ANNUAL REPORT 2017-18 Co-creating Excellence 2 Annual Report 2017-18 In the past 25 years, the TBEM process has driven excellence in a structured manner, and has benefitted the Tata group immensely. Over the years, some of our companies that have leveraged this tool have witnessed phenomenal transformation. TBEM is a powerful initiative used to bind the Tata group, to set group behaviour and help achieve excellence.” — N Chandrasekaran, Chairman, Tata Sons 4 Annual Report 2017-18 CONTENTS Our Vision, Our Mission 06 Executive Chairman’s Message 07 Governing Council 08 Leadership Team 09 Performance Highlights 10 TBEM Assessments 12 Tata Affirmative Action Programme 17 Tata Education Excellence Programme 22 Capability Building 27 Best Practices 32 Deep Dives 38 Safety 46 Tata Network Forums 50 Events 52 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 6 Annual Report 2017-18 Moving towards fulfi lling our Vision S Padmanabhan Executive Chairman, Tata Business Excellence Group ata Business Excellence In the past year, 30 Tata its reach, conducting the 150th Group’s Vision is to enable companies undertook the TBEM EDGE webinar till date, collating Tat least 25 Tata companies Assessment process. The focus 96 Tata Best Practices and to achieve Industry Leadership by on simplifi cation and digitisation conducting a Learning Mission 2025. We continued our eff orts of the assessment process was during the year. to reach that goal in the past sharpened through a 3-pronged The Tata Affi rmative year by engaging more with our agenda: online and offl ine tools, Action Programme (TAAP) and companies. One theme that ran simplifi cation of the safety Tata Education Excellence across all the off erings of TBExG criteria and integration of the Programme (TEEP) continued was simplifi cation. Whether it was assessment deliverables. engaging with the communities through online tools, interactive In keeping with the strategic in which Tata companies classroom sessions or digital imperatives highlighted through function in the past year as well. connects, the focus was on the assessments, the Deep Dives In addition, Tata companies are making the process less eff ort- team conducted 21 projects, and connecting through mediums intensive for all our stakeholders. 25 recommendations are under like the Tata Network Forums implementation currently in the and BE Heads Forum to drive In the past year… areas of Customer, Operations business excellence. In FY17-18, we continued to Excellence and Strategy enhance our focus on customers. Deployment. The customer rating The way forward… In the year before that, we for these projects is over 4.75, In the coming year, our focus conducted an in-depth Voice indicating that it continues to add on customer will be sharpened, of Customer study with the value for Tata companies. and we will continue to work in help of PwC. Many insights At the core of the TBEM synergy with Tata companies from the survey served as Assessment process are the to help them advance in their inputs for planning for FY17- assessors, whose capabilities business excellence journey and 18. We accordingly aligned the are built through the capability add value for them. The journey organisation with a special focus building programmes that we towards simplifi cation and on relationship building with run — 70 such programmes were digitisation is an ongoing one, Tata companies. TBExG follows conducted to develop assessors hence that theme will run in our the same clustered approach for the coming cycle. In addition, activities in the coming year as as the Tata group does for a new in-house case study, well. TBExG will also focus on its relationship management simulation games and BELBIN introducing new programmes organisation. In addition, we have profi ling ensured that Tata and facilitating face-to-face partnered with Tata companies employees could make the most learning opportunities that to customise off erings and help of the programmes. will help Tata companies in them in their journey to become The Tata Best Practices the areas that are critical to its Industry Leaders. Programme continued to widen businesses. Annual Report 2017-18 7 GOVERNING COUNCIL S Padmanabhan Executive Chairman Tata Business Excellence Group Aarthi Subramanian Anand Sen Bhaskar Bhat Chief Digital O cer President - TQM & Steel Business CEO & MD Tata Sons Tata Steel Titan Industries Harish Bhat Praveen Kadle Brand Custodian Advisor Tata Sons Tata Sons 8 LEADERSHIP TEAM S Padmanabhan NK Sharan MK Nagabhushan Executive Chairman Vice President Vice President Anil Menghrajani Sanjeev Singh Saurav Chakrabarti Assistant Vice President Assistant Vice President Assistant Vice President Deepak Deshpande Vinod