KPI No <Serial No.> BSC Ref.

Effective internal relationship with customer through

Customer 1.1
effective engagements on regular basis

Customer 1.2 RTF Bench Marking

Analyse and advise IB business of optimum model

mix to achieve contribution targets for SAARC region
Financial 2.1
& improvement of excess debit/credit of Fixed Cost
PTP charged by plant.

Reduction in fixed expenses by effective

participation and continuous monitoring on actual
Financial 2.2
spends & comparison with previous year & current
year plan

Tracking, Monitoring and analyzing the subsidiaries

Financial 2.3 performance. Monitoring PTTMI activities & reporting
of financials on quarterly & yearly basis.

Financial 2.4 Contribution margin analysis of SAARC Region

Improvement in CVBU-IB EBIT in Budget 19-20 &

Financial 3.1
Hyperian upload

Driving Automation initiatives along with the team

Process 3.2
with an intent to make MIS reporting system driven
Process 3.3 Reporting of the adequacy of the warranty claims

Process 3.4 Accurate cost centre reporting

Timely reporting & analysis of monthly MIS & other

Process 3.5
regular activities like Inventory , Receivables
 Key Performance Indicator (KPI) Measure Weightage Target

Monitoring SAARC region profitability & cost sheets

delivery within the stipulated time frame of 3 days of
receipt of dependent information. Timeline 25% 3 days
Review & analyze profitability in tender participation,
bulk deals & government orders. 1
Preparing price walk of major selling models in
SAARC region and identifying and suggesting areas Rs. Cr 5% 1 Cr
of improvement 2

Calculation of accurate COGS by removing the

% 5% 100%
impact of PTP credit standing on unsold stock

3
Close watch on actual controllable fixed expenses &
fixed marketing spends of controllable portion of
other expenses category of all regions, identifying
the anomalies/wrong entries passed (if any) & initiate Rs.Cr 10% 5 Cr
the rectification entry of the same. controllable
portion of other expenses categories and flagged
major deviations to avoid overspend 4

Monthly performance reporting of PTTMI, identify

reasons for variance by way of profit reconciliation.
Tracking and analyzing relating to cash flow, Timeline 5% Monthly
inventory valuation, receivables, payables and final
balance sheet
5

Preparation of contribution analysis for SAARC

% 15% Monthly
Region

Improvement in EBIT & Performed below activities

relating to Budget 2019-20 uploaded the same
efficiently in Hyperion system for CVIB:
MEIS & Incentive (Duty Drawback) working,
Pre sales and General Warranty Working,
Other Expenses Analysis,
Rs'Cr 5% 2
Transfer cost analysis ( Dharwad Plant)
Sea Freight
Body Cost
Freight from Plant to port
PDI Charges
Insurance Charges

Identification of process improvements in various

reports & effective execution with assistance of IT Timeline 5% H1
team to reduce turnaround time. 8
Reworking on Warrant calculations at each model
level in order to make accurate future provisions Timeline 10% Monthly
based on past trends & correct model mapping 9
Countrywise analysis of each cost center.
Rationalization of cost center to be used and
Timeline 5% H1
accounting in proper cost center. Blocking of
irrelevant cost center
Effective management reporting within time frame in
order to avail management for quick strategic Timeline 10% Monthly
decision 10

100%
 Tata Motors Ltd

INTEGRATED PERFORMANCE AND LEADERSHIP APPRAISAL

This Offline Version of the New PMS form has been created to assist users in completing the KPIs offline before entering into the online system, if they choose to do so

Employee Name:
BU/Function/Sub Function/Department: Completed for FY:
Employee Number:
Employee’s Title: Manager’s Name: Date of Goal Setting:

Goal/ KPI Setting

Unit Balance Scorecard:<Input the Name of the BSC Owner>

KPI No <Serial No.> BSC Ref. Key Performance Indicator (KPI) Measure Weightage Target

Analyse and advise IB business of

optimum model mix to achieve contribution
Financial 2.1 targets for African region & improvement Improvement in contribution. % 10% 100%
of excess debit/credit of Fixed Cost PTP
charged by plant.
- Tracking the transfer cost being charged
Identify areas for reduction of IB related
to IB from Domestic (including BSIII
Financial 2.2 costs and ensure implementation for % 10% 100%
stocks).
respective regions
- Hedging of foreign currency inflows
Contribution margin analysis of African Preparation of contribution analysis for
Financial 2.3 Timeline 5% 30-Sep
entities Vs. Distributors African entities

