1

AGENDA 1 Strategic Roadmap 2030

2:30pm- 6:30pm IST
2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG

6 Technology and Innovation-led Transformation

7 Q&A Session – II

2
Safe harbour statement

Statements in this presentation describing the Company’s performance may be “forward looking

statements” within the meaning of applicable securities laws and regulations. Actual results may differ

materially from those directly or indirectly expressed, inferred or implied. Important factors that could

make a difference to the Company’s operations include, among others, economic conditions affecting

demand/supply and price conditions in the domestic and overseas markets in which the Company

operates, changes in or due to the environment, Government regulations, laws, statutes, judicial

pronouncements and/or other incidental factors.

3
 1 Strategic Roadmap 2030

2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG Mr. T V Narendran

6 Technology and Innovation-led Transformation CEO & Managing Director

Tata Steel
7 Q&A Session – II

4
Tata Steel is focused on creating sustainable value

Safety remains our Become Culturally

priority future ready

Leadership Sustainability
in India is core to our
business

Robust financial
health

Employee well being
has been our No. 1
priority during the
pandemic
Sustained focus on
safety: reduction in red
risk incidents by 82%
in last 3 years
Successful integration of Net Debt/EBITDA <2.5 in Circular business models Only steel company with
TSBSL & TSLP FY21 end - established 0.5 MTPA three assets1 recognized as
scrap recycling unit Global Lighthouses by WEF
Setup commercial mining Cumulative operational for adoption of 4th IR
business improvement savings of Rs Long term roadmap Technologies
21,400+ crores over last 5 created for
GraphITI: one of the years in Tata Steel India de-carbonization Embedding a culture of
world’s largest single site Agility, Innovation, Digital &
Graphene production Structural interventions at Tata Technology leadership
plant set up in FY21 Steel Europe; turns cash
positive in FY21

Red risks are incidents with fatality potential; Tata Steel India = Tata Steel Standalone + TSBSL + TSLP; TSBSL – Tata Steel BSL Limited; TSLP – Tata Steel Long Products 5
Limited; TSE – Tata Steel Europe; ; MTPA – Million tons per annum; 13 assets – Ijmuiden, Kalinganagar, Jamshedpur; WEF – World Economic Forum; IR – Industrial revolution
Global Steel Industry witnessing structural changes: Steel prices to stabilize at higher levels
than in the last decade

Capacity utilization is improving with closure China Net Exports and HRC
of inefficient and polluting assets Export Prices
Capacity utilisation, % (LHS) Overcapacity, MTPA (RHS) China HRC FOB quarterly Price, $/ton (LHS)
90% 1000 1000 China Net Exports, MT (RHS) 120

800 100
800
80%
80
600 600
70% 60
400 400
40
60%
200 200 20

50% 0 0 0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Govt spending on
infrastructure as response to
slowdown, globally, will
increase steel consumption
Growing de-carbonization
focus, especially in Europe
and China, will increase steel
companies’ cost of operations
Geopolitical events will India steel demand continues to
continue to impact be buoyant (expected grow by
international raw material ~20% in CY21); supported by
prices economic recovery, government
spending and improved liquidity

HRC – Hot rolled coil; FOB – Free on board (incoterm) 6

Our strategies for success are informed by opportunities presented by megatrends

Urbanization

▪ Increase in number of Megacities

Demographic Change Shifting Economic Power

▪ Increasing population and the ▪ Rising economic disparities

burgeoning youth population ▪ Shift in Global Economic Power
▪ The Talent Cloud and their growing from West to East
‘customer’ like expectations

Climate Change Technology

▪ Changing climatic patterns ▪ Connected Living; Industry 4.0

▪ Decarbonization ▪ Evolving preferences of the
hyper-connected consumers

7
Over this decade, Tata Steel aims to be the most respected and valuable steel company globally

Leadership in India: Most respected and

preferred by discerning customers
▪ Increase capacity of India operations through organic
and inorganic growth
▪ Attain and retain Leadership in chosen segments
Consolidate position as global cost leader
▪ Raw material self-sufficiency
▪ Cost improvement & value enhancement through
structural interventions & continuous improvement

Attain leadership position in adjacent Leadership in sustainability

businesses ▪ Benchmark in CO2 emissions
▪ Services and Solutions ▪ Benchmark in specific water consumption
▪ New Materials Business ▪ Value creation using Circular Economy business
▪ Commercial mining models

Best Place to work Top 5 in technology

Be the Digital Leader in Fostering a future
for in Manufacturing in steel industry globally
steel industry globally ready culture
in India

8
Tata Steel’s strategy is pivoted around capitalizing on India Growth Story…

Targeting value accretive growth in India India to be the dominant manufacturing

base for Tata Steel going forward

2010: 22 MTPA 2020: 34 MTPA 2030F: 55 MTPA

Production capacity (MTPA)

29%
57%
73%

India Europe South –East Asia

Optimizing product portfolio is a key target

in India
Production capacity (MTPA)
Flat Long
30

15.6
10
3.7 2.9 4
TSK –
2018 TSBSL TSLP 2020 2025 (organic / 2030
Phase II 2010 2020 2030F
Inorganic)
/ EAF

9
TSBSL – Tata Steel BSL; TSLP – Tata Steel Long Products.; TSK – Tata Steel Kalinganagar; EAF – Electric Arc Furnace;
… with a continued strong market presence

Attain and retain Leadership in chosen segments (current and new)

▪ Market share in ‘Automotive’ grew to 58% in FY21 from 50% in FY20
▪ High-end engineering segment grew by 46%YoY in FY21

Reinventing the route to connect, transact and engage with customers

▪ Connected platforms: Aashiyana (130% YoY growth to reach sales of Rs. 726 crores in FY21), COMPASS,
DigECA and Sampoorna
▪ Synergy across the Group: Basera and Nexarc (Digital B2B platform & one-stop solution for emerging
businesses)

Technology and knowledge intensive differentiation in marketplace

▪ Steel for future mobility and Ready-to-paint technology
▪ Graphene and Composites

10
Continuous structural and operational improvements key to achieve our financial goals

Savings of Rs 21,400+ crores over last 5 years through Interventions planned over the
operation efficiency improvement in Tata Steel India next 5 years
Savings (Rs crores)
6,545
5,369 ▪ Focus on augmenting raw material production
capacity
3,406 3,556
2,594 ▪ Strengthen logistics network and upstream of
steel manufacturing

▪ Continue to focus on reducing fixed cost

FY 17 FY 18 FY 19 FY 20 FY 21

Structural interventions has resulted

in TSE becoming cash positive
Free cash flow (Rs crores)
130
▪ Continue with the ongoing transformation
program in TSE
-603
▪ Complete separation of UK & Netherlands
-2,026 operations to focus profit & loss accountability
at geography level
-3,689
FY18 FY19 FY20 FY21

Tata Steel India – Tata Steel Standalone + Tata Steel BSL + Tata Steel Long Products; TSE – Tata Steel Europe 11
We continue to focus and invest in capabilities to attain leadership position in
Adjacent Businesses

Services & Solutions New Material Business Commercial Mining

3 material verticals – composites, 3 chromite mines in Odisha

Pravesh – Doors and windows graphene & advanced ceramics
450 KTPA of ferro chrome production

Future growth engines - a) Chrome

Nest-in – solutions for society Focus on building an ecosystem of business, b) MDO business, c)
manufacturing and technology partners Strategic minerals play

