17th issue all pages for website by Corporate Citizen

Cradle of Leadership Dr. Mahesh Chandra Mishra, Director, AIIMS Volume 1, Issue No. 17 Pages 68 / www.corporatecitizen.in

Dynamic Duo 16 Dr Mohan Rajan and Dr Sujatha Mohan

vision mission Debate

Extended Maternity Leave for Women Interview

Anil Reddy, Chief Strategy Officer, Microsoft India

Loved and Married too

Sidharth and Kanchi Mukherjee on supporting each other

November 1-15, 2015 / `50

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2 / Corporate Citizen / November 1-15, 2015

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CASE STUDY

ing M ow

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Recognition

“There is more hunger for love and appreciation in this world than for bread.” -Mother Teresa Recognition in the corporate world As per the US Department of Labour Research, the number one reason most Americans leave their jobs is that they don’t feel appreciated. In fact, 65% of people surveyed said they got no recognition for good work -- that is, received no recognition from their bosses. As per a recent report by the US based Bersin & Associates (subsidiary of Deloitte) - a company empowering human resources through worldclass research - recognition plays a much more measureable role in business performance than previously believed. The research found that in organizations where recognition occurs, employee engagement, productivity and customer service are about ‘14 percent better than in those where recognition does not occur.’ The research also revealed that nearly twothirds of HR respondents indicated HR does not effectively enable recognition. This ineffectiveness is underscored by the fact that nearly half of HR respondents report that the organization culture does not support recognition and the fact that most recognition programs are designed to recognize service or tenure. However, those organizations that recognize employees for “demonstrating company values,” “displaying certain identified behaviours,” and “achieving company goals” are far more effective at enabling recognition than those that do not incorporate these attributes. (This recognition research is based on the results of two online surveys of 834 organizations conducted between January and May 2012. It also includes more than 30 research interviews with HR and talent management professionals.)

The exercise got over. I returned, and on the first day what the Commanding Officer did was to pass a Regimental Order, appointing me, as an unpaid Lance Naik – this was a promotion (without monetary enhancement) but this was my first recognition. The biggest recognition for me from the Army was the rank of Honorary Colonel that was bestowed on me In a study in the UK, an audit of recognition generated and received by employees within two large, nationwide, recognition programmes in 2013 stated, “There are clear differences between

how men and women give and respond to recognition. In general, women give and receive more recognition, with 72% of women being recognised, compared to 57% of men. Men

November 1-15, 2015 / Corporate Citizen / 3

Blowing my own trumpet

become much more engaged when there is a monetary award involved, whereas women tend to be better at just saying thank you. Recognition in the Army In the Army, a system is in place for appreciation and recognition. For example, in a recruitment training centre, if a person is doing his drill very well, the drill master will recommend him for an additional quota of milk for one week. This kind of small gesture represents recognition. Otherwise, generally, people make themselves feel good by talking about themselves or other people talking about them. Most of the time, this thrill of listening about oneself, occupies our mind. This gives us an air of superiority or we think of it as an achievement. I was a recipient of recognitions, repeatedly, in the Army. I recall one incident where my immediate superior did not like me and wanted to ‘fix’ me. The best way was to send me on a tough exercise, to a place with harsh weather conditions. My Commanding Officer (CO) was detailed as the Artillery Umpire for a divisional-level exercise in a remote area known as ‘Shera Garden’, close to the Chinese border in Ladakh. He wanted someone to assist him. I carried the typewriter

and accompanied him to an extremely cold and barren land. Indeed, the name ‘Shera Garden’ was a misnomer. Living conditions were treacherous. We lived in tented accommodation, without any sort of light or amenities. The exercise was a real war-like practice, thoroughly monitored by umpires. Suddenly, the Divisional Commander informed my Commanding Officer, Colonel. Mahaveer Dixit, a tall and towering personality, to conduct officers’ training classes at division level after the current exercise. That’s where I landed in trouble. The CO called me and asked me two questions: 1) whether I could type and, 2) whether I was trained in the proper layout of training exercise papers. With my head down, I told him, ‘No Sir’. He looked at me and asked me why had I come there. I told him, “Sir I was detailed to come.” He said, “No problem, I will teach you,” and, like a good teacher, he taught me the entire layout, patiently corrected all my spelling mistakes and went on dictating subsequent pages. Each day, after giving me the dictation at 7 a.m., he would go on the field for the exercise for the whole day. He would return to the tent at around 8 p m, go through what I had prepared based on the dictations and make corrections.

4 / Corporate Citizen / November 1-15, 2015

For this, he had to burn the midnight oil. His love and affection, and above all, the feeling that I was directly working with the CO gave me a thrill and I was enjoying every bit of this assignment, when, in actuality, I was sent there for a punishment posting by my detractors and by those who did not like me. Recognition from my CO The exercise got over. I returned, and on the first day what the CO did was to pass a Regimental Order, appointing me, as an unpaid Lance Naik – this was a promotion (without monetary enhancement) but this was my first recognition. This kind of recognition keeps people going with higher level of motivation. When you do it in a fair and impartial manner, it ensures that others too try to reach that level to receive similar recognition. The biggest recognition for me from the Army was the rank of Honorary Colonel that was bestowed on me, about which I have written exhaustively in my earlier editorials. A case of non-recognition During my educational career, I also had opportunities to meet many political leaders including Prime Minister I K Gujral, Prime Minister Deve Gowda and Defence Minister

During my educational career, I also had opportunities to meet many political leaders including Prime Minister I K Gujral, Prime Minister Deve Gowda and Defence Minister George Fernandes. I had written to all three of them to get me a house allotted from the Tamil Nadu Government quota as I was a Decorated Soldier

George Fernandes. I had written to all three of them to get me a house allotted from the Tamil Nadu Government quota as I was a Decorated Soldier. But Shri Karunanidhi, the then CM did not even respond to those demi-official (personal) letters. On one occasion, I met Mr. George Fernandes and narrated to him my request and the cold response that I received from the Tamil Nadu government. He immediately called up Mr. Karunanidhi in front of me and inquired about the allotment of a flat for me. Despite a call from the PM’s office, Karunanidhi again did not do anything, a reflection of how the Tamil Nadu government treated me. Finally, when I approached the Chairman of the Housing Board, he asked me for a bribe but I had no money to offer, otherwise I would have offered him, so desperate was I to get a house. Thereafter, an Emergency was declared by the then Prime Minister, Indira Gandhi. She dismissed the Tamil Nadu government on corruption charges. The DMK cadre members were being hunted and put behind bars. The Chairman of the Tamil Nadu Housing Board, Rama Arankannal was behind the bars. Shri Mohanlal Sukhadia, the then Governor

