Journal articles: 'Tata Steel'

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Hartbrich, Iestyn. "Tata Steel." VDI nachrichten 76, no. 02 (2022): 22. http://dx.doi.org/10.51202/0042-1758-2022-02-22-2.

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Dash, Kabir, and Ashish Varma. "The Tata Steel Bhushan Steel Deal." Management Accountant Journal 55, no. 4 (April 30, 2020): 93. http://dx.doi.org/10.33516/maj.v55i4.93-96p.

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Sarkar, Runa. "Environmental Initiatives at Tata Steel." International Corporate Responsibility Series 2 (2005): 191–215. http://dx.doi.org/10.5840/icr200528.

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Haldipur, Rajesh, Kulbir Singh, and S. R. Vishwanath. "Financing Strategy at Tata Steel." Asian Case Research Journal 19, no. 02 (December 2015): 259–89. http://dx.doi.org/10.1142/s0218927515500108.

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In January 2011 Tata Steel Ltd, a world-size steel company in India and a flagship company of the $80b Tata Group, announced an issue of equity to the investing public through a book-building process. This was one of the many securities that the company issued during 2007–2011. The company would raise Rs 34,770m and Rs 33,850m from the issue at the upper and lower ends of the price band. The case opens with an analyst studying the company's financial condition with the objective of making an investment recommendation. Students are asked to evaluate the attractiveness of the offer and its timing apart from undertaking an analysis of the historical choice of securities. The case can be used to teach students capital structure theories, the thought process behind security issuance, the dynamic nature of finance, and the role of a CFO and valuation analysis.

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R V Harisha Kumar and Dr. John Benedict. "The Lockdown Effect on the Profitability Position of Tata Steels Ltd India." International Journal of Engineering and Management Research 12, no. 3 (June 15, 2022): 119–23. http://dx.doi.org/10.31033/ijemr.12.3.17.

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Tata steels in second largest steel industry in India followed by SAIL. This study is to analyze impact of pandemic in Tata steels ltd. The scope of this study is to find the profitability and solvency position of Tata steels ltd, in the period from 2016-17 to 2020-21. The company faced a little impact of the pandemic in some aspects. The company’s debt is higher than the equity of the company. The overall liquidity and the cash circulation in the company is to be increased to run the company in an uninterrupted manner.

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Vishwanath, S. R. "Tata Steel: Financing the Corus Acquisition." Asian Case Research Journal 14, no. 02 (December 2010): 295–312. http://dx.doi.org/10.1142/s0218927510001428.

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Tata Steel announced the acquisition of Corus group in October 2006. After a prolonged bidding war with the Brazilian steelmaker CSN, Tata Steel purchased Corus group for about $13b. The case considers the financing package put together by Tata Steel to fund the Corus acquisition. Students are asked to value the different securities offered and evaluate the financing package. This case can be used in a Corporate Finance course in a module on Financing or in a Mergers and Acquisitions course or in a Financial Instruments and Markets course. The case has the following objectives: 1. To introduce students to the characteristics of preferred stocks and convertible instruments. 2. To consider the factors relevant to the selection of different types of securities in financing. 3. To introduce concepts like dilution, leverage, debt capacity. 4. To introduce credit ratings. 5. To introduce valuation of contingent claims. 6. To build skills in designing and implementing an integrated acquisition and financing strategy. Instructors teaching this case could consider teaching Tata Steel (A): The Bid for Corus case first although these cases can be taught independently.

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Arunachalam, V. S., and Gopal R. Rao. "Energy and expansion: The Tata story." MRS Bulletin 35, no. 9 (September 2010): 652–53. http://dx.doi.org/10.1557/mrs2010.674.

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Tata is a household name in India. Starting well over a century ago, the Tatas began their foray into industry, and the brand represents more than a diversifed conglomerate. The Tatas are well-respected, having endeared themselves in every walk of Indian life. Their businesses are all-pervasive, from building automobiles and generating electric power to making steel and building supercomputers. Their charitable trusts and endowments are as extensive as their businesses. They have founded and funded outstanding educational institutions and human welfare organizations, and they have supported research on alleviating human suffering. The incumbent of the Tata Group is Ratan Naval Tata, a Cornell University graduate in architecture. In the 20 years since he took over the mantle, he has set the Tata industries on a steep growth trajectory, increasing the revenue of the Tata industries 12-fold, making automobiles—the famed Nano—available at very affordable prices in India, and introducing effcient steelmaking. The business empire he heads, the Tata Group, has over 90 companies with footholds in 80 countries. In the midst of his busy globe-trotting schedule, we managed to steal an hour of his time at the Tatas' “Bombay House” headquarters for him to tell us how he sees the global energy challenges and the opportunities they create.

