SUMMER TRAINING REPORT

ON
EMPLOYEE ENGAGEMENT
AT
TATA TELE SERVICES LTD.
BHUBANESWAR



Prepared By
SIDDHARTH CHATTERJEE
Regt No-MIMTS/10-12/05
Batch:2010-2012

UNDER THE GUIDANCE OF




College Guide
PROF.SARMISTHA MISHRA
Company Guide:
MS.PUSPANJALI KAR









DECLARATION

I Siddharth Chatterjee a student of Mahendra Institute of Management
and Technical Studies,BBSR , bearing Regt no-MIMTS/10-12/05 ,do hereby
declare that this project report entitled Employee Engagement at TATA
Teleservices is the outcome of my own work and University / Institute before.

I also declare that the data provided in this report are true and fair to the
best of my knowledge and the interpretations and are based on my own
understanding and judgment.


Date:
Siddharth Chattrejee
MIMTS/10-12/05
Place: BHUBANESWAR
MIMTS









ACKNOWLEDGEMENT



I feel it is a great privilege to acknowledge my sincere obligation and
deepest gratitude to Mr. Shibashis Mishra (HR Head),Miss Puspanjali
kar(Assistant Manager HR),Mr. Ayaskant Nanda (Assistant Manager HR), in
Tata Teleservices Ltd., Bhubaneswar for giving me their active guidance,
supervision and constant inspiration for successful preparation of this
project.


I would also extend my thanks to my project guide Prof.Sarmistha
Mishra who has given me enough flexibility to complete my project.


Siddharth Chatterjee
Regt no-MIMTS/10-12/05
MIMTS,PITAPALI



Index
CHAPTER PATICULARS
PAGE No
1.
Introduction
Literature review
Scope and Importance of the study
Objectives of the study
Methodology of the study
Limitation of the study
6-13
2.
Profile of the Organization
Introduction
TQMS
TBEM
JRD QV Awards
Evaluation Process
14-40

3.
Practices in the Organization
Techniques of retention in TTSL
Employee Engagement
Employee satisfaction factors
Employee and motivational activity in TTSL
Elements of the Employee Engagement
Elements of the Employee engagement model [DARPAN]
Recognition and Reward System
People Touch IT Enabled HR

41-47
4.
Questionnaire 48-49
5.
Analysis of Questionnaire 50-61
6.
Findings 62-63
7.
Suggestions 64-65
8.
Conclusion 66-67
9.
Bibliography 68-69















INTRODUCTION






Literature review
EMPLOYEE ENGAGEMENT
Employee Engagement at its best would imply heightened level of ownership where
each employee wants to do whatever they can for the benefit of the internal and
external customers ,and for the success of the organization as a whole.
We give a lot of importance to talent engagement because of correlations between
employee engagement and desirable business outcomes such as retention of talent
,customer service ,individual performance ,team performance, business unit productivity
,and even enterprise level financial performance.
In order to meet Employee Expectations and engage them on a continuous basis,
some organisations have developed the Employee Engagement Model (EEM).
Attributes of Employee Engagement
There are the 10 most important attributes which lead to better employee engagement
1. Communicate: Project managers should clearly indicate their expectations from and
about the employee. They should also provide feedback to the employees regarding
their work and performance.
2. Career: Management should provide meaningful work to the employees along with
career growth opportunities.
3. Confidence: Good managers should induce and boost confidence in an employee.
4. Control: Managers should let the employees utilize the control which they have on
their job and career.
5. Clarity: Managers should have a clear vision of what job is to be done and how it is to
be done. Also the managers should effectively communicate these visions and plans.
6. Collaborate: Good coordination and relationships should me maintained within a
team. Managers should motivate their employees to work in and as a team. He should
also take steps to cultivate trust among the team members.
7. Compliment: Give recognition to the employee for the job well done.
8. Connect: Managers should make their employees feel valuable and important. Show
that you care.
9. Contribute: Give opportunities to employees to contribute in the management
decision making process. Ask for suggestions, new ideas, and ways of improvement.
10. Credibility: Managers should set examples for the employee by imbibing and teach
others to practice ethical standards and practices. He should maintain companys
reputation.
Key Drivers of Employee Engagement
The key drivers of employee engagement are:
Type of job: The job should be challenging enough to motivate the employee. The
employee should be interested in his/her job.
Relationship between employee and organizational performance: The employee
should know how he and his work are contributing to the organizations goals.
Growth opportunities:
The employee should have ample opportunities for his career development and growth.
Brand name: The employee should feel proud of being associated with the
organization.
Coworkers: The nature and type of co workers also influences the employee
engagement level.
Skills enhancement: Employee should get ample on-the-job opportunities to develop
their skill set.
Relationship with the boss: Employee should value his relationship with his boss.
All these factors when combined help in increasing employee engagement levels.

Measuring Employee Engagement
In order to increase employee retention, the organization should know how
engaged their employee are. Here are a few questions which can be asked to the
employees to measure employee engagement levels in the organization.

10 Questions to measure employee engagement
1. Does the employee know the organizations expectations from him?
2. Does the employee have all the resources (material, tools, information) to do his
work right?
3. Does the employee find opportunities at work to do what he is best to do?
4. Does the employee get any recognition, praise or acknowledgement for his work
in the last seven days?
5. Does the supervisors or colleagues care about the employee as a person?
6. Is the employee encouraged for his development at work?
7. Does employees opinion matters or counted?
8. Does the employee feel that his work is important for the organization?
9. Are your fellow employees doing quality work or are committed to do so?
10. Does the employee have a best friend at work?
Increasing Employee Engagement
An organizations productivity is measured not in terms of employee satisfaction
but by employee engagement. Employees are said to be engaged when they show a
positive attitude toward the organization and express a commitment to remain with the
organization.
Organizations that believe in increasing employee engagement levels focus on:
1. Culture: It consists of a foundation of leadership, vision, values, effective
communication, a strategic plan, and HR policies that are focused on the
employee.
2. Continuous Reinforcement of People-Focused Policies: Continuous
reinforcement exists when senior management provides staff with budgets and
resources to accomplish their work, and empowers them.
3. Meaningful Metrics: They measure the factors that are essential to the
organizations performance. Because so much of the organizations performance
is dependent on people, such metrics will naturally drive the people-focus of the
organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of trust, pride,
satisfaction, success, and believe it or not, fun.
Increasing employee engagement
Provide variety: Tedious, repetitive tasks can cause burn out and boredom over
time. If the job requires repetitive tasks, look for ways to introduce variety by
rotating duties, areas of responsibility, delivery of service etc.
Conduct periodic meetings with employees to communicate good news,
challenges and easy-to-understand company financial information. Managers
and supervisors should be comfortable communicating with their staff, and able
to give and receive constructive feedback.
Indulge in employee deployment if he feels he is not on the right job. Provide an
open environment.
Communicate openly and clearly about what's expected of employees at every
level - your vision, priorities, success measures, etc.
Get to know employees' interests, goals, stressors, etc. Show an interest in their
well-being and do what it takes enable them to feel more fulfilled and better
balanced in work and life.
Celebrate individual, team and organizational successes. Catch employees doing
something right, and say "Thank you."
Be consistent in your support for engagement initiatives. If you start one and then
drop it, your efforts may backfire. There's a strong connection between
employees' commitment to an initiative and management's commitment to
supporting it.
Handling Non-Engaged Employees
Not all the employees are engaged in an organization. There are those who are
not engaged and tend to concentrate on tasks other than the goals and outcomes they
are expected to accomplish. Efforts are to be made to raise levels of engagement for
those who fall in the not-engaged range.
These non engaged employees want themselves to be spoon fed in terms of work
targets and are rarely seen to take initiatives. They focus on accomplishing a task rather
than achieving an outcome. Managers tend to believe giving targets to employees
keeps them engaged. In real terms, manager who provides only a task to an employee
reinforces not-engaged behaviors and actually move away from engaging the heart,
mind, and soul of that employee.
Actively disengaged employees aren't just unhappy at work. They spread their
discontentment to every other employee and undermine the work of others. They are
not just indifferent to company goals and mission but also express their mistrust and
animosity. Employees who are not engaged tend to feel their contributions are being
overlooked, and their potential is not being tapped. They often feel this way because
they don't have productive relationships with their managers or with their coworkers.
Too often people have to work with others who have become actively disengaged.
The way to get people to become a part of an organization is through relationships.
Employees who feel disconnected emotionally from their coworkers and supervisor do
not feel committed to their work. They hang back and do the minimum because they
believe their contribution hardly counts. These employees lower the bar for themselves
by doing the least amount of work necessary. Managers should try to interact with these
non engaged employees so as to identify the improvement areas. Providing consistent
and positive feedback to the subordinates can help in boosting the morale of non
engaged employees. By exhibiting a caring nature, manager can show his employees of
what importance they are to him. Managers can also help employees refocus on the
demands of their roles and on the skills, knowledge, and talents they bring to their jobs.
The manager who takes the proper time to have a dialogue about an employee's
strengths and how these can make a difference creates essential ties that lead to
employee commitment.
As employees increasingly work with each other to deliver commitments, the
problems and tensions that are fostered by actively disengaged workers cause great
damage to an organization's functioning. A good manager has to identify those who are
disengaged and explore the reasons behind their discontentment to determine if
coaching or other interventions are appropriate. In some cases, employees respond
favorably to opportunities to reconnect and rekindle their interest and enthusiasm for
their jobs. However there are some who thrive on the negativity and refuse to become
part of any solution. If they repeatedly refuse opportunities to engage again, terminating
their employment should be seriously considered in order to avoid further damage to
staff morale and organizational progress.
Employee Scheduling
Higher employee retention rates call for innovative methods of managing
workforce. Employees are leaving their workplaces at a faster pace because of which
managers have to take corrective action to make employees stick to their organizations.
One of the reasons why employees leave is low levels of work engagement among
them. Poor scheduling of work may result in employees who either are overloaded with
work or dont have any work at all. For the purpose of engaging employees effectively,
managers follow the workforce scheduling process.
Employee scheduling refers to the assignment of tasks between the employees. It
is a difficult and a time consuming process. It involves producing detailed daily (or
monthly) schedules for individual employees while taking the organizations goal into
consideration.
Managers often misuse workforce scheduling to refer to employee scheduling.
Workforce scheduling is basically the short-term allocation of tasks in time. The people
scheduled are assumed to be homogeneous in terms of their skills, that is, individual
skills are not taken into account while scheduling employees. On the other hand,
employee scheduling takes into account individual skills and distinguishes employees in
terms of their skills and abilities.
How it is done
Following points are to be taken into account while scheduling employees: Set of skills
and the level of proficiency for each employee. This allows him/her to be assigned to
simple tasks in a new skill, thus allowing a gradual development.
Employees previous assignments so as to ensure that maximum work duration does
not exceed in the current month or quarter.
Skill and proficiency level required for each activity type.
Company skills to develop, employees designated for training in these skills
Scheduling history can also be used to produce schedules that are balanced with
respect to values of counters.
The companies create a scheduling model which is a detailed assignment of
employees to activities or skills on each day of the week. The schedule must consider
the different timely (daily or weekly) constraints on work and rest duration, total work
duration and total work duration per skill. Since employee scheduling is a complex
process, many software are available in market which make it an easy task like
VasTech's integrated workforce management tools for scheduling. It focuses on
workforce scheduling and self scheduling, credentialing and expiration notification,
payroll, costing, and time and attendance systems.
Scope & Importance :-
This study related to the retention of employees was taken up at TATA TELE
SERVICES LIMITED, BHUBANESWAR. This study is expected to help in motivating
and make employees engaged by assigning work according to the ability and capacity
of an employee and relating them to higher responsibilities by recognizing their
developmental needs, satisfaction factors.
It aims at improving employee-employer relationship and makes employee committed
towards organization for a longer period through mutual understanding, trust and
transparency.
The study will help the organization to understand the commitment level of employee
towards organizational goal and will fulfill their expectation by improving Feel Good
Factors at working environment inside the organization.

