The House of Tata

Epitome of Corporate
Governance and
Ethics
Group Members :
Jyoti Ghonge Roll No.12
Siddhesh Palvankar Roll No.32
Sandip Patil Roll No.34
Jyotsna Rao Roll No.37
Karishma Redekar Roll No.38
Supriya Salunke Roll No.59

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 INDEX
Sr. No Particulars Page No

1. Introduction 4
2. Business Ethics 7
3. Corporate Governance 10
4. Awards & Recognition 13
5. Information About Tata’s Group 15
Companies
6. TATA Economic backbone Of India 23
7. Conclusion 26

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 Introduction
Tata Group is an Indian multinational conglomerate holding company headquartered in
Mumbai, Maharashtra, India. Founded in 1868 by Jamsetji Tata, the company gained
international recognition after purchasing several global companies. One of India's largest
conglomerates, Tata Group is owned by Tata Sons.It is one of the biggest industrial groups in
the country, founded 153 years back in 1868. Each Tata company operates independently
under the guidance and supervision of its own board of directors and shareholders.
Significant Tata companies and subsidiaries include Tata Chemicals, Tata Communications,
Tata Consultancy Services, Tata Consumer Products, Tata Elxsi, Tata Motors, Tata Power,
Tata Steel, Voltas, Tata Cliq, Titan, Trent (Westside), Taj Hotels, Tata Projects , and Jaguar
Land Rover.

Tata Group history is also the history of Indian industry

History:
1868–1904
At the age of 29, Jamsetji Tata worked in his father's company. In 1870 with Rs.21,000
capital, he founded a trading company. Further he bought a bankrupt oil mill at Chinchpokli
and converted it into a cotton mill, under the name Alexandra Mill which he sold for a profit
after 2 years. In 1874, he set up another cotton mill at Nagpur named Empress Mill. He
dreamed of achieving 4 goals, setting up an iron and steel company, a unique hotel, a world-
class learning institution and a hydro-electric plant. During his lifetime, in 1903, the Taj
Mahal Hotel at Colaba waterfront was opened making it the first hotel with electricity in
India.
1904–1938
After Jamsetji's death, his older son Dorabji Tata became the Chairman in 1904. Sir Dorabji
established the Tata Iron and Steel company (TISCO), now known as Tata Steel in 1907.
Marking the group's global ambitions, Tata Limited opened its first overseas office in
London. Following the founder's goals, Western India's first hydro plant was brought to life,
giving birth to Tata Power. Yet another dream, Indian Institute of Science was established
with the first batch admitted in 1911.
1938–1991
JRD Tata was made Chairman of the Tata Group in 1938. Under his chairmanship, the assets
of the Tata Group grew from US$101 million to over US$5 billion. Starting with 14
enterprises, upon his departure half a century later in 1988, Tata Sons had grown to a
conglomerate of 95 enterprises. These enterprises consisted of ventures that the company had
either started or in which they held controlling interest. New sectors such as chemicals,
technology, cosmetics, marketing, engineering, and manufacturing, tea, and software services
earned them recognition.

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In 1952, JRD founded an airline, known as Tata Air Services (later renamed Tata Airlines).
In 1953, the Government of India passed the Air Corporations Act and purchased a majority
stake in the carrier from Tata Sons, though JRD Tata would continue as Chairman till 1977.

In 1945, Tata Motors was founded, first focused on locomotives. In 1954, it entered the
commercial vehicle market after forming a joint venture with Daimler-Benz. In 1968, Tata
Consultancy Services was founded.
From 1991 till present
In 1991, Ratan Tata was made Chairman of Tata Group. This was also the year of economic
liberalization in India, opening up the market to foreign competitors. During this time, Tata
Group began to acquire a number of companies, including Tetley (2000), Corus Group
(2007), and Jaguar and Land Rover (2008). In 2017, Natarajan Chandrasekaran was
appointed chairman.
Chairman
The Chairman of Tata Sons is usually the Chairman of the Tata Group.

 Jamsetji Tata (1868–1904)

 Sir Dorab Tata (1904–1932)
 NowrojiSaklatwala (1932–1938)
 JRD Tata (1938–1991)
 Ratan Tata (1991–2012)
 Cyrus Mistry (2012–2016)
 Ratan Tata(2016–2017)
 Natarajan Chandrasekaran (2017 till date)

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Business Vertical of Tata Group
 Information Technology
 Steel
 Automotive
 Consumer & Retails
 Infrastructure
 Financial Services
 Aerospace & Defence
 Tourism & Travel
 Telecom & Media
 Trading & Investments

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 Business Ethics
The Tata group India best known conglomerate in the private sector with a revenue of around
US $ 100 billion. Long known for its adherence to business ethics, it is India most respected
private sector group with 7 Lac employees and 41 Lac Shareholders, it is also India largest
employer in the private sector.