of Andhra Pradesh was appointed as the Governor of Tamil Nadu and his ADC, Capt T K Jagannathan, was a good officer, whom I knew well. I requested him to get me a house allotted from Defence quota. He immediately called me to the Governor’s House. When I reached the Governor’s place, the ADC gave a call to the Housing Board and asked me to go and meet the Housing Board secretary. When I reached there, I was given royal treatment. They displayed various maps of various housing units and asked me to choose the house I wanted and take the allotment order immediately. I checked the rates and found I was not in a position to opt for the better houses. Finally I opted for a one bedroom house, which was allotted to me. I have highlighted this incident to portray the sharp contrast in attitude to recognition. While my CO promptly uplifted my spirit by giving me a promotion the very next day of return from our sojourn to Shera Gardens, the politicians made me run from pillar to post, until a good friend of the Army came to my aide. I believe… I believe that every person yearns for recognition. So, whether he/she be the President

of India, a sweeper in the municipality, or a housewife, appreciation for work well done brings internal joy and propels him or her to do better. Man is thirsty for recognition - at every level, at every organisation, whether it is government or private or a small nursery school. Interestingly, even at the physiological level, medical experts say that our bodies create oxytocin when we are appreciated, which enables us to perform better and makes us more trustworthy at work. I am reminded of a very heart-warming scene in the Bollywood movie, Munnabhai MBBS, where Sanjay Dutt, the hero, is talking to a frustrated sweeper. He touches the sweeper’s heart when he says that because of him, cleanliness is maintained in the hospital. This is a manifestation of the fact that like him, each one of us is doing something useful, whether big or small. What use is his good work, if it is not recognized? In fact, what about Recognition in our homes? Rarely does a husband compliment his wife for a good meal or on her attire or if she is looking charming on a partiular day. Not that he does not admire her or vice versa, but it is our Indian social mindset wherein appreciation is not vocal and expressive. I feel, appreciation or recognition should be like a Champagne - given before the fizz is over. For, what is it that inspires people to work? Is it the money, is it the job satisfaction, is it happiness, or is it power or authority? All these, according to me, are hygiene factors which give momentary pleasure; none of these have the power of giving you enduring happiness. Only Recognition inspires.

Dr (Col.) A. Balasubramanian editor-in-chief

November 1-15, 2015 / Corporate Citizen / 5

Contents Dynamic Duo 17

32 Cover story

Vision Mission

An in-depth and insightful interview with Dr Mohan Rajan and Dr Sujatha Mohan, a heart-warming, affable and down-to-earth couple, who have empowered hundreds of thousands of people to regain lost or impaired vision

MANAGE MONEY

Dr Anil Lamba on Net Working Capital and the â&#x20AC;&#x2DC;Credibility Trapâ&#x20AC;&#x2122;

WAX ELOQUENT

Who said what and why

COLLYWOOD

Chatpata Chatter from the Corporate World

interview

An in-depth interview with Anil Reddy, Chief Strategy Officer, Microsoft India

NHRD Delhi chapter

A panel discussion by eminent personalities from the corporate world on Culture & Engagement 6 / Corporate Citizen / November 1-15, 2015

Volume 1 Issue No. 17 November 1-15, 2015 www.corporatecitizen.in

cradle of leadership

An interview with Dr Mahesh Chandra Mishra, Director of the All India Institute of Medical Sciences (AIIMS), Delhi

corporate history

Raymond; for the complete man

Loved & married too

Sidharth and Kanchi Mukherjee on the importance of supporting each other’s dreams

survey

An in-depth survey on the e-commerce sector in India by Jefferies, leading American Global Securities firm based in New York

DEBATE

Women’s Workplace Longevity: A Reality Check

INSPIRATION

An inspirational talk by Kiran Bedi, India’s first woman IPS officer, to the students of a leading management college

30 22

the tax man cometh

Master of the house as servant-Column by SK Jha, IRS (retd) and former Chief Commissioner of Income Tax

STAR CAMPUS PLACEMENT-9

Saumya Prakash on her first break

KUMBH MELA 2015-16

The Colossal Kumbh Mela

PEARLS OF WISDOM

‘Fearlessness should be your Forte’ by Mahatma Gandhi November 1-15, 2015 / Corporate Citizen / 7

52 Editor-In-Chief Dr (Col.) A. Balasubramanian Consulting Editor Vinita Deshmukh Assistant Editor Joe Williams Senior Business Writers Mahalakshmi Hariharan Rajesh Rao Senior Sub-Editor Neeraj Varty

BOLLYWOOD BIZ

A look at Bollywood’s Business Savvy Club

MOBILE APPS

These Apps are a ‘Lifesaver’

CLAPS & SLAPS

HEALTH

A Guide on Safe Food for Travellers FEATHERLITE

Tweets from the corporate world

Bangalore Bureau Sangeeta Ghosh Dastidar Pune Bureau Suchismita Pai / Kalyani Sardesai Circulation Officer Jaywant Patil +91 9923202560

Our bouquets and brickbats for the fortnight!

Writers Delhi Bureau Pradeep Mathur / Sharmila Chand

THE LAST WORD

‘The Clarion Call’ by Ganesh Natarajan, Vice Chairman & CEO at Zensar

Be A Corporate Citizen

How do you like this issue of Corporate Citizen - The Cool Side of Business? Send in your views, news, suggestions and contributions to corporatecitizenwriters@gmail.com We would love to hear from you! 8 / Corporate Citizen / November 1-15, 2015

Manager Circulation Mansha Viradia +91 9765387072 North : Hemant Gupta +91 9582210930 South : Asaithambi G +91 9941555389 Creative Direction Kiyan Gupta, The Purple Stroke Graphic Designer Anil Walunj Cover Story Pic Sharp Image Photographers Yusuf Khan/Ahmed Sheikh/Shantanu Relekar Website www.corporatecitizen.in For Advertising and Marketing queries Email: MANSHA.VIRADIA@corporatecitizen.in (Corporate Citizen does not accept responsibility for returning unsolicited manuscripts and photographs. All unsolicited material should be accompanied by self-addressed envelopes and sufficient postage) Tel. (020) 69000677 / 69000672

manage money In the previous issue we discussed how to read a Balance Sheet By Dr Anil Lamba

Net Working Capital and the ‘Credibility Trap’ In the previous article I had started a discussion on Net Working Capital and the ‘Credibility Trap’. In this article let us find out how one can get trapped into this vicious cycle. Take a look at these three Balance Sheets. I

