ANNUAL 2016-17 REPORT
TBEM has played a very important role over the last two decades to help all of us in one form or another. It is a great initiative that has bound all of us together as a Group, brought us closer and helped us share best practices and supported our transformation efforts across the Tata Group. By strengthening the culture of ‘One Tata’, it is helping us create value in a continuous journey towards business excellence.”
— N Chandrasekaran, Chairman, Tata Sons CONTENTS
OUR VISION, OUR MISSION 06 CHAIRMAN’S MESSAGE 07 GOVERNING COUNCIL 08
LEADERSHIP TEAM 09 ASSESSMENTS 10
TBEM Assessments 11
TAAP 14
TEEP 17 CAPABILITY BUILDING 20
4 BEST PRACTICES 24 DEEP DIVES 27
Introduction 28
Customer Centricity 29
Safety 32
Operations Excellence 34
Strategy Deployment 36
Human Resources 39
TATA NETWORK FORUMS 41 EVENTS 48 VISION To enable at least 25 Tata companies to achieve Industry Leadership by 2025 MISSION
To enable Tata companies to enhance performance and create long-term stakeholder value A YEAR OF LISTENING AND LEARNING
or Tata Business Excellence Group (TBExG), 2016-17 was about listening to Tata companies and making subtle changes to its offerings so that they add more value. FTBExG engaged PricewaterhouseCoopers for a study with its main stakeholders, the feedback of which was used in the past year to make improvements in processes. Accordingly, the organisation structure of TBExG was changed into two major verticals – Delivery and Relationship Management. Last year, TBExG strongly focussed on the compliance to the Brand Equity and Business Promotion (BEBP) by Tata companies. To ensure that the group can learn from international best practices and interact with S Padmanabhan professionals from across the globe, TBExG partnered with two renowned institutions – the Group CHRO, Tata Sons American Productivity & Quality Center (APQC) and American Society for Quality (ASQ).
The journey so far… Continuing with their commitment to improving their performance, 26 Tata companies went through the TBEM assessment cycle in 2016-17. In addition to making assessments aspirational for the assessors participating in it, TBExG focussed on enabling strategic outcomes and simplification of processes and tools. Deep Dive Diagnostics are increasingly being utilised by companies to work on the areas of improvements that are highlighted in the TBEM assessments, in areas like Strategy Deployment, HR, Operations Excellence, Customer Centricity and Safety & Health. The backbone of the TBEM assessment process are the assessors, who come together from across the Tata group and provide companies with actionable and relevant feedback. In 2016-17, around 40 BE capability building programmes were conducted to ensure that the process was meaningful for all the applicant companies.
A major milestone for the Best Practices programme in the past year was crossing the 100th EDGE webinar mark. In addition to contributing best practices and interacting with SMEs on the EDGE portal, companies also moved towards adaptation of best practices - 18 best practices were adapted across 6 companies in the past year. The first ever external Learning Mission to non-Tata companies was organised in the past year, through which participants could learn from world-class companies and universities based in Singapore.
TBExG continued to support the Tata Affirmative Action Programme (TAAP) and Tata Education Excellence Programme (TEEP) to ensure that the communities in which Tata companies function are consistently engaged. In addition, the Tata Network Forums and BE Heads Forum also continued to connect Tata employees across the world.
The way forward… The focus on simplification and digitisation of the deliverables for TBEM assessments will be one of the main focus areas in the coming year. TBExG will also continue to encourage Tata companies to adapt best practices in the areas they need help in. One important aspect for Tata companies will be to leverage the connections TBExG has forged with APQC and ASQ in the past year.
Business excellence is an exciting journey for the Tata group, and TBExG remains at the centre to propel the group forward.
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GOVERNING COUNCIL
S Padmanabhan Group CHRO, Tata Sons
Praveen Kadle Managing Director Bhaskar Bhat Tata Capital CEO & MD Titan Industries
Adrian Hallmark Group Strategy Director Jaguar Land Rover
Sanjeev Singh Assistant Vice President Anand Sen Tata Business Excellence Group President - TQM & Steel Business Tata Steel
Harish Bhat Brand Custodian Tata Sons Aarthi Subramanian Chief Digital Officer Tata Sons
8 LEADERSHIP TEAM
MK Nagabhushan Vice President S Padmanabhan Tata Business Excellence Group Group CHRO, Tata Sons
Suresh Tanwar NK Sharan Chief - Group Safety & Health Vice President Tata Business Excellence Group Tata Business Excellence Group
Sanjeev Singh Saurav Chakrabarti Assistant Vice President Assistant Vice President Tata Business Excellence Group Tata Business Excellence Group
Anil Menghrajani Assistant Vice President Harish Bhat Tata Business Excellence Group Brand Custodian Tata Sons Deepak Deshpande Assistant Vice President Tata Business Excellence Group
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ASSESSMENTS
10 TBEM ASSESSMENTS
TBEM provides comprehensive, analytical feedback to a company based S Padmanabhan on the strengths and gaps recognising and in its strategy deployment, rewarding teams operational processes, market at the Business responsiveness, customer Excellence Convention in December 2016 centricity, and much more
OVERVIEW
ata Business Excellence Model stakeholders in a company – from l 300 assessors from 60 (TBEM) Assessment is an the board of directors down. companies participated Tintegral part of organisational l 80% of applicant companies management practices in the A significant value-add from the satisfied with the outcomes Tata group. It plays a critical role assessment process is knowledge in strengthening the strategic sharing with respect to best The 2016 cycle focused on the and operational capabilities of practices. The assessment teams following aspects: Tata companies. The inclusive are able to identify good and best l Making assessments nature of the TBEM model, with its practices in Tata companies, and ‘aspirational’ multi-stakeholder focus, has been also share practices that they have l Enabling strategic outcomes enabling companies to progress in come across in other companies. This l Customer-led teaming their business excellence journey knowledge sharing provides valuable l Simplification of processes and over the past two decades. inputs to assessee companies in their tools improvement efforts. TBEM provides comprehensive, TBEM process improvements analytical feedback to a company To keep TBEM relevant in a changing based on the strengths and gaps in business environment, TBExG Customer feedback: its strategy deployment, operational continually refreshes the TBEM TBExG collected feedback from processes, market responsiveness, assessment criteria that serve as applicants, assessors and mentors customer centricity, and much the framework for all appraisals. The which provided valuable insights more. All systems and processes of dynamic nature of the TBEM criteria for further strengthening the a Tata company are checked during helps companies stay contemporary assessment-business improvement the assessment. The exercise aims and agile, and improves their ability to linkages. The survey has also to understand areas of strength keep pace with market developments given TBExG feedback on the and identify the opportunities for and stay ahead of competition. performances of team leaders, improvement. deputy team leaders and process consultants. This feedback has The TBEM assessment is carried KEY ACHIEVEMENTS helped in formulating changes that out by a pool of trained and will improve the assessment process. experienced assessors, led by a team The highlights of the 2016 TBEM leader and guided by a mentor. The assessment cycle are: Changes to assessment process: assessment process involves all key l 26 companies assessed During the year, changes were
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Similarly, sustainability assessments On the basis of best practices in were piloted with five applicant simplification, the TBExG team companies. also undertook standardisation of key milestone outcomes, Assessment Approaches which included key business The TBExG team paid special factors meeting presentation, attention to the formation of the final deliverables and board All the assessors were assessment teams last year. To presentations. This resulted in even make the assessment process more the newer applicant companies enthusiastic, showing keen relevant to the requirements of the partnering with teams effectively interest in understanding applicant companies, the teams to deliver strategically significant the processes of the were co-created along with the outcomes. company; they also inputs from companies, beginning with initial expectations gathering An intensive effort on capability shared the observations to a formal step of understanding building in the pool of experienced and comments in a the team members. Inclusion in assessors has led to significant cordial manner.” the assessment cycle is also made improvements in the way TBEM aspirational for the assessors by assessments are conducted and allowing only good performance actionable feedback delivered to VOLTAS as the basis for continuation in the companies. the process. Key events In order to help the assessment teams delve deeper into outcomes The Mentors’ Meet, which marked and trigger process-related the formal launch of the TBEM questions, TBExG also created a pool assessment cycle for 2016-17, was made to the assessment process of subject matter experts (SMEs) held on June 13, 2016. About 49 in three broad areas: assessment on finance. members, including CEOs and criteria, assessor approaches and the senior leaders from various Tata assessment process. Assessment teams were also asked companies, participated. The meet, to focus on risk assessments, with which focused on how assessment Assessment Criteria applicant companies being gauged teams could best deliver actionable The criteria requirements have on four parameters: Ethics, financial, feedback to companies, witnessed become more rigorous, with legal & regulatory, and Health, sessions on technology and many of the requirements being Safety & Environment (HSE). The customer promise deployment. mandatory at a lower level of risk registers were then studied to CEOs of applicant companies scoring. This essentially ensures that identify key risks, their mitigation shared their expectations from companies are able to compete plans and movement of risks over the assessment process, whereas in the ever-changing business the years to check their progress. mentors spoke of ways in which environment of today. they can add greater value to Assessment Processes the teams and support them in Technology assessments became In the past year, the introduction delivering on expectations. a part of the assessment last of a single sign-on assessment hub year and all companies in the for easy collaboration and sharing TBExG marked the closure of the 2016-17 assessment cycle were of information between applicant TBEM assessment cycle for 2016 examined with relation to their companies and teams was a major with the Mentors’ Presentation adoption of technology using the step in the journey of digitisation on November 29, 2016. Over 20 technology checklist document. and simplification. mentors, including CEOs and senior
12 leaders from various Tata companies, LOOKING AHEAD presented the key strategic findings of their respective teams. They also Over the last 20 years, several spoke of how the experience of changes have been made to the delving deep into the journey of TBEM assessment process to make another company was personally it easier for companies to continue enriching. Some of them even their business excellence journey. described the assessment process as The broad idea is to help companies Compliments to all a leadership development tool. make the assessments an ongoing exercise. This will be intensified in the members for the The contributions of the assessment 2017-18. professionalism displayed teams, Deep Dive and Dip Check during the assessment assessment teams and long-serving TBExG is looking at making further team leaders for 2016-17 were improvements to the TBEM process.” recognised at the annual Business assessment process. The changes Excellence Convention (BEC) on include notes from CEOs, score TATA AIG GENERAL INSURANCE December 8 and 9 at Vivanta by announcements during feedback Taj, Dwarka, New Delhi. The most presentation, co-creation of teams, popular webinar and best practices and introduction of new IT tools to champions were also awarded at optimise efforts. Other focus areas this annual convention. in the coming year include further simplification of the process and deliverables, and a greater emphasis on digitisation. u
Left: Participants at the Mentor’s Meet on June 13, 2016; Bottom: Al Faber and Molly Baldrige speaking and attendants at the Business Excellence Convention on December 8-9, 2016
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TATA AFFIRMATIVE ACTION PROGRAMME
The Tata Affirmative Action Programme attempts to improve the quality of life for Dalits and Adivasis by A TAAP mid-year widening their avenues for review in session livelihood generation with education and recruitment
OVERVIEW
he Tata Affirmative Action AA activities based on a criteria with 4 Es (100 points) Programme (TAAP) started document. The criteria is prepared l Programmes under the Es: Tits journey in 2007 as part of collaboratively between Group Intent, approach, deployment of a group-wide effort to address the AA resources and company AA initiatives (process) and societal needs of the country’s 300 million stalwarts. impact (results) (800 points) Tribal and Dalit population, which Scoring is out of 1000, in bands of 100s, has a historical legacy of facing Teams of trained assessors from the with jumps of 25. economically disadvantages and group assess the companies based social discrimination. on the application and through At the end of the assessments, on-site visits. The assessments the good processes and worthy TAAP attempts to improve examine the company’s AA practices are identified and shared the quality of life for Dalits initiatives based on the robustness with other Tata companies so that and Adivasis by widening and of its leadership commitment to they may adapt, replicate and deepening their avenues for AA and the company’s AA strategy. follow. livelihood generation through The primary focus is on the interventions that start right from social impact of the programmes The assessment reports of the education and skilling, and by a conducted for SC/ST communities companies with scores exceeding policy of positive discrimination under the Es, of which the 600/1000 are presented to the on the part of Tata companies main ones are: Employment, TAAP jury by the leaders of the in terms of recruitment and Employability, Entrepreneurship assessment teams, along with procurement. and Education. the recommendations for other recognitions. The details of the good TAAP has sought to embed Companies are assessed as follows: practices are also shared with the Affirmative Action (AA) into Tata l Leadership: Engagement of TAAP jury for their endorsement as companies through a methodology senior leadership, governance good/best practices. that is adapted from the Tata and review structure, Business Excellence Model (TBEM). communications (100 points) The companies with best ratings Companies are invited to participate l Strategy: AA vision and strategy, and best practices are recognised by in the TAAP assessments by long-term action plan, budget, the Group Chairman at the annual preparing an application on their partnerships, horizontal linkage AA convention.
