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. 7 Annual Report 2016-17 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 9 Annual Report 2016-17 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 11 Annual Report 2016-17 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