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tata success story

further readings recommended by mukut…/TataTeleservices.pdf
Nobody disputes that, during his lifetime, JRD Tata was the most respected — and probably the most admired — businessman in India . On Thursday, as I watched the TV coverage of Ratan Tata unveiling the Tata Nano in New Delhi , I was struck by a sudden thought: Ratan has finally inherited JRD’s title. He is clearly the most respected and admired businessman in India today.
And then, I thought back to that phase, 10 years ago, when the Tatas struggled to reinvent themselves in the post-JRD era. I thought of how Ratan was perceived then: awkward, untalented, unworthy of the job, out of his depth and full of vindictive anger against many of the satraps of the JRD regime. It was a time of change. New groups were springing up out of nowhere. The certainties of the old protectionist economy and the license-permit- quota raj had collapsed. Reliance had made the transition from being seen as a parvenu to being regarded as an industrial behemoth. The Infosys legend, personified by Narayan Murthy’s personal simplicity and marked by the world-class skills of his high-tech partners, had just begun.
At Tata headquarters, however, the crises mounted: record losses at Tata Motors, the much-derided plan to launch the Indica, criminal charges over Tata Tea’s alleged links with Assam militants, allegations of foolishness in the sale of Tata Oil Mills’ assets, a plan to launch a domestic airline with Singapore Airlines that was comprehensively scuttled and more. And many of us wondered if we were watching India ‘s greatest industrial group diminish before our very eyes.

JRD Tata
09.14.07 (2:15 am)   [edit]

J. R. D. Tata
From Wikipedia (Sep 10, 2007)
Born : July 29, 1904(1904-07-29)
Place : Paris, France
Died : November 29, 1993 (aged 89)
Place : Geneva, Switzerland
Occupation : Industrialist
Spouse : Thelma Vicaji
Jehangir Ratanji Dadabhoy Tata (July 29, 1904–November 29, 1993) was a pioneer aviator and important businessman of India. He was one of the few people who were awarded Bharat Ratna during their life time. He was a member of the Parsi-Zoroastrian community of India.
Early life –
Born in Paris on July 29, 1904, Jehangir Ratanji Dadabhoy Tata was the second child of Ratanji Dadabhoy Tata and his French wife Suzanne Briere . Established in 1859, the Tata Group was already India’s biggest business conglomerate when Tata became its fourth chairman in 1938. He was then just 34 years old.
Under his leadership, the Tata assets climbed from Rs 62 crore (Rs 620 million) in 1939 to over Rs 10,000 crore (Rs 100 billion) in 1990.
In 1939 the group included fourteen companies with sales of Rs 280 crore (Rs 2.80 billion); in 1993, the year of his death, sales were Rs 15,000 crore (Rs 150 billion) contributed by over fifty large manufacturing companies, besides innumerable holding, investment, subsidiaries and associate concerns, making it India’s biggest business group.
Diversification of Tata Group –
During the last half of the twentieth century Tata entered several new businesses, many of them unconventional, and produced a vast range of products — from airlines to hotels, trucks to locomotives, soda ash and other heavy chemicals to pharmaceuticals and financial services, tea and air conditioning to lipsticks and cologne.
The group seemed to make everything and do everything. One of Tata’s earliest achievements was to cajole ten rival cement companies to merge and form the Associated Cement Companies, run by the Tatas.
JRD strengthened existing businesses such as steel, power and hotels. At the same time, the group lost interest in some of its older core businesses.
As an industrialist, JRD Tata is credited with placing the Tata Group on the international map. As an aviator and pioneer flier, he brought commercial aviation to India.
As a patron of the arts, he was revered by India’s artists, sculptors and performing artists; under JRD’s tutelage, the Tatas became the biggest buyers, promoters and supporters of the art world in India.
And as a philanthropist, he was respected for keeping alive and building up the tremendously active Tata charitable trusts.
Against all Odds –
His achievements have to be seen through the lens of India’s economic and political history. Under British colonial rule until 1947, India was strait-jacketed by a foreign exchange crunch for almost forty years after independence, which gravely limited industrial entrepreneurship.
From 1964 to 1991 severe government controls on big business further curbed the growth of the Tata Group. Analysing his own performance, JRD Tata insisted that his only real contribution to the group of companies was Air-India. For the rest, he generously gave credit to his executives.
Any chronicle of the Tata Group’s growth therefore has to take the contribution of these larger than life men into account.
JRD’s story is, in many ways, as much theirs as his own. Yet, it would be a mistake to under-assess JRD’s role. As one of the senior Tata executives, Darbari Seth, once said, ‘Mr Tata was able to harness a team of individualistic executives, capitalizing upon their strengths, downplaying their differences and deficiencies; all by the sheer weight of his leadership.’

