10-Year Sustainability Strategy Aspen Business and Society Case Competition, 2010 Stefan Baumeister Cécile Fontaine Jarno ...
Contents of the presentation <ul><li>Tata’s Rich History in Sustainability </li></ul><ul><li>The Challenges Tata is Facing...
Transition in TATA CSR: From Ideology to Corporate Governance 07/01/10 Sustainability 1910  1920  1930  1940  1950  1960  ...
Sphere of Sustainability 07/01/10 SUSTAINABLE DEVELOPMENT SR, ISO 26000 SUSTAINABILITY LEADERS Environ-mental Economic
Challenges <ul><li>CS Traditions vs. CS Expectations </li></ul><ul><li>Managing Environmental Impacts </li></ul><ul><li>Be...
Recommendations for change <ul><li>Building TQMS to QEEC - the Quality and Environmental Excellence Centre </li></ul><ul><...
QEEC – Structure and value <ul><li>QEEC uses existing management systems to improve Tata groups environmental performance ...
10-Year Sustainability Strategy 07/01/10 Pillar of Sustainability  Global Coordinator Social Environmental Economic TCCI Q...
Capturing Value Model <ul><li>Operational Value </li></ul><ul><li>Access to emerging markets </li></ul>07/01/10 Brand Valu...
Design and Review Phase 07/01/10 Value Captured Strategic Need –  Example Action Task Operational Brand Financial Knowledg...
Implementation Phase 07/01/10 Value Captured Strategic Need –  Example Action Task Operational Brand Financial Knowledge E...
Operation phase 07/01/10 Value Captured Strategic Need –  Example Action Task Operational Brand Financial Knowledge Preser...
Value through sustainability <ul><li>Operational Value  US$  5 billion </li></ul><ul><li>Financial Value  US$ 64 billion <...
Strategic Conclusions <ul><li>Tata Sons goes public to </li></ul><ul><ul><li>Advance openness and accountability </li></ul...
“ Being the change” 07/01/10
Upcoming SlideShare
Loading in …5
×

Aspen Institute 2010 Business and Society Case Competition Presentation

1,351 views
1,284 views

Published on

This is a presentation I delivered in New York City at the Finals for the 2010 Aspen Institute Business and Society MBA Case Competition. Our team from Finland finished top 5, amongst a pool of 25 elite international business schools. Our challenge was to create a 10 year sustainability strategy for a multinational conglomerate, Tata.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,351
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Dear ladies and gentleman, let me extend our warmest greetings to you – according to today’s theme, we are going to present our recommendation for the 10 year sustainability strategy for tata sons and the tata group, but first allow me to introduce our multinational group: *** - so,
  • - Our presentation is built to first provide an outline of … - from this we have analyzed … - These challenges are the key issues we have addressed in our recommendations for Tatas future strategy. - The goals are achieved through a detailed … - which is aimed at … - At the end we will present some …
  • Here we see how Tata has embraced social sustainability and led many sustainability reforms during its foundation period. As the group began its global expansion 1990’s the implementation of these internal values to corporate governance led to the advancement of sustainability development and gained international recognition.
  • Even thought Tata has been a working exemplar in sustainability, they have not been able to fulfill all key elements considered integral to corporate sustainability. This slide illustrates with blue circles the elements of sustainability on which Tata is fulfilling the global requirements but more importantly, it shows the lapse of their development in contrast to the commonly accepted spheres of sustainability.
  • The challenges Tata is facing arise from it’s market expansion and collision with global expectations Tatas Corporate Sustainability traditions differ from global expectations Tatas group companies are in industries having significant environmental impacts In financial perspective, … It can also be debated, weather the philanthropy is decreasing profit Finally the question becomes on how to …
  • The key recommendations for change for Tata Sons and Tata group are Building .. Making TCCI mandatory Develop group-wide mandatory EMS &amp; OHS Make Tata Sons public Continue Philantrophic activities through Tata Trusts Next Benjamin will go through the details of our strategy
  • Also, the QEEC incorporates practises from TCS and maybe becomes a future success story for the corporations business
  • 6 minutes creating quantitative value from qualitative sustainability values
  • Next the strategic conclusions; Our most dramatic suggestion is Tata Sons going public. This is necessary to: .. To strengthen sustaianability. .. Overburden group companies And to … We also acknowledge the Tata’s values and interest towards India are actualized through the trusts, it is important to notice that … And to maintain control in Tata Sons, we also recommend that … Finally, we conclude that our …
  • As we have outlined, Tata has a tremendous potential to maintain its values, become a leader in corporate sustainability and create business value. To achieve this, Tata needs to be the change it wants to see in the world. Thank you.
  • Aspen Institute 2010 Business and Society Case Competition Presentation

