Table of Contents

Topic 1)Company Introduction 2)Company Profile 3)Business & History

Strategies

4)Corporate Governance 5)Corporate Social 6)Conclusion Responsibility Initiative

Company Introduction

Tata Motors (or the company) is an automotive vehicle manufacturing company based in India. The company is engaged in the development, design, manufacture and assembly, sale, and financing of vehicles, as well as sale of auto parts and accessories. The company primarily operates in India, South Korea, South Africa, Thailand, Bangladesh, Singapore, Spain, and the UK. The company is headquartered in Mumbai, India and employs about 52,244 people, including approximately 26,030 permanent employees. The company recorded revenues of INR 1,232,134.1 million ($26,860.5 million) during the financial year ended March 2011 (FY2011), an increase of 33% over FY2010. The operating profit of the company was INR 48,998.6 million ($1,068.2 million) during FY2011, as compared to an operating loss of INR 7,175 million ($156.4 million) in FY2010. The net profit was INR 73,401.8 million ($1,600.2 million) in FY2011, an increase of 93% over FY2010.

Company profile & History

Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1,88,818 crores (USD 34.7 billion) in 2012-13. It is the leader in commercial vehicles in each segment, and among the top in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is also the world's fifth largest truck manufacturer and fourth largest bus manufacturer.

The Company was incorporated on 1st September ,1945 at Mumbai to manufacture diesel vehicles for commercial use, excavators, industrial shunter, dumpers, heavy forgings and machine tools. In 1946,Tata Engineering undertook manufacture of 5000 'KC' broad gauge open wagons for the Indian Railway. Steam Road Roller introduced in collaboration with Marshal Sons (UK) 1950 Collaboration signed with M/s Krauss- Maffei, W. Germany for manufacture of steam locomotives 1954 Collaboration with M/s Daimler -Benz AG, W. Germany, for the manufacture of medium commercial vehicles at Jamshedpur, in the year 1948.Tata entered the commercial vehicle sector in 1954 after forming a joint venture with Dailmer- Benz of Germany. After years of dominating the commercial vehicle market in India, Steel foundry set up in collaboration with Usines Emile Henricot of Court St. Etienne, Belgium, in 1956.In the year 1959, Research and Development Center was set up at Jamshedpur. The company's name, which was Tata Locomotive & Engineering Company Ltd. In 1960, was changed to Tata Engineering & Locomotive Company Ltd. Then the company collaborated with M/s Pawling & Harnischfeger (P&H), U.S.A. for manufacture of cable type excavators and cranes in1961.With effect from 1st July 1965, the Investa Machine Tools and Engineering Co. Ltd. was amalgamated with the company and it became the Machine Tool Division. Vehicle manufacture facilities steadily built up at Pune 1968, Collaboration with
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M/s Hueller Hille Gmbh, W. Germany, for the manufacture of unit construction special purpose machines. Consequent to the amalgamation of Central Bank of India, Ltd., the company, in 1970, issued and allotted to the shareholders of erstwhile Central Bank of India, Ltd., 11,39,208 - 7.75% mortgaged debentures of Rs.100each on 1st October. Option was given to convert 50% of their face value of a block of 5 debentures into one equity share of the Company at a premium of Rs.150 per share. Consequently 3,19,825 debentures were submitted to convert 50% of their face value into 63,965 No. of equity shares. These shares were issued on 31st March 1975. Subsequently, 3,19,824 debentures of Rs.50 each were consolidated into 1,59,912 debentures of Rs.100 each. As per the terms of issue, these debentures were to be redeemed at par anytime between 1.10.1975 to 30.9.1982.Later on, Central Bank of India Ltd., was merged with the Company with effect from 24th April 1971. Allotment of shares and debentures as per the terms of the scheme of amalgamation to the shareholders of Central Bank of India Ltd., was completed during January-March 1972. During the year 1972,company made a sale of know-how to Tata Precision Industries Pvt Ltd in Singapore for the design and production of machinery and tools. The company was also appointed the technical consultants to TPIL for a period of 10 year for which the Company was to receive a royalty of 3.5% of net sales for seven years commencing from the date TPL start making profit. Later on the company entered into a joint venture in 1974 with Tata Industries Sdn. Bhd. of Malaysia for the assembly of the Telco vehicles in Malaysia 1979. The company issued 10,50,000-11% 7 year unsecured convertible bonds of Rs.450 each at par at an aggregate value of Rs.47.25 crores as follows: 2,54,701 bonds as rights to shareholders other than Daimler-Benz AG, West Germany: 1,44,444 bonds to Daimler-Benz Ag, West Germany; 1,15,355 bonds to employees and directors of the Company and 5,35,500 bonds to the public. The public offer as made during October 1980 and it was oversubscribed by five times. Conversion of bonds into equity shares will took place in 1983-84 and 1987-

