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nother predictably hot summer is upon us here in India and the climate
has got hotter still as the worlds largest democracy goes to the polls.
It appears that we are in for a season of change and, from an economic
standpoint at least, a sense of guarded optimism touches the blistering wind.
We at Tata Review reckon this is as good a time as any to cast a forward look
ATWHATTHENANCIALYEARAHEADMAYHAVEINSTOREFORSOMEOFTHEBIGENTITIES
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International, Tata Projects and Tata Technologies.
The seamless connect between the world of business and the community
for so long a cornerstone of the Tata way is explored through our feature
ONf4HE0OWEROFgCAMPAIGNCRAFTEDANDSUSTAINEDBY4ATA'LOBAL"EVERAGES
AND4ATA4EA4HISAWARENESSINITIATIVEHASANOBLEANDTIMELYAIMTODELIVERTHE
power of informed choice to as many as possible of the hundreds of millions
OFWOMENVOTERSWHOMAKEUPAROUNDPERCENTOF)NDIAgSVOTINGPOPULATION
which explains the 49 in The Power of 49. As refreshing and welcome as the
cup that cheers, the campaigns multidimensional scope and spread has made it
an unusual success in a sphere that cries out for attention.
!NOTHERMUST
READISTHECONVERSATIONWITH.IRMALYA+UMARHEADOFSTRATEGY
ANDMEMBEROFTHE'ROUP%XECUTIVE#OUNCILAT4ATA3ONS!MUCH
ADMIRED
ACADEMICAPROLICWRITERANDONEOFTHEWORLDgSFOREMOSTTHINKERSONSTRATEGY
ANDMARKETING$R+UMARSHARESHISWORLDVIEWONGROWTHANDHOWTOEXPANDTHE
pathways to success in the global arena of business. And theres a special report
ONINNOVATIONINWHICHTata ReviewCAPTURESTHREEDISTINCTPERSPECTIVESTHATOF
an enabler, a facilitator and an implementer.
#ONTINUINGWITHTHECOMMUNITYTHEMEWEHAVEAHEARTWARMINGARTICLEON
HOWMORETHANPEOPLEFROMACROSSTHE4ATAGROUPCAMETOGETHERINA
REMARKABLEINITIATIVETHATENCOURAGEDPEOPLETOVOLUNTEERTHEIRTIMEANDENERGIES
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conditions.
)TgSAVARIEDMIXWEHAVEPUTTOGETHER7EDOHOPETHESTORIESINTHISISSUE
are engaging enough for you to better understand the world of Tata.
Warm regards,
#HRISTABELLE.ORONHA
Contents
VOL 52 | ISSUE 1
Cover story
Special report
57
R Gopalakrishnan, chairman,
INVESTED IN INNOVATION
10 TATA CAPITAL
APRIL 2014
13 TATA POWER
16 TATA INTERNATIONAL
AND TRENT
Business
39 TATA HOUSING
20 TATA CHEMICALS
DEVELOPMENT
COMPANY:
24 TATA GLOBAL
BEVERAGES
FOR A GREENER
WORLD
Shilpa Sachdev
27 TATA PROJECTS
42 CMC: ENGINEERING
30 TATA STEEL
MUCH-NEEDED
33 TATA TECHNOLOGIES
Nithin Rao
SOLUTIONS
36 TITAN COMPANY
46 TATA GLOBAL
BEVERAGES: VOICE OF
THE 49 PERCENT
Vibha Rao
50 TATA GROUP:
In conversation
68 INDIA MUST BRAND
THE DEFENCE
CONNECTION
CULTURAL RESOURCES
Nithin Rao
Dr Nirmalya Kumar,
member, Group Executive
%QWPEKN6CVC5QPUQRGPU
GLOBAL BEVERAGES,
TATA TECHNOLOGIES,
BY DESIGN
Rishi Vora
Perspective
Community
EDITOR
%JTKUVCDGNNG0QTQPJC
Email: chris@tata.com
85 THE ECONOMY:
A ROUGH SEA AHEAD
ASSISTANT EDITOR
Siddhartha Roy
Sujata Agrawal
EDITORIAL TEAM
Anjali Mathur
%[PVJKC4QFTKIWGU
90 REVISITING Pi
72 TATA TRUSTS:
Nirav Shah
Gayatri Kamath
Jai Madan
EMPOWERING
2JKNKR%JCEMQ
MIGRANTS
Shalini Menon
Debjani Ray
Book review
Sangeeta Menon
Shalini Menon
Shubha Madhukar
CONTRIBUTORS
VOLUNTEERING
Nithin Rao
TRADITION
DONT
Rishi Vora
Cynthia Rodrigues
Shalini Menon
DESIGN
Abraham K John
Shilpa Naresh
PRODUCTION
Photofeature
79 TAJ GROUP: MADE FOR ROYALTY
Sujata Agrawal
Mukund Moghe
EDITED AND CREATED BY
in association with
6JG+PHQTOCVKQP%QORCP[
Email: grouppublications@tata.com
Website: www.tata.com
CONTACT
Tata Sons
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: 91-22-6665 8282
DISCLAIMER
All matter in Tata Review is
copyrighted. Material published
in it can be reproduced with
permission. To know more,
please email the editor.
