After a majority of trustees voted against his reappointment to the boards of the Sir Dorabji Tata Trust and the Sir Ratan Tata Trust, Mehli Mistry, a close friend of Ratan Tata, is leaving Tata Trusts. Mistry will resign from the Tata Trusts’ governing boards after three of the six trustees opposed his renomination in a circular resolution that was distributed last week.
According to sources, former Defence Secretary Vijay Singh, TVS Group chairman Venu Srinivasan, and Tata Trusts Chairman Noel Tata were the three trustees that opposed his reappointment. Darius Khambata and Pramit Jhaveri voted in favour of Mistry’s continuation at the Sir Dorabji Tata Trust, while Khambata and Jehangir HC Jehangir did the same at the Sir Ratan Tata Trust. The split ruling, which ends Mehli Mistry’s official affiliation with two of India’s most significant philanthropic organisations, highlights the widening gaps in the trusts’ leadership about appointments and governance issues.
Tata Trusts’ Internal Rift Lead to Mehli’s Exit
Mistry’s current three-year tenure as a trustee ends on October 28. He was first inducted in 2022. The most recent suggestion is made in the midst of rumoured internal divisions within Tata Trusts, with one side reportedly supporting Chairman Noel Tata and another group led by Mistry and consisting of supporters of Ratan Tata.
The most influential stakeholder in the company is the Tata Trusts, which together own 66% of Tata Sons. With Mehli Mistry’s support, Tata Trusts unanimously reappointed Venu Srinivasan as a lifetime trustee earlier this week. Mistry backed Srinivasan’s reappointment as a trustee of Tata Trusts, as did trustees Pramit Jhaveri, Jehangir H.C. Jehangir, and Darius Khambata.
They did, however, include a crucial requirement: majority consent is required for any subsequent trustee renewals. They cautioned that their permissions would be revoked if there was not unanimous agreement. Voting was never a possibility within the Trusts during Ratan Tata’s leadership. Traditionally, decisions were made by consensus and group agreement; however, this approach is currently being examined in light of indications of internal conflict.
Noel Tata, Venu Srinivasan and Vijay Singh Opposed Mistry’s Reappointment
Mistry had the backing of trustees Pramit Jhaveri, Darius Khambatta, and Jehangir H.C. Jehangir, although Noel Tata, Venu Srinivasan, and Vijay Singh were apparently against his continuing. A month ago, a group of four trustees led by Mehli Mistry objected to Vijay Singh’s reappointment as a nominee director on the board of Tata Sons, the firm’s main holding company. This was the most recent flashpoint.
A rare and visible indication of discontent among one of India’s most prestigious corporate institutions, the decision caused an unusual split (3-4) within the Tata Trusts. The second week of September 2025 saw Singh’s resignation from the Tata Sons board. Singh needed the support of both Srinivasan and Noel Tata, but it was insufficient because all Tata Trust actions must be approved unanimously.
The significant division among the trustees was revealed when Srinivasan and Tata resisted Mistry’s candidature for the Tata Sons board. There is no chance that Noel will change his mind about turning down Mistry’s application for a Tata Sons board membership, according to people familiar with the situation.
Quick Shots
•Mehli Mistry, a close confidant of Ratan Tata, has
been voted out of the Sir Dorabji Tata Trust and Sir Ratan Tata Trust boards.
•The decision came after three of six trustees
opposed his reappointment in a circular resolution last week.
•This marks the end of Mistry’s official association
with Tata Trusts, key shareholders owning 66% of Tata Sons.
•Trustees Noel Tata, Venu Srinivasan, and Vijay
Singh voted against Mistry’s reappointment.
The reappointment of trustee Mehli Mistry, whose term expires on October 28, is unlikely to be approved by Tata Trusts chairman Noel Tata, vice chairman Venu Srinivasan, and Vijay Singh, several persons close to the issue informed ET. On 27 October, the trustees may communicate their choice.
This week is Mistry’s renewal vote. Mistry has served as a trustee of the Sir Dorabji Tata Trust (SDTT) and the Sir Ratan Tata Trust (SRTT) since 2022. Together, the two trusts own 51% of Tata Sons, the holding company of the Tata Group. Siddharth Sharma, the CEO of Tata Trusts, moved a resolution on Friday to extend his tenure. According to sources, Jehangir HC Jehangir, Pramit Jhaveri, and trustee Darius Khambata have all agreed.
According to insiders, the dispute over his reappointment may lead to legal challenges. Mistry was perceived as hostile against chairman Noel Tata and the other nominated directors on the Tata Sons board, including Singh and Srinivasan.
Tata Trust Has Become a New Battle Ground
At Tata Trusts, trustee appointments, like other choices, are typically made by consensus. About a year after the passing of long-time patriarch Ratan Tata, on September 11, the trustees defied tradition by voting by majority to remove former defence secretary Vijay Singh as a nominated director on the Tata Sons board. That started a series of events that brought the infighting at India’s most prominent public trusts to the attention of the entire country.
It’s unclear if a majority vote can be used to reappoint a trustee in the event of disagreements or if a unanimous decision is needed. According to insiders, this is new ground for the trusts because, in the decades prior to Ratan Tata’s leadership of the organisation, trust decisions were not put to a vote.
Trust affairs are decided by a combination of the Maharashtra Public Trusts Act regulations, the trust deed (or the will by which the trust was established, as in the case of Sir Ratan Tata Trust, founded in 1916), and resolutions passed by trustees from time to time. This is in contrast to companies, whose governance is standardised under the Companies Act and other applicable laws. According to the Sir Dorabji Tata Trust’s 1932 trust deed, “the decision of a majority of the trustees present at a meeting shall bind the minority,” and a quorum necessitates three trustees.
Recent Resolution by Tata Trust Trustees
Additionally, there is a more recent resolution that is pertinent. The “moment of transition between two eras” was marked by the trustees’ meeting on October 17, nine days following Ratan Tata’s passing. They committed to the founding fathers’ vision and ethos and agreed to act in concert and in support of the trusts’ goals and objectives.