Balance Sheet Liabilities

Assets

CL 10 CA 20

2:1

Balance Sheet Liabilities

Assets

CL 15 CA 20

III

NWC

1.33:1

Balance Sheet Liabilities

Assets

CL 20 CA 20

NWC

Nil

1:1

In case I the Current Ratio (CR) was 2:1, in case II it fell to 1.33:1 and to 1:1 in case III. We know, however, that healthy organisations must maintain a current ratio of about 2:1. In the case we have just seen, had the current liabilities been 25, the firm would have a negative Net Working Capital (NWC). This is what I refer to as the Credibility Trap. Organisations with a bad current ratio are not necessarily ‘bad organisations’ but they are ‘entrapped organisations’; where those in charge of running them did not understand the principles of good financial management. So where’s the trap? Earlier, while discussing Rule II of Good Finan†cial Management, we have seen that all Balance Sheets can be classified into three types, A, B and C. The C type Balance Sheet (reproduced here), which we had concluded was in a very precarious and vulnerable position, had a negative working capital. It had current liabilities of 30 as against current assets of 20. Balance Sheet C Liabilities

Assets

LTS 70 LTU 80 STS 30 STU 20 Current Liabilities Current Assets 100

100

The mere fact that C has a negative working capital does not necessarily make it a bad company. It could even be a wonderful firm, with immense credibility. Because of this, C may have been able to raise short-term resources to the tune of

30, even though it only needed 20. The trap lies in the fact that whenever an organisation has more short-term resources than it can absorb in short-term avenues, it is only natural that those resources will be utilised for long-term purposes, and this would be a big mistake. Because this is a wonderful company, because it is immensely successful, because it is constantly growing and expanding, there will always be projects which are at various stages of completion. From time to time these projects will slow down when resources are scarce. When such an organisation finds that on the one hand its projects are starved of money, and, on the other, there is excess money available in the short-term resources, it would be almost impossible to prevent the managers from using these resources for their long-term projects. What is worse is that often, in such cases, the perpetrators of the crime may not even be aware of the consequences of their action. They could be totally ignorant that short-term funds are being used for long-term purposes. To know and understand this, good Management Information Systems need to be in place, meaningful reports need to be regularly generated, ratios need to be constantly monitored, and those in charge need to be trained to read and understand financial reports. It often happens that the information generated is either inadequate or too late to be of any use. This organisation will now become guilty of one of the worst crimes in financial mismanagement and that is the use of short-term sources for long-term purposes. ...to be continued Dr Anil Lamba is a corporate trainer of international repute on finance management. His clients comprise several hundred large and medium sized corporations across different countries of the world. He is the author of the bestselling book Romancing the Balance Sheet. He can be contacted at anil@lamconschool.com November 1-15, 2015 / Corporate Citizen / 9

wax eloquent

get going, india’s future is Deficient Economy

“The real deficiency in our economy today is private investment is not picking up as it should at this stage of the cycle. The key concern of policy maker is how to get it started. How we get it going.” Raghuram Rajan, RBI Governor, on his recent 0.50% cut in interest rate Courtesy: http://www.huffingtonpost.in

Training Leaders

“In many ways they (leaders) are made. There are certain personality traits that lend them to a type of leadership. Then, there are other types of leaderships that can be developed and when we talk about leadership development, we talk about understanding the fundamentals of business, making good decisions, doing good analysis, having the right tools to manage people effectively. We tend not to think of leadership as simply the kind of charisma and the ability to give a good speech and to rally the troops – all of that can be important but, rather how do you get things done effectively...” William W. Kooser, Associate Dean (Global Outreach), the University of Chicago Booth School of Business Courtesy: Corporate Citizen

---- PM’s Modi’s Date With 50 Fortune 500 CEOs Evokes The Need For Speedy Business Reforms ----

“We all have concerns about the speed; we like to see more action more quickly but, directionally the investment, infrastructure, the energy, the vision for the future, GST reform are all extremely positive. . Obviously, the political process is difficult but the PM has made more changes in the beginning of his term than we have seen in a long term. So we are optimistic about the future... “ Mark Weinberger, CEO, Ernst & Young

“I think the meeting was very positive. PM Modi is clearly somebody who listens... clearly somebody who is interested in seeing India...both its government and economy perform better and better...We came out convinced that he is headed in the right direction...” Arne N.Sorenson President &CEO. Marriott International Courtesy: http://www.ndtv.com/ india-news

Courtesy: http://indianexpress.com

10 / Corporate Citizen / November 1-15, 2015

“There were numerous discussion points and I think the business community was very clear and very candid in different areas ...they all expressed their perspectives candidly and eloquently and I think the PM did a really good job to summarise what he had heard and where he has focussed in order to address some of the points that were made... “ John Rice, CEO, General Electric Courtesy: http://indianexpress.com

“The government has already undertaken a massive amount of reforms. Key message from the US companies was keep doing what you are doing. I had a great meeting; there was a constructive dialogue in the spirit of collaboration. We are looking at India trying to get foreign direct investment.” James Dimon, CEO, J P Morgan

Courtesy: http://indiatoday.intoday.in

“There was a very positive meeting for opportunities for US companies to invest in India and I would say that the tone was very positive. There were constructive comments about what can be improved more in India. I think it was all very optimistic.” Rakesh Sachdev, CEO Sigma-Aldrich Courtesy: http://indianexpress.com

optimistic

Take a look at what our corporate leaders have to say about the recent trends and their experience in business world

---- Let’s football ---“Indian players in the Indian Super League (ISL) football tournament are shy and too much respectful to their coach and team-mates, which at times showed their lack of confidence.”

Modi, ProCorporate or Not!

Cleaning Up Bad Loans

“And then you raise slogans, Adani, Ambani hai hai.... I got so irritated, I said Adani Ambani ‘aapka mehrbani hai’ (Adani Ambani are your gifts)... We came to power only last year. All these industrialists were there during their 10-years rule(in reference to Congress)....” Union Minister M Venkaiah Naidu, while addressing a conference organized by FICCI on the ‘Smart City’ project.

“Our simple message is if there is a problem, to recognise it and address it quickly....Don’t pretend and extend... “

John Anre Riise, Norwegian footballer playing for the Delhi Dynamos at the ISL. Courtesy: http://www.dnaindia.com “Get international players international coaches and play abroad...Respect people, be prepared and never think you are the best... My father was a football player and I played in the hinterland as a boy, in school and on the streets with other kids. That is where I learnt football. “ Edson Arantes do Nascimento’, the legendary footballer Pele, during his recent India visit after 38 years.

Courtesy: http://timesofindia.indiatimes.com

“Pele is a big legend in sports and doing his movie is such a big honour...The music I’m making is on the personality, it’s an emotion, you’re not physically involved. To follow sports, it requires energy and ‘mehnat’ (hard work). And for me, all my work, all my energy is from music. From childhood that’s been my focus with undivided attention.” A. R. Rehman, celebrated music composer on his music composition for the upcoming Danny Boyle movie, “Pele”. Courtesy: http://sports.ndtv.com

S.S. Mundra, Deputy Governor, Reserve Bank of India.

