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London, United Kingdom

Tata Group is an Indian Multinational conglomerate company headquartered in Mumbai, Maharashtra, India. It encompasses seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. Tata Group was founded in 1868 by Jamsetji Tata as a trading company. It has operations in more than 80 countries across six continents. Tata Group has over 100 operating companies with each of them operating independently. Out of them 32 are publicly listed. The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services , Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan Industries, Tata Communications and Taj Hotels. The combined market capitalisation of all the 32 listed Tata companies was INR 8.4 Trillion as of July 2014. Tata receives more than 58% of its revenue from outside India.The Tata Group is owned primarily by various charitable trusts that maintain a majority stake in the holding company. The current chairman of the Tata group is Cyrus Pallonji Mistry, who took over from Ratan Tata in 2012. Tata Sons is the promoter of all key Tata companies and holds the bulk of shareholding in these companies. The chairman of Tata Sons has traditionally been the chairman of the Tata group. About 66% of the Equity of Tata Sons is held by philanthropic trusts endowed by members of the Tata family.The Tata Group and its companies & enterprises is perceived to be India's best-known global brand within and outside the country as per an ASSOCHAM survey. The 2009, annual survey by the Reputation Institute ranked Tata Group as the 11th most reputable company in the world. The survey included 600 global companies. The Tata Group has helped establish and finance numerous quality research, educational and cultural institutes in India. The group was awarded the Carnegie Medal of Philanthropy in 2007 in recognition of its long history of philanthropic activities. Wikipedia.


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News Article | March 1, 2017
Site: cleantechnica.com

Tata Power Solar, part of one of the most reputed industrial conglomerates, has achieved a significant milestone that no other Indian solar module manufacturer has achieved. Tata Power Solar recently announced that it became the first Indian manufacturer to have shipped out 1 gigawatt of solar power modules. The company has seen rapid expansion and growth in production as well as exports over the last few years. Found in 1989 as Tata BP Solar, the company set up it first manufacturing unit in 1991 with a minuscule capacity of 3 megawatts. In 2000, the company achieved Rs 100 crore in sales and also became the first company to upgrade cell manufacturing with a plasma-enhanced vapour deposition system. In 2001, the company achieved Rs 100 crore sales from exports, which increased to Rs 300 crore in 2004. Tata BP Solar increased solar cell manufacturing capacity to 52 megawatts in 2007 and to 84 megawatts in 2009. In 2011, Tata Power Solar became a subsidiary of the Tata Group, following the exit of BP from the joint venture. After that, the company expanded its operations as well as EPC services rapidly to match the expansion in the Indian solar power market. In 2012, the company increased its module manufacturing capacity to 200 megawatts. It also commissioned the world’s largest rooftop solar power project of 12 megawatts of capacity the same year. Last year, the company commissioned a 100 megawatt solar PV project at NTPC’s Anantapur solar power park. The project is the largest solar power project to use Indian-made solar power modules. Tata Power Solar remains one of the largest solar cell and module manufacturing companies in India. As of 31 December 2016, the company had solar cell production capacity of 300 megawatts and solar module manufacturing capacity of 400 megawatts. Buy a cool T-shirt or mug in the CleanTechnica store!   Keep up to date with all the hottest cleantech news by subscribing to our (free) cleantech daily newsletter or weekly newsletter, or keep an eye on sector-specific news by getting our (also free) solar energy newsletter, electric vehicle newsletter, or wind energy newsletter.