Objectives Of the Study:-
In this project work, I have made an attempt to study the techniques used to
retain and motivate employee at work in TTSL. The main objectives of the present study
are stated below:
To critically assess the appropriateness of the existing systems and policies in
concern to strength and weakness of company.
To assess the relative contribution of the employees in the form of commitment
and involvement to accomplish organizational goal.
To highlight employees expectation against their job so that they will stay in
company for longer time.
To examine the necessities for changes in the existing pattern of PMS system,
R&R System, Training and Development Program, Engagement forum e.t.c.
To understand organization culture, corporate ethics and employees behavioral
pattern.

METHODOLOGY OF STUDY:-
The researcher adopted the descriptive research design method to do the survey
at TTSL. A survey is conducted for obtaining the feedback of employees about the
training and development program at TTSL. Descriptive research includes survey and
fact finding enquiries of different kinds. The research used this research design to find
out the respondents and attitude inside the organization, by the research the researcher
can only give suggestions but implementing this suggestion depends upon the interest
of the company.
SAMPLING TECHNIQUE:-
A questionnaire is prepared for doing the survey about analysis of training and
development at TTSL.
Step-1 Define the population
Elements Employees of TTSL, sampling unit: Employees of TTSL
Step-2 Specify sampling
The executive and non executive employees of TTSL are taken as Sampling frame.
Step-3 Sampling design
It is the process of obtaining information about an entire population by Examination
only a part of it.The item selected from the population is know as sample. Judgmental
sampling,random sampling and convenience sampling are being used.
Step-4 Sample size
Sampling size is being taken as( including on-role and off-role)
SAMPLE SIZE:
The researcher is being done by taking the sample size of 50 executives.
This will represent the TTSL whole employees.
SAMPLEING DESCRIPTION:
In this research sample size is 50. It includes only executives.
DATA COLLECTION:
Data is being collected in the form of questionnaire.
INSTRUMENTATION TECHNIQUE:
Based on descriptive design method for achieving the objective of the study the
researcher adopted instrumental tool as the questionnaire.
COLLECTION OF DATA
Taking the help of the questionnaire I am able to collect information about the
organization. At TTSL I collected information or data by interacting with the employees.
The information required for our project was collected mainly from the primary sources
and even from the secondary sources. The primary source consists of the data
analyzed from the questionnaire and interaction with the user at that time only. And
internet is as secondary source.
Here in this project the methods used by me for collecting information the plans are
Primary Method
Secondary method
PRIMARY METHOD: It is the direct respondents to employees of collecting information.
Primary data are generated in an investigation according to the needs of the problem in
hand. Here I collected the information from distributing questionnaire to the people.
SECONDARY METHOD: This is the method, which is collected through some other
external sources. Secondary data can be defined as the data collected by someone
else for purposes other than solving the problem. In this method I have collected the
information from internet.
LIMITATION OF THE STUDY:-
This study was taken up through a set of Employee engagement forms, personal
interview and other secondary forms of data collection. Still few constraints were faced
while carrying out the study. Some of them are as follows:

he hindrance for getting
full information for carrying out the study.
idnt respond to all
questions.
due to
of their busy schedules.
on account of the fear of getting exposed to the higher authority.

















PROFILE OF THE ORGANISATION






Introduction:-

Teleservices Limited spearheads the Tata Groups presence in the telecom sector. The
Tata Group had revenues of around US $75 billion in financial year 2008-09, and includes over
90 companies, over 350,000 employees worldwide and more than 3.5 million shareholder
.Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology
platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com
(India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It
launched mobile operations in January 2005 under the brand Tata Indicom and today enjoys a
pan-India presence through existing operations in all of Indias 22 telecom Circles. The company
is also the market leader in the fixed wireless telephony market with its brand Walky. The
company has recently introduced the brand Photon to provide a variety of options for wireless
mobile broadband access. The companys network has been rated as the Least Congested in
India for last five consecutive quarters by the Telecom Regulatory Authority of India through
independent surveys.Tata Teleservices Limited now also has a presence in the GSM space,
through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and
services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the Tata Groups
strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. TATA
DOCOMO has received a pan-India license to operate GSM telecom servicesand has also been
allotted spectrum in 18 telecom Circles. The company has rolled out GSM services in 14 of
Indias 22 telecom Circles in a quick span of under six months. The company plans to launch
pan-India operations by the end of FY 2009-10.TATA DOCOMO marks a significant milestone in
the Indian telecom landscape, and has already redefined the very face of telecoms in India,
being the first to pioneer the per-second tariff optionpart of its Pay for What You Use
pricing paradigm. Tokyo-based NTT DOCOMO is one of the worlds leading mobile operators
in the Japanese market, the company is the clear market leader, used by over 50 per cent of the
countrys mobile phone users.Today, Tata Teleservices Limited, along with Tata Teleservices
(Maharashtra) Limited, serves over 58 million customers in more than 410,000 towns and
villages across the country, with a bouquet of telephony services encompassing mobile services,
wireless desktop phones, public booth telephony, wireline services and enterprise solutions.