KTPA – 1000 tons per annum; MDO – Mine Developer and Operator 12
Sustainability – a strategic imperative for a ‘hard to abate’ sector

Sustainability is now deeply …intent to demonstrate leadership position in sustainability over this decade
embedded in Tata Steel Goals for 2025 Goals for 2030
ecosystem …
▪ TSI: Achieve <1.8 tCO2 /tcs
Climate ▪ TSI: Achieve <2 tCO2 carbon emission
Long term decarbonization change /tcs carbon emission ▪ TSE: 30% reduction in specific
roadmap created emissions over 2020

Pursuing low carbon technologies ▪ TSI: Achieve specific freshwater

▪ TSI: Achieve specific
consumption of <1.5 m3/tcs, aim for
Water freshwater consumption
Circular Economy integrated as water neutrality
of 2 m3/tcs
part of business model ▪ TSE: EU benchmark for water intensity

Deploying Responsible Supply

Chain Policy across value chain
Circular ▪ Achieve material ▪ Build 5 MTPA recycling business
Economy efficiency of 99%
Improving transparency and
disclosures

▪ Develop and implement

Biodiversity Management ▪ Aspire for no net loss of biodiversity
Bio-diversity Plans for all operations
sites

TSI – Tata Steel India (Tata Steel standalone, TSBSL and TSLPL); TSE – Tata Steel Europe; tcs – tons of crude steel; material efficiency is defined as percentage of crude 13
steel and co-products (by-products) material out of total output material; MTPA – million tons per annum
We aspire for leadership position in Technology and Digital

Infrastructure and enablers in place Aspirations for this decade

✓ Identified 7 TLAs with 40+ projects

▪ Deliver ‘new to world’ products and solutions
✓ Focussed on leveraging external eco-system
through outcome driven collaborations ▪ Deploy new technologies at scale addressing
Top 5 in sustainability
✓ Monetisation of in-house IPs
technology in ▪ Build industry leading technology management
steel industry ✓ Building organizational capability on innovation processes and capabilities
globally
✓ 45% of the patents have been granted in last 5
years

▪ Enable remote operations for key processes

✓ Data maturity is now close to process maturity and operations
✓ Enabled unlocking and creation of value ▪ Drive 65-70% of value creation through digital
Be the Digital transformation initiatives by FY30
Leader in steel ✓ Platformization – Connected assets, workforce
industry and e-commerce platforms ▪ Enterprise management through business
globally ✓ Adoption of 4th IR Technologies platforms – enhancing stakeholder experience
and ensuring global optima

TLAs – Technology Leadership Areas; IP – Intellectual Property; IR – Industrial Revolution 14

Becoming culturally future ready will provide the platform for future value creation

Strengthening enablers for Future of ‘Work’, ‘Workforce’ and ‘Workplace’

Culture of Safety, Continuous

Agility, Innovation and
improvement, Ethics & Giving
Technology leadership
back to the community
Certified as
India’s Best
Digital and Anaytics as a Workplaces by Progress towards
way of life ‘Great Place to benchmark productivity
work’ for the
4th time.
Unique policies deployed to Enabling capabilities and
drive diversity and inclusion career to unleash potential

Culture of safety Institutionalise culture Technology and Be Great Place to Work

Aspirations ingrained in the of Agility & #1 in Manufacturing, Top
knowledge-based
for this decade org - Achieve Breakthrough differentiation in 10 among all companies
Zero Harm innovation whatever we do in India

15
We are on our way to build the Tata Steel of the Future

▪ Strong, non-cyclical free cash flows driving best-in-class valuations

▪ Recognized as technology & innovation leader by customers, peers,

employees, investors

▪ Leadership in sustainable practices: low carbon business model at scale

Most respected and ▪ Customer obsessed organization with world class operational performance
valuable steel company
in the world by 2030

▪ Culture and values for the next generation

▪ Global benchmark in corporate citizenship

16
 1 Strategic Roadmap 2030

2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG Mr. Koushik Chatterjee

6 Technology and Innovation-led Transformation Executive Director & Chief

Financial Officer
7 Q&A Session – II Tata Steel

17
Recap of financial year 2021

Deliveries (mn tons) EBITDA (Rs. crores) EBITDA (%)

29,770 30,892 20
23.88 25.27 26.79 26.68 28.50 17 19
14 12
22,045
17,025 17,735

FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21

Free cash flow (Rs. crores) Interest Coverage Ratio Gross Debt /Equity (x)
23,700
3.9 3.9 4.1 1.98
3.4 1.82 1.58
2.4 1.51
8,839 1.15
-2,588 -4,608 1,736

FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21

Gross Debt (Rs. crores) ROIC (%)

116,328
100,816
92,147 88,501 20
83,014 13 16 15
6

FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21
18
ROIC: Return on Invested Capital
Pillars for Tata Steel’s financial strategy

Maximizing
Leverage return on
Invested
Optimize capital › Target Investment › Sector Capital
structure and cost
Grade Metrices, Leading
Liquidity for › De-risk & Build Returns
Business Disruption Portfolio
Resilience Restructuring
Minimize
working capital

Align consumption KPIs to best-in-class

Minimize idle costs

› Global
› Future De-bottleneck
Benchmark
Ready Minimize purchased intermediates
and
Profitability Margin management
Green Finance Cost take-out
Framework Monetize resources

19
Balance sheet management – de-risked and resilient

Value Drivers FY 20-21 Actions FY 21-22 Priorities

Net debt reduction by > US$2 billion gross debt reduction;

Deleveraging ~ US$4 billion prioritize off-shore debt pre-payment

Called residual Partly paid

Raising Equity amount ~Rs.3,000 crores Not envisaged

Working capital Cash release of ~ Drive working capital management

Management Rs.9,400 crores in upcycle

~ Rs.7,000 crores ~ Rs.10,000 -12,000 crores

Capex

20
Capital allocation – focus on sector leading returns
Rs. 80,000 crores
82% of Investments Allocation
Spend over Last 5 years
in India is prioritised
Running the Business Working Responsibly towards Growth
(Sustenance) (License to Operate ) 1% 2%
India Operations
~ 65% 22%
25% 4%
of Investments in Tata Steel
Europe is towards Europe
Enhance Market Invest in New Sustenance & South East Asia
Competitiveness Business Environment
Through Growth (Internal Start-ups) Others
12%
70% 0.4% Carbon adjusted 76%
Project IRR threshold
for capital allocation

India Steel Production
› Complete Kalinganagar expansion @
Rs.48,000/ton of Capex
Future
› Invest in Raw Material Expansion @
Investments Rs.2,600/ton to 50 MTPA of Iron Ore
Focus
New & Allied Business Downstream Portfolio in India
› Electric arc furnace low carbon Steel › Cold Rolling Mill – From 4.3 MTPA to 6.5 MTPA
› Composites › Ductile Iron Pipes - From 0.2 MTPA to 1 MTPA
› Graphene
› Tinplate – From 0.4 MTPA to 1 MTPA
› Medical Materials › Tubes – From 1.3 MTPA to 2 MTPA
› Services and Solutions › Wires – From 0.45 MTPA to 1 MTPA
› Ferro chrome business

Average India Capital Expenditure estimated @ Rs. 10,000- 12,000 crores per annum over next 5 years (excluding potential acquisitions)
21
Portfolio management