According to the resolution, a copy of which ET has examined, they determined that all trustees will be reappointed by the relevant trust at the expiration of their term, with no time limit placed on the term of such reappointment. This implies that all trustees will have their terms extended for life. However, the resolution does not include enough details about the process by which this will be accomplished.
According to ET, Mistry, a close friend of the late Ratan Tata, conditionally approved Srinivasan’s reappointment as vice chairman and trustee of SDTT last week. Late on October 21, he sent an email requesting reciprocity in the extension of his own tenure. His email appeared to recognise that a unanimous trustee decision is necessary for reappointment for life.
For the avoidance of doubt, Mehli’s response asserted that I do not formally approve the reappointment of Venu Srinivasan in the event that any trustee chooses not to pass this resolution or an identical unanimous resolution for all other trustees as and when their respective tenures expire.
Quick Shots
•Mehli Mistry’s tenure ends on October 28, 2025; a decision on
renewal is expected on October 27.
•Mistry has served as trustee of Sir Dorabji Tata Trust (SDTT)
and Sir Ratan Tata Trust (SRTT) since 2022.
•Differences over the reappointment process may trigger legal
challenges within the trusts.
•Disagreement persists over whether majority or unanimous
consent is needed to reappoint trustees for life.
Days before Mehli Mistry’s three-year tenure is to get over, Tata Trusts has suggested re-appointing him as a lifetime trustee, according to a PTI report on 23 October. On October 28, Mistry’s tenure at the Sir Dorabji Tata Trust and Sir Ratan Tata Trust, the two main trusts that own the majority of Tata Sons, comes to an end. The reappointment attempt coincides with rumours of a split among the trustees over their terms, with some allegedly siding with Mistry, who is perceived as a loyalist to Ratan Tata, and others with Noel Tata, who took over as chairman following the latter’s passing.
Mistry’s Connection with Shapoorji Pallonji family
Additionally, Mistry is linked to the Shapoorji Pallonji family, who own about 18% of Tata Sons, the holding company of the software-to-salt conglomerate. The plan comes after business magnate Venu Srinivasan was named a lifetime trustee earlier this week.
Srinivasan’s reappointment as trustee and vice-chairman of Tata Trusts was approved by Mistry and three other trustees, Pramit Jhaveri, Jehangir HC Jehangir, and Darius Khambata, according to PTI, which cited sources. However, under the condition that all future trustee renewals be approved unanimously, failing which their approvals would be withdrawn.
The demand from the Mistry camp reveals a disagreement among trustees on how to interpret the lifetime trusteeship resolution that was adopted following Ratan Tata’s passing last year. According to a Business Standard report, one party contends that lifelong trusteeship ought to happen automatically at the conclusion of a trustee’s term, while another group feels that a trustee’s tenure must be extended before obtaining lifetime status.
The Resolution of Lifetime Membership
According to the resolution authorising lifetime trusteeship, a trustee will be reappointed by the relevant trust upon the expiration of their term, with no time limit on the reappointment, in compliance with the law, a source told Business Standard. As Tata Trusts manages leadership changes in the wake of Ratan Tata’s death, the problem highlights a broader discussion about governance, continuity, and legacy inside the organisation.
The Sir Dorabji Tata Trust and the Sir Ratan Tata Trust are two of the charitable trusts that are under the management of Tata Trusts. Additionally, the organisation owns a 66% share in Tata Sons, the primary holding company that owns stock in every Tata Group company.
The report states that the original meeting, which took place on October 17, 2024, decided that a trustee’s term should be extended by the trust in question, with no time limit on this appointment.
A trustee would violate the commitment and be unfit to serve at “Tata Trusts by such conduct,” according to the report, if they decide to vote against this resolution.
Quick Shots
•Tata
Trusts has proposed reappointing Mehli Mistry as a lifetime trustee, days
before his three-year term ends on October 28.
•The
proposal covers the Sir Dorabji Tata Trust and Sir Ratan Tata Trust, the two
major trusts holding a 66% stake in Tata Sons.
•Reports
suggest differences among trustees—some supporting Mistry (seen as a Ratan
Tata loyalist), others backing Noel Tata.
•The lifetime trustee resolution
allows reappointment without time limits, as per legal compliance.
Despite internal strife among the organisation’s divisions, Venu Srinivasan was overwhelmingly reappointed as a trustee for life by Tata Trusts, the philanthropic arm of the Tata Group, according to a report by news agency PTI on October 21, 2025. At a time when Tata Trusts’ workforce is vertically divided, Venu Srinivasan’s reappointment occurs just before his term ends on October 23, 2025.
Two factions support Mehli Mistry, who has connections to the Shapoorji Pallonji family, and Noel Tata, who assumed leadership upon Ratan Tata’s death. The agency was informed by those with knowledge of the development that there was unanimous support for Srinivasan’s reappointment. Tata Trust, however, declined to answer the news agency’s questions.
Reappointment of Mehli Mistry Might be on the Cards
Now that Venu Srinivasan has been reappointed, attention is turning to Mehli Mistry, whose tenure as a trustee ends on October 28, 2025, being reappointed. The report states that the unanimous consent of the trustees for the lifetime tenure appointment will be necessary for Mistry to be reappointed and continue serving as a trustee.
According to a news agency report, in accordance with previous practice, a unanimous vote is needed for both renewal and a new appointment. Unanimous consent is needed for renewal, after which it will be permanent. Additionally, they stated that all trustees are automatically reappointed.
Operations of Tata Trust
The Sir Dorabji Tata Trust and the Sir Ratan Tata Trust are two of the charitable trusts that are under the management of Tata Trusts. Additionally, the organisation owns a 66% share in Tata Sons, the primary holding company that owns stock in every Tata Group company.
The report states that the original meeting, which took place on October 17, 2024, decided that a trustee’s term should be extended by the trust in question, with no time limit on this appointment.