In December 2008, Tata Teleservices Limited announced a unique reverse equity swap strategic
agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited, and
Quippo Telecom Infrastructure Limitedwith the combined entity kicking off operations in
early 2009 with 18,000 towers, thereby becoming the largest independent entity in this space
and with the highest tenancy ratios in the industry. The WTTIL-Quippo combine is targeting
over 50,000 towers by the end of FY 2010-11.

Tata Teleservices Limited now also has a presence in the GSM space, through its joint venture
with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA
DOCOMO brand name. TATA DOCOMO arises out of the Tata Groups strategic alliance with
Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a pan-
India license to operate GSM telecom servicesand has also been allotted spectrum in 18
telecom Circles. The company has rolled out GSM services in 14 of Indias 22 telecom Circles in
a quick span of under six months. The company plans to launch pan-India operations by the end
of FY 2009-10.TATA DOCOMO marks a significant milestone in the Indian telecom landscape,
and has already redefined the very face of telecoms in India, being the first to pioneer the per-
second tariff optionpart of its Pay for What You Use pricing paradigm. Tokyo-based NTT
DOCOMO is one of the worlds leading mobile operatorsin the Japanese market, the
company is the clear market leader, used by over 50 per cent of the countrys mobile phone
users.Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited,
serves over 58 million customers in more than 410,000 towns and villages across the country,
with a bouquet of telephony services encompassing mobile services, wireless desktop phones,
public booth telephony, wireline services and enterprise solutions.In December 2008, Tata
Teleservices Limited announced a unique reverse equity swap strategic agreement between its
telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure
Limitedwith the combined entity kicking off operations in early 2009 with 18,000 towers,
thereby becoming the largest independent entity in this spaceand with the highest tenancy
ratios in the industry. The WTTIL-Quippo combine is targeting over 50,000 towers by the enTOP

The Tata group comprises over 90 operating companies in seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The group has operations in more than 80 countries across
six continents, and its companies export products and services to 85 countries.
The total revenue of Tata companies, taken together, was $67.4 billion (around Rs319,534
crore) in 2009-10, with 57 per cent of this coming from business outside India. Tata companies
employ around 395,000 people worldwide. The Tata name has been respected in India for 140
years for its adherence to strong values and business ethics.
Every Tata company or enterprise operates independently. Each of these companies has its
own board of directors and shareholders, to whom it is answerable. There are 28 publicly listed
Tata enterprises and they have a combined market capitalisation of about $104.85 billion (as on
April 28, 2011), and a shareholder base of 3.5 million. The major Tata companies are Tata Steel,
Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Global
Beverages, Indian Hotels and Tata Communications.
Tata Steel became the tenth-largest steel maker in the world after it acquired Corus, later
renamed Tata Steel Europe. Tata Motors is among the top five commercial vehicle
manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a leading
global software company, with delivery centres in the US, UK, Hungary, Brazil, Uruguay and
China, besides India. Tata Global Beverages is the second-largest player in tea in the world. Tata
Chemicals is the worlds second largest manufacturer of soda ash and Tata Communications is
one of the worlds largest wholesale voice carriers.
In tandem with the increasing international footprint of Tata companies, the Tata brand is also
gaining international recognition. Brand Finance, a UK-based consultancy firm, recently valued
the Tata brand at $11.22 billion and ranked it 65th among the world's Top 100 brands.
BusinessWeek magazine ranked Tata 17th among the '50 Most Innovative Companies' list and
the Reputation Institute, USA, in 2009 rated it 11th on its list of world's most reputable
companies.
Founded by Jamsetji Tata in 1868, Tatas early years were inspired by the spirit of nationalism.
It pioneered several industries of national importance in India: steel, power, hospitality and
airlines. In more recent times, its pioneering spirit has been showcased by companies such as
TCS, Indias first software company, and Tata Motors, which made Indias first indigenously
developed car, the Indica, in 1998 and recently unveiled the worlds lowest-cost car, the Tata
Nano.
Tata companies have always believed in returning wealth to the society they serve. Two-thirds
of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have
created national institutions for science and technology, medical research, social studies and
the performing arts. The trusts also provide aid and assistance to non-government
organisations working in the areas of education, healthcare and livelihoods. Tata companies
also extend social welfare activities to communities around their industrial units. The combined
development-related expenditure of the trusts and the companies amounts to around 4 per
cent of the net profits of all the Tata companies taken together.
Going forward, Tata is focusing on new technologies and innovation to drive its business in
India and internationally. The Nano car is one example, as is the Eka supercomputer (developed
by another Tata company), which in 2008 was ranked the worlds fourth fastest. Anchored in
India and wedded to traditional values and strong ethics, Tata companies are building
multinational businesses that will achieve growth through excellence and innovation, while
balancing the interests of shareholders, employees and civil society.
Purpose
At the Tata group we are committed to improving the quality of life of the communities we
serve. We do this by striving for leadership and global competitiveness in the business sectors
in which we operate.
Our practice of returning to society what we earn evokes trust among consumers, employees,
shareholders and the community. We are committed to protecting this heritage of leadership
with trust through the manner in which we conduct our business.
Corevalues
Tata has always been values-driven. These values continue to direct the growth and business of
Tata companies. The five core Tata values underpinning the way we do business are:
Integrity: We must conduct our business fairly, with honesty and transparency. Everything
we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in our
day-to-day work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the group and with our
customers and partners around the world, building strong relationships based on tolerance,
understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what comes from the
people goes back to the people many times over.
ManagementStructure
There are two decision-making bodies that define and direct the business endeavours of the
Tata group. These are called the Group Executive Office and the Group Corporate Centre.
Group Executive Office
The Group Executive Office (GEO) defines and reviews the business activities of the Tata group
and is involved in implementing programmes in corporate governance, human resources, the
environment, etc. The chief objective of the GEO is to make the Tata group more synergistic; it
does this by strengthening the relationship between the group and its companies.
The GEO creates a shared understanding of a Tata company's current activities, its strengths
and its weaknesses. It then addresses the most strategic issues facing the company. Apart from
this, the GEO has reviewed the group's business portfolio and clustered companies into seven
business sectors. The GEO assesses what unique value a company adds to a particular business
sector and, conversely, what unique value the group can bring to that company.
Besides Chairman Ratan N Tata, the GEO comprises R Gopalakrishnan, Ishaat Hussain, Kishor
Chaukar and Arunkumar Gandhi.
Group Corporate Centre
The Group Corporate Centre (GCC) is a forum at which broad policy issues relating to the
growth of Tata companies are reviewed and the entry into new areas discussed. The GCC also
plays a key role in protecting and promoting the Tata brand in India and across the globe.
The GCC also provides advisory services to Tata companies in the areas of Human Resources,
Finance, Legal, and other functional areas as and when required.
Apart from this, the GCC from time to time, reviews Tata companies business portfolios across
business sectors.
The GCC comprises Chairman Ratan N Tata, JJ Irani, RK Krishna Kumar, R Gopalakrishnan, Ishaat
Hussain, Kishor Chaukar, and Arunkumar Gandhi.

National interest
The Tata group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.
A Tata companys management practices and business conduct shall benefit the country,
localities and communities in which it operates, to the extent possible and affordable, and shall
be in accordance with the laws of the land.
A Tata company, in the course of its business activities, shall respect the culture, customs and
traditions of each country and region in which it operates. It shall conform to trade procedures,
including licensing, documentation and other necessary formalities, as applicable.

Clause:2
Financial reporting and records
A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance
with the accounting and financial reporting standards which represent the generally accepted
guidelines, principles, standards, laws and regulations of the country in which the company
conducts its business affairs.
Internal accounting and audit procedures shall reflect, fairly and accurately, all of the
companys business transactions and disposition of assets, and shall have internal controls to
provide assurance to the companys board and shareholders that the transactions are accurate
and legitimate. All required information shall be accessible to company auditors and other
authorised parties and government agencies.There shall be no willful omissions of any company
transactions from the books and records, no advance-income recognition and no hidden bank
account and funds.
Any willful, material misrepresentation of and / or misinformation on the financial accounts and
reports shall be regarded as a violation of the Code, apart from inviting appropriate civil or
criminal action under the relevant laws. No employee shall make, authorise, abet or collude in
an improper payment, unlawful commission or bribing.

Clause:3
Competition
A Tata company shall fully support the development and operation of competitive open
markets and shall promote the liberalisation of trade and investment in each country and
market in which it operates. Specifically, no Tata company or employee shall engage in
restrictive trade practices, abuse of market dominance or similar unfair trade activities.
A Tata company or employee shall market the companys products and services on their own
merits and shall not make unfair and misleading statements about competitors products and
services. Any collection of competitive information shall be made only in the normal course of
business and shall be obtained only through legally permitted sources and means.

