility is crucial to Sons. Dr Jaishankar opined that the best way handle the external complexity – in that light, for countries to deal with the current global simplicity, synergy and scale are important for situation is to be flexible in their policies and the Tata group. build relationships across geographies.

Soumitra Bhattacharya, Managing Director, The evening ended with a session by Sanjiv Bosch Limited, then took the group Sarin, MD, Tata Coffee, who spoke on Dealing through a session on Transformation in a with Man-Animal Conflicts: A Tata Coffee Fast-Changing Business Environment – The Story. He threw light on how the company Bosch Story. Giving a background of Bosch manages relationships and lives in harmony as an organisation, he highlighted the with elephants that inhabit the areas around similarities between the Bosch Group and the Tata Coffee plantations, posing a major the Tata group, wherein the communities safety hazard. .

68 BE Heads Meet: November 28, 2018

round 40 Business Excellence Heads of Dr Raghunath’s first session was on Tata companies attended the Global ‘Strategic thinking and execution in the ABE Heads Meet on November 28, changing business landscape’, in which he 2018, at Taj Palace, New Delhi. Organised by elaborated on the three horizons of growth TBExG, it consisted of interesting sessions by for organisations. This concept helped Dr S Raghunath, a professor at IIM Bengaluru participants understand the link between specialising in Strategic Alliances and Strategic running businesses profitably today and Leadership, and an Open House with Mr growing it for the future. Participants Padmanabhan. undertook a group exercise to understand how this concept is used. Saurav Chakrabarti talked about the role of BE Heads within an organisation, main Dr Raghunath took the participants through stakeholders, and how expectations can be the topic of ‘Digital Business Design for met. M Nagabhushan then threw light on how Holistic Transformation.’ The session focused TBExG is planning to support the BE Heads on designing innovative solutions using digital through Mentorship, Executive Education and technologies to achieve strategic goals and Collaborative Learning in partnership with ASQ, also explored the evolving digital market and APQC, senior Tata Mentors and much more. opportunities. .

Participants at the Global BE Heads Meet in New Delhi.

Annual Report 2018-19 69 Tata network forums

Facilitated by TBExG, TNFs organise activities to promote interaction and training among Tata companies on a continual basis. Here is a roundup of the activities from April 2018 to March 2019. For more details on the activities click here for the TNF newsletters

TNF North america TNF MENA Events & QUIZ 10 workshops 1 Cultural 1 programme EVENTS & 3 WORKSHOPS

70 TNF europe TNF ASEAN TNF CHINA events & EVENTS & EVENTS & 14 Workshops 3 workshops 2 workshops Cultural 1 programme

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

events & events & events & 3 workshops 5 workshops 3 workshops Cultural 2 programmes

TNF India – EAST

events & 10 workshops

Annual Report 2018-19 71

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Annual Report 2018-19 73 Upper ground floor, Fort House, 221 DN Road, Fort, Mumbai - 400001 Telephone: +91-22-66657701 Email: [email protected]