88. The company issued 15% secured non convertible debentures of Rs.100 each aggregating to 30 crores in order to augment the long-term funds for working capital requirements and to meet the capital expenditure on its modernization and replacement programme. - (i) This issue was made scheme and under the schemes, viz.,

Cumulative interest payment

- (ii) non-cumulative interest payment scheme, which the applicant could choose. It also offered these debentures simultaneously to other categories of persons like the resident convertible bondholders, debenture holders, depositors, preference shareholders, directors and the Companys employees, their friends and relations and business associates of the Company. These are redeemable at a premium of 5% on 1st Nov. 1997 under the noncumulative interest payment scheme and in three equal annual installments starting from 1st November 1997 under the cumulative interest scheme. The interest rate has been reduced to 14%. The company also privately placed 5,500,000-15% NCD's of Rs.100 each of the series. - 1,83,839 No. of equity shares issued (prem. Rs 14.79 per share) to holders of 10.5% deb. 10,10,696 No. of Equity Shares allotted (prem. Rs 60.70 per share) in conversion of 11% bonds (I Option).

The Government approval was received in for increasing the vehicle manufacturing capacity to 35,520 vehicles per annum thereby bringing the total licensed capacity to 78,000 vehicles. A letter of intent was received for setting up a new plant for the manufacture of 9000 vehicles per annum in U.P which was later converted into an industrial license. Collaborated with M/s Hitachi Construction Machinery Co. Ltd., Japan,in 1984 for manufacture of hydraulic excavators. Expansion of capacity at Pune. All the dies and many of the machine tools and production devices required for the new `TATA 407' and `TATA 608' series were produced by the Company in Capital Goods Division in 1985. The company

started making CNC machines in Capital Goods Division and its engineers were receiving know-how and training from Nachi-Fujikoshi and Niigata of Japan with whom the Company was collaborating in these fields. A new electronics centres was also commissioned at Pune to support the manufacture and maintenance of this new generation of CNC machines. Collaboration with Niigata Engineering Co. Ltd, Japan for NC / CNC Horizontal Machining Centers and with Nachi-Fujikoshi Corp., Japan for NC /CNC In line Machining Centers and flexible manufacturing systems. In 1986, the company issued 40,00,000 15% NCD's at the rate of Rs.100 each for Rs.40 cr on rights basis. Subsequently 20,00,000 additional debentures were issued to retain over-subscription. These were allotted on 31 Dec. 1986 and are redeemable in 3 equal instalments off Rs 35 each at the end of the 7th, 8th, and 9th year at a premium of 5% being included in the 1st instalment. In 1987, the Company offered during August/September 11,15,790-12.5% secured convertible debentures of Rs.950 each as follows: (i) 8,87,368 debentures to the existing shareholders in the proportion of 1 debenture for every 6 equity. 1988. The Tata mobile pick up entirely designed and engineered by Telco was launched in July 1988. It also obtained know how for the manufacture of thin walled automotive aluminum castings from Kloth Senking Metallgiesserei Stahl Gmbh, West Germany. A portion of Rs.550 of each debenture issued in 1987 got converted into 2 equity shares of Rs.100 each at a premium of Rs.175 on 1st April 1988. A part of the remaining debentures were converted into 13,39,953 equity shares on 1st October 1988. The balance was either retained by the holders as debentures or sold back to the company by them at face value.During the year company undertook to set up a new forge shop, a high output foundry line, a new paint shop as well as augmentation of engine and gearbox manufacturing facilities, all at Jamshedpur. Test facilities such as specially constructed gradient track to check the climbing capability of vehicles and their ability to start on an incline was added to the Engineering Research Centre at Pune.During the year company negotiating with Daimler-

Benz

for

manufacturing

their

World

Concept

Truck

in

India

Business strategies undertaken for growth- expansion- diversification or any merger and takeover

Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain, South Africa and Indonesia.

1) Acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker in 2004. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. 2)In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. 3)In 2006, Tata Motors formed a 51:49 joint venture with the Brazil-based, Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India - the plant is located in Dharwad. 4)Acquired Jaguar Land Rover in 2008. 5)In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand, and entered the market in 2008.

6)Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.

1)

Tata Daewoo:
In 2004, Tata Motors acquired Daewoo Commercial Vehicle Company of South Korea.

The

reasons

behind

the

acquisition

were:

The Tata Prima heavy truck Company's global plans to reduce domestic exposure. The domestic commercial vehicle market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments. To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoos (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project. Tata Daewoo is the second-largest heavy commercial vehicle manufacturer in South Korea. Tata Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World Truck and buses including GloBus and StarBus. In 2012, Tata will start developing a

new line to manufacture competitive and fuel efficient commercial vehicles to face the competition posed by the entry of international brands like Mercedes-Benz, Volvo and Navistar into the Indian market. Acquisition: In 2004, employees at Daewoo Commercial Vehicle heard good news that they would have a new owner after months of uncertainty sparked by the bankruptcy of its parent company Daewoo Motor Co. But their excitement turned into confusion when they found out that the new owner is Tata Motors, a company based in India, which they had considered a lesser developed country. Tata was something they had never heard about before. "A lesser known company tries to buy us to snatch our advanced technology." "It is out of the question to sell our company to India, they are inferior to us." A wave of disappointment overran Daewoo unionists who had welcomed a divestiture plan for job security. They argued it was better not to sell than to be under a company nobody knows about. The argument was understandable, given its sister companies were successfully sold to household name companies - a passenger car affiliate to General Motors Co. and a bus manufacturing arm to Youngan Hat Co., both the world's leader in their respective field. The management, however, decided to sell the truck maker to Tata Motors because there was no other choice left. They explained to employees that Tata Group is India's largest company with a time-honored tradition in employee benefits and social responsibility. Some persisted, showing complaints about the deal. But it went through.

After the birth of Tata Daewoo Commercial Vehicle (hereafter Tata Daewoo), the new company was back on track to roll to victory, calming the jitters of its Korean workers. Over the four years from 2004, exports jumped about five times to 4,280 units from 874 units, revenues more than doubled to 673.1 billion won from 292.3 billion won and operating profit grew more than eight times to 59.2 billion won from 7 billion won. Tata Daewoo exports trucks to more than 40 countries including the UAE, Algeria and South Africa, as well as domestic sales in India. In 2006, it was honored with a government award to celebrate $100 million in exports of heavy-duty trucks. In 2008, it achieved a $200 million milestone in exports. Employees grew to 1,281 from the 806 registered at the start of the new company. Tata Daewoo is the only one showing a stable and steady growth among the three business arms that Daewoo Motor Co. sold. GM Daewoo is facing a liquidity crisis after it posted billions of dollars in losses, and Daewoo Bus is reportedly in management trouble. Tata Daewoo workers who knew little about the Indian company are grateful for the acquisition. Loyalty to their company became strong. Then, how did Tata Daewoo overcome the crisis and succeed within such a short period of time? The key was tripartite cooperation between Tata Motors, new management and employees. First, the acquirer Tata Motors has performed operations with a 'humble attitude.' Tata Motors is one of 82 affiliated companies owned by India's largest conglomerate. It has represented India's industry for more than a century by producing everything "from iron to consumer goods." But what made it more famous is not the business size but its commitment to social responsibility and ethical business, leading to great respect from the Indian people.