News Article | December 20, 2016
Site: www.prweb.com

In response to the former Chairman of Tata Sons Cyrus Mistry’s formation of the Corporate Governance Initiative last Friday, Mr. Pelosi stepped forward today with overwhelming support of the undertaking. Paul Pelosi Jr. has over 15 years of experience advising emerging and Fortune 500 companies in the areas of finance, infrastructure, sustainability and public policy. He advised NASA Ames Research Center, Sunforce Solution International, and the AirPatrol Corporation on a variety of infrastructure projects and has recently been appointed to the advisory board of Oroplata Resources, Inc. as well as spearheading his own initiative Climate 4 Change. In a statement today about his endorsement of the Corporate Governance Initiative, Mr. Pelosi stated “A movement like this on an international platform was long overdue. In a boardroom takeover in October, we watched as Mr. Cyrus Mistry was removed as Chairman of Tata Sons Limited, the holding company of the Tata Group $103 billion Tata Empire, one of the largest conglomerates in India owning brand names such as Land Rover and Jaguar to include partnerships with Starbucks and other large international companies. The sudden removal of Tata Sons' Chairman by Harvard Business School Dean Nitin Nohira at the request of ex-chairman Ratan Tata has ignited a major blow back behind the main reason for his removal. This is particularly concerning to the public and minority shareholders because the stated explanation for the firing has been inconsistent with Chairman Mistry's favorable annual performance reviews leaving many relevant questions unanswered. The move has cost the company $16 billion in market capitalization (value) since the coup attempt a month and a half ago. This type of corporate cronyism at a cost to the shareholder cannot stand.” When asked about the situations relationship in regards to proper corporate governance, Mr. Pelosi went on to say, “Many minority shareholders were surprised to find that the Director Nitin Nohira, Dean of Harvard Business School, did not ensure a more thoughtful removal process such as proper corporate procedures for the removal of a director or chairman as set by the bylaws, or avoiding the appearance of a conflict of interest and having a detailed successor plan in place. It has even been suggested that Nitin Nohira's cooperation and support of the instant firing of Mistry may have been influenced by his personal relationship with Ratan Tata and his $50 million donation to Harvard Business School in 2010 coinciding with Nohiras’ appointment. To me, this becomes the key point when ethics and corporate governance reach critical mass. After all, ethics in business means following basic corporate governance rules, especially in times of distress. It does not mean flip-flopping when it suits individuals at the expense of shareholders and stakeholders. When watching events like this unfold in the public forum, I feel Mr. Mistry’s Corporate Governance Initiative is nothing less than a moral imperative.” Mr. Pelosi then summarized “We all witnessed Nitin Nohira gather the votes to oust a Chairman but did so in an unprecedented and some would deem a questionable way. He added three board members to a body of six, increasing it to nine, only seven weeks before the vote (Imagine a Chief Justice of the US Supreme Court having the ability to add three more judges at his whim in order to change campaign finance laws just weeks before a vote); and then did so at the request of a man who was not even a part of the board at the time, but who was in fact, the ex-chairman, Ratan Tata. Mr. Nohira didn’t even introduce the issue as a subject to vote on in the board meeting. The removal was clearly inconsistent with the governing business corporate law of India under The Companies Act, 2013, which details the importance of a Director's autonomy to ensure an appointees' ability to effectively perform duties. An act like this requires it be scheduled as an item to discuss and vote on at a board meeting. Ironically, what had been put on the board meeting agenda of October 24th 2016 by Cyrus Mistry was a discussion of the lack of corporate governance and ethics within Tata Sons surrounding several dubious business deals with companies they had bought and contracts they had won. “ Mr. Pelosi further cautioned, “You have to realize over thirty percent of India's publicly traded companies seeking foreign investors are controlled by one family, I call them, the ruling families. As we become a more globally inter-dependent world, it’s critical that these ruling families distinguish between their own personal interest and the interests of the corporation. This requires proper corporate governance. Unbeknownst to many, Tata Sons is one of the largest employers in the UK and has several publicly traded companies in the US to include numerous consulting contracts with the US government and several financial institutions. Their decisions do not only affect people halfway around the world; with a global giant like Tata Sons, their decisions affect us all.” Mr. Pelosi concluded his statement saying, “One of the best communications experts in the country Michael Bernoff once told me, “Common sense isn’t always common practice” and when it comes to corporate governance, Cyrus Mistry has identified the challenge and hit the literal nail on the head. It is our responsibility as representatives of the international corporate community to find an ethical balance between the interests of a company's many stakeholders. I believe the Corporate Governance Initiative can be the opening salvo in the pursuit of this outcome.” The Corporate Governance Initiative is committed to assisting organizations adhere to a system of guidelines, practices and procedures by which a company is directed and controlled. The Corporate Governance Initiative will also help companies create policies to find balance between the interests of a company's many stakeholders, such as shareholders, management, patrons, providers, investors, government and the public.