The Groups early years were inspired by the spirit of nationalism. The group pioneered
several in first Indian industries: India first private sector steel mill, first private sector power
utility, first luxury hotel chain and first international airlines, amongst others. The groups
pioneering spirit continued with Tata consultancy services, today Asia largest Software and
servicescompany, and Tata Motors, the first car maker in a developing country to design and
produce a car from the ground up.

The business operations of the group currently encompass seven business sectors –
Engineering, Materials, Energy, Chemicals, Consumer Products, Services, and
Communications and information systems, and the scale of the group operations and
increasingly turning global. Tata Tea is the first Indian MNC in the global tea industry and
India largest integrated tea company; Tata Chemicals is Asia largest manufacturer of soda
ash; Titan is one of the world top six manufacturer brands in
the watch segment and Tata Motors is amongst the top six commercial vehicle manufacturers
in the world.

The group is increasingly focusing on new technology areas: it has the largest footprints in
India new economy, and is the country largest private sector telecom service provider, and
group company VSNL is one of India leading international communication and internet
service providers.

The group has always believed in returning wealth to the society which it serves. Thus, nearly
two-thirds of the equity of Tata sons, the groups promoter company, is held by philanthropic
trust which have created a host of national institutions in natural sciences, medical care,
energy and arts, and which give substantial annual grants and endowments to deserving
individuals and institutions in the areas of education, healthcare and social upliftment.

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 Business Ethics - Principles
 National interest = Committed to benefit the economic development of the countries in
which it operates.

 Financial reporting and records = Prepare and maintain its accounts fairly and accurately
and in accordance with the accounting and financial of the country.

 Competition = Fully support the development and operation of competitive open markets.

 Equal opportunities employer = Provide equal opportunities to all its employees and all
qualified applicants for employment.

 Gifts and donations = Its employees shall neither receive nor offer or make, directly or
indirectly, any illegal payments, remuneration, gifts, donations or comparable benefits.

 Government agencies = A Tata company and its employees shall not, unless mandated
under applicable laws, offer or give any company funds or property as donation to any
government agency or its representative.

 Political non-alignment = Be committed to and support the constitution and governance

systems of the country in which it operates.

 Health, safety and environment = A Tata company shall strive to provide a safe, healthy,
clean and ergonomic working environment for its people.

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 Quality of products and services = Be committed to supply goods and services of world
class quality standards, backed by after-sales services consistent with the requirements of
its customers.

 Corporate citizenship = Committed to good corporate citizenship, not only in the

compliance of all relevant laws and regulations but also by actively assisting in the
improvement of quality of life of the people in the communities in which it operates.

 Cooperation of Tata companies = Cooperate with other Tata companies including

applicable joint ventures, by sharing knowledge and physical, human and management
resources.

 Public representation of the company and the group = Honour the information
requirements of the public and its stakeholders.

 Third party representation = Parties which have business dealings with the Tata group but
are not members of the group, such as consultants, agents, sales representatives,
distributors, channel partners, contractors and suppliers, shall not be authorised to
represent a Tata company without the written permission.

 Use of the Tata brand = The use of the Tata name and trademark shall be governed by
manuals, codes and agreements to be issued by Tata Sons.

 Group policies = A Tata company shall be committed to enhancing shareholder value and
complying with all regulations and laws that govern shareholder rights.

 Ethical conduct = Every employee of a Tata company shall preserve the human rights of
every individual and the community, and shall strive to honour commitments.
 Regulatory compliance = Employees of a Tata company, in their business conduct, shall
comply with all applicable laws and regulations, in letter and spirit.

 Concurrent employment = Consistent with applicable laws, an employee of a Tata

company shall not, without the requisite, officially written approval of the company,
accept employment or a position of responsibility with any other company.

 Conflict of interest = Employees act in the interest of the company, and ensure that any
business or personal association which he / she may have does not involve a conflict of
interest with the operations of the company.

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 Corporate Governance
Tata Group & His Core values

Tata has always been a values-driven organisation. These values continue to direct the growth
and business of Tata companies.

The five core Tata values underpinning the way we do business are:

Integrity

We will be fair, honest, transparent and ethical in our conduct; everything we do must stand
the test of public scrutiny.