A Leader and Motivator –
Leadership, according to JRD meant motivating others.
‘As chairman, my main responsibility is to inspire respect.’ Sometimes referred to as the ‘chairmen’s chairman,’ JRD adopted a management by consensus style: ‘When a number of persons are involved I am definitely a consensus man,’ he once said, adding: ‘but that does not mean that I do not disagree or that I do not express my views. Basically it is a question of having to deal with individual men heading different enterprises. You have to adapt yourself to their ways and deal accordingly and draw out the best in each man. If I have any merit it is getting on with individuals according to their ways and characteristics. In fifty years I have dealt with a hundred top directors and I have got on with all of them. At times it involves suppressing yourself. It is painful but necessary. To be a leader you have got to lead human beings with affection.’
Be that as it may, Tata spotted talent easily. And once he was confident that a manager would perform, he gave him a long rope. If they wanted to be on their own, like Sumant Moolgaokar, he left them to it. If they occasionally wanted a shoulder to cry on, like Darbari Seth, JRD was there.
The supportive climate he built developed entrepreneurs such as Sir Homi Mody, Sir Ardeshir Dalal, Sir Jehangir Ghandy, Russi Mody, Sumant Moolgaokar and Darbari Seth, and others who created billions in wealth for the group and the country.
It was an environment where scientists of international repute such as Homi Bhabha, leading lawyers such as J D Choksi and Nani Palkhivala, and economists such as John Matthai, A D Shroff, D R Pendse and Freddie Mehta could flourish.
This attitude contrasted sharply with the prevailing management styles of other Indian business leaders. Large Indian companies tend to fall into three categories: public sector ones run by the government, multinational affiliates, and those promoted by family dynasties. While the Tata Group firmly remained a family concern — to date, four out of its five chairman have been Tatas — JRD’s professionalism stood out from the crowd.
Moreover, in most of the family firms, the top management tended to belong to the same community as the promoter family. With the Tatas, it was different: only merit counted.
Tata’s role model in management was the British civil service. How was it, he wondered ‘that a young Briton straight from college, could come to a foreign country and administer various departments with such distinction?’
The Tata Group faced a constant shortage of managers, and JRD carried out many experiments to expand and improve the pool of talent. His first attempt — the formation of the Superior Staff Recruiting Committee — failed when none of the recruits stayed with the corporation.
Eventually he formed the Tata Administrative Service and the Tata Management Training Centre at Pune. This commitment to professionalism served the group well. In 1971, for example, when the coal industry was nationalised, Mohan Kumaramangalam, the then industry minister, left Tata Steel’s coal mines untouched on the ground that these efficiently run mines would provide a model for the nationalised mines.
Professionalism –
JRD’s respect for his managers bound the group. ‘I am a firm believer that the disintegration of the Tata Group is impossible,’ he once declared.
Most business groups have disintegrated or drifted apart because of family ownership and management, with rival family members wanting to go their own way. In contrast, the Tata Group companies are run by professionals who firmly believe in the trusteeship concept laid down by J N Tata as also by Mahatma Gandhi.
A university dropout, JRD was something of a self-taught technocrat, and died long before the phrase ‘war for talent’ was coined. Yet, almost every senior Tata director from the 1930s onwards held a degree from a foreign university. Tata willingly financed bright young boys who wanted to go abroad for further education.
He was also a vital bridge between the scientific establishment and the government through his founding of the Tata Institute of Fundamental Research, and as the longest serving member of the Atomic Energy Commission.
Tata’s personal interest in technology, combined with India’s isolation in the 1950s and 1960s, spurred several group companies, particularly Tata Steel and Tata Chemicals, to innovate in their fields. At Tata Steel, a Research and Control Laboratory had been opened in 1937, and its researchers developed an extensive variety of special steels for applications as varied as parachute harnesses and razor blades.
The lab also developed a high-tensile alloy steel — Tiscrom — which made it possible for the Howrah Bridge in Calcutta to be built entirely from Indian materials. Another corrosion resistant, low-alloy high-yield strength steel — Tiscor — was used for the manufacture of all-metal steel coaches on the Indian railways.
Quality First –
According to JRD, quality had to match innovation. He intensely disliked the laid-back Indian attitude, and much of his fabled short temper was triggered by the carelessness of others. He stressed: ‘If you want excellence, you must aim at perfection. I know that aiming at perfection has its drawbacks. It makes you go into detail that you can avoid. It takes a lot of energy out of you but that’s the only way you finally actually achieve excellence. So in that sense, being finicky is essential. A company, which uses the name Tata, shares a tradition. The symbol ‘T’ has to be a symbol of quality.’
The achievements of the Tata Group would not have been possible without the support of its workforce. Before JRD took over, the labour situation at key Tata plants was frequently tense despite the fact that management had poured millions into subsidised housing for workers, offered free medical and hospital treatment, as well as free education and was miles ahead of government legislation in terms of labour practices.
For example, Tata Steel pioneered the eight-hour day in 1912, long before the principle had been accepted in the United States or Europe (Britain introduced the twelve-hour day in 1911).
Tata Steel introduced leave with pay in 1920, and in India this was established by law in 1945. Tata Steel set up a provident fund in 1920, which was not legalised until 1952.
Tata asked the question: if the workers were being treated exceptionally well, why were they frequently discontented and mistrustful and hostile towards the company?
Benign Boss –
According to Tata, the crux of any successful labour policy lay in making workers feel wanted. One of the inherent drawbacks of modern industry with its large and concentrated labour forces was that each man felt ‘that instead of being a valued member of a friendly and human organisation, he was a mere cog in a soulless machine.’ ‘Because of this, a worker’s attitude towards management becomes one of indifference, mistrust and coldness often tinged with hostility. He is easily led to feeling himself the victim of callous and unfair treatment and little is needed to make him look upon his employers as his enemies and break out into open conflict.’
Tata Steel became one of the earliest companies in India to have a dedicated human resources department. Expressing surprise that the company had functioned for so long without one, Tata commented: ‘If our operations required the employment of, say, 30,000 machine tools, we would undoubtedly have a special staff or department to look after them, to keep them in repair, replace them when necessary, maintain their efficiency, protect them from damage, etc.’
‘But when employing 30,000 human beings each with a mind and soul of his own, we seem to have assumed that they would look after themselves and that there was no need for a separate organisation to deal with the human problems involved.’
Jehangir Ratanji Dadabhoy Tata died in Geneva on November 29, 1993. Few addressed him using his full name, with which he was born; he was simply ‘JRD’ to the world, and ‘Jeh’ to his friends.
JRD was India’s most well known industrialist, widely respected for his enormous contribution to the development of Indian industry and aviation in particular.
Tata headed India’s largest industrial conglomerate with uncommon success. But this was only one aspect of his life. He was also a man of great sensitivity and was pained by the poverty he saw around him and sought vigorously to alleviate it.
He also was a philanthropist who wanted India to be a happy country and did all he could to make it so; a patron of the sciences and the arts; and a man with a passion for literature, fast cars, skiing, and flying.

The house that JRD had built was crumbling. Poor, shy, inept Ratan seemed unable to cope.

And yet, a mere decade later, here was the same Ratan being feted by the world’s media as the man who reinvented, if not the wheel, then certainly the motorcar. A man who did what no global carmaker believed was possible: to build a car that looked this good and drove so well for so low a price. And here was a new Ratan, his legendary shyness temporarily in remission, as he joked about calling the car the ‘Pachauri’ (after the environmentalist who chose to attack the Nano as a pollution threat, a charge that the Nano has easily beaten) or even the ‘Mamata’ (after the nutcase) or ‘Despite Mamata’.

