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2015-12_dc

D+C  e-Paper  December 2015 19 Jamsetji Tata will never be forgotten. The Tata conglomerate is amongst India’s most impressive private-sector enter- prises. Its founding fathers embedded principles of corporate social responsibility in the DNA of the business long before this trendy term was coined. By Aditi Roy Ghatak The Tata group saw a change of guard this year. Its new chairman is Cyrus Mistry, who does not belong to the Tata family. His predecessor was Ratan Tata, who will now focus on his personal charities and support for social enterprises. Mistry is implementing a strategy he calls Vision 25. By 2025, he wants the group to be in the same league as its global peers and reach out to 25 % of the world population. Nirmalaa Kumar, a business professor of international acclaim who belongs to the Executive Council of Tata and Sons, the holding com- pany, says the goal implies that the Tata brand should be among the world’s “top 25 most valuable brands” and that the group’s market capitalisation should be among the top 25 as well. Tata enterprises are active in industries from salt to software and from agriproducts to airlines. The group’s total sales amounted to the equivalent of $ 134 billion in the financial year that ended in April 2015. About 70 % of group revenues are generated abroad. Tata operations spread over 100 sectors in more than 100 countries and employ some 613,000 people. The ethical route to bottom-line excellence Nectoy/Lineair

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