Tcs Company Profile

Total Page:16

File Type:pdf, Size:1020Kb

Load more

SUBMITTED BY: SASHMITA PARIDA SANJEEV KUMAR SANDIP ROY SAURABH Company Profile Type Public company Traded as BSE: 532540 NSE: TCS Industry, IT services,IT consulting Founded 1968 Headquarters Mumbai, Maharashtra, India Area served Worldwide Key people Ratan Tata (Chairman) S Ramadorai (VC) N. Chandrasekaran (CEO & MD) Products TCS Bancs Digital Certification Products Healthcare Management Systems Services Outsourcing BPO Software Products Revenue US$ 8.355 billion (2011)[1] Profit US$ 2.024 billion (2011)[1] Total assets US$ 7.215 billion (2011)[1] Total equity US$ 5.499 billion (2011)[1] Employees 202,039 (Q1, 2011)[1] Parent Tata Group Website tcs.com TCS is a leading provider of highly flexible financial management software that powers mid-sized businesses. Board of Directors: Non-Executive Ratan Tata Chairman Aman Mehta Director Naresh Chandra Director Venkatraman Thyagarajan Director Clayton M. Christensen Director Laura Cha Director Dr. Ron Sommer Director Mission Our mission is to maximise the business success of our customers through the installation, maintenance, and support of superior financial management software solutions. Objectives We have set a number of strategic and tactical objectives that reflect our mission, aim and collective goals: to establish the company as the best global organization for large-scale deployment of financial management software solutions on the Caché platform. to establish a fully object-oriented component based application, which will enable us to deliver robust software quicker and more efficiently than any competitor. to ensure that customers can operate their business software solutions on infrastructures that match their needs. Tata Consultancy Services Limited (TCS) is the world-leading information technology consulting, services, and business process outsourcing organization that envisioned and pioneered the adoption of the flexible global business practices that today enable companies to operate more efficiently and produce more value. We commenced operations in 1968, when the IT services industry didn’t exist as it does today. Now, with a presence in 34 countries across 6 continents, & a comprehensive range of services across diverse industries, we are one of the world's leading Information Technology companies. Six of the Fortune top 10 companies are among our valued customers. We are part of one of Asia's largest conglomerates - the TATA Group - which, with its interests in Energy, Telecommunications, Financial Services, Chemicals, Engineering & Materials, provides us with a grounded understanding of specific business challenges facing global companies. Services and Solutions: TCS is a leading IT services provider, with a wide breadth of services across the entire Information technology spectrum. To know more about how TCS can help you identify opportunities of improvement, build the roadmap to getting there & leverage technology to make it possible, read more about our services & solutions: 1. Consulting. 2. IT Services. 3. BPO. 4. IT Infrastructure Services. 5. Engineering and Industrial Services. 6. Product Based Solutions. Address: Bangalore 1. Abhilash Building, Plot No. 96 EP-IP Industrial Area, Whitefield Road,Bangalore 560 066 Phone: +91 (080) 5660 8400 Fax: (080) 2841 3420. 2. International Tech Park, Explorer Bldg., 11th Floor, Whitefield Road, Bangalore 560 066. Phone: +91 (080) 5660 7777 Fax:(080) 2841 0526. 3. International Tech Park, Innovator, 11th Floor Whitefield Road, Bangalore 560 066 Phone: +91 (080) 5660 7222 Fax: (080) 28410114. 4. International Tech Park, Discoverer Bldg., Upper Ground Floor & 1st Floor Whitefield Road, Bangalore 560 066 Phone: +91 (080) 5660 6666 Fax: (080) 28412135. 5. SJM Towers, 18, Sheshadri Road Gandhinagar, Bangalore 560 009 Phone: +91 (080) 5660 6000 Fax: (080) 22207510. OUR SERVICE OFFERINGS Our robust and mature processes coupled with technical and functional expertise in several industry verticals have placed us at the forefront of providing best-in-class services for the following industries: Banking & Financial Services Insurance Life Sciences & Healthcare Travel & Transportation Telecom Retail & Consumer Packaged Goods Energy, Resources & Utilities Our cross-industry or horizontal functions spectrum includes the following: Finance & Accounting Human Capital Management Supply Chain Management High Tech BPO To help our customers achieve new levels of efficiency, TCS BPO offers innovative and flexible business models, platform-based services and transformational outsourcing. IT Services For maximum flexibility, speed, and efficiency, a robust IT strategy is critical. TCS IT Services offering helps companies make the most of their IT investments – from providing system integration