Clusterization Tata Steel Investing in New European

Simplification
of Indian Business BSL Merger Growth Engines Business

Optimisation of network Integration New Materials Separate UK & 100 entities liquidated/
and resources Netherlands merged over 2 year
Cost Control Steel Recycling &
Common Electric Arc Furnace New organization and Continuous
customer face Synergies governance structures Journey
Infrastructure and
Improved financial Logistics Overhead and fixed
management costs reduction
Port Project
Discussions with
Governments on De-
carbonization roadmap &
Investment

Disciplined Capital
allocation
22
Operational excellence through continuous improvement culture
Figs in Rs. crores

5 year cost savings at Transformation programme at

Tata Steel India operations Tata Steel Europe

Cost and Supply chain Optimisation Overhead cost reduction

3556 6545 5369

332 2252 2177

1,916 505
1,590 960 542
755
4,298 1,635
3,406 2,801 3,274 1,292
2,594

FY17 FY18 FY19 FY20 FY21 FY20 FY21

TSN TSUK
TSL TSBSL TSLP

FY2022 Target: FY2022 Target:

Fixed cost reduction of ~Rs.2,000 crores Fixed cost reduction of ~£200 mn

Target to reduce India operation fixed Cost by ~10 % over the medium term

23
TSL: Tata Steel Standalone; TSBSL: Tata Steel BSL; TSLP: Tata Steel Long Products; TSN: Tata Steel Netherlands; TSUK: Tata Steel UK
Building blocks of sustainable and responsible finance

Strategic
▪ Transition to Low carbon business with pathway milestones
Alignment

Climate aligned
Capital Allocation ▪ Carbon Pricing integral in decision making

Assessment of
Risk and ▪ Reporting based on TCFD Framework
Opportunities

▪ Integrated Reporting
Reporting of ESG
▪ Dow Jones Sustainability Index
Performance
▪ CDP (Carbon Disclosure Project)

Financing ▪ Align and Report Fund based Green Finance Framework

24
Pathway for future financial strategy

▪ Strong earnings and cashflow performance expected

▪ Investment Grade Financial Metrics
Short-term ▪ Significant reduction in Overseas debt
FY2022 ▪ Continued focus on Capital allocation and cashflow management

Target Leverage Target RoIC Dividend Policy

Net Debt/EBITDA at 2x Robust dividend

Interest Cover at 4x 15% pay-out

Last 5 years performance

EBITDA/Interest Dividend (Rs. crores)
RoIC (%)
Medium-term Net Debt/EBITDA 2,996
(Across cycle
19.6% 2,081
targets) 16.0%
4.82 13.3% 15.0% 1,689
3.74 4.49 4.35 1,447 1,417
2.97
6.2%
4.25 3.14 3.19 5.91 2.44

FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21 FY17 FY18 FY19 FY20 FY21

25
RoIC: Return on Invested Capital
Sum-Up

Leverage Capital Allocation Industry Benchmark Initiate gradual Target Financial

Management towards Growth and Return Profile Greening of Balance Metrics in line with
remains an De-risking with Sheet Investment Grade
Enterprise Priority additional capacity Rating

26
 1 Strategic Roadmap 2030

2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG Mr. Peeyush Gupta

6 Technology and Innovation-led Transformation Vice President

Steel Marketing & Sales
7 Q&A Session – II

27
Global Steel Industry has witnessed four key structural changes in 2020

Crude Steel Output & Utilization (mn tons, %) Total World Exports (%)
120% 470
85% 85% 457 439 401 400 460Others
82% 81% China 100%
450
77% 76% India
78% 77% World 80%
440
51% 51% 51% 48% 430Turkey
75% 73% ROW
69% 60% 420Germany
66% 4%
2% 4% 3% 4% 410
5% 5% South Korea
Rise in gap 1878
40% 6% 6% 5% 5% 6% 400
1826 1880 1940 Fall in China’s 7%
7%
7%
7% 7% 8%
Russia
between China & ROW 8% 9% 390
897 879 813 850 exports 20% 8% 8% 7% 8%
ROW 380Japan
928 1001 1065 1090 China 15% 15% 13% 12%
0% 370China
CY18 CY19 CY20 CY21f CY18 CY19 CY20 CY21f

Steel Demand (mn tons, % growth) HRC – RM Spread ($/t)

Spread (India CFR from JP/KR)@HCC Aus FOB
Spread (India CFR from China)@HCC China Local 1045
China ROW China HRC CFR
+0.3% +5.8% 789
JP/KR HRC CFR 986
609
1775 1772 1874 553 510 523 517
1712 473 478 712
Varied Spread 592 519
863 777 849 537 500 513 521
876 463 467
ROW demand to levels 334 338
(China vs Rest) 254
remain below 1025 155 152 157 190 177 178 172 184 177
836 912 995
pre-pandemic

CY18 CY19 CY20 CY21f Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

FY20 FY20 FY20 FY20 FY21 FY21 FY21 FY21 FY22

Source: WSA, Steelmint, Platts, CRU, Team Analysis; ROW: Rest of World 28
Indian Steel Industry has also witnessed four significant developments in 2020

Crude Steel Output & Utilization (mn tons, %) Steel (Finished + Semis) Net Exports (mn tons)

60% 63% 63% 64% ISP

(% Share)
17.4
SSP
14.0
(% Share) 11.2
40% 37% 37% 36% 8.8
Crude Steel 7.2
5.0 5.0
200

Capacity (Mn 8.5

150
78% 75% 71% 77% 80%

tons)
Utilization levels 100
Crude Steel India net 4.0 12.3 9.0
remained high
40%
Production (Mnt) exporter
142 111 143 109 143 103 149 116 -0.2
50

Net Exports Exports Imports

0 0%
Utilization (%)

FY19 FY20 FY21 FY22f FY19 FY20 FY21 FY22f

Steel Consumption (mn tons) Domestic HRC Delhi Imported HRC Mumbai
(Rs./t) (Rs./t)
66,250 1,103
JP/KR
-6.0% +13.7% China
985
Alloy/SS
98.7 100.2 107 36,20
94.1
0 462
Steel demand to Long Carbon ↑ By Rs 30,050/t
44.7 48.3 51.0 Domestic Price 460 (JP/KR ↑ By ~$643/t)
cross pre- 47.4 (~$410/t)
at a discount (China ↑ By ~$523/t)
Flat Carbon
pandemic levels 46.3 45.1 49.0
40.5

Aug-20

Dec-20
Feb-21
Oct-20

Apr-21
Jun-20

Jun-21

Aug-20

Dec-20

Feb-21
Oct-20
Jun-20

Apr-21

Jun-21
FY19 FY20 FY21 FY22f

Source: JPC, SteelMint, Team Analysis; ISP: Integrated Steel Producer; SSP: Secondary steel producer 29
Tata Steel caters to ~87% of domestic market and has a unique way of segmenting the market
Sector-wise India steel demand Tata Steel: Sector-wise domestic sales
(FY21, 94.1 mn tons) (FY21, 13.7 mn tons)

7%
6% 2%
Construction
Construction 1%
Capital Goods
7% Capital Goods
26% Automotive
Automotive 46%
Construction 9% 61% …However, Tata General Engg.
General Engg.
consumes most Steel has a 21% Consumer Durables
of steel in Consumer Durables significant play in
India… automotive 4% Railways
10% Railways