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Irani, Jamshed J. "Transforming Organizations — The Tata Steel Experience." Vikalpa: The Journal for Decision Makers 26, no. 3 (July 2001): 3–5. http://dx.doi.org/10.1177/0256090920010302.

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With| India's liberalization initiatives in 1991, the Indian companies were faced with the challenge of responding to the demands of the consumer. It was around the same time that Dr Jamshed J Irani took over as the Managing Director of Tata' Steel. In his perspective on the theme of 'Transformation of Organizations,' Dr Irani discusses the major initiatives undertaken at Tata Steel to respond to the challenge and make it aa internationally acclaimed company.

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Mehta, Dr Mita, and Dr Arti Chandani. "Corporate Governance and Tata Steel Governance." International Journal of Management Research and Social Science 07, no. 02 (June 4, 2020): 31–36. http://dx.doi.org/10.30726/ijmrss/v7.i2.2020.72007.

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Bhangale, Vijay Pundalik, and Maithili Prashant Dhuri. "Tata Wiron: branding galvanized wires." Emerald Emerging Markets Case Studies 5, no. 7 (November 17, 2015): 1–8. http://dx.doi.org/10.1108/eemcs-11-2014-0273.

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Subject area Marketing. Study level/applicability MBA Marketing Class. Case overview The case describes the transition of a “Galvanized Wires Business of Tata Steel” into a unique identity, the'Tata Wiron' brand. It focuses on key stages in this journey, including “Understanding the Customers in Galvanized Wires Business”, “Value Chain”, “Challenges Faced”, “Need for Branding”, “Market Segmentation”, “Competition”, “Process of Branding”, “Differentiation”, “Distribution & Sales” and “Promotion”. Tata Steel Wires Business is a major player in the steel wire industry, servicing the discerning needs of its customers across global markets and the leading producer of steel wires in India. A wealth of experience and expertise in the wire industry coupled with latest technology incorporations has enabled Tata Steel Wires Division to constantly meet the most exacting specifications and requirements of its customers. It manufactures a wide range of wires catering to the needs of various industry segments, such as automobile, infrastructure, power and general engineering. The products are well established across the markets of Europe, the USA, Middle East Asia, Australasia, South Asia and Asia and the Far East. Expected learning outcomes The expected learning outcomes are as follows: understanding how in-depth analysis of the competition and value chain establishes the need for branding in a commodity market; understanding how consumer insights help in market segmentation and targeting; and building a brand in commodity market. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Kim, TaeGyeom. "Creating Competitive Advantage by Going Abroad: A Case Study of Tata Steel." Journal of International Business and Economy 19, no. 2 (December 1, 2018): 26–47. http://dx.doi.org/10.51240/jibe.2018.2.2.

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Through different types of mergers and acquisitions, what started off as a motive for Tata Steel to increase their market expansion had led to diversifying their investments, gaining experiences and new knowledge sets through market and technology learning about different business environments. While the existing studies most simply look at fragmented cases of what advantages Tata Steel had in comparison with other steel firms to go abroad, this paper demonstrates that Tata Steel’s competitive advantages were not innate, but rather created through continuous learning, collaboration, and outward investments based on the Imbalance Theory. Thus, hadn’t been Tata Steel’s motive to learn market and technology in different business settings after market expansion, it would have not become the top global steel player today.

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Chatterjee, Anjan Kr. "Jamshed Jiji Irani (1936 –2022)." Journal of Geosciences Research 8, no. 1 (January 1, 2023): 86. http://dx.doi.org/10.56153/g19088-022-0006-o.