The following day, the Nano managed the impossible: there was not one negative review of note and the raves kept coming. To the chagrin of his rivals, Ratan even kept to the price commitment. Though input costs had gone up, he said, the Tata’s would still price the basic Nano at a lakh because “a promise is a promise”.
The triumph of the Nano was merely the crowning glory in a series of successes. Throughout the 21st century, the Tatas have beaten every doom-laden prediction and silenced every critic. Tata Motors came back from losses of over Rs 600 crore to make huge profits on the back of the Indica, the all-Indian car that had been Ratan’s dream, and — to his detractors — the vanity project that would sink the company. Infosys had fulfilled its early promise but even then Tata Consultancy Services (TCS), a company that had been little noticed in the 1990s, had grown to dominate the Indian IT sector, its size dwarfing Infosys. Tata Steel had defied Rusi Mody’s predictions, had been whittled down to a slim and lean company, and had even gone ahead and bought Corus, a global giant, after a bidding war during which Ratan had shown nerves of steel. And even as Ratan was unveiling the world’s cheapest car, the Tatas were on the verge of clinching the purchase of Jaguar, one of the world’s great luxury cars.
How had so many people, who should have known better, got Ratan so wrong? Business pundits will tell you — in the kind of detail that I will never be able to master — just how the Tatas turned themselves around. I’m sure they are right. But remember, most of these pundits were the same guys who wrote Ratan off to begin with, a decade or so ago.
I have a few theories of my own — based on the interviews I have done with this otherwise reclusive man — on the remarkable rise of Ratan Tata.
Ratan realised India was changing much before the other big houses did. He recognised that the old feudal, paternalistic structure that had worked so well in the JRD era, where the old man was the emperor and the companies were run by viceroys, would not work in the new India . He professionalised the Tatas, democratised the management, abandoned the feudalism (remember Rusi Mody’s massive birthday tamashas in Jamshedpur ?) and made the group adopt a low-key, matter-of-fact, get-things-done style that had no room for satraps and stars.
He saw the wisdom of embracing the future. Hence, the focus on TCS. And hence the determination to go global: we talk about Corus, the Pierre, Tetley etc, but the big successes are only the tip of the iceberg. Years ago, Ratan told me that he was determined to use Indian managerial ability and Tata capital to globalise the group. In 2000, this seemed overly ambitious and grandiose. But he has grabbed the opportunities for globalisation like no other Indian industrialist has.
At the same time, he put his faith in young India . The team behind the Nano is young — the top guy is 35 — and overwhelmingly Indian. So it was with the Indica, a truly Indian car. One of the dichotomies of Ratan’s personality is that while he can be shy and reticent in social situations, he is warm, outgoing and able to motivate teams at work.
He told the government to go to hell. No group has faced more unfair governmental harassment than the Tatas — right from the Tata Tea case where they were framed by the Assam government to the telecom tangle where they were bullied by an arrogant Dayanidhi Maran. Not once did Ratan agree to pay a bribe. He wouldn’t even go and complain to Manmohan Singh (who has immense respect for him). Instead, he stood his ground. If in the process, he lost a project, he lived with the loss but maintained his principles. So it has been with Mamata Banerjee’s foolish Singur campaign: he will never buckle under it or try and buy her off.
He let his heart guide him. Early in his career, when Nani Palkhivala persuaded the Tatas to liquidate the Central India Mill even though it could have been turned around with an infusion of just Rs 50 lakh, an angry and disgusted Ratan gave his own annual Tata salary bonus to the officers of the company. “They were perfectly blameless people who had now lost their jobs through no fault of theirs because of a bad corporate decision. They had homes to run and children to educate,” he remembered in an interview to me in 2005.
It was his heart that told him to build the Nano. He would see families of four on a single scooter. The father would keep his son in front and the mother would hold on to her baby. He wondered why it was not possible to give such families a car where they could be safe and comfortable for the same price. Plus, they would keep their dignity. There are many reasons for building a car. But this, I think, is the best one of all.
And finally, I think, India caught up with the Tatas. Over the last decade the middle class came of age, tired of the crony capitalism of the old bania class, was inspired by engineering success stories like Infosys and began to wonder why it wasn’t possible for everyone to do business honestly.
The Tatas had gone through good times and bad times. But they had always given nearly all of their profits to charity. They had consistently refused to break the law and encourage corruption. Older generations of businessmen thought they were silly and shortsighted to do so considering that everybody else played the game.
But now India has changed. We finally have a strong and vocal middle class that prizes honesty above all else and that has contempt for the sleazy politicians and the crony capitalists of old.
When we see Ratan Tata refusing to pay bribes, refusing to lick politicians’ boots and refusing to bend the rules — and still taking the Tatas from strength to strength, still buying the world’s best companies, and still reinventing the rules of the car industry — well then, we know that there is a better way.
It’s possible to be honest and principled. And still beat the rest of the world.
That’s the strength of the new India .
Rebuilding success stories

“With constraint capital, investment and resources, we have the ambition to grow products into market segments, market regions and build the basis of our future competitiveness in the auto industry,” says Dr Sumantran, executive director (passenger car business unit) of Tata Engineering

The acceleration of product development has been recognised as a key initiative across industry segments. The phenomenon has been well documented through a range of sectors, particularly those engaged in consumer products. For the auto industry, the challenge comes at a time when many regulations have been tightened. This has only served to increase the magnitude of the task confronting the industry as it seeks transform itself. There is no doubt that, as an industry, the auto sector has risen to this challenge. However, the degree of success that any organisation achieves in this transformation seems to define its viability for the future.
Market perspective
One may start with the hypothesis that the communication of information and ideas is now faster than ever before. As a result, personal opinion, tastes and values seem more vulnerable to rapid change than at any other time in history. The toy industry faces this situation every year. The most popular toys this Christmas are very likely passé by the next season. Products are less capable of holding the attention of the consumer for any length of time and the novelty factor seems to play a larger role in product choice and selection.

Reacting to this trend, auto makers are increasingly seeking to find that elusive combination of attributes that will create the next success story. Arguably, the times have never been better for a consumer. The prospective buyer today can choose from an array of products whose diversity has seldom been matched in the century that automobiles have been in existence. Where one saw distinct vehicle configurations 30 years ago (sedans, station wagons, vans and pickups), today the product landscape is smeared with all sorts of combinations (hybrids combining the virtues of several categories, for example, crossovers, derived from sports utility vehicles, station wagons and vans).

At the same time, the search for novelty offers a limited window of opportunity and, therefore, product lifecycles are reducing rapidly. To auto makers the new environment demands faster replacement of products, the need to have a wider range of product offerings, and increased technology and features / content that address not only consumer expectations but also regulations in various parts of the world. These multiple goals impose a huge burden in the form of increased development cost and investment. At the same time, with market prices being under severe pressure, these costs may not be passed on to the market. Therefore, auto makers have been compelled to significantly reduce their cost of product development and, at the same time, find very efficient uses of investment to keep capital needs in check.

These efforts have resulted in a lot of credible progress in the past decade with reference to reducing the time taken for vehicle development. At the start of the 1990s, auto makers required 30 to 45 months to execute a full development cycle, depending on the complexity of the product. Today, it is not uncommon for the cycle to be completed in 18 to 24 months.

This speedup in product development has affected auto makers positively, offering them some badly needed benefits. Investments in a vehicle programme start generating returns sooner. For a programme shortened from 45 months to 24 months, this means that amortisation of capital starts almost 21 months sooner. Besides, the constrained capacity, human resources, development resources, etc are now better able to cope with the increased number of vehicle programmes. Third, the focus on making these processes efficient has had the benefit of increasing process focus in all organisations.

