Tata
Tea may revamp plantation business
Business
Standard September 10, 2003
Tata
Tea, India’s largest tea producer, is examining
possibilities of restructuring its plantation
operations.
Speaking on the sidelines of the company’s annual
general meeting here on Monday, R K Krishna Kumar,
vice-chairman of Tata Tea, said that several options
were being weighed to make the gardens viable.
Among the models being explored were that of bought
leaf factories and co-operatives which would change
the structure of green leaf production.
When asked whether the company, which produces
56 million kg annually, might sell some plantations,
Krishna Kumar said, “We are not averse to selling
some of the unremunerative gardens. But we would
adopt the Tata business strategy where an unremunerative
operation is first given the opportunity to transform.
Only as a last resort may a sale be considered.”
The economic value added (EVA) model was being
applied to plantation activities so that quality
was translated into money values and thereby becomes
measurable.
Earlier, addressing shareholders, H R Khusrokhan,
managing director, Tata Tea, said, “The south
Indian gardens were being re-arranged in clusters.
Around 20 estates were being re-organised in clusters
of five.”
Later, addressing a press conference, Khusrokhan
said, “The company is planning to rationalise
manpower further and this time it may be extended
to certain grades in the gardens as well.” The
company has clearly identified branded tea as
its thrust area. Tata Tea is already exporting
Kanan Devan brand of tea to the Middle East. It
also plans to market its flagship brand, Tata
Tea, in the US.
The endeavour of the company was to work as a
single global beverage company and hence Tata
Tea had integrated the operations with Tetley.
Krishna Kumar said, the company would consider
a legal merger with Tetley once the debts came
down to the corporate level.
Ratan Tata, Tata group chairman, said the restructuring
of balance-sheet would enhance the company’s earnings
per share. He cited the example of Tata Motors
in which the restructuring added Rs 40 crore per
quarter to the company’s bottomline.
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