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Dr. Jamshed Jiji Irani passed away on 31.10.2022 at the Tata Main Hospital in Jamshedpur. He was 86 and was ailing for some time. In fact, Dr. Irani had received severe internal injuries as he slipped in February, 2021, in the bathroom at his house near Beldih Golf Course in Jamshedpur. He was rushed to the Tata Main Hospital, where he was treated and discharged, but did not fully recover thereafter. Dr. Irani is survived by wife Daisy Irani and three children Zubin, Niloufer, and Tanaaz. Dr. Irani had a close Nagpur connect, as he was born here and had his education upto the post graduation level in the Orange City. Starting his school education in SFS School, he did B.Sc. from College of Science (now Institute of Science) in 1956 and post graduation in geology from the Nagpur University, P. G. Department of Geology in 1958. He decided to switch over to metallurgy and was awarded the J. N. Tata fellowship to study abroad. Dr. Irani earned his master's in 1960 and doctorate in 1963 in metallurgy from the University of Sheffield, U.K.. After a stint with British Iron and Steel Research Association, U. K., he returned to India in 1968 and started his innings with Tata Iron and Steel Co. Ltd. (TISCO), now Tata Steel. He soon rose to higher ranks, getting promoted to the post of Managing Director in 1992. Dr. Irani took over as MD from the high profile Mr. Russi Mody. Soon after, Dr. Irani took steps to make his company's steel prices competitive for the world market and bagged export orders. At this time Tata's steel prices were the lowest in the world. His position as the Head of Tata Steel and his apt handling of the company earned him the title "Steel Man of India" who reinvented Tata Steel. He took giant steps to enable local entrepreneurs around Jamshedpur develop their skills and become suppliers to the Tata companies, including Tata Motors, Jamshedpur. With his initiative, Jamshedpur soon became a hub for ancillary suppliers. With Dr. Irani at the helm of affairs, a new work culture of 8-hour shifts began at Tata Steel. He was elevated as Director, Tata Sons, a post that he held till 2011, along with boardroom posts in other Tata companies including Tata Motors and Tata Tele Services. Dr. Irani continued to remain on the Tata Steel board as Director till 2011. Dr. Irani was conferred an honorary knighthood (KBE) by Queen Elizabeth II in 1997. He was awarded Padma Bhushan in 2007 from Government of India. In 2004, the government appointed him as the Chairman of the Expert Committee for formulation of the new Indian Companies Act. He also held the post of National President of Confederation of Indian Industry (CII) during 1992-93. Dr. Irani was always a cricketer till his last years and also an avid stamp and coin collector. The leader and great visionary retired from all the posts of Tata companies in 2011, settling down at Jamshedpur to lead a peaceful life. Dr. Irani maintained a deep connect with the Gondwana Geological Society and his moral and philanthropic support always came by, whenever requested for. Our Society is extremely grateful to Dr. Irani for his encouragement and support and has sadly lost one of its most esteemed members. We deeply condole the passing away of Dr. Irani.

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Kumar, Ashok, Kalyan Ghosh, and B. N. Ghosh. "Experience with Dolomite Lining in Steel Ladles in Tata Steel." Transactions of the Indian Ceramic Society 52, no. 4 (January 1993): 123–28. http://dx.doi.org/10.1080/0371750x.1993.10804587.

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Ravindra Kumar Katewa. "Leverage Analysis of Tata Steel and SAIL." Think India 18, no. 2 (August 16, 2015): 16–26. http://dx.doi.org/10.26643/think-india.v18i2.7798.

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The performance of leading companies in India plays key role in developing industrial sector of the country. The leverage has an important role in determining the financial strength that is essential for the development of corporate sector of the country. In the present study, operating leverage, financial leverage, and combined leverage have been analyzed and it is concluded that the leverage of the companies under study is not proper, needs restructuring and differs from company to company significantly.

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Elankumaran, S., Rekha Seal, and Anwar Hashmi. "Transcending Transformation: Enlightening Endeavours at Tata Steel." Journal of Business Ethics 59, no. 1-2 (June 2005): 109–19. http://dx.doi.org/10.1007/s10551-005-3400-5.

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Das, Pradip Kumar. "Financial Appraisal Through Ratio Analysis." Social Science, Humanities and Sustainability Research 4, no. 1 (January 17, 2023): p1. http://dx.doi.org/10.22158/sshsr.v4n1p1.

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Steel company in India contributes significantly to the Indian economy. With a powerful chronicle, India has-been a reputed name within the world steel industry. This more signifies the resilience and strength of the Indian steel company against external risk factors. Globalization feeds enough leeway to the company to expand overseas and enrich India with high quality products by implementing state-of-art-technology. Tata Steel Ltd. introduces India on the global fore. The present study contemplates to reveal the financial appraisal of Tata Steel Ltd. by venerable consociation between the feedbacks of balance sheet and profit and loss account. This research paper cannibalizing secondary data fixates on financial appraisal of Tata Steel Ltd. for the years from 2017-2018 to 2021-2022. Results unbosom that the company’s performance is moderately satisfactory but it gravitates to be benigner to investors by wielding funds to other opportunities for decision-making anent investment.

