To understand the nature of the issue, one has to fi rst understand the nature of the operation and the union–
management relation at Tata Chemicals Mithapur plant, located in the state of Gujarat. The company had been dealing with “Sangh,” which was the only recognized union till early 1973. Later on in the same year, the employees union came to be recognized under the code of discipline, as it had 55% of the total number of employees as its members. Under the guiding principle of the Trade Union Act 1926, a trade union can be registered if it has 10% of total number of employees and has to be recognized by the company. In such a case, the union members have the right to associate and practice collective bargaining. The problem arose when a tussle of power between two unions started to hinder the operations at the Mithapur plant.
The Union and the Management’s Chase
Citing the reason of the constant rise in the cost of living, the employees union submitted a charter of demands to the management,demanding for a dearness allowance for the workmen at 100% of the Ahmedabad Cotton Textile rate. The problem arose when the “Sangh,” representing 800 workmen, followed the employees union and also submitted a charter demanding that dearness allowance be paid on a rate similar to that paid to the workmen of the cotton textile industry. An agreement was reached between the management and the employees union and a settlement was made, according to which the management agreed to pay an increased percentage of dearness allowance to the workmen. It was
7 Tata Chemicals Limited ( Corporate Social Responsibility Initiatives) (2011)
Union−Management Tussle at Tata Chemicals Limited 165
agreed that the settlement would be valid for a period of three years, starting 1974. However, the agree- ment was terminated with a two-month notice and did not stand valid any longer.
Meanwhile, the Sangh in a charter raised an issue for a variable dearness allowance along with a de- mand for a washing allowance, a woollen jersey unclean allowance and transport allowance. The char- ter contained an intimation of the Sangh’s intention to resort to a strike for the realization of its demands.
As negotiations between the parties did not reach a settlement, the dispute was referred to a conciliation offi cer and he was asked to intervene. In the process, the employees union questioned the right of the Sangh to raise the demand with regard to the variable dearness allowance and the governments demand for adjudication. Later, the employees union changed its initial stand and supported the demand for vari- able dearness allowance as the company had been making huge profi ts, and the workmen went on an indefi nite strike in the absence of any resolution. The conciliation offi cer could not pursuade the man- agement to agree to the workers’ demands and submitted his failure report. The issue was then referred by the state government to the tribunal to reach a conciliation between the union and the management.
Management’s Stand
The management condemned the Sangh’s demand for variable dearness allowance and for raising the dispute which was now a subject matter of reference in the tribunal. The management further contended that as the benefi t accruing from the settlement was being taken by all workmen, the reference was incompetent. The demand for the variable dearness allowance was opposed on the grounds that the em- ployees were being awarded dearness allowance in accordance with the recommendation of the Central Wage Board. They further added that the state government’s reference as regards variable dearness al- lowance was invalid and the tribunal had no jurisdiction to adjudicate upon the same. Also, the tribunal had erred in ignoring the industry-cum-region principle while fi xing the variable dearness allowance.
The Tribunal’s Response
After examining the material, the tribunal concluded that the appellant company was a fl ourishing and a highly integrated chemical complex of long standing whose profi ts were continuously rising; moreover, there was no other unit in the heavy chemicals industry in the region to be favorably compared with. The tribunal cited that the other heavy chemicals factories governed by the wage board were paying 100%
of the dearness allowance linked to Ahmedabad’s cost-of-living index.
The tribunal asked the company to pay dearness allowance varying from 85% to 95% of the Ahmedabad textile dearness allowance, as in the Mithapur region, prices of essential commodities were comparatively higher than that of any other place in the district like Jamnagar, Dharangadhra, Porbandar and Bhavnagar.
Moreover, the settlement reached with the employees union was not binding on the nonsignatories and the Sangh as a minority union still had the right to collective bargain. The company’s appeal was dismissed by the tribunal on the grounds that the company could not operate as a legal impediment in the way of the Sangh, which was not a party to the agreement, raising a demand regarding the variable dearness allowance.
The Judgment
The tribunal asked the company to pay all the concerned employees, including the daily-rated workmen in grades 1, 3, 5, 6, 7 and 8 and the monthly clerical, technical and supervisory staff falling in grades 5, 6 and 7. The tribunal asked the company to pay dearness allowance varying from 85% to 95% of the Ahmedabad textile dearness allowance. Thus, in this case, the company was found unjustifi ed in dismissing the union’s demand and suppressing its right to engage in collective bargaining. Thus, the judgment passed was binding on both the parties involved and was enforceable.
