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Ratan N Tata Ratan N Tata was the Chairman of Tata Sons, the holding company of the Tata group,

from 1991 till his retirement on December 28, 2012. He was also chairman of the major Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Global Beverages, Tata Chemicals, Indian Hotels and Tata Teleservices. During his tenure, the groups revenues grew manifold, totalling over $100 billion in 2011-12. Mr Tata is also associated with various organisations in India and overseas. He is the chairman of two of the largest private-sector-promoted philanthropic trusts in India. He is a member of the Indian Prime Ministers Council on Trade and Industry. He is the president of the Court of the Indian Institute of Science and chairman of the Council of Management of the Tata Institute of Fundamental Research. He also serves on the board of trustees of Cornell University and the University of Southern California. Mr Tata serves on the board of directors of Alcoa, and is also on the international advisory boards of Mitsubishi Corporation, JP Morgan Chase, Rolls-Royce, Temasek Holdings and the Monetary Authority of Singapore. Mr Tata received a Bachelor of Architecture degree from Cornell in 1962. He worked briefly with Jones and Emmons in Los Angeles before returning to India in late 1962. He completed the Advanced Management Program at Harvard Business School in 1975.

The Government of India honoured Mr Tata with its second-highest civilian award, the Padma Vibhushan, in 2008. He has also received honorary doctorates from several universities in India and overseas.

Awards 2014

Life time Achievement Award in Ethical Governance & Leadership Asian Centre for Corporate Governance & Sustainability Ratan Tata, Chairman Emeritus, Tata Sons, received the Life time Achievement Award in Ethical Governance & Leadership, from Mervyn King, Chairman, IIRC, UK, who has the unique distinction of having authored the King's Committee Report I, II and III on Corporate Governance. The award was presented to Mr Tata at the Asia Business Responsibility Summit 2014, organised by the Asian Centre for Corporate Governance & Sustainability on January 8, 2014, at the Bombay Stock Exchange Convention Hall, Mumbai.

2012 The Grand Cordon of the Order of the Rising Sun Government of Japan Mr Tata was conferred the Grand Cordon of the Order of the Rising Sun by the Japanese government for his contribution to strengthening economic relations between Japan and India at a ceremony in Tokyo. Established in 1875, the order is awarded to those who have

distinguished achievements in international relations, promotion of Japanese culture, advancements in their field, development in social and occupational welfare or the preservation of the environment. Lifetime Achievement Award The Rockefeller Foundation The Rockefeller Foundation honoured Mr Tata for his innovative approach to business and philanthropy. Mr Tata received a Lifetime Achievement Award for innovation from the foundation. 2011 Swiss Ambassadors Award for Exceptional Leadership Government of Switzerland The Government of Switzerland honoured Mr Tata with the Swiss Ambassadors Award for Exceptional Leadership and for his contribution to strengthening bilateral ties between India and Switzerland. Conferring the award, Switzerlands Ambassador to India, Philippe Welti, said that Mr Tata is not just an Indian corporate icon, but a global business leader. 2010 Hadrian Award World Monuments Fund The World Monuments Fund named Mr Tata and the Tata family as recipients of the Hadrian Award in recognition of their leadership in the restoration and protection of Indias cultural heritage, the preservation of iconic sites that date back to Indias greatest empires, and generous and longstanding support for archaeological excavation. 2009

Business Process Innovation Award The Economist The British news magazine, The Economist, announced Mr Tata as the winner of the eighth edition of its annual Business Process Innovation Award for the successful development and launch of the worlds most affordable car, the Tata Nano. The citation stated that Tata has forged a company that is shaping businesses across the globe and changing the way Indian companies conduct business. Grand Officer of the Order of Merit of the Italian Republic Government of Italy The Italian government awarded Mr Tata the Grand Officer of the Order of Merit of the Italian Republic in December 2009. Handing over the award, Italys Minister for Economic Development, Claudio Scajola, said, Tata is universally acknowledged as one of the outstanding business leaders of the world. He epitomises the Indian continents vibrant economic growth. 2008

Padma Vibhushan Government of India Indias President, Pratibha Patil,conferred the Padma Vibhushan (awarded for exceptional and distinguished service) for trade and industry on Mr Tata at a function at Rashtrapati Bhawan. The Padma Vibhushan is the second highest civilian honour in India. In 2000, Mr Tata was awarded

the Padma Bhushan (the third highest civilian award in India) for trade and industry by the then Indian President, KR Narayanan. Honorary Citizen Award Government of Singapore The Singapore government feted Mr Tata with its Honorary Citizen Award, a national award conferred to recognise the contributions of foreigners who have rendered valuable services to Singapore and its people, or who have made a significant impact in the areas of business, technology, information communications, education, health, arts and culture, sports, tourism, community services or security. 2007 Qimpro Platinum Standard Statesman for Quality Award The Qimpro Foundation The Qimpro Foundation honoured Mr Tata with the Qimpro Platinum Standard 2006 Statesman for Quality Award. The citation of the award mentioned that Ratan Tata, Chairman, Tata Sons, is a role model who has redefined corporate governance, social responsibility and global ambition for Indian entrepreneurs. Andrew Carnegie Medal of Philanthropy Carnegie Corporation Mr Tata received the prestigious Andrew Carnegie Medal of Philanthropy, on behalf of the Tata family, from Vartan Gregorian, president of Carnegie Corporation of New York during the 2007 Carnegie Medal of Philanthropy ceremony in Pittsburgh, United States. The award is in recognition of the longstanding commitment of the Tata family to philanthropic causes. 2006

