“The pandemic was a time to recalibrate on a personal and professional level. For us, it was an added responsibility to take care of our employees and the communities that rely on us, ”Narendran, CEO and Managing Director of Tata Steel, told Outlook Business TV. Under his leadership, the company revealed its heart of gold during the most serious crisis facing humanity.
As economic activity stuttered under Covid-19, Narendran not only led the business through it, but also succeeded in upholding the humanitarian principles with which the Tata Group is widely associated.
In May 2021, Tata Steel announced that it would continue to pay salaries, medical benefits and housing to the families of its workers who have lost their lives due to Covid-19 until what would have been the age of workers’ retirement. The company is also committed to paying for the education of the children of its deceased frontline workers until they graduate.
Standing by his workThe families of ers at a time when they would have been struck by the double whammy of losing their family members and their income, too, is characteristic of an organization with a heart and soul.
Tata Steel, however, is not just a matter of heart and soul. The technical and innovative prowess of the company has also played a role with its humanitarian initiatives. The company’s Nest-in brand, along with its tubes division and new materials business, manufactured innovative quarantine units in India for the first time using steel and fiber-reinforced polymer (FRP).
With design specifications and contributions from Tata Projects and Tata’s consulting engineers, Tata Steel has provided a range of fully-built modular prefabricated units (CBUs) to be used primarily as quarantine and isolation cabins, toilets, canteens. and other service units within hospitals.
Nest-In also pioneered a swab collection unit designed to allow contactless sample collection to ensure the safety of health workers involved in swab collection and testing for Covid-19.
Narendran reveals Tata Steel’s way of doing business: doing the right things and leveraging professional expertise to help the country manage a crisis where humanitarian needs trump business and limits of accountability social enterprise. 2021 has been a year marked by deep lows in medical desperation and sharp spikes in euphoria in an economy that appears to be rebounding.
When asked to share the leadership lessons he has learned and implemented this year, Narendran said the board has never shied away from prioritizing humanitarian needs over the needs of the company. At the same time, they have always made sure that there are no unnecessary or unnecessary expenses.
“As a business, we kept tabs on the cost of our social initiatives, but the cost was just data, never a decision factor,” he adds. Narendran insists on the importance of recognizing that a company must have the awareness of doing the right thing in a crisis, but also to be pragmatic in recognizing that the board of directors has never hesitated to give the priority to humanitarian needs over business needs.
At the same time, they have always made sure that there are no unnecessary or unnecessary expenses. “As a business, we kept tabs on the cost of our social initiatives, but the cost was just data, never a decision factor,” he adds.
Narendran insists on the importance of recognizing that a company must have the awareness to do the right thing in a crisis, but also to be pragmatic in recognizing that the approximately 61,000 tonnes of liquid oxygen to support the government when the nation faced a severe scarcity of the element that sustains life.
The company had also set up an 80-bed Covid care center in Bokaro in Jharkhand and led several community initiatives that complemented the government’s efforts to fight the pandemic. Speaking of the recovery of the economy and society as we enter the post-Covid era, Narendran says: The virus is gone.
Narendran also stressed the need to build a more robust infrastructure to rebuild the economy and society. “Regular infrastructure is a great multiplier of economic activity and medical infrastructure is more necessary in the long term.
I think we’ve underestimated the medical infrastructure over the years and it would be good for us to focus on that again, ”he said. Narendran shows a deep empathy for the families who faced medical and financial challenges during the pandemic. “Many families lost their savings on huge medical expenses, many lost their jobs, and as a responsible corporate citizen, Tata Steel, officials and management, have done everything possible to reduce human suffering. “, did he declare.
“The pandemic has tested the spirit of the company; his resilience, his agility, his compassion and everything in between, ”adds Narendran. For a company that has been a mainstay of India’s infrastructure industry and has literally provided pillars to build India, Tata Steel has stuck to its old mantra “We also make steel” and its new statement: ” We also do tomorrow ”.