High-speed mobile TV is here, from Tata Tele

Tata Teleservices has become the first service provider to offer mobile TV on high speed broadband wireless by launching Photon TV, which allows users to access channels on desktops and laptops.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.

The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."

Tata Motors Limited

Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.
The company's 23,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company?s dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano’s presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.
Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal.
The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 2,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India?s first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India?s largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.
In June 2009, the exciting new range of premium luxury vehicles from Jaguar and Land Rover were introduced for the Indian market. These include the Jaguar XF, XFR and XKR and Land Rover Discovery 3, Range Rover Sport and Range Rover.
The years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs. Besides product development, R&D is also focussing on environment-friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.

strong SEBI’s bold initiative

strong Policy makers, alive to the special needs of SMEs, have tried to simplify the procedural requirements, thereby reducing certain costs. The preferred route has been to create a niche market or a separate exchange for them. The OTC Exchange of India (OTCEI) set up in 1990 was the first exchange to deal exclusively with smaller sized companies. It had as its twin objectives helping smaller companies raise capital in a cost effective manner and providing the investors with an efficient and transparent method of trade. The OTCEI has been a pioneer in introducing screen-based trading and market making. Yet it failed to take off probably because it was ahead of its time.

SEBI is now addressing the issue by exempting companies listed on the SME exchanges from eligibility norms applicable for IPOs. SME companies for the purpose of these new regulations will have a paid-up capital of not more than Rs. 25 crore. They can list on the main boards of NSE/BSE with a minimum paid-up capital of Rs. 10 crore. In what is by far the most noteworthy of the current measures, the minimum IPO application size will be Rs. 1 lakh. This way the regulator hopes to have informed financially sound and well-researched investors with some risk taking ability. Yet the high minimum requirement will shut out many small investors. It will also reduce the number of shareholders. How far that will impact on liquidity of the company’s stock remains to be seen.

Merchant bankers have been given special responsibility in market making (for a minimum period of three years) and underwriting the issue. Guidelines have been laid down for procedures to be followed when the paid-up capital of the listed company exceeds Rs. 25 crore and when an investor’s holding falls below Rs. 1 lakh.

It remains to be seen whether SMEs and the capital market intermediaries will be sufficiently enthused by the new measures.

Will a potential investor who is not averse to capital market investment be attracted to an SME issue in preference to other market instruments?

The decision to permit auctions as an additional method of book building in public issues is welcome. Bidders would be free to bid at any price above the floor price. Allotments will be top down, that is, the highest bidder will first get the shares. Obviously shares will be allotted at different prices. Retail investors will be allotted at the floor price.

Two advantages are claimed for this method. One, it will help the issuer get a higher price for its shares as there is no upper price band. At the same time, retail investors will get shares at the lower floor price. Two, there will be no oversubscription. In traditional book building, because of uncertainty of firm allotments, institutional investors make large applications to stand a better chance of getting allotments. In book-building, shares are allotted proportionately.

On the flip side, the auction method can trigger what is known as a ‘winner’s curse’, a scenario in which certain investors bid recklessly high.

It is also possible that the relatively uninformed investors will be the winners in the auction.

Rahul Dravid namesake makes waves

BANGALORE: When Rahul Dravid, G R Viswanath, Dilip Vengsarkar and Yuvarj Singh talk highly of a young batsman, he ought to be taken note of.

The word is that he is in the Dravid mould. Spends long hours at the nets and scores big hundreds. Intriguingly, his name is also Rahul.

An ardent fan of Sunil Gavaskar, his father Lokesh named him Rahul, mistaking that his icon's son is also called Rahul.

"I was a huge fan of Gavaskar. So when my son was born (18-4-1992), I wanted to name him after my icon's son, and also after Rahul Gandhi. For some reason, I thought Gavaskar's son name was Rahul, when it actually was Rohan," said Lokesh a former Bangalore University player.

But it is not the name that has drawn attention. K L Rahul, short-listed in the 30 Indian probables for the under-19 championship in South Africa (January 2010), scored runs in tons even as an 11-year old.