COVER STORY
COVER STORY
COVER STORY
COVER STORY
COVER STORY
housing finance being on the lower side in 201314, it has performed well and met its targets.
Housing finance is one of our key growth areas,
and we are quite pleased with its performance and
are confident that it is poised to grow significantly.
Our home loan portfolio is around `66 billion;
we need to take this to `210 billion by the end of
March 2017. To achieve this target we will need
to increase our productivity and improve our
market coverage by tying up with many more
builders, and we will need to bring down our
cost-to-income ratio and keep a constant eye on
NPAs, which at present is less than 0.5 percent. As
a strategy for growth, we are intensifying focus on
smaller towns and rural areas of India.
Tata Capital Financial Services is our main
subsidiary and we feel there is potential to bring
it back on track this fiscal. To increase its revenue
and book size, we will need to consolidate our
position in areas such as acquisition financing,
promoter financing and structured financing.
Syndication for our corporate clients is another
area where we believe we can do well. There is a
lot of scope in our traditional lines of business,
which includes channel financing, vendor
financing and trade finance.
How has your Singapore subsidiary
fared during the fiscal? And what is
the growth you are expecting from
private equity and venture capital
funds in India and abroad?
The Singapore subsidiary has done quite well.
We also have a proprietary investment portfolio,
which invests in Indian and foreign currency
debt-paper of the government, public sector
undertakings and even well-managed private
companies. On a consolidated basis, our original
investments have grown by 50 percent and we are
generating nearly 28 percent return on equity. The
subsidiary contributes handsomely to the overall
bottom line of the company.
Our private equity and venture capital funds,
both domestic and international put together, have
a commitment from investors of about a billion
US dollars. We have invested over 40 percent of
this corpus. By the end of fiscal 2014-15, we expect
the percentage to increase to about 80.
April 2014
Tata Review
11
COVER STORY
April 2014
12 Tata Review
COVER STORY
'PS5BUB1PXFS
OBODJBM
year 2014-15 could well be
a landmark year as it gets
ready to go back to growth
mode. Managing Director Anil
Sardana speaks to Sangeeta
Menon about the plans lined
13
COVER STORY
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15
COVER STORY
COVER STORY
17
COVER STORY
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19
COVER STORY
)FBEJOHJOUPJUTth year of
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April 2014
20 Tata Review
ZFBST5BUB$IFNJDBMTmBHTIJQ
TPEBBTICVTJOFTTJTFNFSHJOH
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of the business. While the
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OFXHSPXUIXJMMDPNF
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QPXFSGVMCVTJOFTTFTPG
GBSNJOQVUTBOEGPPEBOE
OPVSJTINFOUQSPEVDUT
TBZT
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R Mukundan, as he talks to
Gayatri KamathBCPVUUIFOFX
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years ahead.
Tata Chemicals is fairly diversified in
its businesses. Where does the
company stand as compared to its
peers?
COVER STORY
21
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23
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25
COVER STORY
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27
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29
COVER STORY
We continue to grow in a
difficult market
meeting at Bombay House,
he talks to Sangeeta Menon
on regulations, the challenges
his company faced in the
last year, growth prospects
for next year, and his focus
on making Tata Steel more
DPOEFOU
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BOE
DPMMBCPSBUJWFExcerpts:
8JUIJONPOUITPGUBLJOHPWFS
as managing director of Tata
Steel (India and South East
Asia), TV Narendran has set
the ball rolling as far as future
growth for the company is
DPODFSOFE"IFBEPGBCPBSE
April 2014
30 Tata Review
COVER STORY
April 2014
Tata Review
31
COVER STORY
COVER STORY
Innovation is a pre-requisite
for any successful company
in Singapore and has nine
global delivery centres:
Detroit (USA), Coventry (UK),
Pune and Bengaluru (India),
Stuttgart (Germany), Bangkok
(Thailand) and Brasov, Craiova
and Lasi (Romania).
