Noel Tata leads the way as Tata regains Trust

FOUR POWERFUL MEN — a businessman, a lawyer, a banker, and a philanthropist — against a ‘beginner’ from the Tata clan. All four were staunch Ratan Tata loyalists, and all four wanted to have a say in the functioning of Tata Sons, the group’s holding company. One among them even aspired to secure a seat on the board of Tata Sons as a nominee director representing the Tata Trusts. Their demands surfaced at a time when Noel Tata was trying to piece together the puzzle at the helm of Tata Trusts, in the wake of Ratan Tata’s demise.

On October 28, Noel Tata drew the line firmly. With the support of vice chairman Venu Srinivasan and trustee Vijay Singh, Noel voted against the resolution seeking to extend Mehli Mistry’s tenure as a permanent trustee. Mehli, who had formed a camp along with Darius Khambata (eminent lawyer), Pramit Jhaveri (former Citibank India CEO), and Jehangir HC Jehangir (chairman, Jehangir Hospital, Pune), found himself outnumbered.

A Parsi businessman and cousin of the late Cyrus Mistry, Mehli had earlier supported Ratan Tata in his battle against Cyrus, despite their family connection. All men on the Trusts board were Ratan Tata’s choice, but key differences had emerged following Noel’s entry.

Mehli Mistry’s exit echoes the early turbulence Ratan Tata faced when he succeeded JRD Tata in 1991. Then, too, the new chairman encountered defiance from the heads of Tata companies who had grown accustomed to autonomy under JRD. Ratan Tata systematically consolidated control — beginning with Russi Mody’s removal from Tisco (now Tata Steel) under a new retirement policy, followed by Ajit Kerkar’s resignation amid allegations of impropriety, and the quiet exit of Tata Chemicals chief Darbari Seth.

The recent developments can be traced back to Noel Tata’s appointment as chairman last year. During the same board meeting in October 2024, a resolution was passed granting all trustees lifelong terms, subject to review at 75. This clause became contentious when Vijay Singh’s board position at Tata Sons was not extended post 75.

Cut to October 2025. The Mehli Mistry side cited the October 2024 resolution, calling the process [of Mistry’s extension] only a “procedural formality.” Opponents, however, argued that such reappointments required proper scrutiny under fiduciary obligations — the legal and ethical obligation to act in the best interests of another person or entity. According to reports, Mehli Mistry filed a caveat before the charity commissioner in Mumbai, seeking an opportunity to be heard, before any change in the Trusts’ roster of trustees. Experts, however, believe the Trusts’ founding deed will ultimately determine the legitimacy of the trustees’ decisions.

While Noel Tata and Venu Srinivasan already serve as permanent trustees, the terms of Khambata, Jhaveri, Jehangir, and Singh are due for renewal in the coming years.

Meanwhile, during the meeting in September 2025, the board also approved extending Tata Sons chairman N. Chandrasekaran’s five-year term for the third time, and directed him to negotiate the exit of the Shapoorji Pallonji (SP) Group (which holds 18.37% stake) from Tata Sons.

Another resolution sought to ensure Tata Sons’ continued status as a private entity to safeguard the Trusts’ control through its Articles of Association (AoA). According to the AoA, the Trusts hold veto power over key board decisions.

As internal debates intensified, government intervention followed. Home minister Amit Shah and finance minister Nirmala Sitharaman reportedly held talks with Noel Tata, Venu Srinivasan, and Darius Khambata, urging them to resolve the dispute privately to avoid eroding investor confidence. The final outcome was Mehli Mistry’s removal as trustee.

“Citing Ratan Tata’s views to challenge Noel [during the meeting of the Trusts and outside] became a recurring tactic,” says a source close to the developments. Whatever the underlying motivations, the turn of events has clearly consolidated power in Noel’s hands. How he wields it in the coming years will shape the group’s future.

Noel’s world of change

Noel’s decisive handling of the Mehli Mistry episode marked a pivotal step towards ensuring that the $180-billion Tata group — spanning 100 companies across six continents — enters its next phase with clarity and cohesion. The confrontation tested his leadership mettle, bringing out his firmness and speed in decision-making.

“The move signalled a shift towards a more disciplined, unified, and strategically aligned Tata Trusts,” says a Tata executive. “It will be less prone to factionalism and more attuned to modernising the group.”

Noel’s vision is to bring the philanthropic and corporate arms of the Tata ecosystem into closer harmony. The Trusts serve as both the moral and managerial compass of Tata Sons — guiding board appointments (including selection and removal of chairman), investments and acquisitions, and the launch of new ventures.