14 Employability Practice – Comprehensive and Large – Tata Power, Titan Company holistic engagement with Rajkiyakrit Small – Tata Steel Processing and Oriya Madhya Vidyalaya and Student Distribution adoption Entrepreneurship Company – Tata Projects Large – Tata Power, Tata Chemicals Practice – Sponsoring education Education from Class VI to graduation Small – Tinplate Company of India (TCIL), Indian Steel and Wire Products TAAP events KEY ACHIEVEMENTS (ISWP) Mid-year reviews: TAAP mid-year reviews were AA Awards and recognitions Good Practices: held in Mumbai, Bengaluru and 2016-17 Employment Jamshedpur, between September In the year 2016-17, 18 companies Company – Tata International 2016 and January 2017, and participated in TAAP assessments, Practice – Shuchita: Sanitary napkin saw 23 companies participating. which were conducted by - making unit owned by SHG The reviews were chaired by the 68 assessors representing 28 comprising SC/ST women Chairman, Group AA Forum. companies. Entrepreneurship Company – Tata Capital TAAP Assessors Training and The awards and recognitions Practice – Providing business loans to Refresher Programme: decided by the TAAP jury following SC/ST entrepreneurs Three-day TAAP assessors the conclusion of the year’s Employability training programmes were held assessment were: Company – Tata Power in Bengaluru, Jamshedpur and Practice – Ensuring due share for SC/ Mumbai between October- Awards: ST youth in its Skill Development December 2016. The first day was The TAAP Jury Award (for companies Centres a programme exclusively for new scoring over 600 points in the Education assessors; the next two days were assessment) was conferred on Tata Company – Jamshedpur Utilities for both new and experienced Steel, Tata Motors, and Tata Power & Services Company (JUSCO) assessors. A total of 116 managers Delhi Distribution Limited. Tata Steel won the Jury’s Award for the fifth year in succession, while Tata Motors won it for the fourth year in a row. For Tata Power-DDL, it was the maiden Jury’s Award.
Recognitions: Significant Adoption: Companies that achieve a score of 60 points and above out of 100 (calculated on the average of process and result scores) in a specific category, for the first time in the TAAP assessment. The results for small and large sized companies are as follows: Employment Participants at the AA meeting hosted by TNF India - West in October 2016 Small – Tata International
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Tarun Daga, MD, Tinplate Company of India Limited, with TAAP Assessors in Jamshedpur
attended the training, out of which good practices being implemented 71 were experienced assessors. by companies. l A new scheme to support Dalit entrepreneurs with financial Tata Network Forums (TNF) The star attractions were the talks by support or loans by Tata Capital Tata Network Forum – West hosted beneficiaries. These included: l The practice of embedding SC/ an AA meeting in October 2016, l Scholars who have been ST entrepreneurs in the Tata which featured sharing of stories mentored and sponsored by Tata Motors value chain; this included of the changes brought into the Steel a talk by one of the company’s lives of the beneficiaries of the l SC/ST entrepreneurs developed Tier 1 vendors hailing from the Affirmative Action programme. as vendors, suppliers and sub- AA community Similar sessions were held at contractors by Tata Projects Bengaluru and Jamshedpur in l Students who have been taught LOOKING AHEAD September and October. and mentored by volunteers through the IT employability The aim in the coming year is to Eminent leaders from the programme of TCS conducted in expand the reach and increase development sector and the social different engineering colleges the depth of engagement of Tata arm of the government sector l A case study on development companies with TAAP. Deliberations were invited to share their views, of a village near Navi Mumbai as will be held to find the right way to experience and work done in AA, a model tribal village by Rallis; it expand the programme. u and the benefits and experiences included talks by the sarpanch in partnering with Tata companies. and village youths on the This platform was also used to share transformation in their lives
Bhaskar Bhat, MD, Titan, speaking at one of the TNF meetings on affirmative action; and Vinayak Deshpande, MD, Tata Projects, addressing the gathering at the TNF meeting in Bengaluru
16 TATA EDUCATION EXCELLENCE PROGRAMME
With a customised and segmented approach — Saral, Basic and Regular — TEEP NK Sharan with has successfully expanded its participants at reach to rural, government and the EQUIP Day on December 1-3, Hindi-medium schools 2016, at Gulmohur Primary School
OVERVIEW
nspired by the success of the assessment has also evolved from The ‘Assessment’ component Tata Business Excellence Model, ‘one size fits all’ to three kinds: (a) of the TEEP framework is ITata Steel launched the Tata Saral (b) Basic and (c) Regular. complemented by ‘improvement Education Excellence Programme With this segmented approach, initiatives’. Schools are (TEEP) in 2003 to promote quality TEEP has successfully expanded encouraged to engage in team- and excellence in schools at its reach to rural, government and based improvements such as Jamshedpur. Seventeen schools Hindi-medium schools. To promote Education Quality Improvement began their excellence journey at inclusivity, the criteria were made Project, and Dare to Try. the time. user-friendly, and also simplified InnoTeaching and Teacher Award and translated into Hindi. Training for Excellence in Teaching are The TEEP programme is based on is conducted in Hindi for teachers aimed at motivating teachers to the Malcolm Balridge Framework and principals. Report writing by innovate teaching methods and for Excellence. As part of the assessors in Hindi has also ensured build relationships with students. process, school principals and better understanding of the actions Pankh and Outstanding Activity teachers trained to understand to be taken for improvement by Club Award reach out to engage the assessment framework these schools. students on the subject of quality. and participated in the annual assessment of schools. Feedback Over 35 Hindi medium schools All initiatives submitted by schools from these assessments help (mostly supported by Tata group are evaluated at two levels by a jury. schools to improve the quality companies at Jamshedpur) have The best improvement initiatives of education. Over the years, participated in either TEEP Basic are recognised at the Annual TEEP this has resulted in continuous or Saral programmes since these Award function. The function also development of teachers and were introduced in 2013 and 2014 awards principals and teachers of principals and has brought about respectively. The Regular Assessment the participating schools. The Dr a critical mindset change that is Programme, which covers about Jamshed J Irani Award, which is needed for transformation. 25-30 schools, has also undergone the highest TEEP honour for significant transformation. In 2015, schools, is given to schools that In the 15 years of its evolution, it has changed from an annual cross 600 points (out of 1000) in the TEEP has made significant strides. process to a two-year cycle with a Regular Assessment. Principals and To cater to different segments Dip Check interspersing the Regular teachers of participating schools of schools, the approach to Assessment. are also awarded.