A trustee would violate the commitment and be unfit to serve at “Tata Trusts by such conduct,” according to the report, if they decide to vote against this resolution. Over 18% of Tata Sons, the holding company for all Tata Group firms, is owned by the Shapoorji Pallonji family.
Quick Shots
•Venu
Srinivasan reappointed as lifetime trustee of Tata Trusts on October 21,
2025.
•The
decision comes amid internal divisions within the organisation.
•Two
factions reportedly exist — one aligned with Mehli Mistry (linked to
Shapoorji Pallonji family) and the other with Noel Tata.
•Srinivasan’s
term was set to end on October 23, 2025, but trustees gave unanimous support
for lifetime reappointment.
•Tata Trusts declined to comment on
the internal developments.
According to reports, internal conflicts within Tata Trusts, the largest stakeholder in Tata Sons, have gotten so bad that the government is stepping in to help the Tata Group, one of India’s largest conglomerates, deal with a governance crisis.
According to sources close to the Tata Group, who have been cited in numerous media publications, the government is keeping an eye on events out of concern that the dispute may affect how Tata Sons and the larger conglomerate operate.
With a nearly 66% controlling position in Tata Sons, the Tata Group’s parent company, Tata Trusts has long served as a compass, ensuring the organisation stays true to its long-term strategic and charitable values.
Why Tata Group has Turn into a Battlefield?
The group’s hundreds of businesses, which include those in consumer products, steel, autos, IT services, and other industries, are managed by Tata Sons. This division of responsibilities is essential; Tata Sons oversees operational execution, while the Trusts provide ownership control. However, media reports have cited sources that indicate this equilibrium has been strained. A power struggle within Tata Trusts, the charitable arm that owns a majority share in Tata Sons, the holding company that manages the Tata Group’s activities, is the root cause of the current crisis.
Allegedly, four trustees—Darius Khambata, Jehangir HC Jehangir, Pramit Jhaveri, and Mehli Mistry—went above their customary supervision responsibilities, thus establishing themselves as a “super board” that attempts to sway important Tata Sons decisions. According to reports, these trustees attempted to review the minutes of Tata Sons’ board meetings and approve independent directors who were selected by the Nomination and Remuneration Committee of the company—tasks that are typically performed by Tata Sons’ management.
According to sources, such actions would directly question Noel Tata’s power as chairman of Tata Trusts, posing “serious corporate governance concerns”. The possibility of operational friction at the top is evident, but it’s unclear if these measures have really hindered or obstructed important decisions. Since the death of former Tata Sons Chairman Ratan Tata in October 2024, tensions within Tata Trusts have been simmering, but in recent months they have grown increasingly noticeable. There is now a governance vacuum at the top as a result of this impasse, raising worries that if the divide persists, strategic choices and daily operations across the hundreds of firms in the Tata Group—from Tata Steel and Tata Motors to TCS and Titan—may be delayed or complicated.
Government Stepping in to Ease the Situation at the Tata Group
According to reports, the government has chosen a tough stance on the issue. Finance Minister Nirmala Sitharaman told Tata Trusts Chairman Noel Tata, Vice-Chairman Venu Srinivasan, Tata Sons Chairman N Chandrasekaran, and trustee Darius Khambata that internal conflicts must not cause Tata Sons to become unstable during a nearly hour-long meeting at Home Minister Amit Shah’s house.
The ministers urged the leadership to restore stability “by whatever means necessary”, even hinting that it could be necessary to take drastic measures like firing destabilising trustees. According to reports, officials reminded the Tata leadership that, considering the Trusts’ impact on the Indian economy and corporate governance norms, their majority stake bears a “public responsibility”.
It should be mentioned that the government, investors, and the Tata Trusts itself would all be keenly monitoring the company’s October 10 board meeting.
Quick Shots
•Internal conflicts within Tata Trusts, the majority
stakeholder in Tata Sons, trigger leadership tensions.
•Finance Minister Nirmala Sitharaman and Home
Minister Amit Shah meet Tata leadership to restore stability.
•Four trustees allegedly overstepped duties, forming
a “super board” to influence Tata Sons’ decisions.
•Hundreds of Tata Group firms—including Tata Steel,
Tata Motors, TCS, and Titan—could face delays or operational friction.
According to media sources, Indian IT powerhouse Tata Consultancy Services (TCS) has cancelled its post-results news conference for the second quarter profits (Q2), which was scheduled for October 9, because the date falls on the anniversary of Ratan Tata’s passing. At 5:30 p.m., the press conference was planned.
However, the Business Line report also stated that the analyst call will happen that same day. In honour of Ratan Tata, TCS has modified their earnings-day schedule for the second consecutive year. Following his death, the business also cancelled its Q2 news conference last year, but other investor-related events went forward as planned.
TCS Already Notified the Stock Exchanges
On September 22, Tata Consultancy Services notified the stock exchanges that the Board of Directors will meet on October 9 to review and approve the company’s audited standalone financial results for the quarter and six months ending September 30, 2025.
The announcement of a second interim dividend to equity owners will also be discussed by the company’s board. The executive team will speak to the media in a press conference at 5:30 p.m., and the earnings conference call will take place at 7:00 p.m., according to a separate filing on September 23. Despite share losses and ramp-downs in a few clients, analysts predict modest revenue growth.
Axis Securities anticipates that BFSI, Hi-Tech, and cross-currency tailwinds would propel TCS’s 3.5% QoQ topline growth. It further stated that salary increases, increased investments, and decreased utilisation are projected to cause the EBIT margin to drop by 21 basis points over the course of the quarter.
TCS Cutting 2% of its Global Workforce
The justification for the anticipated separation of 12,000 employees, the effect on employee morale, and the separation’s expenses will also be of interest to investors. As the corporation now seeks to concentrate on restructuring plans amid the push for artificial intelligence (AI), TCS announced layoffs of about 2% of its global workforce in the fiscal year 2025–2026.