News Article | December 19, 2016
Site: www.prweb.com

On Friday December 16, 2016, Former Chairman for the Indian conglomerate Tata Sons Mr. Cyrus Mistry officially announced the formation of the Corporate Governance Initiative. Given the State of Affairs in Tata Sons, Mr. Mistry felt the need to form an organization of professionals and corporate executives to work towards proper corporate governance. “As Chairman, I felt proper corporate governance should not be an aspiration, but rather, it should be our standard of practice”. Mr Mistry’s announcement following the October 24 Tata Sons boardroom coup that removed Mistry as chairman and also introduced resolutions for consideration by the Tata Chemicals and Tata Steel Extraordinary General Meetings to remove Mr. Wadia as an independent director, accusing him of acting in concert with Mr. Mistry and galvanizing other independent directors. Recent articles in the New York Times and The Hill display the current disarray and public lack of confidence in Tata Sons which strongly suggests that this is an initiative that definitely must occur, Mr. Mistry went on to say “The brands we represent are not just within our country, but International brands; I feel that businessmen and shareholders from around the world should come together and support the proper corporate governance not only in our company but other institutions as well”. Tata Sons Limited is the holding company of the Tata Group the holding company for the $103 billion Tata Empire and one of the largest conglomerates in India owning brand names such as Land Rover Jaguar to include partnerships with Starbucks and other large international companies. When asked what he felt this initiative could accomplish in the short term, Mr. Mistry said, “I will work on protecting the interests of the Tata group and realizing the vision of our founder until my last breath. I feel I must do everything in my power to speak for the minority shareholders and fight against a pay to play corporate mentality and for proper corporate governance”. Mr Mistry and his cause have been receiving positive response from Indian media outlets as the organization has been active over the past several weeks using social media to help spread its message rapidly even trending on Twitter and Facebook using hashtags such as #Cyrusforgovernance and #CorporateGovernance Currently in India there are several programs being initiated by the government in support of proper corporate governance, Mr. Mistry says “I applaud their efforts, but I think that we can do more together. I believe this something we must work towards and remove the corporate cronyism which seems to be rampant in our current system of business”. As one of the first orders of business, The Corporate Governance Initiative has begun reaching out to US companies and executives to join the movement by using their influence and interests in Indian based companies to review and question current practices. Mr. Mistry concluded by saying “In Tata Code of Conduct, the Code says: “We will be fair, honest, transparent and ethical in our conduct; everything we do must stand the test of public scrutiny.” The Corporate Governance Initiative will help to one day achieve that goal, because as of today, we are not there”. About Us The Corporate Governance Initiative is committed to assisting organizations adhere to a system of guidelines, practices and procedures by which a company is directed and controlled. The Corporate Governance Initiative will also help companies create policies to find balance between the interests of a company's many stakeholders, such as shareholders, management, patrons, providers, investors, government and the public.


News Article | November 25, 2016
Site: www.theguardian.com

Tata is preparing to commit to its UK steel operations, including the vast Port Talbot works, for at least the next 10 years, in a move which would secure the future of more than 11,000 steel workers and deliver a major boost to the government. Lord Bhattacharyya, one of the group’s closest advisers, said Tata is preparing “major announcements about growth in Tata Steel”, and is “resolving” the problems facing the business. He also said the company is halting the sale of its speciality steels arm, which is part of Tata Steel UK and employs about 2,000 people in northern England. Bhattacharyya is close to Ratan Tata, the chairman of Tata Group, and advised him on the purchase of Corus, which was previously British Steel, and Jaguar Land Rover almost a decade ago. He is the founder and chairman of Warwick Manufacturing Group, a research partnership between the University of Warwick and leading manufacturers. He is also a member of the panel that will choose Tata’s successor as group chairman. The future of Tata Steel UK and its 11,000 workers has been in doubt since the Indian company announced a review of the business in March, amid mounting losses and heavy debts. The entire UK business was initially put up for sale before Tata Steel pulled out of talks to focus on a merger of its European operations, including the UK business, with the German group ThyssenKrupp. Talks with ThyssenKrupp have been continuing, but Tata sources say the company is now willing to commit to its UK sites whether this deal goes ahead or not. Bhattacharyya was talking at a meeting of political and automotive leaders from the Midlands on Thursday evening, which included Greg Clark, the business, energy and industrial strategy secretary. The government has been fiercely criticised for not doing enough to help the steel industry, which has struggled due to mounting energy costs and China dumping cheap steel in Europe, which has driven down prices. The Labour peer said: “Of course we went through some problems as you have read in the press in the last few months but we are now resolving it and we are working with everybody, with the workers, local authorities and government, in order to make sure that Tata produces steel here for the next 10 years at least. We will do that.” Bhattacharyya claimed Britain “has got a lot of skill in steel”, adding: “We have been going through some problems of course, temporary problems, but nevertheless I think we are on the verge of solving it. We will work with Jaguar Land Rover to introduce thin steels for the new generation of cars.” The future of Tata Steel UK’s pension scheme, the British Steel pension scheme, has been a major obstacle to the future of the business. It has liabilities of more than £15bn and 130,000 members, making it one of the biggest retirement schemes in the country. The company has been in talks with the government about spinning the pension scheme off into a new vehicle disconnected from Tata Steel, which could prove hugely controversial if it is finalised.