Facilitate and monitor development and

Improvement in CVBU-IB EBIT between implementation of annual business plan,
Financial 2.4 first and final version of financials critically review assumptions, evaluate Rs'Cr 10% 10
presented to Excom for Budget and MTR business opportunities and lead
discussions on improvements
BSIII Stock liquidation working &
Process 3.1 BSIII Stock liquidation working % 5% 100%
profitability working
Tagging of chassis production with country
Understanding existing reports &
name which will help to take the deration
suggesting efficient changes in the
Process 3.2 loss country specific, instead of common No. of reports 5% 1
process which ultimately will bring more
pool.
accuracy in reporting

Understanding the existing process for

Process 3.3 inland freight movement in system & More accuracy in reporting Timeline 5% Year end
sugesting changes for improvement.
Subsidiary Performance Monitoring of Monthly tracking & reporting of subsidiary
Process 3.4 % 10% 100%
PTTMI & TMSA performance of PTTMI & TMSA
Releasing the monthly MIS & other various
Timely reporting & analysis of monthly
Process 3.5 reportings to management within the Timeline 15% 100%
MIS.
stipulated time.
 Tata Motors Ltd

INTEGRATED PERFORMANCE AND LEADERSHIP APPRAISAL

This Offline Version of the New PMS form has been created to assist users in completing the KPIs offline before entering into the online

Employee Name:
BU/Function/Sub Function/Department:
Employee Number:
Employee’s Title: Manager’s Name:

Goal/ KPI Setting

Unit Balance Scorecard:<Input the Name of the BSC Owner>

KPI No <Serial No.> BSC Ref. Key Performance Indicator (KPI)

Monitoring SAARC region profitability &

Effective internal relationship with cost sheets delivery within the stipulated
customer through effective engagements time frame of 3 days of receipt of
Customer 1.1 on regular basis & Facilitate new market dependent information.
entry through review and analysis of all Review & analyze profitability in tender
business parameters participation, bulk deals & government
orders.
Facilitate new market entry in SAARC
Improvement in contribution in Business
Customer 1.2 Region through review and analysis of all
cases.
business parameters

Analyze and advise IB business of

Regular monitoring of plant transfer cost of
optimum model mix to achieve contribution
major products to ensure contribution
Financial 2.1 targets for SAARC region & improvement
improvement over original Budget 19 - 20 &
of excess debit/credit of Fixed Cost PTP
improvement in contribution
charged by plant.

Close watch on actual controllable fixed

Reduction in fixed expenses by effective
participation and continuous monitoring on
Financial 2.2
actual spends & comparison with previous
year & current year plan
expenses & fixed marketing spends of
controllable portion of other expenses
category of all regions, identifying the
anomalies/wrong entries passed (if any) &
initiate the rectification entry of the same.

Monthly performance reporting of PTTMI,

Tracking, Monitoring and analyzing the
subsidiaries performance. Monitoring
Financial 2.4
PTTMI activities & reporting of financials
on quarterly & yearly basis.
identify reasons for variance by way of
profit reconciliation. Tracking and analyzing
relating to cash flow, inventory valuation,
receivables, payables and final balance
sheet

Contribution margin analysis of SAARC Preparation of contribution analysis for

Financial 2.3
Region SAARC Region
 Performed below activities relating to
Budget 2019-20 uploaded the same
efficiently in Hyperion system for CVIB:
MEIS & Incentive (Duty Drawback) working,
Pre sales and General Warranty Working,
Other Expenses Analysis,
Financial 2.4 MIS & budgeting Activity
Transfer cost analysis ( Dharwad Plant)
Sea Freight
Body Cost
Freight from Plant to port
PDI Charges
Insurance Charges

Identification of process improvements in

Driving Automation initiatives along with
various reports & effective execution with
Process 3.2 the team with an intent to make MIS
assistance of IT team to reduce turnaround
reporting system driven
time.

Preparation of Warrant calculations at each

Reporting of the adequacy of the warranty
Process 3.3 model level in order to make accurate
claims
future provisions based on past trends

Timely reporting & analysis of monthly MIS Effective management reporting within time
Process 3.5 & other regular activities like Inventory , frame in order to avail management for
Receivables quick strategic decision
 630 cr

ADERSHIP APPRAISAL

KPIs offline before entering into the online system, if they choose to do so

Completed for FY:

Date of Goal Setting:

Measure Weightage Target

Timeline 25% 3 days

% 5% 100%
2

% 5% 100%

% 10% 100%

% 10% 10

% 15% Monthly

6
 5%

Support Calculation from SAARC

% 5% 1
8 Retail to FOB rationalisation

% 10% Year end

9 18-19-adhoc - Inefficency anyasis

% 10% 100%
10 CKD bench marking