Courtesy: http://www.reuters.com

Courtesy: http://timesofindia.indiatimes. com

---- CEOs Celebrate Digital India and Social Media Connectivity ----

“I changed my profile picture to support Digital India, the Indian government’s effort to connect rural communities to the internet and give people access to more services online.... I am personally impressed by the way PM Modi has used social media to connect with [the] people of India, be it women’s issues or to spread messages of peace...” Mark Zuckerberg, Facebook CEO

Courtesy: http://www.theguardian.com

“Digital India will bring about solutions for the challenge of digital divide...Let’s empower people from Nanyuki to Srikakulam.” Satya Nadella, CEO Microsoft, on harnessing Skype for students for students to exchange ideas between schools.

Courtesy: http://www.indiatimes.com/

“Mr. Modi has accelerated effort to make India the next driver in innovation. ...India has the fastest growing start-ups in the world. We are proud of what is happening in India and share Prime Minister’s vision of Digital India.”

“If you can change India, you will change the world.” John Chambers, Executive Chairman, Cisco Systems, on internet bringing in a second line of equality in life and next only to education, as the first equalizer. Courtesy: http://www.indiatimes.com

“There is a hunger in India to have more information and being able to connect. So that is one of the most important things we are working on at Google, how do you bring the web to more people? “ Sundar Pichai, CEO Google. Courtesy: http://www.indiatimes.com

“Make in India’ program and India under Prime Minister Modi’s leadership is moving in the right direction.” Paul Jacobs, Executive Chairman, Qualcomm, on PM Modi’s vision of utilising mobile phones as a key instrument for governance.

Courtesy: http://www.indiatimes.com

Compiled by Sangeeta Ghosh Dastidar November 1-15, 2015 / Corporate Citizen / 11

collywood

People in the news

Asia’s top 14 business dynasties are Indian

Indian families hold 14 spots in Forbes Asia’s inaugural ranking of the top 50 Asian business dynasties with the Ambani family third on the list with a combined fortune of $21.5 billion. Premji is seventh on the list with a fortune of $17 billion followed by Hinduja with $15 billion in ninth spot and Mistry ranked tenth with $14.9 billion. Nearly half of the richest families in Asia are of Chinese descent, but none of them are based in mainland China, where conglomerates are young and run by first generations. Thus India with 14 easily has the most spots from any jurisdiction. South Korea’s Lee family, who controls the Samsung Group, tops the list with a combined wealth of $26.6 billion. , while the Lee family of Henderson Land Development from Hong Kong with a combined wealth of $24.1 billion are behind the leaders. The Ambani family fortune includes the wealth of brothers Mukesh and Anil, both of whom inherited most of their father’s fortune on his death in 2002 but opted to do business separately, according to Forbes. Mukesh’s twins, son Akash and daughter Isha, work at and occupy board seats at telecom arm Reliance Jio Infocomm and Reliance Retail. Anil’s son Jai

Anmol works at Reliance Capital. The Burman family (No. 30, $5.5 billion) from India, featured on the cover of the magazine. Anand Burman, the 63-year-old, fifth-generation scion and nonexecutive chairman of family-owned Dabur, according to Forbes. The family’s 68 per cent holding is valued at $5 billion. The minimum combined net wealth to qualify for the list was $2.9 billion. Forbes also lists some near misses of clans who failed to make the inaugural list. These included the Goenka family with a net worth of $2.75 billion. Other Indian families not making the list were Parle Products’ Chauhan with $2.7 billion, DLF’s Singh with $2.65 billion, Marico’s Mariwala with $2.55 billion, Berger Paints India’s Singh with $2.5 billion and Bharat Forge’s Kalyani with $2.1 billion. Harsh Goenka, eldest son of founder Rama Prasad Goenka, chairs RPG Group, a $3 billion (revenue) company. His son Anant is the managing director of the group’s flagship company, tyre maker Ceat. Harsh’s brother Sanjiv helms RP-Sanjiv Goenka Group, whose largest asset includes power utility company CESC, while his 152-year-old supermarket chain Spencer’s is run by son Shashwat.

L-R Harsh Goenka, Anand Burman, Mukesh & Nita Ambani and Azim Premji

12 / Corporate Citizen / November 1-15, 2015

Udai Kumar, interim MD and CEO of MSEI Metropolitan Stock Exchange of India Ltd (MSEI), which was formerly known as MCX Stock Exchange of India Ltd, has appointed Udai Kumar as interim managing director and the CEO. This comes into effect after the managing director and chief executive officer Saurabh Sarkar resigned. A release issued by the exchange stated that the MSEI board which met on October 10th appointed Udai Kumar, formerly MCX-SX Clearing Corporation Ltd (MCX-SXCCL), as interim MD & CEO of the exchange. The exchange has already initiated the process of appointment of a new MD & CEO. The exit of Sarkar comes at

a time when the exchange has lost considerable market share in the currency derivatives segment. It once boasted of a significant share in the currency derivatives segment, but has now become a fringe player as operational and ownership concerns saw volumes shifting to other exchanges like the National Stock Exchange of India Ltd (NSE) and BSE Ltd. On most days, MSEI registers a turnover of less than ₹ 2,000 crore in the currency derivatives segment, its only segment that sees at least some traction in terms of trading. The exchange also offers trading in equity, equity derivatives and interest rate futures (IRFs).

Alkesh Sharma for Smart Cities Alkesh Sharma, a 1990-batch IAS officer of Kerala cadre, has been appointed as the Chief Executive Officer and Managing Director, DelhiMumbai Industrial Corridor Development Corporation Limited (DMICDC). His appointment has been made for a period of three years. At present, Sharma is working in the Ministry of Road Transport and Highways as Joint Secretary. Currently, Shatrughna Singh, Additional Secretary in the Ministry of Commerce, has been holding the additional charge of CEO & MD, DMICDC. The Delhi-Mumbai Corridor aims to develop new industrial cities as ‘smart cities’ and converging next-generation technologies

across infrastructure sectors. The DMICDC is an intermediary agency that aims to develop Smart Cities in India. The programme for the development has been conceptualised in partnership with the government of Japan. Delhi-Mumbai Industrial Corridor will work towards the development of a Model Industrial Corridor of international standard. The

government of India announced establishing the Dedicated Freight Corridor between Delhi and Mumbai, which will cover an overall length of 1, 483 km. The Dedicated Freight Corridor will pass through the states of Uttar Pradesh, NCR of Delhi, Haryana, Rajasthan, Gujarat and Maharashtra, with end terminals at Dadri in the National Capital Region of Delhi and Jawaharlal Nehru Port near Mumbai. It will offer high-speed connectivity for High Axle Load Wagons (25 tonne) of Double Stacked Container Trains supported by highpower locomotives. The Delhi – Mumbai Golden Quadrilateral National Highway runs parallel to the planned Dedicated Freight Corridor.