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EXHIBIT I: Plant description and products manufactured
The Mithapur plant is the largest integrated salt work plant and inorganic complex. Its salt works are spread over 60 km and can produce over 2 million tons of solar salt, the base raw material for over 27 basic chemicals that the company produces. It has the capacity to produce 2,400 tons of soda ash per day, 1,500 tons of vacuum-evaporated salts per day and 33 other products. It has an installed capacity of 875,000 TPA – about 34% of India’s capacity. It is one of the largest producers of synthetic soda ash in the world. It has a 5-star rating from the British Safety Council.
Product Range Products
Chemical • Soda ash
• Cement
• Caustic soda
• Bromine
• Gypsum
Consumer Products • Salt
• Crystalline salt
• Sodium bicarbonate
• Cooking salt
Segments Living Essentials Industry Essentials (B2B) Farm Essentials (B2F)
MITHAPUR
Union−Management Tussle at Tata Chemicals Limited 167
EXHIBIT II: Organization structure
Business Consumer Products
Bulk Chemicals
Speciality Chemicals
Crop Protection
Crop Nutrition Seeds Other Agri Inputs and Services Key products/
services (examples)
Salt, cooking soda, water, fresh produce, staples
Soda ash, bicarbs, others
Pesticides Bulk and speciality fertilizer, PGN
Seeds Farm equipment, services
EXHIBIT III: Governance structure
Board of Directors
Legend:
Mr. Ratan N. Tata (Chairman) Mr. R. Gopalakrishnan
(Vice Chairman)
Mr. Prasad R. Menon Mr. R. Mukundan (Managing Director) Mr. Kapil Mehan (Executive Director) Mr. P. K. Ghose
(Executive Director & CFO)
Mr. Nusli N. Wadia Mr. Nasser Munjee Dr. Yoginder K. Alagh Dr. M. S. Anath Dr. E. A. Kshirsagar Dr. Y. S. P. Thorat
Nomination Committee Dr. Yoginder K. Alagh
(Chairman) Mr. Ratan N. Tata Mr. R. Gopalakrishnan Remuneration Committee
Mr. Nusli N. Wadia (Chairman) Mr. Ratan N. Tata Mr. R. Gopalakrishnan
Ethics & Compliance Committee Dr. Yoginder K. Alagh
(Chairman) Mr. R. Mukundan Executive Committee of Board
(Earlier Committe of Directors) Mr. Ratan N. Tata
(Chairman) Mr. R. Gopalakrishnan
Mr. Nusli N. Wadia Mr. Prasad R. Menon
Mr. R. Mukundan Mr. Kapil Mehan Mr. P. K. Ghose
Shareholders’ / Investors’
Grievance Committee Dr. Yoginder K. Alagh
(Chairman) Mr. R. Mukundan Audit committee
Mr. Nasser Munjee (Chairman) Mr. R. Gopalakrishnan
Dr. Yoginder K. Alagh Mr. Eknath A. Kshirsagar
Promoter Non-Executive Executive Non - Independent Non-Executive Independent Non-Executive Board of Directors-Governance Structure
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EXHIBIT IV: Balance scorecard
Focus Areas Key Performance Indicators Findings of the study Employee safety and
health and community developments
Workforce safety and health Employee investments
Community Community developments
Affi rmative actions
Climate change Mt CO2/mt of total products Climate change and GHG emissions
Sustainable manufacturing
Green manufacturing index Waste energy and water consumption
Product stewardship Life-cycle assessment Supply chain performance Sustainable
investments
Renewable raw materials and energy, biofuels, low-carbon products, water, agri business, greenchemistry innovations
Waste, climate change and GHG emissions,
energy and water consumption Sustainability reporting
and communications
UNGC – GRI reporting, carbon disclosure project – UK
Transparency, materiality and share concerns
EXHIBIT V: Initiatives taken for effective corporate governance
CONCERN AREAS INITIATIVES
Waste • Reduce solid and effl uent waste discharge to lower than global benchmarks and eliminate accumulation of solid wastes over the years.
• All packaging material will either be recyclable or reusable; where not possible, arrangements made for their collection and safe disposal.