News Article | February 22, 2017
Site: www.prnewswire.co.uk

Tata Elxsi has announced that it has partnered with NOS to accelerate RDK deployment by leveraging Tata Elxsi's deep expertise and off-the-shelf solutions for RDK rollout. Tata Elxsi works with leading operators across the globe on DevOps transformation, helping them with strategy, consulting, execution - along with implementation of relevant tools and technologies. With operators aiming to improve user experience and innovate faster, Tata Elxsi's DevOps platform becomes the key. Besides enabling program stakeholders to collaborate better, Tata Elxsi's pre-built DevOps environment helps customers deploy Incremental Staged Verification with FalconEye, a field proven CI friendly test automation framework. DevOps is not just about technology; it is a transformation of organization culture and requires vendors to align. Strong relationships and partnerships within the ecosystem including OEMs, SoC and ISVs, have enabled Tata Elxsi to partner with operators in driving the DevOps transformation. "Continuous integration environment and a fine tuned test strategy are two key aspects to accelerate release cycles in RDK rollout. Leveraging its DevOps platform and deep to accelerate platform rolloutsexpertise in RDK testing, Tata Elxsi has helped leading operators to fast-track RDK deployment. We are proud to be a key partner to NOS at this juncture of transformation with RDK," said KP Sreekumar, VP Broadcast Business, Tata Elxsi. "Continuous integration is key for NOS future Product Strategy. We need the ability to quickly deploy new customer engaging features, services and products, as well as correct bugs in the field as we discover them. RDK in a continuous integration environment gives us the tools that we need to achieve these objectives," said Pedro Bandeira, Product Development Director at NOS. At the RDK Americas Summit 2017 on February 28th to be held in Denver, Colorado, Tata Elxsi will demonstrate its suite of solutions that help operators streamline and accelerate rollout. This also includes RDK Prime - a next generation, ready to use application suite with inbuilt app store, cloud DVR and a host of other features. Tata Elxsi is a leading global design and technology services company and a part of the $100+ billion Tata Group. Tata Elxsi has 25+ years of engineering and integration experience, global delivery capability and a rich ecosystem of customers and partners across the broadcast ecosystem. It helps customers across various stages - from assessing technology strategies and developing proof-of-concepts, through actual development, system integration, testing, deployment and maintenance engineering. Tata Elxsi is a platinum ASP partner to RDK LLC and has directly participated in commercially deployed RDK solutions with all leading operators. Together with the right mix of system integration and testing capability, pool of RDK experts, partnerships, ready to use infrastructure and solutions; Tata Elxsi is a preferred partner for RDK deployments across the globe. NOS is the biggest communications and entertainment group in Portugal. It offers latest generation fixed and mobile phone, television, Internet, voice and data solutions for all market segments. It is leader in Pay TV, new generation, broadband services and in cinema exhibition and distribution in Portugal. In the business segment, it has positioned itself as a sustainable alternative in the Corporate and Mass Business segments, offering a broad portfolio of products and services with tailor-made solutions for every sector and businesses of different sizes, complementing its offer with ICT and cloud services. NOS is part of the main Portuguese stock exchange index (PSI-20) and has more than 4,2 million mobile phone, 1.5 million television, 1.6 million fixed telephone and 1.2 million fixed broad band Internet customers.


