These are the presentations made on the 2 day seminar by various organisations on "Building Globally Competitive & Sustainable organisations" Sharing experiences & Best Practices.

1. Sustaining Competitive Advantage
Through People
- The Practice in ITC
NIPM – ISTD SEMINAR
June 29, 2012
Hyderabad

2. Sustainability
Vision and Values

3. The last 100 years…..
• Unflinching adherence to the tenets of the
“Living Company”
• “Trusteeship” and the desire to build a timeless
“Institution”
• Our “Indian Soul” and “Putting India First”
• Commitment to the “Triple Bottom-Line

4. ITC’s HR Framework:
Anchored in our Vision and Values
Sustain ITC’s position as one of India’s most
valuable corporations through world-class
performance, creating growing value for the Indian
economy and the Company’s stakeholders
• Customer-obsessed
• Competition-differentiated
• Performance-driven
• Future-capable

5. Competitiveness
Organizational Competence

6. Growth Strategy
Profit
Horizon 3
Create new capabilities for
viable businesses in future.
Horizon 2
Blend skills & competencies residing in
different businesses to create new engines of
growth
Horizon 1
Defend & expand current products, markets,
capabilities and maintain leadership status
Time

7. Blending our capabilities
ITD : PPD : ABD :
Hotels :
Branding, Distribution Packaging
Understanding of Sourcing of
& Mfg Mgt Competencies
Indian palate Agri produce
Market packaged prepared Foods & Staples
The Foods Business

8. Advantage
Alignment & Engagement
(THE ITC WAY)

9. Mera Hub Mera Plan
Ownership
amongst front-line employees

10. The Governance Structure
• 3 Tier Structure
– Strategic Supervision by the Board
– Strategic Management by Corporate Management Committee
– Executive Management by CEO and Divisional Management
Committees
• Distributed leadership to ensure focus in a diversified context
• ‘Venture capitalist’ approach by Management Committee
• Businesses are investment centres

11. Role of Head Office
• A paradigm shift from “How can I control” to “How can I add
value?”
• Head Office not the apex of a pyramid but a Strategic Centre
• “What additional value are businesses deriving from being
part of the ITC Group?”
• Therefore, from “controller” to “enabler” and from
“centralisation” to “empowerment”
• Aligning businesses with Corporate Objectives through
strategic levers of control

14. The Report Card
1996 2011
Turnover (US$) 1.14 bn 6.80 bn 500%
PAT (US$) 0.06 bn 1.11 bn 1750%
Market Cap 1.24 bn 31.2 bn 3000%
Portfolio Cigarettes, Tobacco, Cigarettes, Tobacco,
Paper, Packaging, Hotels Paper, Packaging, Hotels,
Foods, Personal Care,
Lifestyle, IT, Education &
Stationery Products,
Matches / Agarbatti,
Rural Marketing, Agri
Business
Attrition amongst Senior
Management in the last Less than 1%
5 years
Average tenure of Senior
25 years +
Management
Top Management 95% joined ITC as Management Trainees

15. ITC’s Agenda : the next 100 years
• Our collective aspiration is that ITC continues
to remain a relevant institution
• The people of ITC must believe in the concept
of “virtuousness” – the most ennobling
behaviours and outcomes, the essence of
human kind, the highest aspirations of human
beings

16. The next 100 years…..
Our people must ask themselves not only whether
they are achieving their goals and creating value,
but must also ask:
–Are we fostering our finest?
–Are we pursuing the highest human potential?
–What is the highest in us?
–What is the best thing to do?
–How can we leave a legacy of value?

17. The HR Agenda
Nurture an organisation where people seek
not only profit, prestige or power,
but beyond !!!
Compassion, Wisdom and Fulfillment

18. Thank you