Clause:4
Equal opportunities employer
A Tata company shall provide equal opportunities to all its employees and all qualified
applicants for employment without regard to their race, caste, religion, colour, ancestry, marital
status, gender, sexual orientation, age, nationality, ethnic origin or disability.
Human resource policies shall promote diversity and equality in the workplace, as well as
compliance with all local labour laws, while encouraging the adoption of international best
practices.
Employees of a Tata company shall be treated with dignity and in accordance with the Tata
policy of maintaining a work environment free of all forms of harassment, whether physical,
verbal or psychological. Employee policies and practices shall be administered in a manner
consistent with applicable laws and other provisions of this Code, respect for the right to
privacy and the right to be heard, and that in all matters equal opportunity is provided to those
eligible and decisions are based on merit.

Clause:5
Gifts and donations
A Tata company and its employees shall neither receive nor offer or make, directly or indirectly,
any illegal payments, remuneration, gifts, donations or comparable benefits that are intended,
or perceived, to obtain uncompetitive favours for the conduct of its business. The company
shall cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud
and corruption.
However, a Tata company and its employees may, with full disclosure, accept and offer nominal
gifts, provided such gifts are customarily given and / or are of a commemorative nature. Each
company shall have a policy to clarify its rules and regulations on gifts and entertainment, to be
used for the guidance of its employees.

Clause:6
Government agencies
A Tata company and its employees shall not, unless mandated under applicable laws, offer or
give any company funds or property as donation to any government agency or its
representative, directly or through intermediaries, in order to obtain any favourable
performance of official duties. A Tata company shall comply with government procurement
regulations and shall be transparent in all its dealings with government agencies.

Clause:7
Political non-alignment
A Tata company shall be committed to and support the constitution and governance systems of
the country in which it operates.
A Tata company shall not support any specific political party or candidate for political office.
The companys conduct shall preclude any activity that could be interpreted as mutual
dependence / favour with any political body or person, and shall not offer or give any company
funds or property as donations to any political party, candidate or campaign.

Clause:8
Health, safety and environment
A Tata company shall strive to provide a safe, healthy, clean and ergonomic working
environment for its people. It shall prevent the wasteful use of natural resources and be
committed to improving the environment, particularly with regard to the emission of
greenhouse gases, and shall endeavour to offset the effect of climate change in all spheres of
its activities.
A Tata company, in the process of production and sale of its products and services, shall strive
for economic, social and environmental sustainability.

Clause:9
Quality of products and services
A Tata company shall be committed to supply goods and services of world class quality
standards, backed by after-sales services consistent with the requirements of its
customers, while striving for their total satisfaction.
The quality standards of the companys goods and services shall meet applicable national and
international standards.
A Tata company shall display adequate health and safety labels, caveats and other necessary
information on its product packaging.

Clause:10
Corporate citizenship
A Tata company shall be committed to good corporate citizenship, not only in the compliance
of all relevant laws and regulations but also by actively assisting in the improvement of quality
of life of the people in the communities in which it operates. The company shall encourage
volunteering by its employees and collaboration with community groups.
Tata companies are also encouraged to develop systematic processes and conduct
management reviews, as stated in the Tata corporate sustainability protocol, from time to
time so as to set strategic direction for social development activity.
The company shall not treat these activities as optional, but should strive to incorporate them
as an integral part of its business plan.

Clause:11
Cooperation of Tata companies
A Tata company shall cooperate with other Tata companies including applicable joint ventures,
by sharing knowledge and physical, human and management resources, and by making efforts
to resolve disputes amicably, as long as this does not adversely affect its business interests and
shareholder value.
In the procurement of products and services, a Tata company shall give preference to other
Tata companies, as long as they can provide these on competitive terms relative to third
parties.

Clause:12
Public representation of the company and the group
The Tata group honours the information requirements of the public and its stakeholders. In all
its public appearances, with respect to disclosing company and business information to
constituencies such as the media, the financial community, employees, shareholders,
franchisees, dealers, distributors and importers, a Tata company or the Tata group shall be
represented only by specifically authorised directors and employees. It shall be the sole
responsibility of these authorised representatives to disclose information about the company
or the group.
Clause:13
Third party representation
Parties which have business dealings with the Tata group but are not members of the group,
such as consultants, agents, sales representatives, distributors, channel partners, contractors
and suppliers, shall not be authorized to represent a Tata company without
the written permission of the Tata company, and / or if their business conduct and ethics are
known to be inconsistent with the Code.
Third parties and their employees are expected to abide by the Code in their interaction with,
and on behalf of, a Tata company. Tata companies are encouraged to sign a non-disclosure
agreement with third parties to support confidentiality of information.


Clause:14
Use of the Tata brand
The use of the Tata name and trademark shall be governed by manuals, codes and agreements
to be issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata
Brand Equity and Business Promotion agreement. No third party or joint venture shall use the
Tata brand to further its interests without specific authorisation.

Clause:15
Group policies
A Tata company shall recommend to its board of directors the adoption of policies and
guidelines periodically formulated by Tata Sons.
Clause:16
Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights.The board of directors of a Tata company
shall duly and fairly inform its shareholders about all relevant aspects of the companys
business, and disclose such information in accordance with relevant regulations and
agreements.
Clause:17
Ethical conduct
Every employee of a Tata company, including full-time directors and the chief executive, shall
exhibit culturally appropriate deportment in the countries they operate in, and deal on behalf
of the company with professionalism, honesty and integrity, while conforming to high moral
and ethical standards. Such conduct shall be fair and transparent and be perceived to be so by
third parties.
Every employee of a Tata company shall preserve the human rights of every individual and the
community, and shall strive to honour commitments.
Every employee shall be responsible for the implementation of and compliance with the Code
in his / her environment. Failure to adhere to the Code could attract severe consequences,
including termination of employment.

Clause:18
Regulatory compliance
Employees of a Tata company, in their business conduct, shall comply with all applicable laws
and regulations, in letter and spirit, in all the territories in which they operate. If the ethical and
professional standards of applicable laws and regulations are below that of the Code, then the
standards of the Code shall prevail.
Directors of a Tata company shall comply with applicable laws and regulations of all the
relevant regulatory and other authorities. As good governance practice they shall safeguard the
confidentiality of all information received by them by virtue of their position.
Clause:19
Concurrent employment
Consistent with applicable laws, an employee of a Tata company shall not, without the
requisite, officially written approval of the company, accept employment or a position of
responsibility (such as a consultant or a director) with any other company, nor provide
freelance services to anyone, with or without remuneration. In the case of a full-time director
or the chief executive, such approval must be obtained from the board of directors of the
company.
Clause:20
Conflict of interest
An employee or director of a Tata company shall always act in the interest of the company, and
ensure that any business or personal association which he / she may have does not involve a
conflict of interest with the operations of the company and his / her role therein. An employee,
including the executive director (other than independent director) of a Tata company, shall not
accept a position of responsibility in any other non-Tata company or not-for-profit organisation
without specific sanction.
The above shall not apply to (whether for remuneration or otherwise):
a) Nominations to the boards of Tata companies, joint ventures or associate companies.
b) Memberships / positions of responsibility in educational / professional bodies, wherein such
association will benefit the employee / Tata company.
c) Nominations / memberships in government committees / bodies or organisations.
d) Exceptional circumstances, as determined by the competent authority.
Competent authority, in the case of all employees, shall be the chief executive, who in turn
shall report such exceptional cases to the board of directors on a quarterly basis. In case of the
chief executive and executive directors, the Group Corporate Centre shall be the competent
authority.
An employee or a director of a Tata company shall not engage in any business, relationship or
activity which might conflict with the interest of his / her company or the Tata group. A conflict
of interest, actual or potential, may arise where, directly or indirectly
a) An employee of a Tata company engages in a business, relationship or activity with anyone
who is party to a transaction with his / her company.
b) An employee is in a position to derive an improper benefit, personally or to any of his / her
relatives, by making or influencing decisions relating to any transaction.
c) An independent judgement of the companys or groups best interest cannot be exercised.
The main areas of such actual or potential conflicts of interest shall include the following:
a) An employee or a full-time director of a Tata company conducting business on behalf of his /
her company or being in a position to influence a decision with regard to his / her companys
business with a supplier or customer where his / her relative is a principal officer or
representative, resulting in a benefit to him / her or his / her relative.
b) Award of benefits such as increase in salary or other remuneration, posting, promotion or
recruitment of a relative of an employee of a Tata company, where such an individual is in a
position to influence decisions with regard to such benefits.
c) The interest of the company or the group can be compromised or defeated.
Notwithstanding such or any other instance of conflict of interest that exist due to historical
reasons, adequate and full disclosure by interested employees shall be made to the companys
management. It is also incumbent upon every employee to make a full disclosure of any
interest which the employee or the employees immediate family, including parents, spouse
and children, may have in a family business or a company or firm that is a competitor, supplier,
customer or distributor of or has other business dealings with his / her company.
Upon a decision being taken in the matter, the employee concerned shall be required to take
necessary action, as advised, to resolve / avoid the conflict.
If an employee fails to make the required disclosure and the management of its own accord
becomes aware of an instance of conflict of interest that ought to have been disclosed by the
employee, the management shall take a serious view of the matter and consider suitable
disciplinary action against the employee.
Clause:21
Securities transactions and confidential information
An employee of a Tata company and his / her immediate family shall not derive any benefit or
counsel, or assist others to derive any benefit, from access to and possession of information
about the company or group or its clients or suppliers that is not in the public domain and, thus,
constitutes unpublished, price-sensitive insider information.
An employee of a Tata company shall not use or proliferate information that is not available to
the investing public, and which therefore constitutes insider information, for making or giving
advice on investment decisions about the securities of the respective Tata company, group,
client or supplier on which such insider information has been obtained.
Such insider information might include (without limitation) the following:
Acquisition and divestiture of businesses or business units.
Financial information such as profits, earnings and dividends.
Announcement of new product introductions or developments.
Asset revaluations.
Investment decisions / plans.
Restructuring plans.
Major supply and delivery agreements.
Raising of finances.
An employee of a Tata company shall also respect and observe the confidentiality of
information pertaining to other companies, their patents, intellectual property rights,
trademarks and inventions; and strictly observe a practice of non-disclosure.
Clause:22
Protecting company assets
The assets of a Tata company shall not be misused; they shall be employed primarily and
judiciously for the purpose of conducting the business for which they are duly authorised.
These include tangible assets such as equipment and machinery, systems, facilities, materials
and resources, as well as intangible assets such as information technology and systems,
proprietary information, intellectual property, and relationships with customers and suppliers.
Clause:23
Citizenship
The involvement of a Tata employee in civic or public affairs shall be with express approval
from the chief executive of his / her company, subject to this involvement having no adverse
impact on the business affairs of the company or the Tata group.
Clause:24
Integrity of data furnished
Every employee of a Tata company shall ensure, at all times, the integrity of data or information
furnished by him/her to the company. He/she shall be entirely responsible in ensuring that the
confidentiality of all data is retained and in no circumstance transferred to any outside
person/party in the course of normal operations without express guidelines from or, the
approval of the management.