FIRST Award for Responsible Capitalism FIRST organisation This award honours business leaders who have consistently demonstrated social responsibility as an integral part of commercial success. Handing over the award, Lord Woolf, chairman of the judging panel, said: Mr Ratan Tata has demonstrated how it is possible to combine being an extremely successful leader of highly innovative companies with social responsibility... 2005 Businessman of the Year in Asia Forbes magazine Mr Tata received this award in recognition of the phenomenal growth that the Tata group recorded in the 1995-2004 period. Quality of Life Award Auburn University College of Human Sciences in conjunction with the United Nations Mr Tata was honoured for his contribution to the wellbeing and quality of life of individuals and communities in India and globally. At the awards ceremony, the Tata group was described as an exemplary model of corporate philanthropy... 2003 Entrepreneur of the Year Award Ernst & Young Mr Tata was named the Ernst & Young Entrepreneur of the Year - India in 2003; he received the award from LK Advani, then Deputy Prime Minister of India. The entrepreneur of the year program was first established in the United States in 1986 to celebrate the achievements of outstanding individuals who head growing, dynamic businesses and make significant contributions to their respective economies.

2002 Asia Pacific Community Building Award East-West Center The East-West Center (EWC) honoured Mr Tata for the contributions he made towards building better relations and understanding between India, the United States and the countries in the Asia Pacific region. The award was presented at the annual celebrations of the East-West Center Foundation in Hawaii. EWC is an internationally recognised educational and research organisation established by the United States Congress in 1960 to strengthen relations between the United States and countries in Asia and the Pacific region. 1995 Alumni Achievement Award Harvard Business School This award is given to Harvard Business School alumni who have contributed significantly to their companies and communities. Mr Tata completed the advanced management program at Harvard Business School in 1975.


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Ratan Tata - My Role Model Global leadership, the Ratan Tata way

" It is a statement I feel quite awkward in acknowledging." That is Ratan Naval Tatas immediate reaction when he is told that he has been voted India Incs Best Brand Icon in the Outlook Business-CNBC Universe Pollthe result marks him out as the flag bearer of Indias global aspirations. The response is not at all uncharacteristic of Tata. He is an extremely private person, and yet one who has managed to transform the Tatas from a Rs 13,000-crore asynchronous group into a Rs 129,994-crore cohesive global organisation in 16 years at the helm. "All that I have been doing, in my own little way, is to make the group more competitive and bold," he says. Quite true to his nature, that also is an understatement. In the last few years, the group has wrapped up 35 cross-border acquisitions, including some mind-blowing large deals that are now much too famous to require a mention here. International revenues now account for over 50% of group revenues. (That figure was in single digits when he had taken charge.) And if there is one big reason why corporate decision makers judged him to be Indias Best Brand Icon, it has got to be his success in taking the group global. "Both Indian and global stakeholders are increasingly seeing us as a group that is making big plays, taking more risks than it was known to do in the past and managing large global takeovers with reasonable grace and finesse and, hopefully, success," Tata says.

The Mind Of A Leader There are many facets to Ratan Tatas global gameplanhis thought leadership in identifying the need to go global very early on; his wisdom in waiting to make the group more competitive

before going in for the international push; his skill as a leader in making this theme resonate all over the group; the aggression with which he has won some of these cross-border deals; and his unshakable resolve never to compromise on the ethics and values that the group has cherished for over 100 years now. The earliest evidence of Tatas thought leadership could be found in a document unofficially called the Tata Plan that he authored way back in 1983. Under the leadership of JRD Tata, the group got Ratan Tata (then Tata Industries Chairman) to draw up a blueprint for the future. In it Tata recommended that the group `seek substantial growth in international operations. He also suggested restructuring the group to address the global opportunity better. "Tata identified the theme of going global very early on, but his initial judgment was that the group was not yet ready to move on to this agenda," says Alan Rosling, Executive Director of Tata Sons. Rosling was hired personally by Tata in 2003 to lead the groups drive to internationalise. "To begin with, Tata focused on competitiveness. We have to earn the right to survive, he would say. Only when he judged that the group had moved to this position did he decide to stand up in 2003 to spell out the international agenda," Rosling adds.