According to Kotak Institutional Equities (KIE), investors are likely to monitor a number of important factors, including (1) the reasons behind the underperformance in growth in developed markets and any potential share losses; (2) whether the impact of the US tariffs on demand subsided; (3) the rate of adoption of GenAI and the deflationary effect on spending; (4) the impact of the GCC ramp-up on company growth and the GCC as a growth lever; (5) H-1B dependence and plans for further de-risking; and (6) margin aspirations in light of elevated competitive intensity.
Quick
Shots
•TCS cancels Q2 results media briefing on Oct 9 due
to Ratan Tata death anniversary.
•Earnings call for investors scheduled at 7:00 p.m.
as planned.
•CS Board to review and approve Q2 & H1
financial results and discuss interim dividend.
•Analysts predict around 3.5% QoQ topline growth
driven by BFSI, Hi-Tech, and cross-currency tailwinds.
According to a media report, Mohini Mohan Dutta, a former director of the Taj chain of hotels and a close friend of Ratan Tata, has accepted the conditions of the late businessman’s will. A third of Tata’s remaining estate, valued at approximately INR 588 crore, was left to Dutta.
The executors of Tata’s will can proceed with obtaining probate from the Bombay High Court now that Mohini Dutta’s approval is on file. Out of over two dozen recipients, Dutta, 77, was the only one to voice concerns about the value of his share.
Ratan Tata’s half-sisters, Deanna Jejeebhoy, 70, and Shireen Jejeebhoy, 72, have been awarded the remaining two-thirds of his residual assets, excluding real estate and stock interests. Additionally, both women are acting as the will’s executors.
Reason Behind Dutta’s Acceptance
Dutta could not legally contest the will, even though he had argued with the executors over the amount of his inheritance. According to the report, a no-contest clause prevented any recipient from contesting its terms for fear of losing their claim.
On March 27, the executors submitted a petition to probate the will. Later, the Bombay High Court ordered them to release a public notice asking any non-consenting legal heirs to object. They also filed an originating summons on April 9, which is a legal procedure used to handle issues pertaining to the will and its beneficiaries.
The only recipient outside the Tata family to receive such a substantial portion is Dutta. He was refused entry to Tata’s Halekai home in Colaba, where he had attempted to examine a number of priceless things that had been given to him, including a Ganesh idol.
According to the article, all of Tata’s personal belongings are currently in the hands of the executors. Since inheritances are not taxable in India, Dutta won’t be subject to estate tax after the court granted probate.
Dutta Shares a Firm Personal and Professional Bond with Ratan Tata
For more than 60 years, Dutta and Ratan Tata had a close personal and business relationship. He remembered meeting Tata when he was 13 and Tata was 25 at the Dealers Hostel in Jamshedpur.
Afterwards, Dutta relocated to Mumbai and took up residence in Tata’s Bakhtawar home in Colaba. Regarding Tata’s impact on his life, Dutta has stated, “He really built me up.” Before starting Stallion Travel Services in 1986 with assistance from Tata Industries, Dutta started his career at the Taj travel desk.
After Stallion and a Taj Hotels subsidiary combined in 2006, Dutta was named a director of the new company, Inditravel. He rose to become one of the Taj Group’s highest-paid CEOs.
The travel company was acquired by Tata Capital in 2015, and then in 2017 Thomas Cook India purchased it. Until the company was merged with Thomas Cook in 2019, Dutta remained on the board.
According to numerous media reports, the late entrepreneur Ratan Tata‘s inheritance would mainly benefit the Ratan Tata Endowment Foundation and the Ratan Tata Endowment Trust. Both of these entities are committed to charity and philanthropic endeavours. The business tycoon’s estate is estimated to be worth approximately INR 3,800 crore. Tata’s February 23, 2022, will specify how his assets will be distributed, with an emphasis on continuing the charity causes he supported. According to the reports, these two organisations will receive the majority of his legacy, which includes the ordinary and preference shares of Tata Sons as well as other financial assets. He has reserved a sizeable amount of his fortune for his close friends, family, and acquaintances.
Who Gets What in Tata’s Family?
Shireen and Deanna Jejeebhoy, his half-sisters, and Mohini M. Dutta, a former Tata Group employee close to Tata. Both of these ladies will divide a third of the late industrialist’s bank fixed deposits, financial instruments, and physical possessions like art and timepieces, estimated at INR 800 crore. Close friend Mehli Mistry is expected to acquire the Alibaug property and his cherished collection of three firearms, including a a.25-bore pistol. Tata’s brother Jimmy Naval Tata would inherit a portion of the family’s Juhu house. According to court documents, it also has a fourth supplement that states that unlisted stocks and shares, along with any assets not otherwise specified, shall be divided equally between the Ratan Tata Endowment Foundation and the Ratan Tata Endowment Trust, the report stated. The executors of Tata’s will, Mehli Mistry, his sisters Shireen and Deanna Jejeebhoy, and attorney Darius Kambatta have petitioned the Bombay High Court as part of the probate procedure. It is anticipated that the legal process known as probate, which verifies the validity of a will and gives the executors the power to divide the assets, will take around six months.
Tata’s Close Employees and Pet Also Get their Share
In addition to a loan waiver of INR 51 lakh, Ratan Tata left his long-time cook Rajan Shaw a little over INR 1 crore. His secretary Delnaz Gilder has been handed INR 10 lakh. His butler, Subbaiah Konar, will receive INR 66 lakh, which includes a INR 36 lakh debt waiver. Ratan Tata ordered that his clothing be given to non-governmental organisations for distribution to the poor. Brands he wore included Brioni suits, Daks, Polo, Hermes ties, and Brooks Brothers shirts. Additionally, he waived off his executive assistant Shantanu Naidu a loan of INR 1 crore. He had taken this loan to pursue his MBA at Cornell University. In addition, he waived a loan of INR 18 lakh to his driver, Raju Leon, and another loan to his neighbour. Ratan Tata loved animals, and his testament made specific mention of his dog Tito. For the German Shepherd (Tito), the businessman set aside INR 12 lakh, with INR 30,000 being paid off each quarter. Rajan Shaw will continue to look after Tito.