33
COVER STORY
COVER STORY
35
COVER STORY
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TDBM
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5IFDPNQBOZBSUJDVMBUFEJUT
April 2014
36 Tata Review
*OUIJTJOUFSWJFX
Bhaskar
Bhat, NBOBHJOHEJSFDUPS
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Rao BCPVUUIFDIBMMFOHFTIJT
DPNQBOZGBDFEJOJUTTJMWFS
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COVER STORY
37
COVER STORY
BUSINESS
April 2014
Tata Review
39
BUSINESS
April 2014
40 Tata Review
BUSINESS
A model of a spiral garden in Indias first biophilic project, Tata Housings The Myst
launched project, the Santorini in
Chennai, and an ambience of art
and culture at Raisina Residency in
Gurgaon.
In some projects, we have
used exclusive landscaping as a
differentiator, points out
Mr Banerjee. For example, it has used
biophilic (biophilia is the instinctive
bond between humans and other
living systems) landscape designs
in one of its projects, the Myst in
Kasauli in Himachal Pradesh.
Tata Housing, through its
subsidiary, the Tata Value Homes,
also has a sizeable presence in
the affordable housing segment.
Even here the company is offering
thematic projects with mixed use
development, where you have
different components which are
synergistic in the sense that they
feed off each other, explains Mr
Banerjee. So you have a work, live,
play kind of an environment. Many
people now choose to live in such
townships as opposed to individual
buildings because they foster a
sharing of resources and that itself is
April 2014
Tata Review
41
BUSINESS
hen residents of
Mysore city in the
state of Karnataka,
India, commute by
bus, they no longer have to waste
time waiting at the bus stand. They
can track the exact time of arrival
or departure of the bus on their
mobile phones and save valuable
minutes by reaching the bus stop
just before the bus arrives. Time
April 2014
42 Tata Review
A subsidiary of Tata
Consultancy Services (TCS), CMC
is a leading systems engineering
and integration company that
offers a wide basket of IT solutions,
ranging from application design
and development, to testing services
and turnkey projects. In recent
years, CMC has also expanded its
international business by offering offshoring advantages and delivering
value through service level based and
project scope based deliveries (see
box: International focus).
CMC has developed core
strengths in several niche areas where
it has delivered noteworthy projects,
and the transportation sector is one
BUSINESS
19.26
2013
12.23
6.25
1.56
3.15
2.3
0.2
Consolidated
operating
revenue
1SPU
after tax
0.27
EBITDA
International
business
43
BUSINESS
International focus
Known originally as the Computer Maintenance Corporation,
CMC was established in 1975 by the Indian government to
take over the maintenance of 800 IBM installations across
India after the American company decided to wind up its
operations in the country.
As a public sector enterprise, CMC operated at margins
as low as 3.5 to 4 percent. When CMC became part of the
Tata group we decided to transform the company, says
managing director and CEO R Ramanan, who joined TCS way
back in 1981 and took over as COO of CMC in 2001.
The transformation occurred in three areas: moving
away from low-value businesses to high-value solutions,
bringing in world-class processes and systems to raise
NODQ@SHNM@KDEBHDMBHDR@MCDMG@MBDDLOKNXDDOQNCTBSHUHSX
and changing the business mix by shifting the focus from
the government sector to the private sector and even
international business.
As part of TCS and the Tata group, we could easily
implement some of the world-class processes and systems
available within the group, including the Tata Business
Excellence Model, points out Mr Ramanan.
(MRB@K","@CCDC@ANTSMDVBKHDMSR
and recorded a turnover of `19.26 billion. International
operations saw a phenomenal 40 percent growth. Over
the last three years, it has been growing at a brisk 25 to 30
ODQBDMS@MMT@KKX
6HSG@RBNQDNENUDQRD@RNEBDRHMBKTCHMF
in the US, the UK, Europe, the Middle East, Africa and New
Zealand, CMC which has about 12,000 employees aims to
aggressively grow its international operations.