Mehrotra, new CEO of Telenor India Telenor appointed Sharad Mehrotra as the CEO of its India business while the current India CEO is elevated to a global position. Vivek Sood, the current CEO of Telenor India has been appointed as EVP and Chief Marketing Officer (CMO) of Telenor Group. Mehrotra will be responsible for sales, marketing, distribution, branding and customer centricity. He has extensive senior management experience from telecom operations and infrastructure industries. Before joining Telenor Myanmar, Mehrotra served as Head of Telenor Group’s Asia Distribution program driving regional synergies and scale, as well as having played a key role in establishing Uninor, Telenor’s subsidiary in India. Both the appointments, of Mehrotra and Sood, will be effective from early November this year. Telenor Group has made changes to the structure of its Executive Management team. All 13 markets will be represented to ensure faster execution of the Group strategy and a closer connection to the customers.

November 1-15, 2015 / Corporate Citizen / 13

collywood Arun Jaitley named best FM in Asia While the financial improvement shown by India over the last 18 months has been credited to Prime Minister Narendra Modi and the Governor of the Reserve Bank of India, Raghuram Rajan, London-based publication, Emerging Markets has declared that some of the credit also goes

to the Finance Minister of India, Arun Jaitley. It honoured him as the best Finance Minister in Asia, saying Arun Jaitley proved that he and India can overcome any hurdles. Emerging Markets is a part of Euromoney Institutional Investor PLC, one of the largest providers of financial information worldwide. As per the news report, without Jaitley’s decisions and stewardship of India’s financial direction, India would not have made the progress it has. Even though there might be some troubling times ahead, India no longer looks vulnerable. The magazine, Emerging Markets had named the now President of India, Pranab Mukherjee, as the Finance Minister of the Year, Asia, back in 2010. Five years down the line, Jaitley joins the ranks with him.

Gunjan Soni appointed Myntra CMO Myntra appointed Gunjan Soni as chief marketing officer (CMO) and head of its international brands business. She will be joining the company in early December. Prior to this, Soni was working with Star India as its Executive Vice President for Strategy and CEO Office for about a year and half where she worked on new initiatives in Content, Sports and Digital. Before that, she was a partner at McKinsey and worked across multiple consumer sectors and geographies, including India, UK, Singapore and Bhutan. She

was also responsible for starting McKinsey’s Scientific Marketing practice for India. She has more than 12 years of experience in strategy, operations and marketing with keen focus on advanced big data analytics.

14 / Corporate Citizen / November 1-15, 2015

Angus Deaton wins Nobel Prize in economics Professor at Princeton, Angus Deaton won the Nobel Prize in Economics for his diverse contributions to the study of consumer spending. His research has explored how people, particularly the poor, make decisions about what to buy and how much to save. The Nobel Prize committee recognised Deaton, 69, for his ‘analysis of consumption, poverty, and welfare’, a phrase to describe a broad body of research. Deaton’s early research into theories of consumption and survey techniques helped bridge the divide between those who

study the choices of individuals and those who study the larger economy. In recent decades, he has spent much of his time using those ideas to investigate poverty in developing nations, especially India and South Africa. The prize brings attention to the increasingly vigorous field of development economics. The Nobel Prize in economics comes with an award of about $9,76,000, and most winners have been American. Edinburghborn Deaton has a dual British and US citizenship. In 2014, economist Jean Tirole of France won the prize for research into market power and regulation.

Mani Rangarajan appointed Housing.com CFO AMani Rangarajan was appointed as the chief financial officer (CFO) of the Realty portal Housing.com to strengthen its senior management team. Rangarajan has held executive level roles in companies such as Citigroup and Yahoo. He has also been involved with several start-ups in India in advisory roles. SoftBank-backed portal Housing.com said, “A Silicon Valley veteran with over 20 years of experience, Mani will be responsible for driving the company’s financial strategy and planning while also playing a key role on the senior management team,” a company’s release stated. Housing. com, which was founded in 2012, has made some major appointments at senior level after its board on July 1 this year sacked co-founder and then CEO Rahul Yadav. Rishabh Gupta was appointed as interim CEO in July, while Jason Kothari was appointed as chief business officer in August to drive the company’s growth in India. In September, Housing.com appointed Keerthi Kiran as vice presidentnew real estate projects. Rangarajan holds an MBA degree from the Stanford University’s Graduate School of Business, a PGDM from IIM Kolkata and is also a Cost & Works Accountant, Mumbai-based, according to Housing.com. With presence in 50 cities and employing about 2,500 people, Housing.com

Aditya Birla Group enters e commerce

provides independently verified listings of homes. It has raised over $100 million from investors, including SoftBank.

Pfizer MD Aijaz Tobaccowalla resigns Drug major Pfizer Ltd informed that its managing director Aijaz Tobaccowalla has resigned from the post. The day-to-day operations of the company will be managed by its executive director, Business Unit and Distribution Head S Sridhar till Tobaccowalla’s successor is appointed. Tobaccowalla’s resignation was be effective from October 16th. On June 5th, the company had informed that Tobaccowalla intends to step down from his position.

Philips N.V. names new CFO Philips N.V. appointed Abhijit Bhattacharya as the Chief Financial Officer (CFO) with immediate effect to succeed the departing Ron Wirahadiraksa. Bhattacharya, an Indian national, was the top financial manager at Philips’ lighting division, which is being carved out into a separate company. He had also been overseeing the separation project. Bhattacharya, 53, previously worked as the CFO of Philips’ healthcare division, and for semiconductor company, NXP.

Textiles-to-telecom conglomerate Aditya Birla Group has made inroads into pureplay e commerce by launching fashion portal abof.com, which sells about 55 brands, including those of the parent group. Unlike other shopping portals, abof will not give discounts and will display a curated collection, rather than a lot of options. “We were choosey about what we put on the portal,” group chairman Kumar Mangalam Birla said. “It is easier to give many options than make a selection and then give that as an offering.” Birla said the venture is a “journey into the unknown world”. A private and unlisted company, Aditya Birla Online Fashion (abof) will mostly cater to those in the 18-25 age group. Abof, with its niche target and select portfolio, is not expected to clash with Trendin.com, the online store of group firm Madura Fashion & Lifestyle that sells brands such as Louis Philippe, Van Heusen, Allen Solly, Peter England and People.

Compiled by Joe Williams joe78662@gmail.com

November 1-15, 2015 / Corporate Citizen / 15

Interview ° Anil Reddy, Chief Strategy Officer, Microsoft India

‘Microsoft’ing India’s Villages Anil Reddy, Chief Strategy Officer, Microsoft India, is the leading architect of Microsoft India’s long-term strategic plan, in partnership with all Microsoft business units. He is responsible for executing strategies, with and through cross-functional teams, helping Microsoft India deliver on its growth aspirations. Prior to this, he played a key role in the Cloud and Enterprise Division, assisting the leadership team in driving a customer focused approach to build and develop services and help them refine Windows, Azure and Microsoft Cloud Strategy. He is a career driven, detail oriented, dynamic professional who has had varied and rich experience in leadership roles in large firms such as Pepsi Co, Tata Administrative Services, Target Stores, Jack in the Box, Restaurants. Along with a versatile career, Reddy has been working with a school for the visually challenged in Hyderabad. In a candid conversation with Corporate Citizen, Reddy touches upon various facets of transformation, performance management, as well as his personal space.

