THE RISE OF A CONSUMER GIANT - OCTOBER-DECEMBER 2020
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OcTObeR-decembeR 2020
salt
The rise of a
consumer giant
editorial 3
editorial
Dear Readers,
As 2020 — an unprecedented year marked with social distancing and virtual
connects — draws to a close, 11 Tata group CEOs share their learnings from the
Covid-19 pandemic and tell us how they are gearing up for the new normal in 2021.
Despite being a challenging year for most companies across the world, Tata
Consumer Products is poised to become a fast-moving consumer goods powerhouse.
Tata Review brings you a cover feature on how the consumer giant is maximising
synergies to make this happen.
The special report on Tata Trusts’ Arts & Culture portfolio highlights how the
Trusts is playing a distinctive role in preserving India’s rich cultural heritage. Also
read about Tata Trusts’ The India Nutrition Initiative to tackle malnutrition in
the country.
Know how Tata Asset Management, Titan Company’s Watches and Wearables
division, the Indian Hotels Company Limited (IHCL) and AirAsia (India) are evolving
contactless services/products to ensure business as usual in the post-Covid world.
Also featured in this issue are insightful conversations with Amur S
Lakshminarayanan, CEO & MD, Tata Communications; and Arvind Goel, MD &
CEO, Tata AutoComp.
With Covid-19 accelerating digitalisation, our business story focuses on
Tata Consultancy Services’ Threat Management Centres that aim to strengthen
the digital infrastructure of organisations against the risk of cyberattacks.
We also bring you inspiring human interest stories about a team of scientists,
driving a bespoke Land Rover Discovery across four nations in Africa to combat
malaria; and rescue operations on the high seas by the crew of Sagar Shakti,
a Tata NYK ship.
The photo feature on Tata Motors, marking the global automobile giant’s
diamond jubilee, traces the company’s journey from its inception in 1945 as
TELCO up to now. On the birth centenary of Darbari Seth, Tata Review pays a
befitting tribute to the visionary chemical engineer under whose stewardship Tata
Chemicals became India’s premier chemicals enterprise.
Read interesting stories on how brands are rediscovering new kinds of
customer connects in the post-Covid era and how IHCL’s bizcations and staycations
offerings are the best way to relax and rejuvenate in the new normal.
In the Back Chat, we bring you an interview with the celebrated author Ruskin
Bond, recipient of the Tata Literature Live! Lifetime Achievement Award 2020.
Enjoy reading these and more articles in this issue.
A very happy new year to all our readers, with wishes for better days ahead.
Group Corporate Communications team
Contents VOL 58 n Issue 3 n OctOber-December 2020
CoveR stoRy
The making of an FMCG giant
06
speCial RepoRt business in ConveRsation
18 2020 and beyond 31 Tackling cyber threats 50 Leading with rigour
34 Contactless personal touch
24 40 50
54
24 The custodians of Indian art 40 Holiday mode: On
& culture 44 Business highlights 2020 54 Under the hood
cOmmunIty photo featuRe
59 All-terrain mobile laboratory
62 Food for thought
66
62
66 Marking the diamond jubilee of Tata Motors
cOLumn RevieW
83 Defender of the faith
Wellness 74 Flying steady
72 My brush with Covid-19
74
72 83
86 Tried and tested
76 A new kind of customer connect
80 Connecting consumer insights
tata people will help brands thrive
89 Hitting the bullseye
thRoWbaCk baCk Chat
95 Remembering a legend 97 ‘I enjoy writing, period’
89
95 97
91 Powering through a male bastion
93 Rescue on the high seas
COPYRIGHT EDITORIAL TEAM DESIGNED BY
Tata Sons Anita Gupta The Information Company
Group Corporate Communications Farah Dada
Bombay House Sanghamitra Bhowmik DISCLAIMER
24, Homi Mody Street All matter in Tata Review is copyrighted.
Mumbai 400 001 PHOTO EDITOR Material published in the magazine
Phone: 91-22-6665-8282 Tejal Pandey can be reproduced with permission
Email: tata.review@tata.com from the Tata Review team.
6 Tata Review | October-December 2020
The making of
an FMCG giant
Tata Consumer Products is poised to become an FMCG powerhouse that will
transform the sector. Inside the integration that made it possible
By AnurAdhA AnupkuMAr & SAnGhAMitrA BhowMik
7
coveR sToRy
t
he planned merger of
Tata Global Beverages
and the consumer
products division of
Tata Chemicals that came into
effect in February 2020, presented
a once-in-a-lifetime opportunity
for an organisation, says Mr Sunil
D’Souza, who in April 2020 was
appointed CEO & MD of the
new enterprise, christened Tata
Consumer Products (TCP). “If we
got it right, the rewards would be
endless. If we didn’t, we’d have
to live with it for a long time. We
are creating a structure to solve
for the integration today. But it creating the right platform for lockdown, finding innovative
has to be done in a manner that future growth, but I had not solutions for labour when it isn’t
we would be able to seamlessly bargained for being confined available, planning remotely
absorb changes as we grow,” to a room and taking over to ensure supply chains aren’t
he says. remotely,” says Mr D’Souza. disrupted, having the beverages
The TCP team seems to Undoubtedly, a smooth distribution step in when the
have made the right beginning. integration — while keeping foods business needs it and vice
The goal was to bring together people at the centre — was versa, all pre-integration. It’s
two disparate but individually priority; but given the pandemic the strength and passion of our
successful businesses to lay the situation, the company had to people that stands out at the
foundation for a fast-moving get their distribution systems Tata group,” he says, adding,
consumer goods (FMCG) and logistics moving to service “Earlier, as an outsider and
powerhouse, and build common retailers and reach consumers. a consumer of Tata brands, I
processes, structures, people, Since TCP’s products constitute knew about the strength of the
systems, and deliver synergies on essential services, some brand and its capabilities, but
cost and revenue. aspects were relatively easier I saw it play out during the
to overcome. For the rest, lockdown. The ability to draw on
MerGinG in the tiMe Mr D’Souza credits the strength the resources of different group
of Covid-19 of the brand, along with the companies, and the data science
What the newly formed Tata passion and determination of ecosystem helped solve problems
Consumer Products hadn’t employees for the company’s and find new opportunities.”
anticipated was a merger and successes through the pandemic.
integration in the throes of a “Figuring out permits people At the ForeFront
pandemic. “We had prepared for and when they’re required, An impending merger can be a
the challenges of integrating and reaching consumers during the source of stress or uncertainty
8 Tata Review | October-December 2020
for employees. However, towards creating a premium The steady two-way
TCP kept people at the front FMCG company. For the middle communication has ensured
and centre throughout the management and employees that employees have clarity on
integration process. Amit at the entry level, we focused their goals and deliverables.