Climate change, GHG emissions
• Reduce CO2e intensity to meet the national and global commitments.
• Maximize usage of energy from renewable sources.
• Carbon emission reduction would be a key selection criteria while upgrading technologies and selecting new technologies.
Energy and water • Reduce specifi c energy and water consumption to levels comparable to global benchmarks and be in the top docile of global best performers.
• Attain overall water neutrality and reduce/eliminate ground water usage especially from shallow aquifers which can affect the ground water table in the surrounding area. Conduct Water Resource Management Studies at all locations involving water-intensive operations.
• Reduce water and energy consumption in usage of products through product design and promotion of better usage practices.
Union−Management Tussle at Tata Chemicals Limited 169
Employee investments • Create an environment that fosters employee well-being,
achievement, innovation, learning, teamwork and ensures safety and health and minimizes attrition rates
Supply chain performance
• Establish social and environment standards (covering safety, working conditions, skill, well-being, GHG and other emissions, water/energy consumption) for supply chain (workers, material, transportation, etc.).
• Cooperate and collaborate to ensure compliance and improvements in sustainable performance of these among key suppliers and customers and partners.
Society/community • Investments will be made in sustainable and “marketable”
livelihoods impacting all communities in the area of infl uence and reach.
• Be recognized as the leader in community development among Indian companies in terms of spread and impact.
EXHIBIT VI: Financials and performance
Mar 11 Mar 10 Mar 09 Mar 08 Mar 07
Sales turnover 6,354.07 5,512.54 8,537.21 4,207.13 4,107.08
Excise duties 129.47 100.84 173.86 170.45 160.41
Net sales 6,224.60 5,411.70 8,363.35 4,036.68 3,946.67
Other income 117.69 88.35 -42.46 641.6 161.95
Stock adjustments 10.07 -171.17 95.54 25.721 -8.17
Total income 6,352.36 5,328.88 8,416.43 4,703.99 4,100.45
Expenditure
Raw materials 3,747.47 2,997.64 5,747.94 2,131.51 2,180.46
Power and fuel cost 570.34 430.14 607.43 479.66 392.24
Employee cost 207.38 204.66 195.81 169.73 148.98
Other manufacturing expenses 41.95 33.38 48.56 50.67 45.32
Selling and administrative expenses
670.49 567.52 520.88 419.79 399.49
Miscellaneous expenses 168.14 134.41 335.52 124.11 119.81
Total expenses 5,395.57 4,367.75 7,453.88 3,375.33 3,285.58
Operating profi t 839.1 872.78 1005.01 687.06 652.92
PBDIT 956.79 961.13 962.55 1,328.66 814.87
Interest 201.49 205.73 191.89 41.04 47.62
PBDT 755.3 755.4 770.66 1,287.62 767.25
Depreciation 204.46 187.19 163.03 148.76 150.35
PBT 550.84 568.21 607.63 1,138.86 616.9
Tax 150.21 153.35 208.22 207.92 189.63
REPORTED NET PROFIT 408.49 434.78 452.05 949.18 444.21
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0
Jan-07 Jan-08 Jan-09 Jan-10 Jan-11
net profit
net profit
100 200 300 400 500 600 700 800 900 1000
EXHIBIT VII: Stock performance
PRICE
January 2007 227
June 2007 249.1
January 2008 305
June 2008 284.4
January 2009 153.5
June 2009 217.85
January 2010 297.6
June 2010 334.1
January 2011 350.6
September 2011 332.15
0
Jan-07 Apr-07 Jul-07 Oct-07 Jul-08 Oct-08Jan-08 Apr-08 Jul-09 Oct-09Jan-09 Apr-09 Jul-10 Oct-10Jan-10 Apr-10 Jul-11
Jan-11 Apr-11
50 100 150 200 250 300
share price 350
400
share price
Union−Management Tussle at Tata Chemicals Limited 171
REFERENCES
Tata Chemicals Limited (Company Profi le). (2011). Retrieved from http://www.tatachemicals.com/our_company/vision_mission_values.htm Tata Chemicals Limited (Media Reports). (2004). Retrieved from
http://www.tata.com/company/Media/inside.aspx?artid=7+5rLiAiVlw=