Platforms and their value
Fundamentally, what one chooses as the starting point of a programme defines, to a great degree, how much work needs to be done to execute that programme. Most auto makers have a range of products and systems. When the new programme carries over many of these systems, a significant amount of workload and cost is reduced from the new programme.

When one considers that the average vehicle uses over 10,000 parts and 300 systems, each requiring design, development, validation and manufacture, it seems obvious that the more one uses of what already exists, the sooner one can complete the new vehicle and the less it will cost. In most cases, the constraint to carry over arises from new regulations, standards and consumer expectations. However, it may be argued that any process that maximises the use of carry over, while meeting all the new demands and appeal, contributes to overall cost efficiency.

Clearly, the most effective solutions call for directly taking over some of the existent systems or sub-systems in the new vehicle. In many cases, regulations do not change often, and, when these systems are not directly ‘seen’ by the user, carry over makes a lot of sense.

In some cases, it may not be feasible to carry over the specific component itself. However, in these cases, if the design philosophy or the manufacturing philosophy is carried over intact it contributes significantly to minimising risk in the process. Many organisations have well-developed philosophies for the design and manufacture of door systems or engine-mount systems. Even when a specific carry over is not practical, the carry over of the design and manufacturing philosophy still generates a number of benefits.

Platform concepts
This scenario has led the auto industry to exploit the concept of platform engineering. The concept is best understood when referring to the example from Volkswagen. Today the Volkswagen ‘Golf’ platform [see Exhibit 1] is widely recognised as one of the most versatile platforms, giving rise to a range of over 14 distinct models used by four separate brands within the Volkswagen group, namely Audi, Seat, Skoda and VW.

What is fundamental to the concept of platform engineering is that these 14 models share many common components under this skin. These components include big investment components such as floor pan, firewall, power-trains, power-train mounts and suspension.

And, yet, sharing these critical and expensive components, one is still able to create a distinct and diverse range of products that give rise to everything from a small open roadster (Audi TTS) to high-performance coupes to sedans, station wagons, hatchbacks and multi-purpose vehicles. With well-controlled investments, this has allowed Volkswagen to reach a very large marketplace in terms of segments and brands. As a result, this platform is produced in excess of 1.7 million units annually.

Tata Engineering uses the same concept [see Exhibit 2]. The robust 207 platform serves as the basis for a number of vehicles like the Tatamobile, the Sierra, the Estate, the Sumo, the Safari and the 207 DI.

The car platform will now see greater diversity. This is already happening with the Indigo joining the Indica from the same manufacturing system. For this platform (X1), care has been taken to ensure sufficient differentiation between the Indigo and the Indica [see Exhibit 3].

The Indigo uses the exclusive sophisticated three-link independent rear suspension to provide better ride and handling characteristics, a longer wheelbase (by 50mm) over the Indica and new rear seats to improve rear cabin space and comfort.

Even the engines of the Indigo are different from those of the Indica. The Indigo’s diesel is turbo-charged and the petrol used has higher power (85 compared to 75) over the Indica. These changes make the Indigo a more competent player in the premium ‘C’ segment.

At the same time, because of the sharing of the platform and the manufacturing systems, the Indica and the Indigo are produced on the same assembly line. This step allows Tata Engineering to use its assets more efficiently and create the Indigo at lower cost than would have been possible had it been a completely independent vehicle. Doubtless, further platform extensions can be anticipated in the future.

This philosophy is extremely important for Tata Engineering. With constraint capital, investment and resources, we have the ambition to grow products into market segments, market regions and build the basis of our future competitiveness in the auto industry.

E Pluribus Unum is the motto of the US. It means that out of many (people), is created ‘one’. For our purposes, this platform concept can be reversed to read E Unum Pluribus or “out of one, many”!

* Dr Sumantran is the executive director (passenger car business unit) of Tata Engineering.

Tata group – fast facts
Headquarters Bombay House, Mumbai, India
Founded 1868: Tata Sons established by Jamsetji
Nusserwanji Tata
Promoter companies Tata Sons and Tata Industries
Areas of business Information systems and communications
engineering, materials, services, energy, chemicals
and consumer products
Group revenues 2010-11: $83.3 billion (Rs379,675 crore)
Shareholder base 4.3 million
Number of companies Over 100 operating companies
Listed companies 31 on the Bombay Stock Exchange
Number of employees Over 425,000
International presence Over 80 countries
International revenues 2010-11: $48.3 billion (58% of group revenues)
Companies listed on NYSE Tata Motors and Tata Communications
Ratan N Tata, Chairman, Tata Sons
Members of the Group Corporate Centre
 RK Krishna Kumar, director, Tata Sons
 R Gopalakrishnan, director, Tata Sons
 Ishaat Hussain, finance and executive director, Tata Sons
 Kishor Chaukar, managing director, Tata Industries
 Arunkumar Gandhi, director, Tata Sons
 Tata Steel: Tenth-largest steelmaker in the world
 Tata Motors: Among the top five commercial vehicle manufacturers in the world
 Tata Global Beverages: Second-largest player in tea in the world
 Tata Chemicals: World’s second-largest manufacturer of soda ash
 Tata Communications: One of the world’s largest wholesale voice carriersPioneers
 Pioneered India’s steel industry
 Introduced labour welfare benefits long before they were enacted by law (provident fund, gratuity, maternity benefits)
 Started first power plant in India
 Pioneered civil aviation in India
 Brought insurance to India
 Started India’s first chain of luxury hotels
 Led commercial vehicle production
 Led India’s software development efforts
 Manufactured India’s first indigenous passenger car, the Indica
Commitment to community: giving back to society what came from the society
 Tata companies and Tata trusts work in the areas of health, education, women and child development,
training of youth and building sustainable livelihoods, and environmental conservation.
 The trusts have set up institutes of learning such as the Indian Institute of Science, TIFR, TISS and
 A pioneer in employee welfare, Tata Steel introduced the 8-hour working day, provident fund, maternity
leave, etc much before they became laws.
 In recent years, Tata companies have started using their core competencies to help in sustainable
development of the community – TCS has developed a functional literacy programme; Tata Interactive
has created e-learning modules to help children with learning disability; Tata Teleservices helps
fishermen with communications technology.
 Tata Council for Community Initiatives (TCCI) publishes guidelines such as the CS Protocol and the
Tata Index for Sustainable Human Development which serve as a guide for Tata companies as well as
other companies in India and abroad.
 The Tata group contributed over $170 million in 2010-11 by way of grants and social welfare schemes,
through its trusts and companies.
Useful links Tata group image library >>
Tata group milestones >>
United Kingdom:
North America:
Contact Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8282
Updated on 21 November 2011

