BEING ETHICAL! - Tata Power · BEING ETHICAL! 16 22 28 Ethics: An ... Harish Menon, Kashmira...

Vol. 42, Issue 4, October 2016A Tata Power Group Magazine

Guest Editors’ Special

Highlights

08

Ethics at Tata Power - An Overview

BEING ETHICAL!

16 22 28

Ethics: An outside-in view

Ethical practices in our subsidiaries

The Ethical Trickle!

32

In a fix!

WRITE TO US AT:

[email protected] or Corporate Communications, Tata Power, Bombay House, 3rd Floor, 24, Homi Mody Street, Mumbai 400 001.

DISCLAIMER:

The views expressed in this magazine are not necessarily those of the management of Tata Power. Edited and published by the Corporate

Communications, Tata Power.

ACKNOWLEDGEMENT:The editorial team would like to thank all contributors for sharing their valuable inputs and opinions on the various topics covered in the pages inside. We would like to extend our heartfelt thanks to the following for their contribution and efforts: Dr. Mukund Rajan, Timothy Erblich, Harish Menon, Kashmira Mewawala, Tripti Roy, Naresh Pinge, Neville Gandhi, Dr. Pramod Deo, Pradeep Bhide, Anil Gachke, Usha Kadam, Vinod Chhitore, Vasant Koli, Parshuram Date, Ashutosh Gole, Ketayun Fallahzadeh, Hanoz Mistry, Shreekrishna Gavhane, Pradip L Chaudhary, Amit Upadhyay, Saurav Sanyal, Raymond Chan, Viswanadham Punyamurthula, Manikandan Krishnan, Gajendra Bhardwaj, Harish Sharma, Jaya Bajpai

EDITORIAL TEAM: Mr. Abhishek Ramkrishna, Ms. Anuradha Shetty, Mr. Saurabh Patki, and Ms. Zeenia Tafti.

For internal circulation only. Regn. No. 22899/75.

IN THIS ISSUE....

Safety @ Tata Power 37

Events & Happenings 38

Care for Community: Key Initiatives 40

Promising Profile 41

Ethics Cross Word 42

Celebrating 70 Glorious Years of Independence 43

Literary Section 44

JRD Tata Birthday Anniversary Celebrations 44

Book Review 45

Travelogue 46

Circuit Break 48

Wall of Fame 50

Sports and Adventure 50

Mini Clubs in Action 51

In the News 02

From the MD’s Desk 03

Interview with Dr. Mukund Rajan 06

Ethics at Tata Power - An Overview 08

Ethics Speak! 10

Ethics: An outside-in view 16

Ethisphere-an Glory! 20

Ethical practices in our subsidiaries 22

Listening & Learning! 24

The Ethical Trickle! 28

Global Best Practices: Siemens 30

Living the Tata Code! 31

In a fix! 32

Accolades 35

In theNews

02 Enerji Talk Volume 42 Issue 4 October 2016

Anil SardanaCEO & Managing Director

From the MD’s Desk

03Enerji Talk Volume 42 Issue 4 October 2016

Dear Colleagues,

Being ethical seems a natural fit to us at Tatas. However, that said, its success requires sincere belief and constant nurturing. As rightly observed by Potter Stewart, Associate Justice of the United States Supreme Court - "Ethics is knowing the difference between what you have a right to do and what is right to do." - understanding the difference between what you can & what you can't is key.

Just as in one's personal space, ethics in an organisational context requires nurturing, sincere belief and personal conviction to make it a success.

We're all part of a large family that has, in a century of its existence, become synonymous with Ethics. That we've also won the Ethisphere Award three times in a row for being among the most ethical companies in the world is reiteration of same. Now, while this is a coveted spot to be in, it also means that Ethics in Tata Power is more than just a value; it is a responsibility. Not only must we practice it in our own sphere of life - work and home - but also encourage others to preach, practice and adore it. Talking openly about being ethical adds to self-conviction and removes / addresses any doubts that one has!

On that note, allow me to hereby present to you the next edition of Enerji Talk, titled Being Ethical! This special issue is compiled by Guest Editors and is a healthy mix of all ingredients that go into the making of the fabric of Ethics in not just Tata Power, but also at the Tata Group. Our Guest Editors have carefully picked topics that bring out salient aspects of Ethics - from people who have helped drive initiatives to those who're beneficiaries. Editors have included a wide array of stories and thoughts.

In terms of business, in August, the Company's South African Joint Venture Company Cennergi announced the commencement of Commercial Operations for its 95 MW Tsitsikamma Community Wind farm (TCWF) Wind Farm Project The wind farm comprises 31 nos. V 112, 3.075 MW Vestas make turbines. Cennergi was selected as the preferred bidder for two wind projects under the second window of the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) by the South African government. With this, Cennergi's portfolio of 234 MW is now fully commissioned and contributing to the nation.

Following the signing of agreement by Tata Power International Pte. Limited (TPIPL) for sale of its 50% stake in OTP Geothermal Pte. Ltd., Singapore (OTP) to KS Orka Renewables Pte. Ltd. (KS Orka), in April 2016. TPIPL completed the sale of its stake in OTP to KS Orka recently.

This year, while the Indian Olympics contingent was putting its best foot forward at Rio, Tata Power beefed up encouragement through a unique Social Media Campaign - 'Wish the Rio Stars' - on Facebook and Twitter. The campaign was spearheaded by ex-Olympian and Tata Power employee, Mr. Clarence Lobo.

As I near the end of my note, I would also like to take the opportunity to convey my wishes to all of you ahead of the upcoming festive season. Let's celebrate responsibly and be a source of happiness in the lives of others.

Best regards,

Meet the Guest Editorial Team!

We present to you the next issue of our in-house magazine, on the Ethics culture in the Company.

Read on to know how this sacred value lives on...


SulbhaNalavade

ParshuramDate

KetayunFallahzadeh

Dr. Taruna Saxena

PrajaktaWadke Cdr. Ashutosh

Gole


Nand Bhatt

Anil Singh

Sruthi M

UshaIyer

ChhayaBhonslay

UdayKolwankar

Vinod Dora

AnjaliKulkarni

SantoshNarayan

AshokLodh

KashmiraPavri

Describe a typical day in the life of Dr. Mukund Rajan.On a working day, I have significant number of back to back meetings. These could include interactions with representatives of our companies, other corporates, companies seeking to do business with us, and government and industry associations. Occasionally, schedules go for a toss, when responses are called for to whatever is the latest crisis that may have beset us in the world of communications or ethics. I find that a lot of my “thinking” work either happens very late at night or on the weekends.

What elements of your background-personal and professional prepared you for this role? I presume you are referring to my role as Chief Ethics Officer of Tata Sons. In terms of my own preparation I am not sure I can ever claim to be fully prepared, because I still keep learning every day in this job. What has helped me though is some amount of earlier preparation through my education, in particular the PhD programme, which prepares you to dwell very deeply into subjects and spend time in thinking abou t i s sues and t he i r deep ramifications in areas like ethics. Furthermore, the time that I have spent with Mr Tata earlier, and now with Mr Mistry - between the two Chairmen, over 16 years of extensive personal interaction - that has been probably

Ethics being at the bed rock of the Tata group, how has it contributed to the group's business?There are many illustrations of the way in which our reputation kicks in with benefits - whether it is in getting the right partner, or paying lower costs, or getting approvals without bending any rules, or securing a premium in terms of market capitalization from investors who recognize and value our ethics and performance. You hear from our CEOs that they are able to sleep well at night knowing fully well that they have not violated the law of the land, nor asked their people or agents to violate the law of the land. Ultimately, our core purpose and reputation for ethical conduct ensure our people are highly motivated and charged and therefore able to give their best at work.

Could you narrate an incidence of ethical behaviour in the Tata Group which you would like to share with others?One illustration I often refer to, which demonstrates our commitment to walk the talk on ethics, is the case of Tata Finance. A whistle blower complaint was received alleging various irregularities in the company’s operations in the early 2000s. On further investigation, these were verified. Tens of millions of dollars had been lost in misdirected investments, and many transactions were found to have been done to secure personal profits for some managers.

The leadership at that time reacted swiftly to this situation. First, it guaranteed that the interest of each and every public depositor in Tata Finance would be protected - the group’s holding company, Tata Sons, publicly guaranteed that all investors would get back their investments in full. Second, Mr Tata insisted that action be taken against all those whose guilt was

the best preparation anybody could ask for, because a lot of the focus on our value system and ethics has been d rawn f rom ou r l eade rsh ip ’ s commitment to doing the right thing.

What do you feel are the most important qualities r e q u i r e d t o l e a d a commercially successful and ethical business?To s ta r t w i th , the l eadersh ip competencies that are already being defined for our group by our friends in group HR are all applicable. But I think there are a couple of elements about leadership in Tata that stand out. First is the fact that our ownership structure is differentiated from a lmost eve r y o the r cap i ta l i s t organisation. We are principally owned by charities, and therefore the harder we work, the more surplus we generate, to plough back into suppor ting social causes for the betterment of society.

Second is the focus on the long term, which is again unique to Tatas. Corporates mostly look at the next quarter, but for us the next “quarter” is as much about the next quar ter century. Therefore buttressed by all the typical leadership competencies, which include being ethical, fair, carrying people with you, nurturing and encouraging diversity etc, our leaders also need to be aligned to our sense of purpose and the view that we have to create sustainable value in the long term.

Dr. Mukund Rajan Member, Group Executive Council,

Brand Custodian and Chief

Ethics Officer, Tata Sons Limited

Guest Editors: Ketayun Fallahzadeh, Parshuram Date, Cdr. Ashutosh Gole


established, howsoever influential they might be perceived to be. We initiated criminal prosecution of the then Managing Director, who was eventually jailed for a few years. Third, we made full disclosures to all the regulatory authorities.

By standing by our investors, prosecuting the guilty, and ensuring transparency and full disclosure in all our actions, the group emerged from a situation where the trust it enjoyed could have been massively eroded, to one where its brand equity and reputation were in fact substantially enhanced.

What keeps you motivated

/rewarding about being the

Chief Ethics Officer/Brand

custodian at the Tata

group?It is extremely motivating that one is responsible for a brand that is so well regarded for its fundamental values not just in India but around the world. And what gives me confidence in discharging this responsibility is that so many of our colleagues around the world also passionately believe in the causes we stand for and the values that we espouse and that makes my job much easier because I do not have to preach to the converted.

What are your biggest challenges currently, and are there any trends emerging that may pose heightened risks and possible opportunities going forward.

I think we have to recognise some issues that are increasingly impacting us. First, there is a general mood of scepticism about big corporates which we have to all recognise. People around the world generally believe that big corporates got to where they are by not necessarily being upfront about their plans and objectives but by being extremely cutthroat in the way they have dealt with smaller competitors, or by ignoring the impact on environment,

or by trying to extract profits at the cost of communities, etc.

Second, ever since the World Trade Organisation was created, there are much greater interlinkages and i n t e r d e p e n d e n c i e s o f g l o b a l economies. So you can no longer be in an island by yourself. You have to par ticipate across geographies wherever business is transacted. That means you will be subject to multiple rules and regulations across diverse jurisdictions.

And finally, regulations around the world are being t ightened and regulatory compliances are becoming much more onerous. You have to understand you are simultaneously subject to scrutiny not only in India but across the world.

I think all of this puts a lot of pressure on all our officers. Whether you are a manager, or a compliance officer, or whether you are in audit or managing ethics. But that is also where the opportunity lies for a group like ours, to show how differentiated we are. For us, it is actually beyond compliance and commitment, with a move towards consciousness because of the kind of group that we are.

How do you suggest that anonymous concerns should be handled? This is a tricky one because one recognises that some of the major scandals or ethical issues in our group h a v e b e e n e x p o s e d t h r o u g h anonymous complaints. At the same t ime, we also understand that anonymity is resorted to by some people who are cowards, who are trying to get back at or attack somebody whom they don’t like, and very often anonymous complaints are completely untrue and defamatory. Therefore it becomes important how we assess these complaints. Now, the formal guidance extended is that we d o n ’ t e n t e r t a i n a n o n y m o u s complaints. But equally, we have been guiding our ethics counsellors that if

there is verifiable data in an anonymous complaint, don’t just dismiss it out of hand, take a look.

It is a difficult subject, but we have to deal with it and unfortunately in India the fact is that a majority of the grievances in most companies tend to be anonymous. Part of that has to do with the kind of culture that people see, where they are worried about exposing their identity, and that is the effort we have to make in this group – to make sure that people don’t feel worried that if they express genuine concern out of goodwill for the company's future, they will face vindictive action.

What is the “Mantra” for moving from compliance to commitment in Ethics? I think a large part stems from your understanding of your core purpose, which in our group is our "mission". Why do we exist? In Tatas, we say we exist in order to improve the quality of life of the communities we serve globally. So, if you believe passionately that this is the cause that you serve, then I think it makes your life much more easier. So the Mantra is that you need to have a purpose. I go back to a very famous saying of Mahatma Gandhi "Find purpose and the means will follow". And I think in Tatas the good news is that we have a very strong purpose reflected in our mission.

What is your message to the Tata Power Group on ethics?Tata Power is one of the oldest Tata Companies, having recently celebrated its centenary. The company over the years has proven that it is committed to really creating a business that is environmentally conscious, and satisfying one of humankind's most basic needs, which is energy, in a sustainable way. So I think the company recognises the way in which it's been responsible for building Tata’s brand equity and I would really urge and encourage all Tata Power employees to think about the next 100 years and continue to really carry the flag for Tata. Tata Power is in an excellent position to really set not just an example for all of us in India but across the world, as it becomes a global organisation itself, and I think it will be able to demonstrate what being Tata truly means.

Interview with Dr. Mukund Rajan


Ethics at Tata Power - An Overview


Top Leadership talking on Ethics at Townhall meets

Monthly Ethics Snippet sent by Company Ethics Councellor and displayed at prominent places.

Communicating positive stories of Ethics

Sharing of Outcome of TCOC Concern investigation reports.Ethical Dilema Sharing in the

form of Stories

Online Gift Declaration

Online Conflict of Interest

concern sharing

Reporting TCOC Concerns

both online and off line

(Drop Box & Post)

Employee participation for

Ethics activities

Top - Down Bottom-Up

Dealing with employees is probably the area where all of us at some stage are most likely to encounter ethical issues and dilemma. Whether it is a question of fair remuneration and conditions, sexual harassment at the w o r k p l a c e , o r s i m p l y t a k i n g advantage of company resources such as the phone or internet for personal use, employee-related ethical problems are unavoidable for most contemporary managers.

Business Ethics at The Tata Power Co Ltd is one of the core values which are considered as SACRED. The

of conduct (TCOC) and the bottom line is Legal compliance. For example, the law prescribes whether we should drive on the right or left side of the road. Although, the decision about which side we should drive on is not an ethical decision as such. In one sense then business ethics can be said to begin where the law ends, or the other way it is primarily concerned with those issues not covered by law, or where there is no definite consensus on whether something is right or wrong.

Employee par ticipation in ethics-related activities are given prime focus in the company. Local Ethics Counsellors and ethics champions play a key role in creating awareness among the individuals. On the eve

rdof the Founder’s bir thday on 3 March, every year

concept of ethics at the company is about creating a value system where people are known for their vir tue rather than vice. The focus of the company is to create an ecosystem where people have the freedom of expression and speech to voice their concerns or queries. There are different forums available for this.

Business Ethics communication at the company is top-down and bottom-up both ways.

In Ethical terms, the top line in the company is considered as the code

This year, the Ethisphere Institute awarded Tata Power a place among the most ethical companies

in the world, for the third time in a row! This recognition from the prestigious organisation merely

stands as a testimony of the Company's sincere commitment to Ethics. At Tata Power, Ethics is not

just a value but a responsibility of every individual. Through various initiatives and with constant

motivation, every employee is encouraged to keep this flag flying high!

Guest Editors: Dr Taruna Saxena, Vinod Ch Dora


Ethics Week is celebrated in the company. A number of activities are planned at each location which includes guest talks by visiting dignitaries, quiz competition, poster competition, slogan competition, etc. A large number of employees par ticipate in these competitions with enthusiasm. Some of the competitions are not limited to employees only but extended to their family members also.

Tata Power has a well-defined ethical concern resolution process, where a

fair chance is given to the person against whom a concern has been raised. Individuals are given the freedom to express their point of view before pronouncing judgment. Information is also collected from other sources to establ ish the findings. Individuals are given a fair chance to correct themselves. One such scheme is the Amnesty Scheme which has been applauded in the Tata Group.

Because of all these best practices, the company has been awarded with

the World’s Most Ethical Company Award by Ethisphere for the third consecutive time. Winning the Ethisphere award means someone from outside the organisation has gone through the process and evaluated it with the best in the industry. It is a great honour for the company to retain this award for third consecutive time.

There are some key challenges for the company in the days to come. There is an increasing perception among people that being ethical is not financially rewarding. People often quote lesser-known entities who have achieved a higher business turnaround in shorter spans of time. It is for the senior leadership of the company to establish how being ethical is all about long term stability and sustainability.

Ethics Speak!

We're back with yet another Guest Editors' Special issue, this time spearheaded by our colleagues from various departments, even businesses! Needless to add, the articles are a sum total of the many aspects of Business Ethics in the Tata Power Group!

inception and it is this foundation, laid on

ethical behaviour, which has played a very

significant role in the ability of the Group to

survive for over a century and prosper.

B e i n g t h e L E C , I s e r v e a s t h e

organisation’s internal control point for

Ethics and improprieties, allegations,

complaints and conflicts of interest and

provide corporate leadership and advice

on corporate governance issues, which

also helps me in my role as Company

Secretary. Being a small location,

Bombay House has its own advantages in

terms of close camaraderie amongst its

denizens, leading to ease of spreading

awareness and establishing a common

wavelength on ‘Ethics’ issues. In my

experience in this role, I cannot recall a

single instance when I’ve had to confront

someone for doing something unethical,

such is the ingraining of sound ethical

values in Tata Power employees, many of

whom may not even have completed a

decade in this Company!

