Chandrasekaran balances grief and leadership at Tata Motors AGM as Tata Group confronts twin tragedies — the Air India crash and the passing of Ratan Tata — with resilience and resolve.
20 Jun 2025 | 439 Views | By Ketan Thakkar & Darshan Nakhwa
“This has been a long and unsettling week for all of us,” Natarajan Chandrasekaran said at the Tata Motors 80th Annual General Meeting on Friday, his voice reflecting the weight of recent tragedies. The devastating crash of Air India Flight 171 and the loss of his mentor, Ratan Tata, had ...
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“This has been a long and unsettling week for all of us,” Natarajan Chandrasekaran said at the Tata Motors 80th Annual General Meeting on Friday, his voice reflecting the weight of recent tragedies. The devastating crash of Air India Flight 171 and the loss of his mentor, Ratan Tata, had plunged him into a period of profound personal and professional challenges.
Unable to attend the AGMs of Tata Consultancy Services and Tata Consumer Products, Chandrasekaran’s decision to be present at Tata Motors underscored the depth of his commitment to a company close to Tata’s heart, even as he grappled with grief.
The Air India Flight 171 crash on June 12, 2025, which claimed 241 lives, left Chandrasekaran deeply shaken. “My thoughts are with all those families and friends who lost their loved ones,” he told shareholders, describing an “enormous gulf of sorrow, grief, and uncertainty” felt “as a nation, as a group and at a very human level.”
Having spearheaded Air India’s revival since its 2022 privatization, he took the tragedy personally, immersing himself in supporting victims’ families with Rs 1 crore in compensation, establishing grief centers, and ensuring full cooperation with investigators. The crisis’s intensity kept him from the TCS and Tata Consumer Products AGMs, as he prioritized addressing the immediate needs of those affected and steering the Tata Group through the fallout.
The death of Ratan Tata in October 2024 compounded his sorrow. “For me, he was a friend and someone whose guidance I sought, whose humanity I admired,” Chandrasekaran shared, emphasizing Tata’s focus on “the importance of details.” He recalled, “I had the opportunity to constantly share updates with Mr. Ratan Tata during the last few years,” detailing Tata Motors’ turnaround, which culminated in a “record high revenue of 4,39,695 crores, an EBITDA of 57,649 crores, and a high PBT of 34,330 crores,” making the Tata Motors Group debt-free in 2025. “He was very proud of the turnaround of this business as Tata Motors was closest to his heart,” Chandrasekaran said, his voice tinged with loss.
“He is being missed very dearly and we will miss him always.” These regular updates had kept Tata deeply connected to the company’s progress, a bond that gave Chandrasekaran strength even in grief. Requesting a minute of silence for Flight 171’s victims, he stood quietly, embodying the shared sorrow he described.
Chandrasekaran has managed the Air India crisis by overseeing support for employees, coordinating with stakeholders, and planning the airline’s recovery, while addressing the personal loss of Tata. “In fact, the last few months have been full of loss,” he stated, noting the challenges of recent events. His focus on transparency, evident in his commitment to the Flight 171 investigation, aligns with Tata’s values.
Additionally, his updates to Tata on Tata Motors’ financial achievements, which led to the company’s debt-free status, reflect his dedication to sustaining the company’s progress. Chandrasekaran’s efforts to strengthen Air India’s safety measures and maintain Tata Motors’ success demonstrate his focus on fulfilling his responsibilities as a leader during a challenging period.