In 2004, he carved two back to back hundreds (200 and 262 not out) in the inter-zonal tournament conducted by the Karnataka State Cricket Association.

He followed it up with scores of 91 and 71 to aggregate a whopping 650 runs in five innings.

He amassed 450 runs, including three centuries and a 65, in the South Zone Inter-State under-13 tournament the same season.

His consistent showing in the under-15 Vijay Hazare tournament earned him a call to the National Cricket Academy

The 24 richest Indians

Mukesh Ambani: The world's richest Indian
The world's richest are getting poorer. Last year there were 1,125 billionaires in the world. This year the number has fallen to 793.

When it comes to the India, Reliance Industries chairman Mukesh Ambani and NRI steel baron Lakshmi Mittal lead the dwindling number of Indians in the ' list of world's richest people.

China has beaten India with a maximum number of billionaires from Asia, it has 28 richest people in the list.

Last year India had the largest number of billionaires from Asia in the list.

There are only two Indians among the world's top ten richest men compared to four last year.

Many lost their billionaire status as India's stock market crashed last year. About 29 Indians are out of the billionaires' list, says magazine.

Ranked at number 7, Mukesh -- with a total wealth of $19.5 billion -- is the richest Indian in the list. Ambani was ranked 5th last year.

Breaking News:

MUMBAI: The National Investigation Agency (NIA) has asked filmmaker Mahesh Bhatt's son Rahul, who came in contact with terror suspect David Headley during his stay in Mumbai, not to leave the city.
"The NIA team is in Mumbai since Saturday and is gathering details pertaining to the activities of Headley and Tahawwur Hussain Rana. The NIA has recorded the statements of those who were in touch with Headley during his stay here," a senior police source said.

The source said three other persons, who were also in contact with Headley, have been asked to stay put in the capital for "some time". He, however, declined to reveal the identities of the three in view of the sensitivity of the case.

"Rahul Bhatt and the other three are fully cooperating with the police and NIA. All of them have been asked not to leave Mumbai for some time," the source said on condition of anonymity.

The NIA has registered a case against Laskhar-e-Taiba operatives Headley and Rana after their arrest by the US investigating agency FBI for allegedly plotting terror attacks in India.

Investors pick hybrid MFs

Retail investors are warming up to the idea of hybrid mutual fund schemes with a limited exposure to equity, say investment consultants.
Faced with uncertainties in the equity market and lack of clear direction in the interest rate movement, investors are playing it safe and at the same time hoping to benefit from a possible upside in the stock market.

Debt-oriented hybrid schemes have performed very well in the last one year, with the category returning around 20% in the past year. Debt-oriented hybrid schemes typically invest around 15-20% of its total portfolio in stocks.

"Investor appetite for debt-oriented hybrid schemes have gone up in the recent past. It may be because they can't invest in pure debt schemes like income or gilt schemes because of the uncertainty in the interest rate scenario," says Hemant Rustagi, CEO, Wiseinvest, a wealth management company. "They also find the mandate of restricted investment in equity attractive. If the equity component in the portfolio performs well, it would act as a kicker to the returns from the scheme. At the same time, they don't want to expose themselves to extra risk by allotting more to equity," he adds.

Investors can hope to get around 12% returns from these plans, a slightly superior returns than they could earn from traditionally safer investment avenues, say investment experts. According to Rustagi, conservative investors can look at debt-oriented products like monthly income plan, asset allocation plan and pure debt-oriented hybrid plans in the current market scenario.

Another reason why investors are going for hybrid schemes is they don't want to commit money for a longer period. "Many investors are still a bit concerned about the investment climate. They are not mentally prepared to stay in the market with a long-term commitment because of uncertainties in the economy," says a mutual fund manager, who doesn't want to be named. "Debt-oriented hybrid plans are ideal for these people because they invest in an actively managed debt portfolio with a minor exposure to equity and it is okay even if they have a time frame of one or two years," he adds.