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Representative offices worldwide
Contacts in Tata
Tata Limited
Anwar Hasan, head
18, Grosvenor Place
London SW1X 7HS
Phone: +44 (20) 7235 8281
Fax: +44 (20) 7235 8727
Tata Sons, North America
1700, North Moore St
Suite 1520
Arlington, VA 22209-1911
Phone: +1 (703) 243 9787
Fax: +1 (703) 243 9791
Tata Africa Holdings
Raman Dhawan, managing director
39 Ferguson Road
Corner of Rivonia and Ferguson roads
Illovo 2196
South Africa
Phone: +27 (11) 459 1700
Tata Sons
James Zhan, group chief representative – China
Tata group Beijing Office
Unit A1805, TYG Center
C3 East 3rd Ring North Road
Chaoyang District, Beijing 100027
Phone: +86 (10) 8441 7530
Website: 2
Tata companies
Advinus Therapeutics
21 & 22, Phase II
Peenya industrial area
Bangalore 560 005
Phone: +91 (80) 2839 4959
Fax: 91 (80) 2839 4015
CMC House
C-18, Bandra-Kurla Complex
Bandra (East)
Mumbai 400 051
Phone: +91 (22) 2659 1000-2
Fax: +91 (22) 2659 1046
Hooghly Met Coke and Power Company
16th floor, Tata Centre
43, Jawarharlal Nehru Road
Kolkata 700 071
Phone: +91 (33) 2288 5463, 2224 8222
Fax: +91 (33) 2288 2074
Indian Hotels
Oxford House
15-17 NF Street
Apollo Bunder
Mumbai 400 001
Phone: +91 (22) 6665 1000
Fax: +91 (22) 2281 8849
Infiniti Retail
202 Akruti Centre Point
Andheri (east)
Mumbai 400 093
Phone: +91 (22) 6761 3600
Fax: +91 (22) 6710 1903
Jaguar Land Rover
B523, Banbury Road
Warwickshire, CV35 ORR
Phone: +44 1926 641111
Namdih Road
Opposite NML
Burma Mines
Jamshedpur 831 007
Phone: +91 (657) 227 1720 / 1966
Fax: +91 (657) 227 0876
Sakchi Boulevard Road
Northern Town, Bistupur
Jamshedpur 831 001
Phone: +91 (21) 214 6000, 664 6000
Email: /
Sai Towers
110 Sterling Road
Chennai 600 034
Phone: +91 (44) 2823 3127, 2822 0147
mjunction services
Corporate Office
Godrej Waterside
Tower-I, 3rd floor
Plot no. 5, Block-DP
Sector-V, Salt Lake City
Kolkata – 700091, India
Phone: + 91 (33) 6610 6100
Fax: +91 (33) 6610 6187
Website: http://www.mjunction.inPage 3
Natsteel Holdings
22 Tanjong Kling Road
Singapore 628048
Phone: +65 6265 1233
Fax: +65 6265 8317
EL-06, TTC Industrial Area
MIDC Electronic Zone, Mahape
Navi Mumbai 400 710
Phone: +91(22) 6673 5611
Fax: +91(22) 2768 6797
Nelito Systems
Units 205-208, Building 2, Sector 1
Millennium Business Park, Mahape
Navi Mumbai 400 710
Phone: +91 (22) 2778 2646
Fax: +91 (22) 2778 2643
7th floor, Apeejay House
3, Dinshaw Vachha Road
Mumbai 400 020
Phone: +91 (22) 6665 2815
Fax: +91 (22) 6635 2996
Roots Corporation
Ginger Corporate Office
Godrej & Boyce Complex
Gate # 8 from Eastern Express Highway
Office building, Plant # 13
Vikhroli (E)
Mumbai 400 079
Phone: +91 (22) 6777 3366
Fax: +91 (22) 6777 3377
Taj Air
Gate No 8, Old airport
Near Military Camp, Kalina
Santacruz (east)
Mumbai 400 029
Phone: +91 (22) 6508 9463
Fax: +91 (22) 2615 7719
TAL Manufacturing Solutions
Tata Motors Campus
Pune 411033
Phone: +91 (20) 6613 5509
Fax: +91 (20) 6613 6318
Tata Advanced Materials
10, Jigani Industrial Area
Jigani 562 106
Phone: +91 (80) 6695 5500
Fax: +91 (80) 7825 570
Tata Advanced Systems
Western Wing, Thapar House
124 Janpath
New Delhi 110 001
Phone: +91 (11) 6622 2666
Fax: +91 (11) 2334 1585
Tata AG
Gotthardstrasse 3
CH-6300 Zug
Phone: +41 (41) 710 0141
Fax: +41 (41) 710 3391
Email: info@tata.chPage 4
Tata AIG General Insurance Company
9th floor, Nicholas Piramal Towers
Peninsula Corporate Park
Ganpat Rao Kadam Marg
Lower Parel
Mumbai 400 013
Phone: +91 (22) 6669 9696
Fax: +91 (22) 6654 6414
Tata AIG Life Insurance Company
Delphi – B Wing, 2nd Floor
Orchard Avenue, Hiranandani Business Park
Powai, Mumbai 400 076
Phone: + 91 (22) 6647 9000
Fax: + 91 (22) 6702 4132
Tata Asset Management
Fort House
221 Dr DN Road
Mumbai 400 001
Phone: +91 (22) 6657 8282
Fax: +91 (22) 2261 3782
Tata AutoComp Systems
TACO House
Damle Path
Off Law College Road
Pune 411 004
Phone: +91 (20) 6608 5000 (extension: 5119)
Fax: +91 (20) 6608 5102
Tata BlueScope Steel
The Metropolitan
Final Plot No 27, Survey No 21
Shivaji Nagar
Pune 411005
Phone: +91 (20) 6621 8000
Fax: +91 (20) 6621 8001
Tata BP Solar
78, Electronic City
Hosur Road
Bangalore 560 100
Phone: +91 (80) 4070 2000
Fax: +91 (80) 2852 0116
Tata Business Support Services
Gowra Trinity 1-8-371
Chiran Fort Lane, Begumpet
Hyderabad 500 016
Phone: +91 (40) 6638 7045
Fax: +91 (40) 6638 7032
Tata Capital
One Forbes
Dr VB Gandhi Marg
Fort, Mumbai 400 001
Phone (board Line): +91 (22) 6745 9000
Fax: +91 22 6610 6722,
Tata Ceramics
26, Cochin Special Ecnonomic Zone
Kochi 682 037
Phone: +91 (484) 660 4100 / 120
Fax: + 91 (484) 660 4137
Tata Chemicals
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8282
Fax: +91 (22) 6665 8144
Website: http://www.tatachemicals.comPage 5
Tata Chemicals Europe
Mond House
Cheshire CW8 4DT
United Kingdom
Phone: +44 (0) 16067 24000
Fax: +44 (0) 16067 81353
Tata Chemicals Magadi
PO Box 1-00205
Phone: +254 (20) 699 9000
Fax: +254 (20) 699 9358
Tata Chemicals North America
120 Eagle Rock Avenue
East Hanover
New Jersey 07936
Phone: +1 (973) 599 5500; +1 (800) 819 8568
Fax: +1 (973) 599 5501
Tata Communications
Lokmanya Videsh Sanchar Bhavan
Kashinath Dhuru Marg
Mumbai 400 028
Phone: +91 (22) 6610 7840
Fax: +91 (22) 6659 1912
Tata Consulting Engineers
Matulya Centre A
249, Senapati Bapat Marg
Lower Parel (West)
Mumbai 400 013
Phone: +91 (22) 6662 4743
Fax: +91 (22) 6662 4723
Tata Consultancy Services
TCS House
Raveline Street, 21 DS Marg
Fort, Mumbai 400 001
Phone: +91 (22) 6778 9999
Fax: +91 (22) 6778 9000
Tata Cummins
Cummins Road
Telco Township
Jamshedpur 831 004
Phone: +91 (657) 226 8555, 226 8558
Fax: +91 (657) 226 8553
Tata Elxsi
Bangalore 560 048
Phone: +91 (80) 2297 9103
Fax: +91 (80) 2841 1474
Tata Enterprises (Overseas) AG
Gotthardstrasse 3
CH-6300 Zug
Phone: +41 (41) 710 0141