News Article | October 27, 2016
Site: www.businesswire.com

新德里--(BUSINESS WIRE)--(美国商业资讯)--XPRIZE首席执行官Marcus Shingles和XPRIZE全球扩张执行董事Zenia Tata今天在新德里举行的联合国日(United Nations Day)招待会上宣布推出两项全新竞赛:丰富水源XPRIZE竞赛(Water Abundance XPRIZE)和Anu与Naveen Jain赞助的妇女安全XPRIZE竞赛(Women’s Safety XPRIZE)。 奖金175万美元的丰富水源XPRIZE竞赛由塔塔集团(Tata Group)和澳大利亚国际发展署(Australian Aid)共同赞助,旨在寻求突破性解决方案,以应对两大紧迫挑战,该竞赛的设立目的在于利用从稀薄空气中汲取淡水的节能技术缓解全球水危机。丰富水源XPRIZE竞赛将对来自世界各地的团队提出挑战,即打造一款设备,利用100%可再生能源,每天从大气中提取至少2,000升的水,而每升所需的成本不超过2美分,从而彻底改变淡水的供应状况。这项为期两年的竞赛包含5个月的团队注册时间、7个月的初步解决方案开发时间,以及12个月由专家小组进行测试并评


News Article | March 4, 2016
Site: news.mit.edu

Amos Winter may be an assistant professor of mechanical engineering at MIT, but he describes one of the most important aspects of his job as “detective work.” That’s what he, MIT PhD candidate Natasha Wright, and their fellow researchers did for two years before coming up with a potential solution to issues of clean-water access in India. It paid off. Their research team, sponsored by the MIT Tata Center for Technology and Design and its partner, the Indian firm Jain Irrigation Systems, won the United States Agency for International Development (USAID)’s Desal Prize earlier last year with their design of a solar-powered electrodialysis desalination system. The detective work began when Jain Irrigation pointed out that small-scale farmers in India who use Jain’s irrigation systems often lack access to safe drinking water. Winter, Wright, and others on the Tata Center team spent two years meeting with farmers and village dwellers trying to understand the reason for drinking water shortages in rural Indian communities. They expected the villagers’ primary concern to be contamination of water by bacteria. But in their meetings, the team identified another, generally overlooked contaminant in India’s water: salt. “What can happen frequently,” Winter says, “is that people who only have access to a salty drinking source won’t want to drink [the water] because it tastes bad. Instead, they’ll go drink from a surface source like a pond or a river that can have biological contaminants in it.” By removing salt from water sources, the team could more than double the groundwater available to villagers for drinking. The announcement of the USAID Desal Prize competition hit shortly after the team published a paper on the importance of desalination to clean drinking water. Background research already in hand, the team connected a trailer containing their prototype system to a Tata Center-supplied truck and drove it to the competition in New Mexico. And in a pool that had close to 70 applicants, they won. In fact, they were the only entry to meet all of USAID’s specifications for flow rate and salinity. The win was game-changing. According to Winter, the Desal Prize has seriously accelerated the typical development timeline for a project like this. Winning the prize has connected him and Wright with other major players in the clean water space, and international expertise provided by USAID has put more potential locations for the new desalination system on the team’s radar. One of them is Gaza. “It’s pretty exciting,” Winter says, “because the needs and requirements for off-grid desalination [in the Middle East] are very similar to those in India.” First, though, the team has to work out a few kinks in the technology. Winter identifies two major “pain points”: the overall materials cost of the system and the energy needed to pump water through it. The only “real necessary power” for running the system is the power required by the electrodialysis technology to separate the ions of salt from the rest of the water, Winter says. Cutting down other energy consumption would both conserve power and bring down cost. One way to cut cost could be to wean the system off battery usage. In fall 2015, the team began researching whether their system could run effectively on solar energy without using batteries as a buffer to store energy when the sun is down. The research involves conducting pilot tests in which farmers come to one of Jain Irrigation’s test farms in India and use the system in real time. Their experience will shed light on whether demand for water throughout the day aligns with the availability of solar energy. Winter and Wright have also just signed a three-year contract with Tata Projects, an engineering subsidiary of the Tata Group currently focusing on village-scale water systems. Tata Projects already has a well-developed reverse-osmosis water-purifying operation, but it wants to expand to off-grid communities — places where solar-powered electrodialysis desalination would be a better option. Tata Projects is also looking into the possibility of using the technology in specific subsets of urban environments, such as apartment complexes. “There are a number of market opportunities for this technology beyond just small-scale villages,” Winter says. The work, of course, is far from done. “The research that we’re doing now, and that the Tata Center in general does, involves tackling problems in emerging markets that require high-performance but relatively low-cost solutions,” Winter says. “We don’t just say, ‘OK, we’re going to make a technology [in our lab] and then see if we can commercialize it.’ We try to understand from the start the user-centered, real-life requirements for a technology so we can design to meet them.” Not elementary at all, but certainly the work of good detectives.