Sector-wise India steel demand Vertical-wise Tata Steel domestic Domestic Sale Mix*
(FY21, 94.1 mn tons) sales (FY21, Steel only)
High-End Automotive
94.1 Branded
Bars & Rods Structurals Rails B2B - Automotive
Alloy/ 6.2 Products & B2C
Stainless Retail
WR, Engg. Segments,

6.5
1.5
LP (47.4) 39
Carbon Steel

Downstream Sales
47.4 16% B2B - Industrial
Long 24% Products & VAP & Base Automotive
Carbon Projects
Currently Not served by Tata Steel B2C
Present across B2ECA
multiple products 14%
Flat Carbon 40.5 FP 47%
3.9
Industrial Projects
4.2
(40.5) 17 8.6 6.7 Increasing
B2ECA
HR Commercial margin
ASU HR CR Coated Plate Others hierarchy

Others: Tinplate; Electrical Steel, Large Dia. Pipes. Tata Steel makes Tinplate through its subsidiary ‘Tinplate company of India Ltd’. Tata Steel is not present in Electrical Steel ,
Structurals and stainless steel ; Industrial Projects include TMT, Semis, CR-IP, Galv-IP & FHCR-IP ; *TSL Standalone domestic sales for FY21; WR: Wire Rods; VAP: Value 30
Added Products (Hot Rolled); ASU: Apparent Steel Use HR: Hot Rolled; CR: Cold Rolled; ECA: Emerging Corporate Accounts
Demonstrated track record of superior growth as compared to the market…with consistent
and strategic exports since 1988
150 24
Tata Steel domestic sales (mn tons) [FY10-FY21 CAGR: 8.1%] (RHS)
Tata Steel export sales (mn tons) (RHS)
20
120 India market demand (mn tons) [FY10-FY21 CAGR: 4.3%] (LHS)
99 100
91 94 16
90 82 84
14.6 14.6
66 13.7 12
59
60 11.0
10.2
9.4 8

30 5.8 6.2 3.7

2.4 4
1.2 1.7
0.4 0.3 0.2 0.7
0 0
FY10 FY11 FY16 FY17 FY18 FY19 FY20 FY21

Jamshedpur expansion, Thin slab Caster,

Continuous Galvanizing Line # 3,
Continuous Annealing Line Kalinganagar Phase I
Bhushan Steel
acquisition
Usha Martin’s steel
business acquisition
31
Market leadership enabled by capacity enhancement, brand rejuvenation and de-commoditization

60%
54%

45% 51% 58% 40%

62%
1 in every 3 52%
1 in every 2 LPG 472
outer panels of 2779 55% 53%
2002 cylinders in India 49% 62%
cars 1911 1873 293
411 434 349 365 195 172
2 in every 3 90 93 71 68
2 in every 3
continuous
wheels FY18 FY19 FY20 FY21 FY18 FY19 FY20 FY21
welding
Auto Sales (KT) # electrodes LPG Sales (KT) x% LPG Market Share
Hi end sales (KT) x% Auto FP Market Share CWE (KT) x% CWE Market Share

14% 14% 15% 19% 20%

15% 18% 21%

1st in the world

laser marking on
1 out of 2 GC 18% 13% 1658 15%
1387 1439 1405 1297 HR Coils (2019) 1401 1525 1488 15%
roofs 35% 44% 42% 45%
1st in branding 611 579 627 519
Tata Tiscon - Rs. 223 294 262 255
CR (2003)
8,000 crores
Brand FY18 FY19 FY20 FY21 FY18 FY19 FY20 FY21
Tiscon Retail Sales (KT) x% Tiscon Market Share Tata Astrum Sales (KT) x% Astrum Market Share
Tata Shaktee Sales (KT) x% Shaktee Market Share Tata Steelium Sales (KT) x% Steelium Market Share

All Sales and % market share includes Tata Steel BSL from FY19 onwards; #: Hi end sales include Hi tensile, Coated and Skin; part of overall Automotive sales ; 32
CWE: Continuous Welding Electrodes
Leadership initiatives across customer groups

B2B: Customer engagement

& investment in technology

B2C: Delivering superior

Multiple routes to connect,
experience on multiple points
transact & engage
of “friction”

Services & Solutions: “Serving B2ECA: Developing long term

Consumers better” & “Extend partnership with SMEs
Differentiation”

33
Leadership Enabler – 1: Tata Steel has designed multiple routes to market to connect,
transact and engage with customer groups and enabled digitally

Marketing & Sales Channel Partners and corresponding customer groups

6 Hubs1 and 14 spokes2

Tata Centre Direct

(Corporate Route B2B 50+ Product Application Engineers
& Marketing

Covering 95% districts across India

Zonal Sales Distributors B2ECA

Offices (4) 100% fleet covered by vehicle tracking system

Service centers for last point processing

Regional
Sales Offices Distributors Dealers
(27) B2C TOC3 enabled supply chain

Powered by digital technology – platform based approach

1. Hubs: large warehouses, 2. Spokes: Small warehouses ; 3. Theory of constraints; ECA: Emerging customer accounts (small & medium enterprises) 34
B2B Leadership Enabler – 2: Customer engagement and investment in technology

Advanced Technical Support Investment in Assets

Δ Value Analysis & Value Engineering § Investments in new facilities: JCAPCPL,

2 3 TSK CRM
§ Early Vendor Involvement for new
launches § Extensive network of steel processing
centres
B2B
1 4

Customer Engagement
Customer Obsession
Δ Cross-functional engagement
§ Despatch efficiency
through CSTs Δ Pioneering Practices
Δ COMPASS : B2B Digital platform
Δ Platforms for knowledge sharing: § Unique in India
Driving Steel, Technology meets,
Construction Conclave, Mat-e-Reality

CAPL: Continuous Annealing & Processing Line; TSK: Tata Steel Kalinganagar; CST: Customer Service Teams;
35
B2ECA Leadership Enabler – 3: Developing long term partnership through micro-segmentation
and delivering delight to SMEs

Customer Engagement Creating differentiation

Δ Ecafez initiatives § Making customer smile

2 3
§ Forum of industry experts § DIGECA: Enquiry management and
analytics

B2ECA

1 4

Micro-segmentation Augmenting channel

Δ Deep dive in 40+ micro Segment § ACE+ certified service centres

Δ Pioneering Practices
§ Unique in India
Δ ECA financing initiative – Urja

SME: Small and Medium Enterprises; ECA: Emerging Corporate Accounts; VIU: Value in Use; ACE: Adequate, Competent, Excellent
36
B2C Leadership Enabler – 4: Delivering superior consumer experience on multiple
points of “friction”

Providing convenience Creating differentiation

Δ Customized solutions: Tiscon § Ask Expert

Superlinks 2 3
§ Tata Tiscon – 600 MPa, Graphene coated
§ Aashiyana : B2C platform

B2C
1 4

Generating Awareness Augmenting channel

Δ Group Action Mission: Kisan
Kutumb (Rallis); Gao Chalo (TGBL), § RVM (Retail Value Management) – digitally
Δ Pioneering Practices enabled analytics
BASERA
§ Unique in India
Δ Ek kadam parivartan ki ore: Thatch Δ Channel capability building: Pathshala,
to Steel Gurukul, GenY, etc.