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and Dip Check in alternate l Around 240 improvement years projects were submitted by l 11 Basic and 21 Saral schools in 2016-17, of which 23 assessments were conducted were recognised at the Annual A bond of friendship has with eight and six schools TEEP Award function respectively qualifying for the developed amongst many next level Training of the principals and l A total of 138 assessors were l Training for TEEP-related teachers. I learn a lot by recognised at the assessor assessments covered 387 going to other schools, I recognition function by Shomie participants in the last year. Das, Chairman, People Combine Another 485 teachers were do not hesitate to ask for Educational Initiatives, and trained through eight workshops help, or share our practices Founder, Oakridge International in areas like maths, English, multi- with others and I have Schools disciplinary projects, chemistry developed an attitude of and physics listening to another’s point Improvement Initiatives l Three new awards — Teacher Engaging with students of view”. Award for Excellence in l About 1,300 students interacted Teaching, Dare to Try and with Bachendri Pal, Premlata NARGIS MADON, Director, J H Tarapore School Outstanding Activity Club Agarwal, Arunima Sinha and Award — were introduced; these other eminent women at the ‘Sky focus on student and teacher is the Limit’ event development
SCHOOLS VS AVERAGE SCORE: SARAL PROGRAMME
KEY ACHIEVEMENTS 45 600 Schools Avg. Score 40 500 Annual Assessment 480.8 473 481.5 35 464.8 l A total of 53 schools were 30 400 384 assessed under the different 361 370 25 322 assessment programmes 294 313 300 20 41 32 34 35 l The year 2017 saw the 215 33 15 29 32 200 successful completion of the 22 24 10 21 two-year cycle for the Regular 17 100 5 programme with 21 schools 0 0 participating in assessment 2004 2005 2006 2007 2009 2010 2011 2012 2013 2014 2015-16
PARTICIPATION AND PERFORMANCE: BASIC PROGRAMME PARTICIPATION AND PERFORMANCE: SARAL PROGRAMME
20 2015: Supported by TML (8), Tata Steel (6), TCIL (7), KPS (1) Participated Qualified Participated Qualified 25 2016: Supported by TML (7), Tata Steel (7), TCIL (7) 23 22 15 21 15 14 20
11 11 15 Avg. score: Avg. score: Avg. score: Avg. score: 10 9 74.4% Avg. score: 88.9% 73.8% 79.4% 10 Avg. score: 82.5% 8 82% 5 7 5 6 5 4 Avg. score: 3 2 73.9% 2 0 0 2014 2015 2016 2012 2013 2014 2015 2016
18 which traces the history of TEEP maturity level of their processes events through photographs, and to interpret and act on the was handed over to the chief opportunities for improvement, guest during the TEEP and thereby improve the quality of Awards function award applications. l A quarterly newsletter ‘Learning without Borders’ was circulated to The implementation of the everyone during the past year excellence primer in Class V and the publication of the primer for Class TV Narendran handing over an award at LOOKING AHEAD VI (which outlines a curriculum the TEEP Annual Awards on May 1, 2017 on excellence) is planned. These While the previous years’ efforts were primers, which are created by focused more upon inclusivity, future principals and members of the Publications during the year plans for TEEP comprise challenging TEEP Working Committee, will help 2016-17 the schools that have matured develop the mindset of excellence l Udaan, a compendium of best in their TEEP journey to aspire among students. practices of TEEP schools, was to become ‘world class’. TBExG’s released in January 2017 role in this would be to enable TBExG also plans to engage l Audio visuals showcasing the national and international level with the rural/semi-urban best practices at four schools were comparisons of performance and Hindi-medium schools participating screened during the TEEP Awards enhancing the quality of stakeholder in the Saral and Basic assessments programme on May 1, 2017 feedback through building greater to finalise a suitable set of criteria l EE Matters – an annual magazine engagement with them. for the next level of their journey. u that features TEEP highlights – was also released on the same The TEEP team also plans to day introduce an in-house TEEP l A coffee table book titled Practitioners’ Programme aimed at ‘Glimpses: 15 years of TEEP’, helping schools to understand the
Participants (left) and PANKH winners (top) at the TEEP Annual Awards on May 1, 2017
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CAPABILITY BUILDING
20 CAPABILITY BUILDING
The capability building programmes help the organisation collectively acknowledge key imperatives facing the TBEM assessment process and take steps to handle any challenges
Participants at the Business Excellence Practitioners’ Programme for ISWPL in Jamshedpur, on March 22-24, 2017 OVERVIEW
he capability building function programme of TBExG, and also its l Demonstrate effective at TBExG plays a key role in most prestigious offering. communication skills (C) Tbuilding a pool of capable l Deepen assessment skills (A) assessors to support the TBEM The main purpose of the capability l Learn from the past for a superior assessment process for the Tata building programmes is to performance (L) group. TBExG conducts a variety of acknowledge changes in the content l Energise ourselves to measure up capability building programmes for of the TBEM assessment process, to to the increasing challenges (E) Tata managers globally. The objective learn from the experiences of the last is to support the TBEM assessment cycle, and to prepare assessors for The programme is designed based process as well as Deep Dives and the next cycle of assessments. The on inputs received from assessors. other group-wide initiatives. programmes help the organisation The aim is to ‘scale’ up by increasing to collectively acknowledge the areas of significance as well as The programmes include: key imperatives facing the TBEM intellectual enhancement. The EAP l Business Excellence Capability assessment process and take steps to content that was refreshed in Building programmes: These are handle any challenges. 2016-17 included: aimed at developing skills of new l Reflection on learnings and assessors as well as enhancing KEY ACHIEVEMENTS possibilities to scale up overall skills of experienced assessors assessment experience l TBEM assessment-related Refreshing the EAP l Bouquet of good practices from programmes: This includes The EAP was refreshed during the 2016 assessment Business Excellence Leadership the year to enable experienced l TBEM assessment through the lens Programmes (BELPs) for mid- assessors to deliver consistent value. of project management principles level professionals; Senior Business Experienced assessors form the l The art of communication as an Leadership Programmes (SBLPs) for core of the assessment teams and enabler to frame NERDs better senior professionals; and help shape the outcomes of the and to improve articulation of the Experienced Assessor Programmes assessments. The idea behind the narrative (EAPs) for experienced assessors refresh was to strengthen their basics l Awareness programmes: These and thus enable improvements. The EAP aims to strengthen basic include Essentials of Excellence knowledge on the following topics: (EoE) and BE Practitioners The EAP has been designed to meet l Understanding the customer workshops the SCALE objectives: l Improvement in Category 1 and 2 Of these, EAP is the flagship l Sharpen strategic thinking (S) assessments
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which helped set expectations for BE Practitioners’ Programmes the assessors. TBExG also conducted a three- day BE Practitioners’ Programme Five practitioners’ capability for Tata Power Solar, which was programmes were also completed attended by 24 employees and during the year. senior leaders. The workshop was The training programme held from November 21 to 23, was fantastic. Everything Special Programme on 2016, in the company’s premises. Customer Centricity The focus of the programme I learned, like identifying TBExG, in partnership with the was to create a higher level of KBFs, assessment processes, Customer Centricity Group, engagement within the company linkages with other chapters organised a unique SBLP in for the TBEM framework. April 2016 that focused on the and particularly the live assessment of Category 3 and The same programme was demonstration of site visits, implementation of the Tata conducted for Tata Coffee, which was extremely helpful and Customer Promise. was attended by 21 participants from different businesses and practical. I will definitely Since domain expertise is functions of the company. The recommend the programme required for such assessments, participants included 11 members to every TAS employee who the participants were 26 senior from the coffee estate and members from customer-related plantation divisions. The workshop wants to take their company functions of various group was held from December 1 to to new heights.” companies including Tata Housing, 3, 2016, at a hill resort near the Tata Steel, Tata International, Tata company’s Polybetta Coffee Estate A H KHAN Teleservices, Jusco, Tata Chemicals, in Bengaluru. Tata Pigments Tata Sponge Iron, Tata Services, Tata Power, Tata Projects, Rallis, TBSS, Two similar programmes were Voltas and Tata AIA. organised for around 60 key
l Strategic thinking l Assessing key results l Objective maturity assessment (scoring) l Recognising the exponential through the SMAC (social, mobility, analytics & cloud) lens
During the year, TBExG conducted eight batches of the EAP in Mumbai, Pune and Jamshedpur and trained 60 experienced assessors. For the first time, case studies based on the behaviour of assessors were used in order to improve professionalism in assessorship. In addition, participants interacted with BE Business Excellence Practitioners’ Programme in session for Tata BlueScope Steel in Heads of different Tata companies, December 2016
22 Key managers of Tata BlueScope Steel at the Business Excellence Practitioners’ Programme in December 2016 managers of Tata BlueScope result-led analysis and strategic Steel in Pune and Jamshedpur in insights. December 2016. The programme was customised to the requirements TBExG has decided to make of the company. The core concepts capability building more direct and of excellence were delivered objective-oriented. Hence, assessor through short exercises focused on and BE Practitioner Programmes will the company’s business value chain be the two major themes in focus and its differentiators vis-a-vis the for the organisation. u competition. Participants were made aware of the interdependencies in the value chain, from key suppliers and partners to front end dealers and distributors. Thank you for the LOOKING AHEAD great three-day workshop at ISWP. It From a Tata company’s perspective, was very informative, an ideal TBEM assessment should have experienced assessors making well presented and up about 70 percent of the team. enjoyable. The team Experienced assessors add value has learnt much from in dealing with business situations, stakeholders and in conducting your training that will assessments. Experienced assessors assist in the business also contribute mentorship, excellence journey.” articulation that inspires action, RAKESH BABU ISWP
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BEST PRACTICES
24 BEST PRACTICES
TBExG developed and implemented its best practices programme to identify, capture, share and transfer good practices, with the aim of enabling cross-pollination of best practices that exist within, as well as outside, the Tata group
OVERVIEW Participants at the Singapore Learning Mission on March 13-16, 2017
ata companies are at various sessions that are theme-based face-to-face process that makes levels of maturity in their or focused on a single company, it simpler to internalise learning Tjourney of excellence. The through learning missions, and imbibe good practices. leadership team felt the need to webinars and workshops Typically, these are two-to-three- accelerate their excellence journey l Set up access to established day sessions covering a wide by democratising sharing and subject matter experts (SMEs) in range of topics related to a Tata learning within the group. a range of fields company. Another variation is l Enable people to create the ‘theme-based session’, where Consequently, TBExG developed communities of interest for people from various companies and implemented its best practices sharing and engaging with meet to share good practices on programme to identify, capture, colleagues in similar fields specific chosen topics. share and transfer good practices, with the aim of enabling The best practices are shared through: l EDGE Webinars cross-pollination of best practices EDGE webinars focus on various that exist within, as well as outside, l EDGE Portal topics, such as safety, operations the Tata group. Tata employees can get in excellence, business excellence, touch with practice owners and change management, A multi-dimensional initiative, it SMEs through the portal, which project management, etc. comprises several components, the encourages the adoption and The webinars are conducted most prominent of which are: implementation of promising every Wednesday, and deal l Identify and document best practices within companies. The with subjects that appeal to practices across the group portal has 400+ good practices, employees across the Tata l Prioritise and categorise best 23,000+ registered members, group. SMEs from within the practices based on more than 800 SMEs, and can group conduct these webinars. group-level focus areas be directly accessed through 40 (identified as ‘opportunities for intranets, besides l Tata Network Forums improvement’ or OFIs) www.tatabex.com and TBExG facilitates the sharing l Ensure wide and convenient www.tataworld.com. of best practices within Tata accessibility to all employees companies by utilising the through a digital platform l Learning Missions powerful medium of Tata called EDGE Group companies can interact Network Forums (TNFs). l Offer more intensive ‘face-to-face’ closely with each other with a