Fax: +41 (41) 710 3391
Tata Financial Services
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8282
Fax: +91 (22) 6665 8160
Tata Global Beverages
Parkview, 82 Oxford Road
Uxbridge, Middlesex, UB8 1UX
Phone: +44 (0) 20 8338 4000
Fax: +44 (0) 1895 813930
Tata Housing Development Company
12th floor, Times Tower
Kamala Mills Compound
Senapati Bapat Marg
Lower Parel (W)
Mumbai 400 013
Phone: +91 (22) 6661 4444
Fax: +91 (22) 6661 4452
Website: http://www.tatahousing.comPage 6
Tata Incorporated
3, Park Avenue
New York, NY 10016
Phone: +1 (212) 213 5553
Fax: +1 (212) 213 3975
Tata Industrial Services
Statesman House
A wing, 9
148 Barakhamba Road
New Delhi 110 001
Phone: +91 (11) 6677 8899
Tata Industries
Tata Industries
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 7183
Tata Interactive Systems
Leela Business Park
Andheri-Kurla Road
Andheri (east)
Mumbai 400 059
Phone: +91(22) 6643 8000
Fax: +91(22) 6643 8800
Tata International AG
Gotthardstrasse 3
CH-6300 Zug
Phone: +41 (41) 710 0141
Fax: +41 (41) 710 3391
Tata International
Block A, Shivsagar Estates
Dr Annie Besant Road
Mumbai 400 018
Phone: +91(22) 6665 2200 – 10
Fax: +91(22) 6661 2833
Tata Investment Corporation
Elphinstone Building
10, Veer Nariman Road
Mumbai – 400 001
Phone: +91 (22) 6665 7186
Fax: +91 (22) 6665 7917
Tata Metaliks
Tata Centre
43, Jawaharlal Nehru Road
Kolkata 700071
Phone: +91 (33) 2288 3702 / 4014 / 6014 / 6016
Fax: +91 (33) 2288 4372
Tata Motors
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6656 1676
Email for Thailand inquiries:
Email for international inquiries:
Tata Petrodyne
Metropolitan building
West Wing, Bandra Kurla Complex
Bandra (east)
Mumbai 400 051
Phone: +91 (22) 6733 8484
Fax: +91 (22) 6675 4156
Tata Pigments
Sakchi Boulevard
Jamshedpur 831 002
Phone: +91 (657) 426 049, 433 547, 439 857
Fax: +91 (657) 434 039
Tata Power
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8282
Fax: +91 (22) 6665 8801
Website: http://www.tatapower.comPage 7
Tata Power Trading Company
Corporate Centre, Block ‘A’
34, Sant Tukaram Road
Carnac Bunder
Mumbai 400 009
Phone: +91 (22) 6665 8613, 6665 8733
Fax: +91 (22) 6665 8626
Tata Precision Industries
78, Tuas South Street 5
Singapore 637 810
Phone: +65 6898 4330
Fax: +65 6898 4331
Tata Projects
Mithuna Tower I
Prenderghast Road
Secunderabad 500 003
Phone: +91 (40) 6623 8801
Fax: +91 (40) 2776 5498
Tata Quality Management Services
TMTC Campus
1, Mangaldas Road
Pune 411 001
Phone: +91 (20) 6609 2040
Tata Realty and Infrastructure
Elphinstone Building
10 Veer Nariman Road, Fort
Mumbai 400 001
Phone: +91 (22) 6629 4000
Fax: +91 (22) 6629 0520
TRL Krosaki Refractories
Belpahar 768218
District Jharsuguda
Phone: +91 (6645) 251097 / 250249 / 250264 / 250291
Fax: +91 (6645) 250243 / 250254
Tata Services
Bombay House
24 Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8152
Fax: +91 (22) 6665 8153
Tata Steel Processing and Distribution
Tata Centre
43, Chowringhee Road
Kolkata 700071
Phone: +91 (33) 2288 7087
Fax: +91 (657) 2288 1247
Tata Sky
Bombay Dyeing AO building
Pandurang Budhkar Marg
Mumbai 400 025
Phone: +91 (22) 6613 3000
Fax: +91 (22) 6613 3030
Tata Sons
Bombay House
24, Homi Mody Street
Mumbai 400 001
Phone: +91 (22) 6665 8282
Tata Sponge Iron
PO Joda
Keonjhar district
Orissa 785 034
Phone: +91 (6767) 278 318 / 010
Fax: +91 (6767) 278 159
Tata Steel
Corporate affairs and communications
Jamshedpur 831 001
Phone: +91 (657) 2431 142
Fax: +91 (657) 2425 182
Website: http://www.tatasteel.comPage 8
Tata Steel Europe
30 Millbank
London SW1P 4WY
United Kingdom
Phone: +44 (20) 7717 4444
Fax: +44 (20) 7717 4455
Tata Steel KZN
Bronze Bar
Alton North
PO Box 9690
Richards Bay 3900
South Africa
Tata Strategic Management Group
B-1001, Marathon futurex
N M Joshi Marg, Lower Parel (East)
Mumbai 400 013
Phone: +91 (22) 6637 6789
Fax: +91 (22) 6637 6600
Tata Technologies
No 5 Shenton Way
#22-08 UIC building
Singapore 068808
Phone: +65 6779 4733
Fax: +65 6732 4955
Email: ;
Tata Technologies iKS
1675 Larimer Street
Suite 510
Denver, CO 80202
Phone: +1 (303) 252 8485
Fax: +1 (303) 252 8436
Tata Teleservices
A, E and F Block
Voltas premises
TB Kadam Marg
Mumbai 400 033
Phone: +91 (22) 6667 1414
Fax: +91 (22) 6660 5335
Tata Teleservices (Maharashtra)
D-26/2, MIDC, TTC Industrial Area
Opp Hyundai Showroom, Sanpada
Navi Mumbai 400 703
Phone: +91 (22) 6661 5445
Fax: +91 (22) 6660 5516 / 5517
Email: (for customer queries and complaints):
Francysters Cybernetics Centre
Eucharistic Congress Building III
5, Convent Street, Colaba
Mumbai 400 039
Phone: +91 (22) 6638 4509
Fax: +91 (22) 6638 4510
Tayo Rolls
XLRI New Administrative Building
XLRI campus
Circuit House Area (East)
Jamshedpur 831 001
Phone: +91 (657) 223 1276
Fax: +91 (657) 222 6534 / 238 6059
Telco Construction Equipment Company
Jubilee building
45 Museum Road
Bangalore 560 025
Phone: +91 (80) 6695 3301/ 02/ 03
Fax: +91 (80) 6695 3309
Tinplate Company of India
4, Bankshall Street
Kolkata 700001
Phone: +91 (33) 2243 5401 / 5407 / 5410
Fax: +91 (33) 2220 4170
Titan Industries
Tower A, Golden Enclave
Old Airport Road
Bangalore 560 017
Phone: +91 (80) 6660 9060
Fax: +91 (80) 2526 9923
Website:,,,,, http://www.fastrack.inPage 9
Updated on 16 November 2011
TM International Logistics
Tata Centre
43 Jawaharlal Nehru Road
Kolkata 700071
Phone: +91 (33) 2300 9020, 2224 8098
Fax: +91 (33) 2288 6342
Enterprise Centre
Besides Hotel Orchid
Vile Parle east
Mumbai 400 099
Phone: +91 (22) 6700 9000
Fax: 91 (22) 2610 6193
11, Station Road
Burma Mines
Jamshedpur 831 007
Phone: +91 (657) 2271 286 – 93
Fax: +91 (657) 2271 075
Corporate communications department
Voltas House
Dr Babasaheb Ambedkar Road
Mumbai 400 033
Tel: +91 (22) 6665 6666
Fax: +91 (22) 6665 6288
571 Poonamallee High Road
Chennai 600 029
Phone: +91 (44) 4208 0417 / 18