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Misra, R. N., and Sushovit Mishra. "Affirmative Action: A Case Study of Tata Steel." Training & Development Journal 5, no. 1 (2014): 1. http://dx.doi.org/10.5958/2231-069x.2014.00774.4.

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Buisman, S. S. "Tata Steel, maatschappelijk verantwoord ondernemen en het strafrecht." Tijdschrift voor Bijzonder Strafrecht & Handhaving 7, no. 4 (August 2021): 266–70. http://dx.doi.org/10.5553/tbsenh/229567002021007004005.

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Maheshwari, Sunil Kumar, and M. P. Ganesh. "Ethics in Organizations: The Case of Tata Steel." Vikalpa: The Journal for Decision Makers 31, no. 2 (April 2006): 75–88. http://dx.doi.org/10.1177/0256090920060205.

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The concern for ethical decision-making among the regulators, social groups, and managers has substantially increased in recent years following the failure of some of the prominent business organizations owing to strong social condemnation of some of their business practices. This paper reviews the literature to address this concern by examining and discussing significant issues of ethical decision-making in organizations. Literature shows that the research to examine the linkage of ethical decision-making with other organizational construct is inadequate. This paper tries to fill this gap by developing a comprehensive framework of organizational ethical decision-making and behaviour of individuals in organizations. The framework identifies three groups of variables: a) moral intensity, b) intrinsic factors, c) extrinsic factors. Further, it is used to analyse the implementation of code of conduct at Tata Steel. Ethical problems are problems of choice owing to the conflicting nature of values. They occur when the individual values and the social norms conflict with each other. Often, due to conflicting interests of different stakeholders, managers in organizations face the dilemma of identifying the righteous decision as perceived by these stakeholders. Hence, it is important to guide managers � by articulating and communicating unambiguously — regarding what is right and what is not. Intense socialization will be required at different levels to imbibe organizational values and ethical practices. The socialization that leads to willing adoption of practices is likely to lead to better implementation of ethical practices. The scope of socialization could be extended to include the family members of employees to develop a sense of pride among them for being ethical. Organizations would need to undertake the following initiatives which would be useful for implementation of ethical practices: Enhance perceived self-efficacy among the employees. This study shows that people with high self-efficacy are more open to ethical choices in their decision-making. Initiate reward and incentive mechanisms, suitable monitoring system, and accountability mechanisms. Internal competition-driven performance management practices induce violation of ethical norms in organizations. Hence, organizations with such practices would need extra effort in socialization, training, and monitoring to ensure ethical decision-making. Develop different mechanisms for avoidance of violation of code of ethics. For adequate monitoring, ethic supervisors should ideally report to an independent unit in the organization, preferably at a higher level. Hence, the reporting relationships may need alteration for implementation of ethical practices. The study also suggests that leadership at different levels of the organization will have to display strong commitment to ethics through communication and adoption of role model stature.

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Das, Sourav, Saurabh Kundu, and Arunansu Haldar. "Development of Continuously Cooled High Strength Bainitic Steel through Microstructural Engineering at Tata Steel." Materials Science Forum 702-703 (December 2011): 939–42. http://dx.doi.org/10.4028/www.scientific.net/msf.702-703.939.

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Bainitic steels, which are transformed at very low temperatures, offer an excellent combination of strength and ductility where the strength comes from the nano-structured bainitic plates and thin-film of austenite sandwiched between two bainite sheaves offers the ductility. The main drawback of this structure is the long transformation time which is not ideal for industrial application. Through the microstructural engineering, the extent and kinetics of transformation can be manipulated by judicious selection of alloy composition and process variables. The main challenge is to delay the transformation till the coiling stage and allow the formation of bainite only during the cooling of the coil. In the current work, an approach will be shown, starting from the alloy design based on thermodynamics till the cooling after coiling, which can satisfy the requirements to develop such steel with 1300 MPa UTS combined with 20% elongation (min).

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Lenka, Sanjita. "Corporate Social Responsibility Initiatives: A Study of Tata Steel." Siddhant- A Journal of Decision Making 17, no. 3 (2017): 217. http://dx.doi.org/10.5958/2231-0657.2017.00024.6.

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Sinha, Gopal P., B. S. Chandrasekaran, Niloy Mitter, Goutam Dutta, Sudhir B. Singh, Aditya Roy Choudhury, and P. N. Roy. "Strategic and Operational Management with Optimization at Tata Steel." Interfaces 25, no. 1 (February 1995): 6–19. http://dx.doi.org/10.1287/inte.25.1.6.