Responsibility

We will integrate environmental and social principles in our businesses, ensuring that what
comes from the people goes back to the people many times over.

Excellence

We will be passionate about achieving the highest standards of quality, always promoting
meritocracy.

Pioneering

We will be bold and agile, courageously taking on challenges, using deep customer insight to
develop innovative solutions.

Unity

We will invest in our people and partners, enable continuous learning, and build caring and
collaborative relationships based on trust and mutual respect.

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 Corporate ethics
We, at Tata Steel, are driven by the Group’s core values enshrined in the Tata Code of
Conduct (TCoC).The TCoC is deployed across the organisation through a formalised
Management of Business Ethics (MBE) structure, which is built on the foundation of Tata
Core Values — Integrity, Excellence, Unity, Responsibility and Pioneering — and functions
on the basis of four pillars.

(1) Leadership engagement

(2) Communication & Training
(3) Compliance structure
(4) Measurement of effectiveness

This pillar focusses on setting up direction, governance structure and role modeling Chief
Executive Officer and Managing Director is the Principal Ethics Officer of Tata Steel
Limited. To ensure adherence to the TCoC, monitor concerns and report compliances, the
Principal Ethics Officer appoints the Chief Ethics Counsellor (CEC).Departmental Ethics
Coordinators (DECs) are appointed across the organization for supporting Management of
Business Ethics (MBE) deployment. To increase the involvement of frontline employees
(employees + contract employees), a team of ‘Ethics Champions’, who are frontline
employees, has also been developed and trained.

Corporate sustainability
Tata Steel is committed to incorporating sustainability into all facets of its business, from
governance to strategy formulation to execution. The performance related to various
sustainability aspects is reviewed at the corporate as well as the Board level.The scope and
membership of Board-level committees has been detailed in the Corporate Governance
Report. At the corporate level, various committees review the sustainability and governance
initiatives. These include the Apex Safety Committee, Apex Environment Committee, Apex
HRD Committee, Apex CSR Committee, Apex R&D Committee and Quality and Production
Meeting and Centre of Excellence for GHG emission reduction and mitigation. These
Committees are chaired by the Chief Executive Officer and Managing Director or the
Executive Director and Chief Financial Officer or Vice President Safety, Health &
Sustainability.

The climate change-related risk assessment in accordance with the Task Force on Climate-
related Financial Disclosures has been initiated and mitigation strategies will be incorporated
subsequently.Our senior leaders actively engage with various industry bodies such as the
World Steel Association, the Confederation of Indian Industry (CII), the Global Reporting
Initiative, the International Integrated Reporting Council and the Task Force on

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Climaterelated Financial Disclosures, guiding the Company further on implementing
sustainability practices. Various external assessments such as the Dow Jones Sustainability
Index and those conducted by the CII drive improvements in our efforts of embedding
sustainability.

Tata Steel has entered into a partnership with the Cambridge Institute for Sustainability
Leadership for capability development through an immersion programmed for Board
Members, Senior Management and Union Leadership.

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 Awards & Recognition
2013

 Tata Power's Haldia plant awarded 3rd prize for 'Excellence in Suggestion Scheme' at
INSSAN (Indian National Suggestion Scheme Association), and also received awards for
Best Suggestions, Best evaluator and Slogan.

2014

 Mundra's entry to Innovista, 2014, "Building Mundra UMPP in Benchmark Cost & Time" has
won at Regional Finals at Mumbai on 14th March 2014. This award recognizes Team
Mundra's efforts in creating a Monument of Technological Marvel and Excellence.

2015

 Tata Power was conferred with "Outstanding Performance in the Power Sector" award at the
Central Board of Irrigation and Power (CBIP) Awards 2015.
 The Tata Power Company Ltd is named as "2015 - world's most ethical company" by the
Ethisphere Institute for second year in succession.

2016
 Tata Power honoured with SAP ACE Award 2016.
 Tata Power named as the World's Most Ethical Company in 2016 by the Ethisphere Institute, for
third year in succession.
 Central Electricity Authority (CEA) Silver Shield in the category of Performance of Distribution
Companies for Tata Power distribution.
 Central Electricity Authority (CEA) Consolation award in the category of Performance of
Thermal Power Stations for Trombay Thermal Power Station.
 Tata Power has bagged 17 prizes (11 first and 6 second) at the 21st Fruit, vegetable and flower
show organised by the Municipal Corporation of Greater Mumbai (MCGM) and the Tree
Authority, in Byculla. 12 Feb.2016.
 Tata Power is awarded the prestigious Porter Prize for Excellence in Corporate Integration &
Governance.