solutions, application development and management services, and testing solutions. See our top practice areas below, or contact a TCS expert today to discuss a custom solution for your enterprise. CLIENT CHALLENGES Align IT with strategic business initiatives Built-in flexibility to adapt to a constantly changing global market The ability to strategize, develop and execute new initiatives with optimal speed to remain competitive WHAT TCS PROVIDES TCS delivers excellence and certainty across all of your enterprise’s IT needs. Learn more about the following areas: Custom Application Development Application Management Migration & Re-engineering System Integration Testing Performance Engineering BUSINESS VALUE IT enabled achievement of strategic objectives Speedier time to market Improvements in cost and energy efficiency Increased productivity IT Infrastructure Services Today’s business environment makes it imperative that the dynamic infrastructure requirements align with your business needs. TCS’ IT Infrastructure Services (IS) /Infrastructure Management Services (IMS) deliver end-to-end, effective and reliable solutions that can transform your business operations. With ―optimal shoring,‖ we help you enhance business performance, improve margins, align technology with business priorities, reduce costs, improve service speed and flexibility, and achieve long-term success. Enterprise Solutions From managing supply chains, devising CRM strategies, and deploying content management solutions to integrating enterprise-wide functions, TCS helps you with comprehensive, efficient and robust solutions that meet your unique requirements. Client Challenges Sustaining profitability in highly competitive and rapidly changing environments Building and managing complex customer information What TCS Provides TCS delivers comprehensive, efficient, and robust solutions tailored to your enterprise’s needs. Learn more about the following areas: Supply Chain Management Customer Relationship Management RFID Call Management Oracle SAP Microsoft Supply Chain Management Thrive in today’s market by identifying new opportunities and innovations that sustain and maximize your enterprise’s growth. When you strategically partner with TCS, we’ll provide innovative, rigorous solutions to identify, manage and operate your non-core operations – all in an environment of collaboration, trust, and reliability. Customer Relationship Management (CRM) TCS helps organizations devise and implement CRM strategies and solutions that become the backbone of their customer acquisition and retention strategies, and helping them foster loyal, profitable customer relationships. RFID As an evolutionary automatic identification technology, RFID was considered a niche technology a few years ago. As costs associated with RFID hardware have decreased, and standards defined for managing data, RFID has gone mainstream, and can potentially power business systems to become the competitive backbone of organizations. TCS helps organizations plan and implement RFID enabled systems across multiple business areas, including regulatory compliance, inventory management, transport systems, document tracking and brand protection among others. Call Management CIOs are considering effective call management solutions to not only make enterprises cost- effective but also have tighter SLAs for enhanced process efficiencies. TCS evaluates organizations’ needs and implements the right call management solution to meet their demands. Consulting Businesses today need to stay on their toes and respond to the rapidly changing market conditions with innovation and agility. Staying ahead of that change and achieving long-term success requires business transformation. TCS Global Consulting delivers integrated, end-to-end IT solutions and services to help your business transform in the right way. We leverage our unparalleled technology expertise and deep industry knowledge to develop best-in-class, custom solutions that make your business more efficient, agile and responsive to customer needs and market demands. CLIENT CHALLENGES Adapt to the changing market conditions Innovate continuously Align IT with business goals Optimize costs, while maintaining high customer satisfaction Accelerate time-to-market for new products and services Integrate distributed operations and systems into a cohesive organization Meet industry standards and compliance requirements Leverage emerging technologies effectively The TCS APPROACH We partner with you to understand and address your unique transformation imperative. We work in transparent consultation with you to devise a best-in-class solution and define the best course of action to implement the same across your organization. Our integrated consulting
Recommended publications
  • Working Together to Create Sustainable Value