From its beginnings as a locomotive manufacturer, the company has evolved into a diversified player producing automobiles, buses, trucks, defense vehicles, and electric cars. Renowned for its innovative spirit, Tata Motors has consistently delivered world-class solutions tailored to meet the diverse needs of its customers.
With a strong manufacturing base comprising 10 facilities and 3 R&D centers in India, alongside 12 global JLR facilities, the company maintains a competitive edge through innovation and sustainability. As it forges ahead, Tata Motors aims to redefine mobility with ambitious EV investments, expanded product portfolios, and cutting-edge ICE vehicles. With a steadfast commitment to community building and transparency, Tata Motors is poised to set new benchmarks in the automotive industry, blending heritage with a vision for a sustainable and technologically advanced future.
Learn more about Tata Motors, its founders, funding and investors, business and revenue model, startup story, growth, revenue, challenges, future plans, and more.
Tata Motors is one of India’s most iconic automotive brands and a part of the renowned Tata Group. Based in Mumbai, this global powerhouse makes everything from cars and SUVs to trucks, buses, and vans. And guess what? It’s not just an India story! Tata Motors has vehicle assembly plants in places like the UK, South Korea, Thailand, Spain, and South Africa. They’re also eyeing new bases in Turkey, Indonesia, and Eastern Europe.
Closer to home, Tata Motors is a big player in the Indian passenger car market, ranking among the top five brands. Whether it’s compact cars, midsize sedans, or utility vehicles, they’ve got you covered. Their manufacturing hubs are spread out across India, with facilities in Jamshedpur, Pune, Lucknow, Pantnagar, Dharwad and Sanand.
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From innovation to accessibility, Tata Motors is truly driving India forward—and beyond!
Tata Motors – Industry
In 2022, India’s car exports surged 36%, with 4.5 million vehicles shipped in 2023-24, 76.8% being two-wheelers.
Electric Vehicles Charging Ahead: By 2024, India aims to produce 5 lakh EV three-wheelers, 55,000 EV four-wheelers, and 7,000 EV buses, with the EV market projected to reach $8 billion by 2025.
Auto Component Industry on the Rise: The auto component sector is set to hit $200 billion by 2026, driven by giants like Bharat Forge, Motherson Sumi Systems, and Sundaram-Clayton.
Investment-Friendly Policies: The government supports 100% FDI in auto parts under the automatic route. India’s automotive sector is accelerating toward innovation, sustainability, and global leadership!
Tata Motors – Founders and Team
Jamsetji Tata
Jamsetji Tata – Founder, Tata Group
Jamsetji Tata founded the Tata Group. Jamsetji Nusserwanji Tata was more than an industrialist—he was a trailblazer with a vision far ahead of his time. Born on March 3, 1839, in Navsari, Gujarat, into a Parsi Zoroastrian family of modest means, he defied the expectations of his lineage of priests to carve out a legacy as one of India’s greatest entrepreneurs and philanthropists.
Jamsetji’s journey began with his father, Nusserwanji Tata, who was the first in the family to venture into business, breaking away from their traditional role as priests. Inspired by his father’s entrepreneurial leap, Jamsetji built the foundations of what would become the Tata Group, now India’s largest conglomerate.
But his achievements went beyond building industries; they were rooted in a profound sense of purpose. Jamsetji believed in channeling his success into the nation’s progress, dreaming of a prosperous India at a time when the country was under colonial rule. His vision led to the establishment of Jamshedpur, a city that stands as a testament to his industrial genius and his commitment to the welfare of his people.
What truly set Jamsetji apart, however, was his compassion. His humaneness, coupled with his entrepreneurial spirit, has secured him a lasting place in the history of modern India—not just as a pioneer of industry, but as a son of the nation who cared deeply for its future.
J. R. D. Tata
J.R.D. Tata – Founder, Tata Motors
Jehangir Ratanji Dadabhoy was the founder of Tata Motors. Jehangir Ratanji Dadabhoy (JRD) Tata had a multicultural upbringing that shaped his career. After serving in the French Army, he returned to India in 1925, joined Tata Steel in Jamshedpur, and became a Tata Sons board member. JRD’s achievements spanned industries. In 1945, he founded Tata Motors, laying the foundation for India’s auto industry. In 1948, he launched Air India International, India’s first international airline, and served as Chairman of Air India and Director of Indian Airlines for 25 years.
Honored as Honorary Air Commodore of India, JRD’s legacy reflects his visionary leadership and dedication to progress.
Natarajan Chandrasekaran
Natarajan Chandrasekaran – Chairman, Tata Sons and Tata Group
Chairman of Tata Sons and Tata Group Natarajan Chandrasekaran, known as “Chandra,” rose from humble beginnings in a farming family in Mohanur, Tamil Nadu. He earned a Bachelor’s in Applied Sciences from Coimbatore Institute of Technology and a Master’s in Computer Applications from NIT Trichy, graduating in 1986. Mr. Natarajan joined Tata Consultancy Services (TCS) in 1987, advancing to CEO in 2009. His leadership transformed TCS and in 2016, he became Chairman of Tata Sons and a Reserve Bank of India board member.
Tata Motors, originally known as Tata Engineering and Locomotive Company (TELCO), was established in 1945 with a focus on locomotive manufacturing. The company’s journey into the automotive sector began in 1954 when it partnered with Mercedes-Benz of Germany to produce commercial vehicles. Together, they set up a manufacturing facility in Jamshedpur and later that year, they rolled out their first goods carrier chassis with a 90-100 hp engine and a payload capacity of 3-5 tons.
The roots of Tata Motors are deeply intertwined with the legacy of the Tata Group, founded by Jamsetji Tata in 1868. Initially a commerce firm, the Tata Group diversified into industries like steel under the leadership of JRD Tata, who envisioned establishing a robust engineering base in India.