Tata Chemicals North America (Company Profi le). (2011).Retrieved from http://www.tatachemicals.com/north-america/our_company/profi le.html Tata Chemicals Limited (Corporate Governance). (2011).Retrieved from
http://www.tatachemicals.com/our_company/downloads/corporate_governance07-08.pdf Tata Chemicals Limited (Sustainability Report). (2007).Retrieved from
http://www.tatachemicals.com/sustainability/sustainability_report.htm
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A
Adelaide News, 88
AFSPA. See Armed Forces’ Special Powers Act (AFSPA)
Ambani, Anil Dhirubhai, 101
Anil Dhirubhai Ambani Group (ADAG), 101–111, 114, 115
chairman of, 102
corporate governance at, 102–106 debt-equity ratio of companies under, 109 functioning of companies under, 107 quotes from BSE, 108
return on capital, 110
total debt to owner’s fund, 109 anti-pedophile campaign (2000), 94 Apple Inc., 1–6
background, 3–4
corporate governance issues in, 4–5 culture in, 2
environmental record, 2 evolution of, 23–24 labor practices, 2–3
strategies to protect itself from patent infringement, 30–31
vs Samsung, 23–31 Arab Spring, 7
Armed Forces’ Special Powers Act (AFSPA), 13 automobile industry, 153
characteristics of, 153–154
B
Banerjee, Mamata, 152, 153 Beckham, David, 95 Bedi, Kiran, 12 Bell Media, 88 Bell, John Browne, 87
Bhrashtachar Virodhi Jan Aandolan (BVJA), 8 Bibles, 96
BILT Industrial Packaging Company Limited (BIPCO), 59
BIPCO. See BILT Industrial Packaging Company Limited (BIPCO)
Bombay Suburban Electric Supply, 105 Boruc, Artur, 95
Brooke, Rebekah, 94 Browne, John, 88 Burke, James, 72
BVJA. See Bhrashtachar Virodhi Jan Aandolan (BVJA)
C
CADM. See custom application development and maintenance (CADM)
CAG. See Comptroller and Auditor General (CAG) Cameron, David, 96
Carr, Lascelles, 87
CBI. See Central Bureau of Investigation (CBI) CDR. See corporate debt restructuring (CDR) Centocor, Inc., 74
Central Bureau of Investigation (CBI), 106 CIC. See Community Information Centers (CIC) CII. See Confederation of Indian Industry (CII) Cilag AG International, 76
CMC. See Corporate Management Committee (CMC) Coal India, 106
Cole, Ashley, 95
common law trademark infringement, 28 Common Service Centers (CSCs), 39 Community Information Centers (CIC), 39 Comptroller and Auditor General (CAG), 113 Confederation of Indian Industry (CII), 38 Conn, Richard, 78
Cook, Tim, 6
Index
Index.indd 173
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corporate debt restructuring (CDR), 143 corporate governance, 34–35
Corporate Management Committee (CMC), 62, 65
CSCs. See Common Service Centers (CSCs) custom application development and maintenance
(CADM), 37
D
Daily Express, 89 Daily Mirror, 89 David, Keith, 127
DePuy International Ltd. (DPI), 74
DGH. See Directorate General of Hydrocarbons (DGH)
Directorate General of Hydrocarbons (DGH), 116
Discovery Area, 116
Divisional Management Committee (DMC), 62–63
DMC. See Divisional Management Committee (DMC)
Dowler, Milly, 93–94 phone hacking of, 93–94
E
ECB. See External Commercial Borrowings (ECBs) Economic Times, 11
ECRC. See Enron Creditors Recovery Corporation (ECRC)
EGoM. See Empowered Group of Ministers (EGoM) Employee Provident Fund Organization
(EPFO), 143
Employee Stock Option Scheme (ESOP), 64 Empowered Group of Ministers (EGoM), 117 Enron Creditors Recovery Corporation
(ECRC), 55 Enron, 47–56
background of, 48–49
business diversification and growth, 49 business model, 49
business ventures during 2000, 55 code of conduct, 50
energy market deregulation and, 49 ethical dilemma, 54–55
issues at, 50–52
questionable practices in, 52–53 rise in the stock prices of, 50 top executives and their roles, 53
EPFO. See Employee Provident Fund Organization (EPFO)