Founder's Day on 3rd March heralds the

onset of a week celebrating Ethics and

Ethical Values. Celebrations normally

commence at Bombay House with the

taking of the Ethics Pledge by the top

management and others present.

Knowledgeable speakers on Ethics-

related subjects are invited to address the

employees during the Week. Ethics Quiz

and other activities also bring out the

par ticipative and competitive spirit in

people. Invariably, some prizes are always

bagged by Bombay House employees.

Mr. Hanoz MistryCompany Secretary

(LEC - Bombay House)

Mr. Amit UpadhyayLead Engineer - Operations (Bhira)

(LEC - Bhira)

I have had the privilege of being

the Local Ethics Counsellor

(LEC) of Bombay House since

many years now. Bombay House, being

the Company's Registered Office, houses

the offices of the top management of the

Company viz. the CEO & Managing

Director, the COO & Executive Director, the

Chief Financial Officer and the Company

S e c r e t a r y ; t h e C o r p o r a t e

Communications and the Strategy Teams

are also located here.

Individuals have their own interpretation of

what “Ethics” means. For this reason, it is

very necessary for an organisation to

clearly define and communicate what

constitutes ‘ethics’ and ‘ethical behaviour’

at the organisational level. The Tatas, as a

Group, have done exactly that since their

I have been with Tata Power since July 2008, at the Bhira Hydra Division, and have been recently appointed the Local

Ethics Counsellor. The Tatas have a culture of ethics and transparency and has been recognised as most ethical company for two consecutive years in 2014 and 2015.

Often under work exigency we tend to adopt the path that brings fast and better competitive results. Such a hasty approach has often lead to compromises in value and sometimes loss of reputation. As a Local Ethics Counsellor I am entrusted to bring positive behaviour amongs t my co l l eagues and a l l stakeholders, standing up for what is right and good, working towards building trust and integrity and resolving any conflicts when i t comes to indiv idual and organisational ethics, and bringing



awareness on accountability that each one of us is responsible for.

I will continue to follow the TCOC - A guide to e th ica l bus iness conduct and e n c o u r a g e m y c o l l e a g u e s a n d subordinates too. Though I have not yet faced any dilemma, but in future I will surely make decisions in a very fair and ethical manner.

Following are the ethical culture I would like to implement in our Bhira Divisionl Bring awareness in Bhira about raising

ethical concernsl Arrange sessions on ethics for

employees and vendorsl Awareness sessions on ethical culture

of Tata power for the family members of employees

l To ensure that any concern raised should be solved as early as possible within the boundaries of TCOC.

integrity, care and consistent approach all through, with an aspiration to create a value driven culture.

At Noida, we have inducted Ethics Torch bearers with an aim to be accessible, and effectively taking forward the Ethics programme of the group to the whole office. Teamwork is a critical component of success with the help of Ethics torch bearers.

I believe "Rules can help ensure employees do the right thing for the right reasons rather than from fear of consequence".

members. During my role as LEC, I have got the opportunity to become part of many valuable trainings and workshops by some eminent personalities on various subjects and skills which have helped me to enhance my knowledge and those trainings and workshops have helped me enhance my professional skills and personality. I have also had some enriching experiences during one-on-one counselling sessions with employees and partners. During those sessions I have come across situations which have led to ethical dilemma; searching for the right approach in those cases enriched my knowledge regarding various aspects of life.

Dr. Ms. Saxena Taruna Group Head - Advocacy,

Eastern Region Project Office,

Commercial & Regulations

(LEC Noida)

Mr. Raymond Chan(LEC - Trust Energy Resources

Pte Ltd, Singapore)

Rules can change but values are timeless!

The role of a Local Ethics Counsellor is tough and challenging as you are under constant surveillance. At Tata Power, we have an effective Business ethics model - TCOC document, tone at the Top and empowering LECs to drive the core values and expectations on an ongoing basis at each location.

As LECs we are in an ideal position to help evangelise the company's values and cascade them down to our respective locations. We have been entrusted with a very big responsibility of fostering corporate culture based on values of

I am very fortunate to work as

the Local Ethics Counsellor of

Haldia division. It is a matter of

pride for me to be part of the Tata Power

Ethics Team, and part of deployment team

for deployment of the practices designed

and developed by the Ethics Team. It is a

wonderful experience for me to arrange

various events and activities on ethics

around the year and particularly during

Ethics Week Celebrations, involving

employees, par tners and the family

Mr. Saurav SanyalHead - Operations,

Civil & MIS (LEC - Haldia)

Trust Energy Resources Pte Ltd is a subsidiary of Tata Power located in Singapore. I have

been working for Trust Energy Resources since 2008 and have been appointed as Ethics Counsellor from April 2016. In my opinion the ethics culture in Singapore o f f i c e i s v e r y s t r ong . We have disseminated our TCOC to all our stakeholders and government bodies to uphold the Tata Code of Ethics. They have been reminded to report any and all uneth ica l behav iour or pract ices encountered with our staff.

During our monthly shipping review meeting, it is our practice to have two of the ethics clauses read. The two clauses are then reviewed to provide a better understanding to all team members participating in the review meeting. This

also serves as a reminder to our employees the need to up keep the ethical standards required by all employees.

Our office in Singapore owns and o p e r a t e s s h i p s . T h e t e c h n i c a l management of our vessels has been outsourced to a German company known as Bernhard Schulte Ship Management. The ships are being manned by crew employed by the management company. A copy of the latest TCOC is always made available in the ship’s recreation room. All crew are encouraged to read our TCOC and acknowledge the understanding of the subject matter. On a monthly basis the Ethics Snippets are sent to the Masters of the ships, which are to be printed and posted on the ship’s notice board. In addition, the crew are encouraged to approach any of Trust Energy staff if they are faced with ethical dilemma. CEO of TERPL and I discuss the importance of adopting TCOC by all the crew.

To further reinforce our Tata Code of Ethics with the ship’s crew. The e-learning programme available through Tata Power is in the process of being installed onboard the ships. The crew will then be encouraged to spend a little time on the e-learning.

In Tata Power for MEPL - O&M Service

business, we developed a TCOC culture

across our own Team and business

partners.. We actively involved our team

to bring in this culture among all our

b u s i n e s s p a r t n e r s b y

counse l l i ng / i n t e rac t i ng w i th t he

business par tners in groups (vendor

w ise ) . We a re encou rag ing and

educating our business par tners by

recommending them for rewards and

r e c o g n i t i o n s f o r t h e i r v a l u a b l e

contributions and integrity. This has

encouraged them which in turn has

helped in strengthening the Tata Ethics

culture at MEPL.

l We at MEPL actively participated in

the Ethics Week and conducted a

Poster competition for children

l Every Year on 29th July we celebrate

the Bir th Anniversary of Sri J R D Tata

with the Ethics pledge

l One of our business par tners

workmen were found not wearing the

u n i f o r m e v e n a f t e r s e v e r a l

requests/instructions. On interaction

with the workmen, we found that the

u n i f o r m p r o v i d e d w a s n o t

comfortable and heavy in nature. As

t h i s comes unde r ca r i ng f o r

employee, we took this matter

seriously along with our safety head

and convinced our business partner

to replace these uniforms with quality

and comfor table uniforms. Our

bus iness par tner rea l ised the

impor tance and arranged for the

replacement of the uniforms

l As asbestos is hazardous to health,

we took a drive along with our client

to remove asbestos completely from

our site. With the active participation

of all our business partners, we were

able to make MEPL an asbestos-free

Power p lan t , t hus Car ing fo r

Employee Health

l We have recently organised a get

together for all our operators to

develop collaborative relationships

and to create trust and mutual

respect among all.

I joined Tata Power in year 2011 and I am the Local Ethics Counsellor at MEPL- Nellore.

It is a great experience to be a part of the "Ethics Team" and execute the role as a "Local Ethics Counsellor (LEC) of Tata

Power Group which has been constantly recognised Wor ld 's Most E th ica l Company by Ethisphere Institute, USA, from 2014 onwards.

The word "Ethics" is defined as moral principles that govern a person’s behaviour or the conducting of an activity. Business ethics helps attract and keep investors, employees and customers to get peace of mind working with the company since they are assured of careful utilisation of their funds, resources and time. A business that takes care of its waste disposal reduces pollution and saves the environment around it. Strong business ethics range from the way that an employer treats its employees, to how it conducts business with its customers.

Business Ethics brings about productivity and teamwork amongst its workers. Making decisions becomes easy and efficient. This in turn improves the public image of the company. As its internal and external par tners witness this, the company’s assets are managed and protected well. This provides a good opportunity for growth and development of not only the business, but also the society and market at large. It will ul t imately also lead to Corporate

Mr. Viswanadham PunyamurthulaHead - Operations, MEPL (LEC - Nellore)

Mr. Manikandan KrishnanManager - Accounts, Chemical

Terminal Trombay Ltd. (CTTL),

Tata Power (LEC - CTTL)


Ethics Speak!


Sustainability which is good for People, Prots and the Planet.

Today, like the Tata, many businesses - be it large, medium or small scale - have learnt to accept ethics. This is due to its positive impact on the internal and external environment. In places of work, the law requires one to observe an acceptable code of conduct at all times like the Tata Code of Conduct (TCoC) which is witnessed by all Tata Group companies.

The Tata Power Group promotes an ethical climate which provides an opportunity to develop an ethical culture.

It is about a code of moral standards of conduct for what is good and right as opposed to what is bad or wrong. Ethical behaviour is that which is right or good in the context of a governing moral code.

Counselling is a process by which people are helped to manage their own problems using their own resources. Our role as a Counsellor should be helping the person to accept the responsibility, identify appropriate course of action and become self-reliant.

While executing the role of a LEC you get good exposure among the staff members of various departments.

As a good (LEC), four critical attitudes are required within the employee concerned i.e. Respect, Genuineness, Empathy and Confrontation:l When you communicate respect to a

pe rson , i t he lps to es tab l i sh relationship based on trust and condence

l When you are genuine, it helps to the other person to also be honest, open and authentic with you.

l If you are empathetic, the other person feels relieved and connected with you.

l Confrontat ion is the abi l i ty to compassionately present the reality of a situation to the counselee and help the person acknowledge it and take the right action.

…Laugh with each other not at each other!…Good behaviour is good investment!

has further increased the scope to agents and intermediaries. This challenge is being taken care by educating them on TCOC. Safety has also now been introduced in the New TCOC. This is a welcome step which further reafrms the Tata Group's commitment towards safety.

On a monthly basis Ethics Snippets are printed and posted on the notice board. Ethics practitioners groups on WatsApp are very helpful in getting daily updates and inspirational quotes.

Mr. Ashok LodhHead - Operations,

Jojobera (LEC - Jojobera)

It was my pleasure that I was

selected as LEC in Oct. 2008.

The role as an LEC is to spread

ethical culture in our division - Jojobera,

a n d s e r v e a s a m e m b e r o f a n

Investigation Committee of an ethics

complaint, when needed.

As a LEC, I have managed to deliver in the

last nancial year, training on ethics to

almost 50% of employees regardless of

their contractual status, including 80%

of female employees. Fur thermore, all

female employees have received training

on Positive and Productive workplaces

to strengthen our company goal by

keeping us f ree f rom a l l k ind of

harassment. These training workshops

have allowed us to better understand the

expectations from our management. I

get a chance to interact with SLT of

various Tata Group companies at

Power l inks Transmiss ion Limited - where ethics is the only way

Powerlinks Transmission Limited is a Joint Venture between The Tata Power Company Ltd. and the Power Grid Corporation of India Ltd. I have been working for Powerlinks Transmission Limited since August 2015 as Chief Financial Ofcer and as Ethics Counsellor. Powerlinks has their corporate ofce in New Delhi and seven site ofces from Siliguri (West Bengal) via Bihar, to Mandola in Uttar Pradesh. Powerlinks is the rst Public-Private Partnership in the transmission sector in India.

During my site visits, it is a practice to have TCOC sessions with site employees and vendors, if possible. The Ethics Counsellor's name and contact details have been provided on the concern boxes at all ofces. Also each LOI being sent includes a copy of TCOC along with contact details of Ethics Counsellor. All employees as well as support staff are very supportive and always keep the ethical standards very high.

Generally, dealing with government ofcials and getting the desired work done sometimes becomes challenging. However, due to the reputation of Tata Group, it becomes easier for us pass through the entire process of government systems without compromising our ethical values. A refreshed TCOC 2015

Mr. Gajendra Bhardwaj(LEC - Powerlinks

Transmission Limited)


Ethics Speak!

Eastern Region Ethics Network Forum

every year. One of the CFT’s was formed

(Other three members of CFT were from

M/S JUSCO, M/S Tata Motor and M/S

Tata Tube) to prepare Standard Training

Module for Awareness on the New Act on

Preven t ion , Redressa l o f Sexua l

H a r a s s m e n t a t w o r k p l a c e f o r

Jamshedpur, because all LECs decided

t o make Jamshedpu r a SH f r ee

workplace. As a LEC of Jamshedpur

division, I was invited by Tata Steel for

their Group Ethics Conclave which is

organised every year as IEL. During my

tenure as LEC in the last eight years, I

have come across with various kinds of

peop le i nc lud ing supp l i e rs and ,

contractors, who regard me as a brother,

son or guardian. They talk freely about

their problems and I resolve their issues

within my limited resources of which

most of them are personal.

I was born and brought up in a joint

family. I have seen some ups and down

and the influence of society on a family.

From there, I had learnt about humanity,

dignity and values. These family values

helped me a lot in my role as LEC

We are the carpenters of our life. Each

day we hammer a nail, place a board, or

erect a wall. Our attitudes and the

choices we make today build our

"house" for tomorrow.

Dilemma star ts occurring when two

ethical standards conflict each other. I

have come across such type o f

d i lemmas in my e th ica l journey.

Sometimes, it has to be overlooked due

t o n o n - a v a i l a b i l i t y o f g e n u i n e

evidences. On the other hand, it is

understood that the poor fellow can

never be wrong. So, benefit of doubt

goes in favour to accuser as we are not

professional investigators.

I was a par t of investigation processes

of some cases. It is also seen that for an

enjoyment or greed people don ' t

hesitate to humiliate others. It gives me

immense pain when I see a complaint

has been raised against a per fect

gentleman and it is also found that the

person almost gets ruined during

interrogation, rather I say discussion.

As a LEC, I have also taken par t to some

o f e t h i c a l i n v e s t i g a t i o n . A s a n

investigator, it is very difficult to find out

the root cause and utmost care is to be

taken that no innocent person gets

punished; at the same time no guilty is

escaped. The quote from "Gandhari"

(character from Mahabharata) by the

great poet Rabindranath Tagore states;

"It is the best judgement when both judge

and victim are crying for the same shock

in a same passion". I advocate a

GOLDEN PRINCIPLE - “DISCLOSE,

WHEN IN DOUBT.”

Leadership plays a very critical role in the institutionalization of e th ics in the workp lace.

Leaders have to act as role models, not just in their own eyes but in the eyes of employees, consumers and all other stake holders. This is exactly what Top Management of TPDDL (erstwhile NDPL) did; post it acquired Delhi Vidyut Board (DVB). It was very challenging to instil TATA group values in TPDDL workforce as we inherited a large chunk of the workforce from the erstwhile organization (i.e. DVB) with very different work culture. In initial years of acquisition, senior managers from TATA group of companies

Mr. Harish SharmaChief Ethics Counsellor, TPDDL

like Tata power, Tata Steel, TQMS used to interact with inherited and newly hired employees and discussing the codes of ethics, values and expected behaviour at the workplace. From day one of its existence, TPDDL’s top management team focused on ethics and replicated the TATA groups’ ethical work culture in this organization also.

Communication & Counselling was the key mantra. After the acquisition of DVB, top leaders used to communicate through various ways with different stakeholders about the company’s values, expected conduct and inclination for ethics. Involvement of fami ly members, encouraging employees to come clean through amnesty schemes, awareness sessions at all the locations, Eth ics Patr ika, Eth ica l Messages through mailers, formulation of various policies, celebration of Ethics Week, Nukkad Nataks etc. are some of those various means used in promoting ethics in our organization.

T h e c o m p a n y s t i l l f o c u s e s o n counselling rather than penalizing. Ethics is being promoted through counselling, seminars and one to one interaction. These effor ts helped TPDDL in gaining an d s u s t a i n i n g c u r r e n t g r ow t h . Employees are more focused, working ethically, transparency in policies, and system has won the confidence of all stakeholders that contributed towards the growth of the company.

One of our best practices of “Recognizing & Rewarding good ethical conducts” has helped us in transforming positivity till grass root level. We publically reward & recognize any honest action or ethical conduct exhibited by any employee. This f u r t he r mo t i va tes emp loyees to proactively demonstrate honest & ethical actions & thereby curb unethical actions. We share the photograph of the employee & the details of the good ethical conduct through our internal communication newsletter “Ethics Patrika” under the section “PEOPLE WHO MAKE US FEEL PROUD”. The benefit of this practice is shown by the increase in no. of instant rewards given each FY.


company's interest. We suggested him,

that he should raise a concern through

proper channel designated by company.

All our skits are written by employees

and sometimes, family members joined

the performance. Along with Tata Power,

we got oppor tunity to perform at other

Tata companies like Tata Motors, Nelco,

Voltas, zonal and international seminars

of Tata group companies. This initiative

of Tata Power was selected as one of the

best practices in Tata group companies

to maintain ethical culture. Suppor t from

Trombay Division Management made

this possible.”