Clause:25
Reporting concerns
Every employee of a Tata company shall promptly report to the management, and / or third-
party ethics helpline, when she / he becomes aware of any actual or possible violation of the
Code or an event of misconduct, act of misdemeanour or act not in the companys interest.
Such reporting shall be made available to suppliers and partners, too.
Any Tata employee can choose to make a protected disclosure under the whistleblower policy
of the company, providing for reporting to the chairperson of the audit committee or the board
of directors or specified authority. Such a protected disclosure shall be forwarded, when there
is reasonable evidence to conclude that a violation is possible or has taken place, with a
covering letter, which shall bear the identity of the whistleblower.
The company shall ensure protection to the whistleblower and any attempts to intimidate him /
her would be treated as a violation of the Code.
This version of the TCOC supersedes all earlier versions and associated documents and
stands effective from October 1, 2008.
The quality movement in the Tata group is defined by a framework known as the Tata Business
Excellence Model (TBEM), which has been adapted from the renowned Malcolm Baldrige
archetype. The model works under the aegis of Tata Quality Management Services (TQMS), an
in-house organisation mandated to help different Tata companies achieve their business
objectives through specific processes. These processes which have come to characterise the
Tata way of enhancing and conducting its business endeavors essentially relate to two factors:
business excellence and business ethics.
TQMS plays the role of supporter and facilitator in the journey that Tata enterprises undertake
to reach the peaks of business eminence while, at the same time, adhering to the highest
ethical standards. There are, primarily, two tools that define the pathways and scope of this
journey. The first of these is TBEM and the other is the Tata Code of Conduct.
While quality has always been one of the cornerstones of the Tata way of business, the need to
introduce a formal system that calibrated how different group companies were faring on this
scale began being felt in the early 1990s. That led to the institution, in 1995, of the JRD Quality
Value Awards, the forerunner to TBEM. Named after JRD Tata, the late chairman of the group
and a crusader for the cause of business excellence in Tata companies, the awards have now
been incorporated in TBEM.
There is a formal arrangement that governs the relationship between individual Tata companies
and the superstructure that is the Tata group. In order to use the Tata nomenclature, a group
company has to sign a contract called the Brand Equity and Business Promotion (BEBP)
Agreement. This places an obligation on the company signing on to adopt TBEM as a means to
attaining business leadership.
TQMS

TQMS helps Tata companies gain insights on their strengths and their opportunities for
improvement. This is managed through an annual process of 'applications and assessments'.
Each company writes an application wherein it describes, in the context of the TBEM matrix,
what it does and how it does it. This submission is then gauged by trained assessors, who study
the application, visit the company and interact with its people. The assessors map out the
strengths and improvement opportunities existing in the company before providing their
feedback to its leadership team.
TQMS trains and certifies assessors, who are selected from across the group, and it designs and
administers an assessment apparatus that helps them evaluate different Tata companies. The
point person in each company is the 'corporate quality head', nominated by the CEO as the
business excellence process owner. Typically, each company has a network of business
excellence people from a variety of functions and locations.
The commitment a company makes when it signs the BEBP contract compels it to attain explicit
business excellence scores over specific time periods. A result-driven scoring mechanism
enables the company to track its progress over time, and ensure that it keeps improving. There
is also an annually administered, group-wide recognition system for companies that exceed a
certain score, thereby reflecting excellence, industry leadership and consistent improvement.
Implicit in the TQMS approach is the belief that its wide-ranging methodology will enable Tata
companies to become exemplars on business as well as ethical parameters in their
respective spheres.
TBEM

The TBEM methodology has been moulded to deliver strategic direction and drive business
improvement. It contains elements that enable companies following its directives to capture
the best of global business processes and practices. The model has retained its relevance
thanks to the dynamism built into its core. This translates into an ability to evolve and stay in
step with ever-changing business performance parameters.
The TBEM matrix is used for the organisational self-assessment of Tata companies, recognition
and awards, and for providing feedback to applicants. In addition, TBEM plays three important
supportive roles in strengthening the competitiveness of Tata companies:
It helps improve business excellence practices, capabilities and results.
It facilitates communication and sharing of best practices among Tata companies.
It serves as a working tool for understanding and managing performance, for providing
planning guidance, and for identifying learning opportunities.
The TBEM methodology comprises a set of questions that applicant Tata companies have to
answer. Its main objectives are to enhance value to customers and contribute to marketplace
success; maximise enterprise-wide effectiveness and capabilities; and deliver organisational
and personal learning. The methodology is built on the following set of interrelated core values
and concepts: visionary leadership; customer-driven excellence; organisational and personal
learning; valuing of employees and partners; agility; future focus; managing for innovation;
management by fact; social responsibility; results and value creation; and systems perspective.
The core values and concepts of TBEM are embodied in seven categories: leadership; strategic
planning; customer and market focus; measurement, analysis and knowledge management;
human resource focus; process management; and business results. The TBEM system focuses
on certain key areas of business performance: customer-focused results; product and service
results; financial and market results; human resource results; organisational effectiveness
results; governance and social responsibility results.

JRD QV Award
Jehangir Ratanji Dadabhoy Tata, or JRD, as he was popularly known in business circles, guided
the destiny of Indias largest business house for well over half a century. Over the years that he
was at the helm of affairs of the group, JRD Tata helped establish many new enterprises.

He was always conscious about the importance of quality, and ensured that this quality
consciousness prevailed in all the organisations that belonged to the Tata group. He was proud
that the companies within the group were known, domestically and internationally, for the
quality of their products and services.

As a tribute to his quest for perfection in every sphere of activity, the JRD Tata Quality Value
Award was instituted in his memory.

The JRD QV Award is modelled on the lines of the Malcolm Baldrige National Quality Award,
integrating beneficial attributes from other national quality awards. The award recognises a
company within the Tata group, which excels in quality management and has achieved the
highest levels of quality.
This is an annual award presented to the winning company on the 29th day of July, the birth
anniversary of Mr JRD Tata.