TGBL: Tata Global Beverages Limited

37
S&S Leadership Enabler – 5: “Serving Consumers better” and “Extend Differentiation”

Business Context
Some of
our S&S
Challenge of improving offerings
profitability Tata Pravesh Doors Tata Pravesh Windows Raso-e – Modular kitchen MobiNest-Portable cabins

Narrowing Product
Differentiation

AquaNest –
Commoditisation of Drinking-water- EzyNest AgroNest – Smart Anganwadi - Rural Quarantine Cabins
vending kiosk – Modular Toilet Onion Warehouse child care centre for Covid care
technology

Ease of market access &

Construction Solutions Pravesh Nest-In
Competition
Rebar cost /Sq. Ft.: 150 Galvano Price/KG: 80 Steel value/Sq. Ft.: 320
Higher premium on
convenience & comfort

Steel based solutions for Construction cost/ sq.ft.: Doors Price/kg: Nest-In Solution Value/ Sq. Ft.
Society 1500-2000 700 2000-2500

S&S: Services & Solutions 38

 1 Strategic Roadmap 2030

2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG Mr. Sanjiv Paul

6 Technology and Innovation-led Transformation Vice President

Safety, Health & Sustainability
7 Q&A Session – II

39
 Sustainability at Tata Steel
The Tata Ethos

In a free enterprise, the community is not just another stakeholder in the

business but in fact the very purpose of its existence

We do not claim to be more unselfish, more generous or more philanthropic

than other people. But we think we started on sound and straightforward
J. N. Tata business principles, considering the interests of the shareholders our own, and
Founder of the Tata Group
the health and welfare of the employees, the sure foundation of our success.
Nagpur, 1895

40
Our sustainability framework provides guidance for developing and deploying sustainability
initiatives across our value chain

Our sustainability framework Our approach

Vision

We aspire to be the global steel industry benchmark for Sustainability Policy

Value Creation and Corporate Citizenship
Sustainability Pillars

Material Issues

Environment Social Governance

Health, Safety and
Environment Employee welfare
Community Governance

Tata Code of Conduct Strategy Development

Strategic Objectives & Strategic Enablers

Leadership in sustainability
Policies

Environment, Health & Safety, HR, Responsible SC,

Climate Change, Social Accountability, ABAC, AML, Data
Biodiversity, CSR, Affirmative Privacy, Remuneration, Strategy Deployment
Energy Action, POSH Whistle Blower Annual Business Plan and Long-Term Plan

CSR: Corporate Social Responsibility, HR: Human Resource, POSH: Prevention of sexual harassment, SC: Supply Chain, ABAC: Anti-Bribery and Anti-Corruption , AML: Anti- 41
Money Laundering; Material issues were identified based on a third-party study in 2018
Our carbon footprint is best in class in the geographies we operate in, and our long term
decarbonization roadmap is aligned with national commitments

Key Enablers Performance Over the Years Way Forward

TSI Emission Intensity (tCO2/tcs) TSE

Adoption of BAT
3.12
Maximizing scrap use 1.96 1.99
TSI: Achieve <1.8
Climate Change

2.50 1.82 tCO2/tcs carbon

Raw material quality 2.30 1.88 1.86 emission by 2030
improvement 2.48 2.52

Greening of power mix FY05 FY10 FY16 FY19 FY21 FY09 FY10 FY16 FY19 FY21 TSE: Strive for 30%
Worldsteel benchmark*: 1.87 tCO2/tcs (Average of top 15% performers) reduction in specific
Scrap based growth emissions by 2030
(EAF) in India over 2020 and
▪ IJmuiden Steel Works is amongst top 15% companies globally at carbon neutrality of
1.76 tCO2/tcs (FY20). steel making by
Collaborations with
2050
technology providers, ▪ Jamshedpur Steel Works is Indian benchmark at 2.29 tCO2/tcs
startups and academia (FY21).

▪ Our NatSteel plant at Singapore is one of the more energy

efficient EAF’s in the world at 0.5 tCO2/tcs

BAT: Best Available Technology, NDC: Nationally Determined Contribution, TSI: Tata Steel India (TSL Standalone + TSBSL + TSLPL), TSE: Tata Steel Europe, EAF: Electric 42
Arc Furnace, *Based on the Worldsteel CO2 data report 2020 for BF BOF route
Water is a material issue for Tata Steel India, and we have reduced our specific water
consumption by more than 50% in last 15 years

Key Enablers Performance Over the Years Way Forward

Focus on 4-R Reduction in 66% 46% 52%

Fresh Water at Tata
principles (Reduce, at TSJ at TSK
Steel India Achieve specific
consumption since 2005 since 2017
Reuse, Recycle, since 2005
freshwater
Recovery) to
consumption of 1.5
minimize
Jamshedpur Steel Works freshwater intake @10 MTPA is m3/tcs by 2030
Water

dependency on
less than that @5 MTPA
fresh water

Sp. Fresh Water Consumption (m3/tcs)

Rainwater Progress towards
6.66 water neutrality
harvesting as
additional source of 5.58
fresh water 4.39
3.67
3.2
TSI

FY05 FY10 FY16 FY19 FY21

Worldsteel range for best practice: 1.6 to 3.3 m3/tcs

TSJ: Tata Steel Jamshedpur, TSK: Tata Steel Kalinganagar, TSI: Tata Steel India (TSL Standalone + TSBSL + TSLPL) 43
We have made significant improvement in air quality in the geographies we operate in

Key Enablers Performance Over the Years Way Forward

Reduction in 75% 62% 58%

Specific Stack at Tata
at TSJ at TSK
Continuous upgradation Steel India
Dust Emission since 2005 since 2017
since 2005
Dust Emissions

of APC equipment
across all sites Strive for
Adoption of BAT to benchmark status in
TSI Specific Stack Dust Emissions (kg/tcs) TSE specific stack dust
achieve best in class
performance emissions by 2030
1.16
0.40 0.40
Real-time monitoring of
emissions enabling 0.86
better operating regime
0.50
0.26
0.53 0.49 0.26

FY05 FY10 FY16 FY19 FY21 CY15 CY16 CY19 CY20

BAT: Best Available Technology, APC: Air Pollution Control, TSE: Tata Steel Europe, TSI: Tata Steel India (TSL Standalone + TSBSL + TSLPL) 44
Adoption of circular economy principles for efficient use of resources

Key Enablers Performance Over the Years Way Forward

Use of by products in TSI Material Efficiency (%)
value added applications
~7% ~9% ~10% FY17
100% steel making slag FY18

100

100
100
100
Achieve 99 %
Circular Economy

99

98
97

95
94
93
utilization across sites

91

91
88
FY19 material efficiency
(India) through introduction FY20 by 2025
of new brands FY21
Scale up scrap-
Tata Aggreto based Steel
TSJ TSK TSBSL
Recycling Business
Tata Nirman in India
TSE Material Efficiency (%)
FY17 Increase EBITDA of
Setting up of SRB to our By-product

99.8
99.6

99.7

99.7
99.6

99.5

99.4
99.5
FY18
harness future recycling business in India by
FY19
opportunities in India: 1st more than 2 times
FY20
plant setup in Rohtak (FY21) by 2030