Our ethics policy has always he lped in tak ing var ious decisions in personal and

professional l i fe, which includes, selection of particular vendor for different cultural programs, counselling any family member and taking big healthy decisions in life.

We have organized session on ethics for family members and kids by senior leadership team. We also broadcast small movie clippings on ethics for our associate workmen and employee family members. We have conducted number of competitions on ethics for employee kids. We do consulting session for our associate workmen too.

Ms. Jaya BajpaiLead Associate - Business

HR MPL (Ethics Ambassador)

"To give real service, you must add something which cannot be bought or measured with money, that is sincerity and integrity".

I have worked for the Ethics process and various initiatives undertaken at the corporate level for the last 5 years. Some such examples are the Annual Ethics Week celebrations, Ethics Workshops, Amnesty Scheme, etc. As Ethics Champion I was very interested and learnt a lot while executing such initiatives. Recently I have been appointed as LEC for Carnac. This position has also put additional responsibility on me of not only increasing awareness but also handling concern resolution. Over the years I have experienced that the sessions we conduct for increasing awareness on TCOC are not always attended in large numbers but what really counts is that it is always helpful even if one additional person is transformed and takes the path of truth and honesty! Therefore in Tata Power, we undertaken various initiatives and spend a lot of time and resources to increase awareness on the Tata Code and ensure that an ethical culture is imbibed by the DNA of the organisation. I truly believe that we must always take the correct road and not the comfortable road because there are only two mistakes one can make along the road to truth:1) Not going all the way and2) Not starting

Ms. Ketayun Fallahzadeh,Group Head - Internal Audit & Risk Mgmt.

(LEC - Carnac)

Fo r pas t 10 yea rs I go t

oppor tunity to contr ibute

something to enhance ethical

environment in Tata Power through

various initiatives. One of them was

'Street Play'. We, few employees of Tata

Power used skits to elaborate clauses of

Tata Code of conduct. Objective of the

initiative was to spread a message that,

TCoC is not a difficult document to be

kept on shelf, but it is a basic guide for

our day to day life in Tata Power. The

street plays were very effective to get

results. The plays were performed at

various locations of Tata Power. At one

l o c a t i o n , a n e x p e r i e n c e d , l o y a l

e m p l o y e e w a s l a u g h i n g a t u s

mentioning that, there is no ethical

culture at his location. Lot of mal-

practices are happening and whatever

we are going to present will be bullshit

and useless. Without any discussion,

we star ted our performance. After we

finished, he came to us and expressed

apologies for his comments at the

beginning. He accepted that, he is now

aware of various options available to

raise a concern. There is no use of

shouting at road. He also realized

i m p o r t a n c e o f a u t h e n t i c i t y o f

information and proof. Making an

opinion on just 'heard' things is not

cor rect . We thanked h im for h is

feedback and appreciated his interest in

Mr. Uday KolwankarEthics Champion, Trombay

gains and enhance the company's

reputation. This philosophy makes

the foundation of that organisation

stronger in the eyes of its external

e n v i r o n m e n t , a s w e l l a s i t s

employees. One of the biggest

problem faced by our country today

is corruption at all levels. I know for

sure that the Tata Group companies

w i l l neve r eve r bow down to

pressures created by this. I am aware

of Tata Code of Conduct Policy laid

down by the Tata Group. And I know

for sure that its Group Company, Tata

Power follows this policy to the last

bit in its truest sense.

C a n y o u n a r r a t e a n y interaction which you had with Tata Power directly or indirectly which made you feel that we are an Ethical company?I am one of the ofce bearers of a citizen's association in Andheri (West) area a suburb in Mumbai. There are 50 to 60 Housing Society buildings. About 3 to 4 years ago we noticed that our Electricity bills had a steep increase. We checked and found out that those increases were unreasonable. Metre readings were fudged. My colleagues and I started a campaign and we met the secretaries of various societies in our area and convinced them to switch over to Tata Power. We knew that Tata Power is an organisation which is honest and known for ethical practices. They are

also fair in their dealings and will never use unethical means to earn prots at the cost of its consumers. The result was more than 60% consumers in our area shifted their power connections to Tata Power.

Have we always cooperated with your

requirement and submitted necessary

document in time. In any of your interaction

do you feel that we have withheld any

information/data requested?My experience in dealing with Tata Power has always

been very positive. Recently I faced a problem related

to Tata Power bill payment that was paid by credit card.

The concerned department of Tata Power asked me to

mail only the credit card statement. After sending that

that statement that department resolved my problem

within 12 hours and I promptly received the mail from

that department as well. This experience will remain in

my mind till my last breath.

How do YOU think Tata Power should

advocate Ethics with the Government, what

forums can we use. The company's biggest strength is loyalty of its

consumers and their faith in Tata Power's fair dealings.

It should utilise this power by various means to reach

out to the Government. It may require some amount of

brain storming within the organisation. The company

can also organise meetings of its select consumers

who may be working with the media, social

organisations, business, government organisations,

chawls and even from slum areas. That may lead to

excellent ideas which could be utilised through various

campaigns undertaken by the company from time to

time. Such measures are bound to inuence the

powers-that-be to create ethical and consumer-

friendly image of the company which may pave the

path for an enlightened advocacy.

What does ‘Ethics’ mean to

you? Have you heard of the

Tata Code of Conduct?Ethics in the business sphere or for an

individual means conducting every

activity in an honest, fair and

transparent way with conviction,

and remaining faithful to one's

conscience.

For example, if an honest and fair

decision taken by a Tata Group

company like 'Tata Power' related to

internal or external environment

leads to loss to the Company, it will

face it bravely because it had taken

that decision based on its ethics.

Such conv ic t ion may l ead to

temporary monetary losses, but

eventually it pays off. Because losses

of this nature always lead to long term

Mr. Pradeep Bhide a renowned TV anchor and PR professional and a Tata Power consumer



Guest Editors: Usha Iyer, Uday Kolwankar, Prajakta Wadke


‘sharing of standby charges for city o f Mumba i ’ i n vo l v i ng MSEB , Reliance Energy and TATA Power. This case had a long history: When I was Secretary to Government of Maharashtra in Energy Depar tment 1999– 2001 I was to adjudicate on this dispute and I had heard all three par ties many a time. Realizing that the issues invo lved were too complicated, the state government referred it to MERC for adjudication. Before my joining the commission an order was passed by MERC, wherein then Chairman gave a dissenting judgement: stating that the Auditing Firm engaged by the c o m m i s s i o n t o e x a m i n e t h e disputed accounts had interacted only with two other members and he was kept in dark about these briefings. Bombay High Cour t in the appeals filed by all the par ties remanded the case to MERC for re-hear ing . When the re-hear ing star ted I had replaced one of the two members who had demitted office on completing his term. In the mean while one of the senior officers of MSEB on his retirement had joined TATA Power as Executive Director. Although the case was being argued by senior lawyers in the commission the ED continued to meet all three of us to convey his company’s viewpoint. It was at this stage then MD of TATA Power made a cour tesy cal l on me and I brought th is impropriety to his notice. Thereafter, we were informed by the MD that ED has been suitably ‘advised’ and d e b a r r e d f r o m v i s i t i n g t h e commission.

Have we always cooperated

with your requirement and

s u b m i t t e d n e c e s s a r y

documents in time. In any of

your interaction do you feel

that we have withheld any

information / data requested?As a statutory commission we had

every right to ask for relevant

d o c u m e n t s a n d d a t a a n d

compliance was prompt. On the request of TPC we

did allow the company not to disclose the name of

foreign company(ies) from whom impor ted coal was

being purchased. This was to safeguard TPC’s

commercial interests.

How do you think Tata Power should

advocate Ethics with Government, what

forums can we use?Observing ‘Tata Code of Conduct’ sets an example to

others and that is the best way to disseminate it.

My grandfather worked in Tata Power for thir ty years.

My father retired after 36 years of service with Tata

Power. My husband has been working in Tata Power

for last 25 years. My father-in-law also worked in

Tata Power and even my brother is working in Tata

Power. I have seen Tata Power from various points

view for my entire life.

I can feel the emotional warmth in Tata Colony and at

the same time stability and guarantee makes my life

stress free. Tata Power gives utmost priority to

security. And that is why we, the family members are

stress free. Tata’s ethics are strong and they are

imbibed in the blood and hear ts of all the employees.

Therefore, I am sure that neither the company is in

danger nor the employees will do anything wrong. I

am lucky that I was born in Tata Power Family and will

be spending my future in the same family.

Tata Company, Tata Power is a ship that will never sink

even if high storms comes into their way.

What does Ethics mean to you? Have you heard of the Tata Code of Conduct?Electricity regulators perform quasi-jud ic ia l funct ions. In the US, members of Federal Electricity Regulatory Commission (FERC) have very strict code of conduct: they shall not meet any party whose case is pending with the commission; two members are not to meet informally; if two members have to travel together then a commission official shall accompany them and keep record of their discussion, etc. In Indian context such strict observance of rules is not practicable though desirable. As a regulator for more than 11 years I had to enter tain requests for meetings from interested parties but always had a commission official present.

Yes, I have gone through the Tata Code of Conduct after receiving your mail, and I think it is in line with the reputation of TATA Group.

C a n y o u n a r r a t e a n y interaction which you had with Tata Power directly or indirectly which made you feel that we are an Ethical company?When I joined MERC as a member in 2002, there was one matter pending before the commission as regards

Dr. Pramod Deoex-Chairman, MERC & CERC

Mrs. Usha KadamWife of Mr. Pandurang Maruti Kadam, Trombay, Operations



What does Ethics mean to

you. Have you heard of the

Tata Code of Conduct?Ans. Ethics is the decency and way

of practice and interaction with the

p e o p l e w i t h w h o m w e a r e

exchanging our views. We are not

aware of Tata Power Code of Conduct

Can you narrate any interaction

which you had with Tata Power

directly or indirectly which

made you feel that we are an

Ethical company.Ans. Every discussion during the

various meetings with officers of

Tata Power are based with self-

disciplined Code of Ethics and

therefore the discussion is healthy

and with decency.

Have we always cooperated

with your requirement and

s u b m i t t e d n e c e s s a r y

document in time. In any of

your interaction do you feel

that we have withheld any

information/data requested?Ans. The discussions with officers of

Tata Power are always with decency

Tatas have existence in India for last

200 yea rs . Ta t as have g r ea t

participation in the business world.

Their speciality is that they work as per

ethics and rules and are trustworthy.

There is no complaints regarding the

Tata products in markets. Also, their

success in vehicle production and

greatness of the vehicles is well

known. Tata’s cancer hospital

commands a worldwide fame and

people come to Tata hospital for

treatment from across the world. Their

experience is great.

Everyone must be experiencing

that Tata Power Company has

stipulated a Code of Conduct for its

officers and employees to behave

e t h i c a l l y w i t h p u b l i c . I h a v e

experienced the same in my official

work. Even though BMC has no

direct connection with Tata Power,

their few proposals come to BMC

and their documentation is done on

t ime and that makes approval

process faster.

Tata is an icon of trust for general

public. I wish all the best and thank

Tata Power and Tata Company.

Mr. Vinod ChitoreChief Engineer (Development planning)Municipal Corporation of Greater Mumbai

and ethics. Hence, the total effect is very healthy. No

information we found withhold by Tata Power. It is in

total co-operation and transparent manner.

How do you think Tata Power should

advocate Ethics with Government, what

forums can we use.Ans. Tata Power should deal with Govt. in a very

straightforward manner. No hanky panky and the

deals should be transparent.

Mahul is a village that is settled near the sea. The

people of this village are engaged in traditional work

of farming and fishing. The government acquired the

farmlands at a very low rate and handed them over to

the Bharat Petroleum, Hindustan Petroleum and

other Companies. These Companies discharge their

chemicals into the sea which has hindered fishing

activity as well. Thus the source of income of the

village people was lost. Few people from the village

got a job in these companies. Some got business

oppor tunities as well. This made to stay in touch with

these companies. We contacted Tata Power officers

also. Effor ts were made to f ind solutions of

difference of opinions and other issues. Especially,

the Tata Power officials follow their ethics and

repose firm belief in that. Their approach towards the

society is very positive. They derive this strength out

of the values of Tata Company and we, the

youngsters, feel happy to work in or do business with

them. We hope that more and more youngsters will

have such oppor tunities.

Mr. Anil Gachke General Secretary, Electrical Contractors'

Association of Maharashtra

Mr. Vasant Chandrakant KoliPresident of mahul fisherman soicety


In your view, how easy /

difficult it is to maintain high

Ethical standards in a Tata

Company? Business in conducted with systems and process supported by intentions behind every business transactions. Many of us tend to focus more on Systems and processes to be optimal in

and being proactive to developing and fostering ethical environments. Tata Power follows the second method and wish to be proactive, participative and develops interest in the subject matter. I think this is the best way of managing ethics on a long term sustainable basis and developing commitments to ethics and being conscious of ethics. We have many organizations who are reactive in their approach and have developed best practices in the domain. I was happy to understand best practices of Siemens in this area.

In this day and age of fierce competition, when

many companies take the easy way out

(read:bribe) to bag important assignments /

clear important consignments, how do we

ensure we position ourselves differently?We have always position ourselves with our Group purpose

of Leadership with Trust. We have always given larger

emphasis to long term sustainability vis a vis short term

quick fixes and gains. We have positioned ourselves as

ethical company to deal with making itself as core brand /

reputation for us.

achieving business objectives. For long term business sustainability, developing ethical standards is of key importance. With increased competition, business complexity, global spread of business and involvement of stakeholders from different culture, it is becoming difficult day by day to maintain high ethical standard for any company.

Any non-Tata Group Company

whose Ethical practices you

admire? Ethical practices are shaped up based on approach towards ethics and manner in which ethical environment is developed and fostered within an organization. Many organizations manage ethics like a compliance and develop systems and processes which are reactive to unethical practices. Ethics can be managed by making it par ticipative and interesting subject

Mr. Parshuram Date Chief-IA & RM & Chief Ethics Counsellor

Tells us briefly about your

professional journey before

taking over as Head Ethics.I am an Electrical Engineer by profession. After graduating in 1980, I joined the Indian Navy as a commissioned officer. Initially in my naval career, I volunteered for the Submarine Service and I was trained as Missile Gunnery Officer for the first Nuclear Submarine which India obtained on lease from the erstwhile Soviet Union. During my 24-years career with the navy, apart from the nuclear submarine, I served on many other types of submarines and ships. Finally in the year 2004, when I took premature retirement, I was working on the Indigenous Nuclear Submarine project.

After leaving the Navy, I joined the Business Development team of Tata Power SED. While in SED, as Head of Bids & Proposals, I had the privilege of preparing bids and negotiating many high value defence contracts such as Pinaka, Akash Launchers, MAFI, Electronic Warfare System etc. I was with SED till mid 2014 when I asked for change of role and took over as Head Ethics.

Do we benchmark our Ethics

practices with other Tata Group

companies?We do bench mark our ethics practices with other Tata Group companies. In 2013 Tata Sons published 33 Best Practices followed across the Tata Group. We decided to adopt these best practices and I am happy to state that we have indeed adopted almost all these practices.

Since the last one year, Tata Sons is conducting a Master Class for Ethics practitioners at TMTC Pune. The idea behind the programme is to bring uniformity in ethics practices followed across the Tata Group. It is a three-day residential programme and so far nine Ethics Counsellors from Tata Power have

participated. I also attended a Master Class and also conducted a session on Best Practices followed in Tata Power Group for two master classes.

Any one aspect of Ethics we haven't covered

yet and are working towards?We are in the process of establishing a Third Party Ethics Help Line, also known as Whistle Blower Help Line across Tata Power. This is a best practice adopted globally by many major corporates and has also been adopted by some Tata Group companies.

Are there any hurdles in implementation of

TCoC across Tata Power's expanding

international footprint?The Tata Code is a living document. The Code was revised/refreshed in July 2015. While it has remained unaltered in its essence, it has been amended in keeping with global best practices and regulatory changes to stay aligned with changing cultural and regulatory norms across the multiple jurisdictions in which the Tata Group conducts its business. The refreshed code explicitly references our Group’s values, and is linked with our Group’s mission to improve the quality of life of the communities we serve globally through long-term stakeholder value creation.

As a Tata employee, it is expected that we not only comply with the laws and regulations that govern our business, but strive to go beyond and set an example of business conduct that meets the highest ethical standards.

Cdr. Ashutosh GoleHead - Ethics

Ethics Speak!

“Ethisphere’s genesis 10 years ago was based upon the premise that ethical operating

standards could be dened and measured, and that companies that excel could be

used as examples to move all corporate behaviour in the right direction. We created

the annual list of “The World’s Most Ethical Companies” to help businesses measure

and improve their ethical standards and policies. We were really the rst to begin the

process of codifying standards and providing companies with data that could

contribute to improved operational, reputational and nancial results.

Timothy Erblich, Chief Executive Ofcer, Ethisphere Institute

Today, we understand more clearly the

clear connection between corporate

behaviour, ethics and protability.

Everyone - in all countries and all

industries - recognises that the impact

of bad behaviour has repercussions far

greater than could have been imagined.

leading public companies that we name as World’s Most 1Ethical outperform the market by 3.3% .

Without question customers and employees today are

more attracted to ethical companies. The bar is

constantly being raised and all stakeholders -

customers, employees, business partners, investors,

For that reason, stakeholders across

the board are looking more closely at

how a company is operating and its

governance principles, when making

decisions about what companies they

want to do business with. In fact, a

review of the data shows that the

Ethisphere-an Glory!

Guest Editors: Cdr. Ashutosh Gole, and Dr. Taruna Saxena


In 2016, Ethisphere honoured

131 companies 21 countries from

representing 45 industries.