Partners deploying Office 365 and Skype for Business can gain a strategic advantage in white-labelling Tata Communications Transformation Services NAaaS offer and services built under the Skype Operations Framework to help enterprise customers improve employee productivity and operational excellence Mumbai, 27 February 2017 – Tata Communications Transformation Services Limited (TCTSL), a leading Telco transformation and managed services provider and wholly owned subsidiary of Tata Communications, today announced it is delivering a Network Assessment as a Service (NAaaS) offer and add-on services for Office 365 built under the Skype Operations Framework (SOF) to facilitate digital workspace collaboration. TCTSL will deliver and provide support for Skype for Business deployment models and offer network readiness and support services to Office 365 partners under a white-label agreement. TCTSL has packaged years of valuable telecommunications network management experience in its Network Assessment as a Service (NAaaS). Since most of the performance issues that surround Universal Communication and Collaboration (UCC) initiatives are attributed to communication networks, early stage assessment from TCTSL will bring relief for operators and managed service providers embarking on UCC platform deployments. To provide the best user experience, NAaaS will help operators and managed service providers take the right first steps in the deployment of their UCC platforms by using TCTSL’s services that apply the Skype Operations Framework (SOF) to assess critical components across applications, networks and endpoints. Giovanni Mezgec, General Manager, Office Partner Marketing states, “TCTSL’s network assessment offering and support services built under the Skype Operations Framework (SOF) enables it to support Office 365 partners in delivering a multi-faceted approach for the successful deployment of Office 365 and Skype for Business to enterprise customers.” TCTSL will provide essential and advanced network assessment services using defined parameters within SOF and remediation services, including network infrastructure upgrade and security audit and compliance. TCTS will also offer network assessment as managed services and manage performance issues at a mutually agreed frequency for Office 365 partners. Sandeep Bhatnagar, CEO of TCTSL noted, “For a distributed and virtual workforce, there is ever-increasing dependency on collaboration platforms. Industry analysts estimate that more than 50% of the team coordination and communication will occur via mobile group’s collaboration apps by 2018. It is a business priority for all enterprises to provide consistent and seamless user experience to enhance employee productivity across devices and locations. Managing real-time communication relies on network quality; the expectations become even higher, when the network infrastructure is used for voice and video connectivity. Our NAaaS offer and support services can help Office 365 and Skype for Business providers leverage our years of experience in complex, carrier grade network management and best practices to maximize and deliver the best results on an enterprise customer’s network.” TCTSL’s Network Assessment as a Service is developed to address the most complex real world enterprise network issues around the UCC. It offers a best in class network assessment framework to accelerate Office 365 managed services for Telcos. TCTSL has a significant pool of Skype Operations Framework trained professionals and highly skilled technical consultants along with its NAaaS white-labeled service to partners to support ala-carte (site to the cloud, site to site, one time, managed services, etc.) deployment models. About Tata Communications Transformation Services Limited Tata Communications Transformation Services Limited (TCTSL), a 100% subsidiary of Tata Communications Ltd, provides business transformation, managed network operations, network outsourcing and consultancy services to telecom companies around the world. TCTSL delivers operational efficiency, cost transformation and revenue acceleration solutions for all the stages of the carrier process lifecycle, including but not limited to network engineering and design, implementation and operations functions. TCTSL offerings are predominantly targeted to Communication Services Providers (CSPs) globally and provides the much desired FREEDOM and CHOICE for CSPs to avoid vendor lock-ins by partnering with a neutral TRANSFORMATION SERVICES provider with multi-domain, multi-vendor skillset. TCTS is a part of the US$100+ billion Tata Group. TCTS is headquartered in Mumbai, India with global offices spread across Europe, North America, Middle East and Asia. TCTS has two world class India delivery centres in Pune and Chennai. These facilities operate completely independently from its parent affiliate, preserving full confidentially in managing all customers' business processes and operations. About Tata Communications Tata Communications Limited (CIN no: L64200MH1986PLC039266) along with its subsidiaries (Tata Communications) is a leading global provider of A New World of Communications™. With a leadership position in emerging markets, Tata Communications leverages its advanced solutions capabilities and domain expertise across its global and pan-India network to deliver managed solutions to multi-national enterprises, service providers and Indian consumers. The Tata Communications global network includes one of the most advanced and largest submarine cable networks and a Tier-1 IP network with connectivity to more than 240 countries and territories across 400 PoPs, as well as nearly 1 million square feet of data centre and collocation space worldwide. Tata Communications’ depth and breadth of reach in emerging markets includes leadership in Indian enterprise data services and leadership in global international voice. Tata Communications Limited is listed on the Bombay Stock Exchange and the National Stock Exchange of India. Forward-looking and cautionary statements Certain words and statements in this release concerning Tata Communications and its prospects, and other statements, including those relating to Tata Communications’ expected financial position, business strategy, the future development of Tata Communications’ operations, and the general economy in India, are forward-looking statements. Such statements involve known and unknown risks, uncertainties and other factors, including financial, regulatory and environmental, as well as those relating to industry growth and trend projections, which may cause actual results, performance or achievements of Tata Communications, or industry results, to differ materially from those expressed or implied by such forward-looking statements. The important factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements include, among others, failure to increase the volume of traffic on Tata Communications’ network; failure to develop new products and services that meet customer demands and generate acceptable margins; failure to successfully complete commercial testing of new technology and information systems to support new products and services, including voice transmission services; failure to stabilize or reduce the rate of price compression on certain of the company’s communications services; failure to integrate strategic acquisitions and changes in government policies or regulations of India and, in particular, changes relating to the administration of Tata Communications’ industry; and, in general, the economic, business and credit conditions in India. Additional factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements, many of which are not in Tata Communications’ control, include, but are not limited to, those risk factors discussed in Tata Communications Limited’s Annual Reports. The Annual Reports of Tata Communications Limited are available at www.tatacommunications.com. Tata Communications is under no obligation to, and expressly disclaims any obligation to, update or alter its forward-looking statements.


