MARKETING ENVIRONMENT

Board of directors
Meet the people who guide and motivate Tata Chemicals to achieve greater success.

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Cyrus P Mistry
Chairman, non-independent, non-executive director
Cyrus P Mistry was appointed Chairman on December 28, 2012 and director of Tata Chemicals on May 30, 2012.

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R Gopalakrishnan
Vice chairman, non-independent, non-executive director

R Gopalakrishnan is executive director of Tata Sons, vice chairman of Tata Chemicals and chairman of Rallis India and of Advinus Therapeutics.
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Nusli N Wadia
Director

Nusli N Wadia was appointed director of Tata Chemicals on June 26, 1981. A well-known Indian industrialist, he is the chairman of the Wadia Group of
companies and also director on the board of several Indian companies.
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Prasad R Menon
Director
Prasad R Menon was appointed as a director of Tata Chemicals with effect from October 30, 2006. He is the former managing director of Tata Chemicals
and Tata Power.

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Nasser Munjee
Director

Nasser Munjee was appointed director of Tata Chemicals on September 25, 2006. He holds a bachelor's degree and a master's degree from the London
School of Economics.
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Eknath A Kshirsagar
Director

EA Kshirsagar was appointed as director on the Tata Chemicals board on November 26, 2008. He is a fellow of the Institute of Chartered Accountants in
England and Wales.
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Dr YSP Thorat
Director

Dr YSP Thorat was appointed as director on the board of Tata Chemicals on January 8, 2010. He has wide experience in the rural finance, microfinance
and agricultural indebtedness sectors.
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Dr Vijay Kelkar
Director

Dr Vijay L Kelkar was appointed as a director on the board of Tata Chemicals on May 30, 2012. He is currently the chairman of the India Development
Foundation.
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Vibha Paul Rishi

Director
Vibha Paul Rishi was appointed as a director on the board of Tata Chemicals
with effect from September 1, 2014.

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R Mukundan
Managing director

Ramakrishnan Mukundan is the managing director of Tata Chemicals Limited (TCL). An engineer from IIT Roorkee, Mr Mukundan, joined the Tata
Administrative Service (TAS) in 1990.
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Prashant Kumar Ghose

Executive director and CFO
PK Ghose is executive director and CFO, Tata Chemicals (TCL). He was the
executive vice president and chief financial officer of the company
responsible for treasury, accounting, taxation, strategic finance, secretarial,
and information technology.

Distributor
Type

Public company (BSE: 500770)

Tata Chemicals earlier sold its product through a single agency,

which in turn sold it to a set of 33 distributors acting as clearing

Industry

Chemicals

and forwarding (C&F) agents and as 'super distributors'.

Founded

1939

The distributors in turn sold the product to over 2,500 stockists

Founder

J. R. D. Tata

Headquarters

Mumbai, Maharashtra, India

who in then sold it to 7 lakh retailers across the country.

The chemicals major will now have one layer less in the chain,
with the company now directly dealing with distributors. All C&F
functions and distribution functions have been separated and will
be dealt by distinct entities.

Area served

Global

The company is also in the process of identifying suitable

Key people

Products

Cyrus Pallonji Mistry

distributors in locations where it is not represented or where

(Chairman)[1]

distributors failed to perform their desired role.

Competitor

Basic and
industrialchemicals, nitrogenous andphosphatic fertilizers,
industrial (re)finishingproducts, coatings and crop nutritions

Revenue

Profit

Number of

139.7 billion (US$2.2 billion) (2012)[2]

8.37 billion (US$130 million) (2012)

4,752 (2011)

employees

Parent

Tata Group

Subsidiaries

Tata Chemicals Europe

Website

www.tatachemicals.com

Human Capital is defined as the attributes, competencies,

knowledge and skills of all types embodied in individuals
that helps enhancement of personal, social and economic
well-being eventually improving the quality of life and
environment. It is about empowering people to fulfill their
basic wants, preserve their freedom, maintain dignity and
help attain higher levels of knowledge, expression of
potential and talents, enhance their levels of achievement
and comfort leading to excellence in all forms of universal
claims of life. This is basically about organizations building
capabilities, capacities, skills, leadership and everything that
unleashes human potential and builds healthy, confident
individuals contributing something to themselves and
towards their communities and societies. It includes
employees, suppliers, dealers, customers and different
stakeholders more at an individual level

1. Include all HR programmes that enhance health, all round orientation, development and wellbeing of employees.
2. Enlist different kinds of skills, training, competencies and all forms of development to enhance employability among
employees, contracted labour, suppliers and dealership training and so on.
3. This includes all forms of building awareness, enhancing access to technology, expertise, to train leaders and individuals in
the community.