There were three honourees headquartered in India.

regulators - expect companies to

conduct business with integrity. And in

a 24x7 world, where both good and

bad news travels quickly and not

always accurately, companies have a

great opportunity to lead with integrity

and differentiate themselves. We

believe that corporate integrity is a

business advantage that will help a

company sustain itself going forward.

We also believe that companies are in the best position to impact the world through their actions. There is no global rule of law, and companies that are conscious of their role and responsibility in helping to make the world a better place, and can support that through solid internal business practices, are able to create a positive brand image for the company. Efforts to curb corruption and bribery, rid the world of human trafficking, and improve job oppor tuni t ies for everyone should be key corporate goals for the next decade.

Every business has its own challenges whether due to regulations, standards, c o n s u m e r e x p e c t a t i o n s , o r longstanding practices. Companies rely upon Ethisphere to stay abreast of changing expectat ions around corpora te in tegr i ty and these

companies operate around the world. What we do at Ethisphere is rely upon a robust methodology suppor ted by world-renowned experts in areas like corporate trust, reputation, compl iance , bus iness e th ics , s u s t a i n a b i l i t y, a n d m o r e t o s e t t h e g l o b a l s t a n d a r d . We comprehensively examine a set of core competencies and provide an oppor tun i ty for companies to benchmark against these results. And because there is uniqueness in each industry, similar companies compete against each other to be recognised as the world’s best. In power and energy as in other industries, we’re looking at transparency and culture and what companies are doing with regulations, and environmental and social issues. The companies ahead of those issues will lead the way. And regardless of whether or not a company is honoured, by willingly subjecting to greater scrutiny and third-par ty review, companies find value in just going through the process.

At the end of the day, however, the World’s Most Ethical Companies process is a competitive process. Only the very best companies are selected and that bar is raised each year. We’re delighted that Tata Power has been honoured in all three of the


years it has undergone review. That’s quite an achievement and a testament to the commitment of the entire organisation.

As stated by Michael Byrne, Executive Vice President, Ethisphere, and Chair of the Scoring Committee,

Tata Power exhibits a clear focus on conducting business in an ethical manner. This focus is conveyed through repeated and consistent communications directed at all levels of the organisation. Whether its Tata Power’s executives and managers setting the ethical tone from the top and middle of the organisation by discussing ethical business practices wherever and whenever they speak, or the “Ethics Counsellors” programme, Tata Power is constantly acting to stress ethics and enable ethical business practices throughout the organisation.

We congratulate the entire team at Tata Power, at all levels, and look forward to their continued commitment to the future of corporate integrity.”

Guest Editors: Nand Bhatt, Anil Singh, Sulbha Nalavade

Ethical practices in our subsidiaries

customers has different types of expectationsfor prompt delivery, i n s t a l l a t i o n , u p t i m e a n d documentation.On the other hand, Nelco’s expectation is to provide the highest quality of services and collect its dues in time. Sometimes I do come across situations which can lead to ethical dilemma so as to match expectations at both ends.

How did you handle that situation?A. In my case Ethical Dilemma arise

due to high dependency on external &

internal stakeholders. As per my

experience, these types of situations

though not simple can be resolved

without compromising on moral

values and ethics by being strong and

truthful. I try to ensure that all parties

who are involved in the situation

understand the importance of the

processes and that the process to

arrive at the final decision should be

fair and mutually beneficial.

What has been your experience

of ethical environment in our

organisation?A. Nelco as an organisation has very

formidable ethical practiceswhich

are monitored closely by its senior

management.I am now completing 5

yearsin this organisation and I can

say with pride that till today I haven’t

come across any incidence where

e t h i c a l v a l u e s h a v e b e e n

compromised.

Does your work involve interacting with

internal and external stakeholders?A. I generally interact with internal team for

requirements. With the external stakeholders it is

regarding getting various proposals and finalising

orders, getting necessary material/services and

their payments.

Has there been any instance where you

had an ethical dilemma?A. In one case, a Purchase Order was finalised,

signed and issued to a vendor. After this the vendor

tried to renegotiate the price based on some

changes in the design of an item which was initially

agreed to be provided by the vendor. The vendor tried

to put the blame on Nelco officials by twisting the

facts. The vendor’s decision to inform and delay the

supply at the last moment would have resulted in

delay in project execution and would have impacted

our business.

D o e s y o u r w o r k i n v o l v e interacting with internal and external stakeholders?A. My profile requiresto suppor t &bridge inter-dependency on both Internal and External stakeholders.It could be internal departments like Pre-sales, Product, Order processing, Project management, Delivery and Collection or it could beExternal s t a k e h o l d e r s l i k e C u s t o m e r s , Consultants, Regulatory bodies like RBI, NABARD, MOF and System & Network integrators.I need to resolve their problems and provide interface to help run the business smoothly.

Has there been any instance where you had an ethical dilemma?A. We have various categories of B2B customers.Each individual set of

Mr. Shreekrishna GavhaneGeneral Manager - Sales (BFSI)

NELCO

Mr. Pradip L. ChaudharyDeputy General Manager-Purchase



dea l i ng w i t h t he gove r nmen t

ofcials and police ofcials.

In this par ticular case of VISA

extension, the process has to be

initiated from the FRRO (Foreigner

Regional Registration Ofce), Bhuj

and due to the proximity of the

international border, they have a set

SOP for handling the cases of the

VISA extension.

There were only 3 days left on the

existing VISA and at the very last

moment, the FRRO ofcial has

informed to get a clearance from the

Gandhinagar (Near Ahmadabad)

secretariat.

Same day ,I travelled from Bhuj to

Ahmadabad and tried to contact the

concern ofcer in the secretariat and

found that he was on leave, the

person at reception asked me about

the company name and during our

conversation when she came to

know that I am from TATA, she guided

me and helped a lot to get the work

d o n e - S h e h a s e n s u r e d a

appointment of a senior ofcer in the

ofce of the foreign national and a

meeting of 15 minutes with that

ofcer in charge has given me a life

experience and a sense of great pride

to be associated with the TATA Group.

He asked me the reason of the delay

and when I have explained him he

told me that although the concern

ofcer is on leave and he can only

close this issue but knowing the

great values of TATA and the work

that TATA is doing for the society, he

gave me the relevant cer ticate for

the FRRO ofce Bhuj and gave his

personal number and asked me to

call him if anything else is required

at Bhuj Ofce.

When I came back with the cer ticate in the Bhuj

ofce, the police ofcial was very surprised as he

was sure that this kind of activity takes a lot of time as

the ofcials generally delay these sor t of problems.

Since then it's been 05 years here at CGPL and

whenever I visit the FRRO ofce, I feel that sense of

pride and a very content feeling.

I can summarize this experience with a statement

and two quotes:

The Good wo rk t ha t TATA compan i es and

professionals are doing across the globe with the

ethics and values have given them a special place in

the hear t of the people which is full of trust and care.

“What we do in life, echoes in eternity”

"Walk with hope and will in your hear t and you will

never be alone”

Being the Administration Head of CGPL and earlier

experience of Tata Teleservices, I always had an

exposure to deal with the Government ofcials. I

always had that added advantage of being a TATA

Employee that all the government depar tments have

a deep understanding of the core values and

ethics of the TATA Group. They have a lot of respect

for the Tata Employees. Simply I can say that

“TATA is a way of Life”

How did you handle that

situation?A. Since I knew that our decision

was right and as per the process, the

issue was taken up with the vendor

t ransparent ly. This was nal ly

resolved amicably by convincing

the vendor to accept the terms as

per actual purchase order which

was already agreed upon by both

the par ties.

What has been your experience

of ethical environment in our

organisation?A. I have seen that vendors always

prefer to work with NELCO due to

our strong Ethical practices.

I have joined CGPL on 14th Feb 2016

and in the very next month I was

g i ven a t ask to ge t t he V ISA

extension of Head of Construction,

CGPL who was of the American

Nationality.

Having an experience in the security

operations, I had a fair experience of

Mr. Nand Bhatt Lead Associate - ES&A

CGPL

Mr. Anil SinghHead-Employee Services & Administration

Listening & Learning!

Guest Editors: Chhaya Bhonslay, Ketayun Fallahzadeh, Sruthi M

We presently oversee the Tata Group’s Ethics function from Tata Sons, as a deputy to Dr. Mukund Rajan (Brand Custodian and Group Chief Ethics Officer). It is a new role for me, having spent most of my working life in other group companies in Sales, Marketing and other corporate roles. However, like many Tata-lifers (almost 30 years with the Group) one soaks up enough of the values, principles and standards of business conduct that define us. Working with this group is like being in a ‘living classroom’, in my view!

After heading the project team that refreshed the Tata Code of Conduct last year, I now focus on building systems, processes and assets that will hopefully help the group fur ther ‘institutionalise ethics’ within the Tatas. We expect these initiatives to further

deepen leadership commitment to ethics across operating companies, create new competencies and skills within the community of ethics counsellors of the group, and also dr ive higher accountabi l i ty by companies on the ethics function. It is a lso our object ive to act ive ly encourage collaboration, sharing and mutual learning between the group centre and operating companies, and between the companies themselves.

While growth and profit-generation are key business imperatives for any commercial organisation, we have believed - for over 140 years - that the manner in which growth and profits are generated by Tata businesses are as important as the achievements themselves. In fact, our group’s Mission statement also articulates ‘why’ we exist - ‘to improve the quality of life of communities we serve globally, though long-term stakeholder value creation…’ This implies that we are ‘marathon runners’, and not sprinters, in global businesses. And being a marathon runner requires great dedication and stamina that is in turn sustained and nourished by our deep commitment to clean business conduct and practices. If we are India’s most valuable corporate brand - by far - today, as well as one of the most trusted brands, it is in a large part because of our reputation for clean governance and good corporate citizenship; something that we should all be proud of. And cherish and protect at all times!

Mr. Harish MenonVice-President & Ethics Counsellor, Tata Sons. (Office of the Brand Custodian and the Group Ethics Office)


A key challenge that we face while promoting ethics in our companies would be in the tone and manner of outreach and communication to employees and other stakeholders - how can one be genuine and credible i n t he na r r a t i ve , and no t come ac ross as ‘sermonising’ clichés.

Most of us would know the difference between ‘right’ and ‘wrong’ in the workplace, as we do in our personal lives. But how do we, as Ethics counsellors, sensitise employees on dealing with ethical dilemmas that are usually ‘grey’ and never black or white. How do we reach out to employees in a manner that inspires confidence and trust in the system, and help create a climate where issues or unethical acts may be brought to the surface without fear of intimidation or reprisal. Another challenge is to ‘mainstream’ the subject of ethics so that it becomes a more regular part of internal dialogue and business reviews. Also, how do we engage our eco-system of business associates, par tners, service providers, and the rest of our company value-chains so that they are as much part of the ‘clean’ business system as Tata employees.

As a guide, the Tata Code of Conduct is invaluable. Its simple principles of dignity and respect, and commitment to clean and fair dealings with all stakeholders inspire many amongst us. When we see senior leadership take tough and sometimes painful business decisions based on values and ethical principles it helps us understand how we got to where we are as a business group, and how deep the commitment to ethics runs within the Tata system.

We are one business group where Ethics and Brand are practically synonymous. Benjamin Franklin once said “It takes many good deeds to build a good reputation, and only one bad one to lose it.” We need to remember that are all flagbearers for the Tata Group, and that the actions of each one of us has a bearing on how we are perceived and how we are trusted. We have a cherished legacy, a

powerful brand, a grand vision and a promising future. I believe that our joint commitment to ethics will be a major determinant of whether we will live up to this promise.

Over the years, there has been scepticism about the relationship between ethics and business. Can they co-exist in today’s competitive market? Will ethics guarantee a good bottom line? The answer is a resounding “yes” - Ethics and Business not only need to co-exist but thrive together - and it is non-negotiable! This is backed by the existent proof that is the Tata Group.

Our group has demonstrated, for close to 150 years, that it is possible to manage businesses in consonance with what most people consider very sol id ethics and values, whi le generat ing heal thy returns for shareholders and creating significant benefits for other stakeholders as well. In short, you will not go out of business i f you conduct your business in an ethical manner; rather you build a business that grows and blossoms over decades, is respected and is held up as an example of corporate governance.

For me, when I joined the Group 31 years ago (with no experience, no internet, no mobiles and of course

sl immer!) i t was an effor t less integration - the value system was in complete harmony with what I had been brought up with at home, and taught in school. Over the years this only got strengthened, there was never an expectation to do anything remotely “wrong”, and one was always supported for doing things in the “right way” even if sometimes outcomes may not always have been beneficial for the Company. With challenges galore, targets that seemed unfair, demanding customers and a constantly changing industry (financial services) landscape - it was this foundation of ethics and values that stood us in good stead.

As we have seen, a ‘Tata’ visiting card is immediately recognised, generates respect and evokes trust - it helps open doors and ensures a patient hearing from customers, s u p p l i e r s , r e g u l a t o r s a n d communities. This is the huge intangible asset built over decades, by v is ionar y leaders and Tata employees all over the world. We need to constantly ensure that every action, every transaction of ours must be in conformance with and add back to the Tata brand, because that is what is expected of us.

An ar t icle from the Conscious C a p i t a l i s m I n s t i t u t e s t a t e s , “Research shows that there are clear reasons why firms that exemplify conscious principles outper form their competitors over the long term. They emerge as the leaders of the pack - needing to spend dramatically less (up to 90% less!) on marketing in comparison to their competitors, w h i l e e n j o y i n g h i g h e r n a m e r e c o g n i t i o n a n d c u s t o m e r satisfaction. They do better at retaining and attracting talent, enjoy higher productivity; have fewer legal d isputes , opera te wi th leaner organisations - all elements that contribute directly to their sustained superior performance over time. I know the dilemma faced whilst trying to find the right answers to

seemingly tough decisions – sometimes trying to balance an opportunity at hand which would enhance business and yet be kind to the conscience. I have often turned to our core Tata Values of Integrity, Understanding, Responsibility, Unity and Excellence (and now Pioneering) to help find the right path. These values have been the bedrock on which the Tata businesses have been built and grown, and the values continue to remain relevant in contemporary times. In the words of Mr. JRD Tata “We have come to recognise that no wealth or power can be more valuable than our dignity; no loss of profit can be more critical than loss of credibility; no skills or qualifications can substitute the integrity of our character.”

How can we go about upholding a culture of Ethics and values within our organisations? While there would be many paths to this goal, I’d like to touch upon a few that have influenced my thought over the years that I have been the Chief Ethics Counsellor at Tata Capital.

First, I set great store by the concept of being ‘respectful’. Respect for every person we deal with - our colleagues, superiors, vendors, partners - respect begets honesty, and integrity and ethical conduct. Isadore Sharp, the founder of Four Seasons Hotel has written, “A company’s climate, or culture, grows out of ethical belief. Ours is based on the Golden Rule: treat others - and that means everyone, including customers, employees, suppliers, partners, shareholders - as you would want to be treated. Our belief guides our actions as managers and those actions create our culture... and what employees want from management, according to several recent polls, appreciation and managerial integrity. Without integrity we cannot really manage people, we cannot communicate”.

Another point is about ensuring that business processes within the organisation are efficient and robust. As the Greek philosopher Aristotle said, “It is impossible, or not easy, to do noble acts without the proper equipment.” We need to recognise that setting and following efficient business processes ensures transparency and facilitates ethical business transactions. We must consistently strive to ensure that our processes are robust, leaving no room for rework or errors which pave the way for frauds.

Thirdly, I have learnt that spreading the Ethics message is a two-way communication process - besides sending out communications to employee colleagues, there must be channels (like Ethics Committee Members, Regional and Locational Ethics Counsellors that meet with colleagues) - to gauge how communications are being received and perceived. Feedback from the employees (the “on-the-ground” stakeholders) on the subject of Ethics is invaluable in feeling the organisation’s Ethical pulse and in

Ms. Kashmira MewawalaHead - Business Development and Chief Ethics Counsellor Tata Capital Financial Services Limited


structuring further communication and actions. It also helps make employees and stakeholders understand that they are an integral part of the company’s Ethics journey and that their role in fashioning its deployment is critical and tries to ensure that they take ethical decisions at all times.

In conclusion, I’d like to say that it is imperative to have teams ALL across the Company uphold the Values, adhere to the tenets of our Tata Code of Conduct. It is not a standalone activity, but has to be embraced as a culture and embedded into the DNA of the Company and its people. For in doing this, we celebrate our legacy - a privilege that we have been bestowed with. With every action, interaction, and transaction, let’s ensure that we always add back to this rich Tata tapestry and enhance its lustre.

Over the years, Tata Steel has developed a unique organisational culture that is well-articulated in its Mission, Vision and Values. This has enabled ethical communication with all its stakeholders who are motivated to behave in a manner that will honour the company’s goals and objectives.

The Managing Director of TSL is the Chief Ethics Officer. The Corporate Ethics Depar tment is singularly focused on handling all initiatives re lated to the Management of

mitigate the risk of forgetting to give declaration or reporting change of status, annual declaration of COI by officers irrespective of COI status has been made mandatory since 2014.

Reactive ActionsUnder ‘Reactive Action’ the major role is to record and resolve the reported concerns. All the reported concerns are logged in an IT-based ‘Concern Management System’. It was observed that the number of concerns received was increasing each year. We saw this as an indication of growing awareness in the organisation. Now the major challenge was to ensure fair and timely investigation, depending on the nature of the concern.