    Working Together to Create Sustainable Value

    Integrated Report & Annual Accounts 2015-16 109th Year WORKING TOGETHER TO CREATE SUSTAINABLE VALUE Forward-looking statements Certain statements in this report regarding our business operations may constitute About the report forward-looking statements. These include all statements other than statements of historical fact, including those regarding The business environment is increasingly being influenced by the financial position, business strategy, Governments, Regulators, Civil Society and Investors who are management plans and objectives for future operations. steadily moving towards Focusing Capital on Long-Term. The providers of Financial Capital are now increasingly expecting Forward-looking statements can be companies to proactively engage with wider set of stakeholders identified by words such as 'believes', on matters relating to sustainability. The strategic focus across 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'outlook' and other words businesses is steadily moving towards long-term capital of similar meaning in connection with a creation. To proactively engage with a wider set of stakeholders discussion of future operating or financial on matters relating to sustainability and in keeping with our performance. very own core principle, commencing this year, we endeavour to Forward-looking statements are necessarily transition towards a system of governance-based reporting for dependent on assumptions, data or methods long-term value creation. that may be incorrect or imprecise and that may be incapable of being realised, and as such, are not intended to be a guarantee Reporting Principle of future results, but constitute our We present our first Integrated Report prepared in line with the framework current expectations based on reasonable adopted by the International Integrated Reporting Council (IIRC).
  • Tata History Material

    Tata History Material

    Bibliography of History of “The House of Tata” By N. Benjamin 934, 9th D Road, Sardarpura, Jodhpur 934 003 [email protected] Primary sources A. Proceedings and Reports of commissions and committees 1. Report of the Indian factory labour commission, 1908. Vol. 2- evidence (Simla, 1908). Oral evidence of N.B. Saklatvala. 2. Indian Tariff Board, Representation submitted to the Tariff Board by the Tata Iron and Steel Company, Limited, regarding the steel industry in India. Jamshedpur, July 1923 (Calcutta, 1923). 3. Indian Tariff Board, Evidence recorded during enquiry into steel industry. Vol. I. The Tata Iron and Steel Company (Calcutta, 1924). Evidence of J. C. K. Peterson representing the Company given before the Indian Fiscal Commission in March 1922. 4. Indian Tariff Board, Evidence recorded during enquiry into the steel industry. Vol. II. Applicants for protection and engineering firms (Calcutta, 1924). Written and oral evidence of Tinplate Company of India, Limited. 5. Indian Tariff Board, Evidence recorded during enquiry into the steel industry. Vol. III. Remaining witnesses (Calcutta, 1924). Written and oral evidence of M. Homi which is critical of the Tisco’s demand for protection. 6. Indian Tariff Board, Evidence recorded during the enquiry regarding the increase of the duties on steel (Bombay, 1925). Written and oral evidence of the Tata Iron and Steel Company, Limited. 7. Indian Tariff Board, Report of the Indian Tariff Board regarding the grant of protection to the steel industry (Calcutta, 1924). Material regarding Tisco and Tinplate Company of India. 8. Indian Tariff Board, Report of the Indian Tariff Board regarding the increase of the duties on steel (Bombay, 1924).
  • 1) Executive Summary 2) Profiles 3) Legacy

    1) Executive Summary 2) Profiles 3) Legacy

    1) EXECUTIVE SUMMARY These are the lesser known facts about Tata I came to know very recently . I wrote this note as I was pained to see some people linking all wealthy people with corruption. While facts about other great people are widely available on web, facts about Tata aren't known much. Some information is present on books. Maybe Tatas deliberately haven't focussed much on marketing their own goodness. Of late, there are ads like 'Values stronger than steel' from Tata. Compared to the magnum opus of their work, their publicity pales in comparison. Even as a young kid, I have heard Tata's name. "Tata Birla" is a term synonymous with rich. I knew about Tata as another business man who sought to become rich and succeeded. But there is much more.... 2) PROFILES (Jamshetji) J.N.Tata ( 1839 - 1904 ) Dorab Tata / Ratan Tata ( early 1900s ) JRD Tata ( 1930s till 1990s) Ratan Tata ( 1990s - present ) 3) LEGACY - SYNOPSIS “Tatas represent the spirit of adventure,” - Mahatma Gandhi J.N.Tata is the founder of the Tata empire . In the book '100 Great Modern Lives' by John Canning only two Indians feature – Mohandas Karamchand Gandhi and Jamsetji Tata. The chapter on Jamsetji Tata concludes with the paragraph: ‘Probably no other family have ever contributed as much in the way of wise guidance, industrial development and advancing philanthropy to any country as the Tatas have to India, both before and since independence (1947).’ J.N.Tata's sons Dorab and Ratan Tata would carry the legacy of J.N.Tata.
  • Chapter-I Introduction