Hurricane warnings for US Gulf Coast for Ida

NEW ORLEANS — Hurricane Ida chugged toward the Gulf Coast, and despite warnings extending more than 200 miles across several states, residents seemed to take the first Atlantic hurricane to target the U.S. this season in stride.

Authorities said the hurricane weakened early Monday to a Category 1 storm, with 90 mph winds. It could make landfall as early as Tuesday morning, although it was forecast to weaken further. There were no immediate plans Sunday night for mandatory evacuations.

"Even though we're telling everybody to be prepared, my gut tells me it probably won't be that bad," said Steve Arndt, director of Bay Point Marina Co. in Panama City, Fla.

A hurricane warning extended from Pascagoula, Miss., east to Indian Pass, Fla. Tropical storm warnings and hurricane watches are in effect across other areas of southeastern Louisiana, Mississippi, Alabama and the Florida Panhandle, including New Orleans. Louisiana Gov. Bobby Jindal declared a state of emergency as a precaution, and the National Guard was on high alert if assistance was needed.

Early Monday, Ida was located 285 miles south-southeast of the mouth of the Mississippi River and moving north-northwest near 16 mph. The latest forecast from the National Hurricane Center shows Ida brushing near Louisiana and Mississippi, then making landfall near Alabama before continuing across north Florida.

Officials were encouraging residents to prepare for potential gusts of 60 mph by removing any tree limbs that could damage their homes and securing or bringing in any trash cans, grills, potted plants or patio furniture.

Residents of Pensacola Beach and nearby Perdido Key were encouraged to leave, and school was canceled in the area Monday and Tuesday. Some schools around New Orleans also canceled classes for Monday.

Nearly 1,400 Louisiana residents are still living in federally issued trailers and mobile homes after hurricanes Katrina and Rita; nearly 360 units remained in Mississippi.

"FEMA stresses that those in temporary (housing) units should not take chances," Federal Emergency Management Agency spokesman Andrew Thomas said. "Leave the unit behind and evacuate to a permanent structure that will better withstand tropical weather systems and the associated winds."

Mississippi authorities warned residents to be vigilant. Authorities were monitoring conditions to see whether any evacuations of lower-lying areas or school closures would be necessary.

"It is likely we will at least be hit with strong winds and some flooding in our coastal counties," said Jeff Rent, a spokesman for the Mississippi Emergency Management Agency. Officials "do not want anybody to be caught off guard."

Mississippi Emergency Management Agency Director Mike Womack said forecasts called for tides of 4-7 feet above normal and rainfall totals of 5-7 inches within 24 hours, which could mean flooding along the coasts and along rivers.

Alabama emergency management officials did not immediately respond to phone messages.

In the Florida Panhandle, residents in Bay County and Panama City were being advised to secure boats and prepare for storm surges that could reach 2-3 feet. Heavy rain, wind and possible flooding was also expected.

"You really don't know until it gets close how you're going to be affected by it," said Brad Monroe, Bay County's deputy chief of emergency services.

Ida wasn't expected to pack the wallop seen in 2008 when hurricanes Gustav and Ike pelted the Gulf Coast back-to-back. There have been nine named storms this season, which ends Dec. 1. Ida is only the third hurricane to form, and neither of the others threatened land.

Ida wasn't expected to directly threaten New Orleans, where unflappable fans at the Saints football game seemed unaware a storm was approaching.

"We're used to tropical storms," said David Clements of Chalmette, La. "That's why we have a dome."

Earlier Sunday, Ida's wind and rain whipped palm trees in the Mexican resort city of Cancun. Fishermen tied their boats down, though tourists seemed to regard it as a minor setback.

"It's not what we expected," said Kathleen Weisser, a nurse from Fernley, Nev. "We wanted sun. Instead we have liquid sunshine."

Associated Press writers Suzette Laboy in Miami and Catherine E. Shoichet in Cancun contributed to this story.

