Ratan Naval Tata, an industrialist, philanthropist, and former chairman of Tata Sons, was born in India on December 28, 1937. From 1990 until 2012, he served as the Tata Group's chairman. From October 2016 to February 2017, he served as the organization's acting chairman. He is still in charge of its philanthropic trusts. After being awarded the Padma Bhushan, India's third-highest civilian accolade, in 2000, he was given the second-highest civilian distinction, the Padma Vibhushan, in 2008.
He is the offspring of Jamsetji Tata, the man who founded the Tata Group, and Naval Tata, who was raised by Ratanji Tata. He earned a bachelor's degree in architecture from Cornell University College of Architecture. He started working for Tata in 1961, doing shop floor duties for Tata Steel. After J. R. D. Tata retired in 1991, he later took over as chairman of Tata Sons. During his leadership, the Tata Group made the acquisitions of Tetley, Jaguar Land Rover, and Corus in an effort to diversify the company's focus from its predominantly Indian market. Tata is also among the world's biggest philanthropists, having donated between 60 and 65 percent of his income to charity. Additionally a prolific investor, Ratan Tata has contributed significantly to countless enterprises.Till this point, Tata has made over 30 start-up investments, the majority in his individual capacity and some through his investment firm.
Tata is a single man without any children. Ratan Tata admitted in 2011 that he had "come close to getting married four times, but each time I backed off out of fear or for another reason."
Tata was granted a managerial role inside the Tata company in the 1970s. He initially found success by revitalising the subsidiary National Radio and Electronics (NELCO), only to witness its demise after a downturn in the economy. J. R. D. Tata appointed him as his successor when he resigned as chairman of Tata Sons in 1991. The heads of the various subsidiaries first put up a lot of resistance to Tata because they had a lot of operational flexibility during the reign of the senior Tata. In response, Tata put in place a variety of measures aimed at consolidating power, including as raising the retirement age, compelling subsidiaries to report directly to the group headquarters, and mandating that they use their profits to promote the Tata group brand.