Image library

Tata headquarters | Chairman, Tata Sons | Senior Tata executives | CEO and MDs of some Tata companies | Tata Medical Center
Tata headquarters (Bombay House in Mumbai, India):
View and download
Chairman, Tata Sons
Ratan TataView and download
Senior Tata executives
RK Krishna KumarView and download
R GopalakrishnanView and download
Ishaat HussainView and download
Kishor ChaukarView and download
Arun GandhiView and download
CEOs and MDs of some Tata companies
Anil Sardana (Tata Power): View and download
Bhaskar Bhat (Titan): View and download
Gaurav Garg (Tata AIG General Insurance): View and download
HM Nerurkar (Tata Steel)View and download
Karl-Ulrich Kohler (Tata Steel Europe): View and download
N Chandrasekaran (TCS): View and download
N Srinath (Tata Teleservices): View and download
Noel Tata (Tata International): View and download
Patrick McGoldrick (Tata Technologies): View and download
Percy T Siganporia (Tata Global Beverages): View and download
PM Telang (Tata Motors): View and download
R Mukundan (Tata Chemicals): View and download
Raymond Bickson (Indian Hotels): View and download
Sanjay Johri (Voltas): View and download
S Mahalingam (Tata AIG Life Insurance): View and download
Veeramani Shankar (Rallis India): View and download
Vinod Kumar (Tata Communications): View and download
Tata Medical Center, Kolkata
The TMC building: View and download
World-class equipment: View and download
Children’s ward: View and download

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It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …It’s always sunny at Mumbai …

Porn star Sunny Leone arrived at Mumbai airport to be greeted by a media frenzy that was gathered around to click pictures of herDespite her long flight from the US, Sunny was cheerful and even posed for picturesSunny is in India to participate in reality show Bigg Boss and will be the first international celebrity contestant on this season’s Bigg BossOther international celebs rumoured to be on the show are Akon, Lady Gaga and Mike TysonIn the last season of the reality show when actress and model Pamela Anderson made a brief appearance, the TRPs of the show had shot up to a new high and TV pundits speculate that getting Sunny on the show could have a similar responseSunny is an Indo-Canadian porn star, who was born in Canada to Sikh Punjabi parents who named her Karen MalhotraAfter having earned the prestigious porn title of ‘Penthouse Pet of the Year’ in 2003, Sunny made it to ‘Maxim’s top 12 porn stars’ in 2010Sources also say that Sunny will only be a guest on the show for a brief period (could be less than a week) and not a permanent contestant on the showWhether Sunny stays till the end of the show or for a week, it’s certain that she would heat things up with her sizzling personality, taking the reality show to another level

Indo-Canadian porn star on Bigg Boss

  1. After rumours of Mike Tyson making it on Bigg Boss, the international sensation who will actually grace the reality show with her presence is none other than celebrated porn star Sunny Leone, whose real name is Karen Malhotra

Coca-Cola to invest $2 bn in India over five years

The Coca-Cola Company on Monday announced it would invest $2 billion (nearly Rs 10,000 crore) along with its franchisee bottlers in India over five years. That, it said, would catapult the country to its sixth largest market in the world in terms of volumes.

In the 18 years since its India re-entry in 1993, the company has invested a little more than $2 billion. It now plans to put in the same amount through internal accruals, debt as well as fresh infusion of equity capital through foreign direct investment in just five years.

Currently, India is the ninth largest market for Coke in terms of volumes across the globe. The company plans to invest $30 billion across the world in the next five years. India will account for 6.6 per cent of that.


Talking about the substantial investment plan for India, Ahmet C Bozer, president of The Coca-Cola Company for Eurasia and Africa who oversees 90-plus countries, said at a press conference, “We are making one of the most substantial investments for us in India, because we feel the market has now reached that level and scale. It has reached that threshold. If more money needs to be invested, as we have done earlier in India, we will do that, too.”