Chincholikar, global chief on how the integration would “The whole organisation knew
human resources officer, TCP, create more opportunities. For that this was an opportunity
says, “Our approach was to instance, those engaging with for us to create a world-class
keep everything transparent a dealer or distributor, would FMCG consumer platform that
from the time integration was have more leverage with them would enjoy the trust associated
announced in February. Our because they would have two with the Tata name,” says
messaging for the leadership hefty portfolios — food and Mr Chincholikar. “This has
was around the big picture — to beverages (F&B) — instead of reflected in people’s actions, and
be part of an exciting journey one.” ultimately, in our numbers. For
example, in May, at the height
of the pandemic, we had the
highest ever production from
our tea factories, which means
people were acutely aware of
their responsibilities and
what it meant,” he adds.
As a result of the
integration, there were
scenarios where some employees
who were part of the food
business now had a manager
who was once working for the
beverages business and vice
versa. This supported a better
consumer korner integration from a culture and
‘ways of working’ perspective.
Before the pandemic struck, the Foods business had started It also advocated the clear
Nutrikorner, their content to commerce platform plan that the company had for
(ww.tatanutrikorner.com) focused on celebrating Indian food
identifying critical talent and
wisdom. Sharing information on immunity-building, food safety
demonstrating a clear growth
and hygiene through expert voices in the food and health
path for them. Mr Chincholikar
domain, ranging from chefs, doctors, ayurvedic specialists and
says, “Roles being assigned
nutritionists, it is the leading online food platform with over
to people are increasingly
five lakh page views per month. Today, it is working towards
strengthening the direct-to-consumer commerce part of the
being aligned to where the
platform, in response to the need to drive product access organisation sees them in three
through digital platforms during the lockdown. to five years. You don’t recruit
for the here and now; you
9
coveR sToRy
recruit for leadership potential TCP plans to leverage the doubled from about 2-2.5% to 5%
for the future.” consolidated distribution system during this period,” says
of Tata Tea and Tata Salt, on Mr D’Souza, adding, “We quickly
2X distribution power which some smaller brands can adapted to the trend and built a
One of the most significant piggyback. “The equity that our dedicated e-commerce vertical;
outcomes of the merger is the flagship brands have allows our we’re also partnering with other
combined strength of the food distributors to cross-sell Tata platforms or retailers who have
and beverages distribution Sampann dals and spices when the ‘Click and Buy’ option.”
networks. “The increase in our they connect with their outlets,”
market reach is the biggest says Mr D’Souza. eXpanding operations
impetus from the merger,” Direct distribution plays Manufacturing units have
says Richa Arora, president, a critical role in promoting historically been located at
Packaged Foods (India), TCP. innovation, according to the source of raw materials but
Mr D’Souza says the goal Sushant Dash, president, even before the merger, things
during integration was to create Packaged Beverages (India, were changing at the foods
a sales and distribution system Bangladesh and Middle East), business. “Our manufacturing
for the future; this involved TCP. “After the beverages centres were in south India, as
delayering, expanding reach, division, with its reach of two we could both access a wider
doubling direct distribution in million outlets, was integrated variety of spices and tap into
12 months and layering on top with the distribution network the knowledge of experts in
of it, to double our total numeric of the food business, it gave the industrial base there,” says
reach in 36 months. the company a larger size of Ms Arora. “But as business
Currently, the company business. Through indirect expanded, we have set up
reaches directly to outlets coverage, it is easier to sell manufacturing operations
through its distributor products that already have a closer to the source of specific
salespersons, as well as by strong recall for the consumer, spices, like Gujarat for coriander
advertising its products, thereby but premium or niche products and cumin and Andhra Pradesh
creating wholesale pull. “For get missed out. These products for chilli.”
newer categories like Tata have penetration through Packaging units are being
Sampann dals (pulses) and direct coverage because your expanded closer to demand
spices, one needs a bit of hard- distributor buys it and spends hubs. Spice packing operations
selling. We’ve increased the time and effort upselling to the are starting soon at a facility
number of distributor salesmen retailer. Newer products have a close to Mumbai, as it offers
by 1.5x, who will help double better chance of success.” quick access to metro markets.
the outlets we touch directly. Distribution patterns have Similarly, units for pulses
And then we keep powering the also been influenced by trends have always been situated closer
brand through advertising and like online shopping, which to sourcing hubs concentrated
promotion, in addition to the has seen an upswing since the in central and western India.
wholesale multiplier, to get to outbreak of the pandemic. “The A year ago, the Foods business
2x total reach in 36 months,” contribution of e-commerce and started pulse packing operations
declares Mr D’Souza. the online channel to sales has at the company’s salt packing
10 Tata Review | October-December 2020
With health being a megatrend in the the F&B segment, TCP has launched tea variants across brands, at times catering to local tastes
and preferences
centres in Kolkata and Catering to personalisation keeper of the nation,” says
Bengaluru. “We are looking to in taste, the beverages business Ms Arora, adding, “Not just
expand these further as we scale launched Tata Tea Quick chai because of the genesis of the
up and build demand in key in ginger and masala flavours brand, but also through the
metro markets,” says Ms Arora. for an instantly brewed but years, we’ve launched healthy
“Manufacturing strategy will be indulgent cup of tea, while products like low-sodium salt.”
driven by total value chain cost Tetley rolled out a series of This approach to address
— existing demand hubs and fruit flavours that appeal to larger societal or health issues
emerging demand,” she adds. the health conscious and to in the country has come full
those looking for personalised circle with Tata Sampann
A tASte For heAlth flavours. — Tata Consumer Products’
Health is a megatrend being For the food business, range of spices, staples like
observed across the F&B health has been a focus since pulses, poha and ready-to-cook
business. “We’ve launched the first branded iodised salt, offerings — which has always
variants across our brands Tata Salt, was launched in 1983, been positioned around the
that play into that. Our tulsi to address the then prevalent natural goodness of its offerings.