A Man Of Ideas Managers who have worked with Tata closely say that he has identified many such themes. Internationalisation was one. The push to hire young mangers at significant, decision-making levels across the group is another. The entire focus on the bottom of the pyramidbe it the onelakh car, budget hotels or low-end watchesis his idea. So is the focus on research and development. "No doubt, he has been a big influence on the group in the last three-four years,"

says R Gopalakrishnan, Executive Director of Tata Sons. Rosling says, "he is a deep thinker, extremely strategic and long term. He is always two-three moves ahead." In driver's seat: Indica, INdia's first indigenous car, was launched in 1998 And once he has identified a theme, he often leads by communication. He employs a very consultative style in seeding these ideas or themes into group companies. He encourages people to open their eyes to look at an opportunity and gets them to think differently about issues. But he will never tell them what to do. Often, he communicates by asking questions. "Why cant you" or "have you thought about this"those are common phrases he employs. He will ask you questions that will lead to the theme. Rosling calls this the Tata way of "socialising ideas." Tata never imposes and never demands that people fall in line with his beliefs. Rather, he floats an idea, discusses and debates it and then allows managers to come up with what they would like to do about it. "He has had significant personal impact on the way the group has changed and internationalised, but he has done it through colleagues. That is what leadership is all about," says Rosling. Be Bold Admittedly, Tata has also been trying to increase the "dare quotient" of the group. He has been nudging his managers to be bold in their planning. This relatively new facet is perhaps best summed by the mindset with which Tata walked into the Corus auction. "Tata went into the auction with the intention to win," says Gopalakrishnan. "You are now beginning to see that attitude being reflected in group companies," he adds. Tata encourages aggression among group mangers in many ways. To begin with, he is always encouraging companies to think big and be bold enough to attempt the impossible. When such thinking leads a company to a cross-border deal, he makes himself available 24x7 to the CEO

doing the acquisition. "When you come to him for a critical decisionwhich will always be in some negotiationshe will give you a very quick answer," says Rosling. His responses would be crisp, leaving no room for doubt. The answers would be something along these lines: "Yes, I agree that we should offer this price" or "yes I agree we should withdraw" (the group has done that on occasions.) "His involvement in cross-border deals could be quite significant," says Rosling. And thats precisely what gives the CEOs the confidence to move ahead without doubts. Hands Off Yet, in all this Tata never comes in the way of a manager functioning. Yes, he might step in to make a broad strategic adjustment, but he does not interfere in operational issues. Only if his help or input is sought in something specific does he come into the picture. That can be said of his involvement in the global acquisitions as well. He is present as a member of the leadership team; he is not there in managing the process. He is available to CEOs as a sounding board, or to give advice. "That was precisely his role in the Corus acquisition," says Rosling. B Muthuraman, Tata Steel Managing Director was running the process, Arunkumar Gandhi, Executive Director, Tata Sons was in the negotiation and the bidding, Tata was there only to help with key decisions based on Muthuramans recommendations. Tata extends a similar philosophy into the way global acquisitions are managed and integrated into the group. Cultural compatibility is one big area in which due diligence is done before starting work on any cross-border deal. "This ensures that they are, in a manner of speaking, inclined to be in the Tata groove more readily," says Tata. He prefers a non-prescriptive

approach. "We do not take a William the conqueror approach to cross-border acquisitions," says Gopalakrishnan. "I have signed the cheque. So I am here to tell you how to handle things in the futurethats not what Tata believes in," he adds. Man Of Integrity A key issue that ensures cultural competency is ethics. This is where Tata has never diluted his value system. "I saw him stand by his principles, even though it cost him entry into the lucrative airline business," recalls a senior official of the group, referring to the jinxed Tata AirlinesSingapore Airlines proposal of the late 90s. "Tata has shown that there is no other way he will do business other than do it ethically," says Gopalakrishnan. He points to the Tata Finance episode (financial irregularities by senior company officials had led to the loss of few hundreds of crore) as an example. At that time, when the loss was yet to be ascertained (estimates ranged from Rs 500 crore to Rs 1,000 crore), Tata announced that the holding company would pump in the required money to prevent Tata Finance deposit holders or shareholders from suffering any loss. "By that one action, he gave a message that is far beyond all the speeches he could give in the next 10 years," he adds. "He is a deep thinker and extremely strategic. He is always 2-3 steps ahead"- Alan Rosling ED, Tata sons Tata lives by these high standards in the international arena, too. Before a meeting with the Prime Minister of a significant country, a senior group official suggested Tata lobby for a specific proposal that could help the group in that country. "Tata declined," recalls the official who made the request. "Unlike global CEOs, who never hesitate to lobby with governments, Tata seldom asks governments for specific favours," he adds. This despite the fact that Tata is growing in global statureamong other things, he is an advisor to South African President

Thabo Mbeki, the British government and Singapores Economic Development Board on international investment related issues and he is on the board of Mitsubishi Corporation, American International Group and JP Morgan Chase. "He has a very positive global stature," says Gopalakrishnan. "That does help group companies." Many believe that Ratan Tatas global leadership is now reaching iconic proportions, at least among his Indian peers. Like all icons in big business, his personality is beginning to reflect on the groups reputation. Again, true to his nature, rather than bask in the glory, he chooses to deflect the credit and attention showered on him away from himself. "I have spent a lot of time and energy trying to transform the group from a patriarchal concern into an institutionalised enterprise. It would be a mark of failure on my part if the perception gained ground that I epitomise the groups success," he says. Very few global business leaders are as selfless.