25 Annual Report 2016-17
First External Learning Mission companies were recognised at The first-ever external learning the annual Business Excellence mission to non-Tata companies Convention (BEC), with top was organised in March 2017, in contributors, implementers, association with Tata Sons’ ASEAN providers, and best practices office. A total of 36 executives champions being acknowledged The Mini Learning Mission from various Tata companies for their important contribution. is a fantastic initiative by took part in this learning mission, TBExG for sharing best and got a chance to learn from LOOKING AHEAD organisations such as Nanyang practices on a group level. Technological University, Singapore TBExG plans to drive its best While most of the group Airlines, National University of Practices initiative by focusing on companies are in different Singapore, Sembcorp Industries, adaptation of best practices within EDB-Accenture Internet of Things companies. It has also partnered industry sectors, the Centre of Excellence, DBS Bank and with APQC (American Productivity interactions and site visits Singapore Management University. and Quality Center), the world’s provide sufficient guidance foremost authority in benchmarking, EDGE Webinars best practices, process and for deployment of these A standout achievement during the performance improvement, and best practices.” year was the 100th EDGE webinar knowledge management, to enable organised by the best practices Tata companies to learn and imbibe team on March 29, 2017. More global best practices. RAMESH SHANKAR Head Operations - New Bar Mill, than 50 webinars were held in Tata Steel Limited, Jamshedpur 2016-17 which saw over 16,000 The focus will be to include more participants with an average NPS diverse range of topics and widen score of 61. The webinars focused the reach of the medium to include on various topics, such as safety, even more Tata employees. To operations excellence, business facilitate wider participation in its excellence, change management, webinars, TBExG plans to change its project management, etc. TBExG timing from 2pm to 3pm IST for the l Industry/Company Specific also partnered with external benefit of employees based Workshops and Interventions organisations such as Google, Bain, outside India. u E&Y and ASQ (American Society for EDGE Portal Highlights: Quality) to conduct webinars on l More than 80 new practices subjects critical to Tata companies. uploaded and 6,696 new users added in 2016-17 Best Practice Adaptation l About 800 SMEs are also involved The initiative’s success can be in the process gauged from the following: l The portal received more than l 18 best practices adapted across 15,000 visits in 2016-17 six companies within the l Over 23,000 registered users Tata group l More than 400 best practices l Over 50 best practices sourced identified and shared via the from TBEM assessments portal l Around 60 opportunities for l The portal with a single sign on adaptation identified facility can be accessed from over 40 Tata company intranets The adaptations made by Tata
26 DEEP DIVES
27 Annual Report 2016-17
INTRODUCTION
Complementing the TBEM assessments, Tata companies conduct Deep Dives to gain actionable insights and enable specific interventions in improvement areas
OVERVIEW
he Deep Dive process a more focused study of identified process through collaboration at TBExG enables Tata improvement areas. Depending with Tata group SMEs and external Tcompanies conduct a granular on their maturity, companies can knowledge partners. These examination of a theme or specific also alternate between TBEM diagnostic studies often bring in area that is important to success. The assessments and Deep Dives global maturity frameworks and theme can be chosen based on the to create a virtuous cycle of best practices to seek areas for TBEM feedback, the board’s inputs improvement. Tata companies have improvement. They also adopt a during the TBEM process or the benefitted from Deep Dives to comprehensive approach seeking company’s own introspection from get sharp insights and actionable end-to-end optimisation across its leadership and strategy sessions. recommendations to drive related functions. Deep Dives are performance related to important conducted across the value chain in In the past five years, TBExG has strategic imperatives. areas that are critical such as strategy conducted over 55 diagnostic deployment, customer centricity, studies for Tata companies across In its pursuit of excellence, the human resources, operations various industries. Group companies TBExG team focuses on bringing excellence and safety. u usually request for a Deep Dive in cutting-edge methodology and addition to TBEM assessments for new concepts to the Deep Dive
28 CUSTOMER CENTRICITY
Companies conduct Customer Centricity Deep Dives to define and achieve milestones in their roadmap Saurabh Das, towards a customer centric Head – Technology Practice, Sapient culture and in delivering the Nitro, speaking at Tata group customer promise the ‘Pathways to Premiumisation’ workshop
OVERVIEW
BExG works as an advisor special focus. The takeaways from analysis and knowledge partner for the assessment for each organisation l Key account management TTata companies to help them is identified for engagement as Deep l Sales productivity and develop and sharpen their approach Dive projects. For example, some of effectiveness towards customer-centricity and the areas identified in the previous l Customer segmentation enhance business performance year for focused attention have l Consumer insights by delivering higher value to their included key account management l Channel management and customers. This is achieved through (KAM) skills, customer centric effectiveness customised and comprehensive culture, customer promise roadmap, l After sales and service Deep Dives in various customer- customer experience mapping excellence related areas for both B2B and B2C and improved use of insights focused companies. from qualitative voice of customer KEY ACHIEVEMENTS (VoC) studies. In the Deep Dives, TBExG plays a pivotal role in a team of subject matter experts The TBExG team conducted the analysing the feedback from (SMEs) takes a 360-degree view following Deep Dives in 2016-17: TBEM assessments for focused of both the business and the area Trent – Customer Experience projects in specific areas impacting for improvement by conducting Taking a cue from various feeds customer centricity and the a comprehensive and highly like brand track survey, enterprise experience of the customers with qualitative analysis, using advanced risk register and TBEM feedback, the organisation. The intersecting tools and methods. This analysis Westside commenced its model themes and takeaways from the enables a deep understanding of the store journey as a key driver for TBEM assessments also shapes the different interplays between internal achieving and sustaining the ‘power shared improvement journey and and external ecosystems — which brand’ status. After embarking interventions that seek to evangelise leads to actionable insights cutting on this journey, there was a need customer centricity within the Tata across functions and enabling a to understand the perception group. transformative change. of customers on the customer experience being delivered by the Customer Centricity Deep Dives Some key areas in which TBExG model stores. TBExG conducted a One of the key outcomes at the helps group companies are: Deep Dive study to evaluate the end of each assessment cycle is l Customer experience mapping customer experience in the model the analysis of the TBEM feedback l VoC study stores vis-a-vis regular stores and for common themes and areas for l Customer-centric culture benchmark against key competition
29 Annual Report 2016-17
- Lifestyle. The study brought out of Tata Capital focused on four JAMIPOL – Key Account insights on customer expectations, products in the retail business: Management (KAM) experience and pain areas using a housing loans, affordable housing A KAM Deep Dive was conducted global customer journey framework. loans, personal loans and used car for JAMIPOL, which serves the B2B A detailed diagnostic mapped loans. The Deep Dive involved a VoC steel industry with desulphurising the shoppers journey in-store, study, voice of employee, voice of processes for removal of sulphur highlighted factors critical to partner study along with a detailed and other impurities. The objective customer experience at every stage process analysis of the customer and scope of the Deep Dive was to and analysed the performance of facing processes of the organisation. develop and recommend a process the factors for three types of stores. The Deep Dive also focused on for KAM customised for JAMIPOL, Recommendations on people, various process interlocks between based on the experience of process and design elements the customer facing processes customers, needs and expectations. impacting customer experience and systems, including critical As a sub-process in KAM, the were presented to the team for process levers like turn-around project also recommended steps to implementation. time, loan disbursement time, strengthen the customer complaint time-to-loan-sanction etc. The management process. A qualitative JUSCO – Customer Promise study involved discussions with VoC study with various levels in Roadmap over 100 employees and 200 the customer’s organisation was A Deep Dive to understand key customers in four product areas. undertaken to understand the status customer-related processes, how the The final presentation involved and opportunities for improvement. processes are delivering a customer detailed recommendations for each The MD of JAMIPOL sought to look centric experience with a customer of the product areas with specific at a world-class KAM framework centricity culture assessment inputs on customer facing process and probe for gaps and identify across employees, associates and improvements, culture of customer the areas for long-term change vendors was undertaken for the first and systems enablement. and adopt KAM practices to drive Jamshedpur Town Office and EPC Based on the recommendations, change. The project was delivered divisions of JUSCO. In the execution Tata Capital has launched various by a collaborative team of SMEs of the Deep Dive for JUSCO, TBExG improvement initiatives being led from TBExG and other Tata group collaborated with SMEs in various by the head of the business. companies. Tata companies to adapt the Deep Dive methodology to deliver hands-on recommendations with a focus on practical application of improvement points. A key element of the Jusco Deep Dive included a visioning workshop on customer themes with cross functional process heads to strengthen the understanding of customer centricity within the organisation. The project recommendations included the creation of a customer promise roadmap for Jusco.
Tata Capital – Insights from VoC Processes Participants at the ‘Pathways to Premiumisation’ workshop on The Deep Dive on customer September 22, 2016, in Mumbai centricity for the retail business
30 Tata International – Key Account with the Tata Group Customer Management Promise and manifesto. This effort The Deep Dive in KAM for the led to group-level and company- fashion leather business (FLB) was level assessment of opportunities initiated to understand the various for improvement and available categories of customers and define best practices. The analysis was The Deep Dive diagnosis ways in which the key accounts of used to develop interventions for the organisation can be serviced the coming year. Going forward, process had a clear better. The Deep Dive covered a this integration is expected to understanding of the VoC exercise and meetings and form the cornerstone of Customer organisation, structured discussions with more than 30 Centricity improvements for group stakeholders of key customers of companies. approach, actionable FLB, ranging from new product feedback and theme-based development to supply chain and LOOKING AHEAD workshops that officers production. Customer journey mapping for all critical customer The key focus areas for the coming across levels could easily touchpoints were conducted year will be: relate to.” along with an extensive study 1 Improving the quality of of the internal processes to the insights, recommendations and JUSCO organisation that affected delivery best practices shared with the like sales funnel management, companies requirement gathering, raw 2 Repeat assignments from material management, turn around companies time for production and sales 3 Getting newer companies competitive intelligence and quality management. The to undertake Deep Dive processes and project recommendations included a KAM assignments management processes) structure focused on improving 4 Developing maturity 5 Enhancing capability of the customer listening mechanisms, assessment models for some Deep Dive team members u delivery and quality management areas (eg, VoC processes, in the short term and becoming a after sales processes, strategy customer focused organisation with implementation processes, building long-term partnerships with its key accounts and a healthy pipeline for the long term.