2017

 Tata Power has won the certificate of Achievement for being the finalist in "Best Use of
Public Affairs" category at Fulcrum Awards 2017
 Internal Audit team wins National Innovation Award
 Tata Power Haldia Division receives "PRASHANSA PATRA" from National Safety Council
 Club Enerji&Greenolution presented at TEDx IIM Ahmedabad
 Tata Power awarded for excellence in cost management at the 14th National Awards for
Excellence in Cost Management 2016
 Tata Power Solar has been ranked the number one EPC rooftop solar player in the recently
published India Solar Rooftop report 2017, by Bridge to India, a leading clean tech consulting
and knowledge services provider.

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2018

 Tata Power Crowned as Winners at Lonavala Municipal Council (LMC) Flower Show in
Lonavala, Maharashtra.
 Tata Power received Tata affirmative action jury award for 2017-18.
 Tata Power Solar has been accredited with "Smart Importer Solar" held at Smart Logistic
Awards 2018.
 Tata Power bags "GOLD" & "Best Project From India" at the International Convention
on Quality Control Circles (ICQCC) 2018 Award.
 Tata Power bags two awards at the '7th ACEF Asian Leadership Awards'.
 Tata Power wins its First Best CSR Community Initiative Award.
 Tata Power Adjudged 'Best Risk Management Framework Award - Power'.

2019

 Trombay Thermal Power Station has been Awarded 1st Prize - Safety Award from National
Safety Council- Maharashtra Chapter, for achieving Longest Accident Free Period for the
year 2018.
 Tata Power bagged multiple awards at the ACEF Asian Leaders Forum and Awards
ceremony held on 28th September 2019. The awards were won for CSR, Branding and
Marketing activities and took home three gold, two silver and one bronze category awards for
several of our campaigns such as #ThisIsTATAPower, Tata Power Club Enerji, Switch Off
To Switch On and more.
 Civil & Estate Division of Tata Power grabbed GOLD Award at International Convention for
Quality Concepts 2019- Tokyo, Japan.
 TATA Power-DDL has been recognised amongst India's Top 75 Workplaces for Women
2019.
 Tata Power honoured with The CSR Journal Excellence Award for Education & Skill
Training.
 CII recognizes Tata Power at its 7th National Excellence Practice Competition 2019
 Tata Power bags platinum award for Occupational Health & Safety by Indian Chamber of
Commerce.

2020

 Tata Power Ranks as One of India's Most Respected Companies by Business World.
 Coastal Gujarat Private Limited awarded Environment Excellence Award by Indian Chamber of
Commerce.
 Tata Power honored with two awards -'Best Risk Management Framework & Systems Award -
Power & Risk Governance Award' at 6th Edition of India Risk Management Awards.
 Tata Power announced as a Finalist in the prestigious Global Edison Awards under "Social
Innovation (Social Energy Solutions)" category for its 'Club Enerji - #SwitchOff2SwitchOn'
campaign.

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 Information About Tata’s Group
Companies

Tata Consultancy Services (TCS) is an IT services, consulting and business solutions

organisation that delivers real results to global businesses, ensuring a level of certainty no
other firm can match. TCS offers a consulting-led, integrated portfolio of IT, BPO,
infrastructure, engineering and assurance services. This is delivered through its unique Global
Network Delivery ModelTM, recognised as the benchmark of excellence in software
development.
A part of the Tata group, India's largest industrial conglomerate, TCS has over 394,998 of the
world's best-trained consultants in 46 countries. The company is India's first listed IT
company to reach the US$ 100 billion market capitalisation mark.

 India’s largest IT outsourcing company

 Global leader in IT services, digital, and business solutions

 Consolidated total income of Rs 150,774 crore (US$ 21.57 billion) in FY19 and reached Rs
80,185 crore (US$ 11.47 billion) in first half of FY20

 Fastest growing IT services brand in 2018

Tata Consultancy Services (TCS) – Experience &

Achievements
2020 TCS won US$ 1.5 billion deal across a ten-year period from US pharma
retailer Walgreens Boots Alliance (WBA)

2019 Introduced its Artificial Intelligence (AI)-driven Command Centre in Chennai

TCS collaborated with Qualcomm to launch new innovation hub to develop
next-gen AI solutions with 5G
At annual conclave of Automotive Skill Development Council (ASDC) 2019,
TCS iON launched the skill hub “digital platform providing standardizing,
industry-relevant and digital content”

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2019 General Motors (GM) and Tata Consultancy Service (TCS) joins hand for
future vehicle engineering across global markets.