The journey from a Communication Service Provider (CSP) to a digital service provider (DSP) is not easy, nor a linear process. The transformation requirements, extent and priorities will vary for individual CSPs. However, the business outcome should increase revenue and streamline service delivery for CSPs, while customers receive an improved user experience, contextual, real-time service and support. Barcelona and Mumbai, 28 February 2017 – Tata Communications Transformation Services Limited (TCTSL), a leading Telco transformation and managed services provider and wholly owned subsidiary of Tata Communications, launches the digital transformation roadmap to enable CSPs to derisk their transformation journey at Mobile World Congress (MWC) 2017. The roadmap prepared in partnership and consultation with OVUM Consulting, systematically lists out impending priorities for CSP types belonging to various market segments and is a starting point for CSP leaders, managers and evangelists to build their unique transformation roadmap. The digital transformation roadmap will help CSPs identify and prioritise their transformation programs and derisk their transformation journey. In this roadmap, OVUM with TCTSL has identified transformation priorities which span across network technologies and network management systems, digital support systems (OSS/BSS), business process systems and functions and business-led tasks. The nature and the size of the transformation priorities depend on the maturity and the nature of the CSP. The digital transformation undertaken by CSPs will vary because every service provider has a different starting point with regards to existing platforms, processes, and organisational structures. However, there are considerations and steps that are common to CSPs of a similar type. These common considerations make it possible to create a framework or roadmap to guide particular categories of CSPs through their journey. Ovum has identified indicative roadmaps for six key service provider segments, outlining the steps that typically need to be taken by these CSPs across a number of different domains if they want to deliver a successful transformation. The findings to these roadmaps for different CSPs market segments was primary research conducted with 60 global service providers, which has helped identify the key short-term, mid-term and longer term priorities for each segment. This report accompanies and supports these six transformation roadmaps and summarise the key activities that need to be carried out over a short-term (0–6 months), medium-term (7–24 months), and longer term (over 24 months) timescale. The report also explains why certain CSP segments should prioritise particular tasks at different stages of their development. Speaking at the launch, TCTSL Chairman Madhusudhan Mysore noted: “We are in the midst of digital revolution. Operators will have to quickly rethink their approach to transformation to drive web-scale efficiencies, co-innovate or collaborate with technology innovators to rapidly identify new sources of revenue. The change will not only entail processes, people, technology and operating models but would also permeate across the department boundaries within the Telco organisation as well as the associated ecosystem of partners, vendors and eventually the customers.” These roadmaps will act as a starting point for CSPs community to not just in implementing specific platform, process, organisational, and cultural changes, but in also providing guidance on their overall journey. Such guidance can take various forms, but at its heart there needs a transformation. “With the digital transformation roadmap for communication service providers we plan to meet Telco CxOs and their teams globally in our Telco Transformation workshops. During these events, we will discuss and detail-out transformation priorities for individual Telcos to build custom transformation roadmaps and deliberate on larger partnership in areas where TCTS can help,” mentioned TCTSL, Chief Executive Officer, Sandeep Bhatnagar. “We believe that while individual transformation priorities for each service provider will be unique, an indicative framework for transformation can help operators with more efficient execution and de-risk their transformation projects.” To schedule a digital transformation workshop and receive your copy of the report, write to us at tcts.contactus@tatacommunications.com. This report is prepared by OVUM consulting, in partnership with Tata Communications Transformation Services (TCTSL), based on a combination of primary and secondary