Group-wide initiatives on Customer Centricity
The Tata Group Customer Promise As part of the group-wide initiatives on Customer Centricity, the Tata Group Customer Promise was unveiled in 2014. TBExG also integrated the Tata Group Customer Promise into TBEM assessments in a four-step process in 2016. TBExG analysed the findings from TBEM Attendants in discussion at the workshop on premiumisation, in Mumbai assessments and the integration
31 Annual Report 2016-17
SAFETY & HEALTH
The group safety & health function was set up to L-R: Suresh Tanwar, formulate strategy and Jamshed Daboo, drive group-wide efforts to S Padmanabhan, Andrew enhance safety culture and Page and Mukund Rajan releasing the ‘Learning performance from incidents’ (version 2) booklet at the Safety Heads Meet
OVERVIEW
he Tata group is committed to l Providing governance in terms with the expectations of companies, providing a safe, healthy and of verification and assurance of and included setting up a gap Tclean working environment safety & health requirements assessment checklist focusing on to its employees. A core concern for vehicles, drivers and the journey. The the group, employees’ safety and The group safety & health team also safety team also connected with health has received renewed focus conducts Deep Dives/trainings on Tata companies to raise awareness with the Tata leadership according it safety, spread across several key on this safety standard and guide high priority. areas such as: them towards its implementation. l Training senior leadership, Over 220 Tata employees from over TBExG set up the group safety middle management and 40 companies in Mumbai, Delhi, & health function to formulate supervisors Bengaluru, Jamshedpur and Pune strategy and drive group-wide l Safety standards training and have received training on the road/ efforts to enhance safety culture and customised training driving safety standard in the performance. l Safety audits past year. l Safety culture assessments The role of the safety & health l Deep Dive assessments on Training and capability building function is based on four strategic specific topics A two-day conclave on best building blocks: l Safety strategy creation practices in safety & health was l Bringing commonality and l Facilitating the creation of safety organised at Vivanta by Taj - convergence in safety & health policies and standards. President, Mumbai, in January 2017. through a common approach, Around 75 participants from 35 adoption of standardised KEY ACHIEVEMENTS Tata group companies attended terminologies, strategies and the conclave based on the theme policies, etc Several initiatives were undertaken ‘Safety Excellence - Value Addition to l Delivering training and building during 2016-17 based on the four Business’. Speakers from Monsanto, capabilities among group strategic building blocks. BASF, Siemens, Reliance Industries, companies in safety & health ITC Hotels, MS Chola, and Tata l Ensuring transparency in Commonality and Convergence companies such as Tata Steel, Tata reporting and sharing lessons The group level safety standard on Motors, Tata Communications and learnt, and also facilitating the driving and road safety was released Tata Power shared their valuable transfer of best practices across across the Tata group in December insights at the event. A Safety group companies 2016. The new standard was aligned Heads Meet on the same theme
32 Transparency and sharing Transparency is of utmost importance to promote safety Compliments to all the culture within organisations. The team members, in group safety & health team lays particular bringing up Suresh Tanwar at the Best Practices stress on proper reporting and Conclave in Safety & Health investigation of serious incidents. the regulatory points to such detail” was held in February 2017, at the In the case of fatalities and major same venue, which was attended fires, reports are mandatorily filed. T RADHAKRISHNAN, by 50 senior safety professionals The Safety Steering and Safety Executive Director – Tata Coffee from 45 Tata companies. The ‘Best Working committees are updated For the Deep Dive in Tata Coffee Practices Compendium on Safety & on an as-needed basis and learnings Health’ and ‘Learning from Incidents from incidents are shared with all (version 2)’ were also released during stakeholders. the session. Assurance and verification A webinar focusing on safety and During the year, safety, health and related issues was held in July 2016, environment (SHE) audits were LOOKING AHEAD during which Andrew Sharman, conducted at five companies Founder of RMS Switzerland, a including Tata Chemicals (Haldia), The focus for the group safety & global leader in safety, threw light Tata International (Dewas), Trent health team in FY 17-18 is: on aspects like leadership styles that Hypermarket (Mumbai), Tata Motors l Creation and launch of safety demonstrate commitment to safety; (Lucknow and Delhi) and Tata belief/values most effective safety leadership AutoComp Systems (Pune). The l Simplification of TBEM safety traits, human factors affecting safety audits were also held at the group’s criteria and aligning it to the Tata and many more. headquarters, Bombay House Safety & Health Management (Mumbai). The SHE audits cover issues System Women’s safety is a key focus which had potential to impact the l Design and roll out the Tata area for the group and three brand reputation of the company. Group Office Safety Standard programmes were held on the l Release of the following theme last year. Organised by Tata The group safety & health team also guidelines: Network Forum (TNF) – India East, conducted Deep Dives for: l ‘Guidelines on Consequence the programmes were held in July 1 Tata Power - A safety perception Management for Safety at Kolkata and Jamshedpur. A total survey was conducted to evaluate Non-Compliance’ of 238 women employees from employee perception of the l Prevention through design 29 Tata companies attended the company’s safety & health culture l Incident investigation programmes based on the ‘Safety 2 Tata Coffee - A Deep Dive was l Conducting training programmes First’ initiative of TCS. Sangeeta conducted covering operations on incident investigation Chandran and Poulomi Chakrabarti in the factories and estates. l Monitoring and facilitating from TCS’ Safety First team instructed The intent of the Deep Dive companies in the the participants on ways to was to facilitate the company implementation of the Tata Safety remain safe using common sense, in proactively identifying and & Health Management System confidence and rudiments of eliminating risks to people and and Tata road/driving self-defence tactics. risks to reputation safety standard u
33 Annual Report 2016-17
OPERATIONS EXCELLENCE
The operations excellence team engages with group companies to facilitate Deep Dives through a framework consisting of diagnostics, action planning workshops and reviews
OVERVIEW
he operations excellence diagnostics, action planning conducted Deep Dive diagnostics practice at TBExG facilitates workshops and reviews — in studies for three Tata companies Ta culture of continuous partnership with domain experts — during the year. improvement and transformation to give insightful and prescriptive in the areas identified for feedback, identifying the strengths Voltas - Continuous Improvement improvement through the TBEM and areas of improvement. Programme (Wave 2) assessments. Some of the areas The second wave of the continuous identified for Deep Dive projects The diagnostics is carried out at improvement programme at Voltas in operations excellence includes two levels: the enterprise level was initiated in 2016-17. 15 projects enterprise process management, and the functional level. The across four business units were supply chain, enterprise project Deep Dive diagnostics process identified, critical to each of the management, production efficiency helps organisations check the business units. The team engaged management and continuous operations-level health of the with Voltas right from the project improvement programmes. organisation as well as get identification phase till the project insightful feedback from subject implementation and benefit Enterprise and functional matter experts (SMEs). This, in turn, quantification. Project teams were diagnostics, action planning and accelerates their organisational set up for each project and they reviews, facilitated by TBExG, have transformation and change were instrumental in defining the enabled Tata companies to achieve management agenda. project charter. Two workshops organisational excellence and were conducted on key tools used improved business performance In addition, strategic partnerships for analysis and execution of the in the last two years. The team has with institutions like American projects along with critical project executed 11 Deep Dives in the last Society for Quality (ASQ) and management and project execution two years in operations excellence American Productivity & Quality steps. All the team members for with 24 continuous improvement Center (APQC) have also been each of the projects were part of engagements. forged, which enables the team to this workshop. Each project was be in sync with the latest updates then reviewed on a periodic basis Deep Dive diagnostics in operations excellence. to make sure that the teams were The operations excellence team executing the projects according engages with group companies KEY ACHIEVEMENTS to the plan to derive the desired to facilitate Deep Dives through outcomes. Most of the projects a framework consisting of The operations excellence team identified have now moved into
34 customer processes at Nelco and processes, after sales processes, other processes was shared. The strategy implementation collaborative engagement was processes, competitive much appreciated by Nelco and intelligence processes and the company looks to process project management processes) The Deep Dive assessment maturity assessments in other 5 Enhance capability of the Deep on Operations Excellence, areas and to be a part of the Dive team members u conducted by TBExG in assessment process in the coming Joda met our expectations years. quite well. The feedback Tata DHP - Process Design and shared by the team was Documentation of Operational Processes focused, practicable and Tata Digital Health (Tata - DHP) is substantive.” a software product development startup from the Tata group. The mission is to transform healthcare TATA SPONGE IRON by creating integrated, easy to use, Thank you to the powerful, cloud-based tools that TBExG team for the helps doctors focus on treating patients with improved outcomes. Deep Dive exercise and Tata - DHP leverages the power insights shared. We will of digital technology to empower prioritise some of the implementation and based on the healthcare providers and outcomes of the improvements, consumers in India and its services recommendations and the benefits of the same would facilitate seamless integration of start work on them.” be quantified financially and data from multiple stakeholders to functionally to the organisation. aggregate health data on a single platform. TBExG engaged with TRENT Nelco - Process Maturity Analysis Tata - DHP to streamline and detail As a preparation towards TBEM out processes to create a process- assessments, Nelco undertook a driven organisation. TBExG Deep Dive on the maturity of its customer processes. This LOOKING AHEAD project focused on the internal processes impacting customer The key focus areas for the coming perceptions and service partner year will be: management and the Deep Dive 1 Improve the quality of insights, team met key customers and recommendations and best process heads to understand the practices shared with the gaps and recommend initiatives. companies The team also analysed the 2 Repeat assignments from complaint management process companies and developed recommendations 3 Get newer companies based on the opportunities to undertake Deep Dive identified for improvement. assignments A customised framework for 4 Develop maturity assessment assessing the maturity of internal models for some areas (eg, VoC
35 Annual Report 2016-17
STRATEGY DEPLOYMENT
Strategy deployment is based on the quality Participants at the of strategic planning, two-day workshop organisation culture and on ‘Competitive resource allocation Intelligence - How to do it?’ on January 23 and 24, 2017
OVERVIEW
lobalisation, rapid perspectives of the approach frameworks for companies and technological change towards it, diagnostics of business provides hand holding support Gand economic inter- environment, coherence in the when required. connectedness between various entire strategic plan and nations are transforming the global implementability of strategic Vision-Mission-Values (VMV) business environment. Due to this, choices. development strategic planning assumes an TBExG works with companies and even greater role in the growth and Strategy implementation conducts leadership workshops to sustainability of enterprises. Strategy planning is the first step finalise or revisit their VMV. on the journey to achieve the The challenge for most companies company’s vision; however, the Competitive intelligence lies in the deployment of strategy real test lies in how well it is The programme prepares Tata as it is based upon the quality of implemented. TBExG supports companies to face competition strategic planning, organisation companies in translating their in their areas of operations. A culture and resource allocation. strategy into action plans and framework called ‘Know your TBExG supports group companies in tracking the outcomes. Balanced Competition’ has been created to various facets of strategy planning, Scorecard (BSC) and Strategy help identify competition and learn such as: Deployment Matrix (SDM) ensure best practices of some of the large alignment down the line to the companies within the group. l Deep Dive study on the quality key responsibility areas; this of strategy including strategy also helps in effective TBExG also provides access to the planning process implementation of strategic tools and techniques from SCIP l Strategy implementation priorities. (Strategy and Competitive l Enterprise risk management Intelligence Professionals), which l Vision-mission-values (VMV) Enterprise risk management include practices across different development Businesses that keep a continuous industries and geographies. l Competitive intelligence check on risks have a better l Corporate foresight chance of survival in a VUCA Corporate foresight environment (volatile, uncertain, This enables companies to Deep-Dive study complex and ambiguous anticipate disruptive changes, TBExG helps companies assess circumstances). TBExG develops decipher their consequences and strategy planning from the enterprise risk management devise effective responses to
36 Speakers and TBExG consultants at the two-day workshop on competitive intelligence in Mumbai, on January 23 and 24, 2017
ensure success and long-term positive motivation to employees. Competitive intelligence survival of the company. TBExG TBExG worked with Tata Sponge The digital market space is helps companies assess their to revitalise their performance competitive and Tata group organisational preparedness in measurement system last year. forayed into this space through terms of corporate foresight Tata Unistore (the e-commerce capabilities. It also assesses the Quality of strategy marketplace branded as Tata Cliq). current level of organisational While strategic planning has TBExG worked with the company preparedness and conducts become a routine annual process to create a comprehensive workshops with CXOs to introduce in most organisations, it helps to competitive intelligence roadmap. the concepts of corporate foresight. get an outside perspective. TBExG This would help the company to brings in an ‘outside in’ perspective become a bigger player and offer KEY ACHIEVEMENTS and conducts a critical and a competitive edge within in a comprehensive examination of the short span of time. VMV workshops strategy — covering inputs to the The TBExG strategy practice team process, data collected and also Customised workshops worked closely with JAMIPOL checks, what worked in the past and A unique CXO conference was in Jamshedpur, Tata Advanced what did not. TBExG worked with held on August 25, 2016, at Vivanta Materials in Bengaluru and Tata Tata Capital and Tata Technologies in by Taj - President, Mumbai. The Interactive Systems in Mumbai to this regard. conference was on Competitive help them revisit their VMV. These Intelligence (CI) designed to workshops were conducted with a Corporate foresight enable Tata companies to acquire combination of the bottom-up and Organisations that expend time and capabilities to institutionalise CI top-down approaches. energy in preparing for the future, within their organisations. have a far better chance of faring Measurement system well in the longer run. TBExG worked Fifty participants comprising A well-designed measurement with Tata Communications’ global CXOs, direct reportees to CEOs, system goes beyond information operations teams in the area of marketing heads, CFOs and collection and dissemination. corporate foresight and leveraged strategy heads from over 20 It helps the organisation take the expertise of Prof Rene Rohrbeck Tata companies attended the informed decisions and brings in in this assignment. conference.