(basil leaves) tea blend that iodine deficiency in the country. Its appeal has grown further
we launched via e-commerce is “The DNA or ethos of Tata since the pandemic. “Consumers
doing really well,” says Mr Dash. Salt has always been as health have reduced discretionary11
coveR sToRy
spending and turned to brands because it has pioneered leader in West Bengal, had
spending on health food and the movement to bridge the a brand new packaging that
fitness or wellness products,” micronutrient deficiency gap celebrated Durga puja. In
says Ms Arora. “We are seeing in India, as the first branded Bihar, packs were changed to
a strong revival in traditional iodised salt. “We became incorporate Madhubani art
Indian food wisdom and home Desh ka namak because we and mark Chhath puja; while
cooking, and a preference to go consistently delivered high- Tata Tea Chakra Gold, hugely
back to one’s roots and lean on quality salt,” says Ms Arora, popular in Tamil Nadu and
traditional ways to build long- adding, “Our marketing strategy Andhra Pradesh, was adapted to
term immunity,” she adds. has always been to celebrate the colours and design that TCP’s
Tata Sampann appeals nation and its health, and our research showed would be
to more progressive, urban latest campaign, Sawaal Desh Ki popular in the region.
homemakers, who are discerning Sehat Ka, remains true to that.”
about changing health concepts. For the beverages business, trans-generational
“The conversation around the strategy has been to connect AppeAl And the diGitAl
health, fitness and food has with consumers by going BridGe
been centred on subtraction hyperlocal in blends, packaging Tata Salt’s brand book says:
— subtracting food groups, and communication. Consumers Every hand that reaches for
calories, portion sizes, etc, which have a strong sense of pride a morsel of food also reaches
may not be sustainable and in their local cultures; in fact, for a pinch of salt. For a brand
also raises questions regarding regions within states have their that caters to approximately
the impact on long-term health typical consumption traditions. 700 million consumers every
and suitability for indigenous And, Tata Tea brands year, the positioning strategy
populations,” explains like Tata Tea Premium, Tata cuts across socio-economic
Ms Arora, adding, “Food Tea Gold, Tata Agni and Tata and demographic segments,
should be associated with Elaichi acknowledge and including age groups. “The key
wholesomeness, not subtraction. celebrate cultural differences. is reaching this diverse audience
It’s about the right balance of Tata Tea Premium, for instance, through relevant consumer
proteins, carbs, fats and other launched specific packaging touchpoints,” says Ms Arora.
nutrients which the body needs. celebrating regional pride. “We “We reach a younger audience
Tata Sampann offers real have different packaging for through digital campaigns.
health and fitness, by enriching Tata Tea Premium in Delhi, Our share of digital spends has
everyday foods and making Haryana, Punjab, Odisha been increasing over the years
them sarvaguna sampann.” and Madhya Pradesh,” says because as a medium, it helps us
Mr Dash. “More than the innovate and create contextual
MArketinG nAtionAl pride packaging, it was also about communication,” she adds.
An enduring brand not only what we promised in terms of The beverages business was
fulfils a need or a function, blends, as people in different one of the first to adopt digital
but also makes an emotional states prepare their tea and social tools to connect with
connect. Tata Salt remains differently,” he adds. the youth, during the early days
one of India’s most beloved Tata Tea Gold, the market of the Jaago Re campaign in12 Tata Review | October-December 2020
2007. “That initiated of black tea overseas — the health and wellness, which is
two-way communication,” says product that brought Tetley its sweeping the globe, spearheaded
Mr Dash, adding, “It was fame and reputation. “There by younger consumers who
about having conversations is a disadvantage to having seek fortified, better-for-you
with consumers, and one of a brand that is so heavily hydration products. Another is
the reasons the campaign has indexed on a category that is the indulgence for discovering or
been a success is because of slightly declining over time,” trying new things,” he adds.
the growth of social media and says Adil Ahmad, president – Another trend is
digitalisation.” Today, many International Business, TCP. sustainability, wherein
of the brand’s campaigns are “But we have adapted to the consumers assess whether
digital-first. other trends. One of these is products are ethically sourced,
have a responsible supply chain
GloBAl trendS: and a low carbon footprint,
heAlth, SuStAinABility whether in terms of the
And diSCovery packaging or the product itself.
The company has been a The fourth major trend in the
significant player in the global markets is non-alcoholic
international beverages market, adult beverages like iced tea,
ever since Tetley became a cold coffee, kombucha and an
wholly owned subsidiary of Tata Ecuadorian rainforest tea called
Global Beverages in 2000. The guayusa.
heritage brand enjoys iconic For the more mature
status in the UK, where it is the western markets, TCP has
number one brand according come up with a host of ready-
to household penetration. It is to-drink herbal teas, Tetley
also the number one tea brand Cold Infusions, and kombucha,
in Canada, and has a presence which was launched under
in markets across the US, the Good Earth brand. “Our
Australia, Middle East, South whole innovation engine is
Africa and Europe. Along with geared towards non-black tea
American brand Eight O’Clock innovation as well as sustainable
Coffee — immensely popular on packaging,” says Mr Ahmad,
the east coast of the US — Tetley adding, “But the base business
makes up a large chunk of the (black tea) will always be the
`3500 crore international market short-term growth driver
for Tata Consumer Products. because it is 75 to 80 percent of
The brand has successfully the business. There will always
stayed ahead of the curve by be a degree of reinvesting in
adapting to emerging trends, the base business — equity,
one of the biggest of which is Top: Tata Tea print advertisement advertising campaigns and
Bottom: TCP’s branded iodised salt campaign
the diminishing popularity sustainability.”13
coveR sToRy
Brewing an FMCG major
Tata Review in a tête-à-tête with Sunil D’Souza, CEO & MD, Tata Consumer Products
you joined the organisation amidst a huge moving consumer goods (FMCG) business, a
operational and business redesign. What was common sales system is extremely helpful as it
your focus going into the role? allows for synergies to add and expand the product
I had a basic understanding of the business; portfolio. Besides, an integrated supply chain
however, what I hadn’t bargained for was leverages warehouse logistics, transportation,
taking over remotely. The immediate task after manufacturing and so on. The category structure
I joined was keeping the business running in a also allows us to focus on innovation, market
safe manner. We started from safely getting our research, consumer insights, with focus on
distribution systems going, to moving logistics, distribution and efficiency.
to serving retailers and reaching the consumers;
while keeping our people centre stage. How did you prepare for your role as
Subsequently, we focused on the integration ceo & MD of Tata consumer Products (TcP)?
aspect, and if we didn’t get it right, we would have I definitely wasn’t prepared for joining the
to live with our mistakes for a long time. Therefore, organisation during a lockdown, and then carrying
we spent time on back-end integration, making sure out the planned merger at the height of the
we got the basics right. We focused on creating a Covid-19 pandemic; but the good part was that
structure that not only met the integration needs of before joining I had spent some time with the TCP
today but could support our growth and expansion. team and had a bit of an orientation.