A landmark moment came in 1983 when Tata Motors introduced the Tata 407, its first indigenous commercial vehicle. Known for its durability and versatility, the Tata 407 quickly gained popularity among Indian businesses, solidifying the company’s reputation as a leader in the commercial vehicle market.
From locomotives to becoming a cornerstone of India’s automotive industry, Tata Motors’ evolution reflects its commitment to innovation and meeting the needs of a growing nation.
Tata Motors – Mission and Vision
Mission: They are driven by a passion for innovation, creating mobility solutions that enhance the quality of life while exceeding customer expectations. With a focus on integrity, accountability, and excellence, they aim to deliver sustainable and impactful solutions that address modern mobility needs.
Vision: By FY 2024, they aspire to be the most admired Indian auto brand by consistently delivering superior financial returns, pioneering sustainable mobility, and building a highly engaged workforce. Their commitment to speed, teamwork, and customer focus ensures they remain at the forefront of the industry while shaping a better future for all stakeholders.
Tata Motors – Name, Tagline and Logo
Tata Motors Logo
Tata Motors has officially introduced Tata.ev, its dedicated electric vehicle (EV) brand, marking a new chapter in its journey toward sustainable mobility.
Tata Motors Electric Vehicle (EV) Logo
Name: Tata Motors’ electric vehicle (EV) brand, Tata.ev, is a bold step towards a sustainable future, embodying innovation and environmental consciousness.
Tagline: With its tagline, “Move with Meaning”, Tata.ev emphasizes its dedication to sustainability and creating meaningful impact through cutting-edge electric mobility solutions.
Logo: The Tata.ev logo is a harmonious blend of simplicity and purpose. It features the words “Tata” and “ev” with a dot and a circular element around “ev.” The “Orbit” symbolizes the brand’s commitment to fostering a circular ecosystem, ensuring resources are reused and renewed.
Brand Identity:
The logo is designed in Evo Teal, a color that reflects innovation, progress, and environmental stewardship.
The typeface, Inter, represents the brand’s accessibility and modern outlook, aligning with its mission to make sustainable mobility available to everyone.
Legacy Influence: Tata Motors’ heritage is reflected in the enduring design of the Tata Group logo, originally crafted by the founder. This logo, with its iconic blue oval, the letter “T,” and the wreath of leaves, has evolved but remains a testament to the brand’s foundational values and progressive vision.
Tata.ev represents the next chapter in Tata Motors’ legacy, blending its storied past with a commitment to a greener future.
Tata Motors operates on a robust business model anchored in four key pillars: innovation and technology, global presence, a diversified product portfolio, and a strong brand reputation. This approach has enabled the company to cater to customers worldwide while maintaining a competitive edge in the global automotive industry.
Innovation and R&D Excellence: The company’s ‘Low-Cost Strategy’ has revolutionized the market, delivering exceptional value to customers while sustaining profitability.
Diversified Product Portfolio: Starting with its first passenger car, the Tata Standard in 1954, Tata Motors has expanded into producing a wide range of vehicles, including automobiles, buses, trucks, and defense vehicles. Over the years, successful models such as the Indica, Indigo, and Nano have cemented their reputation in the passenger car segment.
Understanding Markets and Maximizing Opportunities: By addressing the needs of the growing rural economy and recognizing increasing farmer incomes, the company has identified significant opportunities in its commercial vehicle segment. Meanwhile, economic slowdowns have intensified competition in the low-cost vehicle market, where Tata Motors’ expertise positions it as a leader.
Global Footprint and Facilities: The company operates 10 manufacturing facilities and 3 R&D/engineering and design centers in India. In addition, it boasts 12 global manufacturing and engineering sites dedicated to Jaguar Land Rover, underscoring its international reach and capability. Tata Motors’ extensive operations encompass manufacturing, logistics, financial services, sales, mobility solutions, customer service, and strategic sourcing.
Tata Motors – Revenue Model
Tata Motors employs a multifaceted approach to revenue generation, leveraging various streams to ensure financial stability and business growth.
Licensing and Royalties: The company licenses its proprietary technology to other organizations and earns royalties from the usage of its intellectual property. This strategy enables Tata Motors to generate consistent revenue from its innovations, even post-sale, maximizing the lifecycle value of its products.
Comprehensive Financial Services: Tata Motors provides customers with a suite of financial services, including leasing and insurance. These offerings enhance the affordability and appeal of Tata Motors’ vehicles by simplifying financing options and offering protection against potential financial risks. This approach strengthens customer trust and fosters long-term relationships.
Tata Motors – Challenges Faced
Cost and Quality Balance: Developing the Tata Nano, the “people’s car,” required keeping costs low to make it affordable for Indian families while maintaining quality. Sourcing components globally added logistical challenges.
Affordable Access with Nano: Tata’s Market-Penetration Pricing Strategy with the Nano made cars accessible to families upgrading from motorcycles. It created a unique budget-friendly segment but added pressure on cost control.
Catering to Diverse Markets: Through a Global Localization Strategy, Tata serves both budget-conscious Indian buyers with models like Nano and premium markets globally with Jaguar and Land Rover (JLR).
Global Expansion with JLR: Acquiring JLR allowed entry into luxury markets like Europe and North America, boosting brand image but requiring competitiveness in high-end segments.
Strategic Versatility: Tata Motors combines affordability and luxury, demonstrating adaptability while tackling cost, quality, and global market challenges.
