Will withdraw brand rights: Tata warns defiant companies

The threat comes against the backdrop of Tata Sons calling extraordinary meetings of shareholders to drop Mistry from the boards of listed companies.

Will withdraw brand rights: Tata warns defiant companies
MUMBAI: Tata Sons, which owns the trademark Tata, would consider withdrawing its usage rights from group companies that are backing ousted chairman Cyrus Mistry. The independent directors at two group companies — Indian Hotels and Tata Chemicals — have backed Mistry's continuation as chairman already.

The threat comes against the backdrop of Tata Sons calling extraordinary meetings of shareholders to drop Mistry from the boards of listed companies. Tata Group insiders have slammed independent directors backing Mistry, stating they haven't fulfilled their fiduciary responsibilities to secure the future of the operating companies.

"The shareholders will have to decide if these companies should remain part of Tata or not, and if they will be as strong under a Mistry pedigree," one of the Tata Trusts members said. The trusts are principal shareholders of Tata Sons having a 66% interest in the holding company of the conglomerate.

Tata Chemicals, which backed Mistry on Thursday, uses the trademark for Tata Salt, among other products. The group companies using the Tata brand pay a maximum of Rs 75 crore to Tata Sons. The brand usage fee was introduced by Ratan Tata in 1996. The Tata brand was valued at $13.7 billion by the UK-based Brand Finance in July this year.

Last week, after the IHCL board backed Mistry, trustees had voiced similar views suggesting that bank guarantees executed in favour of the company could be withdrawn. Most of the struggling, debt-laden Tata companies are heavily dependent on the parent Tata Sons. Any uncertainty in this regard could spike the interest cost for these companies and even force banks to ask for a financing rejig, sources said.
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What went wrong and why Cyrus Mistry was shown the door
1/5
Text: Economictimes.com

Cyrus Mistry’s term ended rather abruptly on Monday, earning him the dubious distinction of being the chairman of Tata Sons for the shortest time. Nowroji Saklatwala had a six-year run compared to Mistry’s four. Therefore, it’s a bit harsh to judge Mistry, given that he had a brief innings and perhaps needed more time to leave any kind of an imprint.

However, here are some possible reasons that might have made Tata felt Cyrus may not the best bet for long-term.
Text: Economictimes.com Cyrus Mistry’s term ended rather abruptly on Monday, earning him the dubious distinction of being the chairman of Tata Sons for the shortest time. Nowroji Saklatwala had a s..
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Just two months ago, in June, Mistry had cleared Tata Power’s $1.4-billion acquisition of Welspun’s solar farms without seeking approval from either Tata or other key shareholders.

“Tata Power is a cash guzzler but generates very little profit. Yet, when it’s embarking on its biggest buyout, a principal shareholder is kept in the dark. That’s unprecedented in Bombay House (Tata Group headquarters),” said an old-time group insider.
Just two months ago, in June, Mistry had cleared Tata Power’s $1.4-billion acquisition of Welspun’s solar farms without seeking approval from either Tata or other key shareholders. “Tata Power is a ..
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The earliest signs of strain between Tata and Mistry were evident when he sacked Indian Hotels managing director Raymond Bickson in 2014. Bickson, perceived to be close to Tata , was replaced with Hyatt veteran Rakesh Sarna. Matters worsened when Mistry continued with Sarna despite alleged complaints against him.

“Mistry’s eye for talent is also being questioned. The people he has hired are not inspirational leaders, just individuals,” said a former Tata Motors executive. But the crucial post of the Group CFO remained vacant for almost 3 years after the retirement of Ishaat Hussain.

The creation of the Group Executive Council (GEC) as Mistry's main brain trust had upset many in Tata Sons who perceived it as a parallel power centre. Only a handful of its members had actual operational experience of running a business.
The earliest signs of strain between Tata and Mistry were evident when he sacked Indian Hotels managing director Raymond Bickson in 2014. Bickson, perceived to be close to Tata , was replaced with Hy..
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There was a fundamental disconnect between Mistry and Tata, particularly with regard to ethos, values, vision and the direction that the group was headed in. Detailed letters were sent to Mistry asking him to spell out his vision, five-year plan, etc, but the responses were vague and non-specific.

Things got aggravated as the chairman of Tata Sons and Tata Trusts were not the same individual. The former was not a Tata family member but represented the single largest shareholder while the latter was custodian of a century old legacy. "Confrontation was inevitable," felt a Mumbai based CEO of a global investment bank who has been working closely with the Tata Group for over two decades.
There was a fundamental disconnect between Mistry and Tata, particularly with regard to ethos, values, vision and the direction that the group was headed in. Detailed letters were sent to Mistry aski..
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Mistry’s critics point out that he did not relinquish his Irish citizenship though as Tata Sons chairman he should have.

Concerns were also voiced about conflict of interest regarding award of contracts to construction companies of the Shapoorji Pallonji Group even after Mistry took over. This, many feel, gave more ammunition to Tata Trusts to strike back.
Mistry’s critics point out that he did not relinquish his Irish citizenship though as Tata Sons chairman he should have. Concerns were also voiced about conflict of interest regarding award of contr..
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