2019 Launched new Robotic Process Automation (RPA) solutions

2018 Ranked among the top three most valuable brands in the global IT services
sector
Became the first Indian IT company to cross US$ 100 billion in market
capitalization

2017 Unveiled the Business 4.0 thought leadership framework to help customers
leverage digital technologies

2015 Cloud Platforms (iON assessments, financial inclusion, HR, financial

accounting, TAP™, procurement, and analytics) crossed the US$ 100 million
revenue mark.

2012 Surpassed US$ 10 billion in revenue

2004 Debuted at the National Stock Exchange (NSE) and Bombay Stock Exchange
with an initial public offering (IPO)

2003 Surpassed US$ 1 billion in annual revenues

2002 Began operations in China with an office in Shanghai

2000 Unveiled a new US$ 2 million global e-business development facility at

Mumbai

1996 Set the record for the fastest implementation of a depository system anywhere
in the word

1989 Signed a US$ 10 million deal with the Swiss Securities Clearing Corporation
(SEGA)

1988 Forayed into the packaged software market in India with the Masterkey suite

1984 Launched the Falcon (Fast Access Local Computer Network) creating the first

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 fault-tolerant, multi-user, multitasking Windows-type capability

1979 Set up of first sales office in New York

1976 Crossed US$ 1 million mark in export revenues, winning the top exporter
award from the Engineering Export Promotion Council in 1976-77

1971 Won its first overseas assignment from a middle-eastern power generation and
distribution company

1968 Launched as a division of Tata Sons

The COVID-19 Crisis: Implications for the Financial Services

Industry
Assessing COVID-19 impact on banking and financial services:

The COVID-19 pandemic could be one of the most serious challenges faced by the financial
services industry in nearly a century. The COVID-19 impact on banking will be severe – fall
in demand, lower incomes, production shutdowns - and will adversely affect the business of
banks. The situation is exacerbated by staff shortages, inadequate digital maturity, and
pressure on the existing infrastructure as firms scramble to deal with the impact of COVID-
19 on financial services.

To address the COVID-19 impact on banking, financial institutions must craft a strategic
response across the immediate-, short- and medium-term by adopting the appropriate digital
technology enablers and innovations underpinned by agile delivery models. Some of the
digital technology enablers include:

 Analytics and insights solutions to identify and prepare for new risks
 Business process reengineering and automation to ensure availability of digital banking
services
 Artificial intelligence backed tools and conversational platforms to deal with surge in call
volumes
 Video banking facilities

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Tata Steel, formerly known as TISCO (Tata Iron and Steel Company Limited), is the
world's 5th largest and India's largest steel company with an annual crude steel capacity of 33
million tonnes. It is a Fortune Global 500 company with a rank of 315. It is based in Mumbai,
India. It is part of Tata Group of companies. Tata Steel is also India's second-largest and
second-most profitable company in private sector with consolidated revenues of Rs 1,57,669
crore and net profit of over Rs 17,763 crore during the year ended March 31,2019.
Its main plant is located in Jamshedpur, Jharkhand, though with its recent acquisitions, the
company has become a multinational with operations in various countries. The Jamshedpur
plant contains the DCS supplied by Honeywell. The registered office of Tata Steel is in
Mumbai. In the year 2000, the company was recognised as the world's lowest-cost producer
of steel. The company was also recognized as the world's best steel producer by World Steel
Dynamics in 2005. The company is listed on BSE and NSE; and employs about 82,700
people.

TATA STEEL –Main Acquisitions and Achievements

Main Acquisitions

 Corus for $12.04 billion in 2007

 GMAC (Thailand) in June 2009 for $ 1.75 billion
 Nat steel of Singapore in 2004 for $ 487 million

Achievements

 Golden peacock award for CSR

 Et award in Jan. 2009 for who makes billion dollar decision per hour
 Listed in London stock exchange with USD 500 million through GDR in July 2009
 UKTI India business award 2009 (U.K. trade and India business investment award)
 Safety excellent award in Beijing in Oct 2009 (with Corus)
 Produced more than five million crude steel in year 2007-08
 ISO 14001 certified.