We moved from a strategic business unit
structure to a category one because in the fast- What aspects of the business — brands,14 Tata Review | October-December 2020
operations, marketing — needed to be realigned Tata group. What are the factors and strategies
for Tata consumer Products? that helped achieve this?
The aim of the merger is to be a large FMCG Actually, Tata Consumer Products became an
player in the Indian and global markets. aspirational company, both within the group and
Right now, the focus is to put the food and outside, the moment it became known to the world
beverages (F&B) teams together on a common that Tata group wanted to play a larger role in the
platform — whether it be sales and distribution, FMCG space.
manufacturing, research and development, or At TCP, we were clear about the integration
innovation. Expanding our reach, doubling our efforts and our desire to become a long-term player
distribution, creating direct distribution channels, in the sector. We clearly communicated our intent
and delayering to drive greater reach are some of to the outside world as well as to our internal
the targets we have set for ourselves. stakeholders, analysts and investors. Next, we had
a timeframe in place for our short-term goals such
The human aspect of a merger cannot be as putting an organisational structure in place
ignored. How did TcP approach the challenges and working on the sales and distribution (S&D)
posed by the merger in terms of employee plan as well as a broad sketch about the path to
morale, adjustment and retention? becoming a larger FMCG company. In terms of the
Our people are at the centre of what we do. whole value creation story, we have been delivering
We are in the process of restructuring and have results consistently.
analysed internal and external processes in order
to have the best practices. We are also reviewing The FMcG market is a crowded one. How will
roles and responsibilities, and designations of TCP be different from the other players?
employees in the restructured entity. I’ll answer this question in three parts. First, TCP
Executing these changes at speed and regular has something which no one else has, the trust that
two-way communication is a great way of allaying the Tata brand carries in the country. That itself
any fear, uncertainty or anxieties that employees gives us an added advantage. Second, to stay on
might have. We have been constantly updating the top in the FMCG space, you must understand
the employees about the happenings within the the consumer and get your execution at the point
organisation along with the objectives behind the of purchase right. You must have the right S&D
changes being carried out. structure, must be present at an x number of
kirana shops (local brick-and-mortar stores), must
The newly formed Tata consumer Products has be available in modern trade and e-commerce
become one of the foremost companies in the platforms and must be merchandised properly.15
coveR sToRy
Then, comes innovation, because being new and
fresh is critical in this space. Finally, you should be
able to communicate all this to the consumers.
Our ambition is to be much larger in the
FMCG space. As a first step, we are solidifying
our presence in the F&B space. As FMCG is a
large canvas, we have to be selective about where
we want to play, where we should bring the Tata
name, where we can extract value all the time,
looking at competitive intensity, category growth,
and profitability.
In terms of innovation, S&D and advertising
and promotion (A&P), we’ve chalked out a plan
and have started working on it. We aim to double
our direct reach in 12 months and should have
our distribution system stabilised soon. We will
soon start adding outlets and over a 36-month Print ad of Tata Tea Premium
period, we hope to double our total numeric reach. large e-commerce platforms, but also strengthening
In the A&P space, we are working on leveraging our own B2C website, www.tatanutrikorner.com
synergies with an aim to use these to power
our brands. your biggest learning from your experience at
TcP and the Tata group so far?
Any key market trends that have emerged Within a few months of joining the Tata group,
during the pandemic and how is TcP adapting I realised the potential for business synergy
to them? within group companies by leveraging the group’s
Both e-commerce and convenience shopping have resources, digital communications, government
been accelerating trends since the outbreak of the affairs, innovation, etc.
pandemic. The kirana channel, which had been The biggest and positive learning for
under pressure of late, has seen a resurgence and me, however, was the passion, capability, and
will continue to be a key channel in the post- determination of the Tata people. The way the
pandemic world. In fact, local retailers have been teams went about figuring out what permits
leveraging digital platforms, and started better were required, or how to get the goods to the
connecting with their consumers and serving them consumer. There were a tonne of things we had
better. Also, we are seeing a spurt in large packs to do — how do I get machines started up, or how
for certain categories & channels, and smaller do I decide which blends are required, or how do
packs in some others. I play remotely at the auctions and make sure my
As a marketeer, the key is to stay close to the supply chain is not disrupted? I think the strength
ground and adapt to the changing trends quickly. and motivation of the people and their passion
We are digitising the organisation at speed to effectively defines the Tata group. I figured out that
leverage technology for agility. We have ramped up people are motivated and worked so seamlessly
our spends on digital media and created a dedicated that things happened, and I didn’t need to tinker. I
e-commerce vertical. We are not only leveraging the found myself in that sweet spot.16 Tata Review | October-December 2020
Shelf life
Tata Review brings you a peek into some of Tata Consumer Products’
key offerings
tAtA teA preMiuM
is one of India’s leading tAtA SAlt lite
tea brands. Established in is a reduced sodium
1985, Tata Tea pioneered iodised salt that provides
the packet tea revolution in 15% less sodium than
India by bringing fresh tea regular salt. It is designed
from the gardens directly to to help consumers better
consumers in poly packs. manage blood pressure
The brand was renamed as levels as a part of a
Tata Tea Premium in 2003. healthy lifestyle without
In 2019, the brand was compromising on taste.
restaged with a hyperlocal campaign, customised
packaging and localised communication insights to The award-winning range,
make it truly Desh ki chai. tetley Super teAS, is the
first line of teas in Canada
tAtA teA ChAkrA Gold, the second largest fortified with vitamins and
tea brand in South India and minerals. Available in 8 variants,
made from the choicest the range has been crafted to
Assam teas, is loved for complement an active, balanced
its strong and lingering lifestyle.
taste. The recent launch
of a new variant elaichi tAtA SAMpAnn dAlS are
(green cardamom) tea has unpolished and do not undergo
strengthened the portfolio in any artificial polishing with water,
the fast-growing premium tea oil or leather. This helps retain
segment in South India. their maximum goodness and
protein content. The grains are
Born in the ’70s, Good also gluten free and of premium
eArth teA, one of the quality.