4. Programmes and events to enhance awareness of general public, the media that helps to form better / informed opinions and
decisions among all sections of society. This can include Volunteering in all its forms.
Social capital is defined as human networks based on shared norms, values and understandings that help and facilitate cooperation among people and within communities. These networks are realworld bonds and links between individuals and
organizations beginning with family, friends, colleagues and former colleagues and neighbours. It also has a geographical
connotation of neighbourhoods, counties, communities, towns, cities and of course, the nation. Social networks thrive on
written and unwritten principles and values for the dignity of mankind. Central to these networks and understandings is the
capacity to engender trust which enables people to work together. It provides the glue to facilitate cooperation, exchange and
innovation that has helped societies to progress on all frontiers. Communities with high levels of social capital tend to achieve
better health for their people, higher school outcomes, people face less fragmentation, isolation or conflicts; and, they leverage
collective knowledge and resources more efficiently and effectively. All forms of effort to build harmonious and self-reliant
communities; and to guide the creation of collective wealth, build institutions, facilitate various types of group work and
networking activities generally comes under the creation of Social Capital.
1. Resettlement, Rehabilitation and development of vulnerable and underprivileged rural and urban communities.
2. Working around Panchayat Samitis, other formal and informal groups, societies, clubs, institutions and other existing &
traditional forms of communities to evolve and reach collective and social goals.
3. Creation of networks, support the formation of new & innovative partnerships such as Self Help Groups, Micro-finance
related activities, working with citizens groups, professional bodies, media networks incontributing towards achieving better
quality of life and building trust.
4. Creation of institutions such as primary schools, secondary schools, institutions for higher learning, hospitals and other
forms of institutional building that has enduring and lasting benefits for the generations to come.
5. Organizing events of all types that bring people together for a good cause or encourage any form of art, culture, promote
interests of any kind including those organized for children and youth for such different purposes. 6. All forms of support given
to organize training, conferences, seminars, conclaves and so on that go beyond creating awareness and to build some form of
capacity, competencies and expertise in various areas that will have immediate or long-term impact in the Companys capacity
in improving the quality of life.
Creating natural capital includes the conservation of environment, creation & restoration of biodiversity, protection of wildlife
and fostering all forms of natural life for its own sake and the beauty of nature. It includes activities that are sensitive to the
use, reuse, recycling and other forms of conservation of resources wherein there is a check on the disruption or depletion of
nature.
1. All efforts to proactively understand and mitigate the risks of environmental damage and subsequent activities to control all
forms of emission, effluents and the management of industrial andprocess waste in the facilities across the supply chain. This
will generally include initiatives which are proactive in nature, demonstrate leadership and those beyond the requirements of
regulations or the compliance of norms as expressed by communities and civil society from time to time.
2. Initiatives that have been introduced in the areas of water and energy conservation and efficient use of other resources using
innovative methods, deploying team work and group dynamics that have not only helped the business process but more so
demonstrated a sense of high social responsibility and care.
3. Various forms of activities that go in the greening of different parts of the supply chains. 4. Show how
specific processes and practices in the company aspire to recognize concerns related to natural management
and proactively strive to mitigate risks.

In spite of the difficulties there are in capturing various forms of Value Creation, it is worthwhile to see how
companies aspire and actually contribute towards economic well being through the imaginative use of market
institutions and entrepreneurship that aims at going beyond mere financial returns and looks towards the
cumulative opportunities for economic value addition.
1. All forms of employment and occupation generated by the company and the efforts there are in sustaining
this process for more and more people.
2. The extent to which a companys presence has contributed towards the improvement of economic
wellbeing in the locality, region and greater parts of the neighbourhood. This mainly includes the economic
prosperity of various sections of society, including the increase in savings and proper deployment of incomes
to create assets for people and the community.
3. This also includes the care taken by a company to ensure that its presence has made positive rather than
negative contribution towards the cost of living in the regions and cities where it operates.
4. Different aspects of pricing of products and other innovative forms of value propositions of its products and
services could also be an interesting part of value generation. There were good reasons behind some
courageous decisions to restrain from price increases or setting a low-price for products and services in the
greater interests and good of the industry that need to be carefully mentioned.
5. There are new sources and forms of creating economic value for people and the company such as those
initiatives that move more towards serving the underserved. This could have a special mention here.
Although the understanding and reporting of financial capital is better, the understanding here is the degree
to which revenue and income generation is becoming more and 3. This also includes the care taken by a
company to ensure that its presence has made positive rather than negative contribution towards the cost of
living in the regions and cities where it operates. 4. Different aspects of pricing of products and other
innovative forms of value propositions of its products and services could also be an interesting part of value
generation. There were good reasons behind some courageous decisions to restrain from price increases or
setting a low-price for products and services in the greater interests and good of the industry that need to be
carefully mentioned. 5. There are new sources and forms of creating economic value for people and the
company such as those initiatives that move more towards serving the underserved. This could have a special
mention here. more sustainable or something that has helped provide assistance to the more vulnerable
communities to really take the first step of the economic ladder.
1. There are a number of ways in which our companies contribute towards generation of livelihoods among
the vulnerable and underprivileged sections of society. While a mention can be made about activities and
events, more emphasis is required on what new ways were found to make these more sustainable.
2. Several companies go beyond the call of regulators in providing guaranteed incomes and also make
commitments to a large number of employees and beneficiaries that may deserve explicit mention.
3. Significant contributions made to the exchequer and different forms of support provided to institutions in
purely financial terms such as sponsorships, donations and one time relief support could be mentioned
separately. (Typical IT Act Sec. 80 G etc.)
4. All forms of activities to enhance and sustain shareholder value could be reported giving some brief
outlines of the supporting processes and systems that add towards the sustainability of such initiatives.
5. There are initiatives that would be taken up by our companies under Climate Change specially such as
carbon trading. There could be other financial savings or accruals resulting out of Sustainability initiatives that
could be reported here.
6. Any innovations in the process of making financial assistance to the needy or schemes to reach the unreached population to buy products also warrant mentioning.