37 Annual Report 2016-17
A two-day workshop on l Introducing the SCIP Enterprise ‘Competitive Intelligence – How membership to do it?’ was also organised by l Marketing insights programme TBExG, at Vivanta by Taj - President, (by Tata Communications) Mumbai, on January 23 and 24, l Harnessing knowledge Importance of KYC and 2017. About 30 CI practitioners from management systems (KMS) to 10 Tata group companies attended enhance competitive advantage its impact on strategy the workshop. l How can internal networking and survival of the maximise your competitive company has been duly The workshop focused on the intelligence potential ‘how to’ aspects such as the highlighted.” steps to follow while starting a CI LOOKING AHEAD function, factors that contribute to TATA CAPITAL CIs success, identification of data The key focus areas for the coming sources, models and techniques year will be: used, report design and analysis, 1 Improve the quality of insights, implementation of knowledge recommendations and best management systems and using CI practices shared with the in strategy. companies 2 Repeat assignments from The workshop taught participants companies about ways to incorporate CI in 3 Getting newer companies daily work, and techniques and to undertake Deep Dive methods to track and analyse assignments competition which could then 4 Developing maturity assessment be incorporated in the strategy models for some areas (eg, planning process on a sustained voice of customer processes, basis. It also included focused after sales processes, strategy sessions on how to use social implementation processes, media intelligence effectively competitive intelligence and harnessing the war gaming processes and project technique for a company’s management processes) competitive intelligence needs. 5 Enhancing capability of the Deep Dive team members u The CI workshops were part of a series of measures taken to establish the competitive intelligence practice within the Tata group.
Webinars Seven webinars were conducted during the year by TBExG on different aspects of competitive intelligence. The topics included: l Ethics and CI l CI Strategy and India – Approach and Example l Social Media & CI
38 HUMAN RESOURCES
Human Resources professionals can contribute to the TBEM assessment process and provide a significant impetus to business excellence initiatives
OVERVIEW
uman Resources (HR) TBExG aims to: building; HR business is a key element of the l Build HR capability to improve partnering HBusiness Excellence organisation performance l Organisation effectiveness: process within the Tata group. HR l Create a pool of experienced Organisation design; workforce systems, processes and capabilities assessors for TBEM assessments productivity contribute significantly towards the l Create a pool of experienced l Leadership: Communication; key outcomes of the organisations. team members for executing HR succession planning Deep Dives l Strategic and Operational TBExG, in collaboration with Group l Understand the leadership risk: Future readiness; effective HR, has identified four levels to view on HR’s role in business governance and compliance achieve the objective of creating a excellence and organisational l Employee relations: Industrial more robust HR assessment and an performance harmony and relationship overall improvement of HR process l Conduct a Deep Dive into management; labour regulation and systems. These include: key HR functional areas and l Employee value proposition: Robust Assessment and Feedback; understand the linkages with Culture; employee experience; Capability Building; HR Deep Dives the overall TBEM assessment employer brand and Best Practice Sharing. process l Talent management: Talent acquisition; performance and In recent years, TBEM assessment TBExG, in collaboration with Group rewards; talent development teams and group companies have, HR, has conducted Deep Dives in in their feedback, highlighted several subjects related to HR till date. KEY ACHIEVEMENTS the need to include more HR professionals as part of the The areas for Deep Dives in HR Some of the results from the assessment process. These include: previous TBEM assessment cycle assessors can not only contribute l Strategic alignment indicated that HR scores in some significantly to the TBEM l Employee experience companies were not improving, assessment process, but can also l Risk and governance especially when compared with provide a significant impetus to the other categories. An indepth business excellence initiatives at The Deep Dives cover several areas, analysis indicated that TBEM their respective organisations. including: assessments were being conducted By integrating HR professionals l Business alignment: Strategic by assessors who were not HR into the TBEM assessment process, people capability and capacity professionals.
39 Annual Report 2016-17
On the basis of this learning, TBExG assessment cycle. Two Deep Dives decided to have at least one HR in HR were undertaken last year — person in every TBEM assessment one for Tata Asset Management and team. To build this pool of assessors another for Tata Steel. from the HR function, a customised Senior Business Leaders Programme LOOKING AHEAD (SBLP) was created for HR personnel across the Tata group in 2016-17. HR forums, similar to the one held During this special programme, HR- last year in Jamshedpur, will be held specific case studies were discussed across various Tata Network Forums. in addition to the concepts of The forums will bring together HR business excellence. Participants professionals, with one session went through the process of planned for every quarter. analysing specific HR challenges that companies faced. In addition to this, the HR team will undertake activities for improving Three such HR-related SBLPs were capability in various areas like agile, held during the past year, in which power messaging, digital, etc. Focus more than 90 HR professionals will also be on further enhancing participated. The objective of employee engagement and CSR placing one HR assessor in every activities. u team was hence fulfilled.
Many opportunities for improvements (OFIs) that were identified in the previous assessment cycle related to workplace and company culture were taken up as inputs for training HR professionals as assessors. This cycle will enable assessors to meet specific requirements of Tata companies in the next TBEM assessment cycle.
Through a rigorous process, an analysis of the Category 5 (HR) findings over last two years was carried out and a detailed report of the same was shared with CHROs of various group companies. This was also supplemented with some best practices on identified areas from both within and outside the group.
During the past year, a Deep Dive framework has also been developed, which seeks to bridge the gap in the
40 TATA NETWORK FORUMS
41 Annual Report 2016-17
TATA NETWORK FORUMS
The Tata Network Forums are a platform for collaboration for Tata companies across the world. The TNFs have increasingly started to ‘Spandan’ celebrations in full come together to support swing on February 10, and learn from each other 2017, in Delhi
OVERVIEW
ata Network Forum (TNF) is a practices, safety, sustainability, from their respective companies worldwide collaboration and ethics, affirmative action, and displayed new safety measures T knowledge-sharing platform communications, business at the event. that brings together Tata companies excellence, customer centricity, within a region. digitisation and public affairs. ‘Spandan’ — the cultural event of Tata group companies operating The Tata TNFs are spread across the The TNFs facilitated the regional in North India — was organised on world. These include four regional rounds of Tata InnoVista, from February 10, 2017, at New Delhi’s chapters in India in the East, North, which the winners went on to the Manekshaw Centre Auditorium. The South and West; and one each in finals in Mumbai. The Tata Young event was sponsored by 14 Tata Europe, the ASEAN region, China, Expressions award functions were companies and saw 151 entries. North America, Africa and Middle East also celebrated at the TNFs. and North Africa (MENA). An Ethics Counsellor’s Meet was TNF India – North held at the Tata Power-DDL office, Facilitated by the Tata Business Chairman: Praveer Sinha, MD, Delhi, on February 27, 2017, and 55 Excellence Group (TBExG), TNFs Tata Power Delhi Distribution employees from 11 group companies organise events to promote activities (Tata Power-DDL) participated in it. Four companies for interaction, training and learning Convener: Siddharth Singh, — Tata Power-DDL, Tata Power, IHCL among Tata companies on a continual Tata Power-DDL and Tata Chemicals — presented basis. They are also a channel for *TBExG Coordinator: their best practices on ethics. The dissemination of group-level senior Swaminathan Gopal event included a ‘Nukkad Natak’ leader communication. performance by the Tata Power-DDL TNF India - North organised a team and employees showcased Each region has a dedicated Chairman, workshop on Best Practices in Safety models created on the ethics theme. Convener and TBExG Coordinator on November 30, 2016, at the Tata to give advice and direction in the Power-DDL office. Thirty-three TNF India – South context of business excellence. officials from 15 group companies in Chairman: Sanjiv Sarin, MD, the North region participated. Seven Tata Coffee KEY ACHIEVEMENTS companies — Tata Power-DDL, Tata Convener: Sumant Sood, Titan Chemicals, TCS, TCE, Tata Motors, Company In 2015-16, all the TNFs promoted Tata Teleservices and Tata Projects *TBExG Coordinator: Vinod activities related to innovation, best — presented best practices in safety Kumar
*TBExG coordinators for FY 2017-18 have changed. TBExG coordinator for TNF India - North is NK Sharan, and the coordinator for TNF India - South is Sanjeev Singh. 42 One of the winning A CEOs’ meeting was held on teams at the Regional August 31, 2016, to understand the Tata InnoVista round requirements of various companies in Bengaluru, on and to formulate the plan for the March 14, 2017 coming year. The outcome was the formation of an HR sub-committee and adoption of the Tata Strive model. event witnessed 19 teams from six challenges faced by businesses. An Affirmative Action (AA) meeting Tata companies presenting their The regional Tata InnoVista 2016 was organised on September 19, innovations to the jury. Over 70 Tata round was hosted on March 2016, at Taj Deccan in Hyderabad, employees and 10 faculty members 17, 2016, at the Beldih Club in where ‘Tales of Deprivation’, a film from Christ University attended the Jamshedpur. The event witnessed on the Tata Affirmative Action Policy, event. participation of 18 teams, was screened. representing seven companies. TNF India – East At an event held in the evening, An interactive session on GST Chairman: TV Narendran, MD, children from the Tata family were organised by Vishnudaya & Tata Steel (India & SEA) recognised for wins in the Tata Company on October 5, 2016, at Convener: Mukesh Prasad, Young Expressions Award. TCS, Bengaluru, was attended by 60 Tata Steel Tata employees from 15 companies. *TBExG Coordinator: The Safety team at TBExG conducted Participants discussed the impact of Subhrajit Basu three programmes on women’s GST on Tata companies and how to safety to increase safety awareness prepare for it. ‘Deliberating a few HR challenges’ among women employees of Tata was the theme of the third edition of group companies. The programmes On October 18, 2016, a townhall the HR Practices session organised were conducted on July 18, 2016, at meeting was held with the Tata on July 11, 2016, at Golmuri Club, the Bengal Club in Kolkata, July 19 senior leadership team at Taj Jamshedpur. The session was at the Beldih Club in Jamshedpur Bengaluru. It was attended by 125 attended by more than 55 CHROs, and July 20 at the TELCO Club in Tata managers from 21 companies HR professionals and Jamshedpur. A total of 238 women who used the occasion to interact Business Excellence Heads from 15 employees from 29 Tata companies with the senior leadership. Tata companies, who deliberated on attended these programmes. the HR function’s role in addressing TNF India - East held an apex On March 03, 2017, the 178th birth anniversary of Tata group Founder Jamsetji Tata was celebrated at the Indian Institute of Science (IISc) in Bengaluru with an exhibition on Jamsetji put up by the Tata Central Archives. After the inauguration of the exhibition, TR Doongaji, Managing Trustee of the Tata Central Archives, held a session that was attended by 80 Tata employees and IISc faculty members.
