RATANJI DADABHOY TATABorn :- 28 dec 1937 age (74)Recidence :- colaba mumbai IndiaNationality :- IndianEthnicity:- ParsiAlma mater :- Cornell University, HarvardUniversityOccupation :- Chairman of Tata GroupYears active :- 1962-presentSpouse :- unmarriedAwards :- Padma Bhushan (2000) Padma Vibhushan (2008)
Ratan Naval Tata is born 28 December 1937) is the present chairman of Tata Sons and therefore, Tata Group. He is also the chairman of major Tata companies such as Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata Chemicals, The Indian Hotels Company and Tata Teleservices.
HONOURS, AWARDS AND INTERNATIONAL RECOGNITIONRatan Tata serves in senior capacities invarious organisations in India and he is amember of the Prime Ministers Council onTrade and Industry. Tata is on the board ofgovernors of the East-West Center, theadvisory board of RANDs Center for AsiaPacific Policy and serves on the programboard of the Bill & Melinda GatesFoundations India AIDS initiative.
Ratan Tatas foreign affiliations include membershipof the international advisory boards of theMitsubishi Corporation, the American InternationalGroup, JP Morgan Chase and Booz Allen Hamilton.He is also a member of the board of trustees of theRAND Corporation, University of SouthernCalifornia and Cornell University. He also serves asa board member on the Republic of South AfricasInternational Investment Council and is a memberof the Asia-Pacific advisory committee for the NewYork Stock Exchange. In 2010, he joined BMBGroup as an advisory board member
GROUP’S CONTRIBUTION The group’s contributions were not confined to entrepreneurship; Jamsetji was the moving force behind the setting up of the Indian Institute of Science and, after independence, there came the Tata Institute of Fundamental Research and the Tata Institute of Social Sciences. There was no ulterior motive in establishing these institutions; the objective was to help further the skills and capabilities of India and Indians. We have never allowed our companies or the individuals in them, to become dealers or commission agents or profiteers.
Before independence, the Tatas had a big roleto play in laying the ground for anindustrialised India. That changed, to a certain extent, afterfreedom arrived and the country startedpursuing the Soviet model ofdevelopment, with the emphasis on the publicsector.That’s when many private enterprises, theTata group among them, became targets fornationalisation. We went through a phasewhen we became an endangered species. Fora long period of time we stood still — becausewe were not allowed to expand, we were notallowed to enter any new businesses.That’s why the Tatas, bar a fewexceptions, did not really grow between the
HOW IS THE TATA BRAND PERCEIVED IN THE GLOBALMARKETPLACE? IS ENOUGH BEING DONE TO PROMOTEIT? We are probably not doing enough to build the Tata brand globally, but we are one of the most recognisable corporate names coming out of India. Apart from size, market capitalisation and the rest, we are seen as a poster boy for ethical business, trustworthy and fair. That’s a model western companies feel comfortable with. We are also seen as a caring employer who understands its corporate and social responsibility, not just in the context of its own people but also the communities around our facilities and businesses.
Some foreign investors accuse us of being unfair to shareholders by using our resources for community development. Yes, this is money that could have made for dividend payouts, but it also is money that’s uplifting and improving the quality of life of people in the rural areas where we operate and work. We owe them that. By providing support in areas such as health and education, livelihoods and the environment, we are trying to — as much as we can — take the wellbeing that exists within our own plants and facilities to the world immediately outside them.
MANY PUNDITS PUT DOWN THE SUCCESS THE TATAGROUP IS ENJOYING TO RATAN TATA. WHAT’S YOURTAKE ON THAT? HOW DO YOU THINK HISTORY WILLRATE YOUR CONTRIBUTION?I do not know how history will judge me, but let mesay that I’ve spent a lot of time and energy trying totransform the Tatas from a patriarchal concern to aninstitutional enterprise. It would, therefore, be amark of failure on my part if it were perceived thatRatan Tata epitomises the group’s success. What Ihave done is establish growth mechanisms, playdown individuals and play up the team that hasmade the companies what they are. I, for one, amnot the kind who loves dwelling on the ‘I’. If historyremembers me at all, I hope it will be for thistransformation.