Tata Motors secures substantial funding through strategic partnerships like:
Date
Round Name
Amount
Investors/Facilitators
Feb 24, 2021
Post IPO
$359 million
Facilitator : Citi, Credit Suisse
April 27, 2016
Post IPO
$45 million
Facilitator : Malabar Capital Advisors
Oct 24, 2014
Conventional
$750 million
Facilitator : Transwarranty
Oct 13, 2010
Post IPO
$750 million
—
April 2004
Post IPO
$400 million
—
—
Conventional
—
—
Tata Motors – Investments
Tata Motors has made significant investments in electric vehicles, innovation, and global expansion. They are as follows:
Announced Date
Organization Name
Funding Round
Oct 19, 2023
Freight Tiger
Corporate Round
Jul 10, 2018
TruckEasy
Corporate Round
Tata Motors – Mergers & Acquisitions
Tata Motors’ strategic mergers and acquisitions, have expanded its global footprint and diversified its product portfolio. They are as follows:
Acquiree Name
Announced Date
Price
Transaction Name
Freight Tiger
Oct 19, 23
Rs. 1.5 crore
Freight Tiger
Tata Daewoo Commercial Vehicle Co. Ltd
Oct 7, 2010
—
Tata Daewoo
Trillex Srl
Sept 1, 2010
€9.1 million
Trillex Srl
Tata Hispano Motors Carrocera
Oct 20, 2009
–
Tata Hispano Motors
Miljo Innovasjon AS
Oct 14, 2008
₩12 million
Miljo Innovasjon AS
Jaguar Land Rover
March 27, 2008
$2.3 billion
Jaguar Land Rover
Tata Motors – Growth
Fiscal Year
Operating Revenue (Cr.)
Total Expenses(Cr.)
Profit/Loss (Cr.)
FY22
INR 47,263.68
INR 49,647.05
INR -1,390.86
FY23
INR 65,757.33
INR 65,040.65
INR 2,728.13
FY24
INR 73,303.08
INR 69,410.55
INR 7,902.08
Tata Motors Financials FY24
Tata Motors demonstrated significant financial improvement in FY24, achieving ₹7,902.08 crore in profit, a stark contrast to the losses recorded in FY22, showcasing its robust operational and strategic recovery.
Tata Motors – Online and Social Media Presence
Unique Digital Marketing Edge
Content Variety: Tata Motors emphasizes high-quality visuals, videos, and employee stories to humanize its brand and connect emotionally with its audience.
Localized and Relatable Campaigns: Posts in Hindi and content tailored to cultural events ensure resonance with diverse Indian audiences.
Rebranding Success: Through consistent digital engagement, Tata Motors has successfully navigated rebranding efforts, enhancing customer satisfaction and fostering brand loyalty.
TATA MOTORS I TATA PRIMA
Why Tata Motors Stands Out
Beyond their robust and durable automobiles, Tata Motors excels in:
Deploying creative and relatable digital marketing campaigns.
Showcasing superior product features through engaging multimedia content.
Strategically leveraging platforms to cater to varied audience preferences.
Tata Motors – Competitors
Tata Motors faces competition in India, while globally competing with brands across diverse automotive segments like the following:
Investment of Rs 16,000–18,000 crore in EVs until FY30.
Launch six new EV models by March 2026.
Target a 20% share in the passenger vehicle market by FY30.
Expand EV product portfolio and improve EV range.
Achieve price parity with internal combustion engine (ICE) cars.
Expand e-car dealerships to 50 cities within two years.
Integrate EVs with Rooftop Solar (RTS) solutions.
Tackle EV charging infrastructure challenges.
ICE Vehicles
Focus on innovative designs and enhanced performance for ICE vehicles.
Launch of the Curvv ICE model in 2024 to cater to traditional car buyers.
Community Building
Foster transparency by sharing detailed product information.
Empower customers for effortless decision-making.
Ensure competitive pricing and quality services.
Cultivate long-term, mutually beneficial relationships with users.
Tata Motors’ future plans demonstrate a robust commitment to innovation, sustainability, and customer-centricity, positioning the company as a leader in shaping the future of mobility across both electric and internal combustion engine segments while fostering long-lasting relationships with its community.
FAQs
What are Tata Motors best known for?
Tata Motors is a leading global automobile manufacturer, providing a wide range of smarter, safer, and integrated mobility solutions.
Who owns Tata Motors?
Tata Motors is owned by Tata Group. The Tata Group operates across various industries, including telecommunications, hospitality, and steel.
Who owns Jaguar Land Rover?
Jaguar Land Rover (JLR) is owned by Tata Motors, a part of the Tata Group. Tata Motors acquired JLR from Ford in 2008.
Tata Consultancy Services (TCS) was founded in Mumbai India way back in 1968 by J.R.D. Tata and F.C. Kohli. Today, it has become the world’s leading IT services, consulting, and business answers provider. Originally conceived as a department of Tata Sons, it specialized in the delivery of technology know-how into an increasingly industrialized world as the countries progressed toward industrialization. Over time, the company has grown and today serves over 46 countries with world-class innovative solutions.
TCS showcases the broadest portfolio of services digital transformation, AI, cloud tech online security, to business process management. Even with its base in Mumbai, the company can walk hand in hand with global economies, thus making it known for some of its finest quality work across multiple fields of business. TCS puts innovation and customers first-they employs a workforce of more than 500,000 skilled individuals who are called TCSers. This dedicated team combines talent with the latest technology to solve tough business problems and achieve worldwide client success. TCS has always been committed to excellence in reshaping businesses with its knowledge and revolutionary solutions.
About Tata Consultancy Services (K. Krithivasan CEO of TCS)
Tata Consultancy Services was established on June 19, 1968, as Tata Computer Systems by Tata Sons Limited. A subsidiary company under Tata Group, TCS serves 46 countries worldwide and has become the leader in the IT and consultancy domain.
In its inception years, TCS was mainly known for providing services like punch card operations for TISCO and inter-branch reconciliation system to the Central Bank of India, and bureau services for UTI. TCS created SEMCOM-an electronic depository cum trading system for a Swiss client by 1975. In 1980 it established its first hub for software research and development, the Tata Research Development and Design Centre (TRDDC), at Pune. It opened its first offshore development center in 1981 and purchased a Canada-based software factory.