The fresh investment will be used to meet some ambitious targets for the company. It expects to double the number of outlets where Coke brands are available from 1.5 million now to three million in five years. The second, and more ambitious, target internally is to double its volumes in the country. The Indian market overtook South Africa in volumes last year.

Atul Singh, president and CEO of Coca-Cola in India and Southwest Asia, said the money would be invested in various key areas. “We will use it to expand our bottling plants, set up more plants (it already has 50 units), build cold-storage assets, expand our rural and urban distribution and our trucking strength,” said Singh.

Underlying the importance of India, Bozer said, “By 2020, as much as 50 per cent of the middle class around the globe will reside in Eurasia and Africa, so we have a favourable demography in this region. And, about 90 per cent of that will be in India and sub-Saharan Africa.”

Singh said the potential of the Indian market for beverages had been barely tapped. “The per capita consumption of soft drinks for our company in India is 11 compared to the global average of 89. In an emerging market like Mexico, it is a staggering 675. Even in China, it is 35. So, we have just scratched the surface,” said Singh.

Coca-Cola has shown reasonable volume growth in India despite a slowdown in the industry. In the third quarter of this calendar year, its India volumes grew 19 per cent over the same period last year.

Bankers toughen stand as Kingfisher grapples with survival blueprint

 Airline’s board considers asset sale, equity infusion on eve of meet with lenders.

Bankers to Kingfisher Airlines, which is facing serious headwinds due to a severe cash crunch, have toughened their stand a day before their scheduled meeting with the airline’s management in Mumbai.The Kingfisher management has to convince us about the airline’s viability, which is a key concern,” Hemant Contractor, managing director of State Bank of India’s international business, said here on Monday. Also, the airline needed to raise Rs 800-1,000 crore in equity before banks could consider restructuring existing debt, he added.The airline’s board had a long meeting till late in the evening on Monday to draw up a blueprint to convince lenders. The company was tightlipped about the proceedings and merely said chairman Vijay Mallya would meet reporters Tuesday noon. Sources familiar with the developments said the company was approaching banks for a reappraisal of working capital requirements, it would consider selling some of its properties and had got a tangible monetary commitment from group flagship United Breweries Holdings.

Kingfisher has also asked for lenders’ assistance in converting a part of its rupee debt to cheaper dollar loans, to cut interest rates and to release cash from maintenance reserves held with plane-leasing companies by way of bank guarantees.

Contractor said Kingfisher’s promoters had to come with some fresh funds for banks to consider their request at all for restructuring. “We want to see some fresh funds coming from the company itself,” he added. SBI has Rs 1,400 crore exposure in Kingfisher, making it the airline’s biggest lender.

Banks have also suggested that Kingfisher sell some of its assets to raise fresh funds. Contractor said the bank had not received any directive from the government to restructure the loans given to Kingfisher. Banks and other financial institutions hold 23.37 per cent stake in the airline.

Kingfisher had previously announced a plan to raise $250 million through an issue of global depository receipts. And, earlier this year, it received board approval to raise up to Rs 2,000 crore by issuing preferential shares. Both plans are yet to be implemented.

There was some good news for the Kingfisher counter in the stock markets. The stock rose 8.65 per cent amid reports the airline was considering a proposal to sell property to raise funds. The carrier’s stock, which had plunged to an all-time low of Rs 17.55 during Friday’s trade, gained Rs 1.70 to close at Rs 21.35 on the Bombay Stock Exchange on Monday.

Mallya was busy tweeting throughout the day. Taking a dig at the media for “sensational” reporting, he said there was no question of a bailout involving taxpayers’ money. “We want working capital management assistance,” he said in another tweet. The airline ran into fresh trouble despite lenders restructuring its debt in April, which involved conversion of debt into equity.

Since Kingfisher’s price is already trading at a discount from the price at which the conversion took place, banks have booked mark to market losses in the first two quarters of the current financial year.

SBI, for example, incurred a mark to market loss of Rs 26 crore during the quarter ended September for its 5.68 per cent stake in Kingfisher. The total exposure of banks in Kingfisher is close to Rs 7,500 crore, of which around Rs 4,000 crore is in the form of term loans. If banks undertake another round of loan restructuring, they will have to classify the account as non-performing. The private airline has been cancelling flights in recent times — a move aimed at cutting mounting losses. The airline has reported a Rs 1,071 crore loss for the year ended March 2011.

Tata Motors profit dives 16%, lags forecast

India’s top vehicle maker Tata Motors, which controls Jaguar Land Rover, announced Monday consolidated quarterly profit slumped 16 percent from a year earlier, hit by higher costs.

The auto giant reported a consolidated net profit of 18.77 billion rupees ($373.24 million) in the three months to the end of September, down from 22.23 billion rupees a year earlier.

Analysts had expected the company to post a second-quarter profit of around 20 billion rupees.

Sales for the July-September period jumped 26 percent to 359.38 billion rupees, said the company, which owns British luxury car brands Jaguar and Land Rover.

Tata Motors, part of the salt-to-steel Tata conglomerate, which manufactures utility vehicles and the ultra-low-cost Nano car, has been hit by higher raw material costs, a slowing domestic sales market and foreign currency losses.

The company reported a foreign currency loss of 4.4 billion rupees during the quarter compared to a gain of 1.3 billion rupees in the same period a year earlier.

New car sales in India fell 24 percent in October to 138,521 units — their sharpest decline in more than a decade — as high interest rates and rising fuel prices hurt demand.

Face of Delhi MBBS Anti Reservation Students Protest

Forming a human chain, the students shouted slogans against the reservation policy of the Union government. “Respect merit, if you respect life,” “Youth for equality,” “Do not divide and rule” said some of the banners carried by the protesters.

The students were tear-gassed and sprayed with water cannons when they blocked traffic on Janpath, near Hotel Le Meridian crossing. Mild lathicharge was also resorted to in order to break the ‘rasta roko’, which lasted for more than one-and-a-half hours.

Just have a look at the pic which can easily be termed as ‘Face of the Protest’…entire protest summarized in a single photo… Defiance at its best …

The students thereafter submitted a memorandum to the UT adviser and the governor. As the students’ anger mounted, they burnt an effigy of HRD minister Arjun Singh.

Slogans against the proposed hike in reservation to 49.5% rendered the air. “In continuation with the ongoing agitation we have decided to launch the nation-wide agitation next week. At the moment we are coordinating with students in several places including Chennai, Bangalore, Hyderabad and Chandigarh,” AIIMS Students’ said Union spokesperson Sasmit Sarangi.

He said the agitation against the proposal to provide 27 per cent reservation to OBCs in central government educational institutions, was getting support from students of several institutions, including IITs and the Delhi University.

‘We are getting letters of support from all the parts of the country…. Students from across the country are ready to support us” he added.