In markets such as America, CMC will focus on the
GHFGSDBGRDFLDMSSQ@MRONQS@SHNMM@MBH@KRDQUHBDR@MC
media for digitisation of services. In emerging geographies,
it will focus on insurance, transportation, shipping and ports,
energy resources and government as big drivers. In India,
we see huge potential in all these areas and also in defence
and space, says Mr Ramanan. We will focus on product
innovation, developing a solution around a product or
creating a product to enable our clients to reach out to their
customers. We want to be a value-accelerator and valueadder to TCS, the Tata group and to our customers.
CMC is today a leader in the general insurance segment
in India and ranks among the top three in the world in the
ports and shipping sector.
April 2014
44 Tata Review
BUSINESS
From left: A Karnataka State Road Transport Corporation control centre; the arrival schedule displayed in a bus shelter
of operationalising the business
process.
Real-time systems, sensor-based
technology, or technology related
to devices used.
As a result, CMC has built up a
significant presence in sectors such as
transportation, energy resources and
utilities, ports and shipping, mining,
insurance, banking and financial
services, e-governance, and education
and training.
REAL-TIME SOLUTIONS
CMC has over three decades of
experience in providing consultation,
design and development services,
and testing services in real-time
systems. The embedded and real-time
solutions and engineering services
group, which employs a thousand
people, caters to some of the worlds
leading product manufacturers,
participating in their embedded
systems design, development and
testing life cycle phases.
For instance, for TRW
Automotive, a global leader in
automotive safety, CMC has set
up a 500-person centre in India,
supporting its operations in Europe,
the US and other parts of the globe.
TRW selected us as the only partner
for its low-cost electronic design,
remarks Mr Ramanan.
Similarly, CMC has a facility
in Bengaluru that supports Ansaldo
STS, a leading technology company
in the railway and mass transit
transportation systems space, in
the areas of signaling and collision
avoidance systems. All these services
April 2014
Tata Review
45
BUSINESS
April 2014
46 Tata Review
BUSINESS
April 2014
Tata Review
47
BUSINESS
The Power of 49 team worked relentlessly to ensure the success of the campaign
health, etc along with their residence
pin code numbers.
This unique step taken by the
Jaago Re website will help create a
community of empowered users by
initiating thought-provoking debates
and providing information that is
vital to young women voters.
Mr Grover says, With Push the Pin,
people can go online and log in their
issues at a pin code level. We have a
large number of issues that are being
logged in at a very local level and we
will organise ways to feed in these
issues to politicians in the hope that
they will respond.
Another interesting partnership
is with Google, where plans are
on to interview 1,000 candidates
from leading political parties. These
candidates will give their views on
how they will be addressing the
issues of women at a local level.
These video interviews will go a long
way in helping women choose the
right candidate.
CREATING HISTORY
The Power of 49 has created history in
April 2014
48 Tata Review
BUSINESS
April 2014
Tata Review
49
BUSINESS
April 2014
50 Tata Review
BUSINESS
Convergent defence solutions from the Tata group range from blast-proof
vehicles to multi-barrel rocket launchers to the Mars Orbiter Mission
Financial
snapshot
The Tata groups
revenue from the
defence business
was over `17 billion
in FY 2013.
Going forward in FY
2014, this revenue is
expected to grow by
40 percent.
The current order
book size of the Tata
group in the defence
business is in excess
of `80 billion.
April 2014
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51
BUSINESS
April 2014
52 Tata Review
BUSINESS
April 2014
Tata Review
53
BUSINESS
Inspired by design
The focus on design and innovation has become
stronger at the Tata group in response to the
growing awareness of how good design enhances
the value of the brand and creates stronger,
longer-lasting consumer experiences
he difference between a
me-too product and a
well-designed one is that
the former merges into
the background and the latter
stands out from the clutter. Design
combines creativity and innovation
to create a product that enhances
the user experience and delights
the consumer.
At Tata, a group of companies
have come together to drive the
new mantra of design-driven
innovation in order to build a
sustainable, competitive advantage
for their products and services.
A recent roundtable conference
titled Design@Tata was the setting
for senior leaders from Titan
Company, Tata Technologies, Tata
Global Beverages (TGB) and Tata
Elxsi to discuss why design is a key
function in their organisation
and how it translates into value
for the brand.