first American herbal
tea companies, joined tAtA SAMpAnn SpiCeS have
the TCP family in 2005. their natural oils intact ensuring that you get
The latest launch – Good the health benefits
Earth Sensorial Blends from these spices. All
in the UK and the US is the spices are sourced
a flavoursome, aromatic from the best farms thus
premium grade range offering you sampann
that delivers a complete goodness.
sensorial experience.17
coveR sToRy
tata sampann nutrimiX be brewed in
is a range of ready-to-cook cold water. The
nutritious Indian meals and brand, which
snack options. Packed with has taken over
protein, fibre and fortified the flavoured
with unpolished dals and water market in
other Indian superfoods, the UK has also
Nutrimix offers the right been adapted
balance of authentic spices in for the Canadian
an easy-to-use packaged format that is free of and Australian
preservatives. markets.
The fifth largest coffee India’s first natural mineral water brand
brand in the USA, in terms — HiMAlAyAn WATeR, collected
of volume, eiGht o’CloCk from the foothills of the Shivalik range
CoFFee joined the TCP in the Himalayas, is mostly glacial melt
family in 2006. With a legacy that begins its journey in the upper
of more than 160 years, the reaches of the Himalayas, and then
brand has explored new cascades down for about 20 years
varieties and innovations, through layers of rocks, acquiring a
while its core — the rich unique natural mineral composition.
and classic taste of high The water eventually settles in an
quality 100% Arabica coffee aquifer from where it is drawn and
derived from whole bean bottled at source for a product that
and ground varieties — is nature’s creation at its finest —
remains unchanged and untouched and unprocessed.
uncompromised.
The affordable, on-the-go rehydration solution
tAtA CoFFee GrAnd is a first-
TATA Gluco Plus combines great taste and
of-its-kind offering of the finest
instant energy. The
coffee powder with ‘flavour
ready-to-serve non-
locked decoction crystals.’
carbonated beverage
This blend of freeze-dried and
offers the goodness of
agglomerated coffee blend is
glucose energy,
unique to the instant coffee
mineral salts, fruit juice
market in India and is a superior
and iron to refresh and
form of processing instant
recharge. Packed in an
coffee.
innovative, easy-to-use
200ml cup that stands out
on the shelf.
tetley Cold inFuSionS — containing small
pieces of fruits and herbs with no caffeine, artificial tata.review@tata.com
flavours and sweeteners — is specially treated to18 Tata Review | October-December 2020
2020
and beyond
11 Tata Group CEOs share their learnings from the ongoing pandemic
and how they are preparing for the new normal in 2021
as told to arushi agr awal and harsha r aMachandr a
My learnings froM 2020
2020 has been a unique year with great learnings! It
reinforced our bias towards free cash flows, above all
other financial metrics, as the guiding principle of our
business to enable us to continue paying salaries to
every single person that depended on Croma for their
livelihood without compromising on our growth agenda.
The year also taught us that talent never sleeps.
And that there is an exciting opportunity to improve
productivity and reduce our load on the environment
by changing how we help our associates to work closer
to home.
It validated our strategy of creating a digitally
enabled offline retail brand, and our mission of
promoting responsible consumption as the underpinning
of our business strategy.
in 2021, i aM looking forward to…
The pandemic to pass and for a semblance of normalcy
at least, even as we expect a paradigm shift in consumer
behaviour in the post-Covid world. Some changes could
be tectonic while others may be more subtle. The latter
are the ones that get missed by most and are of great
strategic value. We have tried to identify the changes
that will prevail in the new normal and work on some
exciting solutions for our customers. The first of these
initiatives will mature at scale in 2021.
My new year resolution
To become even more committed to the cause of
Avijit Mitra reducing our load on the environment in personal life
and as a leader.
ceo & Md, infiniti retail ltdSpecial RepoRT 19
My learnings froM 2020
We imbibed several new learnings from operating
in this unprecedented and challenging time.
Adopting innovative models and ensuring a
healthy ecosystem was imperative for survival and
revival. Our agility and resilience enabled us to do
so, as there was no prior blueprint to adapt. We
also undertook comprehensive business continuity
measures focused on what we could control,
while closely tracking and adapting to evolving
opportunities for a swift bounce back. With local,
cross-functional and high performing local teams,
we ensured faster and better decision-making to
Guenter
uenter Butschek
drive results. ceo
eo & Md, tata
t Motors ltd
in 2021, i aM looking forward to…
At a societal level, I am hopeful that we will win
the battle against Covid-19. At an industry level, My new year resolution
a progressive roadmap for the overall growth of the Give more attention to holistic wellness by
Indian auto sector will be heartening to see. At an including a physical activity in my daily routine,
organisational level, we want to deliver more value exploring healthier and nutritious food options and
and richer experiences to our customers and take following a disciplined approach to maintain fitness
forward the benefits of agility, remote working of both body and mind.
and digitisation.
My learnings froM 2020
We have seen a drastic change in almost every aspect
of life this year, including the business environment.
The travel and hospitality industries have been
hardest hit by the pandemic, while the operating
environment remains volatile and uncertain. It is of
utmost importance to be nimble and agile so that we
can quickly adapt to the changes required and seize
opportunities.
in 2021, i aM looking forward to…
Like most of the world, I’m desperately looking
forward to a solution to the ongoing Covid-19 crisis
along with resumption of normalcy in business. We
hope to regain momentum in our expansion plans as
the remaining four Boeing 787-9 Dreamliner aircraft,
from the order placed in 2018, join our fleet.
leslie thng My new year resolution
ceo , vistara To exercise more often.20 Tata Review | October-December 2020
My learnings froM 2020
Customer satisfaction, employee engagement and environment-
friendly technologies have always been our raison d'être. Today,
more than ever, we are striving for innovative product designs,
disruptive technologies and internet of things to do outreach
and contribute towards the betterment of our environment.
We have introduced eco-friendly, virus-containment technology
in our products as well as food preservation solutions through
enhanced and new product offerings to our customers.
in 2021, i aM looking forward to…
We have set our sights on building a market-resilient business
model. Towards it, we have initiated knowledge-enhancement
and capacity-building of our customers through digital/social
media platforms. Contactless self-operation and service through
DIY audio-visuals have been introduced as product solutions in
our relentless endeavour towards customer care and safety.