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Jha, Vidhu Shekhar, and Suneel Arora. "Strategic leadership for corporate sustainable development at Tata Steel." International Journal of Indian Culture and Business Management 7, no. 3 (2013): 283. http://dx.doi.org/10.1504/ijicbm.2013.056209.

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Chatterjee, Amit, and Tridibesh Mukherjee. "Staying Ahead of Global Competition: The Tata Steel Strategy." Journal of General Management 21, no. 1 (September 1995): 71–88. http://dx.doi.org/10.1177/030630709502100105.

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Krishnan, S. H., R. Sharma, P. S. Dash, S. K. Haldar, and B. Biswas. "Use of waste plastics in cokemaking at Tata Steel." Ironmaking & Steelmaking 33, no. 4 (August 2006): 288–92. http://dx.doi.org/10.1179/174328106x113959.

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Sripiya, Soni, R., P. V. T. Rao, and O. N. Mohanty. "Life cycle assessment study at Tata Steel, Jamshedpur, India." International Journal of Life Cycle Assessment 7, no. 3 (May 2002): 185. http://dx.doi.org/10.1007/bf02994071.

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Seshadri, D. V. R., and Arabinda Tripathy. "Reinventing a Giant Corporation: The Case of Tata Steel." Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 133–46. http://dx.doi.org/10.1177/0256090920060113.

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Seshadri, D. V. R., and Arabinda Tripathy. "Reinventing a Giant Corporation: The Case of Tata Steel." Vikalpa: The Journal for Decision Makers 31, no. 3 (July 2006): 131–46. http://dx.doi.org/10.1177/0256090920060309.

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Pratap, Sankalp, and Biswatosh Saha. "From chaos of steel cycles to the promise of “Joy of Building”: Tata Tiscon eyeing the next big leap." Emerald Emerging Markets Case Studies 6, no. 1 (May 2, 2016): 1–39. http://dx.doi.org/10.1108/eemcs-06-2015-0140.

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Subject area Strategic Management. Study level/applicability The case is designed for a) MBA students b) Short-duration executive MBA courses. Case overview The case refers to India’s leading steel company Tata Steel. Tata Tiscon, the steel rebar brand, is the organization’s leading retail brand. The case chronicles the period between the birth of the retail brand in the year 2000, its dramatic rise and dominance, to the end of 2013 when some of its initiatives had failed. Tata Tiscon was established as a pan Indian brand on the dint of a distribution network comprising 33 distributors and over 2000 retailers, many of them exclusive to the brand. The brand spawned a series of innovation in the category like “selling by piece”, fixed price concept and “free” home delivery. Together with its channel partners, the company achieved dramatic success which was reflected in its leading market share coupled with significant price premium in a category where price had traditionally being the only selling pitch. After 2010, the company saw an emerging challenge in the form of a new business model, where some companies were gearing to provide the complete portfolio of construction material including cement, steel, etc., and a turnkey construction solution for house builders. Tata Tiscon responded by attempting to enter the service space by launching a building design solution and later a construction supervision solution. Both of these initiatives failed. The protagonist of the case is Mr Keshav Viswanath (Chief of Marketing for retail business at Tata Steel), who is concerned with the failures of these key initiatives and is wondering how to ensure the “leader” status of Tata Tiscon in coming years. Expected earning outcomes The students are expected to understand how a core strategy like differentiation is implemented successfully in “practice”; understand the exploitation–exploration dichotomy in an organization; appreciate difference between radical innovation (based on new organizational routines, new business partners and new relationships) and incremental innovation based on fine tuning of existing organizational routines and relationships. Supplementary materials Rebar production: www.youtube.com/watch?v=J6n9sci8j-8; Tata TISCON AV: www.youtube.com/watch?v=89kOUsbnaYQ; TQM – The Toyota Way: www.youstube.com/watch?v=qf3gdrIMxRw; Disruptive vs. Incremental Innovation: www.youtube.com/watch?v=kOOL_GiaLTo; Approach to innovation is dead wrong: www.youtube.com/watch?v=pii8tTx1UYM Subject code CSS 11: Strategy.

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Bharadwaj, Amrita, and Divyangna Singh. "Tata Steel’s Journey of Leading the Cause of LGBT+ Inclusion." NHRD Network Journal 14, no. 3 (July 2021): 336–45. http://dx.doi.org/10.1177/26314541211033657.