By Vineet Kapshikar

Take us through your education and career.

I did my Bachelors from Chennai. Later I was with Tata Administrative Services until 1991, after which I worked with the Indian Hotel Company based in Chennai. Then I went overseas to get my Master’s degree from the University of Southern Mississippi. This was during the global recession of 2008. As part of doing my M.S. in Organisations and Operations Management, I was also teaching Financial Management as well as Hospitality Management there. My first job was running airport operations in Albuquerque, post which I was with Pepsi Co. in their restaurant division, which later became Yum brands. After that I moved to become the regional vice

16 / Corporate Citizen / November 1-15, 2015

president of a restaurant company called Jack in the Box Restaurants which was expanding business in North West America. Later, I joined Target Stores as regional vice president, and then dabbled for some time establishing my own business which we started as a System Integrator. After that I have been with Microsoft since 2008.

Tell us about the company’s plans for India.

We just announced the launching of data centres on 29 September, which will enable better cloud availability in India. What it means to India is that with Prime Minister Narendra Modi announcing the ‘Digital India’ campaign, and with the government and the public also ready to digitalise India, Microsoft plans to play a key role in transforming five lakh villages and supporting them. We will be closely working with the government and public agencies and actually defining what it is and also supporting them. We are closely working with all the major entities, from the consumer all the way up to enterprises, to actually meet the needs of new age citizens of India. We see a beautiful future with Microsoft in partnership with ‘Make in India’ and ‘Make with India’.

Can you tell us about Microsoft’s CSR activity?

We do a lot with the ‘Corporate giving’ campaigns. In fact I am very new to India. I have been here since February. Here we work closely with the Aga Khan Foundation. Last year we supported ‘Swachh Bharat’ by setting up toilets across the country, I don’t know the exact number though, but we also donated a substantial amount of money. I am personally involved with ‘Netra Vidyalaya’ in Hyderabad,

Pics: Yusuf Khan

You have to be careful about hopping jobs; moving careers is okay as long as it is for the right reason -- money is not the right reason. Money goes only so far, because there is always a point where it limits your career, but it also showcases who you are as an individual. Money also could be a hindrance to your growth November 1-15, 2015 / Corporate Citizen / 17

Interview

Get a pace or Pack Up!

A stimulating session was held at a business symposium at a leading management institute in Pune recently, where Anil Reddy, Chief Strategy Officer, Microsoft India shared his thoughts with the students, based on his myriad experiences working with various industries. He also shared some findings from a recent study by McKinsey.

ou need to be versatile: The younger generation nowadays is more demanding in terms of respect, recognition, responsibility, authority and being identified as individuals. As the Indian work force consists of people of different age groups right from 70 years old to young bright entrepreneurs who are in business from the age of 18, there is tremendous competition here. That said, even youngsters are running profitable multi-million dollar companies smoothly and efficiently. This means that people have to be versatile and absolutely diverse in terms of how they interact, how they behave, the way they carry themselves and how they portray themselves. This is the reality of the Indian market today. Access is empowerment: After Satya Nadella was appointed CEO of Microsoft, Microsoft has a clear mission to ‘Empower every person and every organisation on the planet to achieve more.’ It is not necessarily related to technology itself. Today, more and more things are being done on mobile phones. These days everybody has a cell phone and the first interaction with technology or with anything around is on the mobile. The first thing we do when we wake up in morning is to use the mobile, and it’s the last thing we do before going to bed. The other change happening is, we want access to data or access to information at any place. It does not matter where we are, be it a remote place where someone is hiking, be it in Switzerland enjoying holidays or any other place, we want access to data. We want data wherever we go. That is how we see the world today. One thing important in any field of industry is innovation. It’s all about transformation: According to a recent McKinsey study, “By 2025 India will be a four trillion dollar economy. By that time a significant amount of SMEs will be based on the Cloud”. This is about transformation. For instance earlier we used to carry laptops but nowadays we carry computers in our hand. Pen drives are an important part of the

18 / Corporate Citizen / November 1-15, 2015

digital world. Nowadays there are TV’s with touchscreens so there is no need for a mouse or keyboard. This is transformation. There are companies which are 30 to 40 years old and are transforming daily. If you don’t transform in today’s highly competitive world it will be very hard to continue or grow your business. Transformation is not just related to technology, it is about people. The biggest Information Technology (IT) that Microsoft collects is ‘people’. And the biggest asset year by year companies gather is ‘people’. The reason is because people collectively form the trust of the company. Be obsessed about the customer: Be it any kind of company, one most important skill one must bring to the table today is ‘Customer Obsessiveness’. In earlier times, companies used to think they knew what the customer wanted and they would provide it based on user experience. Nowadays that is not applicable. Apple did not follow what others thought of their customers. They gave what the customers wanted. This is what will drive

Here we work closely with the Aga Khan Foundation. I am personally involved with ‘Netra Vidyalaya’ in Hyderabad, which is a school for the blind, since the past five years companies in the future. The current world is fast paced: In the industry today, everyone is being appraised almost every month. Unlike in the early days, where people used to set goals year-wise and work accordingly and at the end of the year he/she would be at the receiving end of a performance appraisal. You have to continuously adapt to the changes. Needed, the right attitude: All companies out there are built with a foundation, mission and vision. Ultimately what represents any company are its people. The future of companies are students. Colleges provide the foundation, the teachers give you a lifelong experience. The right attitude will get you right. No matter how technically sound you are, or how well you can handle clients, it is getting the right attitude that matters.

which is a blind school, for the past five years. I have also been involved with ‘Shankara Foundation’ in the United States. Microsoft, as you know, is helping people throughout the world. As a lot of the staff are Indians, we always try to support a lot of activities here in India. October is the month of giving in Redmond, so we run a lot of activities there to support events over here.

Microsoft’s launching of data centres... will enable better cloud availability in India. What it means to India is that with Prime Minister Narendra Modi announcing the ‘Digital India’ campaign, and with the government and the public also ready to digitalise India, Microsoft plans to play a key role in transforming five lakh villages and supporting them

Any turning points in your professional and personal life?

Having children is always a turning point, I have a boy and a girl and especially my daughter is the first child in our family in three generations, which was a big thing for us. Professionally speaking I have always been driven and career oriented. There was a point in my life where I had taken time off to stay at home, just vacationing. Then I realised my kids were busy in their own lives and I was unaware of things going on at home. At that point I decided to make a career choice, do something different. Then I actually I quit corporate life and did something on my own. That was a big turning point for me.