April 2014
54 Tata Review
How Titan
thinks design
BUSINESS
Tata Elxsis
attention to detail
55
BUSINESS
The T2 experience
One of the most visible outputs from Tata Elxsi today is
its work on Mumbais sparkling new, critically-acclaimed
airport terminal the T2 terminal at the Chhatrapati Shivaji
International Airport.
Bringing in its strength in integrating creative design
with technology, Tata Elxsi worked in collaboration with
the GVK group to design the experiential services across
various consumer touch points at T2. This included designing
entertainment zones, customer service zones and general and
lifestyle seating areas from security through to boarding gates.
Other work included designing pay phones, charging stations,
ATM and vending machine housing and internet workstations
and kiosks.
T2 is a distinctly unique terminal that meets international
RS@MC@QCRVGHKDDMRTQHMFRTRS@HM@AHKHSXQDDBSHMFDKDF@MBD
and a better convenience and comfort experience. It is a
landmark achievement for Tata Elxsi in terms of the high
quality of design, technology and innovation.
April 2014
56 Tata Review
SPECIAL REPORT
Invested in innovation
Innovation is at the core of the Tata group. The group encourages
innovation through several programmes and, in 2012-13, spent
`132.23 billion or about 2.5 percent of its turnover on innovation.
Talking to Tata Review, R Gopalakrishnan, chairman, Tata Group
Innovation Forum, looks back at the innovation journey; Ravi Arora,
vice president at Tata Quality Management Services, shares the nuts
BOECPMUTPGJOOPWBUJPOJOUIFHSPVQBOEDIJFGUFDIOPMPHZPGDFSPG
TCS Anant Krishnan and chief executive of Tata Steel Europe Karl
Koehler talk about the innovation initiatives in their companies.
April 2014
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57
SPECIAL REPORT
April 2014
58 Tata Review
SPECIAL REPORT
101
191
2006
2008
2010
2012
2014
12
17
2007
2008
85
87
2010
2012
2014
April 2014
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59
SPECIAL REPORT
April 2014
60 Tata Review
SPECIAL REPORT
INNOVATION YOGA
Innovation is like yoga; it may not appear to be
necessary for survival, but is useful for longtime sustainability. Many companies like
individuals do learn it, but arent able to spend
time practising it.
To make this happen, we constantly try
and engage senior management in innovation
programmes. About five years ago, we used to
spend more time talking about why innovation?
Everybody now knows why it is important.
Even companies in the commodity space are
participating and winning accolades in InnoVista.
Innovation now gets a fair amount of
timeshare and mindshare of the senior leadership
in Tata group companies. In a few companies, it is
discussed in boardrooms.
All group-wide innovation initiatives,
other than InnoVista, require an engaging top
management to ensure rigorous implementation.
They are like coaches who have to be more
disciplined than the teams. Companies that
have demonstrated rigour in giving importance
to innovating, implementing initiatives and
identifying the right resources are reaping
excellent benefits.
INNOVATION ENABLERS
Companies such as JLR and Titan Company
provide good examples of implementing best
practices in innovation. The latter, for instance,
has something called innovation bazaar, an ideas
market place, where employees showcase select
innovations, which triggers new innovations and
collaborations.
Titan also has a programme called
Interweave, an innovation enabler, which
triggers collaborative ideas across four business
units. The company also runs an Innovation
School of Management, where 20 to 25 people
from different units spend a few hours each
week, learning about innovation and finding
solutions to an innovation challenge. Experts and
consultants take classes on ideation, innovation
techniques and tools, mindset changes and
execution. The participants are also taken to
companies within and outside Bengaluru,
which helps trigger new thinking. It is a unique
April 2014
Tata Review
61
SPECIAL REPORT
People
Projects
Expanded scope
Categories
Jurors
2012
Companies
Consolidation
2014
5,000+ 1,700+
300+
70
SPECIAL REPORT
Innovation@TCS
Underscoring its strong
standing as a world-class IT
company, Tata Consultancy
Services has built a global
network of innovation labs.
$IJFGUFDIOPMPHZPGDFS
K Ananth Krishnan speaks to
Gayatri Kamath about TCSs
innovation programmes and
how they deliver value
What is the level of investment
that TCS puts into research and
innovation?
TCS has been investing in research for over
three decades now. Our flagship lab was founded
in 1981 as the Tata Research Development and
Design Centre in Pune. We built some of the
earliest toolsets for application development and
support and this helped us deliver large software
projects for prestigious customers globally.