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Tata Steel is an equal opportunity employer where diversity & inclusion (D&I) is not a choice but a way of life. Our vision is to make Tata Steel a world class equal opportunity employer where everyone is respected, every voice is heard. We are proud to feature amongst the IWEI 2020 Top Employers for LGBTQ+ inclusion. This recognition reaffirms our commitment to foster a culture of allyship to actively promote LGBTQ+ empowerment and build a benchmark workplace. We have been working relentlessly towards curating a workplace where people can bring their authentic selves to work through structured interventions around LGBTQ+ representation, policies and infrastructure, proactive allyship and community engagement.

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Koner, Dip Narayan, and Sanjay Kumar Jha. "Salvaging of Large Bell of D Furnace of TATA Steel." Indian Welding Journal 48, no. 2 (April 1, 2015): 76. http://dx.doi.org/10.22486/iwj.v48i2.125987.

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Koner, Dip Narayan, and Sanjay Kumar Jha. "Salvaging of Large Bell of D Furnace of TATA Steel." Indian Welding Journal 48, no. 2 (April 1, 2015): 76. http://dx.doi.org/10.22486/iwj/2015/v48/i2/125987.

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Tulsian, Dr Monica. "Profitability Analysis (A comparative study of SAIL & TATA Steel)." IOSR Journal of Economics and Finance 3, no. 2 (2014): 19–22. http://dx.doi.org/10.9790/5933-03211922.

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Nag, D., B. Das, P. S. Dash, S. Sen, S. Paul, S. Verma, and S. K. Haldar. "Use of phenolic resin in coke making at Tata Steel." Ironmaking & Steelmaking 44, no. 7 (August 23, 2016): 526–31. http://dx.doi.org/10.1080/03019233.2016.1218198.

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Chatterjee, Amit. "Role of particle size in mineral processing at Tata Steel." International Journal of Mineral Processing 53, no. 1-2 (February 1998): 1–14. http://dx.doi.org/10.1016/s0301-7516(97)00052-5.

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Kumar, Sanjay, and Anurag Keshan. "Erp Implementation In Tata Steel: Focus On Benefits And Roi." Journal of Information Technology Case and Application Research 11, no. 3 (July 2009): 68–103. http://dx.doi.org/10.1080/15228053.2009.10856165.

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Abdulkareem, Ahmed Mahdi, and Vasani Sureshbhai Vithalbhai. "Review of Cash Flow Statement of Selected Companies of Steel Industry (Tata Steel and Sail)." Journal La Bisecoman 2, no. 5 (November 17, 2021): 1–6. http://dx.doi.org/10.37899/journallabisecoman.v2i5.467.

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The main objective of this study is to assess the ability of the enterprise to generate cash and cash equivalents of the industry. The researcher has selected two companies on the basis of the judgemental sampling method and the researcher has used for the data analysis like mean, trend analysis, and pair “t” test. The researcher has found out the review of the cash flow statement of TATA Steel and SAIL shows the cash inflow and cashes outflow of both the companies, which represents similar solvency and liquidity of both the companies. Thus, investors can invest in both companies because both companies have a sound cash position. So, it should be easy to identify the best investment option for investors. The cash flow statements of the selected two industries of steel sectors have been analysed using different parameters. The selected steel industries are TATA Steel and Steel Authority of India Limited (SAIL). The comparative evaluation of the cash flow statement describes the various variables of cash inflows and outflows of cash of both the industries and the similarity in inflows and outflows of cash. There are 12 variables that were very similar and the data of both the industries were available for the study period. From the analysis, it is concluded that both industries have more similarities in the cash inflow and cash outflow of cash flow statement.

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Raianu, Mircea. "Trade, Finance, and Industry in the Development of Indian Capitalism: The Case of Tata." Business History Review 94, no. 3 (2020): 569–92. http://dx.doi.org/10.1017/s0007680520000288.

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This article rethinks the relationship between trade and industry in the development of Indian capitalism, focusing on Tata, pioneers in textile and steel production. It shows how two little-known affiliated trading companies, R.D. Tata & Co. in Shanghai, Hong Kong, and Kobe, and Tata Limited in London, played a crucial intermediary role in securing financing and market access for the parent firm in Bombay while simultaneously increasing its exposure to the effects of global crises. Tata's ultimately dominant position in a protected national economy was due to the contingent failure of these trading companies rather than a foregone conclusion.

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Elina, Rina. "Evaluasi Implementasi Tata Kelola Teknologi Informasi Berdasarkan Framework CobIT." Jurnal Syntax Transformation 2, no. 10 (October 23, 2021): 1488–504. http://dx.doi.org/10.46799/jst.v2i10.435.