Strip MLE Strip UK

SRB: Steel Recycling Business, TSJ: Tata Steel Jamshedpur, TSK: Tata Steel Kalinganagar,` TSE: Tata Steel Europe, MLE: Mainland Europe, UK: United Kingdom, 45
EBITDA: Earnings before Interest, Taxes, Depreciation and Amortization
Conservation and restoration of biodiversity is integral to our raw material operations
Key Enablers
Collaboration with IUCN
for developing Biodiversity
Policy (2016) and
Biodiversity
development of BMPs
Focus on Biodiversity
conservation & restoration
projects
Thrust on use of native
species for restoration
plans
IUCN: International Union for Conservation of Nature, BMP: Biodiversity Management Plan, Ha: Hectare, CRM: Cold Rolling Mill, MSW: Municipal Solid Waste
Key Results Way Forward
▪ One of the first companies in India to have a Biodiversity Policy
▪ All our Raw Material locations have Biodiversity Management Plan
which is integrated with the Annual Business Plan
▪ Key Biodiversity restoration projects: Develop BMPs for all
operating sites
▪ Jugsalai Eco Park (25 Ha) Land-Use Transformation from
Muck to Eco-Park
▪ Sir Dorabji Tata Biodiversity Park (100 Ha) created on Aspire to achieve no
mined out area at West Bokaro net loss of biodiversity
▪ Ecological Park (12 Ha) developed on MSW dumpsite at
Jamshedpur
▪ Rejuvenated CRM Bara Pond (5.6 Ha) at Jamshedpur
▪ Facilitating nesting and breeding of Common Terns in
Wales, UK (nationally acclaimed conservation project)
46
Committed to reduction of environmental footprint of our products using Life Cycle Approach

Key Enablers Key Results Way Forward

TSI

▪ Developed GreenPro framework for steel rebars

in Collaboration with CII GBC (1st time in India)
Product Sustainability

Increase in coverage of Disclose environment

▪ 1st GreenPro certified rebar brand in India performance of 100%
operating sites and
products under LCA of products
▪ HabiNest (Light gauge steel frame construction
Product disclosure through solutions) LCA comparison with conventional Use LCA approach to
EPDs & Ecolabels structure (Critically reviewed by 3rd party) differentiate our
(GreenPro in India) o 53% reduction in CO2 emissions products & brands

All NPD decisions based o 40% reduction in water consumption Influence consumer
on the sustainability behavior by creating
TSE awareness on
assessment score in TSE
ecofriendly products
▪ One of the oldest EPD programs (~15 years)
▪ Only company in steel sector to operate a third party
verified EPD program aligned with EN 15804
▪ Developed 50 EPDs for its site & downstream products
▪ Recognized by WorldSteel Steelie Award for excellence in LCA
category

LCA: Life Cycle Assessment, EPD: Environmental Product Declarations, NPD: New Product Development, TSE: Tata Steel Europe, TSI: Tata Steel India (TSL Standalone +
TSBSL + TSLPL), VAVE: Value Analysis and Value Engineering, CII GBC: CII Green Business Centre, EN 15804: EPD standard for the sustainability of construction works 47
and services
Committed to building a sustainable & resilient supply chain by proactively engaging
with our supply chain partners

Key Enablers Key Highlights Way Forward

TSI: ▪ >200 critical suppliers assessed on RSCP in FY21. Another 400

Release of Responsible to be covered in FY22 (covering 58% of total procurement spend)
Responsible Supply Chain

Cover 100% critical

Supply Chain Policy supply chain partners
(RSCP) to formalize our ▪ Tata Steel became member of for ESG risk
expectations on ResponsibleSteel in 2020 assessment as per
sustainability with our RSCP principles
supply chain partners ▪ All products at UK and NL
certified to BES 6001 Get site certification
Initiation of 3rd party for all operating sites
assessment of ESG risks
▪ 98% of 1029 suppliers adhere to Responsible Procurement Policy under
of critical supply chain ResponsibleSteel by
at TSE
partners 2025
TSE: Integrate ESG
Adhere to BES 6001 Principle 1 Fair Business Practices performance of supply
Zero Carbon Logistics chain partners in
Principle 2 Health & Safety procurement decision
Program
4 Principles of making
Responsible Principle 3 Human Rights
IRBC programme partner
Supply Chain
Principle 4 Environmental Protection
Policy

RSCP: Responsible Supply Chain Policy, BES 6001: Responsible Sourcing of Construction Products, ESG: Environment, Social and Governance, UK: United Kingdom, 48
NL: The Netherlands, IRBC: International Responsible Business Conduct, TSE: Tata Steel Europe, TSI: Tata Steel India (TSL Standalone + TSBSL + TSLPL)
Zero harm is highest priority for Tata Steel Group
Key Enablers
Build (safety)
leadership capability
Occupational Health
Risk based approach
for hazard
identification and risk
& Safety
mitigation
CSM & behavioural
safety programs
Excellence in Process
Safety Management
Establish industrial
hygiene and improve
occupational health
LTIFR: Lost Time Injury Frequency Rate per million-man hours worked, SLDC: Safety Leadership Development Center, CSM: Contractor Safety Management
TSE: Tata Steel Europe, TSI: Tata Steel India (TSL Standalone + TSBSL + TSLPL), HSE: Health, Safety & Environment
1. A ‘POD' is a self-sufficient group, comprising both own employees and contractors, with self-contained skill-sets to perform the intended jobs
Performance Over the Years Way Forward
TSI LTIFR TSE LTIFR
79% 44%
3 Reduction Reduction Achieve Zero Harm
2.84
Through
1.53 1.45 1.71 1.59
1.15 Reinforce positive
0.56 0.57 0.64
0.23 0.43
safety culture and
behavior
FY06 FY10 FY16 FY19 FY20 FY21 FY06 FY10 FY16 FY19 FY20 FY21
Enhance capability
Safety highlights:
▪ Eliminated fatality on roads with infrastructure development, zero cyclist policy through technology
and digital interventions inside steel works. enablement
▪ Sustained Zero for last 8 years in 4 fatality potential hazards under Confined
Multi skill vendor
space, Fire, Gas exposure & Drowning at TSI
employees
▪ 96% reduction in Tier-1 (Red Risk) process safety incidents at TSI through
deployment of HSE Risk Management system & Centre of Excellence (CoE) Reduce ergonomic
concept since FY19 risk factors by ergo
▪ Capability building through state of art training facility (SLDC), simplification of risk assessment &
safety standards and e-learning modules implementing control
measures.
Occupational Health:
▪ 21 basis points improvement in TSI Health Index since FY19
▪ Health Champion Programme at TSE
COVID Measures:
▪ Deployed 4000+ PODs1 across TSI to tackle Covid-19 Pandemic
49
Fostering a culture of people care

Key Enablers Key Highlights Way Forward

Employee Engagement Scores Women in Workforce (%)
Deliver best in class
10.6 11.1 11.1 11.2 11
experience and build a 78
TSL
6.1 6.5 6.9 7.4 (Stand
unique employer 76
5.8
alone)
brand TSE Sustain Best
74
72 Workplace in
FY17 FY18 FY19 FY20 FY21
Drive Agility thru Manufacturing Sector
Women recruitment trend* in India
Behavior & Work
People Care

22% 26%
practice changes FY18 FY20 16% 18% 19% TSL
(Stand Sustain benchmark
TSL (Standalone) alone)
Manufacturing Benchmark status in employee
Focus on Diversity & FY17 FY18 FY19 FY20 FY21 engagement
Inclusion Diversity & Inclusion
▪ Launch of MOSAIC – the organization wide Diversity Resource group Improve diversity in
Flexible working ▪ 17.2% Affirmative Action community in workforce workforce : target of
methods 25% gender diversity
▪ Deployment of women in mining and manufacturing - change in law
in Manufacturing &
▪ LGBTQ+ Employee Resource Group WINGS Mining locations
Focus on Health &
▪ Equal Opportunity Policy, focus on Persons with Disability
well being
Agility With Care – POD working, Proactive testing and vaccination, Digital tracks
Upskill & democratize for contact tracing and Health monitoring, Agile working policy to facilitate remote
Learning working. Benchmark COVID Social Security Schemes