The innovation process itself has gained
maturity with a clear framework that carries
an idea from exploration to a commercial
solution. And, we now have about 2,500 people
in innovation, asset creation, research and
development, across the organisation.
We are also investing in the computer
science ecosystem in the country with a
Research Scholar Programme. We have built a
April 2014
Tata Review
63
SPECIAL REPORT
SPECIAL REPORT
65
SPECIAL REPORT
Driving innovation
Karl Koehler, chief executive of Tata Steel Europe, explains
how the company uses innovation as a means to partner with
customers to help them address their challenges
April 2014
66 Tata Review
SPECIAL REPORT
67
IN CONVERSATION
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DSFEFOUJBMT(SBEVBUJOHXJUISTUSBOL
April 2014
68 Tata Review
IN CONVERSATION
69
IN CONVERSATION
IN CONVERSATION
71
COMMUNITY
Empowering migrants
Ignored by lawmakers, harassed by law-enforcers
and viewed with suspicion by law-abiding citizens,
migrant workers and their families live on the fringes
of society in urban areas. Aajeevika Bureau and
Prayas, supported by the Sir Dorabji Tata Trust
and Allied Trusts, are part of a group of NGOs that
provide support and an identity for migrants
April 2014
72 Tata Review
COMMUNITY
Justice delivered
April 2014
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73
COMMUNITY
COMMUNITY
Shalini Menon
April 2014
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75
COMMUNITY
A rich volunteering
tradition
About 25,000 employees from Tata companies
signed up to be part of Tata Engage, the groups
volunteering programme, on the occasion of the
175th birth anniversary of the Founder, Jamsetji Tata
April 2014
76 Tata Review
COMMITMENT TO
COMMUNITY
Employees of the Taj have always
worked for the benefit of the
community. Vasant Ayyappan,
director of corporate sustainability,
IHCL, says: At the Taj, our
commitment to the community
has been part of our DNA. Our
employees have been actively
volunteering for over 20 years. More
than 10,000 volunteers have spent
over 100,000 hours engaging in
various volunteer initiatives.
TCS has approximately 20,000
registered volunteers across the
globe, working under the guidance
of Maitree. These volunteers are
involved in activities in areas
spanning education, health,
environment, and the economic
empowerment of women and
COMMUNITY
77
COMMUNITY
From left: Tata Africa Holdings (Kenya) employees visit St Bernards Home in Langata; volunteers from Tata Sons and
NatSteel Xiamen donated books and set up a library at Kulong Elementary School in Fujian Province
Associates who are registered
as volunteers are given the right
orientation to match their skills as
per the initiatives. Specially designed
volunteer training programmes are
conducted to guide volunteers.
IHCL does not mandate a
minimum number of hours either.
Mr Ayyappan says: Employees
are encouraged to volunteer for a
minimum of five hours a month.
While we do not have dedicated
budgets for volunteering, we assist
hotel management teams in setting
up NGO partnerships. The corporate
team provides overall guidance to
programmes run at hotels. We are
also constantly available for any
support and assistance required.
AWARENESS PROGRAMMES
Tremendous efforts are made to
encourage employees to sign up as
volunteers. TCS conducts numerous
awareness programmes to encourage
associates to donate their time and
skills for various initiatives. Explains
Ms Screwvalla: We organise road
shows and visits by beneficiaries to
encourage volunteer participation.
Regular registration drives are
conducted besides an annual
volunteers campaign. We also share
various learnings from our volunteers
with our wider employee base.
Reward and recognition programmes
also help to encourage volunteers.
April 2014
78 Tata Review
PHOTOFEATURE
April 2014
Tata Review
79
PHOTOFEATURE
TAJ MAHAL PALACE, MUMBAI
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building, the Tata Suite at the
108-year-old Tata Mahal Palace
encapsulates history, legend and
romance.
Luxury is carved into every corner
teak panel doors, furniture
clad in sterling silver metal
plate, hand carved sandalwood
pieces. Spacious bedrooms, a
private study room with a sit-out
overlooking the Gateway of India
and the busy Mumbai harbour,
an in-suite spa by Jiva, a private
conference room...
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the 7,500 square feet Tata Suite
at Taj Palace, New Delhi. The
suite has an aura of splendid
well-being which encourages
guests to feel that the universe is
indeed in harmony.
The lavish interiors are a union
of rich Mughal ornament and
pattern with elegant, modern
silhouettes and details, creating
an exceptionally indulgent and
luxurious residential experience.