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Dukungan teknologi informasi dapat meningkatkan kapabilitas perusahaan dalam penciptaan nilai tambah, kualitas layanan terbaik dan pelaksanaan operasional perusahaan yang efisien dan efektif. Maka dari itu diperlukan tata kelola teknologi informasi yang terstruktur mulai dari perencanaan hingga pengawasan agar keberadaan teknologi informasi mampu menunjang kesuksesan perusahaan dalam mencapai tujuan bisnisnya serta menjamin efisiensi, penurunan biaya dan peningkatan kontrol terhadap investasi Teknologi Informasi. PT. Krakatau Steel (Persero), Tbk telah menerapkan tata kelola teknologi informasi dan telah melakukan audit menggunakan kerangka kerja CobIT. Penelitian ini bertujuan untuk mengevaluasi implementasi Tata Kelola Teknologi di PT. Krakatau Steel (Persero), Tbk dilihat dalam kerangka kerja CobIT dengan metode analisis data deskriptif kualitatif. Penelitian ini dilakukan dengan cara observasi dan dengan melakukan wawancara terbuka kepada pihak terkait di divisi BE,IT/IS dan MS. Data sekunder berupa hasil pemetaan CobIT mulai dari tujuan bisnis sampai dengan proses TI dari divisi BE,IT/IS dan MS kemudian dilanjutkan oleh penulis dengan melakukan audit perproses TI untuk mendapatkan data primer. Hasil penelitian menunjukkan bahwa masih ditemukan 6 (enam) kelemahan yang belum dilakukan oleh divisi BE,IT/IS dan MS di dalam IT Process PO2, PO5, PO8, PO9, PO10 dan DS6 dan diberikan beberapa rekomendasi untuk dilakukan perbaikan

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Mukherjee, T., and Amit Chatterjee. "Production of low phosphorus steels from high phosphorus Indian hot metal: Experience at Tata Steel." Bulletin of Materials Science 19, no. 6 (December 1996): 893–903. http://dx.doi.org/10.1007/bf02744626.

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Van de Rijt, Jeroen, and Herman Van den Hoogen. "A New Sewage System with Best Value Procurement." Journal for the Advancement of Performance Information and Value 4, no. 2 (December 3, 2012): 173. http://dx.doi.org/10.37265/japiv.v4i2.90.

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The adoption rate of the BVP/PIPS or the Best Value approach (Kashiwagi 2010) has been rather high in the Netherlands (van de Rijt & Santema 2012). One of the largest industrial companies in the Netherlands, Tata Steel in IJmuiden (part of Tata Steel Group) has applied the principles of BVP/PIPS to select a vendor for a sewer renovation. BVP/PIPS is a procurement method that aims to select the most suitable vendor for the job, to spur this vendor on to highest performance, and to reduce the client’s management and control tasks. The case shows that a different way of procuring by the client leads to different behavior of the vendor and to a higher performance of the vendor and less risk.

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Kling, Blair B. "Paternalism in Indian Labor: The Tata Iron and Steel Company of Jamshedpur." International Labor and Working-Class History 53 (1998): 69–87. http://dx.doi.org/10.1017/s0147547900013673.

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The most celebrated case of paternalism in India is that of the Tata Iron and Steel Company (Tisco) and its company town, Jamshedpur. In the context of India, Jamshedpur is a marvel: a relatively clean, spacious, and prosperous city where more people live in middle-class neighborhoods than in slums. With a population of 650,000, Jamshedpur is certainly the largest company town in the world, and, because it is still controlled and administered by the private company that founded it in 1909, it is probably the oldest extant company town. Aside from the town, the steel company itself holds a special place in Indian industrial history. It was founded and capitalized in the colonial period by the Indian business community of Bombay in 1907, began production in 1911, and thereafter took its place as the largest private company in India and the largest integrated steel mill in the British Empire. It has survived revolutionary political changes, near-bankruptcy, and nationalization attempts, largely because its directors convinced the British that it was an essential defense industry and the Indian nationalists that it was a national treasure run by men of integrity for the benefit of the nation.

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Howe, A. A., S. V. Parker, R. Beaverstock, and W. M. van Haaften. "Progress and Issues in Thermomechanical Simulation: Experience in Tata Steel (Europe)." Materials Science Forum 706-709 (January 2012): 43–48. http://dx.doi.org/10.4028/www.scientific.net/msf.706-709.43.