The concerns are investigated by Vigilance, Ethics or user department. Tata Steel has operations at multiple locations and maintaining uniformity in consequence for the same offence across locations was a challenge. To ensure uniformity in consequence, an Ethics Committee has been formed to which all the TCoC violation cases are referred to. The Ethics Committee discusses and approves the consequence for each case. To assist the Ethics Committee, a Consequence Management Framework has been designed. The Consequence Management Framework has a list of possible offenses and consequence against each offence. The severity of consequence is dependent on the offence and the fact whether accused is a first time offender or a repeat offender. The Consequence Management Framework was approved by the Apex Ethics Committee, chaired by the Managing Director and the Audit committee.

MeasurementThere are two aspects to measuring effectiveness of MBE initiatives. The first annual MBE implementation survey gauges how all stakeholders see the implementation of MBE initiatives in the organisation.

Second, effectiveness of the Corporate Ethics department is measured through pre-defined KPIs like training and awareness statistics, concern resolution cycle time, compliance to various MBE initiatives.

The MBE function needs a systematic approach like any other function of the organisation. Before taking up the Ethics Counsellor’s role, I had served Tata Steel for 24 years in the IT department. In these 24 years, I had worked in various roles across the organisation in India and overseas. I believe my functional knowledge and system and process orientation has helped us improve and stream line the MBE programs.

Seeing that our efforts have made a difference is immensely rewarding. We hear from people that they have seen a remarkable shift in the importance given to Management of Business Ethics. In my five plus years in

Business Ethics (MBE). Until recently, Tata Steel was the only company in the Tata Group to have a full time Ethics Counsellor.

The major responsibility of the Corporate Ethics Department is to implement systems and processes for Management of Business ethics across the organisation. The Depar tment focusses on three broad categories of activities - ‘Proactive Actions’, ‘Reactive Actions’ and ‘Measurement’.

Proactive ActionsUnder ‘Proactive Action’, our main focus is on communication and training. We believe that if we communicate and train our employees, the majority of the employees will strive to do the right thing. The limited resources at the Corporate Ethics department made spreading awareness amongst the large base of stakeholders spread across the country a challenge. This challenge was overcome by building an Ethics Network comprising of Departmental Ethics Coordinators (DECs) and Ethics Champions across the company. DECs are officers from middle level management, whereas the E th ics Champions a re sen io r employees from non-officer cadre. DECs and Ethics Champions have been hugely successful in raising awareness about Tata Values and Tata Code of Conduct throughout the organisation amongst our employees and business associates. Our communication programmes are not repetitive, and we constantly review them and implement new initiatives to make them interesting.

The second aspect of our proactive engagement is to develop policies, guidelines and systems to support the ethics function. For example, in 2012 we implemented the internally developed ‘Compliance Register’. The register allows officers to electronically submit items that may amount to conflict of interests, gifts received, remuneration for external lectures and to seek approval from the appropriate authority. The register is easily accessible to employees through the Intranet. To

Ms. Tripti Roy Ethics Counsellor Tata Steel Limited


Listening & Learning!

this role, I have seen that there is a marked difference in the perception of MBE amongst the stakeholders. Peop le a re o f t en ca l l i ng and discussing their dilemmas. They are thinking of the ethical implications of their actions. Work in the area of ethics is an unending task, but we have come a long way and we are proud of our accomplishments.

Tata Steel was named as one of the World’s Most Ethical (WME) Companies in Metal & Mining sector four times in the years 2012, 2013, 2015 and 2016 by the Ethisphere Institute. In my opinion, the key factor that has enabled this impor tant d is t inc t ion is the emphasis that the top management lays on Ethics. Our leadership team has made doing the right thing an integral part of everything we do. Personally, I have always found the top management backing the Corporate Ethics Department and giving us the resources and support we need to drive ethics throughout the organisation.

I joined Tata Motors Limited in 2009 as Chief Internal Auditor. The Audit Committee of Tata Motors had also appointed me as Chief Ethics Counsellor for the company. I was fortunate to take this opportunity to be part of Ethics function as well.

Tata Group has always been driven by its values and ethics. One of the reasons for our group’s laudable practices is the guidance from the Mr. Ratan Tata. In an interview with McKinsey, Mr. Tata had said:

What I feel most proud of is that we have been able to grow without compromising any of the values or ethical standards that we consider important. And I am not harping on this hypocritically. It was a major decision to uphold these values and ethics in an environment that is deteriorating around you. If we had compromised them, we could have done much better, grown much faster, and perhaps been regarded as much more successful in the pure business sense. But we would have lost the one differentiation that this Group has against others in the country. We would have been just another venal business house.

Such ethical behaviour and ways of doing business was formalised in first Tata Code of Conduct in 1998 (consisted of 25 clauses), almost after 148 years of its existence. TCoC has undergone a significant refresh in 2015. At the launch of Refreshed TCoC in 2015, the Group Chairman, Mr. Cyrus Mistry, mentioned that TCoC is a living document, and while it has remained unaltered in its essence, it has been amended over the years to adapt to different contexts and realities.

The Code has undergone a significant refresh in 2015. I was privileged to be a part of Steering Committee at the Tata Sons level which came out with a Refreshed TCOC 2015. While working on this refreshed code, global best practices and regulatory changes were reviewed to ensure that the Group is in line with latest thinking worldwide.

The refreshed code is very user friendly. It is organised by the stakeholder groups and it should be easy for any stakeholder to understand from the refreshed Code the Tata commitment to that stakeholder. Additionally, it strongly references our Tata values.

Post the launch of refreshed code and with the arrival of our new CEO & MD, Mr. Guenter Butschek, Tata Motors has undertaken many initiatives. Some of them include the following:l Formation of APEX Ethics Committee, consisting of

Senior Leaders and chaired by CEO & MD to ensure that there is “Tone at the Top”

l Establishment of Third Party Ethics Helpline to have a worry-free “Whistle Blowing”

l Establishment of specific code of conduct for Suppliers and Dealers and obtain their specific conf i rmat ion w.r. t compl iance and TCOC commitments

l Formalised newly created ‘Gifts & Hospitality’ policy with new monetary limits

l TCoC compliance framework extended to Subsidiaries with effective supervision by Tata Motors Audit Committee

l Reporting of “Whistle Blowing” complaints received by Tata Motors with an Executive Summary as how it was dealt with as well as Mitigants introduced to ensure its non-recurrence

l Effective communication from the CEO & MD, as well as Senior Leadership Team at regular intervals

l Regular meetings with Ethics Community of Tata Group to share best practices

l Annual Confirmation by TML employees, Vendors (including service providers) and Dealers. We have also lined up “Sensitisation” programmes across the plants through structured sessions/ trainings in local languages, to the workers.

Some of the other initiatives are also in pipeline such as instituting policies for Anti-Bribery and Anti-Corruption, Anti Money Laundering, revitalisation of “Conflict of Interest” framework, etc.

I cannot stress enough how important it is for us not only to have the right values on paper, but also to have systems and processes to ensure these are followed in spirit and with true intent.

Lastly, I would like to draw your attention to a quote,

referred in TCoC video message by our Group

Chairman, Mr. Cyrus Mistry: “Times may change, what

is right does not.”

Dear Tata Powerites, we don’t want the code to be

feared or something that requires enforcement. We

want it to be understood and celebrated and simply

follow it as a daily routine.

I wish all of you Good Luck in imbibing and

s t r e n g t h e n i n g y o u r E t h i c s J o u r n e y a n d

accomplishments.

Mr. Nagesh Pinge Chief Internal Auditor & Chief Ethics Counsellor Tata Motors Limited


Guest Editors: Cdr. Ashutosh Gole, Usha Iyer, Ketayun Fallahzadeh, Anjali Kulkarni

At Tata Power, Ethics is sacred. It is a value ingrained in every employee.

Communications, Ms. Anjali Kulkarni (Chief - Corporate Engineering), Ms. Swati Mehendale (Head - Regulations (M)) and Ms. Ketayun Fallahzadeh (Group Head - Internal Audit & Risk Mgmt.), and was moderated by Capt. G e e t a J a d h a v ( H e a d - H R - International, JV & Subs.). This was the f irst ever al l-women panel discussion of Tata Power employees.

During Ethics Week 2016, a webcast was conducted by Mr. Ashok Sethi, COO & ED, Tata Power, on the Tata culture, corporate philosophy and benchmark of business ethics. Mr. Sethi also spoke about the Company's ethical behaviour towards customers, vendors, suppliers and contractors. Tw o Ta r a n g s e s s i o n s w e r e conducted; one by Mr. Ramesh Subramanyam, CFO, and another by Ms. Sukanya Patwardhan (ex-employee of TMTC, who spoke on Work Ethics). Location heads and a

cross-sect ion o f sen ior leaders conducted knowledge sharing sessions across the Company and v i s i t e d v a r i o u s l o c a t i o n s . T h e s e i n c l u d e Mr. Arvind Singh (Chief - Transmission Projects) at Parel, Mr. Debabrata Guha (Chief Executive - TPCDT) at Trombay, Mr. Vijayant Ranjan (CEO-IEL & Chief Kalinganagar Station) at Haldia, Mr. PG Date (Chief - IA & RM & Chief Ethics Counsellor) at Khopoli, Mr. Parag Railkar (Head - Central Civil, Constn & CEO-CTTL) at Nelco Mahape, Mr. K Chandrashekhar (CEO & ED, MPL) at Kalinganagar and, Mr. Vasant Dhoble (Ex-ACP - Mumbai Police) at Carnac, among others.

Centrally, Ethics Week banners and screensavers are put up across Tata Power offices. A standard Ethics Week banner is put up at all locations announcing the celebrat ion of Ethics Week. Twice in a day, communication is sent out by the Chief Ethics Counsellor; namely an Ethics Snippet in the morning and a Daily Mailer on one TCOC clause in the afternoon. Ethics communication is translated into 4 local languages to widen its reach and cover maximum sections of the workforce. These were also given to LECs for displaying at their respective locations. One story on TCOC clause and one story on POSH was also written in-house this year, and circulated across Tata Power Group. A brief quiz was also conducted after the story to increase the involvement of the employees.

Celebrations across Tata Power and its subsidiaries begin with garlanding of the Founder’s statue or picture. Reading the Ethics Pledge and address ing employees on the importance of this day, among other events, form an important part of the celebrations.

Celebrations in 2016 witnessed for the first time a basic-level quiz on values and ethics for children on Club Enerji. To get more participation, the link was given through the Company website's home page. The youngest participant was a 10-year-old and oldest was a 72-year-old! The average age of the participants was 31 years! Out of 94 participants, there were 28 (30%) who got all answers right. Further, through webcast on 4th March 2016, an all women panel discussion on Ethics, POSH and Women’s Day was held. The panel comprised Ms. Shalini S i n g h ( H e a d - C o r p o r a t e

Ethical Week Celebrations


newly enacted act in December 2013. An In terna l Compla in ts Committee (ICC) is set up for all administrative units or offices of Tata Power to red ress comp la in ts r e c e i v e d r e g a r d i n g s e x u a l harassment. The policy has set guidelines on the redressal and enquiry process that is to be followed by complainants and the ICC, whilst dealing with issues related to sexual harassment at the work place

towards any woman associates. Al l women associates (permanent, temporary, contractual and trainees) as well as any woman visit ing the Company’s office premises or women service providers are covered under this policy. All employees are treated with dignity with a view to maintain a work environment free of sexual harassment whether physical, verbal or psychological. A copy of the POSH policy is available on our intranet, Sangam.

It is now mandatory to make an annual submission to

the government authorities in the respective states

The Company has continuously endeavoured towards improving gender diversity and creating a safe, just and fair workplace for i ts employees. Tata Power has finalised a Policy on Prevention, Prohibition and Redressal of Sexual Harassment at workplace (POSH) of the Company in line with the requirements of the

POSH

The Ethical Trickle!


where Tata Power has its ofces.

Most sites have complied with the

submission for FY16.

It is also required to include the status

of POSH in the annual report of the

Company. We have been doing this

for the last two years.

Awareness sessions have been

conducted in most locations and

refresher sessions will be conducted

from time-to-time.

obtain favours / preferential treatment or in return for favours / preferential treatment. Clause 5 and 9 of our gift policy details how the gifts above Rs. 1000/- should be returned to the sender or handed over to the E S & A depar tment. Also as per clause 8 of the above policy, the recipient of the gift in all instances, needs to submit a declaration stating

the description and estimated value of the gift and circumstances under which the gift was received along with the par ticulars of the donor to Chief Ethics Counselor within 15 days of receipt of the gift in the standard format. All employees are requested to send the above declaration to the Local Ethics Counsellor or directly to Chief Ethics Counselor. The declaration can also be submitted online on Ethics webpage on Sangam under TCOC Online Submission section.

During the festive season or on special occasions employees receive gif ts as par t of normal social exchange and business dealings. While Tata Power recognizes such exchange of Gif ts, the Cardinal principle would be that gifts should not be given or received either to

Gift Policy

Awareness session for contract women workers at Mundra

Awareness session at Haldia for employees


Global Best Practices: Siemens

Employees were asked about the legacy they wanted to leave behind. The culture in the organization is the bedrock of any strong company, and bringing a culture of ethics and values into an organization is an ongoing process that has to be worked upon ever y day. Most impor tantly, everyone has to walk the talk - up to and including the CEO.

Initially, it was far from clear which Managing Board and Supervisory Board members had been complicity in the affair. Even before the full extent of the crisis became apparent, some Supe r v i so r y Boa rd membe rs recognized that the only way to save Siemens would be to wipe the slate clean and to cooperate fully, including with the independent investigations. Almost the entire top management team was replaced, marking the start of a dramatic transformation of the company's leadership culture.

No company can be absolutely sure that it is fully compliant and honest. But what it can do is decide where to draw the line. Who decides if it is acceptable to provide a car to a bureaucrat for his family outings, or send sweets to a customer on Diwali?

This is where Siemens had to take a stand and make some very harsh decisions. As a company, it had to be very clear about the issues that were b l a c k a n d w h i t e a n d , m o s t importantly, to spell out that there could be no grey areas. Siemens also had to demonstrate that it actually

meant business. There were times when the company had to walk away from a large contract, even having worked on it for six months, because the customer’s procurement contact had asked for a bribe. As time went by and Siemens held to its position, it became an acceptable position to take, and the system then adapted to it.

Decision-making became easy once each and every employee making a decision had been provided with a moral compass as well as clear-cut guidance. A Compliance organization was established, to which any employee could reach out for guidance when in doubt.

Siemens’ business in India is worth $2 billion, of which 60% involves work for the government. This work includes large-scale projects such as power plants, power transmission and distribution, railways, and metros. Siemens has demonstrated that it is possible to work on large government contracts in a completely compliant manner, since the company has made it clear to all its employees that “only clean business is Siemens business”.

Occasional ly though, business requirements necessitate working with a business partner or agent. In these cases Siemens has a very closely monitored screening process in place for ‘business partners’ and ‘government-related intermediaries’. These processes help Siemens to examine and approve, from a compliance perspective, every partner and agent that they work with. This due diligence process is carried out by individuals who are independent of the business that needs the partner or agent, and is reviewed in depth by the Compliance organization, which has the last word in the appointment or debarment of a business partner.

Siemens has also signed ‘integrity pacts’ with several public sector undertakings, which leads to increased transparency in an open-bidding process and confirms that Siemens would carry out the contract in a completely compliant manner.

Mr. Neville GandhiVice President - Compliance, Siemens Ltd.

Like many other firms, Siemens also believed itself to be a company with high compliance standards, since it had all the relevant processes and procedures in place. When the company was hit by a crisis in 2006, it came as a complete surprise to the management, just as it would have done at any other company. The crisis was a huge eye-opener for Siemens.

The company realized then for the first time that processes, procedures and controls alone were not enough to protect it from a crisis in which the company stood accused of bribery.

Siemens decided that it had to move beyond processes and procedures to a value-based system. The management team had to discuss with employees what their driving force was - was it their career, money or something different?


Mr. Dhananjay Suryavanshi, Lead Engineer and Mr. Nittin Mattoo, Lead Engineer, employees of Tata Power Distribution division, are responsible for attending customer complaints for loss of power supply at customer premises.

As a par t of their duties, they have to resolve power supply issues even late at night. One day, while on duty, Mr. Suryavanshi and Mr. Mattoo, received a complaint of power tripping from a customer.

au tho r i sed t o ope ra t e i t . A f t e r some t ime ,

Mr. Suryavanshi received another call from a senior

representative of the customer, urging him to help

them in identifying issue with the switchgear, as they

were incapable of doing so on their own.

Mr. Suryavanshi then took a conscious decision of

helping the customer and along with Mr. Mattoo

returned to the customer's site. After inspecting the

switchgear, they identied the fault, repaired it and

restored the power supply. The customer was

delighted and asked Mr. Suryavanshi for the charges

payable. Mr. Suryavanshi replied that they did it just to

help the customer and there won't' be any charge.

As Mr. Suryavanshi and his colleague star ted for

home, the customer's representative ran to their

vehicle and tried to handover a thick wad of ve

hundred rupee notes. Shocked by this offer, both of

them refused even to touch the money. They explained

to the customer that since they are now a "Tata Power

customer", they need not follow practices as followed

in other organisations and it is against the policy of

Tata Power to accept such money. The customer

profoundly thanked Tata Power team and praised

them for their ethical behaviour.

Living the Tata Code!

Comment by the editorial team

Mr. Dhananjay Suryavanshi and Mr. Nittin Mattoo, Tata Power is proud of your act. You have helped reinforce the Tata values of Integrity and Responsibility.

They managed to restore power

supply at 2:00 AM in the night. While

they were leaving Mr. Suryavanshi,

got a call from the customer saying,

their power supply had still not

resumed. He informed the customer

that there could a problem with the

c u s t o m e r ' s s w i t c h g e a r a n d

r e q u e s t e d h i m t o c h e c k h i s

switchgear. He also informed the

customer that since the switchgear

belonged to the customer, he is not

Guest Editors: Cdr. Ashutosh Gole, Santosh Narayan

In a fix!Some day-to-day dilemmas answered!