Learning & Development – Skill certification of 100% of contract workforce

(75000+), launched award winning E-learning venture Digi-e-shala, Learning &
development investment of Rs. 151 crores in FY21
* Managerial Workforce (Officers) 50
Working with communities to address their most pressing development challenges

Key Enablers Performance over the years Way Forward

1.6 Million lives reached CSR spend consistently
through CSR initiatives (FY21) beyond statutory mandate
Corporate Social Responsibility

Large scale, replicable CSR actual spend (Rs.Cr.)

change models 1.6 Statutory CSR mandate (Rs.Cr.)
Facilitate
%age – actual % spend of past 3 years avg. net profit
1.4
addressing core (7.64%) (2.70%) transformative,
development gaps 1.1 1.1 315 efficient and lasting
1.0 (5.40%) 34.5*
(3.34%) (2.22%)
232 222 solutions to the
194 193
Cocreation of development
strategies, outcomes 174 190 challenges of 10
and institutions with 116
million people per
86 82
and for those who are FY17 FY18 FY19 FY20 FY21 year by 2030
FY17 FY18 FY19 FY20 FY21
left behind
Foster an active
Allocation of best talent ▪ Education: 1,200+ habitations made child labour free, while working on community of
and resources for learning and governance of 3,300+ government schools in remote Jharkhand
changemakers
societal outcomes and Odisha.

▪ Maternal And Newborn Survival Initiative (MANSI), worked with ASHA cadres
Establish Tata Steel
Collaborations which Foundation as
deepen SDG 2030 to reduce CMR by 28% in 3 years in 12 blocks of Jharkhand and Odisha.
‘partner of choice’ for
agenda amongst ▪ Samvaad, curates dialogue on indigenous identity which has reached 157 deep societal impact
communities tribes from 25 Indian states and representatives from 15 countries. in Eastern India
▪ Livelihoods programmes have enhanced annual incomes of 35,000+
households by Rs 65,000 on average.

ASHA: Accredited Social Health Activist; CMR: Child Mortality Rate; FY19 CSR spend includes one-time upgradation of the Meherbai Tata Memorial Hospital, Jamshedpur
51
cancer centre; In FY21, further to Rs 222 crores overall CSR spend, an additional Rs 34.5 crores was spent on Covid facilities benefiting communities but not counted as
CSR spend – 2.70% is with Rs 222 crores and Rs 34.5 crores combined
Standing with the nation during COVID-19 pandemic

16.5 lakh 15,000+

Lives Reached out Hours of Volunteering
(Figures updated till May 2021)

Medical Support
(COVID care facilities)*
› 1,187 beds at Jamshedpur
Liquid Medical Oxygen
› 150 beds at Kalinganagar
› 61,000 tonnes Liquid
› 500 beds at Jajpur
Medical Oxygen
supplied › 230 beds at Angul
› 639 beds across our operational
areas in Jharia, West Bokaro,
Noamundi, Joda and Gopalpur

Supporting the community

#ThoughtforFood: #StitchinTime: #CashforWork: #DigitalBridges: #LockdownLearning: #ApnokiSuno:

27 lakh meals 1.01 lakh cloth masks Short term income of Rs 94,349 migrant 1.36 lakh children in Collaborative
provided to Covid+ made by 194 women 950 enabled for 2,860 workers across 24 remote Jharkhand and ecosystem to
and economically headed households and distressed households, states reached with Odisha continued their overcome vaccination
distressed distributed to frontline including online vegetable aid and counselling. learning journeys through and early diagnosis
households. health workers. retail system for marginal a bridgital model. hesitation in rural
farmers. communities.

52
* Peak capacity during the pandemic & includes owned & managed, supported as well as subsidiary hospitals
Governance: Demonstrating ‘Leadership with Trust’

CSR & Nomination and

Audit Sustainability Remuneration 50% 10%
Board Independent Woman
~100%
Board Committees Risk Attendance
Safety, Health Stakeholders’ Directors Directors
Management
Oversight and Environment Relationship

▪ ABAC ▪ Climate Change ▪ Environmental ▪ Remuneration ▪ Whistle Blower

▪ Affirmative Action ▪ CSR ▪ Health & Safety ▪ Responsible Supply
▪ AML ▪ Data Privacy ▪ Human Resource Chain
Policies
▪ Biodiversity ▪ Energy ▪ POSH ▪ Social Accountability
(ESG)

Leadership Compliance
▪ Guided by the Tata Code of Conduct (TCoC) Engagement Structure
▪ Compliance to all regulatory laws and corporate governance guidelines Pillars of MBE
▪ Deployed MBE framework that reflects our commitment to shared values and framework
Driven by
principles. Communication Measurement
Ethical
and Training of Effectiveness
Conduct

One of the first

First company in
companies in India to Disclosing since
India to publish Disclosing
Transparent adopt GRI framework 2006: Climate Change
Integrated Report since 2012
in for Sustainability 2014: Water
in FY2015-16
Disclosures reporting in 2000

CSR: Corporate Social Responsibility, POSH: Prevention Of Sexual Harassment, ABAC: Anti-Bribery and Anti-Corruption , AML: Anti-Money Laundering, MBE: Management 53
of Business Ethics
Our efforts are recognised globally and nationally

TSL and TSE

recognised as Safety & Health Excellence Recognised as the
‘Sustainability Recognition 2020 for world's most ethical
Champions’ by Digitalisation of Process companies for the
worldsteel (4th Safety Performance 10th time by
time in a row) Indicators (PSPI) Ethisphere Institute

Rated ‘A-’ 3 Assets recognized

(Leadership band) Certified as the as Global Lighthouses
for our Climate Best Workplace in by WEF (Jamshedpur,
Change and Supply Manufacturing 2021 Kalinganagar and
Chain disclosure IJmuiden)

Rated amongst Dun & Bradstreet Recipient of Prime

top 5 Steel Corporate Award Minister’s Trophy for
Companies 2019 in the 11 times (out of 25) for
globally. category of the Best Performing
Corporate Social Integrated Steel Plant
Responsibility

54
TSL: Tata Steel Limited, TSE: Tata Steel Europe
 1 Strategic Roadmap 2030

2 Financial Strategy

3 Q&A Session – I

------------------ Break (4:00pm-4:15pm IST) -----------------

4 Market Leadership and Future-fit Strategy

5 Our Approach to ESG Dr. Debashish Bhattacharjee

6 Technology and Innovation-led Transformation Vice President

Technology & New
7 Q&A Session – II Material Business

55
Architecture for discussion

Invest in technology Research and

development technology is deep
rooted in Tata Steel’s
legacy
6 1

Leverage the broader The progress continues

ecosystem through open culminating in Intellectual
5 2
innovation involving start-ups, Property, recognition and
academia, Government and commercialization
industry

4 3

Explore and grow The current ambition is

materials beyond steel to take global
as business leadership in key
opportunities technology areas

56
Technology has always been at the heart of Tata Steel
Developed steel grades for light armour vehicles
Supplied steel for Howrah bridge (1943)
during second world war (1940)

Tata Steel documented its first patent in 1938 – a Tata Steel was the first in Asian steel sector to set
first for the Indian steel industry up a corporate R&D centre
Inaugurated
in 1937 Today

57
Progressing towards a ‘knowledge-intensive’ organization

115 119
114

109 • 32% of patents are in

79 79 the domain of raw
70 70
59 60 58 materials while 25%
54 54
74 are in the area of
products.
55 56
47 49
44 • No. of patents filed with
35 37 37 33 35
collaborators – 10% of
total patents filed
FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 FY-17 FY-18 FY-19 FY-20 FY-21

Patent Applications Filed Patents Granted

Over 100 New filings every year for last Cumulative patents filed till FY21 – Cumulative patents granted till FY21 –
three years in line with organization’s
thrust towards innovation and 1319 707
technology development.