Kumar Gautam Gondil Assistant Vice President Assistant Vice President Assistant Vice President Annual Report 2017-18 9 PERFORMANCE HIGHLIGHTS TBEM ASSESSMENTS Online & offline tools, Team composition Business orientation simplification of score improved to score improved to processes 4.08 4.12 TATA AFFIRMATIVE ACTION PROGRAMME 10 years of Deeper AA 11assessed TAAP assessments conversations held companies with an average through webinars score of 517 TATA EDUCATION EXCELLENCE PROGRAMME 15 years, 39 schools 208 improvement covered 50+ schools covered under projects submitted by annual programme schools CAPABILITY BUILDING 70 capability Comprehensive Overall effectiveness building programmes case study called score: to in conducted HermeSports 52 81 12 months 10 BEST PRACTICES th 96 65 150 Best Practices EDGE Webinars EDGE webinar uploaded conducted DEEP DIVES Deep Dive recommendations 4.75/5 75% CEOs 65% CEOs customer rating satisfied by the impact satisfied by the overall effectiveness SAFETY Tata Group Office 2-day conclave 60 participants from Safety Standard on best practices in companies at released Safety & Health 40 Safety Head Meet TATA NETWORK FORUMS 67 Events & Workshops Regional Tata InnoVista rounds 6 Cultural Programmes 4 Quiz EVENTS GREEN INITIATIVES 400 42 9% 681 participants and BE Heads at BE reduction in carbon trees planted, senior leaders at Heads Meet July 2017 abatement in resulting in 45.4 BEC 2017 and Dec 2017 FY 17-18 compared metric tons of to FY 16-17 carbon abatement Annual Report 2017-18 11 TBEM ASSESSMENTS The TBEM Assessments process helps companies improve effi ciency and increase competitiveness by providing comprehensive and analytical feedback on their strengths and opportunities for improvement in critical business areas New introductions: Online & offl ine Simplifi cation, digitisation tools, simplifi cation of processes and partnering with applicant and kits, 360-degree feedback companies to have redone, assessor capability continued focus enhanced Score for actionability of the TBEM Assessment process reset feedback report improved to 3.93 to original Malcolm Baldrige from 3.74 last year criteria Team composition score Business orientation score improved to 4.08 from improved to 4.12 from 3.86 last year 3.84 last year 12 he Tata Business are trained to identify best group revenues. The TBEM Excellence Model practices in Tata companies, Assessment process has T(TBEM) is an excellence and also share practices that moved beyond compliance, and methodology customised to the they come across in other many companies are actively Tata group, and is based on the companies. using TBEM Assessments for Malcolm Baldrige framework. transforming and improving The annual TBEM Assessment To keep TBEM relevant in a their business. process conducted by Tata changing business environment, Business Excellence Group TBExG continually refreshes the During the year, TBExG (TBExG) has been instrumental TBEM Assessment criteria that focused on three key areas and in strengthening the strategic serves as the framework for introduced several fi rst-time and operational capabilities of the process. It is the dynamic improvements: Tata companies as it analyses nature of the TBEM Assessment company performance and process that helps Tata Simplifi cation & benchmarks against key areas companies stay contemporary Digitisation of the TBEM such as Leadership; Strategic and agile, and improves their Assessment Process Planning; Customer Focus; ability to keep pace with market < Tools: A separate project Measurement, Analysis and developments and stay ahead was undertaken on usability Knowledge Management; of competition. analysis, and improvement of Workforce Focus; Operations all TBEM Assessment tools by Focus; and Business Results. KEY ACHIEVEMENTS Tata Interactive Systems. The TBEM Assessments are The TBEM Assessment process The team introduced the at the heart of the business now covers a wide range iThink tool with online excellence journey of Tata of Tata companies, which and offl ine versions. The companies as the process together contribute 95% of the TBEM Assessment team provides comprehensive and analytical feedback on strengths and identify gaps, where opportunities for improvement remain unaddressed. TBEM Assessments are carried out by a pool of trained and experienced assessors from across the Tata group, led by a team leader and guided by a mentor. A signifi cant value-add from the TBEM Assessment process is knowledge sharing with respect to best practices. The TBEM Assessment teams Mr. N Chandrasekaran, Chairman, Tata Sons, at the Mentor’s Meet. Annual Report 2017-18 13 From left: S Padmanabhan, Executive Chairman, TBExG; R Mukundan, MD and CEO,