Ratan Tata seen as adverse to exiting UK biz, confusion reigns

The company's loss-making unit Port Talbot is saddled with a huge liability of British Pension Scheme for its 1.4 lakh employees.

MUMBAI: Confusion reigns at Tata Steel regarding the future of UK steel business as Chairman Cyrus Mistry steps down and Ratan Tata makes a comeback.

Tata Steel is currently in discussion with German company ThyssenKrupp for a joint venture for its Netherlands and UK business, which includes loss-making Port Talbot plant. Port Talbot plant was up for sale in March and seven bidders were shortlisted from across the globe. However, the sale was put on hold a JV was pursued instead.

Sources close to the matter say that Cyrus Mistry was keen to get rid of the struggling UK business but was held back due to the objections from Ratan Tata, who bought the behemoth in 2007 at the peak of commodity cycle for $12.1 billion making it then one of the largest overseas acquisition by an Indian company.

"The conditions of the sale or joint venture are likely to change as Tata is back. The change in top management is definitely going to have a bearing on the future of Port Talbot as Ratan Tata originally bought it," said a person close to the matter. "Ratan Tata is much more accessible than Mistry. We are waiting for updates."

The company's loss-making unit Port Talbot is saddled with a huge liability of British Pension Scheme for its 1.4 lakh employees including the present and retired employees. The scheme has been a sticking point for many likely buyers.

Also read: Analysts expect knee jerk reaction to Cyrus Mistry ouster
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It was put on the block when all efforts to turnaround the business failed. The British steel industry is under a crisis after cheaper Chinese imports flooded the market driving prices down.

Tata Steel shares have risen 31 percent to Rs. 426.20 a piece since the announcement in March to exit the UK business.
Was Tata Sons unhappy with Cyrus Mistry's performance?
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Text: Economictimes.com

Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucracy in the system that has gone unchallenged for years.

While Mistry, who would have completed four years at the helm in December, or any others from the group is yet to give out a reason behind this sudden decision, here are our guesses.
Text: Economictimes.com Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucr..
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In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now employing that capital in new products. I think the journey is going to be long and not for the faint hearted."
In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now ..
Read More
Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in each other — has made it difficult for the group to make the most of its identity as a diversified conglomerate. An insider said, "There is an inherent bureaucracy in the system that has gone unchallenged for years."
Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in eac..
Read More
Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses.

It has even shown a strange reluctance to focus on the growing Indian market; the international market still accounts for two-third of overall revenues at $70 billion. The performance of the group, nearly four years into Mistry’s reign as Tata boss, has largely been listless. The head of a top investment fund says Mistry has a very tough job.
Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses. It has even shown a strange reluctance to focus on the gro..
Read More
Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break hierarchical structures, according to Tata insiders.

He has shone a light on critical requirements like going digital and being agile, and has clearly placed his finger on the right issues, stressing sustainable, profitable growth."
Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break h..
Read More
By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed strategy.

Even the in-house interview offered few cues. To confront the challenging situations would ultimately "entail hard decisions on pruning the portfolio", according to Mistry.
By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed..
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Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the right questions and understanding geopolitics, technology and societal issues.

Mistry often attended classrooms that have professors and academicians sharing knowledge. He recently attended a digital marketing session addressed by Facebook executives and conducted by Harvard University.
Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the ri..
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Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bombay House, the Tata headquarters, talking animatedly with CEO Guenter Butschek.
Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bomba..
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What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses.

A top investment fund CEO criticised the delay in appointing a CEO for Tata Motors after Karl Slym’s death in 2014. "Why could not the group have deployed a smart leader like Chandra (TCS boss N Chandrasekaran)? The group has to create a strong leadership pipeline."
What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses. A top investment fund CEO criticised the delay in appointing a ..
Read More
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