Create a
future-ready organisation
Sustained growth requires an organisation that scales with discipline and adapts with agility. As Tata Consumer Products expands across categories and markets, we continue to strengthen leadership capability, deepen functional expertise and embed a culture that drives consistent execution.
Build internal talent, attract and retain the best talent
Invest in mission-critical skills
Align organisational capability with Tata Consumer Products’ strategy and values
Embed Growth Mindset Behaviours across leadership and execution
CULTURE IN ACTION
Culture remained a defining priority throughout the year, shaping how we worked, collaborated and delivered results. We implemented programmes anchored in inclusion, collaboration and systems thinking, enabling employees to clearly understand how their roles contributed to our strategy. Our focus was on ensuring that intent translated into everyday action. Clear leadership direction, structured systems and recognition mechanisms were put in place to ensure that culture supported execution in a tangible and consistent manner.
RECOGNISING EVERYDAY EXCELLENCE
Our recognition framework is anchored in the Moments of Recognising Excellence (MORE) model, integrating Growth Mindset Behaviours and the six strategic pillars into performance evaluation. This links our North Star directly to expected standards and everyday execution.
During the year, ‘Hall of Fame 2025’ honoured excellence across multiple categories, connecting achievements with Growth Mindset Behaviours. Peer- and Manager-led recognition ensured that behaviours and efforts are acknowledged alongside business results.
94 ‘Hall of Fame’ winners across 14 categories
Embedding Growth Mindset Behaviours
We are obsessed about keeping consumers and customers first in our hearts – that's why we are here!
We are trailblazers in executing with excellence... together as one team!
We take ownership of our business... delivering value for our stakeholders... No compromises!
We are open to continuously improving...continuously innovating... for better!
We live & breathe our Tata Code of Conduct!
SPEAKUP
Sustained performance depends on trust, transparency and psychological safety. Ensuring that employees felt safe to voice concerns and ideas remained a priority during the year. The SpeakUp culture remained one of our defining strengths, with consistently high participation rates reflecting employees’ confidence in openly sharing feedback and perspectives.
76%
Speak up favourability
94%
Participation in employee engagement survey
ENABLING A SEAMLESS DIGITAL EMPLOYEE EXPERIENCE- ZARA
Through ZARA, our MS Teams–based virtual assistant (AI chatbot) accessible on both desktop and mobile, employees are provided with centralised, real-time access to 97 HR policies along with key IT and administrative services.
By simplifying policy discovery and enabling 24/7 self-service, the digital enablement initiative has reduced dependency on manual support and strengthened standardisation across sites.
3,180
ZARA users
10,000+
Queries
100%
Uptime
560+
Positive feedback
DRIVING ENGAGEMENT THROUGH LISTENING
Engagement was treated as a strategic lever to drive performance and organisational alignment. Our annual InterACTIONs survey served as a structured platform to capture employee sentiment, identify priorities and translate insights into focused action.
TRANSLATING FEEDBACK INTO ACTION
Following the survey, managers led targeted action-planning cycles to address feedback and drive meaningful improvements. Insights were translated into structured actions across the organisation, including aligning North Star priorities with business planning cycles during off-sites, strengthening leadership communication through quarterly business webinars, and implementing a three- tier organisation development intervention to redesign ways of working and reinforce team identity. Year-on-year gains in engagement metrics indicate rising advocacy and stronger alignment across teams.
76 (+1)
Engagement Index
77 (+3)
Sentiment Score
SCALING PURPOSE BEYOND THE WORKPLACE
Across geographies, volunteering initiatives supported community engagement and social responsibility through activities such as lake and beach clean- ups, blood donation drives and meal preparation programmes. Employees around the world dedicated time to community projects and social causes, giving back while forging bonds beyond their regular teams. These initiatives strengthened cross-regional connections and encouraged cultural exchange among colleagues.
41,000
Volunteering hours contributed by employees
Encouraging employee well being
Well-being remained a key priority, with structured initiatives aimed at supporting physical health, awareness, and engagement across locations. During the year, employees participated in programmes including preventive health check-ups, expert-led webinars, and health awareness campaigns.
The 21-day Stepathon, an organisation- wide fitness challenge designed to encourage sustained physical activity and collective participation, recorded over 1.6 million steps. This was complemented by on-site health camps and targeted awareness sessions. These initiatives strengthened health consciousness while encouraging connection and participation across teams and geographies.
