Tata Steel Case Study Analysis

Topics: Tata Group, Corus Group, International Financial Reporting Standards Pages: 8 (2226 words) Published: December 5, 2011

The Tata Group is a very large group of businesses that dominate markets in India. The organization has established itself as a leader in markets such as the airline industry, hotel, software, investment, and steel industry. There is a long history of corporate responsibility within the group, and it is no surprise that all Tata companies have adopted a Tata Code of Conduct as well as many international standards. Tata Steel is one of twenty-eight major corporations within the Tata Group. Founded in 1907, it is the largest private sector steel company in India. Operations are spread across the country, with the steel manufacturing unit at Jamshedpur, and other manufacturing and mining activities situated in the states of Jarkhand and Orissa at eight locations. The Tata Group headquarters is based in Mumbai, Maharastra.

This paper provides an overview and analysis of the accounting problems that Tata Steel is faced with after acquiring a foreign company.

Company Profile

Tata Steel, incorporated in 1907 by Shri Dorabji Tata, is India's largest private sector steel company belonging to the Tata Group. The company manufactures finished steel, both long and flat products like hot and cold rolled coils and sheets, galvanized sheets, tubes, wire rods, construction re-bars, rings and bearings. The company markets its products in brands like "Tata Steelium, Tata Tiscon, Tata Pipes, etc. The company is among the lowest cost producers of steel in the world. Its main plant is located in Jamshedpur, having a manufacturing capacity of 5 MTPA (million tonne per annum) while its processing units, captive iron ore and coal mines are located in the states of Orissa, Jharkhand, Maharashtra, Gujarat and West Bengal. With its head office located in Mumbai, the company functions through a network consisting of trading arms and operation and projects sites spread across countries in the continents of Asia, Europe and America. Apart from Steel there are six Strategic Business Units or divisions for Bearings, Ferro Alloys and Minerals, Rings and Agrico, Tata Growth Shop, Tubes, and Wires. It operates in more than 20 countries and has a commercial presence in over 50. In the past few years, Tata Steel has invested in Corus (UK), Millennium Steel (renamed Tata Steel Thailand) and NatSteel Asia (Singapore). With these, the company has created a manufacturing and marketing network in Europe, South East Asia and the Pacific-rim countries

Problem Tata Steel Faces

Tata Steel is faced with a very serious, and somewhat complex, problem. The company has global ambitions. By that I mean the company wants to establish itself as a power and contender in the global marketplace. Tata Group acquired UK based Corus Group, a well established steel company in its own right, by way of a $12.1 billion deal. The deal was partly funded with a $6.2 billion dollar loan that was primarily denominated in Euros. The currency in which the Corus Group earned most of its revenues was Euros. It made sense for the Tata Group to fund the deal in Euros in order to avoid exposing the debt to currency risk. The problems that the Tata Group would face due to this deal brought about an issue that the organization really did not have much experience in dealing with. Because of the currency denomination issues with this deal, the Tata Steel would have a liability of over $600 million on its financial books. Although, the reality of the situation is that Tata Steel has a sound and balanced financial structure and accounting practices. Because of international accounting laws that India and the Tata Group have adopted, on the books it looks as if Tata Steel is carry more liabilities or debts than it really is. This is significant because an investor or shareholder would look at the company’s financials and think that the organization is not as financially stable as it really is.

Tata Steel used Indian Generally Accepted Accounting Principles...
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