ESOP. See Employee Stock Option Scheme (ESOP) ethical corporate citizenship, 61
ethical ecosystem, 110 of an organization, 110
EUCOMED Code of Business Practice, 76 Every Day Low Price Scheme, 137
External Commercial Borrowings (ECBs), 105 Extracorporeal Medical Specialties, 73
F
Fairchild Semiconductor, 3 fake sheikh, 94
Fastow, Andrew, 47
FCCBs. See Foreign Currency Convertible Bonds (FCCBs)
FCPA. See Foreign Corrupt Practices Act (FCPA) FDA. See Food and Drug Administration (FDA) Festive Records, 89
Food and Drug Administration (FDA), 72 Forbes, 90
Foreign Corrupt Practices Act (FCPA), 71 Foreign Currency Convertible Bonds
(FCCBs), 105 Fortune, 6
Fox Network, 89
Frederick, William C., 127 Frontier Contact Lenses, 73
G
Gandhi, Mahatma, 123 General Electric Company, 74 gold plating, 116–117
types of, 116–117
H
Hameed, Yasir, 95 Hazare, Anna, 7–21
background, 8
Index 175
honors, awards and international recognition, 15
future, 13–14 movements, 9–11 the second Gandhi, 8–9
strategies used in movements, 10–11 impacting movement, 11–12 Holley, Keith, 78
human resource management, 139
I
IAC. See India Against Corruption India Against Corruption (IAC), 9 India
automobile industry, 153–154 characteristics of IT companies, 44 corporate governance in, 35
IT exports as a percentage of output, 43 IT growth rate, 43
IT industry, 124–125 oil industry, 114
organized retail sector, 145 retail industry, 136–137 scams in, 15
software exports in, 42 software industry
software services industry, 36–39 top 10 IT companies in, 45 Infosys, 37
insider trading, 105 Intel Corporation, 3 inventory management, 139 Investors Grievance Committee, 64 Iolab Corporation, 73
iPad, 24 IT industry
challenges faced by, in India, 125
ITC Ltd., 57–69
board of directors of, 61–62 code of business conduct and
ethics, 65–66 committees in, 68–69
corporate governance in, 57–69 executive chairman of, 62 governance structure of, 61 ITC-Welcome Group Hotel Chola, 58
J
J&J Medical Helles, 75
J.P. Morgan Chase and Citigroup, 52 Jail Bharo Aandolan, 9
Jan Lokpal, 8
Janssen Pharmaceutica, 74, 76 Jobs, Steve, 3, 23
Johnson & Johnson, 71–85 EUCOMED code of business
practice, 80–81 financial analysis of, 79–80 history of, 72–77
principal subsidiaries of, 73 product recalls, 82–83 turbulence, 77–79 Johnson, Edward Mead, 72 Johnson, James Wood, 72 Joshi, Atul, 142
junk bond status, 52
K
Kejriwal, Arvind, 12 KG Basin, 116 Kurien, T.K., 41
L
Lay, Kenneth, 47, 48 Lokpal Bill, 16–19
M
Mahindra Satyam, 38 Mahmood, Mazher, 94 Markkula, Mike, 3 Maytas Infra Ltd., 125 Maytas properties, 125 McClean, Bethany, 50 McNeil, 78
Meena, Namo, 105
MEWA. See Middle East West Asia (MEWA) Middle East West Asia (MEWA), 77
Miliband, Ed, 92 Mishra, Pinakiranjan, 135 Mithapur, 164
Index.indd 175
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Modern Methods of Antiseptic Wounds Treatment, 72
Mosley, Max, 95
Mudra Communications Private Limited, 102 Multi-Touch, 30
Murdoch, Keith Rupert, 88
N
National Campaign for People’s Right to Information (NCPRI), 16
National e-Governance Plan (NeGP), 38
National Thermal Power Corporation (NTPC), 115 natural gas, 48
NBFC. See nonbanking financial company (NBFC) NCPRI. See National Campaign for People’s
Right to Information (NCPRI)
NELP. See New Exploration and Licencing Policy (NELP)
New Exploration and Licencing Policy (NELP), 117
New York Post, 89, 96
New York Stock Exchange (NYSE), 124, 152 News Corp., 87
News Limited, 89 News of the Screws, 88
News of The World (NoTW), 87–100 background of, 88–90
companies owned by, 99 defamation actions, 95 ethical issues, 95–96 first edition of, 97 global presence, 99
important personalities associated with, 100 industry characteristics that pertain to, 90–92 last edition of, 97