My new year resolution
pradeep Bakshi My New Year resolution is to focus more on my health and
Md & ceo, voltas ltd fitness and spend quality time with my family.
My learnings froM 2020
For a large public utility company like Tata Power, the
year 2020 has been a serious test of grit, determination
and resilience. As an essential service provider, our
teams have been working undeterred at all our power
generating plants and network management locations
in the pandemic environ, to ensure uninterrupted power
supply to our customers. As we move to the end of this
eventful and challenging year, we can confidently say
that as a team we have emerged much stronger
and wiser.
in 2021, i aM looking forward to…
If 2020 was a challenging year, I want 2021 to be a
year when we bounce back with the conviction that
no challenge is too big for us to overcome. We are well
prepared for the new normal in 2021. Surviving the
pandemic is just one facet of what we are made of. We
will sign off 2021 as a much stronger, greener, cleaner
and more customer-centric public utility of the future.
praveer Sinha My new year resolution
My New Year resolution is to value, cherish and spend
ceo & Md, tata power ltd
more time with my colleagues, learn new skill sets and
technology, and give meaning to our actions.Special RepoRT 21
My learnings froM 2020
One of the biggest learnings has been to navigate
uncertainty. While dealing with ambiguity and the
unknown, we’ve played the role of a catalyst in pushing
our boundaries and responding to the pandemic in new and
creative ways. Stragility helped us pivot to alternative and
innovative business models quickly, ensuring we continue to
strengthen our competitive advantage.
in 2021, i aM looking forward to…
An effective vaccine that is accessible to every individual
across the globe. This will help in the resurgence of the
economy and the tourism sector.
My new year resolution
I don’t believe in waiting till the end of the year to make a puneet chhatwal
new resolution. As I respond to this question, I commit to
Md & ceo, indian
maintaining optimism in the face of challenges, making a
positive difference, motivating, inspiring and hotels coMpany ltd
spreading hope.
My learnings froM 2020
2020 has taught us to be agile. We were swift to move from the physical to
an online world, and we continue to work on being nimble so that we can
adapt to any new challenges that may come our way.
Investment in technology, analytics and digital always pays.
Technology enabled us to further simplify our business processes
and redefine the way we serve our customers. Our investments
in laying down a comprehensive digital strategy enabled us to
function across businesses in a seamless and efficient manner.
A data driven culture across the organisation helped us to make
faster and smarter decisions and enabled us to explore new
opportunities and venture into unchartered territories.
From boardroom meetings to virtual meetings, connecting with
each other has never been so fast and easy. The physical location of a
team member or a business partner does not matter anymore, what
matters is the ability to reach out.
in 2021, i aM looking forward to…
Growth coming back — businesses back to pre-Covid times and more jobs
for the salaried segment. On our part, we will continue to work towards
achieving our long-term objective of quality growth with increasing Rajiv
returns for our shareholders.
Sabharwal
My new year resolution Md & ceo, tata capital ltd
To continue to assist individuals, in my sphere of influence, who have
been impacted by Covid-19 so that they return to a state of normalcy.22 Tata Review | October-December 2020
My learnings froM 2020
2020 will go down in history as a year of resilience. Importance
of care, collaboration and change along with the ability to face
reality with agility has been my biggest learning.
in 2021, i aM looking forward to…
We need to build back with vigour by embracing digital,
sustainability and technology, while emerging from the
pandemic. The focus on resilience will be an important element
as we benefit from rebound and growth in the economy. Besides,
work and location flexibility will be the most defining work
transformation in the new normal.
R Mukundan My new year resolution
Md & ceo, 2020 has taught us a valuable lesson — to cherish and safeguard
tata cheMicals ltd our health. I believe good health is the real wealth.
My learnings froM 2020
I firmly believe in Winston Churchill’s adage ‘Never let a good
crisis go to waste’. We, at AirAsia (India), initiated learning and
development plans to reskill and upskill our employees (fondly
known as Allstars) during the lockdown. We accelerated our
digital transformation journey and leveraged technology to
respond to unforeseen situations, leading the way in redefining
the new normal for travel. While doing all of this, we have
remained focused on regular operational excellence and explored
out-of-the-box opportunities and innovative solutions such as
cargo and air chartering services.
in 2021, i aM looking forward to…
Most definitely an antidote for this virus. We will continue to
embrace technology and launch new digital platforms to provide
benchmark customer experiences. Our endeavour towards being
India’s most preferred airline will continue with focus on on-
time performance and industry leading scores on customer net
promoter score.
My new year resolution
I would like to invest a couple of hours every day for my personal
health by walking and doing yoga. I would also like to spend more
Sunil Bhaskaran focused time with my family and pursue my hobbies of music and
Md & ceo, airasia (india) ltd playing the guitar.Special RepoRT 23
My learnings froM 2020
Don’t waste a crisis. As much as one should respond to a
crisis, ask yourself what is it that you can do only during a
crisis. Use a crisis to assess yourself, your leadership team
and your organisation for strengths and weaknesses. The
year 2020 has helped us accelerate into the future; it has
helped us to recalibrate ourselves and our businesses.
in 2021, i aM looking forward to…
Building agility and resilience in the organisation and
realigning policies and processes for the post-Covid world.
Looking forward to an effective vaccine being available so
that lives are not put at risk.
My new year resolution
tv Narendran
Be fitter. ceo & Md,
t
tata steel ltd
My learnings froM 2020
Driven by the pandemic and resulting lockdown, we migrated to
new digital tools and processes both on and off ground to improve
efficiency. We embraced remote working methods to meet the needs
of our customers and learned to operate with minimal overhead
expenses. These measures helped us enhance our performance
amidst crisis; in fact, we built a greenfield hospital comprising 550
beds in a short period of three months.
We, as an organisation, learnt how to leverage digital work
processes, IT tools, and operate with minimal overhead expenses in
these challenging times.
in 2021, i aM looking forward to…
We are looking forward to improving efficiencies and reducing our
fixed costs in the second half of fiscal 2020, and years thereafter, by
implementing our learnings and new ways of operating during the
lockdown period.
With the government focusing on new infrastructure projects,
we anticipate our order book to improve in 2021. As the economy
rebounds, we expect rapid project execution with increased inflow of
funds/payments.