Exquisite Hadji Jalili carpets,
delicate Murano chandeliers
and masterpieces by MF Husain
create the perfect balance of east
and west for the global traveller.
April 2014
80 Tata Review
PHOTOFEATURE
The Presidential Villa is the crown jewel of the heritage property. Lavishly spread over
3,500 square feet, the suite has primarily Victorian and gothic architecture surrounded by
lush green tranquility. The villa comprises the Tata Suite on the ground level. The suite has
two bedrooms, a sitting area with a dining area attached, a pantry and a guest washroom.
It opens out into a courtyard with a private plunge pool and a massage pavilion. A wooden
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bedrooms. Rooms done up in rich silk artifacts, exclusive pieces of art by Paresh Hazra
and exquisitely designed bathrooms with toiletries from Bvlgari offer unparalleled luxury.
April 2014
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81
PHOTOFEATURE
April 2014
82 Tata Review
PHOTOFEATURE
TAJ BOSTON
April 2014
Tata Review
83
PHOTOFEATURE
The only one of its kind in Sri Lanka, the ultra luxurious Tata Suite located on the 7thRRULVDZRUNRIDUWDQGDWULEXWHWR
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space adorned with a Grand Piano, a graceful dining area, and an exquisite master bedroom where one can wake up
to a soothing view of the ocean. An ideal place to relax and work, the room provides outstandingly aesthetic artifacts, a
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April 2014
84 Tata Review
PERSPECTIVE
The economy:
A rough sea ahead
A new government coming to power in New Delhi has to
put in place a long-term economic strategy that focuses on
investment, absorption of new technology and innovations for
future GDP and employment growth, says Siddhartha Roy
April 2014
Tata Review
85
PERSPECTIVE
12
11.3
11
10.2
9.7
10 9.7
9.6
9
9.1
8.1
FOOD, BEVERAGES AND TOBACCO FUEL AND LIGHT GENERAL INDEX CORE
April 2014
86 Tata Review
Feb-14
Jan-14
Dec-13
Nov-13
Oct-13
Sep-13
Aug-13
Jul-13
Jun-13
May-13
Apr-13
Mar-13
Feb-13
Jan-13
7.6
Dec-12
PERSPECTIVE
April 2014
Tata Review
87
PERSPECTIVE
April 2014
88 Tata Review
PERSPECTIVE
89
PERSPECTIVE
Revisiting Pi
Innovators and intrapreneurs have an opportunity to re-imagine
technology and the computing industry, to participate in the
creation of wealth, and to change the world, says Nirav Shah
April 2014
90 Tata Review
PERSPECTIVE
PC-based
36%
Spend
Units
400M base
20%
10%
0%
64%
70%
60%
50%
40%
30%
>95%
<5%
Mobile
91
BOOK REVIEW
Once a Neanderthal,
always a Neanderthal
April 2014
92 Tata Review
BOOK REVIEW
April 2014
Tata Review
93
BOOK REVIEW
Circle of safety
An excerpt from Leaders Eat Last: Why
Some Teams Pull Together and Some Dont
The urgency to meet expectations, the
strain of capacity and other outside
pressures all contribute to the constant
threats that a business faces. At all times,
these forces work to hinder growth and
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We have no control over them, they are
never going to go away and that will never
change. Thats just the way it is.
There are dangerous forces inside
our organizations as well. Unlike the
forces outside, the ones inside are
variable and are well within our control.
Some of the dangers we face are real
and can have immediate impact, like
layoffs that may follow a bad quarter or
an underperforming year. Some of us
face the very real threat of losing our
livelihoods if we try something new and
lose the company some money. Politics
also present a constant threatthe fear
that others are trying to keep us down so
that they may advance their own careers.
Intimidation, humiliation, isolation,
feeling dumb, feeling useless and rejection
are all stresses we try to avoid inside the
organization. But the danger inside is
controllable and it should be the goal of
leadership to set a culture free of danger
from each other. And the way to do that is
by giving people a sense of belonging. By
offering them a strong culture based on a
clear set of human values and beliefs. By
giving them the power to make decisions.
By offering trust and empathy. By creating
a Circle of Safety.
By creating a Circle of Safety around
the people in the organization, leadership
reduces the threats people feel inside
the group, which frees them up to focus
more time and energy to protect the
organization from the constant dangers
April 2014
94 Tata Review