The regional Tata InnoVista round was held on March 14, 2017, at Christ University in Bengaluru. The Participants at the TNF India – East Apex meeting in Jamshedpur
*TBExG coordinators for FY 2017-18 have changed. TBExG coordinator for TNF India - East is Abhijit Mitra. 43 Annual Report 2016-17
meeting and a general meeting on 100 participants from Tata Motors Excellence (BE) Heads Meet for October 17, 2016, at Beldih Club and its subsidiary companies TNF India – West was held at in Jamshedpur. The apex body watched the live streaming. Bombay House, Mumbai, on March decided on themes to pursue 9, 2017. Attended by 15 BE heads, for the year — such as Customer TNF India – West hosted the annual the meeting was a platform for Centricity, Digital, Supply Chain and Affirmative Action meet on October sharing experiences, learnings Vendor Development, Operational 13, 2016. It featured story-sharing and insights. Excellence and Quality and Human sessions by group companies such Resources. About 80 executives from as Tata Motors, Tata Capital and TNF Europe 25 Tata companies attended the Rallis, on how affirmative action Chairman: Dr David Landsman, general meeting. initiatives positively impacted the Director, Tata Limited lives of beneficiaries. On December 19, 2016, a session on The Tata Europe Corporate ‘Digitisation in Manufacturing’ was A session on road safety held on Responsibility Working Group held in Kolkata. Convened under January 16, 2017, was attended organised several meetings under the banner of operations excellence by 60 participants from 23 Tata the aegis of TNF Europe. The first, and quality, the programme was companies in the Mumbai and held on April 27, 2016, at Tata Ltd attended by 48 Tata executives Pune region. It focused on the London, was to discuss issues representing 18 Tata companies. implementation of the Tata related to corporate responsibility. Group Road Safety Standards and Subsequent meetings on July 6 the audit tool for assessing the and September 19 saw discussions TNF India – West implementation of the Tata Group regarding Tata Volunteering Week, Chairman: R Mukundan, MD, Tata Safety Standards. disaster response and NACUE Chemicals (National Association of College and Convener: Vivek Talwar, Tata A two-day conclave was held University Entrepreneurs). Power on January 30 and 31, 2017, to *TBExG Coordinator: Gautam highlight and share best practices The Tata Europe Communicators’ Gondil in safety and health at the Vivanta Working Group met several times by Taj - President, Mumbai. The during the year. A meeting on May The Annual General Leadership theme was ‘Safety Excellence – 5, 2016, at Tata Ltd London, covered Conference (AGLC) was webcast Value Addition to Business’, and it a number of subjects including the live on July 29, 2016, at the main drew 75 executives from 35 sponsorship for the Hay Festival 2016 conference hall of the Tata Motors Tata companies. and Hay Levels. Training Division Hostel. More than The first regional Business The group also held a meeting in London on October 6, 2016, where the F1 team at Tata Communications and InMotion made presentations on future mobility and transport. Another meeting took place on January 25, 2017, at Tata Global Beverages in Greenford, UK. Discussions included the Tata Innovation Showcase event (held on March 20, 2017), the IMechE Future of Engineering survey and a presentation from Jennifer Cormack, Director of Development at The Participants with Dr Gopichand Katragadda (third from right) at the Tata InnoVista European Regional Final round on February 21, 2017
44 *TBExG coordinators for FY 2017-18 have changed. TBExG coordinator for TNF India - West is Shreyas Desai. Royal Society in London.
TNF Europe also conducted two meetings – one on November 3, 2016, and the second on January 20, 2017 – with the Institute of Business Ethics. The main focus of these meetings was to promote learning and sharing within the Tata group on the subject of ethics.
The Tata Europe Corporate Responsibility (CR) Working Group Dr Mukund Rajan; Richard Shore, CFO, JLR China; James Zhan, Chairman, TNF – China; and Aaron Du, Convener, TNF China with other delegates at the gathering in Changshu met on November 24, 2016, at Tata Ltd in London to discuss CR-related topics. The group continues its work & Knowledge Management/ general meeting. The plant visit to develop a maths initiative for Analytics. Employees from various covered the body workshop, testing Europe-based Tata companies. Tata companies, such as Tata & safety centre, final assembling line The Business Excellence (BEX) Steel Europe, Tata Chemicals, Tata and engine workshop. Working Group met several times Consultancy Services, Tata Global during the year. The first meeting Beverages, Ashorne Hill and Tata TNF North America was held on September 6, 2016, Motors European Technical Centre, Chairman: James Shapiro, at Warwick University and hosted were present at this event. Resident Director, Tata Sons, USA by Tata Steel Europe. Two more Convener: Avisek Das, Tata Sons meetings were held on December TNF China 14, 2016, and February 22, 2017. Chairman: James Zhan, Resident The Annual HR Heads Meeting was Director, Tata Sons, Beijing organised on September 22, 2016. The InnoVista European Regional Convener: Aaron Du, Tata Sons The meet served as a platform Final was held at Ashorne Hill, UK, on for HR heads in North America February 21, 2017. The event saw 15 More than 20 executives to share best practices in internal presentations on ground-breaking representing 13 Tata companies processes, regulatory environment and inspiring innovations developed attended a session in Shanghai management and technological by Tata companies in Europe, and on May 12, 2016, to discuss new changes, and to identify the winning teams were Tata Steel initiatives and best practices sharing. opportunities for dialogue and Europe, Tata Global Beverages and collaboration among Tata companies. Jaguar Land Rover. A small get together was arranged in the JLR Shanghai office on June TNF North America organised The Tata Europe Heads of 24, 2016. Five colleagues from Tata quarterly calls and an annual Companies meeting was held on companies in the auto sector in meeting with communications March 20, 2017, at Taj, London. China met JLR’s procurement team heads of all Tata companies. These and discussed potential synergy in serve as a platform for sharing TNF Europe also held an HR meet sourcing from China. company announcements, on March 28, 2017, during which leveraging shared networks, two concepts were discussed: About 25 Tata executives attended exchanging knowledge and a TCS Mini Learning Mission for a gathering in Changshu on March facilitating integration of widespread Tata group companies and a joint 22, 2017. The event was divided into sustainable practices into business. Tata-BQF Learning Mission in two parts — a Chery Jaguar Land The North America Communicators’ Europe on Employee Engagement Rover (CJLR) plant site visit and a annual meeting was held on
45 Annual Report 2016-17
A winning team at the Tata InnoVista North America Regional Final round on February 3, 2017
October 18, 2016, at Washington focused on debriefs and cascades in attendance included TCS, DC and attended by employees from the Sustainability Conclave, Jaguar Land Rover, Tata Steel, Tata from TCS, JLR, Tata Business and planning discussions for 2017. Chemicals, Tata Global Beverages, Support Services, Tata Elxsi, Tata There were 26 representatives from Taj Hotels and Tata Sons. Technologies, Tata Steel, Tata Global TCS, Tata Communications, Tata Beverages and Tata Chemicals. Technologies, Taj, Tata Chemicals, Tata companies in Canada gathered Presentations and roundtable Tata Global Beverages, JLR and at an inaugural event in Toronto discussions at the event focused Tata Sons. on February 9, 2017. The meeting on three main topics: Internal included a networking session Communications/Employee The Tata InnoVista North America followed by an informal discussion Engagement, Trends & Learnings regional round was organised on on better group coordination and for Digital/Social Media and Political February 3, 2017, in Novi, Michigan, best practice sharing. The session Stakeholder Communications. at Tata Technologies. A networking was attended by 14 representatives event was arranged for the previous from Tata Communications, The Annual Sustainability Meeting evening; it was attended by 25 Tata Chemicals, TCS, Tata Global was held at the Tata Global representatives from various Beverages, Tata Interactive Systems Beverages plant in Landover, Tata companies. and Tata Sons. Maryland on October 19, 2016. Employees from Tata Chemicals, TCS, On February 6 and 7, 2017, the TNF Middle East and Tata Technologies and IHCL met to Public Affairs segment for the North Africa (MENA) discuss innovative ways to address TNF came together to promote Chairman: Sunil Sinha, Resident critical sustainability issues. better coordination between Director, Tata Sons, Dubai Tata companies in North America *Convener: Zenith Raj Jolly, The quarterly communications and establish strong working Voltas meet for TNF North America was relationships with key stakeholders held in January 2017. Attended by in the region. As part of this effort, a The Tata group has a strong representatives from Tata Sons, TCS, delegation of eight Tata companies presence in the Middle East and Tata Communications, met the senior leadership at the North Africa region. Over 55 Tata Technologies, Taj, Tata Indian embassy in Washington company representatives and Chemicals and Tata Global DC, US-India Business Council, the leadership team representing Beverages, the meeting focused on Organization for International 20 Tata companies in the region crisis communication planning and Investment, Confederation of Indian participated in the third TNF best practices. Industries, Washington International meeting held on May 22, 2016, at The quarterly meeting on Business Council and 10 critical US Taj Dubai. Later, regional winners Sustainability in January 25, 2017, Congressional Offices. Companies of the Tata Young Expressions
46 *The covener for TNF MENA for FY 2017-18 has changed. The convener is Dilip Kumar Sharma from Voltas. in MENA were introduced and BE Heads and Champions and assessment cycle of 2016. recognised. TBEM assessors on April 12, 2016, The meet also saw Mahmood Al in Singapore. TBEM assessors On October 4, 2016, TNF ASEAN Aradi, Co-Head, Wholesale Banking, conducted an experience-sharing held its third quarter meeting at and Senior Managing Director, session on TBEM assessments. NatSteel Holdings. A blood donation Global Markets of National Bank of The highlight of the Best Practices camp was held on October 21, Abu Dhabi, briefing the audience session was a demo of the EDGE 2016, by the TNF ASEAN BE Circle, about the major changes and portal for best practices. Indonesia chapter. The event challenges in the banking sector, witnessed participation from all Tata and the impact of fluctuation in oil The second TNF ASEAN meeting companies from the region. prices. An AV on ‘Tata in MENA’ was held at Yantra, Tanglin Mall, on presented from May 25 to 30, 2016. August 5, 2016, was attended by On March 13-16, 2017, TBExG and over 20 representatives of Tata TNF ASEAN organised the first ever Ahmed Bin Sulayem, Chairman, companies in Singapore. Heads of external learning mission to world- Dubai Multi Commodities Centre Tata companies shared progress and class companies and educational (DMCC) Dubai, and Gautam business outlook reports. institutions based in Singapore. A Sashittal, CEO, DMCC Dubai, spoke total of 36 executives from various about the long term vision of Tata To celebrate 10 years of the Tata Tata companies participated in this in this region. group in Indonesia, International learning mission to understand best Yoga Day activities and a motor practices followed at organisations Live streaming of the Annual show was organised in Jakarta, such as Singapore Airlines, Group Leadership Conference Medan and Bali. Sembcorp Industries and DBS 2016 was arranged on July 29, Bank. They also gained insights into 2016, in town hall style meetings TNF ASEAN held a meeting on cutting-edge research at the EDB- held at various locations. Over 250 October 3, 2016, at the Tata NYK Accenture Internet of Things Centre employees from Voltas Limited, office where the TBExG team of Excellence, Nanyang Technical IHCL, Tata Communications and shared changes incorporated in University, National University TCS attended the webcast. the assessment process. The team of Singapore and Singapore also appreciated the participation Management University. u TNF ASEAN of SPRING assessors in the TBEM Chairman: KV Rao, Resident Director, Tata Sons, Singapore Convener: Chandra Mohan Verma, NatSteel