Tata Consultancy Services went public in 2004, adding a new shot of adrenaline to its growth trajectory. In 2005, TCS became the first Indian IT firm to enter into bioinformatics. By 2006, TCS had built an ERP system for the Indian Railway Catering and Tourism Corporation and reached an annual revenue of $500 million from e-business by the year 2008. In 2011 it also introduced SME-oriented cloud solutions.
Tata Consultancy Services has set quite a lively pace in business, indeed making it the grandee in IT services and consultancy. This model of business has been built around a diversifying and creative service offering, along with a very strategic operational framework.
These numerous consultancy, digital transformation, application development, IT infrastructure management, engineering solutions, and business process outsourcing -mean that the customer is bound to have every possible solution, right from enriching the operational efficiencies to solving very complex technical problems.
Innovation drives TCS growth as well as investments directed toward research and development. The company is researching future front-end technologies artificial intelligence and cloud computing to data analytics to automate processes for deriving insights and predicting market conditions.
The next pillar in business success for the company is the Global Delivery Model (GDM). Without any dead time overlap, it enables delivery across the time zones, 24/7. This model, apart from the above, makes asset ownership better among the customers in terms of satisfaction and productivity, and it is invaluable during crisis time as it enables fast and reliable response systems.
One of the main reasons for keeping a consistent performance in the IT world is that Tata Consultancy Services has a diversified revenue model with competitive rivalry in the IT field.
1. Fees on Services: The most significant revenues come from consulting engagements and IT service agreements such as software development and maintenance contracts.
2. Project-Based Revenue: This refers to planned or expected revenue from custom software development projects as well as other projects that focus on the client’s individual needs for digital transformation.
3. Subscription Income– All of this recurring income is from managed services and payments made for proprietary software, such as those made for TCS Ignio.
4. Business Process Outsourcing (BPO): The revenue is quite stable since most long-term contracts are engaged in the handling of client business processes.
5. Cloud Services: The revenues are generated from Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and subscriptions into the cloud.
6. Innovation: TCS takes advantage of several other applications, such as Data as a Service (DaaS), as well as several automated-based solutions from its investigative work.
Tata Consultancy Services (TCS) distinguishes itself from the crowd in IT services with its diverse portfolio and industry-specific proficiency and experience. Furthermore, the delivery model that TCS uses has been proven in business, as it sets the company apart through the global availability of its services. Innovations and strong customer relationships are what really propel solutions into that class of world-class, customized solutions, making TCS the best, most reliable partner for businesses in the world.
TCS SWOT Analysis
TCS SWOT Analysis
Strengths
Adaptability: The adaptability of TCS and its acceptance in different cultural and business contexts is enough to make a point about the fact that it has acquired a very global presence by being in 152 countries across 5 continents.
Brand Equity and High Financial Stability: TCS was worth USD 19.2 billion in 2024, making it the second-most valuable IT services brand in the world. It raked in a whopping $ 29.1 billion in revenue collection, thus making it a safer bet in the eyes of investors and partners.
Wide range of services: TCS has got a pretty wide range of services that go from software development to business intelligence and partnerships with many global leaders like Amazon, Adobe, and Bosch to render advanced customer solutions.
Workforce skilled and Varied Clientele: Award-winning best employer across 32 countries; TCS has huge budgets when spending on employee development. Thus it serves a diverse clientele across banking, retail, and telecommunications, among others.
Weaknesses
The Operational and Legal Hurdles: Due to Diligenta’s underperformance and the expensive litigation around Epic Systems, affected the financial stability as well as the overall reputation of TCS.
Gaps in Products and Talent: Though generally strong in services, TCS yet fails to meet expectations regarding the product, while talent retention continues to be a problem as attrition rates are better than industry peers.
Pressure of Innovation: There are pressing needs for TCS to step on the accelerator and ramp up innovations, given the fast pace of technological change and competition in delivering first-of-a-kind market solutions.
Opportunities
A digital and cloud solution expansion: Among the increased needs for cloud computing, digital transformation, mobility, and remote work solutions, there is much more coming from TCS City. This will allow it to be well-positioned to capitalize on created infrastructure and strong expertise.
Emerging Market and Sector Growth: TCS can delve into those deep untapped areas present in Africa, Southeast Asia, and Latin America, tapping into entirely new areas such as gaming, entertainment, and e-commerce to broaden its sources of income.
Cybersecurity and localized offerings: Global cyber threats are rising, and they offer opportunities for TCS to enhance its cybersecurity solutions. Localized IT solutions for specific markets will also have some competitive advantage.
Threats
Amid extremely strong market competition and growing costs: The other major competitor for TCS, to a very great extent, is legally poisonous competition with Infosys, Accenture, and IBM. This goes on with margin pressures, rising costs, and market share issues.
Heightening Cybersecurity and Compliance Challenges: Heightening cyber risk and new regulatory developments concerning data privacy-witnessed in consideration of such things as work visa and outsourcing-affect the operations and strategy of major TCS geographic markets.
Mobility of Talent & Operational Limitations: Employees keep turning over ever more yet the impasse of new restrictions with immigration – to be more specific, the H-1Bs – simply leads to higher recruitment costs and problems in operation while the increasing domestic competition is off very huge multinationals.
TCS or Tata Consultancy Services is a global leader in IT innovation and digital transformation across varied industries. Its vast international presence and solid client base in diverse service offerings enable it to match the challenges of the digital era. However, that very agility and creativity must also apply in the areas of legal disputes, subsidiary underperformance, and the evolution at the pace of the technology world. Areas with great potential include cloud computing, cybersecurity, and emerging markets. Agility to dynamically change according to market dynamics without losing focus on excellence and innovation became a major pillar for TCS to continue its leadership in the IT services sector against the challenge of rising competition and newer business models.
FAQ
How does TCS earn money?
TCS earns money through IT services, consulting, software products, and outsourcing across industries.
What type of business is TCS?
TCS is an IT services and consulting business.
Why TCS is so successful?
TCS is successful due to its strong client relationships, diversified service offerings, global presence, consistent innovation, skilled workforce, and focus on long-term growth strategies.