Indra Nooyi
India has a long history where women’s have shown that they are not only the homemaker, however, with their sheer strengths and courage, they have ruled over India from the Medieval History period of India take the example of Razia Sultan, then Rani Laxmi Bai, then Sarojini Naidu, then Indra Gandhi, then Ashiwarya Rai and latest entrant in the block is the Indra Nooyi, a superwomen, who has been placed 4th in the list of worlds topmost influential women’s by the Forbes Magazine.
Indra Krishnamurthy Nooyi is her full name and she belongs to the Southern Indian city of Chennai. She was born in 28 October 1955 in Madras, now Chennai. She has done her graduation from Madras Christian College (MCC) in Chemistry, Physics and Math. On completion of her graduation she went to Indian Institute of Management in Calcutta for doing Masters in Finance and Marketing. Soon after completion of her MBA she joined ABB and then Johnson and Johnson (J&J) in Mumbai. One of her achievement with J&J is her close association with launch of the sanitary napkin “Stayfree”. From there she has been no stopping her life.

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However, her career profile was not satiating her wishes to do more in life and she persuaded her parent to let her study at Yale Management School in US. She completed her Master’s in Public and Private Management form Yale. Here in US before landing in the Pepsi in 1994, she had worked with Boston Consulting Group and Motorola. Indra coaxed the CEO Roger Enrico of the Pepsi to follow-up the company’s restaurant division, including brands such KFC, Pizza Hut and Taco Bell, as the chief strategy officer.
Nooyi not only shows tenacity for follow-up, but she equally emphasized in the Mergers and Acquisition. This was bolstered by the acquisition of the Tropicana and Quaker fruit juice brands. As a typical tycoon of the business from her acumen she has predicted the slowdown in the popularity of aerated soft drinks in the markets worldwide. That’s how she has enhanced her position in the business world where for a woman it’s very difficult to leave any mark on the corner room office of the big conglomerate. She is the one who has meticulously planned for the foray of Pepsi into the sport drinks market in association with Gatorade.
Her quick decision making ability and sticking to the work until it’s got accomplished has drawn this comment from the Enrico that “If she gets an idea, she goes after it. There’s no stopping her.” No doubt her firmness and go getting attitude has won her laurels in the company and this helped her to build a strong foundation in the career graph to reach the top echelons in the organization where many people just day dreams to reach. As of now

Wipro acquires select Yardley business for $45.5mn

The consumer care and Lighting business of Wipro acquired the Yardley business in Asia, Middle East, Australiasia
and certain African markets for $45.5 million (around Rs 215 crore) from UK-based Lornamead Group.
The revenue run-rate of the business for FY10 is $24 million (around Rs 112.8 crore). The transaction is expected to be completed by mid-december 2009. Lornamead Group will retain the Yardley business in Europe and the America’s.

This is the second largest acquisition made by the Consumer Care and Lighting division of the company. In 2007 Wipro Consumer Care and Lighting acquired Unza for $256 million.

“This transaction adds a very strong brand to our portfolio of personal care products. It fits into our strategy of increasing sales and brand presence in the Middle East. Our understanding of the Indian markets will also help to expand Yardley across the region,” said Vineet Agharwal, President Wipro Consumer Care and Lighting.

The Lornameads’ Group acquired Yardley from Procter & Gambles in 2005 and following this acquisition, made investments in the brand’s product development, distribution channels and maerchandising across international markets, significantly increasing Yardley’s overall sales and profitability, said a statement from Wipro.

Wipro Consumer Care and Lighting recorded revenues of Rs 2080 crore for the year ended March 31, 2009. Some of its other acquisitions include Chandrika, Glucovita and Northwest brands.

Tata Steel cuts prices of steel products


NEW DELHI: Tata Steel today said it has cut prices of some of its steel products mainly on account of weakening global trend.

"We have cut prices of our flat steel products. It is in the same range as other steel makers have done," Tata Steel Managing Director H M Nerurkar told reporters on the sidelines of CII steel summit here.

Other steel makers SAIL, JSW Steel, Essar, Ispat Industries had yesterday cut prices of their products by up to Rs 1,500 a tonne.