The objectives of the award are:
This award is given to group companies in order to create awareness on the importance
of the value of quality and the need for total customer satisfaction in all areas of operations
within the Tata group companies.
To achieve and sustain continuous excellence and consequently leadership in the
marketplace through perfection and the achievement of quality which will be recognised as
being the best and ahead of competition.
Evaluation process
Tata companies participate in a bi-annual process of external assessments. The idea is to
subject them to an assessment, based on the excellence parameters embedded in the Tata
Business Excellence Model (TBEM).

Each company writes an application in which it describes what job it does and how it does the
job in the context of the criteria set by TBEM. This application is then "assessed" by trained
TBEM assessors who study the document, visit the company and interact with its people, draw
out the strengths and the improvement opportunities, and then provide feedback to the
leadership team. An in-built scoring mechanism enables the company to track its progress over
time, and ensure that it keeps improving.
Criteria for recognition:

* JRD QV Award: 600+ for the first time
* Leadership in Excellence: 700+ for the first time
* Sustained Excellence: 3 successive improvements beyond 600
* Active Promotion: 500 to 600 for the first time
* Serious Adoption: 450 to 500 for the first time
* High Delta: High improvement in one year min 75 for 500-
* High Delta 500+: High improvement in one year min 50
* High Delta 600+: High improvement in one year min 25

technology and communications: The Tata group has well-established enterprises in the
fields
of software and other information systems, telecommunications and industrial automation.
COMPANIES IN THIS SECTOR
Tata Technologies

--communications--




Engineering products and services: The Tata group has a robust presence in
engineering, with operations in automobiles and auto components and a variety
of other engineering products and services.
COMPANIES IN THIS SECTOR
--automotive--

--engineering--




Materials: The Tata group is among the global leaders in this business sector,
with operations in steel and composites.
COMPANIES IN THIS SECTOR
--metals--

--composites--




Services: The Tata group has widespread interests in the hospitality business,
as also in insurance, realty and financial and other services.
COMPANIES IN THIS SECTOR
--hotels, property development--

--financial services--

--other services--




Energy: The Tata group is a significant player in power generation and is also
involved in the oil and gas segment.
COMPANIES IN THIS SECTOR
-- energy --




Consumer products: The Tata group has a strong and longstanding business in
watches and jewellery, and a growing presence in the retail industry.
COMPANIES IN THIS SECTOR
Westland




Chemicals: The Tata group is one of the largest producers of soda ash in the world.
Additionally, it has interests in fertilisers and in the pharmaceuticals business.
COMPANIES IN THIS SECTOR
-- chemicals --


MUMBAI: Telecom services provider Tata Teleservices (Maharashtra) (TTML) said on Tuesday
it swung to profit in the year ended March 31, boosted by a one-time gain from sale of investment
in its tower unit.

The firm, which provides wireless services under the Tata Indicom and Tata DoCoMo brands,
posted a standalone net profit of 499 million rupees on net sales of 22.5 billion rupees.
It had a net loss of nearly 3 billion rupees in FY10.

It made a profit of 8.3 billion rupees from sale of long-term investment in 21
st

Century Infra Tele Ltd in the quarter ended June to Viom Networks Ltd, it said in a statement
to the National Stock Exchange.

TTML, which has a subscriber base of 16.9 million, paid a licence fee of 12.6 billion rupees
for 3G spectrum in Maharashtra circle, which was capitalised during the June quarter , it added.

Financial highlights





INR





USD


Year
2009-10
(Rs crore)
2008-09
(Rs crore)
% change
Total revenue 319,534 325,334 -1.8
Sales 311,129 321,850 -3.3
Total assets 250,180 237,248 5.5
International revenues 181,860 210,736 -13.7
Profit After Tax 8,240 8,163 0.9
Net forex earnings -757 -193 -




Year
2009-10
(US $ billion)
2008-09
(US $ billion)
% change
Total revenue 67.4 70.9 -4.9
Sales 65.6 70.1 -6.4
Total assets 52.8 51.7 2.1
International revenues 38.4 45.9 -13.7
Profit After Tax 1.74 1.78 -2.2
Net forex earnings -0.16 -0.04 -



Financial year is April-March

Exchange rate: USD=Rs47.41 for 2009-10 and USD=Rs45.92 for 2008-09

Revenue figures for group companies are consolidated and net of excise duty
(wherever applicable)


Group's capital market performance
Shares of the Tata group companies have been among the star performers on the
Indian stock market over the last three years. Trends in the group's total market
capitalisation along with aggregate market capitalisation of Bombay Stock Exchange
are provided below.



2007
(Rs crore)
(End March)
2008
(Rs crore)
(End March)
2009
(Rs crore)
(End
March)
2010
(Rs crore)
(As on Apr 28
2011)
Tata group
230,620
($52.9 bn)
237,961
($59.0 bn)
124,977
($24.5bn)
465,857
($104.85bn)

BSE
3,555,973
($815.8 bn)
5,138,015
($1273.0 bn)
3,086,076
($605.7bn)
7,033,269
($1,583bn)


With the listing of TCS on August 25, 2004, the total market capitalisation of the
group's 27 listed companies crossed the Rs100,000 crore mark and the group
acquired the distinction of having the highest market capitalisation among all
business houses in the country, both in the public and private sectors.

Tata group accounts for 6.3 per cent of the total market capitalisation of BSE.

Tata group companies have contributed significantly to the spread of equity cult in
the country. They enjoy the trust of over 3.5 million investors

Figures within the bracket are in US $ billion.



Sector-wise human resources profile

Sectors 2009-10*
%
share
Materials
81,779
21

Engineering 73,671 19

Energy 7,825 2

Consumer goods 13,866 3

Chemicals 6,035 2

Communications and information systems 189,158 48

Services 24,183 6

Total 396,517 100.0

* Employee break-up excludes Corus and hence the figures do not add up to the
total.




Employment profile
Personnel 2008-09*
White-collar employees 261,388


Engineers 133,308


Postgraduates 33,980


MBAs 10,456


Others 83,644

Blue-collar employees 101,651

Total employment 363,039

* Employee break-up excludes Corus and hence the figures do not add up to the
total.


Social welfare and environment-related projects
Year
2009-
10
(US$
million)
Social welfare projects 29.0

Environmental projects 23.3

Others 2.7

Total 55.0







Contribution to the exchequer 2008-09




INR





USD



Tata group
companies
(Rs crore)
Government
finances
(Rs crore)
% share
of Tatas
Corporate tax 5,625 255,076 2.2
Excise# 5,956 147,961 4.0
Customs 2,095 84,477 2.5
Sales tax 6,543 225,009 2.9
Others 1,911 66,521 2.9
Total 22,130 779,044 2.8







The chart below illustrates how Tata companies in each of these sectors
contribute, in percentage terms, to the overall financial makeup of the
group.
The table that follows shows the group's sector-wise financial performance.








(Click on the pie chart to view sectoral information for 2009-10)

Tata group figures (Rs million)
Year
Total
turnover
Sales turnover Value of assets Gross block Exports
2009-10 3,195,339 3,111,290 2,501,786 2,922,475 31,721

2008-09 3,253,340 3,218,490 2,372,470 2,612,760 339,870

2007-08 2,515,430 2,474,156 1,772,931 1,935,072 252,801

2006-07 1,299,940 1,283,770 1,135,730 866,127 236,350

2005-06 9,67,230 9,47,140 7,97,660 6,81,690 2,36,430

2004-05 7,99,130 7,82,750 6,80,180 6,00,290 2,05,870

2003-04 6,54,240 6,14,340 5,50,630 4,58,840 1,41,360

2002-03 5,42,270 5,21,337 5,09,270 4,34,809 1,30,764

2001-02 4,94,568 4,79,999 4,91,622 4,03,647 1,25,738





















PRACTICES IN THE ORGANICSATION








EMPLOYEE ENGAGEMENT
Employee Engagement at its best would imply heightened level of ownership where
each employee wants to do whatever they can for the benefit of the internal and
external customers ,and for the success of the organization as a whole.
We give a lot of importance to talent engagement because of correlations between
employee engagement and desirable business outcomes such as retention of talent
,customer service ,individual performance ,team performance, business unit
productivity ,and even enterprise level financial performance.
In order to meet Employee Expectations and engage them on a continuous basis, TTSL
has developed the Employee Engagement Model (EEM) which comprises of two types
of factors :
Employee Satisfaction Factors:-
Short-term requirements of an employee arising immediately after
his/her joining TTSL .
Employee Engagement Factors:
Requirements of the employee in his long term association with TTSL
some of the inputs for these factors are:
1 .Forums such as Town halls(Quaterly/ Monthly Employee communication Meet.
2.Voice of Employee (VOE-Skip Level meetings)
3.PMS Feedback
4.Exit Interview Analysis
5.LIC
6.E-Pulse
7.Management Reviews and Workshops



ENGAGEMENT AND MOTIVATIONAL ACTIVITY IN TTSL:-
Coffee with coo-
COO meets the group of employees at the respective location to gauge their aspiration
and review feedback.
Lunch with MD/Phone your MD/MD Online-
MD connects with a group of employees at different location to gauge their feelings and
elicit feedback through various communication media.
Voice of Employee-
Employees to interact and skip their level manager ,this is a platform to voice his/her
specific concern.
Town hall-
Interactive forum in which MD address the work force in organizational decisions and
updates the current market scenario.
Sprinkles
It plays an important role in building the connection between various circles/corporate
by regular feature on initiative like CSR, Affirmative actions, Employee Engagement and
Fun at work taken at a circle level.
Weavers-
Sports and recreation activities ,career counseling ,various cultural activities
for employees and their families ,corporate sustainability initiative takes place under
WEAVER for bringing higher employee engagement.
HR Connect-
The Hr Newsletter HR connect is published on a quarterly basis and aims at building
awareness and recognizing recent HR initiatives .
HR Helpline-
Online system for addressing grievances/concern of employees.