    1. 1. 10-Year Sustainability Strategy Aspen Business and Society Case Competition, 2010 Stefan Baumeister Cécile Fontaine Jarno Laitinen Benjamin Toscher
    2. 2. Contents of the presentation <ul><li>Tata’s Rich History in Sustainability </li></ul><ul><li>The Challenges Tata is Facing </li></ul><ul><li>Recommendations </li></ul><ul><li>10-year Sustainability Strategy </li></ul><ul><li>Value Creation Through Sustainability </li></ul><ul><li>Strategic Conclusions </li></ul>07/01/10
    3. 3. Transition in TATA CSR: From Ideology to Corporate Governance 07/01/10 Sustainability 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 Eight Hour Day Welfare Dept. Leave With Pay Schools For Children Profit Sharing GRI Carnegie medal Steel #90 th WEF Code Of Conduct TCS to DJSI Voluntary TCCI TQMS TATA Human Index Foundation building Consolidation period Expansion Leadership
    4. 4. Sphere of Sustainability 07/01/10 SUSTAINABLE DEVELOPMENT SR, ISO 26000 SUSTAINABILITY LEADERS Environ-mental Economic
    5. 5. Challenges <ul><li>CS Traditions vs. CS Expectations </li></ul><ul><li>Managing Environmental Impacts </li></ul><ul><li>Becoming a Global Company – Transparency & Accountability </li></ul><ul><li>Philanthropy vs. Profit </li></ul><ul><li>Deriving Value from Sustainability </li></ul>07/01/10
    6. 6. Recommendations for change <ul><li>Building TQMS to QEEC - the Quality and Environmental Excellence Centre </li></ul><ul><li>TCCI is made mandatory </li></ul><ul><li>Mandatory group-wide EMS and OHS </li></ul><ul><li>Tata Sons goes public </li></ul><ul><li>Philanthropic activities continue through Tata Trusts </li></ul>07/01/10
    7. 7. QEEC – Structure and value <ul><li>QEEC uses existing management systems to improve Tata groups environmental performance </li></ul><ul><li>Promotes a closed loop corporate ecosystem, by identifying connections in: </li></ul><ul><ul><li>Energy </li></ul></ul><ul><ul><li>Material </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul><ul><li>Creates opportunities for high-growth ventures </li></ul><ul><ul><li>External consultancy </li></ul></ul><ul><ul><li>Spin-off’s </li></ul></ul><ul><ul><li>Radical Innovations </li></ul></ul>07/01/10
    8. 8. 10-Year Sustainability Strategy 07/01/10 Pillar of Sustainability Global Coordinator Social Environmental Economic TCCI QEEC Tata Financial Services
    9. 9. Capturing Value Model <ul><li>Operational Value </li></ul><ul><li>Access to emerging markets </li></ul>07/01/10 Brand Value Image in India and abroad Knowledge Value QEEC projects, high-growth ventures Financial Value Tata Sons interests in group companies
    10. 10. Design and Review Phase 07/01/10 Value Captured Strategic Need – Example Action Task Operational Brand Financial Knowledge Reinforcing Tata values – TCCI made mandatory Building culture of organizational learning – QEEC begins learning organization project (LOP): “Best Practices in EMS” Sense feedback from key stakeholders – LOP: “Financial adv. of attracting SRI” and start negotiations with Tata Sons shareholders
    11. 11. Implementation Phase 07/01/10 Value Captured Strategic Need – Example Action Task Operational Brand Financial Knowledge Enhancing Tata Sons financial capabilities and competitiveness – Tata Sons issues equity, marketed to SRI funds Harvest value from knowledge generation – QEEC achieves group wide saving through excellence programs on life-cycle thinking, reverse logistics and product innovation Unifying the image of TATA as the global leader in corporate sustainability – Global PR-campaign “Being the Change”
    12. 12. Operation phase 07/01/10 Value Captured Strategic Need – Example Action Task Operational Brand Financial Knowledge Preserving Tata’s historical values - Recognition on SRI indices Translating sustainability problems to global business opportunities – QEEC launches high growth ventures building financial value in developed and developing markets Continuously developing Tata group companies sustainability performance – TCCI reveals group-wide knowledge database in TCCI annual workout
    13. 13. Value through sustainability <ul><li>Operational Value US$ 5 billion </li></ul><ul><li>Financial Value US$ 64 billion </li></ul><ul><li>Brand Value US$ 11 billion </li></ul><ul><li>Knowledge Value US$ 20 billion </li></ul><ul><li>Tata Sons Total Value, US$ 110 billion </li></ul><ul><li> under the 10-year strategy </li></ul>07/01/10
    14. 14. Strategic Conclusions <ul><li>Tata Sons goes public to </li></ul><ul><ul><li>Advance openness and accountability </li></ul></ul><ul><ul><li>Expand capital base and deleverage </li></ul></ul><ul><ul><li>Compete as a global company </li></ul></ul><ul><li>Philanthropy continues through the trusts, </li></ul><ul><ul><li>All shareholder interests are aligned in long term </li></ul></ul><ul><ul><li>Trusts maintain majority ownership in Tata Sons </li></ul></ul><ul><li>The strategy’s implementation is driven by </li></ul><ul><ul><li>Operational plan incrementally building corporate culture and governance </li></ul></ul><ul><ul><li>Continuous value creation generating business momentum </li></ul></ul>07/01/10
    15. 15. “ Being the change” 07/01/10

    ×