My new year resolution
My personal New Year resolution is to focus on my health. For
me, exercising in Covid times is as important as focusing on
strengthening Tata Projects' balance sheet, because it will help me vinayak deshpande
remain stress free — a necessity for good health. Md, tata projects ltd24 Tata Review | October-December 2020
Restoration of an ornamental ceiling medallion in the mausoleum of Abdullah Qutb Shah by traditional lime craftsmen.
Image courtesy: Aga Khan Trust for Culture
The custodians of
Indian art & culture
Tata Trusts’ Arts & Culture portfolio plays a distinctive role in
preserving India’s rich cultural heritage
By Far ah DaDa
T
hat India is a land of cultural diversity arts under its broad Arts and Culture portfolio.
is evident from its wealth of art forms “To support the arts in India is to support the
and heritage that have existed since millennia-long cultural traditions that form our
pre-historic times. Each of the country’s intricate past, and the contemporary art practices
28 states and 8 union territories reflect a unique that will inform our future. The creation of art,
identity through their notable architecture, arts and participation in it, is a crucial part of any
and crafts, languages, dance and music, textiles community’s development and a strong conduit for
and more. its expression,” says Deepika Sorabjee, head, Arts
Over the years, the country’s rich patrimony & Culture, Tata Trusts.
has been neglected due to several factors including In less than five years, this division has
lack of encouragement and shunning of local successfully launched over 20 programmes and
talent. Tata Trusts is committed to the themes has made a difference to the lives of thousands of
of conservation, art education and performing people. Tata Review revisits some of the significantSpecial RepoRT 25
initiatives undertaken by Tata Trusts under its Khan Development Network and civic bodies in
Arts and Culture portfolio. Delhi). The idea was to restore this mausoleum
to its pristine glory, while promoting the socio-
SaFEGUarDING INDIa’S TrEaSUrES economic and cultural development of the local
The conservation projects of Tata Trusts aim at community.
restoring and preserving India’s built heritage, The colossal restoration work involved
art and films. The team is also building a talent training craftsmen in the ancient skills of firing
pipeline of skilled conservators and documenting tiles and making lime mortar, as well as training
unique preservation practices. conservation experts and architects in the use of
The conservation work at the Quli Qutb Shahi 3D laser scanners which were deployed for the
Heritage Park in Hyderabad and Humayun’s tomb first time in India. Conservation architects from
in the heart of New Delhi are two such projects Uzbekistan were brought in to work with local
that stand testimony to Tata Trusts’ commitment conservationists, to fabricate the precise shades of
to the restoration and repair of these architectural green, lapis blue, turquoise blue, yellow and white
masterpieces. The Trusts are also involved in using clay, quartz, different soils and chemicals, for
compiling a Specifications manual, helmed by the tiles on the tomb’s canopies, arches and walls.
the Aga Khan Trust for Culture (AKTC), that The project adhered to the highest standards
will establish specifications and ratings for built of conservation, involving surveys, documentation,
heritage projects in India. detailed architectural drawings, in-depth research
and peer reviews, thereby setting a benchmark
rENEwING ThE MUGhal MaUSolEUM in Indian conservation that is today followed by
Not many are aware that the majestic Taj Mahal conservationists across the country. This UNESCO
drew its inspiration from Humayun’s tomb, World Heritage structure was inaugurated on
the first garden tomb to be built in the Indian September 18, 2013, by Dr Manmohan Singh, the
subcontinent in scale and complexity second to then Prime Minister of India, and is today a popular
none. Four centuries of weathering and neglect
caused decay of this grand monument’s exteriors
and interiors, with broken arches, missing tiles
and latticework, chipped and faded paint, motifs,
engravings and inscriptions.
In 2008, Sir Dorabji Tata Trust partnered
with AKTC for the conservation of the Humayun's
Tomb, which was one of the major conservation
efforts being undertaken under the Nizamuddin
Renewal Initiative (started in 2007 through a
unique public private partnership between Aga
Vision
To work with excellence, multiplicity and the
marginalised, through identifying and addressing
gaps in the arts ecosystem
Conservators from Mehrangarh Museum Trust, engaged under
the Tata Trusts Art Conservation Initiative, conducting a field
survey at the Jaisalmer Fort Palace Museum.
Image courtesy: Mehrangarh Museum Trust26 Tata Review | October-December 2020
inSTiTuTe locaTion MaTeRial Impact In 2019
Mehrangarh Museum Textiles and l 15 conservators
Jodhpur
Trust (MMT) wall paintings hired and
trained at the
Himalayan Society for Heritage and Stone and five institutes
Nainital
Art Conservation (HIMSHACO) wood
l 119
conservators
Chhatrapati Shivaji Maharaj Metals and
Mumbai attended
Vaastu Sangrahalaya (CSMVS) panel paintings
8 specific
material
Photographs
Museum of Art & Photography conservation
Bengaluru and paper prints,
(MAP) workshops
drawings & maps
l 11 field surveys
Anamika Kala Oil paintings and conducted
Kolkata
Sangam Trust (AKST) paper manuscripts
and much visited site by international tourists. traditional materials — lime, stone and wood to
The Trusts are also supporting AKTC's efforts restore the monument’s original features. The
in setting up the conservation gallery at the project’s completion, slated for August 2020,
upcoming Humayun's Tomb site museum, which has been delayed due to the pandemic and will
displays the monument’s architectural features, now be completed in December 2020. The Qutb
records of the restoration and conservation work, Shahi Heritage Park has created employment
as well as objects from the National Museum and opportunities for craftsmen; on completion, it will
the ASI. generate increased income through visitor footfalls.
This non-profit public-private partnership effort is
rESTorING DyNaSTIc Glory the largest ongoing conservation effort in India.
In July 2020, despite the pandemic-induced
lockdown, craftsmen from Madhya Pradesh, ENhaNcING kNowlEDGE
Rajasthan and West Bengal resumed their Tata Trusts has launched a four-year Tata Trusts
conservation work on the Great Mosque and the Art Conservation Initiative (TTACI) programme,
tomb of Abdullah Qutb Shah, both 17th century in collaboration with five institutes (see table
monuments located in the Qutb Shahi Heritage above), to focus on training conservators,
Park in Hyderabad. organising training courses in specific materials
In 2012, Sir Dorabji Tata Trust and Allied and conducting field surveys of smaller collections,
Trusts partnered with AKTC to co-fund the towards attracting funding for future conservation
conservation of nine major monuments in the projects. Besides establishing a master’s degree in
Heritage Park including the Great Mosque; the art conservation, the initiative proposes to build a
tombs of Sultan Quli Qutb Shah, Jamshed Quli framework for art conservation in the country. The
Qutb Shah, Ibrahim Quli Qutb Shah, Muhammad 10-day training course in specific materials, held
Quli Qutb Shah, Hayat Bakshi Begum and last year, has been redesigned into an intensive
Abdullah Qutb Shah; the badi baoli (the step six-month modular course that will be offered in
well), and the hamam (communal bathhouse with the coming years.
separate sections for men and women).