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Tata Motors is India's biggest automobile company and the world's fifth largest commercial vehicle manufacturer (truck and bus). Last year, it surprised rival carmakers by unveiling 'Nano,' the world's lowest priced four-passenger car costing just $2,500. Tata Motors acquired the entire equity of Tata Daewoo, but it never behaved as if it were an occupation force. It appointed a native Korean as CEO and it respected the Korean business style and corporate culture, while slowly integrating its strength of trust and ethical management into the whole organization. For example, Tata Motors presented a mid- and long-term development plan to Daewoo Commercial Vehicle employees during the acquisition, by promising more investments in R&D, facilities and plants. That eased some concerns that it might exit from Korea soon after garnering advanced technologies. Afterwards, Tata realized most of its plans as promised. Employees showed trust towards management and had their morale heightened. Its decision to maintain the old Daewoo brand in Korea and in 10 overseas markets, including Algeria, pleased the employees. Attention also should be paid to the company's drive for business excellence through the Tata Business Excellence Model. It is different from the Western model that usually focuses only on efficiency. Tata's model is not only about profit-seeking, but it considers the growth of both the company and the community. This is well echoed in Tata Daewoo's vision, which is 'To be the most admired commercial vehicle company of Korea.' It aims to achieve a parallel growth of customers, shareholders, suppliers, employees and the community based on ethical business principles. It details a mission for each stakeholder as follows. 1) Shareholders: To ensure the company's growth and enhance shareholder value by consistent profitable operation

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2) Customers: To achieve customer satisfaction by providing products and services that exceed customer expectations 3) Vendors & Channel Partners: To ensure sustainable growth through mutually beneficial long-term relationships based on trust 4) Employees: To provide an exciting work environment of equal opportunity, hope and pride by promoting motivation and morale 5) Community: To be an environment-friendly and socially responsible company The second key success factor is the appointment of excellent management staff and 'strategic management.' President Chae Kwang-ok is behind the success of today's Tata Daewoo. He took office as a court-appointed manager to supervise the company, which was hard hit by the foreign exchange crisis in the late 1990s in Asia. The trade union, who wanted job security more than anything else, gave him full support to keep afloat through a divestiture plan. Mr. Ravi Kant, then managing director of Tata Motors, who led the acquisition work of Daewoo Commercial Vehicle, named Mr. Chae as new CEO of Tata Daewoo instead of appointing an Indian manager. Chae, known as a leader with charisma, joined the efforts to help Tata Daewoo get over the crisis. He directed the launch of new models almost every year and dared to enter the midsized truck market. But many were concerned that entering the mid-sized truck market was imprudent as the market was then controlled by Hyundai & Kia Motors, Korea's No. 1 automaker. Nevertheless, he continued his push with his own firm belief. Tata Daewoo's 'hidden card' was to produce 'a mid-sized truck like a large-sized one,' a model as spacious and safe as a large-sized truck, but with a medium-sized load carrying capacity.