links to police corruption, 94–95 major issues covered by, 94 sales figures of, 98 NIS Sparta, 102
nonbanking financial company (NBFC), 143 NTPC. See National Thermal Power Corporation
(NTPC)
NYSE. See New York Stock Exchange (NYSE)
O
organized retail sector, 145
major national players in India, 145
Ortho-McNeil Pharmacentical, 78 Topamax, 78
P
patent infringement, 28
PBC. See Policy on Business Conduct (PBC) phone-hacking scandals, 94
Policy on Business Conduct (PBC), 74 Porter’s five force model, 25–26, 90–92 Prakruti, 164
Premji, Azim, 39, 142, 143 PricewaterhouseCoopers (PwC), 54 print media, 90
industry analysis, 90
PwC. See PricewaterhouseCoopers (PwC)
R
Raju, Ramalingam, 123, 124 Ralegan Siddhi village, 8 Ramnath, Renuka, 135 Reliance BPO, 102 Reliance Capital, 101
Reliance Communication, 104–105 exclusion from Sensex, 106 revenue dispute, 104–105 Reliance Energy, 105 Reliance Entertainment, 102 Reliance Health, 101
Reliance Industries Limited, 115 selective pricing by, 117 Reliance Infra (R-Infra), 105, 106
exclusion from Sensex, 106 Reliance Infrastructure, 101
Reliance Natural Resource Limited (RNRL), 105 Reliance Power, 102
Remicade, 74
Rhythms Net Connections, 50 Right to Information Act, 8
RNRL. See Reliance Natural Resource Limited (RNRL)
Rooney, Wayne, 95
S
Samsung, 23–31 evolution of, 24
Index 177
vs Apple Inc., 23–31
Satyam Computer Services, 123–133 background of, 124
corporate governance, 129 ethical dilemma in, 127–129 Save Farmland Committee, 155 Screws of the World, 88
SDCs. See State Data Centers (SDCs)
SEBI. See Securities and Exchange Board of India (SEBI)
Securities and Exchange Board of India (SEBI), 126
Singur Land Rehabilitation and Development Act, 155
six sigma, 41–42 Skilling, Jeff, 49
SKUs. See Stock Keeping Units (SKUs) smartphone, 25
software services industry, 36–39 historical background of, 36–37 SPE. See Special Purpose Entity (SPE) Special Purpose Entity (SPE), 51 spectrum scam, 105–106 Star Television, 89
State Data Centers (SDCs), 39
State Wide Area Networks (SWANs), 39 Steam, Douglas, 79
Stock Keeping Units (SKUs), 137 Subhiksha, 135–149
banks and their respective receivables from, 147 business model of, 137
business vision and mission of, 136 corporate governance issues in, 144 ethical issues in, 144–145
failure of, 139–141 financial health of, 141–143 financials of, 147
operations management at, 137–139 promotional schemes by, 137–138 Subramanian, R., 135, 141
Sun Pharmaceutical Industries, 106 supply chain management, 138
SWANs. See State Wide Area Networks (SWANs)
T
tablet industry, 25 tabloid journalism, 92
Tata Chemicals Limited, 161–171 background of, 162
corporate social responsibility by, 163 governance structure of, 167
important CSR initiatives by, 164 organization structure of, 167
philosopher on the code of governance, 163 union tussle at, 164–166
vision, mission and values, 162–163 Tata Consultancy Services Ltd. (TCS), 38 Tata, Jamsetji N., 161
Tata Motors, 151–159 background of, 152–153 balance scorecard of, 168 environmental policy, 157 ethical dilemma in, 156
financial and performance, 169–170 initiatives taken for effective corporate
governance, 168–169 quality policy, 158
and Singur controversy–unethical practices?, 151–171
stock performance of, 170 Tata Nano, 154
land acquisition issue, 154–155 Tata, Ratan, 152
TCS. See Tata Consultancy Services Ltd. (TCS)
The Corian, 89 The Guardian, 93 The Sun, 89
The Wall Street Journal, 89, 96 Time, 77
Trade Dress, 27
Transparency International, 11 Tribeni Tissues Division (TTD), 59 trusteeship, 60
Tsang, Hsi-Tsang Chin, 123
TTD. See Tribeni Tissues Division (TTD) 20th Century Fox, 89
Tylenol, 77–79
U
US energy industry analysis, 47–48
V
Vadlamani, Srinivas, 129
Index.indd 177
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