Exit Analysis-
This is an important source of information to assess and work on the areas of
improvement to enhance employee engagement levels . It include feedback elicited
from all exiting employees.
Elements of the Employee Engagement Model(DARPAN)
Alignment Sharing and Communication

*Purpose of the company
*Senior Leadership as a Role Model
*Sharing of Companys Plans and Targets
*Business Results shared
Assignment Creating Self worth
*Effective & Right Role
*Stretched Targets
*Providing Resources
*Regular Feedback on Performance Progress3
Engagement :Gain commitment
*Good Work Environment
*Hygiene Factors
*Work-Life Balance
*Fairness
Empowerment Capacity building
*Clear Responsibility &Autonomy
*Views considered at workplace
*Learning & Development
*Opportunity to Innovate
Pride Shared convictions
*Ethical Company
*Caring Organization
*Feeling Proud of Organization
*Sharing Conviction in Living the Brand


RECOGNITION AND REWARD SYSTEM-
Performance Awards:
Spotlight awards-To recognize job well done where the employee has stretched himself
in own work area or has gone beyond the normal call of duty , a certificate of
appreciation and a token is presented.
Star of the Month Award To recognize significant contribution made in meeting the
units BU operating plans a certificate of appreciation and a gift voucher worth
Rs.1,000/- is presented.
Superstar Award- To recognize Exceptional contribution made to enhance BU/function
performance in the Unit or Exceptional customer service provided which has been
acknowledged by the external or innovation which impacts the unit level Bu/function
significantly customers, a scroll of Appreciation and a gift Voucher/Gift worth of
Rs.2,000/- (Rupees Two Thousand Only)per team member limited to a maximum of
Rs.20,000/-(Rupees Twenty Thousand Only)for a team is presented in the Town Hall
held after end of the quarter and finalization of the award nominations.
Maestro- To recognize Exceptional performance vis--vis KRAs and Personal
effectiveness factors ,Gift Voucher worth Rs.15,000/-(Rupees fifteen thousand only)per
person or equivalent value in the form of a domestic trip is presented.
Hall of Fame-To recognize measurable non targeted revenues/cost savings during the
financial year ,a Scroll of Honor and a trophy is presented. Further ,an overseas trip for
self and spouse within a cost limit of a Rs.50,000 /-(Rupees fifty thousand only)or gift
voucher of equivalent value per person and a team award (maximum 10 team
members per team)of a value of not more than Rs. 500,000(Rupees five lacs only)is also
given.
Premier League award National BU/Function Recognition:-To recognize Consistent
exceptional performance ,Pioneering spirit demonstrated such as innovations, first to
the market initiative , entrepreneurship that has positively impacted the business
/function which is not a part of the KRAs; Demonstrated behavior resulting into a
positive change in the image of the company in the market,
a certificate of honor and a plaque/Memento is presented.
Customer first Award To recognize & reward employees who have created Customer
Delight , certificates of appreciation / gift vouchers are presented.

Values Awards:

Crisp Super Star Award To recognize significant contributions made by an employee
demonstrating CRISP attributes , certificates of appreciation,
gift vouchers are presented.
Valuable award- To acknowledge & recognize companys core values demonstrated by
employees in the official Work-life ,an Appreciation letter /Gift Vouchers up to
Rs.2,000/- based on the merit of the case are presented

Service Awards:
Long service awards To acknowledge & recognize long service of Employees in the
organization , a memento with a certificate recognizing long service is presented. This is
done quarterly .Value of the memento would be as follow:

Period Value (Rs)
5 Years 5000/-
10 Years 10,000/-
15 Years 15,000/-
20 Years 20,000/-




PEOPLE TOUCH-IT ENABLED HR-

People touch portal has been developed with an objective of reaching out to every
employee any time, any where this tool will act as an HR Help Desk and result in saving
precious time and quicker resolution of issues.
Using this portal, employee has to raise a dossier for his/her Query/Concern/Issues
which will be directed to the Concerned buddy who in turn will resolve the same with in
defined SLAs and escalation matrix.
Main Features of People Touch include Queries/Concerns/Issues relating to:
HR Policies
HR Operations issue
Learning and Development
My Comp
Re Comp
Talent Acquisition
Employee Engagement
HR Initiatives
Talent Management
Performance Management System
Any other people related matter.

Employee Engagement
Health
Environment
Education
Purely Emp.
Engagement
Health Campus
Awareness Camps
Plantation
Posters & advertisements
Distribution of books and
clothes to poor people
Treasure Hunt
Motivational Camps
A-Best dressed
B-Movie shows
Generating
Employability to under
privileged students
Weaver














Questionnaires






Employee engagement questionnaire

NAME:

BU/ FUNCTION:


Level: Tenure in TTSL:
1
Is there a fair flow of communication among
employees



Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
2
I always feel that communication forum helps
me

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
3 I know what is expected of me at work

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
4
I have all the materials and equipment need to
do my work right

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
5
I have always received recognition or priase for
doing good work

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
6
I feel open forums help me to sort out my
grievances

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
7 At work my opinions count

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
8
I get enough scope for learning and self
development

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
9 I feel proud to be introduced as a TTSLite

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree
10 TTSL is an enthical company to work for

Strongly
Disagree

Disagree

Somewhat
Agree

Agree

Strongly
Agree

11

Out of all stated activities which one you like
the most














Suggestion (If any)






Suggestions (if any)








Signature:












ANALYSIS



1. Is there a fair flow of communication among employees?
Options Number of respondents Percentage
1-Strongly Disagree 0 0%
2-Disagree 0 0%
3- Somewhat agree 2 4%
4-Agree 15 30%
5 -Strongly Agree 33 66%








Its been found from the above analysis that ,the organization is having a
sound flow of communication among employees which facilitates the
existing employees to pass on their views and new ideas .Which leads to the
better transparency and productivity.
2-I always feel that communication forum helps me
Options Number of respondents Percentage
1-Strongly Disagree 1 2%
2-Disagree 0 0%
3- Somewhat agree 6 12%
4-Agree 14 28%
5 -Strongly Agree 29 58%
0% 0%
4%
30%
66%
Number of respondents
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree


Its been found from the above analysis that, around 86% of employees are
well satisfied with the concept of communication forums . A communication
forum brings together the organizations concerned with the needs of
people with speech, language and communication needs. Specifically when
employees are from different parts of the world it becomes necessary to
communicate with one international language which can only be put in
practices through forums like these. Its indeed doing a great job to keep
employees together.



3-I know what is expected of me at work
Options Number of respondents Percentage
1-Strongly Disagree 0 0
2-Disagree 0 0%
3- Somewhat agree 4 8%
4-Agree 20 40%
5 -Strongly Agree 26 52%

1
0
6
14
29


Its been found from the above analysis that, 92% of employees knows their
role in the organization very well .Its a part of the line managers and higher
authorities to clear up the objective of the individuals working under them
so that their would be no ambiguity in the work each one and all would be
doing.This can only lead one individual to grow so will the organization.
4-I have all the sources need to do my work right.
1-Strongly Disagree
0 0%
2-Disagree
0 0%
3- Somewhat agree
25 50%
4-Agree
11 22%
5 -Strongly Agree
14 28%

0
0
4
20
26
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree




Its been found from the above analysis that,major percentage of employees
(50%) are not totally satisfied with the amenities and instruments they get
to accomplish their task.This is where the organisation need to focus on
.Retaining talents cant be done without providing them the facilities and
satisfying them.So the organization need to put some brain behind this .
5-I have always received recognition or praise for doing good work.
1-Strongly Disagree
0 0%
2-Disagree
0 0%
3- Somewhat agree
18 36%
4-Agree
17 34%
5 -Strongly Agree 15 30%


0 0
25
11
14
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree

Rewarding employees not only retain talents but also attracts talent. Its as
we all know motivates employess.This is where the organization is really
setting milestone.Human need is unlimited keeping that in mind the
orgsnisation is putting its heart-out to keep the employees satisfied in terms
of proving them reward and recognition (monetary and non monetary
benefits)

6-I feel open forums help me to sort out my grievances.