    Chapter-I Introduction

    CHAPTER-I INTRODUCTION 1 INTRODUCTION Tata Group Type Private Industry Conglomerate Founded 1868 Founder(s) Jamsetji Tata Bombay,house Headquarters Mumbai, India Area served Worldwide RatanTata Key people (Chairman) Steel Automobiles Telecommunications Products Software Hotels Consumer goods 2 Revenue 319,534 crore (US$69.34 billion) Profit 8,240 crore (US$1.79 billion) Total assets US$ 52.8 billion (2009-10) Employees 396,517 (2009-10) TataSteel TataSteelEurope TataMotors TataConsultancyServices TataTechnologies TataTea Subsidiaries TitanIndustries TataPower TataCommunications TataTeleservices TataAutoCompSystemsLimited Taj Hotels Website Tata.com Tata Group Companies CMC · Tata BP Solar · Tata Coffee · Tata Chemicals · Tata Consultancy Services · Tata Elxsi · Tata Interactive Systems · Tata Motors · Tata Steel · Tata Power · Tata India-basedTea · Tata Communications · Tata Technologies Limited · Tata Teleservices · Titan Industries · Tata Voltas · The Indian Hotels Company · Trent (Westside) · Cromā 3 Brunner Mond · Jaguar Land Rover (Jaguar Cars · Land Other Rover) · Tata Daewoo Commercial Vehicle · Tata Steel Europe · Tetley · VSNL International Canada Ginger · Good Earth Teas · Tanishq · Taj Hotels · I-shakti · Tata Salt · Brands Tata Sky · Tata Indicom · Tata DoCoMo · Titan · Westside · Voltas · Virgin Mobile India Notable Jamsetji Tata · Ratanji Dadabhoy · Dorabji Tata · Nowroji People Saklatwala · J. R. D. Tata · Ratan Tata · Pallonji Mistry Bombay House is the head office of Tata Group The Tata Group is an Indian multinational conglomerate company headquartered in the Bombay House in Mumbai, India. In terms of market capitalization and revenues, Tata Group is the largest private corporate group in India. It has interests in chemicals, steel, automobiles, information technology, communication, power, beverages, and hospitality. The Tata Group has operations in more than 80 countries across six continents and its companies export products and services to 80 nations.
  • Representation of Mr Cyrus P Mistry

    Representation of Mr Cyrus P Mistry

    This page is intentionally left blank This page is intentionally left blank INDEX: Annexure Statement REPRESENTATION UNDER SECTION 169 OF THE COMPANIES ACT, 2013. IN RESPECT OF SPECIAL NOTICE FOR REMOVAL OF MR. CYRUS P. MISTRY AS DIRECTOR Foreword ...................................................................................................... 1 My Appointment .......................................................................................... 2 Strategy........................................................................................................ 3 Structure....................................................................................................... 6 Erosion of Governance ................................................................................. 8 Governance Breakdown ............................................................................... 9 Flagrant Widespread Breakdown ............................................................... 11 Way Forward .............................................................................................. 12 Foreword 1. It is not often that you as shareholders would have received either a special notice for removal of a director (“Special Notice”) or a representation from the director concerned. We indeed live in unique times. In the ordinary course, one would not expect a representation about a proposal to remove a director when the controlling shareholder seeks to do so. But this extraordinary general meeting has been called in extraordinary circumstances.
  • 13. the Government of Singapore Conferred Honorary Citizenship on Ratan Tata, 14

