Darbari Seth was a powerful force within the Tata Group—not in height but in his leadership and influence. He played a key role in turning Tata Tea into a market leader and driving innovation at Tata Chemicals. While JRD Tata deeply trusted his vision his relationship with Ratan Tata was not as smooth. Let’s take a look at Seth’s journey his impact on the Tata Group and the legacy he left behind. From engineer to business leader Born on January 1 1920 in Naushera (now in Pakistan) Seth pursued an MSc in Chemistry before joining Tata Chemicals as a junior engineer in 1943. His passion for learning took him to the University of Cincinnati where he earned a master’s degree in Chemical Engineering. He also gained valuable experience at Dow Chemicals in the US before returning to India. Back at Tata Chemicals Seth quickly rose through the ranks earning a reputation for his sharp mind and bold decision-making. Revolutionizing Tata Tea In the early 1980s Tata Tea owned over 50 tea gardens but lacked a strong brand identity. Meanwhile global players like Unilever dominated the market by buying tea at auctions packaging it and selling it under premium labels. Seth as Chairman of Tata Tea along with Krishna Kumar realized the company had to shift from being just a tea producer to building its own brand. This strategic move transformed Tata Tea into a major consumer brand making it a formidable competitor in the industry. Achievements in Tata Chemicals 1960: Tata Chemicals inaugurated India’s largest steam tube dryer handling 300 tonnes of soda ash daily. 1964: Under Seth’s leadership production was pushed to 400 tonnes per day but the team exceeded expectations achieving 545 tonnes in just two weeks. Taking risks: The 400-Tonne Challenge In 1957-58 Tata Chemicals planned to expand its soda ash production. Seth always thinking big proposed increasing the target to 400 tonnes per day—twice the original goal. While many doubted this was possible JRD Tata backed him. Seth launched the FHTP (Four-Hundred Tonne Target of Soda Ash Production) program which revamped processes upgraded power plants and ensured smooth operations. By 1959 the company not only met but exceeded its goal reaching 545 tonnes per day in just two weeks. Beyond business: A vision for the Future Seth was not just about profits; he had a broader vision for India’s progress: 1967: Renewable Energy Pioneer – He proposed a solar-nuclear power agro-industrial complex in Mithapur to reduce India’s reliance on imports. His idea impressed Prime Minister Indira Gandhi who supported the initiative. 1950s: Family Planning Advocate – Seth introduced a family planning program in Mithapur which later led to the establishment of a government-backed Family Planning Centre in 1963. Beyond his leadership in multiple Tata companies one of Darbari Seth’s most lasting contributions was the creation of TERI (The Energy and Resources Institute). As its Chairman he ensured TERI operated independently—both intellectually and financially—allowing it to grow into a globally respected research institute focused on sustainability and energy efficiency. Complicated relationship with Ratan Tata Despite his immense contributions to the Tata Group Seth’s later years were marked by tensions with Ratan Tata. When leadership transitioned from JRD Tata to Ratan Tata a shift in strategy led to internal conflicts. Ratan Tata aimed to modernize and restructure the group which resulted in sidelining some senior leaders—including Seth—who had played a crucial role in Tata’s earlier growth. Though he eventually stepped away from active leadership Seth remained Chairman Emeritus for several Tata companies reflecting the lasting impact of his work and vision.