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TATA STEEL TODAY
As a result of innovations and technological up gradation, Tata Steel, has become a well-run
ultra modern plant - one of the best in the world. Fundamental changes in some metallurgical
parameters have brought about this remarkable transformation. Necessity became the mother
of invention and numerous innovations invoked improvement.

 Reducing alumina level in sinter from 4.4 to 2.5 %.

 Improving in coke quality
 Making changes in the fluxes used in sinter making essentially to decrease the alkali
input.
 Adopting the optimum LD vessel configuration and blowing conditions to accommodate
the high slag volume required to deal with high silicon and phosphorus in Indian hot
metal.
 Increasing the yield during LD steelmaking
 Introducing continuous casting (CC) instead of ingot casting to increase the net yield.

All these factors have made Tata Steel internationally cost competitive. In terms of hot metal
costs, Tata Steel is amongst the lowest in the world and has a clear advantage over other
major integrated producers. The cost of conversion from hot metal to a finished product such
as hot rolled coils where Tata Steel has not been very competitive so far would be taken care
of in the near future as investments already made to achieve the results foreseen. High ash in
coke, poor room temperature and high temperature strengths of coke, high alumina in the iron
oxide feed, high silicon in hot metal, low yields during steelmaking, low yield of finished
products, high energy consumption, high manpower, etc. have been the weaknesses not only
of Tata Steel but of the Indian Steel industry as a whole.

Appropriate steps taken by the Company have already resulted in better yield lower energy
consumption, lower silicon in hot metal, lower silicon in hot metal, lower lime consumption
in steelmaking, higher vessel life, etc., all of which augur well for the Steel Company in
future.

Covid-19 pandemic affecting business in India, Europe

COVID-19 pandemic has impacted its business in India and Europe. Tata Steel will be reducing
operations at some of its sites.The company its mining operations are running normally but the
integrated steel facilities in Jamshedpur, Kalinganagar Angul (Tata Steel BSL) and Gamahria (Tata
Steel Long Products) have started reducing production levels and operations in the downstream
facilities have been suspended and put on care and maintenance mode. In view of the restrictions on
the despatch of finished goods and poor market conditions due to the shutdown of customer
operations in automotive, construction and other segments, shipments to customers have also been
curtailed.
In Europe, Tata Steel Europe is cooperating with national guidelines of the relevant countries and has
updated measures to reduce risk to employees across all sites. The company is committed to
continuing to supply steel products vital for society, including or food packaging, where demand has
increased for canned food.

Overall European steel demand has sharply reduced compared to the normal conditions and many of
our customers have paused production, including European car manufacturers. Tata Steel Europe has

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therefore reduced production at some of the European mills to match this lower demand. Tata Steel
Europe is currently operating all four blast furnaces at a reduced level across the two steelmaking
hubs -- in Ijmuiden in the Netherlands, and Port Talbot, Wales and despatches to customers are
currently continuing at the revised levels.

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The Titan Company Limited (Titan) Journey began with small but confident steps in 1984 as
a joint venture between the TATA Group and Tamil Nadu Industrial Development
Corporation (TIDCO). Started with an objective to create a Titan watch for everyone has now
grown to be the fifth largest integrated watch manufacturer in the world which was only the
beginning of a success story.

Overview
Titan Company Limited (Titan), a joint venture between the Tata Group and the Tamil Nadu
Industrial Development Corporation (TIDCO), commenced its operations in 1984 under the
name Titan Watches Limited. Titan is the fifth largest integrated own brand watch
manufacturer in the world. Over the last three decades, Titan has expanded into
underpenetrated markets and created lifestyle brands across different product categories.
Titan is widely known for transforming the watch and jewellery industry in India and for
shaping India's retail market by pioneering experiential retail.

Philosophy
The name Titan today evokes superior craftsmanship, innovative technology and trustworthy
product quality.

Vision
We create elevating experiences for the people we touch and significantly impact the world
we work in.

Mission
We will do this through a pioneering spirit and a caring, value-driven culture that fosters
innovation, drives performance and ensures the highest global standards in everything we do.

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Values
Customer first: Customers take precedence over all else, always.
People make the brand: Titanians are at the heart of our success and that is why their
dreams and aspirations are at the forefront of our brand policy.
Culture and teamwork: High performance is a way of life.
Creativity and innovation: Driven by innovation and creativity, we focus on smarter
approaches and newer technologies.
Passion for excellence: In all our pursuits, we ceaselessly strive for excellence.
Corporate citizenship: We ensure that a part of our resources is invested in environment and
community betterment.