*Numbers are for Tata Steel India 58

Consistently being recognized in the space of innovation

2020 | 2019 | 2018 2020

CII Industrial Intellectual

Innovista Property Award
- most number of awards for the Best Patents Portfolio in the Large
every year for last 3 years Enterprises (manufacturing/engineering)
category

2019 2015

CII Industrial Thomson

Innovation Award Reuters Innovation Award
- among the top 25 innovative
companies

59
Unlocking and monetizing knowledge and intellectual property

Utilizing waste Iron

Dhurvi Gold powder for value
- use of steelmaking added use in cutting
slag as a soil tools, food fortification
Incubating conditioner and metal injection
Intellectual moulding
Property

Monetizing
Internal
Expertise and
Knowledge

60
Technology leadership areas (TLAs) – 7 identified

Use of low-quality Iron ore, coal, Technologies for generation

ferro alloy minerals with focus on (i) /usage of large scale & Technologies for Water Use of AI to drive process
Mining (ii) Beneficiation & economical green/blue H2 in neutrality through Reduce, excellence and ‘first time right’
processing (iii) Recovery & recycling steel value chain Reuse & Recycle in steel value chain

Utilizing Low Quality Hydrogen Water Digital

Raw Materials

Carbon Capture and

Mobility Coatings
Utilization
Technologies for CO2 Material leadership through Breakthrough coating
capture, storage and breakthrough technologies in solutions serving latent needs
utilization mobility domain / existing needs better than
competition / cost saving for
OEMs 61
Utilizing low quality raw materials – early steps in the domain of ‘energy materials’ while
working on traditional issues

Exploring Chromite overburden to extract Nickel and Cobalt for use as a

Manganese group of mines
cathode material in Li-ion battery

Nickel Mixed Hydroxide

Sulphate Product

Cobalt Oxide Cobalt Sulphate

A polymer based fluidity enhancer that helps substitute

MnSO4 MnO2
hard coking coal for coke making. 10% of hard coking
coal replaced by non-coking coal.
Annual savings of around Rs.150-200 crores Utilizing low and subgrade Manganese
ore to produce Manganese compound for
use as a cathode material in Li-ion battery

62
CO2 capture & utilization and generation of Hydrogen rich gas

Carbon 5 ton per day CO2 capture plant

Capture commissioned at Tata Steel
and Jamshedpur – a ‘first in India’. Captured
Utilization CO2 utilised in the steel melting shop.

Tata Steel in collaboration with a start-

up company has developed a
Hydrogen
technology to produce Syngas
(H2:CO=4:1) from biomass

63
Mobility – providing advanced technical support and solutions to customers

Services to a Japanese
car manufacturer:
Localized the tear down
activities. 1st in India by
an steel company.

VAVE/EVI - 1st in India Participating in

by any steel company. Hyperloop. Developing
More than 75 models steel components
covered. Now on virtual
platform

VAVE: Value Analysis Value Engineering; EVI – Early Vendor Involvement 64

World leading solutions for clean water and coatings

Water Coatings

A patented technology which uses Ultraviolet ‘First in the World’ Ready-To-Paint (RTP)
rays to permanently oxidize cyanide present coating developed for cold rolled and
in industrial waste water into carbonate and galvanised steel. It will help eliminate the
molecular Nitrogen pre-treatment process at the customer end.

65
New materials play to capitalize on future opportunities

Drivers
▪ Emerging trends in the area of light weighting and environmental sustainability
▪ Emergence of multi-material play – meet future needs of existing segments while adding new ones
▪ Counter cyclicality of steel business

Composite Medical Materials

Graphene
66
Composites business – aiming for leadership in industry, infrastructure, railways and
automotive applications

Value Light weight Corrosion resistance Flexibility in forming

proposition enabling fuel efficiency enabling longer life lowering manufacturing capex

Tata Steel in collaboration

with a Spanish lab is
Composites business set quite a few milestones along the way trying to develop carbon
▪ leveraging group synergy to deliver a 500-bed hospital project in Kerala fibre from coal tar.
▪ establishing itself as an integrated solutions provider to Indian railways and,
▪ Commissioning India’s first FRP foot-over bridge in Jamshedpur

67
Graphene business – one of the largest production plant in the world
Medical materials – initiating with bone and skin replacement materials

Graphene business
▪ 50 patents across 10 countries
▪ Patent protected manufacturing technology
▪ Graphene doped and coated products
commercialized in three sectors: (a) material
handling, (b) conveyance and, (c) coatings

100 ton per annum integrated Graphene

manufacturing plant – one of the largest single unit
Graphene production centre in the world.

Representative
Medical materials image
Representative
image

Collagen
Hydroxyapatite
non-cow & non-pig source
68
Leveraging internal and external ecosystem

Internal ecosystem

Revenue expenditure Planned expenditure for

next 5 years
(Rs. Crores) (Rs. Crores)
115 279 68
M.TECH
EMPLOYEES
PHD FY21 220 Capital 1,200
FY22 Plan 275 Revenue 1,500

External ecosystem

Tata Steel Chair Professor Umbrella Memorandum of Tata Steel Advanced Materials
• University of Cambridge Understanding (MoU) Research Centre
• Indian Institute of Engineering with Council of Scientific & Industrial At IIT Madras – co-location with
Science and Technology, Shibpur Research (CSIR) academic institutions, engagement with
• Indian Institute of Technology, to collaborate in specific areas various CSIR labs, IITs and other
Kharagpur leading research institutes

*Number of employees mentioned corresponds to the workforce of Tata Steel India R&D; Spend mentioned is that for Tata Steel India R&D in INR Crores 69
*Revenue expenditure includes Tata Steel India R&D employee cost, general and administrative expenses, project funding and cost related to patent filing and maintenance
External ecosystem – plugging in the start-up community

Start-ups scouted
Across 9+ geographic areas 300+

Practise areas identified Ecosystem partners

Spanning across the area of collaborated with
Including 11+ incubators, 5+
Sustainability, Operational
Efficiency, Energy and,
7 CREATING A 24+ venture capitalists, 3+ corporate
START-UP accelerators and, 2+ corporate
Advanced Materials & Products ECOSYSTEM partners

Proof of Concepts conducted

17 Devic Earth -
Fugitive emission
CarbiCrete-
Carbonation of
control technology steelmaking slag

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Summary

Building on a strong technology legacy

And shaping the future through research, technology and knowledge

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Investor relations contact

Institutional investor enquiries :

Sandep Agrawal
Email: Sandep.agrawal@tatasteel.com

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