Guest Editor:Cdr. Ashutosh Gole

In a fix!

Whether use of Non Licensed program / software can be as per guidelines of TCOC?

It is illegal to use the software without valid license copy. CIO is to certify the validity and authenticity of the license.

him / her. Per diem charges are claimed only for himself / herself.

4. Tata Power will not have any liability towards his family while on OD.

Whether an employee can give his property on lease to the company?

It is ethical to provide property of the employee on lease to the company provided the conflict of interest is disclosed in advance, regulatory compliance and ethical conduct is ensured and the decision is made in an unbiased manner, according to administrative rules, commercial procedures and schedule of authority. HR has been asked to formulate the policy for taking employee property on lease keeping these factors in mind.

Can relative of an employee be a registered vendor for Tata Power or its Group Companies?

Relative of an employee in any capacity as Sole proprietor, partner or director of a company can be a registered vendor of Tata Power or its Group companies provided the conflict of interest has been declared by an employee before the supplier registration and the employee refrains from participating in any negotiation, decision making or any activity in the entire chain of Procure to Pay or Hire to Retire, or Order to Cash.

In case it is noticed that the employee has not declared conflict of interest before the registration of employee or employees’ relative as a vendor of Tata Power and / or its Group companies; the vendor shall be debarred from making any business from Tata Power Group with immediate basis.The Chairman - Tata Power has voluntarily requested the engineering companies with which he and his family members were associated in the past, not to pursue or be considered for any award of contract by Tata Power.

An employee will be travelling international for official duty in near future. He has requested for permission to take along his spouse and daughter on the trip. He has confirmed that all the expenses related to travel and lodging / boarding of wife and daughter such as Airfare, Visa charges, Food expenses, Local travel, Hotel room rent (differential rate between single and double occupancy) etc. will be borne by him.

Spouse and children of an employee can accompany him / her, while he / she is travelling on Official Duty in Domestic / International sector subject to:1. The employee informs

in advance about the same to his immediate superior.

2. During working hours he /she devotes full time towards official work.

3. All the expenses related to travel, lodging and boarding of spouse and children are borne by

Whether frequent flyer benefits accrued during official tours can be utilised by employee for his personal benefit?

Frequent Flyer mileage points are issued to the individual flyer by the airlines. Airlines do not give these mileage points to the Company. Therefore, employees can claim frequent flier benefits for their personal use. This has been allowed in the past.

It was suggested that if an employee does not want to use these mileage points then he can convert his accrued points in to free air tickets and donate it to persons who undertake air travel for a charitable cause.

Is there any upper limit for value of gift - corporate or individual to be given to business associates and Regulatory authorities?

The cardinal principle stated in the current Gift policy dated 11th November 2008 is as follows:

“Gift should not be given or received either to obtain favours / preferential treatment or in return for favours / preferential treatment.”

It is necessary to evaluate whether there is a nexus between the benefit expected from business associates / Regulatory authorities and the gift given to them. If there is a nexus, then gift should not be given.

If the gift is given to develop or maintain relationship with business associates / Regulatory authorities and there is no nexus between the benefits expected and gift given, gift can be given by Tata Power or its employees.

Considering the purchasing power of the local currency; a gift value should not be more than Rs. 10,000/- in India and USD 200 outside India.

However there could be exception in case of dignitaries like Head of Govts or High Ranking officials to whom gift of higher value can be given with the approval of ED / MD.


In a fix!

Two employees at a location

have put up a request that

they should be allowed to

stay in the company leased

accommodation of a third

employee. The two

employees are already

holding a company provided

accommodation at other

location.

Leased accommodation is

provided to an employee

and his family. Friends /

colleagues staying with the

employee is not

permissible on a long term

basis as such arrangement

can be used as income

generating mechanism by

subletting as paying guest.

In the present concern, it

was recommended that the

permission may be

granted by HR on

humanitarian grounds as a

temporary measure for a

maximum period of

2 months extendable by a

maximum of another two

months.

In the present case the invitation is not from a vendor but from a Market Intelligence / Global Publishing agency and apparently, no conflict of interest scenario presents itself other than the free travel and accommodation. The visit would benefit the Host majorly and also to Tata Power to certain extent, from knowledge and networking aspect as the panel discussions are relevant to our business. In such a scenario, ideally we should charge the Host certain amount upfront as fee to cover our employees travel, lodging / boarding expenses and do not accept free air tickets and accommodation from the host. However as the employee was invited to present a paper, as per the tradition he was provided with free travel & accommodation. Therefore the employee was allowed to participate.

A Government organisation, to spread financial literacy among the society has invited application from people across the country for “Financial Education Resource Person”.

The selected person will be paid an honorarium on the basis of number of workshops conducted.

An employee, who works in shift duties as Shift In-charge, has sought approval to take up the assignment.

Par t time working for Govt.

organisation for a social

cause will not be a conflict

of Interest situation and the

employee was allowed to

apply for the assignment

for next one year subject to

condition that the

employee will not be

entitled for any special

privilege / leave of absence

to complete the

assignment.

Also in case of any

changes in the terms and

conditions of the

assignment, he should

immediately inform his

supervisor and seek fresh

approval.

A reasonable honorarium

from a Govt. organisation

is permitted but

honorarium from a private

organisation should be

decided on a case to case

basis and its reasonable

ness before accepting

such outside work.

Is using WhatsApp for

official communications

with vendor acceptable

as there will be data

security issues and

WhatsApp is a personal

account and data retrieval

will be an issue if the

person using WhatsApp app

leaves the organisation.

Yes. It is allowed to use

whatsapp to make

operational communication

even with its limitations.

The same can be

considered as legal

evidence by the court.

However in case of legal

issues and claims, it is

advisable to use formal

communication methods.


The reported ethical dilemma has already been addressed and principles have been set for dealing with related parties at arm’s length. In the instance case, company can finalise the lease agreement at market prevailing rates and adhering to the standard process for leasing the accommodation.

An ethical dilemma has been raised by a function asking whether company can take residential accommodation on lease from a company where in the relative of the employee is a director?

A publishing House has invited an employee

for a conference abroad and were providing

related travel and accommodation

expenditure. Whether the employee should

accept the invitation or not.

C KM Y

ETHICS PLEDGEI solemnly promise to uphold

the high standards of ethics and integrityexpected of me as a Tata Power employee

and as enunciated in the TCOC.

I shall bring pride to my organisation by my Ethical conduct and provide value

based services to our customers.

I shall do my duty conscientiously and actwithout fear and favour.

I shall be fair and transparent in all my dealings and work for

the betterment of my family, my company,my city and my country.

Dial-o-EthicsName Location Office Intercom Mobile Email ID

123

Mr. Anil SardanaMr. Parshuram Date Mr. Ashutosh Gole

Chief Ethics OfficerChief Ethics CounselorHead Ethics

666588886717150267171821

100115021821

922333303392235880358879600977

[email protected]@[email protected]

Ethics Ambassadors1234

Ms. Jaya BajpaiMr. Maruti YedurkarMs. June KoshyMs. Sonia Arora

MaithonCTTLSingapore, Trust EnergyTPDDL Delhi

06540-278035022-6703011800656220 9718011-66039260

92636320689870104249

9818021947

[email protected]@[email protected]@tatapower-ddl.com

SR

Local Ethics Counsellors123456

789

10111213

1415161718

1920212223

242526272829

Mr. Hanoz MistryMr. Manish GupteMr. V. V. Vishwasrao Mr. V. N. MateMr. Amit UpadhyayMr. K. K. Rao

Mr. Kukde Prafulla A. Mr. Ajai MasandMr. Ajai MasandMs. Usha IyerMr. Anil SinghMr. Kumar V. GhateMr. Ashok Lodh

Mr. Saurav SanyalMr. Satish KumarDr. Ms. Taruna SaxenaMr. Dora Ch. VinodMr. Rajan Sheth

Mr. Raymond ChanMs. Ketayun FallahzadehMr. Shirish DikayMr. Narayan NavilekarMr. Punyamurthula ViswanadhamMr. C. K. ManikandanMr. Rajesh DagaMr. Harish SharmaMr. Gajendra BhardwajMr. A. K. BahugunaMs. Neha Nalavade

Bombay HouseKhopoliLonavalaBhivpuriBhiraNorth Zone Kalyan - Vikoli to AmbernathTrombaySED, BengaluruSED, MumbaiLady Staff Member CGPL MundraCGPL - MundraJojobera & Powerhouse #6HaldiaMaithonNOIDAOrissaPowai (Transmission Projects)Singapore, Trust EnergyCarnacCarnacTechnopolisNellore

CTTLTPSSLTPDDLPowerlinksCEC NelcoDy CEC Nelco

666575159223316469

02114-2701440214-82250098149098958

67172403

6717523780678599098067859909

67175012283-8661205 9227295496

0657-2277273

3224251399923455065712061022389238003924

67173404

00659833 9349671719836717184467173813

9248089480

2470033795355221779818100605114515950086550815339223903133

102760136326645266332403

5237

5012

510

105

4619

3404

198318443813

9511

922331137992233164699223311378922333258981490989589223276273

9223589904924370061092437006109223319264990903545090995333779234550669

92333215919234550657925000863292380039249223220825

7506022030922331141892233814669248089480

982125597995355221779818100605925000892686550815339223903133

[email protected]@[email protected]@[email protected]@tatapower.com

[email protected]@[email protected]@[email protected]@[email protected]

[email protected]@[email protected]@[email protected]

[email protected]@[email protected]@[email protected]

[email protected]@[email protected] [email protected]@[email protected]

Enerji Talk Volume 42 Issue 4 October 2016 35

Awards and Recognition A C C O L A D E S

MPL chemical laboratory granted NABL accreditation for Chemical TestingThe accreditation makes it the only laboratory in the Tata Power portfolio to receive accreditations for three groups of product (commodities) testing, viz. Solid Fuel (Coal), Lubricants and Pollution & Environment (Water), along with testing in 15 different parameters. The accreditation is effective from 30.06.2016 as per guidelines of ISO/IEC 17025 according to scope of application (NABL/T/3021/2016/07) submitted by MPL.

Corporate Centre, Carnac building awarded “IGBC GOLD” rating, under “IGBC’s Green Existing Buildings” categoryThe building is the first establishment within the company to get a Green Certification and the company has already taken up initiatives to get all the key establishments in Mumbai certified in a phased manner by 2020. There are different levels of Green Building Certification like certified, Silver, Gold and Platinum that are awarded in recognition of the levels of achievement. The Gold Certification is awarded to recognise

National Excellence and is valid for three years. IGBC Green Existing Buildings O&M rating system addresses green features under the categories such as Site and Facility Management, Water Efficiency, Energy Efficiency, Health and Comfort and Innovation.

Trombay bags “Excellent Energy Efficient Unit” Awards at 17th CII National Award for Energy Management 2016

This is the fourth consecutive year that Trombay has won this award. There were more than 264 companies from all the sectors such as Paints, Refineries, Power, Paper, Automobile, Steel, Cement and the building sector, who were shortlisted for this competition. In the Power sector category, 11 companies were selected and had to give a final presentation, including prominent companies like

The Company's Quality Circle teams from Tata Power-DDL, Trombay and Khopoli have been honoured with the prestigious Gold Award at International Convention on Quality Control Circles (ICQCC-2016). Organised by the Association of QC at Bangkok, Thailand, the Tata Power teams won the award on the basis of their submission of projects on Quality Control. Around 350 teams from 12 nationsd participated in the convention which included several Public Enterprises, Semi-Government and Private organisations from countries like India, Japan, Philippines, Malaysia, Singapore, China, Thailand, Indonesia, South Korea, Taiwan and Sri Lanka. The Trombay Quality Circle (QC) team “Kasturi” submitted their project on ‘Difficulties in transportation of Dredging material - utilisation of dredge silt in civil works’, whereas Khopoli QC team “Avishkar” submitted on ‘More time required for replacement of electronic governor panel (Cycle time reduction)’.

QC teams shine at International Convention on Quality Control Circles 2016; win Gold


NTPC (Ramagundam, Sipat and Jahnor), Reliance Dahanu, Essar Power, GMR, Vedanta. From Trombay, Mr. Ashish Bhat, Mr. Vijay Kottalgi and Ms. Pratiksha Naik had represented Trombay for giving the final presentation. This Award was adjudged by prominent Judges (Experts) from various sectors.

Borivali (E) and Saki Vihar Road CRCs adjudged winners in Green CRC programme

Tata Power’s Borivali (E) CRC won by securing maximum number of E-bills and NACH (National Automated Clearing House-Direct Debit) registrations. While the Saki Vihar CRC reduced its electricity usage by about 38% compared to April 2015. The Chembur CRC reduced its electricity usage by about 28% compared to May 2015 and also made a significant contribution towards the collection of applications too.

Winners announced for Strategy Deployment Excellence Awards FY17The award was institutionalised in 2014 to motivate better adoption of the Balanced Scorecard Methodology in Tata Power and its Group companies and to help facilitate sharing and adoption of Best practices. The evaluation process considers the Roadmaps/Strategic Outlook, SDM, Project Planning Sheets for timeliness, completeness and quality and undergoes the scrutiny of an eminent panel of in-house judges.

This year, the winners are: Corporate Functions l GOLD - Corporate Communicationsl JOINT SILVER - CTDS, CleanTech & Applied Technology

Divisions / Subsidiaries l GOLD - Central Civill JOINT SILVER - Trombay, Powerlinks

‘Leading EPC - Solar’ Award for Tata Power Solar for commissioning of RSSB-EES 12 MW projectTata Power Solar wins ‘Leading EPC - Solar’ Award, at REI 2016, for commissioning of the RSSB-EES 12 MW project

demonstrating the crucial standards they have set in engineering, execution and safety for a complex project of this scale. The award honours exceptional contribution to the renewable energy industry in India and recognises companies that have shown operational efficiency as EPC contractors.

‘Power to Mother’ wins at Tata Group’s Excellence in Communication Awards Tata Power’s publication, ‘Power to Mother’ was awarded at the Excellence in Communication Awards organised by the Tata Group, in the category ‘Best internal Publications’ - Internal Engagement 2015-16.

Shatabdi Bhawan conferred with Gold Certification from Indian Green Building Council under “IGBC’s LEED 2011”Tata Power's office building in Noida, the Shatabdi Bhawan has been conferred with Gold Certification from Indian Green Building Council under “IGBC’s LEED 2011 for India New Construction” category.



TPDDL awarded ‘Innovative Energy Saving Service’ at 17th National Award for Excellence in Energy Management 2016TPDDL’s “DISCOM-driven ESCO Model for Implementing Energy Efficiency Improvement Projects” in C&I load category was rated and awarded as “Innovative Energy Saving Service” at the17th National Award for Excellence in Energy Management 2016 by the Confederation of Indian Industry (CII). The award for presented at the culmination of the three-day “National Competition for Excellence in Energy Management held on 22, 23 and 24 August 2016 at Hyderabad. The award was received by Mr. Kaushik Sanyal - HoD, Business Service Group.

@S A F E T Y T AT A P O W E R

Industrial Safety Training for Students of ITI (Industrial Training Institute)at Male, Mulshi, Bhira Division

On 22nd, September 2016, a safety training programme was organised for students of ITI, Male, guiding them on various safety measures while working in the industry. The programmewas conducted by Mr. Bhushan Patil, Group Head - Safety at Tata Power, Hydro. The programme saw the presence of Mr. Dilip Kawade, Senior Specialist - TPCDT Bhira Division, Mr. Ram Kakade - Principal, ITI Male, Mr. Suresh Bamne - Group Instructor, ITI Male and faculty members of ITI.

Major topics covered in the session1. Need for Safety 2. Various Hazards in Industry 3. Accident prevention 4. Costs of Accidents5. Safe welding and cutting 6. Safe and Preventive Maintenance 7. PPE (Person Protective Maintenance) 8. Electrical safety, shock and electrical hazards9. Fire, Fire Triangleand Extinguishing Fire 10. Importance of Job safety analysis

He spoke about multi-tasking between skills and knowledge, so as to gain promotion in the industry. Students were also shown four videos - on unsafe acts and conditions, never to challenge natural power, cylinder missile and open electric wires.

Every year, the CR team of Tata Power of Mulshi (Bhira Division) organises such a session for ITI Male. At this session, all 1st and 2nd year students and teachers from ITI College, Male, were present.

Mr. Kakade, in his introductory speech, shared important inputs regarding “Safety First & Zero Defect” policies/ approaches followed by most private companies and corporates. He expressed the need and importance of maintaining high standards of safety, quality and productivity in the present competitive industrial world and how knowledge of the same would help the students in their careers.

ITI Student at Male (Mulshi) Session conducted by Bhushan Patil


E V E N T S A N D H A P P E N I N G S

Tata Power Solar commissions India’s largest solar project under DCR for NTPCAligning with the Government’s ‘Make in India’ mission, this is the biggest solar project commissioned using domestically manufactured solar cells and modules. The plant is expected to generate nearly 160 million units (kWh) of energy per year and help offset approximately 110,000 tonnes of CO2 in the first year.

Tata Power Solar delivered the project in record 80% of stipulated timelines and nearly three months ahead of the stringent schedule. The key highlights of the project were the innovative design of Balance-of-System (BoS) and cabling, along with optimised selection of evacuation systems.

Tata Power’s consumer base crosses 2 million mark across IndiaIn FY16, Tata Power’s total consumer base in Mumbai increased to over 6.64 lakhs and its consumer base in Delhi increased to over 15.15 lakh consumers respectively.

The increase in the Mumbai consumer base was aided by the addition of 18,511 direct consumers to the Company’s network and 42,157 changeover consumers in FY16 coming to a total of 6,64,407 consumers. In FY16, TPDDL registered a consumer base of 15.15 lakh, spanning across an area of 510 sq. km. in Northern and North Western parts of Delhi.