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This was the outcome of management innovation to minimize expenses in design and investments. The new truck model sold like hotcakes. It took only 20 months for Tata Daewoo to occupy a 35 percent share in the medium-sized truck market. It was a remarkable event in the history of Korea's truck market that showed unchanged purchase behaviors tamed by monopoly brands for a long time. In April 2007, Tata Daewoo became the first automobile company in Korea that received the ISO/TS 16949 standard certification, which provided recognition of quality of the brand both at home and abroad. Tata Daewoo ran in high gear. All models of NOVUS Euro 4 tractors and cargo trucks unveiled in 2008 received the low-pollution vehicle certification from the government, from which it benefited much in government subsidies, a 5-year exemption from pollution-related payments and a discount in gas exhaust inspection fees and the use of a public parking lot. With the benefits, it was able to lower retail prices, benefiting its customers. About 80 percent of the low-pollution heavy-duty trucks sold in 2008 were produced by Tata Daewoo. Influenced by Tata Group's management philosophy, Tata Daewoo has also focused on developing environmentally-friendly low-emission trucks, as it is always keen to resolve environmental and global warming issues. It started to commercialize conventional lowemission trucks powered by compressed natural gas (CNG) and also completed the development of eco-friendly trucks that use clean fuels such as liquefied natural gas and liquefied petroleum gas. The LPG-fueled truck, first displayed at the exhibition of the 2008 World LPG Forum, received much attention from domestic and overseas participants. Being recognized for these efforts, Chae was given the award of 'Businessman for Korea' from the Hankook Ilbo Daily and the award of 'Korean CEO' from the Economic Review, both in 2007. The Hankook Ilbo
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Daily said it selected Chae since "he is a businessman who has contributed to Korea's economic development and raised Korea to new heights with his excellent leadership, management innovation and vision." Last but not least, it is the management's trust towards employees and efforts for mutual prosperity. The trade union of Daewoo Commercial Vehicle was a die-hard union under the influence of the Korean Confederation of Trade Unions. Nevertheless, its union members gave full support to their management with a single goal in mind: to overcome the crisis. They showed trust in Tata Motors even though they were unfamiliar with the company. Of course, it was the result coming after both management and union recognized each other and made the best possible choice. Below are some examples to show their efforts for co-existence. Tata Daewoo agreed in 2004 with its union members to turn a certain number of irregular workers into full-time workers every year. Tata Daewoo's management kept its words. Despite difficulties due to the financial crisis around the world, Tata Daewoo gave 42 workers a regular position in April 2009, which was not an easy decision. About 250 irregular workers have so far been made regular workers. Kim Geun-gyu, vice president of Tata Daewoo's trade union, said, "Though Tata is a foreign company, we were able to confirm that it recognizes and respects Korea in many aspects," adding, "the regular position benefit was possible with both the union's efforts and the management's decision." Instead of this mutual trust and cooperation, what if the two sides had gone to extremes like the recent case of Ssangyong Motors, where China's Shanghai Automotive Industry Corp. had invested? If that had been the case, Tata Daewoo might not have remained viable.

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Tata Daewoo hires people in its vicinity with a vision for the development of the local community. The company is located in Gunsan, Jeonbuk Province, and more than 70 percent of its workforce comes from the city, contributing to job creation in the region. Additionally, it runs a humanitarian program for deserving underserved neighbors and the disabled to show its commitment through action. It was named as one of exemplary companies last April by the province and was given an award by the government. Tata Daewoo achieved another milestone on Sept. 14, 2009, when Ratan Tata, chairman of the Tata Group, and 500 participants launched the new range of premium trucks called PRIMA at COEX in southern Seoul and began marketing from October. The new truck is a premium model made after investments of 100 billion won in R&D over a period of five years, including more than two years of component checks, as well as test-runs that exceed 1 million kilometers, or travel around the globe 50 times. With the launch of PRIMA, Tata Daewoo aims to significantly raise its share in Korea's medium- and large-sized truck market. It is not an impossible goal given Tata's strong performance. Tata Daewoo is developing products in phases with a plan to expand its product portfolio as a global commercial vehicle manufacturer with a wide line-up of models from the current medium- and large-sized trucks to small-sized (1 ton), compact-sized (2.5~3 ton) and even buses for export. The Comprehensive Economic Partnership Agreement (CEPA) signed by Korea and India will be in effect from January of next year. It is a free trade agreement that India struck with Korea ahead of Japan or China, through which Korea and India will be able to further cement bilateral economic ties. In this respect, Tata Daewoo is a good example of successful economic cooperation between two countries.

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* The writer is the president & CEO of "India Fortune," Indian Economy Research Institute, Seoul, Korea. He has taught Korean economics at the CEAS (Center for East Asian Studies) in Jawaharlal Nehru University, New Delhi, India.

2)

Tata Hispano:
Tata Hispano Motors Carrocera, S.A. is a bus and coach cabin manufacturer based in

Zaragoza, Aragon, Spain and a wholly owned subsidiary of Tata Motors. Tata Hispano has plants in Zaragoza, Spain and Casablanca, Morocco. Tata Motors first acquired a 21% stake in Hispano Carrocera SA in 2005, and acquired the remaining 79% for an undisclosed sum in 2009, making it a fully owned subsidiary, subsequently renamed Tata Hispano. TATA HISPANO is a prominent manufacturer of bus and coach bodywork in Spain and Morocco, with sales in several other countries of Europe. TATA HISPANO is a 100% subsidiary of TATA Motors, the largest automobile manufacturer of India, Worlds second largest bus manufacturer and Worlds fourth largest truck manufacturer. TATA HISPANO designs, develops, manufactures and sells bus and coach bodywork on chassis from all the major bus chassis OEMs of Europe. Currently TATA HISPANO is present in the city bus, suburban bus and intercity coach segments. On 1st of March 2010, erstwhile Hispano Carrocera S.A. was re-christened as Tata Hispano Motors Carrocera S.A., subsequent to the 100% acquisition of the company by Tata Motors. The key objective was to leverage the Global brand strength of Tata Group as well as retain the locally established brand identity of Hispano Carrocera in the bus and coach market segment.