Promise
Pioneering innovation, international design ethos, customer-oriented values and top-notch
service have always formed the cornerstones for brand Titan.
International styling
Titan strives to promote styles that are at par with the international standards. We bring
together high-quality materials and innovative technologies to give you products that are
unique and exceptional.
Unparalleled post sale services
A testimony to this notion stands in the fact that Nebula watches come with a lifetime
warranty while Titan Eyeplus offers free insurance for prescriptions spectacles. This only
speaks volumes about the commitment towards the customers to provide the best services and
experience.
Mark of quality
Passion for the highest standards in jewellery making and design provided an impetus for
Tanishq, one of India’s most trusted brands, to introduce innovations like Karatmeter which
helps consumers check the purity of gold and discern the quality of the jewellery.

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 TATA Economic backbone Of India
Just as invisible, but important, is the Tata group’s impact on India’s economic backbone.

It begins with your wallet: The ₹2,000 note is printed at a factory designed by us (fun fact:
nearly all the 1, 2, 5 and 10 penny coins in circulation in the United Kingdom also have the
Tata touch; they are made of Tata steel).

And ranges up to the country’s coffers, which we support by providing the system for e-filing
of key taxes. In addition, Tata companies together create wealth for the nation by contributing
₹47,196 crore (2.24 percent of the total collection in 2017) in taxes to the government of
India’s finances (₹21,08,118 crore).

Tata have been instrumental in running the economic backbone of the country, covering the
stock exchange, the regulators, the depositaries, manufacturing, retail, utilities — that is what
our expanse is,” says Ujjwal Mathur, vice president and head of India business, TCS. “Our
internal assessment is that we touch the lives of one in every two citizens of the country.”

Tata’s technology powers the digital network of more than 100 banks, including the country’s
largest. At the SBI alone we provide core banking solutions to 750 million + accounts, which
is more than double the population of the United States.

“We have been instrumental in riding with both the stock exchanges through their journey of
growth. We work with the RBI on quite a few of their platforms, including the RTGS
platform. We have been part of the SEBI’s surveillance system. We also work with the
National Payment Corporation of India.”

And, he adds, “Little known to the world, we also cover the expanse of whatever is available
in the telecommunications industry in India.”

In fact, it’s not just India. The Tata group also connects the world’s economy.

“What people can’t see is that Tata sparks an infinite universe of connections for people
across the globe,” says Vinod Kumar, chief executive officer (CEO) and managing director
(MD), Tata Communications. “We operate the largest wholly owned and most advanced sub-

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sea fibre network, which carries nearly 30 percent of the world’s internet routes, connecting
200 countries and territories. Four out of five mobile subscribers across the world are also
connected through it.”
Tata companies together create wealth for the nation by contributing ₹47,196 crore (2.24
percent of the total collection in 2017) in taxes to the government of India's finances
(₹21,08,118 crore).

India’s Top 10 Tax paid as per the latest Profit & Loss Account available from
moneycontroll.com.

Contribution of TATA Motors to Indian Economy. The automobile industry is one of the key
drivers that boost the economic growth of the country. Since the de-licensing of the sector in
1991 and the subsequent opening up of 100 percent FDI through automatic route, Indian
automobile sector has come a long way.

Take it like this “who is bringing dollars into indian economy”?

75% of Tata group's income comes from Tcs and 100% of tcs's income comes from foreign
countries.

Analyse the export scenario, interestingly you will find that IT services are a huge part of it.

Annually Tcs brings around 1.3 lakh crore rupees dollar equivalent. Which it spend in India
in form of tax, salaries (which goes to Indians) and in CSR.

Unlike Reliance Tata group hardly involve in any kind of business where it earn any profit
from govt. money.

They have given india many institutions eg.Iiscbangalore, tifr, tata memo., Air India etc.

You can see many allegations in media about govt. helping Ambani and Adani but not even
opposition dare to allege TATAs in any scenarios.

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Rest you can read some interesting story of Ratan Tata buying some famous brands like
jaguar, tately and others, as such these developments don't contribute much but we can still
feel proud.

Tata Group Empowerment to India

 Set up by Tata Chemicals Society for Rural Development (TCSRD), Okhai is
determined to be a brand that symbolises empowerment of rural and semi-urban
women while promoting traditional handicraft techniques. Self-help groups (SHGs)
have been formed in the villages of Okhamandal with the goal to empower 5,000 rural
artisans over the next five years.

