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Case Study 3

from Part III - Towards a Framework for Empowerment

Published online by Cambridge University Press:  05 November 2011

Usha Jumani
Affiliation:
Fellow, Indian Institute of Management, Ahmedabad
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Summary

Tata Chemicals Ltd. (TCL) was incorporated in 1939 and began producing soda ash in 1944. It is one of India's leading producer of inorganic chemicals such as soda ash, caustic, sodium bicarbonate, industrial and edible salts, and marine chemicals. It also produces cement, gypsum, and fertilisers. It is a pioneer in the iodised salt category and the market leader in branded salts. The inorganic chemicals complex in Mithapur, Gujarat is the largest and most integrated plant in India. The fertilisers unit at Babrala in Uttar Pradesh is the most energy efficient urea plant in the country. The very founding of the company was an act of defiance against international monopolies. This has instilled a sense of national pride and self-reliance in all the people at TCL.

A Tata Group company, it is among the top 20 companies in the Group which are referred to as core companies. The Tata Group is one of the oldest and highly respected industrial groups in India with a service track record of 124 years. The turnover of TCL was Rs. 1,512 crores in 2001–02. It employs about 2,900 people.

The Vision of the company is articulated in the following words:

‘With our expertise in chemistry we shall create solutions and services that enrich the lives of people.’

The Mission Statement of the company is:

Our success will be achieved by attaining unassailable cost levels and becoming globally competitive in all our product and service offerings; by consistently enhancing shareholder value; by reinforcing our commitment to the environment and the community around us; by conducting ourselves with dignity.

Our people are our strength and we will create an environment which encourages innovation, teamwork and knowledge.

Type
Chapter
Information
Empowering Society
An Analysis of Business, Goverment and Social Development Approaches to Empowerment
, pp. 211 - 222
Publisher: Foundation Books
Print publication year: 2006

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  • Case Study 3
  • Usha Jumani, Fellow, Indian Institute of Management, Ahmedabad
  • Book: Empowering Society
  • Online publication: 05 November 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968240.022
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  • Case Study 3
  • Usha Jumani, Fellow, Indian Institute of Management, Ahmedabad
  • Book: Empowering Society
  • Online publication: 05 November 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968240.022
Available formats
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Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

  • Case Study 3
  • Usha Jumani, Fellow, Indian Institute of Management, Ahmedabad
  • Book: Empowering Society
  • Online publication: 05 November 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968240.022
Available formats
×