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Thermomechanical simulation serves to simulate industrial conditions under closer control and much more cheaply than through works trials, and also under ideal conditions (e.g. constant temperature and strain rate) more suitable for input to metallurgical models which can then be applied to real cases. It is remarkable how much effort in Industry and Academia, and how many conferences, are devoted to this issue. Moreover, many of the questions being addressed do not appear to change very much over the years [1]. The continuing stream of new rolled grades requires new experimental quantification and adjustment to models, because we do not as yet have a physically-based model powerful enough to extrapolate safely to substantially different compositions and process conditions. But that is only part of the story. Quantitatively sufficient simulation of the existing grade portfolio is a surprisingly complex, multi-facetted problem. An example is presented in Fig.1 [2] of the model in routine use for Tata Steel’s plate mill at Scunthorpe, UK. Many variables are involved in the prediction of the optimum rolling schedule in terms of productivity, plate geometry, and final properties, each of which will be associated with its own errors. Its configuration around the microstructural development during rolling brings in a range of variables which are very difficult to measure on plant, and are usually implied from laboratory studies. Extensive plant data exist but are seldom transferable to other mills owing to the individual set-up of each mill and its associated data measurement facilities. Similarly, great care has to be taken to avoid systematic differences between laboratory simulation, pilot rolling, and results on plant, owing to subtleties of the set conditions and accuracy of measurement. An overview of such experience in Tata Steel’s European plate and strip mills is given here.

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Narendran, T. V. "CEO Speak: in Conversation with T.V. Narendran, MD of Tata Steel." NHRD Network Journal 9, no. 2 (April 2016): 1–6. http://dx.doi.org/10.1177/0974173920160201.

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Albiston, John, and Ian Cross. "Using product segmentation to improve supply chain management in Tata Steel." OR Insight 25, no. 3 (July 18, 2012): 150–64. http://dx.doi.org/10.1057/ori.2012.6.

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Tiwari, Hari Prakash, Sujit Kumar Haldar, Prakhar Mishra, Arbind Kumar, Sujit Dutta, and Abhishek Kumar. "Prospect of stamp charge coke making at Tata Steel: an experience." Metallurgical Research & Technology 114, no. 5 (2017): 501. http://dx.doi.org/10.1051/metal/2017046.

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Farrugia, D., Andrew Richardson, and Yong Jun Lan. "Advancement in Understanding of Descalability during High Pressure Descaling." Key Engineering Materials 622-623 (September 2014): 29–36. http://dx.doi.org/10.4028/www.scientific.net/kem.622-623.29.

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This paper building upon studies [1‐8] describes a subset of the High Pressure Water (HPW) descaling strategy developed at Tata Steel UK to optimise descaling set-ups for range of steel grades prone to adherent primary scale such as in high alloy steels (Si, Ni, Cr). Effective primary descaling, i.e. descaling post furnace discharge via washbox or alternative technologies is imperative to obtain good surface quality and conditioning of the surface state as well as the morphology, growth and behaviour of the secondary/tertiary scale. This paper primarily focuses on analytical descaling concepts for both mechanical and thermal outputs for flat jet nozzle and process factors. This approach has been linked to recent developments for oxide scale evolution during rolling and descaling [8].

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Tirkey, Manish Roy. "Ratio Analysis used to compare the performance of Tata steel and Jindal Steel. (A comparative study)." IOSR Journal of Business and Management 13, no. 5 (2013): 65–69. http://dx.doi.org/10.9790/487x-1356569.

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Terwel, Rob, John Kerkhoven, and Frans W. Saris. "Carbon Neutral Aviation." Europhysics News 50, no. 5-6 (September 2019): 29–32. http://dx.doi.org/10.1051/epn/2019503.

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The aviation industry can become carbon neutral by CO2 recycling into synthetic kerosene using renewable energy. As an example we take CO2 emissions from Tata Steel in the Netherlands as well as Schiphol Airport’s kerosene consumption.

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Beden, Sadeer, Qiushi Cao, and Arnold Beckmann. "SCRO: A Domain Ontology for Describing Steel Cold Rolling Processes towards Industry 4.0." Information 12, no. 8 (July 29, 2021): 304. http://dx.doi.org/10.3390/info12080304.

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This paper introduces the Steel Cold Rolling Ontology (SCRO) to model and capture domain knowledge of cold rolling processes and activities within a steel plant. A case study is set up that uses real-world cold rolling data sets to validate the performance and functionality of SCRO. This includes using the Ontop framework to deploy virtual knowledge graphs for data access, data integration, data querying, and condition-based maintenance purposes. SCRO is evaluated using OOPS!, the ontology pitfall detection system, and feedback from domain experts from Tata Steel.

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Journal articles on the topic 'Tata Steel'

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