Earlier in September, the steel companies had revised the prices of their products upward by up to Rs 1,500 a tonne. With the increase in production at Chinese steel mills and with over supply scenario in the international market, domestic steel makers did not change the price structure in October.

JRD Tata Biography

Born: July 29, 1904
Died: on November 29, 1993
Achievements: He had the honor of being India's first pilot; was Chairman of Tata & Sons for 50 years; launched Air India International as India's first international airline; received Bharat Ratna in 1992.

JRD Tata was one of the most enterprising Indian entrepreneurs. He was a pioneer aviator and built one of the largest industrial houses of India.

JRD Tata was born on July 29, 1904 in Paris. His mother was a French, while his father was Parsi. JRD's full name was Jehangir Ratanji Dadabhoy Tata and he was popularly known as Jeh to his friends. JRD's father Ratanji Dadabhoy Tata and Sri Jamsetji Tata shared their greatness from the same great-great-grandfather, Ervad Jamsheed Tata, a priest of Navsari.

JRD Tata was the second of four children. He was educated in France, Japan and England before being drafted into the French army for a mandatory one-year period. JRD wanted to extend his service in the forces but destiny had something else in store for him. By leaving the French army JRD's life was saved because shortly thereafter, the regiment in which he served was totally wiped out during an expedition in Morocco.

JRD Tata joined Tata & Sons as an unpaid apprentice in 1925. He has great interest in flying. On February 10, 1929, JRD became the first Indian to pass the pilot's examination. With this distinctive honor of being India's first pilot, he was instrumental in giving wings to India by building Tata Airlines, which ultimately became Air India. His passion for flying was fulfilled with the formation of the Tata Aviation Service in 1932.

In 1938, at the age of 34, JRD was elected Chairman of Tata & Sons making him the head of the largest industrial group in India. He started with 14 enterprises under his leadership and half a century later on July 26, 1988, when he left , Tata & Sons was a conglomerate of 95 enterprises which they either started or in which they had controlling interest.

JRD was the trustee of Sir Dorabji Tata Trust from its inception in 1932, which remained under his wings for over half a century. Under his guidance, this Trust established Asia's first cancer hospital, the Tata Memorial Center for Cancer, Research and Treatment, Bombay, 1941. It also founded the Tata Institute of Social Sciences, 1936 (TISS), the Tata Institute of Fundamental Research, 1945 (TIFR), and the National Center for Performing Arts.

In 1948, JRD Tata launched Air India International as India's first international airline. In 1953, the Indian Government appointed JRD as Chairman of Air-India and a director on the Board of Indian Airlines-a position JRD retained for 25-years. For his crowning achievements in Aviation, JRD was bestowed with the title of Honorary Air Commodore of India.

In 1956, JRD Tata initiated a program of closer "employee association with management" to give workers a stronger voice in the affairs of the company. He firmly believed in employee welfare and espoused the principles of an eight-hour working day, free medical aid, workers' provident scheme, and workmen's accident compensation schemes, which were later, adopted as statutory requirements in India.

JRD Tata cared greatly for his workers. In 1979, Tata Steel instituted a new practice; a worker is deemed to be "at work" from the moment he leaves home for work till he returns home from work. The company is financially liable to the worker if any mishap takes place on the way to and from work. Tata Steel Township was also selected as a UN Global Compact City because of the quality of life, conditions of sanitation, roads and welfare that were offered by Tata Steel.

JRD Tata received a number of awards. He received the Padma Vibhushan in 1957 on the eve of silver jubilee of Air India. He also received the Guggenheim Medal for aviation in 1988. In 1992, because of his selfless humanitarian endeavors, JRD Tata was awarded India's highest civilian honor, the Bharat Ratna-one of the rarest instances in which this award was granted during a person's lifetime. In the same year, JRD Tata was also bestowed with the United Nations Population Award for his crusading endeavors towards initiating and successfully implementing the family planning movement in India, much before it became an official government policy.

JRD Tata died in Geneva, Switzerland on November 29, 1993 at the age of 89. On his death, the Indian Parliament was adjourned in his memory-an honor not usually given to persons who are not Members of Parliament.