Tata Power Solar commissioned 100 kW rooftop solar project for Toyota Kirloskar Auto Parts Pvt. Ltd., near BengaluruCompleted in a record time of 21 days, this is the fastest rooftop installation by the Company. Located at the Bidadi Industrial Estate, the project is built on the administrative office building of the auto parts manufacturing unit and will be used for captive consumption. The rooftop plant was setup by Tata Power Solar under stringent safety and working conditions, including the fact that a temporary structure had to be built to gain access to the rooftop.

The 340 modules manufactured by Tata Power Solar used for the project will generate 1,46,000 units of power and offset nearly 117 tonnes of carbon dioxide annually.

TPDDL commissioned 66/11 kV GIS Grid Substation at Sanjay Gandhi Transport Nagar (SGTN) The Grid was jointly inaugurated by Dr. Harald Griem, Executive Vice President - Energy Management, Siemens Ltd. and Mr. Praveer Sinha, CEO & MD, TPDDL. The newly commissioned substation will benefit over 70,000 existing and new customers in and around SGTN area and will further improve the reliability of power supply and facilitate the load growth for both commercial and domestic consumers. The Grid Substation has been built at a total cost of Rs. 31.47 crores.


Tata Power Renewable Energy Ltd acquires Welspun Renewables Energy Private LimitedThe Tata Power Renewable Energy Limited (TPREL) recently announced news of the completion of its acquisition of 100% shareholding in Welspun Renewables Energy Private Limited (WREPL) and its subsidiaries. This represents the largest transaction in the renewables space in India. WREPL has one of the largest operating solar portfolios in India spread across 10 states. It has about 1,141 MW of Renewable Power Projects comprising of about 990 MW Solar Power Projects and about 150 MW of Wind Power Projects. Of the 1,141 MW renewable portfolio, over 1,000 MW of capacity is operational and balance capacity is under advanced stages of implementation.

MV ‘TRUST AMITY’ carries 1,90,000 Mts of coal cargo in her maiden voyage to CGPL MundraMV Trust Amity, a 209324 DWT Flagship of Trust Energy Resources Pte Ltd. Singapore, carried its first-ever largest consignment of 1,90,016 Mts of coal in her maiden voyage to Mundra and berthed on 23rd August 2016. This is the largest of the consignments Mundra Port has received. The Head owners, charterers, receivers and the port officials visited the ship and cargo discharge operations went on very smoothly.

Tata Power and ICICI Venture partner to launch Power Platform with global investorsTata Power's wholly-owned subsidiary Tata Power International Pte Limited and ICICI Venture today announced the creation of a platform company (“Platform”) to facilitate investment in power projects in India in the coming two-three years, which are in advanced stages & near operational readiness or operating.

The Platform is co-sponsored by Tata Power and ICICI Bank and has commitments from partner investors, Caisse de dépôt et placement du Québec of Canada, Kuwait Investment Authority and State General Reserve Fund of the Sultanate of Oman, which are some of the largest investors globally. The Platform will raise an initial capital of up to USD 850 million to be contributed by the sponsors and partner investors either directly or through their affiliates. This can be upsized going forward, depending on market opportunities.

Tata Power’s generation capacity up by close to 9% in Q1 FY17 from Q1 FY16; Achieved generation of 11,122 MUsThe Company, together with all its subsidiaries and jointly controlled entities, has an installed generation capacity of 9432 MW (as of August, 2016) as compared to 8669 MW in FY16 mainly due to commissioning of 44 MW Lahori wind farm project in Madhya Pradesh and Cennergi (Pty) achieving commercial operations of both its 134 MW Amakhala Emoyeni and 95 MW Tsitsikamma Wind Farms.

Overall in Q1 FY17, Company continued its robust operations with Maithon Power station generating 1845 MUs. Standalone generation for the quarter stood at 3163 MUs. Trombay Thermal Power generated 1789 MUs. Jojobera Thermal Power Station

generated 698 MUs and Haldia reported generation of 184 MUs. Industrial Energy Limited reported generation of 546 MUs and TPREL, the renewable energy arm of the Company, generated 144 MUs in Q1 that includes clean and green energy sources (Wind and Solar). Total consolidated generation stood at 11,122 MUs.

Cennergi commences Commercial Operations for its 95 MW Tsitsikamma Community Wind Farm ProjectCennergi (Pty) Ltd. announced the commencement of Commercial Operations for its 95 MW Tsitsikamma Community Wind farm (TCWF) Wind Farm Project recently. The said wind farm comprises 31 nos. V 112, 3.075 MW Vestas make turbines. Cennergi was selected as the preferred bidder for two wind projects under the second window of the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) by the South African government.

World Bank report acknowledges ease of getting a new electricity connection in DelhiThe report noted that toward that end TPDDL in Delhi eliminated an internal wiring inspection by the Electrical Inspectorate - and now instead of two inspections for the same purpose, there is only one. The utility also combined the external connection works and the final switching on of electricity in one procedure.

Javelin Joint Venture (JJV) signs Letter of Intent with Tata PowerThe JJV team, a partnership between Raytheon Company and Lockheed Martin, signed a letter of intent (LOI) with Tata Power Company Limited operating through its Strategic Engineering Division (SED), to explore co-development and production of the Javelin anti-armour missile system.

As part of the LOI, JJV and Tata Power SED will create a strategy to co-develop and produce the Javelin missile system and integrate platform mounts to meet Indian requirements. This includes ground combat vehicle, dismounted infantry and rotorcraft applications. In addition to meeting the Government of India’s “Make in India” objectives, the LOI establishes a framework for future technological cooperation between the JJV and Tata Power SED.


E V E N T S A N D H A P P E N I N G S

‘No Tobacco Day’ organised at CGPLAn awareness programme on the ill-effects of tobacco consumption was held for employees and stakeholders and they were motivated to abstain from it. The programme instilled willpower in 150 participants to quit tobacco. The medical team of CGPL ensured that the programme was interactive; participants were encouraged to share their experiences of dependency on tobacco products, and provided professional guidance on ways to reduce dependency and tips to quit tobacco.

Dherand Thermal Power Project provides infrastructural support to Shahapur’s Adarsh Vidyamandir High School The initiative aims to promote quality education and help enrich the learning environment of the children. The local school was in a bad shape and bereft of basic amenities, resulting in poor attendance and low-quality learning process. To correct this, Tata Power constructed eight fully-furnished classrooms with separate toilets for girls and boys. It also built a courtyard and shed for the roof of the school. The initiative benefitted over 200 students from classes 5th to 10th, and indirectly benefitted close to 4,851 villagers as a part of long-term social infrastructure development for the community.

CGPL and Gujarat Govt. organise ‘Shala Pravesh Utsav’ across Mundra and Mandvi blocks schools The ‘Shala Pravesh Utsav’ is part of ‘Shiksha Sarathi’, the comprehensive education programme which focuses on extending quality education to every child in the area of operations. During the ‘Shala Pravesh Utsav’ 2016, CGPL undertook various rallies raising awareness among the villagers on the importance of child education. The awareness drives were specially designed to motivate parents to enlist their names in school. The team of CGPL distributed leaflets among

the community which highlighted the various activities being undertaken to enhance the quality of education in local Government schools.

IEL organises Employee Volunteering Programme in KalinganagarIEL employees led a cleanliness drive at Dhubri Chak and awareness campaign on Swachh Bharat in schools and colleges surrounding areas around Kalinganagar plant.

Close to 35 employees of IEL volunteered for the cleanliness drive and awareness campaign for seven days along with the locals, students and teachers spread the message of a cleaner and better India, to the local communities. The week-long cleanliness drive saw overwhelming participation and was successful in raising awareness on cleanliness among its communities.

Blood Donation Camp held at Carnac Medical Centre

The Blood Donation Camp, held on 29th July, was organised in association with the Tata Memorial Hospital blood bank. Eight medical staff, including one doctor from Tata Memorial Hospital conducted the camp.

In all, 44 units of blood was collected from generous donors, while 15 more could not donate as they were found unfit to donate at that time. A similar camp was held earlier on 20th January, 2016.


C A R E F O R C O M M U N I T Y : K E Y I N I T I AT I V E S

Mr. Arun C. Gaikwad from QAIT - Trombay successfully cleared his Electrical Supervisor exam in May 2016. Congratulations!

Flying High!

P R O M I S I N G P R O F I L E

MPL organises ‘Swachata Drive’ at Maithon damThe campaign titled ‘Swachch Bharat Pakhwada’ received an overwhelming response with participation from more than 50 volunteers, including employees of MPL and BSK college students. The drive undertaken by the employees, in collaboration with students from BSK College, aimed to clean vast stretches along the banks of the Maithon dam. Volunteers collected and disposed huge quantities of non-degradable as well as recyclable waste, including plastics, glass bottles, and pieces of broken glasses. The drive was supported and guided by the Executive Director & CEO of MPL along with the Dy. CEO, MPL and various heads and group heads of MPL who led from the front in ensuring a truly Swach Pakhwada.

Mulshi and Maval during plantation drive: 1,79,000 saplings planted!The drive is in line with the initiative of Maharashtra government for planting two crore saplings in Maharashtra. More than 2,000 people participated in the initiative, which included Tata Power employees, their families, local community along with students and teachers of Tata Vidayalaya School, Bhira. Tata Power also issued 2000 saplings to forest department of Vile following their request.

TPDDL distributes 7,000 kites among consumers in JJ Clusters in North and North West Delhi As flying kites is a tradition during the season, these kites are customised with a message printed on them cautioning about flying kites near electrical wires especially High Tension Lines. Every year, during this festive season, TPDDL receives hundreds

of complaints, especially from areas in and around JJ Clusters, of tripping of power lines due to entanglement of manjha in overhead power lines resulting in disruption of electricity supply to lacs of consumers. These kites will be distributed free in the JJ clusters through women who are the ambassadors of TPDDL in the JJ areas.

Deputy CM of Delhi launches the Tata Power - DDL Club Enerji Book - Umang (Nayi Zingadi Ki Umang, Swachh Urja Ke Sang)Shri. Manish Sisodia, Honorable Deputy Chief Minister of Delhi recently launched the Tata Power - DDL Club Enerji Book - Umang (Nayi Zingadi Ki Umang, Swachh Urja Ke Sang) in a function organised at Dr. Rajendra Prasad Sarvodaya Vidyalaya, President’s Estate by the Government of NCT of Delhi on the occasion of Teachers’ Day. Shri Sisodia further presented the book to the Honorable President of India, Shri Pranab Mukherjee, in the presence of Mr. Praveer Sinha, CEO & MD, Tata Power Delhi Distribution and a large gathering of students and teachers.


C A R E F O R C O M M U N I T Y : K E Y I N I T I AT I V E S

E T H I C S C R O S S W O R D


Down 1 Situation wherein one faces question 'To Do or Not To

Do

2 Under whose leadership was the Tata Code of Conduct

crafted

3 Time period within which a sexual harassment case

needs to be reports

5 Treating all employees alike irrespective of race, caste,

religion, gender etc. etc

8 A core value of Tata group

9 Abbreviation for guidelines dealing with sexual

harassment

14 When faced with a dilemma: Stop, ____, Act Responsibly

15 Gift of this nature is never appropriate and should never

be given or accepted

Across 4 The TCOC is a ________ document

6 Subclause number ____ states we do not employ

children at our workplace

7 Payment made to secure or speed up routine legal

government actions

10 How many years has Tata Power won the prestigious

'Ethisphere Award'

11 Section E of TCOC deals with this interest

12 First Name of our Chief Ethics Officer

13 Determination, Perseverance

16 Chairperson of ICC for POSH at Corporate Level

1

4

3

2

6

16

12

8 9

11

15

13 14

7

10

5

Solution in next issue of Enerji Talk


C E L E B R AT I N G 7 0 G LO R I O U S Y E A R S O F I N D E P E N D E N C E

This 15th August, as the nation completed 70 glorious years of independence, various Tata Power locations proudly unfurled the tricolour. At various locations, employees celebrated the day by hoisting the tricolour, singing the national anthem and invoking a feeling of patriotism. Here’s a glimpse…

CGPLCGPLCGPLCGPL HaldiaHaldiaHaldiaHaldia MaithonMaithonMaithonMaithon Trombay ColonyTrombay ColonyTrombay ColonyTrombay Colony

KalinganagarKalinganagarKalinganagar

BORLBORLBORL LonavalaLonavalaLonavala

TrombayTrombayTrombay

Mr. Narayan SirdesaiHead, MO EHV Cable Group

Heads and Hands - The innovative HR recruitment policy In the industry, the white collared ones are called officers (Heads) and the blue collared ones are called union employees (Hands). One company manufacturing multiple home appliances wanted to recruit 10 officers and 10 workmen. They put up an advertisement for the posts and about 100 candidates in each category applied.

The Human Resources department believed in a certain theory in selecting candidates. The company had employed a professional hand-shaker. His role was akin to the role of the tea taster in the tea estates. The HR Head's theory was that the softest

hands made the best innovative minds and the roughest hands the best work men. The hand shaker shook hands with all the candidates and ten softest and roughest hands were selected for the roles of officers and workmen. The whole selection process took an hour's time which otherwise would have taken five rigorous days. In time it was proven that this selection theory was right. The company has captured most of the market and the charter has been signed without any counter arguments or opposition. Many corporates are now trying to adopt this model. Meanwhile the hand shaker who is much in demand has doubled his price.

MPL

On the occasion of the 112th birth anniversary of JRD Tata, celebrations were held with much fanfare across the Tata Group. Across various Tata Power locations, employees celebrated the day by garlanding his bust/photo and pledging to stay true to the values JRD Tata stayed true to in his lifetime.

L I T E R A R Y S E C T I O N

J R D TATA B I R T H D AY A N N I V E R S A R Y C E L E B R AT I O N S

CGPLBombay House

Chembur Receiving StationCarnacJamshedpur


“The Laws of the Spirit World” by Mrs. Khorshed Bhavnagri is one of the rarest of books.

The book opens the door of spiritual world knowledge. The book answers many unanswered questions about the spiritual world after death. It fulfils the thirst of humans about the spiritual world.

Khorshed Bhavnagri was born in Mumbai, in 1925. In 1949, she married Rumi Bhavnagri. Khorshed and they lived in Byculla in Bombay with their two sons, Vispi who was born in 1950 and Ratoo in 1951. As the boys grew up they were extremely interested in all aspects of motoring. Eventually, Vispi and Ratoo set up a garage for motor services and repairs. They also participated in several motor rallies.

The fateful year of 1980, Vispi and Ratoo were to enter 1,632 mile cross country motor rally. The rally was to start on Feb 23rd, and Vaspi and Ratoo decided to take the car out for a trial run from Bombay to Khopoli, before the event. Unfortunately, Vispi and Ratoo died in a tragic car crash in February 1980 somewhere near Khopoli.

With both their sons gone, the couple felt they would not survive for long. They had lost all the faith in God until a miraculous message from the spirit world gave them hope and sent them on an incredible journey.

Khorshed and Rumi Bhavnagri with the help of their sons, developed powers of complete concentration and relaxation which made direct communication between the parents and their sons possible through a process known as ‘Automatic Writing’. She would hold a pen lightly onto a book, concentrate intensely and gradually the spirits of her deceased sons would use her hand to move the pen slowly and unevenly over the page. At first there were mere scratches, but with days of practice, words formed and she could ask questions aloud, to which the answers would come, written on to the book.

After some time, Vispi and Ratoo conveyed to their parents a desire to dictate, by the same process of Automatic Writing and then telepathically, a book containing the laws of the spirit world, for which they had obtained special permission from higher souls. They thought it would be of considerable benefit to human beings on earth to know the true laws of the God and the spirit world, which, if followed, would help them advance spiritually. It was the desire of Vispi and Ratoo that the book be dictated, published and distributed widely. However, Vispi and Ratoo were clear that their teachings and beliefs were not to be forced on anyone.

Khorshed aunty would communicate with Vispi (one of her sons) at least twice a day, sometimes three to four times a day, only between sunrise and sunset, with no fixed agenda or plan. She received messages on various topics, the sequence, conversational tone and language of which have been preserved in the book exactly as they received. The messages reproduced in the book are the ones she received in English even though her mother tongue was Gujarati.

Her sons told her that it was her mission to spread spiritual knowledge on earth. In 1998, at the age of 72, she moved to Vancouver, Canada, where she continued to work tirelessly towards her mission, until her death in August 2007. It was Mrs. Bhavnagri's wish that this book reach as many people as possible.

In the book, Mrs. Khorshed Bhavnagri has answered as below to an interview question: What convinced you that you were communicating with them (her children)?

“While communicating with us, Vispi said things that only he knew about. They also gave me the names of strangers and asked me to call them and give them messages.

We traced these absolute strangers and gave them the messages that we were asked to- this was our proof that these people really existed and Vispi's messages were accurate."

The book has two parts. Part I is about spirit communications from the journals of Khorshed Bhavnagri. Part II is about questions asked by Khorshed Bhavnagri and the answers given by the spirit souls.

The book gives the good insights on many topics like, different realms of the spirit world, how the life on the different realms, the purpose of rebirth, how to awaken your subconscious mind, how to live a life, what is the purpose of the life and why past life memory is not revealed, etc.”

Below is the extract what spirit soul said in the book....“It is wise to live your life such that it will take you higher, not lower. So, dear readers, lead your life in such a way that you will make God Almighty happy. Don't think that if you pray for hours God Almighty will be very pleased. By going to churches and temples every day or by giving to charities in thousands you take for granted that God will be pleased and he will welcome you to heaven. No, it won't work if your motive is to bribe God Almighty.