 Samvaad is a four-day conclave that celebrates the tribal community. The event
commemorates the birth anniversary of iconic tribal leader Birsa Munda, as well as
the Foundation Day of the State of Jharkhand. It is part of Tata Steel's continuing
efforts to revive, preserve and promote tribal culture.

 Through their ‘LakhpatiKisan - Smart Villages’ initiative, the Tata Trusts work in 17
remote blocks in Jharkhand, Odisha, Maharashtra and Gujarat over a five-year
programme. The aim is to bring 101,000 families out of poverty by the year 2020 by
raising their income levels to over Rs. 1.2 lakh annually.

 Tata Trusts helped build a data-based micro-development plan for 290 villages. With
it, government officials could identify which households had no grid connectivity,
ration cards, LPG connections, toilets or access to processed tap water, and which
ones were eligible for skills-training or subsidised insurance programmes.

 Skill building is a key focus area for national development. The Tata STRIVE mission
is to build capacity to train youth for employment, entrepreneurship and community
enterprise. It reaches out to communities, develops skills of people from financially
challenged backgrounds and acclimatises them with the changing work environment.

TATA Group Revenue/Employee Straight & Market Capitalization

Aerospace & DefenceArea

The Tata group has supported the creation of a made in India backbone for the Indian armed
forces for decades and is emerging as the largest player in India’s private sector defence
industry.

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 Conclusion
Since the opening of the Indian economy in 1991, Tata has been subject to global competition,
making it imperative for the group to become competitive in India against the new entrants. To gain
scale, reduce their exposure to the cyclicality of India’s economy, survive, and achieve a sustainable
competitive position in industries that are globalizing, most Tata companies then looked overseas.
Tata’s recent experience is an excellent case for analysing ‘accelerated internationalization’
(Matthews 2002). As it pertains to a challenger conglomerate from formerly peripheral areas that goes
international in order to access resources, the Tata group has been driven by multiple factors,
including the need to access new markets (e.g., in BPO services), the opportunity to integrate the
value chain (e.g., in steel), and the quest for brand control (e.g., in tea). This strategy proved feasible
because Tata possesses strong leadership combined with vision; can exploit the possibility of
leveraging increasingly developed financial markets in India, a large domestic market, and global
liquidity; and reacted fast to the opening of specific opportunities at given times.

The process of growth, especially when it takes form through international acquisitions, has
considerable consequences on the nature of corporations, their internal characteristics, and their
relationship with stakeholders. Changes take time to unravel and loops may originate whereby target
companies pass their DNA to the acquirer and modify the latter’s basic features. Such
transformational dynamics is likely to be more complex in the case of emerging economies’
multinationals. On the one hand, these companies may use acquisitions in order to access resources
they do not have, rather than to deploy un-imitable ones in the way that is predicted by the standard
models of traditional multinationals. On the other hand, for this very reason emerging economies’
multinationals are likely to conclude their deals in more developed economies, where firms are not
very amenable to adopt management methods and values developed in poorer countries. Operating
across borders and time zones and integrating diverse management teams and corporate governance
practices do not seem to have modified the Tata imprinting. Of particular interest is the fact that Tata
has not blindly embraced ready-made recipes to face the challenges of multinational management,
preferring instead organizational solutions aimed at fostering mutual recognition and knowledge
exchange within the multinational conglomerate. A praise for this way of managing the group came
from Standard & Poor’s, which in December 2006 expressed the view that the “policy to support its
companies and the improved financial profile of its entities also enhances the overall financial
flexibility of Tata Motors.” In the case of VSNL, a strategic link with TCS has given the advantage of
offering customers a single partner option that can deliver a combined IT and telecom solution.
Another Tata advantage is the fact of being run by a very successful minority, the Parses, without
stirring anger amid the majority of the population (as is tragically common in other countries, see
Chua 2002). This gentle approach may distinguish Tata from counterparts that produce much noise in
their expansion.

The process of internationalization of large corporations from non-Western countries – be they in

some kind of East like China, India, or Russia, or in some kind of South like Latin America, South
Africa, or Turkey – is more than a passing fashion. Future research will inevitably focus on detailed
case studies of key firms, to analyse a broad variety of issues, from management practices and
industrial relations, to the organization of R&D function and innovation. Mimicking the trajectory of
the history of industrial nations’ business, the issue of hybridization – i.e. the process whereby
corporate models, far from converging on a single model, take multiple and diverging roads to
innovate and become increasingly open to the global economy – will figure prominently in the
research agenda. This paper has offered a first modest contribution in this direction, especially in
analysing the time and geographic dimensions of diversification

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