JRD Tata Biography

Born: July 29, 1904
Died: on November 29, 1993
Achievements: He had the honor of being India's first pilot; was Chairman of Tata & Sons for 50 years; launched Air India International as India's first international airline; received Bharat Ratna in 1992.

JRD Tata was one of the most enterprising Indian entrepreneurs. He was a pioneer aviator and built one of the largest industrial houses of India.

JRD Tata was born on July 29, 1904 in Paris. His mother was a French, while his father was Parsi. JRD's full name was Jehangir Ratanji Dadabhoy Tata and he was popularly known as Jeh to his friends. JRD's father Ratanji Dadabhoy Tata and Sri Jamsetji Tata shared their greatness from the same great-great-grandfather, Ervad Jamsheed Tata, a priest of Navsari.

JRD Tata was the second of four children. He was educated in France, Japan and England before being drafted into the French army for a mandatory one-year period. JRD wanted to extend his service in the forces but destiny had something else in store for him. By leaving the French army JRD's life was saved because shortly thereafter, the regiment in which he served was totally wiped out during an expedition in Morocco.

JRD Tata joined Tata & Sons as an unpaid apprentice in 1925. He has great interest in flying. On February 10, 1929, JRD became the first Indian to pass the pilot's examination. With this distinctive honor of being India's first pilot, he was instrumental in giving wings to India by building Tata Airlines, which ultimately became Air India. His passion for flying was fulfilled with the formation of the Tata Aviation Service in 1932.

In 1938, at the age of 34, JRD was elected Chairman of Tata & Sons making him the head of the largest industrial group in India. He started with 14 enterprises under his leadership and half a century later on July 26, 1988, when he left , Tata & Sons was a conglomerate of 95 enterprises which they either started or in which they had controlling interest.

JRD was the trustee of Sir Dorabji Tata Trust from its inception in 1932, which remained under his wings for over half a century. Under his guidance, this Trust established Asia's first cancer hospital, the Tata Memorial Center for Cancer, Research and Treatment, Bombay, 1941. It also founded the Tata Institute of Social Sciences, 1936 (TISS), the Tata Institute of Fundamental Research, 1945 (TIFR), and the National Center for Performing Arts.

In 1948, JRD Tata launched Air India International as India's first international airline. In 1953, the Indian Government appointed JRD as Chairman of Air-India and a director on the Board of Indian Airlines-a position JRD retained for 25-years. For his crowning achievements in Aviation, JRD was bestowed with the title of Honorary Air Commodore of India.

In 1956, JRD Tata initiated a program of closer "employee association with management" to give workers a stronger voice in the affairs of the company. He firmly believed in employee welfare and espoused the principles of an eight-hour working day, free medical aid, workers' provident scheme, and workmen's accident compensation schemes, which were later, adopted as statutory requirements in India.

JRD Tata cared greatly for his workers. In 1979, Tata Steel instituted a new practice; a worker is deemed to be "at work" from the moment he leaves home for work till he returns home from work. The company is financially liable to the worker if any mishap takes place on the way to and from work. Tata Steel Township was also selected as a UN Global Compact City because of the quality of life, conditions of sanitation, roads and welfare that were offered by Tata Steel.

JRD Tata received a number of awards. He received the Padma Vibhushan in 1957 on the eve of silver jubilee of Air India. He also received the Guggenheim Medal for aviation in 1988. In 1992, because of his selfless humanitarian endeavors, JRD Tata was awarded India's highest civilian honor, the Bharat Ratna-one of the rarest instances in which this award was granted during a person's lifetime. In the same year, JRD Tata was also bestowed with the United Nations Population Award for his crusading endeavors towards initiating and successfully implementing the family planning movement in India, much before it became an official government policy.

JRD Tata died in Geneva, Switzerland on November 29, 1993 at the age of 89. On his death, the Indian Parliament was adjourned in his memory-an honor not usually given to persons who are not Members of Parliament.

