Pramit Jhaveri will step down as a trustee of the Sir Dorabji Tata Trust on February 11, 2026, when his current term comes to an end, marking another significant change in the leadership of one of India’s most influential philanthropic institutions. Jhaveri has conveyed his decision to Tata Trusts chairman Noel Tata through a letter dated January 31, in which he made it clear that he does not wish to be considered for reappointment.
Jhaveri, a former chief executive of Citibank India and a seasoned banker with decades of experience in financial services, has been associated with the Tata Trusts ecosystem during a period of intense internal churn and evolving governance practices. His exit is voluntary, unlike some of the recent trustee changes that have followed contested reappointment processes, but it nonetheless adds to a series of developments that are reshaping the composition and internal balance of the Trusts’ boards, reports said.
The Sir Dorabji Tata Trust, along with the Sir Ratan Tata Trust, sits at the core of the Tata Trusts structure. Together, these trusts are not only among the largest philanthropic entities in the country, funding programmes across healthcare, education, rural livelihoods, nutrition, water, sanitation and research, but also hold a majority stake in Tata Sons, the principal holding company of the Tata Group. As a result, the trustees exercise considerable influence not just over philanthropic priorities but also over corporate governance at the group level, including board appointments and long-term strategic direction.
Jhaveri’s decision comes at a time when Tata Trusts has been undergoing visible leadership and governance transitions. In recent months, long-serving trustees and individuals seen as close to the late Ratan Tata have either exited or failed to secure reappointment, while new faces have been inducted. The changes have sparked debate within corporate and philanthropic circles about whether the Trusts are moving away from their traditionally consensus-driven style of functioning toward a more formal, vote-based decision-making model.
Against this backdrop, Jhaveri’s choice not to seek another term can be read in multiple ways. On one level, it may reflect a personal decision to step back after completing his tenure. On another, it fits into a broader pattern of generational and philosophical change within the Trusts, as the institution seeks to recalibrate its leadership structure and governance approach for the coming decades.
For Tata Trusts, the vacancy created by Jhaveri’s departure provides an opportunity to bring in a new trustee with expertise aligned to its evolving priorities. These include scaling up impact in healthcare and education, strengthening climate and sustainability initiatives, and navigating the increasingly complex interface between philanthropy and corporate oversight. The profile of any new appointee will be closely watched, as it could signal the direction in which the Trusts intend to move.
From a corporate governance perspective, even seemingly routine trustee exits assume significance because of the Trusts’ controlling stake in Tata Sons. The composition of trustee boards ultimately influences how the Trusts exercise their rights as shareholders, including their stance on major strategic questions such as capital structure, leadership succession at group companies, and long-term value creation.
Jhaveri’s departure therefore adds another piece to a larger puzzle of institutional transition. While it does not, by itself, indicate a dramatic shift in policy or philosophy, it underscores that Tata Trusts is in the midst of a period of change that goes beyond individual personalities. The coming months, and the choices made to fill trustee vacancies, are likely to offer clearer signals about how the organisation envisions its future role at the intersection of philanthropy and corporate stewardship.