How do you see youngsters today and what is your advice to them?

Youngsters should work to realize their dreams, should be willing to take risks which take them where their heart leads, and they need to drive their passion. Schools give them a foundation and also some avenues to experiment. They should avail the opportunities, especially in India.

What is your opinion on youngsters hopping jobs for money?

Well, you have to be careful about hopping jobs, moving careers is okay as long as it is for the right reason -- money is not the right reason. Money goes only so far, because there is always a point where it limits your career, but it also showcases who you are as an individual. Money also could be a hindrance to your growth. There are individuals who are always driven by an adventurous spirit, trying new things, and it is just human mentality to keep experimenting. At some point people like to settle down. This comes with maturity. When you are young it is okay, once you have a family, once you have responsibilities, then you do the job in a measured process. It shouldn’t be a gut-feeling

but data-driven process from your professional point of view.

How do you balance work and life?

In general, being able to do something in society through an activity of your choice gives some sort of balance. For example working at a charity, being involved in your children’s activities -- there are so many activities to be a part of when they are young. What it does is gives time to relax. But in today’s world technology has brought you so far that you are never disconnected from work. A proper balance is essential.

Tell us about your experience dealing with employees, especially youngsters. Have you faced any challenges or difficulties working with them?

It was neither difficult nor challenging. You can help shape them. The challenge of youngsters is that they are driven and want to grow quickly.

Setting those expectations properly is essential. Building trust with the person they work for is very important. If someone shows interest and guides them the right way, they tend to work with passion and interest due to which they reciprocate very well. As senior people working with youngsters, you need to be a little bit more patient and look at things from their point of view and at the same time be honest in setting expectations.

How do you manage stress?

I do yoga. By the time you hit traffic you don’t want to go to the gym. It becomes very hectic sometimes. I do watch a lot of movies. I enjoy good old Indian movies. I am a Shah Rukh Khan fan. I also like family drama like ‘Kabhi Khushi Kabhi Gham’, ‘Hum Saath Saath Hain’.

What is your Idea of relaxation?

I like listening to music, and I love going on long drives. vineet.kapshikar@gmail.com

November 1-15, 2015 / Corporate Citizen / 19

NHRD Delhi Chapter

Culture & Engagement Impact Bottom line

Culture and engagement are seen as critical components of an organisation’s well-being. Employee engagement requires a sustainable company culture. Developing a sustainable culture and building the ability to drive employee engagement through it, are issues that impact most organisations. A panel discussion chaired by Dr Aquil Busrai (AB), CEO, Aquil Busrai Consulting, at a recent National Human Resource Development Network Human Capital Conclave, brought out the different aspects of this subject. The panellists for the session were Prem Singh (PS), President, Global Human Resources, Wockhardt Ltd., and Umesh Dhal (UD), Director - HR & MS, LG Electronics India Pvt. Ltd.

By Vignesh Shankar

he key to high employee engagement is through a sustainable company culture. Engagement is the emotional commitment of an individual to a cause or an organisation to sustain strong business performance. Culture is the stated and unstated rules and expectations, values, norms, systems, behaviours and belief characteristics that define an organisation. Culture and engagement have been recognised as the critical factors that help an organisation sail through uncertainties. The problem with developing a sustainable culture and the ability to drive employee engagement through it were issues almost everyone agreed upon. A panel discussion chaired by Dr Aquil Busrai (AB), CEO, Aquil Busrai Consulting, with panellists Prem Singh (PS), President, Global Human Resources, Wockhardt Ltd., and Umesh Dhal (UD), Director - HR & MS, LG Electronics India Pvt. Ltd., brought out the different aspects of this subject. After initial observations by each panellist, Dr Busrai asked some pertinent questions to each of them to help the audience understand the issues clearly.

Dr Aquil Busrai (AB): In the context

of today’s businesses, geography has become history. The way transnational workforce works, the movement of talent, processes, products and markets is very common. Any product you are using has gone through various countries before coming into your hand. It’s no longer a centralized brick-and-mortar manufacturing system. And that is why culture is now becoming a major theme affecting the health and sustainability of our organisations. There are two aspects to culture - within the company and in the context of society around us. Looking at intra-company culture, it is no more about image-building. No disrespect to any institution, but many companies initially

20 / Corporate Citizen / November 1-15, 2015

tried to give a PR boost to their organisation through cultural gimmicks. What you say is important, but how you put it is also equally important. Companies spent millions on creating a positive image in public. However, with the shift of employees from one organisation to the other, people have started becoming PR agencies themselves. The culture of an organisation is reflected in the words of people who know the organisation. So it is essential to build a culture that sustains itself, creates a positive image, and actually helps the bottom-line by obtaining and retaining good talent. Creation of a culture happens over a period of time by stating what

In the context of todayâ&#x20AC;&#x2122;s businesses, geography has become history. The way transnational workforce works, the movement of talent, processes, products and markets is very common. Any product you are using has gone through various countries before coming into your hand an organisation stands for. Stakeholders around will also observe the company. They will also perceive the cultural aura around the company. So how do you ensure that culture is not only ingrained in employees but also reaches the other stakeholders? Iâ&#x20AC;&#x2122;ll give you an example: Motorola entered India in 1994 as an unknown telecom entity. I was part of the team

that set organisation goals in the Asia Pacific region. The culture in Motorola was a two-word phrase - Uncompromising Integrity. It was the ethos around which Motorola culture was built. Once, we came across a case when a person had claimed Rs 400 extra on his medical bill. The company sent a security manager to Bombay to verify the facts. When the person admitted it, he

was sacked over a mere Rs 400. People may say that it was an overreaction, but when building a culture, clarity in thought and action is required. This example became a deterrent for people on violating a cultural boundary. Then the story got around, and public at large got to know that the company stood for integrity. Social culture, local culture, country culture