The restoration work entailed reverting to PrESErvING PolIcE hISTorySpecial RepoRT 27
The Mumbai Police Archives in the historic NUrTUrING PErForMING arTS
Fort area of the megalopolis is another In performing arts, the Trusts have partnered
noteworthy project of Tata Trusts’ Arts and with institutions and communities across
Culture division in collaboration with the the country to support traditional and
Mumbai Police Foundation. The project, contemporary expressions in music and dance.
conceived by a former Police Commissioner of These include the Dhrupad Sansthan in Bhopal
Mumbai who was keen on setting up a police for music, Attakkalari Centre for Movement
museum, will reflect Mumbai’s political history Arts (dance) in Bengaluru, Kattaikuttu Sangam
through the eyes of the police force. for theatre in Kancheepuram, Ambedkar
A team — comprising archivists, paper University Delhi (AUD) for contemporary
conservators, as well as police volunteers trained dance, Shankar Mahadevan Academy (SMA) in
in the best practices of paper conservation and Mumbai for classical music and National Centre
manual archiving — perused through hardbound for the Performing Arts (NCPA) in Mumbai —
books, letters and more than 80 digests to archive established through a generous grant made by
the history of the city’s police force from pre- the Tata Trusts — for multi-arts.
independence times. The work involved sifting
through records as old as 1914 on the day-to-day TUNING IN
happenings in the police administration and in In 2017, Tata Trusts in collaboration with the
the city. It included detailed surveillance notes SMA set up the Inspire India Program (IIP)
on nationalists, communists and the mafia; to assist talent, mostly children and young
chronicles of key city events like mill workers’ musicians from marginalised communities,
strike, bandobasts, shoot-outs and more. The to excel in Indian and western classical music
HIMSHACO institute, Nainital, provided and pursue a career in it. This Mumbai-based
guidance on paper conservation, while Eka community project operating from community
Archiving Services Pvt Ltd, Delhi, imparted learning centres — located at DS School in Sion,
training on documentation and cataloging. the Govandi Education Society in Govandi and
Shri Sanatan Dharma Vidyalaya in Chembur
East — provides the same learning opportunities
to underprivileged students as those imparted to
Bound 87 digests
Key HigHligHts
regular students, but at a fraction of the cost.
archived contents of The project, now into its third year, has
940 wooden boxes and recorded significant pre-registrations for classes
95 tin boxes
in the Govandi and Chembur centres, which
Dry brushed and is largely attributed to the impact created by
indexed 80 cloth the Sion centre. However, in the wake of the
bundles
Covid-19 crisis, the centres have shifted to
Set up a paper the online mode of learning music. What’s
conservation lab remarkable is that despite these challenges, 50
published procedural
students participated in Sangam, the annual
manuals on archiving music programme organised by the SMA for
and paper conservation students worldwide, which was held online for
the first time in August 2020.28 Tata Review | October-December 2020
PUTTING oN ThoSE DaNcING ShoES them understand contemporary trends in dance
The Trusts has been promoting contemporary production and techniques.
dance by helping dancers expand their horizons Fifteen students of the 19 (out of the 42
to perform at corporate events, national and applications received) graduated in July 2020,
international festivals, participate in dance becoming the first batch of the masters in
residencies, conduct dance therapy workshops, performance practice (dance). Despite the lockdown,
classes and self-run dance studios. online classes commenced in April 2020 and the
In 2002 a corpus grant was given to the students were able to complete the last leg of their
Attakkalari Centre for Movement Arts for master’s programme by converting their annual
training young dancers in contemporary dance. dissertation presentations to an online format.
Subsequently, the centre’s ‘Way of the Masters’ Five students were invited to participate in
programme helped facilitate the transfer the 7th Dance Education Biennale — a platform
of knowledge between contemporary dance for student-dancers from across Germany and the
practitioners and masters of older folk forms of world, which was held in Hamburg in early 2020.
dance, namely Kootiyattam, Chhau, Kalarippayattu,
Thevarattam and Silambam. hIGhEr EDUcaTIoN IN ThE arTS
To promote traditional dance education as To enable professional avenues in the arts sector,
a professional skill, Tata Trusts entered into a Tata Trusts has engaged in supporting newer
two-year partnership with AUD to offer a master’s methodologies of learning and teaching the arts,
in performance practice (dance). The course’s using a multi-disciplinary approach including
inter-disciplinary curriculum combines theory and exhibition platforms, direct fellowships to artists
practice with core and optional subjects, thereby and post-graduate programmes with a focus on
integrating physical training, choreography, supporting tertiary art education.
critical thinking, inter-disciplinary studies and
professional development.
Key Projects
Students’ Biennale (2016 and
The course offers structured studio sessions 2018 editions) with the Kochi
Biennale Foundation
with visiting choreographers and dance practitioners
for a duration of three-to-five weeks across the four establishing the 1947 partition
semesters. The fundamentals of body movement, archives in three universities in
north India
the body in relation to space, technique in dance and
a two-week class on dance therapy are part of the pedagogical exhibitions —
‘State of architecture’ (2016)
course, along with working knowledge on lighting, and ‘State of Housing’ (2018) by
stage presentation, production and networking. The Urban Design Research Institute
students also attend a dance residency course at ‘india and the World: a History
Adishakti Laboratory for Theatre Arts in Pondicherry, in nine Stories’, a landmark
while undergoing Kalarippayattu training. exhibition at CSMVS, Mumbai,
in partnership with the British
At the end of the semester, the students Museum and the National
performed at the dance studio in AUD’s Khirkee Museum, New Delhi
campus to an audience of students and faculty
Master’s degree in
from other departments, as well as Delhi’s performance practice (Dance)
creative literati. Attending several national and at Ambedkar University, Delhi
international performances in Delhi helpedYou can also read