2,500+
Employees participated in well-being initiatives
STRENGTHENING THE TALENT ENGINE
To support business needs, we focused on building a robust and future-ready talent pipeline. Talent acquisition prioritised quality of hires alongside scale, strengthening of capability depth while preserving the cultural coherence.
DRIVING PROCESS-LED RECRUITMENT
To strengthen our capability, we brought in professionals with diverse industry experience, adding functional across key areas. Simultaneously, recruitment processes were streamlined to improve agility and transparency through the introduction of an intelligent Applicant Tracking System (ATS) and the creation of structured referral channels.
1190
New joiners
34,000+
Applications received
1,400
Referral invites
BUILDING CAPABILITIES FOR
EVOLVING BUSINESS NEEDS
Rapid shifts in execution models and evolving consumer markets required continuous capability enhancement across functions and career stages. In response, a targeted portfolio of learning and development initiatives was implemented, closely aligned with business and functional priorities.
40,000
Learning hours
STRENGTHENING FUNCTIONAL CAPABILITIES
Business-critical skills were strengthened through structured academies, field-ready learning and cross-functional development initiatives aligned to evolving market needs. The SkillUp programme contributed to enhancing capability across sales, finance and digital functions.
10,000+
SkillUp Learning hours for all employees
ENABLING GROWTH
THROUGH LEARNING
Learning is embedded into everyday work through a blend of structured programmes and self-directed opportunities. Employees access curated content through our internal Learning Management System (LMS) Edge for Me and LinkedIn Learning, supporting development across career stages and sustaining engagement with learning platforms.
BUILDING LEADERSHIP DEPTH AND CONTINUITY
Sustained growth requires a strong pipeline of leaders ready to step into critical roles. During the year, we strengthened succession planning and leadership assessments to ensure readiness and continuity. Critical roles were supported by defined successor pipelines, reviewed through leadership-led talent forums to maintain transparency and rigour. This governance mechanism ensured enterprise-level visibility on leadership readiness, succession risks and development priorities, enabling timely interventions and consistent standards across functions.
70.6%
Succession coverage (for critical roles)
98%
360° assessment coverage
100%
OPQ assessment coverage
Leadership Horizons
Leadership Horizons is a structured, cohort-based leadership development initiative designed to strengthen enterprise capability among senior leaders. As part of this journey, 28 leaders completed a six-month programme focused on enhancing strategic influence and broadening organisation-wide perspective.
INCLUSION AS EVERYDAY LEADERSHIP
As we evolved, inclusive leadership was recognised as essential for better decision- making, collaboration and performance. We rolled out ‘Leading with Inclusion’ workshops to equip managers with practical tools for more equitable decision-making, ensuring diverse perspectives were considered in everyday operations.
AAROHAN - ADVANCING OPERATIONAL LEADERSHIP CAPABILITY
Aarohan continued as the first-line manager capability development programme. This supported consistent managerial practices across markets, enabling enterprise priorities to be translated into effective execution at the point of delivery
170
Managers engaged
16 hours
Structured learning
3.75 / 4
Participant rating
ASPIRE - BUILDING MULTI-LEVEL LEADERSHIP DEPTH
Aspire focused on leadership development beyond frontline managerial roles, strengthening readiness for higher responsibility and broader leadership scope. The programme supported the acceleration of high-potential talent, building leadership depth and continuity across critical roles.
LEVERAGING INTERNAL MOBILITY FOR GROWTH AND AGILITY
Developing talent from within remained central to building agility and preserving institutional knowledge. During the year, internal mobility gained momentum, with a significant proportion of critical roles filled through internal movement. Cross-channel transitions expanded employee exposure, strengthened adaptability and enabled talent deployment more effectively in response to evolving business needs.
92%
Internal fill (India Sales)
73%
Cross-channel moves
GOOD TO GREAT 2.0 - STRENGTHENING LEADERSHIP ALIGNMENT
Following the initial alignment established through the Senior Leadership Forum, FY 2026 placed sharper focus on shared accountability and disciplined execution. Good to Great 2.0 (‘Winning as One Team’) advanced the leadership journey from direction-setting to execution clarity and collective ownership. Leaders aligned on enterprise priorities for the next phase of growth and clarified expectations for delivering outcomes linked to the North Star, supported by performance coaching and Board- defined standards.