As Noel pushes for clarity in governance, leadership stability, and continuity of Tata values, he emphasises that the Trusts’ philanthropic goals and corporate strategies must not diverge. The Trusts must have a clear view of the group’s financial health since their social initiatives are funded by dividends from Tata Sons.

Clarity for Chandrasekaran

For N. Chandrasekaran, the operational face of the group’s transformation, this consolidation brings relief. The stability of the Trusts directly influences the autonomy of Tata Sons’ board and the group’s strategic agility. Over the past few years, Chandrasekaran has been steering a vast transformation — launching ventures in semiconductors, electric mobility, batteries, and digital infrastructure; streamlining group structures; and reviving units, including Air India, Tata Motors’ passenger division, Indian Hotels, and Tata Steel Europe.

Such long-term initiatives demand unwavering support from the Trusts, which have historically influenced the group’s strategic direction. Earlier divisions within the Trusts occasionally slowed decision-making on critical issues such as Tata Sons’ restructuring or portfolio realignment. With Noel now consolidating authority, Chandrasekaran gains institutional backing that allows him to focus on execution rather than internal power struggles.

However, this new stability also raises expectations. Governance unity now places a greater onus on Chandrasekaran to deliver — ensuring sustained profitability across firms, and driving growth in newer ventures. He must also oversee the successful revival of Air India and deliver tangible progress from next-generation businesses.

The current phase, therefore, is likely to redefine Chandrasekaran’s role — from that of a professional crisis manager to a long-term visionary shaping the Tata group’s modern identity. His collaboration with Noel Tata is expected to remain understated, yet effective. Both leaders share a quiet, firm style of leadership. If their partnership endures, the group could set a benchmark for how family-controlled yet professionally managed conglomerates operate seamlessly.

What it means for businesses

The Tata group’s strength lies in its diversity — TCS, Tata Steel, Tata Motors, Titan Industries, Tata Power, and Air India — that span across industries and continents. But such diversity demands consistent direction without stifling individual enterprise.

A united front between Tata Trusts and Tata Sons will offer sharper guidance to operating companies, aligning long-term strategies and capital allocation. Business heads can expect clearer communication on priorities and smoother decision-making, which, in turn, will reinforce investor confidence. The Tata brand already commands deep market respect, but the renewed internal unity adds credibility to its governance model.

Still, leadership across group companies must guard against excessive rigidity. Each firm is at a different stage of evolution — TCS is retraining nearly 100,000 employees annually to adapt to AI-driven shifts; Tata Motors has bifurcated its passenger and commercial vehicles businesses for sharper focus; Air India is undergoing a fleet revamp and awaiting aircraft deliveries.

A lingering concern remains Tata Sons’ eventual listing. With the Reserve Bank of India classifying it as an upper-layer NBFC, regulatory pressure for a public listing will persist. A cohesive board (of the Trusts) can navigate this challenge, without many hiccups. Meanwhile, the SP Group continues to demand a fair exit, possibly through a listing that will unlock fair valuation.

Brand, philanthropy & family continuity

Beyond business metrics, the Tata group’s greatest asset remains its reputation — a brand rooted in trust, integrity, and purpose.

“The Tata name represents a form of capitalism anchored in compassion and community,” says another executive. “The internal rift at the Trusts had begun to cast shadows over that image. Noel’s move restores confidence that the group’s core remains unshaken.”

For the brand, this is more than an administrative correction — it’s a moral reset. It reassures stakeholders that the Tata leadership values unity and ethical clarity. By curbing factionalism, Noel has reasserted that the Tata identity stands above individual ambitions.

Philanthropy, at the heart of the Trusts, now has a chance to regain focus. Over 60% of Tata Sons’ dividends are channelled into charitable initiatives — spanning education, healthcare and scientific research. A united board can deploy these funds with greater precision and transparency.

The Mehli Mistry episode also touches upon the question of Tata family continuity. Although the family derives no financial gain from group businesses, it remains the symbolic custodian of its legacy. Noel’s calm yet firm leadership signals stability. His children — Leah, Maya, and Neville Tata — are already engaged in various Tata enterprises and sit on the boards of allied trusts, reinforcing the family’s long-term presence.

Ultimately, Mehli Mistry’s removal is far more than an act of internal housekeeping. It represents a careful recalibration of tradition and transformation. Noel’s decision preserves the family’s influence, while ensuring the group’s governance stays modern and meritorious. However, the jury is still out on whether this is the end of the drama at the Trusts.

In essence, Noel Tata’s move has redefined the balance of power within the Tata Trusts, restoring order and reaffirming the enduring spirit that binds the Tata legacy together.