0
0
18
17
30%
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree
1-Strongly Disagree
0 0%
2-Disagree
1 2%
3- Somewhat agree
5 10%
4-Agree
20 40%
5 -Strongly Agree
24 48%


Its been found from the above analysis that, around 88% of employees are
satisfied with the grievance policy adopted by the organization in sorting out
their problems. Understanding grievance procedure is one of the major
parts of HR department in an organization. Which leads an organization to
get new thoughts and ideas from its existing employees through grievances
analyzing process. Leaving out this always lead to dissatisfaction of
employees. Through the study it is clear, organization is moving towards
excellence by solving problems.
7-At work, my opinions count
1-Strongly Disagree
0 0%
2-Disagree
2 4%
3- Somewhat agree
7 14%
4-Agree
24 48%
5 -Strongly Agree
17 34%

0
1
5
20
24
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree

Opinions always give new way of doing things. In an organization the
opinions and views plays a vital role in terms of perfection and better
productivity. Realistic opinions which benefits the organization is hard to
come by. It always associate with qualification and designation of an
employee. Accepting all opinions may not be a wise thing to do for an
organization as there are lots of constraints involved. The organization is
really doing good to accept the productive opinions of employees.


8-I get enough scope for learning and self development
1-Strongly Disagree
4 8%
2-Disagree
0 0%
3- Somewhat agree
6 12%
4-Agree
15 30%
5 -Strongly Agree
25 50%

0
2
7
24
17 1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree

Training and development of one individual employee not only gives
him/her growth but also it benefits the organization in the long run.
Knowledge has to improve with time, keeping that in mind from above
analysis it could be really figured out that TTSL has put its best foot forward
to enhance its employees knowledge.
9-I feel proud to be introduced as a TTSLite
1-Strongly Disagree
3 6%
2-Disagree
0 0%
3- Somewhat agree
0 0%
4-Agree
9 18%
5 -Strongly Agree
38 76%

4
0
6
15
25
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree

Feeling proud for an organization is not artificial. It takes in to account the
satisfaction of an employee. Its been found from the above analysis that,
major percentage of employees feel proud to be introduced as a TTSLite.
This shows the organization has given utmost satisfaction to its employees.



10-TTSL is an ethical company to work for
1-Strongly Disagree
2 4%
2-Disagree
0 0%
3- Somewhat agree
0 0%
4-Agree
6 12%
5 -Strongly Agree
42 84%

3
0
0
9
38
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree

Ethics reflect the philosophy of business which includes the fundamental
purpose of an organization without breaking anyones trust. Only making
profit cannot earn goodwill for an organization in the market. Being a
corporate giant TTSL has certain responsibilities towards the society as it
evolves from there and ends there. Its been found from the above study
that, TTSL has taken up the responsibility and doing its bit to remain ethical.





11-Out of all stated activities which one you like the most
Udaan
27 54%
Sprinkles
10 20%
Voice of employee
13 26%
Town hall
3 6%
Coffee With COO
7 14%
Phone With MD
1 2%
2
0
0
6
42
1-Strongly Disagree
2-Disagree
3- Somewhat agree
4-Agree
5 -Strongly Agree
HR Connect to solve
5 10%
HR out reach program
5 10%



UDAAN is the Circle news letter published by the CSD Dept in collaboration
with HR dept. of the organization. The above study says that employees
have appreciated the effort of conveying the new HR policies adopted by
the organization to them. This also leads to the conclusion, that employees
not always need monetary benefits they also want to be enlighten with
knowledge.







0 5 10 15 20 25 30
Udaan
Sprinkles
Voice of employee
Town hall
Coffee With COO
Phone With MD
HR Connect to solve
HR out reach program
Series3
Series2
Series1











FINDINGS











IT has been found that TTSL is having the attrition ratio of 91% that also means that
the HR policies followed by the Organization is been well approved by its all employees
and they are well satisfied with it
The engagement policy is sublime and company truly puts all its employees at the right
place because of which there is no confusion and over lap of work . The employees are
given autonomy and flexibility to accomplish their work .
Employees are proud to be introduced as TTSLites and its an ethical company to work
for. They also get enough scope to enhance their talent and knowledge through some
online training and class room classes .
Strong monitoring systems help employees to get out of their deficiencies which comes
out during their work. Those marked employees are sent for training on several issues
The Circle newsletter UDAAN has got the maximum appreciation among all other
activities which also proves that employees are having an urge to know more about the
HR policies which are implemented and they also show faith on it.
The Engagement and daily activities are taken place by both the Admin and HR dept
and with collaboration with weaver team which works as the stress releaser .People do
find time to relax themselves with in their working hour by making self engaged
playing carom and watching Tv inside .
















SUGGESTIONS







After going through systems in TTSL and analyzing my study as well as incorporating
the views of the respondents through exit interview analysis, I came across a lot of
issues where I believe there are scopes for improvements. If TTSL Top management
will pay attention to all these then we may shot out some problem of attrition of
talents. Some of the key suggestions are mentioned below:
Inter functional cooperation should be given more emphasis.
360 degree feedback should be included.
Reward in form of abroad trip may be considered.
Attention to physical working condition of field workers.
Some time stress Reliever should be provided to employees.
concept of Eustress can be done by showing some audio visuals on stress management.
Stress managemnet can be given a specific identity in the organization.
Develop mobile application on employee engagement so that field employees will be
motivated too.
Improvement in functional learning process.
Resources provided which is required to do the task should be proper.
Coordination among team mates need to improve(Team Dynamics).
Swearing filthy slangs should not be used by boss.(not by all)
Clarity in role should be there.
Salary Rationalization of deserving employees.
Developmental plan for employees completing 2-3 years.
Regular feedback regarding employee aspiration.
Job Content should be properly explained by supervisor.
Handholding and counseling by superior.
Leadership skills can be induced by proper training of Supervisors.
Immediate decision on relocation.(personal issue)
Employees should be given proper information about investment plans.
Compensation and benefit package need to develop.
Diversity at work place need to be managed to make a mixture of gender,
cultural background, ages, lifestyle among staff to respond to business more
rapidly.
Suggestion Box System should be there.
Provision for staff quarters should be there.
More engagement activity and entertainment event should be conducted.
There should be more exit survey to know the proper reason why people are
leaving TTSL and why the employee churn is high.
TTSL Bhubaneswar should gear up its motion towards corporate social
responsibility as well as give importance to throw some light on its employees
regarding Disaster Management.
.









CONCLUSION











Employees are the most valuable asset of the any organization. It is the duty of the
Organization to keep them satisfied so that they will continue their job for a longer period
of time. An organizational goal can be achieved only when the employees put their best
efforts. But this will be less effective if the employees will leave the job and the attrition
rate is high.

After an in-depth study of entire process in TTSL I found many employee
engagement techniques has taken place but there are some soft issues which HR
should take care of.This project is just a part of what TTSL should do and factor on
which it has to work on. In this competitive environment it is high time for TTSL to
increase its pace, grab the best talent and foremost thing to retain them for long time.

TTSL has to be a TALENT MAGNET organization keeping in mind all key
factors require to satisfy ,motivate, engage and to retain the best brain hired .It takes
more than a generous benefit package, competitive salaries with scope for work-life
balance to attract and terrain talented employees. It takes addressing the fundamental
need people have for pride, meaning &purpose , appreciation, opportunity to learn and
grow and respect .Leaders in talent Magnet organizations realize this and continuously
strive to address these needs. By listening to the customer and employees they go for
self examination, and then they are able to create an organization that is Magnet for
great employees by retaining them. So TTSL is now wheeling forward to get the best in
the course of time by providing the ways to improve the loopholes/lack nesses.
It has been a great opportunity for me to do my summer internship in
TTSL(TATA DOCOMO).It also gave me a great exposure to the corporate culture and
work environment . I also got exposure in HR practices and policies followed in TTSL. It
was a great experience to work as a trainee in accompany like TTSL.


















BIBILOGRAPHY








Eprocess.tatatel.co.in
Telespace.co.in(HR policies)
Econnect.tatatel.co.in
www.citehr.com