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Subsequent to the take-over the company is being fully and directly managed by Tata Motors deputed board and management. TATA HISPANO has a strong research and development team in-house. In recent times we have launched several new products in the market. Our R&D centre is committed to meeting customer requirements in our chosen markets providing them with competitive products that offer an unique business proposition. TATA HISPANO employs over 400 employees at its manufacturing facility in Zaragoza, Spain and over 200 employees in its manufacturing facility in Casablanca, Morocco. TATA HISPANO is certified for ISO 9001:2000 as well as for ISO 14001:2004 environmental standards.

3)

Tata Marcopolo:
Tata Marcopolo is a bus manufacturing joint venture between Tata Motors (51%) and the

Brazil-based Marcopolo S.A. (49%). The joint venture manufactures and assembles fully built buses and coaches targeted at developing mass rapid transportation systems. It utilises technology and expertise in chassis and aggregates from Tata Motors, and know-how in processes and systems for bodybuilding and bus body design from Marcopolo. Tata Marcopolo has launched a low-floor city bus which is widely used by Chennai, Coimbatore, Delhi, Hyderabad, Mumbai, Lucknow, Pune, Kochi, Trivandrum and Bengaluru transport corporations. Its manufacturing facility is based in Dharwad Partnership:

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Tata Motors has set up of a joint venture with Brazilian company Marcopolo for manufacturing fully-built buses for which a plant will be set up in India with an estimated cost of Rs 200 crore. Tatas hold 51 per cent in the venture while the rest will be with Marcopolo that will set up a new manuacturing facility. The plant would have an initial capacity of 7,000 buses which could be expanded to 28,000 The joint venture would produce variety of buses including 16 to 54-seater standard buses, 18 and 45 seater luxury buses and low floor city buses, the release issued by the company said. The joint venture will also explore emerging opportunities in Bus Rapid Transit System. Tata Motors will assist the joint venture in the spectrum of technology, aggregates and chasis and Marcopolo will aid with its expertise, know-how in processes, systems for body building and bus body design. "The buses will conform to international standards in quality and safety and will be marketed not only in India but also in all Tata Motors focused markets globally," the release said. "The rapidly expanding and improving road network, connecting cities and rural areas is expected to substantially grow passenger transport. The joint venture with Marcopolo, which is one of the largest bus builders, will allow Tata Motors to successfully address the growing demand in India as well relevant markets abroad," Ratan N Tata Chairman of Tata Motors. "Marcopolo buses and coaches have a strong presence in Latin America and overseas markets. The joint venture with Tata Motors will help us extend our presence in the highpotential markets of India and also other mutually agreed countries, which we could jointly develop," Paulo Bellini, Chairman of Marcopolo said.

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4)

Tata Jaguar Land

Rover:

The Jaguar Cars and Land Rover businesses were first united under a single entity by Ford Motor Company in 2002. Ford had acquired Jaguar Cars in 1989 and Land Rover from BMW in 2000. In 2006 Ford purchased the Rover brand name and logos from BMW for around 6 million. This reunited the Rover and Land Rover brands for the first time since the Rover group was broken up by BMW in 2000, and also brought Jaguar into the same stable as Rover/Land Rover more than 15 years after it was spun out from the former British Leyland in 1984. In 2008, the Jaguar Land Rover company was established when Tata Motors acquired the Jaguar and Land Rover businesses from Ford. With the purchase of Land Rover, Tata also acquired the Rover brand. With no current Rover models in production the Rover brand is dormant In March 2011, Jaguar Land Rover announced that it would be hiring an additional 1,500 staff at its Halewood plant, and signed over 2 billion of supply contracts with UK-based companies, to enable production of its new Range Rover Evoque model. In September 2011, the company confirmed that it would be investing 355 million in the construction of a new engine plant at the i54 business park near Wolverhampton, central England, to manufacture a family of four-cylinder petrol and diesel engines. In November 2011 Jaguar Land Rover announced that it would be creating 1,000 new jobs at its Solihull plant, a 25 per cent increase in the size of the workforce at the site. In March 2012, Jaguar Land Rover announced the creation of 1,000 new jobs at its Halewood plant, and a shift to 24-hour production at the plant. In the same month, Jaguar Land Rover and the China-based carmaker Chery agreed to invest an initial US$2.78 billion in a new joint

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venture the activities of which will include the manufacture of Jaguar and Land Rover vehicles and engines, the establishment of a research and development facility, the creation of a new automobile marque, and sales of vehicles produced by the company. Jaguar Land Rover plans to create 4,500 manufacturing and engineering jobs in the UK over the next five years. Acquisition and latest development: Jaguar Land Rover has created 1,700 new jobs at Solihull in the West Midlands to support the production of a new range of sports cars featuring the latest lightweight aluminium technology. The luxury carmaker will invest 1.5bn to produce new models for both Jaguar and Land Rover, and the first new car to feature the technology will be a mid-sized sports sedan from Jaguar, launched in 2015. It will also be the first vehicle to feature an engine built at JLR's new 500m engine manufacturing facility near Wolverhampton. The investment and jobs were further evidence of the company's commitment to the UK car industry and its supply chain. The new aluminium features signalled JLR's "ambitions to push the boundaries and redefine premium car ownership".

Unite, Britain's biggest union, welcomed the new jobs at the Solihull plant and described the company as a "great British success story". Unite general secretary Len McCluskey said: "This new investment in jobs and skills ought to maintain its global reputation for world class vehicles.

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"The UK workforce, with their skills and dedication, are at the heart of this success story. This investment is their due reward and we are delighted that JLR has committed further to Britain." Owned by India's Tata, JLR has announced almost 11,000 new jobs for UK manufacturing over the last three years, providing a boost to the sector at a time when other carmakers, including Ford, have been closing factories in Britain and cutting jobs. JLR has estimated that a further 24,000 jobs will be created in the wider supply chain a result of its investments. The carmaker has been held up my ministers as a poster child for British manufacturing and exports, and the business secretary, Vince Cable, said on Tuesday that "this ground-breaking project takes Jaguar on to the next level". The company is showcasing the potential of the new all-aluminium technology at the Frankfurt show with the C-X17, its first sports 4x4 crossover concept vehicle. "The inherent flexibility of this all-new technology will enable the Jaguar Land Rover business to not only enter but aggressively compete in new segments, creating new markets for both brands," the carmaker said. JLR, which employs 25,000 people in the UK, already builds the Range Rover, Range Rover Sport, Discovery and Defender at its Solihull plant. Pre-tax profit rose 11% to 1.7bn in the year to 31 March, while revenue rose 17% to 15.8bn.

*Corporate -

Governance

Meaning Importance Trends in India

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Company's Corporate Governance towards its Shareholders, Employees and other

stock holders Corporate Social responsibility initiative for environment support by company

(have typed out like this cos I have to edit the content in these places)

Conclusion

Tata Group has expanded in various sectors and diversified internationally. The Tata conglomerate has expanded based on acquisitions, JV's and partnerships. Tata Motors too has slowly but staedily created a global presence and has continued on its journey. The able leadership of Ratan Tata in leading Tata Group has been exemplary. He has been succeeded by Cyrus Mistry. The values of the group is one of the reason behind this resounding success.

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Reference
Webliography
http://www.biztechreport.com/story/378-tata-daewoo-indian-success-story-korea http://www.tatahispano.com/presentacion.php?lang=en http://en.wikipedia.org/wiki/Jaguar_Land_Rover http://articles.economictimes.indiatimes.com/2006-05-05/news/27452788_1_marcopolojoint-venture-low-floor-city-buses

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