    13. the Government of Singapore Conferred Honorary Citizenship on Ratan Tata, 14

    Executive Summary • Founded in 1868 by Jamsethji tata • India’s Largest business group • Diverse in 7 Sector • Operation in over 60 Countries • Largest Employee in Public sector • Group Revenue : $ 67.4b • PRODUCTS AND SERVICES For homes and individuals • Agricultural appliances (Tata Agrico) Tata Agrico, a division of Tata Steel, manufactures hand tools and implements that are used primarily in agriculture • • Agrochemicals (Rallis) • Books (Tata McGraw-Hill) • Cellular products and services (Tata Indicom) • Ceramics (Tata Ceramics) • Charter flights (Taj Air) • Coffee (Tata Coffee) • Cooling appliances (Voltas) Voltas, a standout engineering enterprise in the Tata family, manufactures top-notch air-conditioning and refrigeration products for homes. • • Credit card (Tata Sons) • Electronics (Infiniti Retail) • Fertilisers (Tata Chemicals) • • Financial services (investment: Tata Asset Management, Tata Investment Corporation) • • Food products (food additives: Tata Chemicals; spices: Tata Tea, Tata Coffee) • • Garments and home products (Westside) • Holiday homes (Tata Coffee) • Home appliances (Tata BP Solar) • Hotels (Indian Hotels) • • Insurance (Tata AIG Life, Tata AIG General) • • Jewellery (Tanishq) • • Leather products (Tata International) • • Multi-utility vehicles (Tata Motors) • Passenger cars (Tata Motors) • • Tea (Tata Tea, Tetley) • • Telecommunications (Tata Indicom, VSNL) • • Watches, clocks (Titan) • • Hotels (Indian Hotels) • Ratan Naval Tata Present Chairman Of Tata Group Childhood • Ratan N Tata born on December 28, 1937, in Bombay. • Ratan Tata was born into the famous Tata family. • A prominent family belonging to Mumbai's wealthy Parsi community. • Ratan is the great grandson of Tata group founder Jamsedji Tata Awards and Recognition 1. Padma Bhushan on 26 January 2000 2. 3. Padma Vibhushan . On 26 January 2008 4. 5. NASSCOM Global Leadership on February 14 2008 in Mumbai 6.
  • Leading the Tata Group (A): the Ratan Tata Years

    Leading the Tata Group (A): the Ratan Tata Years

    IMB 597 LEADING THE TATA GROUP (A): THE RATAN TATA YEARS K S MANIKANDAN, K RAJYALAKSHMI AND J RAMACHANDRAN K S Manikandan, Associate Professor of Strategy, Indian Institute of Management Tiruchirappalli, K Rajyalakshmi, formerly Research Associate and J Ramachandran, Professor of Strategy, IIMB Chair of Excellence and Bain Fellow, prepared this case for class discussion. This case is not intended to serve as an endorsement, source of primary data, or to show effective or inefficient handling of decision or business processes. Copyright © 2016 by the Indian Institute of Management Bangalore and Indian Institute of Management Tiruchirappalli. No part of the publication may be reproduced or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) – without the permission of Indian Institute of Management Bangalore. Leading the Tata Group (A): The Ratan Tata Years December 2012. Ratan Tata (75 years old), chairman of the Tata Group, one of India's oldest (Exhibit 1) and most respected business groups, handed over the reins of the group to Cyrus Mistry. Speaking of his legacy, Ratan Tata said: I do not know how history will judge me, but let me say that I’ve spent a lot of time and energy trying to transform the Tatas from a patriarchal concern to an institutional enterprise. It would, therefore, be a mark of failure on my part if it were perceived that Ratan Tata epitomizes the group’s success. What I have done is establish growth mechanisms, play down individuals and play up the team that has made the companies what they are.
  • Tata Family Tree.Qxd