He can never be bribed, but if you are very sincere and have given your time or money to charities with genuine kindness,if you worship God Almighty for a little while with no other motive than true love of God, of course God Almighty will be extremely happy and keen to make your place in heaven.

So dear readers, we urge you to lead a simple, honest, kind and selfless life. This is more important than hours of prayers without concentration and giving thousands in charities to fool people and gain a place in heaven, or just to show others what a pious and holy person you are”

You can also watch an interview of Mrs. Khorshed Bhavnagri on in You Tube.

The book is worth to give a try.

B O O K R E V I E W Book Review and Information

The Laws of the Spirit World “There is no religion in the spirit world. We worship one God only”

Mr. Ravindra JoshiLead Engineer - Operations, Khopoli



The Travel GuideT R AV E LOGU E

Finally, the much awaited day arrived. We travelled from Mumbai and took a connecting flight to Bangkok from Kochi. After a six- hour journey, we landed at Bangkok - Don

Mueang Airport on Wed. 8th June 2016 at 06:55 am. Traveling from the airport to the hotel was an experience in itself, as I could see lane discipline and no honking which is unlike the Mumbai hustle bustle on roads.

At our hotel, The Pinnacle Lumpinee Hotel and Spa, the rooms were well maintained and comfortable. Immediately after check-in we plunged ourselves into the swimming pool on the 14th floor. Our breakfast had an amazing spread of hot rice dishes, eggs-to-order, sausages, different breads, fresh fruits, juices and sweets. After breakfast, we left for street photography to Chinatown. This is a sprawling market selling Chinese street food. The special feature of this market is that 90% of the shopkeepers are women. The food items sold in this market were grasshopper, lizard, scorpion, cockroaches, dried duck, pork, star fish, and octopus. Here we were actually witnessed these types of ‘food items’ being sold which were only heard by us.

There were a lot of places to visit at a stone’s throw from the hotel. A short drive away and you reach the Queen Sirikit National Convention Centre, Sukhumvit and Patpong districts. We took a

five minute walk to Lumphini Subway Station and visited the Suan Lumm Night Bazaar.

Traveling within Bangkok is easy and cheap. We had our dinner at the Moon Bar terrace restaurant which is on the 60th floor. The view from top at night was so mesmerising; we could see was the entire city with huge buildings fully lit up and busy metro roads.

BeautifulBANGKOK!

The next day was Kings Day, a day when the Grand Palace is open for public visits. The Grand Palace is spread across 218,400 sq. metres and is surrounded by walls built in 1782. The length of the four walls is 1,900 metres. Within these walls you have Government offices like the country's war ministry, state departments, the mint, the Chapel Royal of the Emerald Buddha and the royal residences. We also visited the Wat Pho (the Temple of the Reclining Buddha). It’s a ten minute walk from Grand Palace. It's one of the largest temple complexes in the city and is renowned for its giant reclining Buddha measuring 46 metres long covered in gold leaf. Wat Pho is also considered the leading school of massage in Thailand. So you can enjoy a traditional Thai massage here.

Next day we visited Ayuthaya. Ayuthaya was the ancient capital of Thailand. It is named after, Ayodhya the birth place of Rama and its full name is “Phra Nakhon Si Ayuthaya - Sacred City of Ayodhya. Ayodhya in Sanskrit means “unassailable” or “undefeatable“. It is 85 kms north of Bangkok and has ruined palaces and temples, and is shaped like the Angkor Wat. The city is built on an island where three rivers meet - the Chao Praya, the Pa Sak and the Lopburi - and is surrounded by canals. 33 kings reigned over Ayuthaya before the city was ruled by the Burmese during a time when the city's population was around one million. Many of the sacred sites were destroyed by the Burmese at this time. Seated torsos are all that remain out of the rows of many once-gilded Buddha statues along the courtyard walls. It was a golden period for Thailand, when its influence and trading associations were widespread and it ruled a large territory. It's a very tranquil place now, which must have been immensely awe-inspiring during those days. The last day was kept for shopping and we visited Chatuchak Market, a place where one can shop anything. You name it and you find it. It had a collection of clothing, handicrafts, ceramics, furniture and home decoration, food and beverage, plants and gardening tools, art and galleries, pets and pet accessories, books, antiques and collectibles.

The 35-acre area of Chatuchak is home to more than 8,000 market stalls, everything is on sale here, although not all at the best bargain rates. But if you have one weekend in Bangkok, squeeze in a day trip to Chatuchak Weekend Market where you can actually ‘shop till you drop’.

After a happy shopping day, we flew back to our very own Mumbai with wonderful memories of Bangkok captured in our cameras and some moments etched in our souls.

Mr. Kishore SalunkeAssistant Foreman (Dharavi Receiving station)


The Travel GuideT R A V E L O G U E

Leisure and FunC I R C U I T B R E A K

Hi Friends,

It is great meeting you once again. Here’s your quarterly dose of introspection, intellectual gymnastics, trivia treasure and humour.

Minds EyeLike a baby learning language, we learn how to communicate with God by listening to his words first. We must realise that talking to God is like talking to a friend on the telephone. We may not see him on the other end, but we need to know that he is listening and communicating with us. The following story illustrates the point the best

A construction supervisor from 16th floor of a building was calling a worker on ground floor. Because of noise the worker did not hear his call. To draw attention, the supervisor threw a 10 rupee note in front of worker. He picked up the note, put it in his pocket and continued to work. Again to draw attention the supervisor threw 500 rupee note and the worker did the same. Now the supervisor picked a small stone and threw on the worker. The stone hit the worker.

This time the worker looked up and the supervisor communicated with him. This story is same as to our ‘life’… God from up, wants to communicate with us… but we are busy doing our worldly jobs. Then, he give us small gifts and big gifts… we just keep them without looking from where we got it. We are the same. Just keeping the gifts without thanking him, we just say we are Lucky.

God whispers to us in our pleasures, speaks in our conscience, but shouts in our pains. It is his megaphone to rouse a deaf world. And when we are hit with a small stone, which we call PROBLEMS, then only we look up and communicate with him. We must learn to hear the whisper of God in the silence of our mind, heart and Soul.

And now over to our HeadworksWord PlaySee if you can figure out what these seven words all have in common?1. Banana 2. Dresser 3. Grammar 4. Potato 5. Revive6. Uneven 7. AssessThink out of the box. It is easier than you think.

Please send your answers to Headworks to reach the Editorial Board, Transmission Lines, at Bombay House, not later than 1st October 2016. There are two prizes to be won. In case of more than two all correct entries; the winner will be decided by draw of lots. Answers may also be sent by e-mail to [email protected]. In case of dispute, Editorial Board’s decision would be final.

Did you know that? When Emperor Qin Shi Huang ordered construction of the Great Wall around 221 B.C., the labour force that built the wall was made up largely of soldiers and convicts and it is said that as many as 400,000 people died during the wall's construction; many of these workers were buried within the wall itself. In the mid-17th century, the Manchus from central and southern Manchuria broke through the Great Wall and encroached on Beijing, eventually forcing the fall of the Ming dynasty and beginning of the Qing (Manchu) dynasty (1644-1912).


VerticalA. Odd number. B. Number, each digit of which is smaller than the previous one. C. Number, formed of the same digit. D. Number, which is a multiple of 7, 11, 13. E. The sum of all the digits. G. The number of pieces in the game of “Domino”. I. Even number. J. Number, the sum of two first digits of which is equal to the sum of the last two digits. L. Number, the product of the first and third digits of which is equal to the product of the second and fourth digits. N. 3 days, expressed in hours. O. Number, the sum of digits of which is equal to the sum of the digits of the number from P. P. The sum of the numbers from I) and A)-vert.

HorizontalA. One day, expressed in minutes. D. The number of cases on a chessboard. F. Number, composed from consecutive digits. G. Number, the product of digits of which is 0. H. Number, formed from different even digits. J. Number, the sum of the digits of which is 22. K. Number, which is a multiple of 9. M. Number, which is a multiple of 101. O. The product of the numbers from I and K. Q. The difference between the largest four-digit even number and the smallest four-digit odd number. R. The product of five 2’s.

Crossnumber

A B C D E

F G

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Déjà vu?

Office Encounters

“It’s supposed to inspire, but most employees see it

as permission to take a nap.”

FOLLOW YOURDREAMS!

“My boss says I can start working from home two days

a week...Saturday and Sunday.”

Leisure and FunC I R C U I T B R E A K

Solution to Headworks in Circuit BreakVolume 42, Issue No. 3 (July 2016)Brightspark is concerned to note the reduced level of participation. Brightspark would like to point out that both the puzzles need to be cracked to become eligible for a prize.

The winners this time are Mr. Srinivasu Mullapudi (Maithon) & Ms. Nayak Suchismita (Jojobera). Congratulations!!!

Lovely LabyrinthThe solution is shown in the illustration.

You can see the long path (marked with a red thread) running from the only Entry through all the labyrinth and ending exactly in its middle spot.

Crazy Cut

The hint wasn’t a red herring. The line isn’t straight.


Here are some trivia on one of the seven wonders of the modern worldl As early as the Qin Dynasty (221-207BC), when building the

Great Wall, glutinous rice flour was used in making the binding material to bind the bricks.

l According to legend, a helpful dragon traced out the course of the Great Wall of China for the workforce. The builders subsequently followed the tracks of the dragon.

l The sections of the Great Wall that we mostly associate with The Great Wall of China were built by the Ming Dynasty. This was the last part of the wall that was built and has been made with brick and features many tall watch-towers.

l Although the official number of the length of the Great Wall is 8852 kilometres (5500 miles), the length of all the Great Wall built over thousands of years is estimated at 21,196 kilometres (13,170 miles). The circumference of the Equator is 40,075 kilometres (24,901 miles).

l Over 10 million people visit the Great Wall of China every year. The most famous section of the Great Wall-Badaling, had been visited by over 300 heads of state and VIPs from around the world, the first of which was Soviet. But it is also the busiest section of wall which is restored. If you are a hiker who like to see the real unspoiled Great Wall which is off the beaten path, we don’t? suggest you go there!

l During the Cultural Revolution (1966-1976), many bricks of the Great Wall were taken away to use in building homes, farms or reservoirs. Otherwise many sections of the Great Wall would be preserved much better than what they are like today.

l Contrary to common belief, the Great Wall of China cannot be seen from space with the naked eye. It can be seen

with aid.

Mirth MallTwo factory workers are talking. The woman says, “I can make the boss give me the day off.“ The man replies, “And how would you do that?” The woman says, “Just wait and see.” She then hangs upside down from the ceiling. The boss comes in and says, “What are you doing?” The woman replies, “I’m a light bulb.” The boss then says, “You’ve been working so much that you’ve gone crazy. I think you need to take the day off.” The man starts to follow her and the boss says, “Where are you going?” The man says, “I’m going home, too. I can’t work in the dark.”

Think it over l Every accomplishment starts with the decision to try.

- Gail Deversl It is not the load that breaks you down; it is the way you

carry it. - C. S. Lewisl Focus on being productive instead of busy. - Tim Ferrisl If opportunity doesn’t knock, build a door. - Milton Berle

Ta-taBrightSpark

W A L L O F FA M E

HIGHER SECONDARY CERTIFICATE


U. B. Chakradhar 84%S/o Mr. Prabhakar Rao

Group Head - Consultancy & Op. Contracts Trombay

GRADUATION / DIPLOMA / POST GRADUATION

SECONDARY SCHOOL CERTIFICATE

CGPL and Tunda Sports Club organised the third season of Akhil Gujarat Night Cricket Tournament 2016The event was aimed at encouraging the engagement of the youth of the region in sports and culture and spread the message of harmony. The grand �nale was graced by the presence of ace Indian all-rounder, Irfan Pathan.

The event spanned over a month and saw participation from involving 94 teams from different villages of Kutch and all other locations of Gujarat, supported by CGPL-TPCDT. The �nals were held at the Tunda Sports Ground. The �nal match was viewed by over 10,000 spectators including Irfan Pathan, Shri Tarachandbhai Chheda, Hon’ble MoS Cottage Industry, Salt Industry and Cow Breeding, Government of Gujarat; Sri Vinodbhai Chavda, MP, Kutch; Mr. K. K. Sharma, ED & CEO, CGPL; Mr. Makrand Chauhan, Superintendent of Police - West Kutch and other dignitaries from the government and CGPL.

S P O R T S A N D A D V E N T U R E From the Playfield and Beyond

Tanmayi Devdutt Kudalkar 82.50%

D/o Mr. D. N. KudalkarOperation Dept.,

Khopoli

Shuvojit Sengupta GPA 3.41

Master in Corporate Communications

S/o Mr. Sujit SenguptaHead - BE & CSR,

Jojobera Power Plant

Mayuresh Wagh 84.57%S/o Ms. Neha Wagh

Senior Office Assistant 'A'Borivali Receiving Station

TY B.Com.

Dr. Maimoona AhmedD/o Mr. Mansoor Ahmed

Assistant Manager - Medical, Carnac (Super-Speciality)

FNB examination in High-Risk Pregnancy

& Perinatology

Niteesha Sai Banu 80%D/o Mr. Y. S. Srinivasa Rao

Group Head - Mechanical Maint. BORL - Bina B. Tech

(Electronics & Electrical Engineering)

Khushi CGPA 10D/o Mr. Rajesh Singh

Lead Associate - Stores MPL

Disha Kishor Patil 79.80% D/o Mr. Kishor H. Patil

MMD - Khopoli

Vaishnavi Bhaskar Chikhale 81.40%

D/o Mr. Bhaskar ChikhaleKalyan Transmission

Manan Sidhu CGPA 10D/o Mr. Jagmit Singh Sidhu

Head - MEPL Station

Nikhil Kondubhairy 84.6%S/o Mr. Suresh T. KondubhairyProject Implementation Unit,

Itezhi Tezhi, Zambia

U. S. Giridhar 92%S/o Mr. Prabhakar Rao

Group Head - Consultancy & Op. Contracts. Trombay

Prachi Sambhaji Deshmukh 93%D/o Mr. Sambhaji Deshmukh

Dep. Security - Kalyan

M I N I C L U B S I N A C T I O N


Tata Power Club Enerji honours best performers at 2016 Annual Principals’ and Mentors’ MeetThe meet aims to connect with the Principals and Energy Mentors and provide them with an overview of the activities of the past year, as well as with insights into the activities planned for the upcoming year. It is also a platform where the school authorities share their feedback, ideas and suggestions which helps the Club to improve and grow. Ms. Shalini Singh, Head - Corporate Communications, Tata Power, was a guest of honour and felicitated the awardees.

The Programme involved an interactive discussion between principals and Team Tata Power. Many innovative sustainable initiatives were also discussed at the programme. This year's edition of the meet saw the best performers of the previous year being recognised and felicitated as a part of the mandate.

Club Enerji organised its annual event ‘Club Enerji Carnival’ with fanfareThis carnival comprised a kaleidoscope of activities such as project displays, painting competitions, the quiz and performances by school children from across the country to spread the message of saving environment and doing their bit on nation building. Club Enerji also announced the champions of the National Energy Quiz 2016 in the grand finale organised in Mumbai. The event was graced by the presence of Mr. Cyrus Mistry, Tata Group Chairman and Mr. Anil Sardana, CEO & MD, Tata Power; in addition to other Tata Power leadership members. A total of 500 students across six cities participated.

.Club Enerji students visit Mahseer hatchery at Lonavala on Mahseer Day Students were taken through the entire breeding process cycle of Mahseer and sensitised on the habitats of the fish. The programme also educated the children about other reasons behind why this species of fish is staring at extinction. The students also participated in a drawing competition on the theme of “Stop Water Pollution & Save Mahseer”.

The awardees of the year are as follows:

Best Energy Savvy Schooll Lokpuram Public School, Thane l Dr. Sarvapalli Radhakrishnan School, Malad l Pawar Public School, Bhandupl Cambridge School, Kandivali

Best Mentorl Ms. Bhamini Anchan, Yashodhan High School, Goregaonl Mrs. Jayashree Ravindran, Vidyadhiraja High School, Bhandupl Mrs. Saili Dalvi, Lokmanya Tilak High School, Mulundl Mrs. Indira Varma, Pawar Public School, Kandivali

Best Mini Clubl The ECO Mini Club, DAV Public School, Thanel Aqua Guard Mini Club, Queen Mary, Grant Road,l Eco Club, Pawar Public School Chandivali l Varsha Mini Club, St. Mary’s School, Dahisar

Best Energy Championsl Ms. Hiral Tibrewal, Gundecha Education Society, ICSE, Kandivali l Ms. Pujhita Tiwari, St. Xavier’s High School, Mira Roadl Ms. Drashti Rawani, St. Lawrence School, Borivalil Ms. Heena Waghela, Rashtriya Shala , Ghatkoparl Ms. Soham Chheda, Shri Vallabhashram School, Sionl Ms. Prapti Shetty, Sri Ma Vidyalaya, Patilpada Thanel Mr. Summit U. Shah, Patuck Tech High School, Santacruzl Mr. Atharva Salvi, Yashodham High School, Goregaonl Ms. Saumya Sinha, Ryan International School, Kandivalil Ms. Namira Shaikh, CES, Michael High School, Kurlal Ms. Shubham Mahajan, Nalanda Public School, Mulundl Ms. Ayesha Mubarak, Our Lady of Good Council, Sion

Best Educatorl Ms. Jaya Kharel Ms. Grishma Thaker

Ethics or simple honesty is the building blocks upon which our whole society is based, and business is a part of our society, and it's integral to the practice of being able to

conduct business, that you have a set of honest standards.

Kerry Stokes, Australian businessman

This in-house journal is printed on Dalum Cyclus Print recycled paper, produced from 100% recycled �bres and chlorine-free bleaching.

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