research, including briefings, interviews, surveys, and industry events. It also utilises Ovum’s ongoing research into service provider networks, operations and IT. About Tata Communications Transformation Services Limited Tata Communications Transformation Services Limited (TCTSL), a 100% subsidiary of Tata Communications Ltd, provides business transformation, managed network operations, network outsourcing and consultancy services to telecom companies around the world. TCTSL delivers operational efficiency, cost transformation and revenue acceleration solutions for all the stages of the carrier process lifecycle, including but not limited to network engineering and design, implementation and operations functions. TCTSL offerings are predominantly targeted to Communication Services Providers (CSPs) globally and provides the much desired FREEDOM and CHOICE for CSPs to avoid vendor lock-ins by partnering with a neutral TRANSFORMATION SERVICES provider with multi-domain, multi-vendor skillset. TCTS is a part of the US$100+ billion Tata Group. TCTS is headquartered in Mumbai, India with global offices spread across Europe, North America, Middle East and Asia. TCTS has two world class India delivery centres in Pune and Chennai. These facilities operate completely independently from its parent affiliate, preserving full confidentially in managing all customers' business processes and operations. About Tata Communications Tata Communications Limited (CIN no: L64200MH1986PLC039266) along with its subsidiaries (Tata Communications) is a leading global provider of A New World of Communications™. With a leadership position in emerging markets, Tata Communications leverages its advanced solutions capabilities and domain expertise across its global and pan-India network to deliver managed solutions to multi-national enterprises, service providers and Indian consumers. The Tata Communications global network includes one of the most advanced and largest submarine cable networks and a Tier-1 IP network with connectivity to more than 240 countries and territories across 400 PoPs, as well as nearly 1 million square feet of data centre and collocation space worldwide. Tata Communications’ depth and breadth of reach in emerging markets includes leadership in Indian enterprise data services and leadership in global international voice. Tata Communications Limited is listed on the Bombay Stock Exchange and the National Stock Exchange of India. Forward-looking and cautionary statements Certain words and statements in this release concerning Tata Communications and its prospects, and other statements, including those relating to Tata Communications’ expected financial position, business strategy, the future development of Tata Communications’ operations, and the general economy in India, are forward-looking statements. Such statements involve known and unknown risks, uncertainties and other factors, including financial, regulatory and environmental, as well as those relating to industry growth and trend projections, which may cause actual results, performance or achievements of Tata Communications, or industry results, to differ materially from those expressed or implied by such forward-looking statements. The important factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements include, among others, failure to increase the volume of traffic on Tata Communications’ network; failure to develop new products and services that meet customer demands and generate acceptable margins; failure to successfully complete commercial testing of new technology and information systems to support new products and services, including voice transmission services; failure to stabilize or reduce the rate of price compression on certain of the company’s communications services; failure to integrate strategic acquisitions and changes in government policies or regulations of India and, in particular, changes relating to the administration of Tata Communications’ industry; and, in general, the economic, business and credit conditions in India. Additional factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements, many of which are not in Tata Communications’ control, include, but are not limited to, those risk factors discussed in Tata Communications Limited’s Annual Reports. The Annual Reports of Tata Communications Limited are available at www.tatacommunications.com. Tata Communications is under no obligation to, and expressly disclaims any obligation to, update or alter its forward-looking statements.


News Article | January 5, 2016
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