    Tata Family Tree.Qxd

    TRUSTING THE FAMILY: A SHORT HISTORY OF TATA SONS OWNERSHIP The weight and might of the 18 per cent stake in Tata Sons inherited by Cyrus Mistry’s father Pallonji Shapoorji played a key role in him trumping international competition to take up the corner office in Bombay House. This stake will come into play again if things turn less friendly between the Mistrys and their fellow shareholders: Sir Dorabji Tata Trust and Sir Ratan Tata Trust, which between them own 66 per cent and are headed by Ratan Tata. Here’s a look at how the Mistrys and the trusts came to JAMSETJI own their Tata Sons shares: NUSSURWANJI TATA (owns Tata & Sons) FRAMROZE EDULJI RATANJI DINSHAW DADABHOY TATA Landlord; Advisor, (RD) TATA SONS 1904 friend and lender of After last resort for Tatas (owns Tata & Co) Jamsetji’s death,his two In 1924-26 1926 sons Dorab, FE Dinshaw lends ~2 crore to bail out RD Tata dies, leaving his SIR RATAN Ratan and Tata Steel and Tata Hydro entire estate and debts to TATA cousin RD Tata eldest son JRD merge SIR DORAB companies to TATA Tatas agree to pay 25% share in profits form the of Tata Steel and 12.5% of profits in modern-day J.R.D. TATA Tata Sons Tata Hydro becomes second largest 1918 1930s shareholder Dinshaw’s debt gets converted to equity in Tata Sons of 12.5% in Tata Sons Sir Ratan bequeaths close to 40% stake in JRD divides shareholding SHAPOORJI PALLONJI MISTRY Navajbhai adopts Tata Sons to Sir Ratan equally with siblings Sylla, Naval, father of Tata Trust (SRTT) and Darab, Jimmy and Rodabeh Ratan and Noel Tata 1936 small portion to widow Navajbhai Dinshaw dies.
  • 72 Annual Report

    72 Annual Report

    DELIVERING CUSTOMER DELIGHT INNOVATING FOR A BETTER TOMORROW GOING BEYOND BOUNDARIES CREATING HAPPY CREATING A COMMUNITIES SUSTAINABLE BUSINESS SCALING GREATER HEIGHTS REDEFINING EXCELLENCE 72nd Annual Report - 2010-11 Seventy Second Annual Report 2010-2011 Tata Chemicals Limited Contents Page No. Board of Directors 01 Corporate Theme - The Power of One 02 Notice 17 Directors’ Report 21 Management Discussion and Analysis 33 Corporate Governance Report 50 Auditors’ Report 65 Balance Sheet 68 Profit and Loss Account 69 Cash Flow Statement 70 Schedules and Notes to Accounts 72 Summary of Financial Information of Subsidiary Companies 106 Financial Highlights-Last Decade 108 Consolidated Auditors’ Report 109 Consolidated Balance Sheet 110 Consolidated Profit and Loss Account 111 Consolidated Cash Flow Statement 112 Schedules and Notes to Accounts (Consolidated) 114 Financial Statistics 140 Proxy/Attendance Slip 143 Annual General Meeting : Tuesday, August 09, 2011 Time : 3.00 p.m. Venue : Birla Matushri Sabhagar, 19, Sir Vithaldas Thackersey Marg, Mumbai - 400 020 BOOK CLOSURE DATES JULY 27, 2011 to AUGUST 09, 2011 Board of Directors R. Gopalakrishnan Nusli N. Wadia Prasad R. Menon Nasser Munjee Vice-Chairman Eknath A. Dr. Yoginder K. Alagh Dr. M. S. Ananth Kshirsagar Dr. Y. S. P. Thorat Ratan N. Tata Chairman R. Mukundan P. K. Ghose Managing Director Executive Director & CFO Company Secretary Rajiv Chandan Members of the Executive Committee Auditors R. Mukundan - Managing Director Deloitte Haskins & Sells P. K. Ghose - Executive Director & CFO Chartered Accountants De Lyle Bloomquist - President (Global Chemicals) Solicitors B. Sudhakar - Chief Human Resources Officer AZB & Partners, Mumbai Dr. Murali Sastry - Chief Scientific Officer Mulla & Mulla and Craigie, Dr.
  • Express Tata Revised.Qxd