The inaugural meeting of TNF ASEAN was conducted on April 11, 2016, at Tanglin Club, Singapore. Chief guest Vijay Thakur Singh, the then Indian High Commissioner to Singapore, spoke about Tata group’s significance in the economic development of Singapore. Heads of Tata companies in Singapore and Indonesia spoke about their companies’ progress. S Padmanabhan with participants at the TNF ASEAN meeting on October 3, 2016 TBExG organised a meet for
47 Annual Report 2016-17
EVENTS
48 TATA BUSINESS EXCELLENCE CONVENTION
Attendants at the Tata Business Excellence Convention in New Delhi
he Business Excellence teams, deep dive and dip check hence keen to listen to Convention (BEC), which is assessment teams and long serving Ms Baldrige’s session titled ‘Malcolm Torganised by Tata Business team leaders. Recognitions for the Baldrige: Excellence begins with Excellence Group (TBExG) every most popular webinar and best Character’. During her session, year, was held on December 8-9, practices champions also took place Ms Baldrige gave an interesting 2016, at Vivanta by Taj, Dwarka, New on this day. insight into the personality of her Delhi. The annual convention, which father, throwing light on his pursuit marks the end of the assessment The second day of the convention of excellence during his life. cycle of the year, brought together was reserved for exciting sessions MDs, Business Excellence Heads, from external speakers, which Mr Faber, President and CEO, Assessors, Team Leaders and included eminent names like Molly Baldrige Foundation, then took Mentors from across the Tata group. Baldrige, Al Faber, Ben Saunders, to the stage to give an insight Deepa Malik and TV Narendran. into the working of the Baldrige Like every year, this year’s BEC enterprise. Appreciating the focus was aimed at recognising the The second day – December 9, on business excellence by the contribution of the assessment 2016 – started with a session Tata group, he mentioned that the teams, assessors, team leaders and by S Padmanabhan, Executive group was a global benchmark mentors, who are the backbone Chairman, TBExG, who threw light in institutionalising business of the entire process. Recognitions on the key outcomes, insights and excellence in a scalable and were also given for companies and improvements of the assessment repeatable manner. individuals who have contributed cycle of 2016. to the Best Practices initiative within Next up was Mr Saunders, one of the the Tata group. This year’s theme for Ms Baldrige, daughter of the world’s leading polar explorer, who the BEC was ‘Bold and Courageous renowned former US Secretary of holds the distinction of being the third Leadership for Long-term Value Commerce, Malcolm Baldrige, was person in history to ski solo to the Creation’. the next speaker. The Tata Business North Pole. In a session interspersed Excellence criteria is based on the with humour and photographs, The first day of the convention Malcolm Baldrige National Quality Mr Saunders gave details of his focused on recognising assessment Award, and the participants were expedition to the North Pole, how
49 Annual Report 2016-17
he achieved the unique feat, and the Sarbani Mukherjee from Tata leadership and teamwork lessons he Interactive Systems was the emcee took away from it. for the day. The day ended with a vote of thanks by Mr Padmanabhan. The next session was by Ms Malik, silver medal winner in the The BEC 2016 brought forward women’s shotput event at the Rio the spirit of all the people who Paralympics. She gave an inspiring come together each year for the talk on how she constantly battled assessment process, and they graced Participants at the Tata Business Excellence the occasion with passion and the odds to enter the sports arena Convention and TV Narendran, MD, Tata Steel, at the age of 36, when most athletes enthusiasm. u giving his speech think about retirement. She threw light on how even after crossing 40, she is reaching new pinnacles of achievement in the field of sports.
The last session for the day was given by Mr Narendran, MD, Tata Steel, in which he told the Tata Steel story of setting up the Kalinganagar plant, and how his team overcame all challenges.
The convention would be incomplete without recognising the people who make the TBEM assessments possible for the Tata group. In addition to the best performing teams, star assessors and the long serving mentors were called upon stage and recognised. For the Best Practices – Company Recognitions, the top contributors, inspirers and implementers were honoured.
50 BE HEADS MEET
Subhrajit Basu with participants and speakers at the Global BE Heads Meet in Delhi on December 10, 2016
BE Heads Meet: December 10, 2016 the BE Heads Forum and how they Heads had stressed on the need usiness Excellence (BE) helped better the performance. for moving from Best Practices Heads from across the sharing to adaptation. Focused Bglobe met in New Delhi on Phee Teik Yeoh, CEO, Vistara, interventions from TBExG on this December 10, 2016, to learn from delivered the keynote address at area helped double the number each other, adapt best practices the forum. He spoke about what of Best Practice adaptations in and improve the journey of makes Singapore Airlines a great 2016. Two case studies by Tata excellence in the Tata Group. This way to fly. During the address, he Steel Europe and Tata Power Delhi was the ninth BE Heads meeting explained how Vistara was imbibing were presented in the meeting. under the aegis of the BE Heads the same customer centricity and While Tata Steel Europe learned the Forum convened by Tata Business operational processes to deliver process of Strategy Planning and Excellence Group (TBExG). Close an excellent experience to all fliers. Deployment from Tata Power, Tata to 50 BE Heads from various Tata It was an enthralling presentation Power Delhi Distribution Limited companies joined the meeting which kept the members of the learned from Infiniti Retail the held at Vivanta by Taj, Dwarka, audience glued to their seats. process of managing customer New Delhi. Simplicity and execution excellence relationships using social media. were two attributes that Mr Yeoh Ernst Hoogenes, Director, Business The meeting started off with focused on during his talk. He also Excellence, Tata Steel Europe, and a welcome address by S explained how the leadership team Ajit Malyevar, Head of Business Padmanabhan, CHRO, Tata Sons, took turns in serving customers Excellence, Tata Power Delhi where he stressed on the need in flight and felt proud about it Distribution Limited, made the to co-create solutions to help thereby sending the right message respective presentations. accelerate the journey of business on customer service across the excellence. He also spoke organisation. Mr Yeoh also spoke During the last BE Heads meeting about how suggestions from about some of the highly successful held in Mumbai on July 30, a BE Heads had helped the TBEM employee engagement initiatives in Customer Satisfaction Survey Assessment process improve. Singapore Airlines. project for TBExG was started and a Saurav Chakrabarti, Assistant Vice team from PwC was commissioned President, TBExG, then went on to The next item on the agenda was for the same. Over the course of the talk about the 20 improvement two Best Practice Adaptation case last six months, a team from PwC projects that were undertaken studies. Last year, during a BE Heads met CEOs and BE Heads of close to based on inputs received from Forum meeting, a number of BE 50 Tata companies. Kavan Mukhtyar,
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introducing the senior leaders companies functioned in many present among the audience, varied businesses. Each leader gave and then going on to discuss the his perspective on the challenges evolution of TBEM over the past and opportunities that they had two decades. Commenting on seen in their respective careers; the the evolving nature of TBEM, he role of BE Heads as they see it; the said that it has now become a plans they had for their companies, strategy tool for Tata companies, and the role that TBExG will play for acting as a knowledge network for them in the future. The discussion Ernst Hoogenes presenting his views at them to grow. He stressed on the was interspersed with many the Global BE Heads Meet in Delhi on importance of the BE Heads’ role in questions from the participants, December 10, 2016 the business excellence journey of who added their perspective to the group. the discussion. Partner, PwC, presented the findings of the survey and responded to There was an interesting panel The second half of the BE Heads various questions that the BE discussion in which the senior Forum Meet was a Customer Heads had. leaders including Mr Sardana, Feedback workshop conducted for Mr Butschek and Mr Pandey the BE Heads by PricewaterHouse The post lunch session saw the participated, with Mr Daga Coopers, during which the group BE Heads being divided into six moderating the session. The panel was divided into six groups. The teams in a breakout session. The covered interesting insights from session ended with enthusiastic teams worked on suggesting all these leaders who came from suggestions and discussion on the improvements to the TBEM different background and whose subject from the participants. u Assessment and training processes and presented to the entire audience. These inputs would now go into developing the strategy for TBExG. Tarun Daga, Anil Sardana, S Padmanabhan, BE HEADS MEET: Ashutosh Pandey and JULY 30, 2016 Guenter Butschek at the Global BE Heads Tata Business Excellence Group Meet on July 30, 2016 (TBExG) held a Global BE Heads Forum meet for all the BE Heads of Tata companies on July 30, 2016. The session was attended by 48 BE Heads from various Tata companies, as well as senior leaders from the group, including Anil Sardana, MD, Tata Power; Guenter Butschek, CEO & MD, Tata Motors; Tarun Daga, MD, Tinplate Company of India; Ashutosh Pandey, CEO, Tata Cliq; and S Padmanabhan, CHRO, Tata Sons. L-R: Saurav Chakrabarti speaking at the event and; an interesting panel discussion between Mr Daga, Mr Pandey, Mr Sardana and Mr Butschek Mr Padmanabhan gave the opening remarks to the gathering,
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