Some trustees are urging the government to appoint one or two members of high repute to the board of Tata Trusts in order to “restore order and credibility.” A trustee, who preferred to remain anonymous, shared this perspective with The Indian Express.
The trustee highlighted a prevailing culture of consensus within the organization, stating, “RNT (Ratan Tata) would be turning in his grave.” The trustee noted the existing tension between Mehli Mistry and Noel Tata, the current chair of Tata Trusts, suggesting that despite past collaborations, their relationship has soured significantly.
This call for changes comes in the wake of Mehli Mistry, a former trustee, filing a complaint with the Maharashtra Charity Commissioner. He is advocating for the appointment of an administrator to oversee the Sir Dorabji Tata Trust (SDTT) after being ousted from the board last November. In his petition, Mistry cites governance issues, disputed board decisions, and potential conflicts of interest as key concerns.
Previously, Mistry had challenged the eligibility of trustees Venu Srinivasan and Vijay Singh (a former defence secretary) on the board of the Bai Hira Bai Jamsetji Tata Navsari Charitable Institution, arguing that they do not meet the Parsi requirement. Srinivasan resigned from the trust, citing other business commitments, while Singh has not stepped down.
The trustee raised concerns about the unprecedented way Srinivasan was allegedly compelled to leave, marking a significant departure from the traditional practices of the Tata family.
In response, Tata Trusts CEO Siddharth Sharma asserted that the trustees are unified in their mission to ensure the Trusts operate efficiently and maintain their focus on social impact. He mentioned that the feedback will be addressed through the appropriate channels.
Sharma refuted claims suggesting dysfunction within the Trusts, emphasizing that cohesive leadership, strong frameworks, committed staff, and a genuine dedication to public service are crucial for effective operations and increased philanthropic contributions. He noted that the Trusts had achieved a philanthropic expenditure of ₹1,586 crore in FY25-26, marking a 270% increase over the past three years, and projected a further ₹1,900 crore in the current fiscal year.
In his latest filing, Mistry has raised questions about the legitimacy of the current SDTT board, suggesting that some trustees may not fulfill the eligibility criteria specified in the trust deed, particularly regarding religion and residency. He contends that decisions made by this board, especially concerning governance and appointments, may lack legal standing.
The SDTT holds a significant 28% stake in Tata Sons, with the Sir Ratan Tata Trust owning 24%, and other Tata trusts collectively controlling an additional 14%. This gives SDTT and the Sir Ratan Tata Trust approximately 66% of Tata Sons, highlighting the dispute’s critical implications.
Analysts have noted a decline in unity and cohesion within Tata Trusts. During Ratan Tata’s leadership, decisions were generally reached through consensus, a practice that now appears to be diminishing. Mistry’s reappointment attempt was blocked by other trustees in October 2025, and Vijay Singh was ousted from a board position at Tata Sons in September 2025.
Recently, both Venu Srinivasan and Vijay Singh have advocated for the public listing of Tata Sons, seemingly contrary to Noel Tata’s stance. The potential listing of Tata Sons, the primary shareholder of the Tata group, has become a contentious topic amid the ongoing challenges faced by the Tata group. The friction within Tata Trusts and Tata Sons has escalated, with disputes over strategy, regulatory hurdles, and governance issues emerging among trustees. Central to this discussion is the division regarding the group’s future path, with some trustees favoring a listing to access capital for growth, while Noel Tata opposes the proposition. Concerns over mounting losses in several unlisted entities have intensified the debate around financial viability and capital management.