    Express Tata Revised.Qxd

    TheIndianEXPRESS eBOOK TATA RATAN HIS LEGACY Contents 3 INDIA'S RATAN 4 BUILT TO LAST: BRAND TATA 5 LIFE STORY 7 TRIBUTE 10 TRIUMPH OF ENTREPRENEURSHIP 12 CARS, COFFEE & CHARISMA 16 TATA'S CHOICE PRESERVES PARSI TRADITION 18 350 YEARS OF HISTORY 19 FAREWEEL TWEET COVER PHOTO : Suzanne Plunkett/Bloomberg News TheIndianEXPRESS 2 eBOOK Copyright © 2012The Indian Express TheIndianEXPRESS eBOOK India’s Ratan atan Naval Tata has stepped down as chair- projects — both the Indica and later the Nano — man of Tata Sons and while the entire team succeed. As he himself said in interviews following R at the $100 billion Tata conglomerate will the launch, he was surprised at the interest that surely feel his absence, the average Indian too will the Nano — priced at just R1 lakh — evoked around have reason to miss him. The country probably the world. That the Nano didn’t sell the kind of vol- never needed Tata more than it does today; as The umes it was expected to must have been disap- Economist wrote recently, ‘by standing out against pointing for Tata. As must have been the debilitat- graft so publicly and consistently, Mr Tata was ing losses in the telecom piece — an effort to ahead of his time’. explore new areas in a liberalised economic Not that the business suffered because of it; the regime — or the ambitious $12-billion acquisition diversified conglomerate that he has headed for of the Anglo-Dutch steelmaker Corus which has more than two decades now has grown 20% annu- left Tata Steel hugely leveraged, an attempt at ally since FY92 and at an even more impressive 30% making the group global.
  • Executive Chairman, Tbexg

    Executive Chairman, Tbexg

    Tata Network Forums Global updates October 2016 S Padmanabhan, Executive Chairman, Tata Business Excellence Group From the Desk of the Executive Chairman, TBExG Tata Network Forums (TNFs) are a critical institution in bringing together a group as diverse as the Tatas. The role of TNFs is especially important in advancing the Tata group’s business excellence journey. Tata companies continue to leverage TNFs for Heads of Companies meetings to discuss matters of importance for companies in their geographies. In addition to the networking opportunities, TNFs bring together different companies in regions across the world to learn, share and discuss on topics that are relevant to all of them. During the past nine months, companies in all the ten TNFs actively engaged with each other. During this period, TNFs around the world continued to support the quest of innovation within the group, facilitating the regional rounds of Tata InnoVista, from which the winners went on to the finals in Mumbai. The Tata Young Expressions award functions were also celebrated along with these sessions. An important agenda for all the TNFs remained the sharing of best practices from companies in the same regions. Various best practice sharing sessions, workshops and meetings were held in TNFs, enabling companies to take advantage of the plethora of practices that are residing within the Tata group. These sessions included themes like HR, Sustainability, Safety, Strategy and Affirmative Action, all areas that are important from the group perspective. I must mention that the Safety training sessions for women that have taken place in various geographies through the TNFs have received an overwhelming response within the group.
  • Too Good to Fail

    Too Good to Fail

    Too Good to Fail Article By Ann Graham Consulting | Development | Coaching Too Good to Fail Share Comment 2 Ann Graham is the editorial director of the Conscious Capitalism Institute at Bentley University in Waltham, Mass., and a cofounder of ANDVantage LLC, a strategy consulting firm that focuses on the interdependence of financial and social sustainability. She is a former deputy editor of strategy+business. Reprinted with permission from the Spring 2010 issue of strategy+business magazine, published by Booz & Company. Copyright 2010. All rights reserved. www.strategy-business.com Copyright © Oxford Leadership. All rights reserved. OXFORD LEADERSHIP Share Comment 3 Will-on-Board, Flickr.com /cc 2.0 When India’s Tata Tea Ltd. purchased Britain’s Tetley Tea company for US$450 million in early 2000 – at the time the largest sum ever paid by an Indian company for a foreign acquisition – the rationale for the deal was clear. Tata Tea would not just gain one of the world’s most iconic Although Tata Tea would henceforth maintain only limited brands. It would also transform itself from a sleepy farming business interests in the area (including some equity in operation with a core business of barely profitable tea KDHP), the company continued its active social role there. plantations to a high-margin global distributor of specialty teas and other healthy beverages. Soon after the acquisition, It still subsidizes a range of social services and KDHP Tata made another logical move. It sold its vast plantations employee benefits, including free housing for plantation in Munnar, a mile-high, economically underdeveloped workers, a private school, an education centre for disabled community in the Western Ghat mountains of South India, children and young adults, and the newly renovated Tata where Tata had been the largest employer for a century.