D SUBBA RAO

Duvvuri Subbarao is the governor of the Reserve Bank of India.
Duvvuri Subbarao has been appointed as the new governor of the Reserve Bank of India.
Subbarao will take charge from Y V Reddy, who relinquishes office on completion of his eventful five years at the helm of central bank on September 5.
An alumini of IIT Kanpur, Subbarao topped the civil services examination in 1972 and was assigned the Andhra Pradesh cadre.
He was elevated to Finance Secretary in May 2007. Before that he was working has Secretary Economic Affairs in the same ministry.
Earlier, he was lead economist with the World Bank and had worked on various issues in public finance in countries of Africa and East Asia.
Subbarao did his MS in economic from Ohio State University and was a Humphrey Fellow at MIT. He completed his Phd in economics from Andhra University.

D SUBBA RAO

Duvvuri Subbarao is the governor of the Reserve Bank of India.
Duvvuri Subbarao has been appointed as the new governor of the Reserve Bank of India.
Subbarao will take charge from Y V Reddy, who relinquishes office on completion of his eventful five years at the helm of central bank on September 5.
An alumini of IIT Kanpur, Subbarao topped the civil services examination in 1972 and was assigned the Andhra Pradesh cadre.
He was elevated to Finance Secretary in May 2007. Before that he was working has Secretary Economic Affairs in the same ministry.
Earlier, he was lead economist with the World Bank and had worked on various issues in public finance in countries of Africa and East Asia.
Subbarao did his MS in economic from Ohio State University and was a Humphrey Fellow at MIT. He completed his Phd in economics from Andhra University.

Management Profiles

N. R. Narayana Murthy
Chairman of the Board and Chief Mentor, Infosys Technologies

Mr. N. R. Narayana Murthy is the Chairman of the Board and Chief Mentor of Infosys Technologies Limited. He founded Infosys in 1981 along with six other software professionals and served as the CEO of Infosys for 21 years till March 2002. Under his leadership, Infosys was listed on NASDAQ in 1999. He served as the Executive Chairman of the Board and Chief Mentor from 2002 to 2006.

Mr. Murthy articulated, designed and implemented the Global Delivery Model which has become the foundation for the huge success in IT services outsourcing from India. He has led key corporate governance initiatives in India. He is an IT advisor to several Asian countries. Mr. Murthy serves as an independent director on the boards of several global companies including Unilever, NV, Unilever, plc and HSBC Holdings plc. He is the Chairman of the Asia Business Council. He is also a member of the advisory boards and councils of several educational institutions including Wharton, Cornell, INSEAD, Stanford, Tokyo University, SMU - Singapore, IIIT Bangalore and ESSEC, Paris.

Mr. Murthy is the recipient of numerous awards and honors. The Economist ranked him 8th in the list of the 15 most-admired global leaders in 2005. He was ranked 28th among the world's most-respected business leaders by the Financial Times in 2005. In 2004, TIME magazine identified him as one of the 10 global leaders who are helping shape the future of technology. In 2006, TIME magazine voted him as one of the Asian heroes who have brought about revolutionary changes in Asia in the last 60 years. He was featured in BusinessWeek's "The Stars of Asia" for three consecutive years - 1998, 1999 and 2000.

Mr. Murthy was voted the "World Entrepreneur of the Year" by Ernst & Young in 2003. He was voted India's most powerful CEO for three consecutive years - 2004, 2005 and 2006 - by The Economic Times. He was chosen as the "Business Process Innovator" by The Economist in 2007. He received the Ernst Weber Engineering Leadership medal from The Institute of Electrical and Electronics Engineers in 2007 for his pioneering role in the globalization of IT services. He was awarded the "Padma Vibhushan", the second highest civilian award by the Government of India in 2008. The Government of France conferred the Officer of the Legion of Honor in 2008.

Mr. Murthy holds an Electrical Engineering degree from the Mysore University and an M.Tech (Electrical) from the Indian Institute of Technology Kanpur. He has been conferred honorary doctorate degrees by several well-known universities in India and abroad.