November 1-15, 2015 / Corporate Citizen / 21

NHRD Delhi Chapter

If the company culture does not allow one to accept gifts, you may have to train your senior staff to refuse gifts given by vendors. In a few years, the vendors will realise that their costs are significantly down when they work with you. They will even offer reduced quotes, because they understand that your company works on ethos also affects organisational culture. But we, as HR professionals, have to make sure contextual culture doesnâ&#x20AC;&#x2122;t supersede company culture. If the company culture does not allow one to accept gifts, you may have to train your senior staff to refuse gifts given by vendors. In a few years, the vendors will realise that their costs are significantly down when they work with you. They will even offer reduced quotes, because they understand that your company works on ethos. You will have to make consistent effort to establish a culture that impacts the bottom-line. Culture should also be seen in the context of the bigger plane that you work in, especially with a multi-cultural workforce. That is where education and awareness becomes very important. Once we had a German expatriate who visited India for the first time. He was intrigued by a female executive in our office who was wearing chooda or the wedding bangles, and had sindoor teeka in her forehead. He was curious, nothing wrong with it. But then how much of sensitivity you build around a subject is important. The German gentleman kept enquiring with the lady, and then he invited her to dinner to understand the Indian culture better. Thatâ&#x20AC;&#x2122;s when the lady got a little alert and reached out to her manager. I was called in to manage the situation. I advised the German fellow that there are better ways to learn about the Indian way of life than to ask a

newly married lady for a dinner outing. But we, also realised that there were a lot of expatriates coming in and we needed to establish a boundary line very strongly. So, we talked to his manager in Germany, got him off the project and flew him back within three days. One might feel the company was dramatizing the event, but we were establishing a clear norm for behaviour. While going to a new country, you have got to be sensitive to local sensitivities and culture to such an extent that nobody ever crosses the line. This is why many companies have formed zerotolerance policies around sexual harassment. I may be coming across as punitive, but I am not. I am truly sensitive that we must not overdo it and must play in a practical business scenario. But I am only pointing out that to build a culture, clarity in thought and action is critical. In Shell Malaysia, in the month of Ramadan, people liked to pack up at 4.30 p.m. because prayer time was around 5.45 pm. This was very strange for the Shell US, Shell Netherlands and Shell Japan, because their team members from Malaysia wouldnâ&#x20AC;&#x2122;t respond during the evening, while that would be the time their day would start in their country. How to handle this issue sensitively, became a challenge. So, we prepared an interesting presentation on Ramadan and its significance in the life of Muslims. We realized that Malaysians would come in early to make up for the loss of time during evening. So we changed the entire ecosystem. Instead of

22 / Corporate Citizen / November 1-15, 2015

having evening calls which was morning for the US people, we started late night US calls, early morning Malaysia time. It worked for everybody. Everybody really appreciated this gesture by the company. Many multinationals are unable to attract and retain talent due to a misfitting culture. There are three ways in which culture affects business. One, in attracting and retaining talent. Second, in building productivity, and third, ineffectiveness of workers. I spent half my career in Unilever. There are certain ways in which Unilever people work that is exactly the same, whether one is in the Nairobi or Rotterdam or Mumbai office. Employees are steeped in its culture of respect, camaraderie, and cooperation. They nurture their employees over many years and make sure that nothing fractures the culture at any point of time by infringement. So, culture is the norm of behaviour through which people engage within teams, geographies and organisations. Some cultures are specific, some unwritten, some are mere signals. Our job is to create awareness and affiliation for the cultural nuances of the organisation, so that cohesiveness of the organisation is established and business impact is positive.

Prem Singh (PS): A research carried out in 1979 by Boston Consulting Group, to study the impact of hardware and software of a

business on its stock prices revealed a ratio of 87 percent and 13 percent. Hardware, which refers to products, technology, infrastructure, IT, was the majority factor, while software, which refers to culture, reputation, image and perception of the company, was the smaller factor. Ten years down the line, the same research was repeated, and the ratios turned up to be 75 percent and 25 percent. Something certainly was changing. The same research was again undertaken after another decade, and the ratios came out to be 55 percent for hardware and 45 percent for software. The latest research, conducted in 2013, revealed a complete U-turn in the ratios: 15 percent importance given to hardware and 85 percent given to the software of the company! It tells us that the perception of the organisation’s ethos, values, and practices by the market, employees, investors, and business partners impacts the stock market. I would like to talk about the importance of employee power. Not positional power, but employee energy. The engagement quotient of

your employees, how connected and motivated they are, determines if they work to the best of their abilities. There are three categories of employees - disengaged, semi-engaged and engaged. The damage that a disengaged employee causes to its company requires 2.5 times the effort from an engaged employee.

Umesh Dhal (UD): Culture sounds like

a simple concept, but for an HR, to drive it in the organisation is quite complex. A customer purchases a product based on the brand image. Similarly, employees work with organisations based on their cultural image. Culture is driven from the top. The organisational philosophy, value system, and belief system and its implementation drives the culture. When various leaders in different verticals uphold company culture, that’s when it culminates in the DNA of the organisation. When recruiting, you will need to be very specific about the cultural fit of the employee. You want to look for someone who’s similar to your organisational DNA and can start performing for the organisation right from day one. Engagement and culture are different sides of the same coin. Especially in MNCs due to the foreign cultural encroachment. You must have heard many times, the European people behave this way, Korean people behave differently, and Japanese are a little difficult to work with. They all bring their cultural values with them. Indian culture is known for corruption and lethargy. How do we eliminate these barriers is a challenge. It’s painful when, by the end of the year you see that you’ve had to sack six people for petty things. You cannot tell your foreign partners that this is part of the Indian culture. But some people bring a bad name to our culture. Transparency and accountability are ingrained in our culture.

Culture or business, which comes first? It is during these testing times that we are being watched by the rest of the organisation. Whether we take a call which is based on principles and ethics or on convenience. HR becomes the gatekeeper in such situations.

In my company, 1997 to 2008 was a period of sharp growth, along with a high attrition rate. After the 2009 global slump, we saw growth stagnation. Yet, attrition continued. From 2010 to 2012, it became hard for us to sustain leadership positions. Then we worked closely with the organisation to change the work culture. We created small sub-groups, had a series of leadership conversations, distributed responsibilities, and literally changed the way we used to work. And, from 2013, we saw improvement in business. The bottom-line is going up, and there is a high-performance culture in the organisation. We decided that we have to be customer-oriented. We ensure today that anybody who purchases our products is actually purchasing smiles. This also helped us identify the non-performers and those that brought real value to the business. Through a shift in our culture, we saw success. A few years ago, we used to have value for money offerings. But today, we are a premium product organisation.

AB: What happens if there’s a conflict

of culture in the top leadership itself? The organisation talks of a particular cultural value, but leaders themselves don’t follow it. How do you handle that as HR?

UD: Actually, this is the first conflict which emerges. We have to align the top leadership and anybody who can influence further modification of company culture. At times, the alignment needs to be forced if people don’t buy into it automatically. The functional heads are categorically made accountable for the culture of their vertical. AB: In a start-up context, when an entrepreneur is running the whole thing, and isn’t sure of the culture, how do you handle it? PS: There’s always such a dilemma: Culture or business, which comes first? It is during these testing times that we are being watched by the rest of the organisation. Whether we take a call which is based on principles and ethics or on convenience, HR becomes the gatekeeper in such situations. I’ll give an example. A promoter-driven organisation where I worked earlier had a business head who was an extraordinary performer, someone whom we never wanted to lose. But we noticed a loss of integrity in his approach towards vendors and women employees. So, we documented those instances and found evidence for the same. A three-member committee headed by me recommended that we need to let this person go. We explained to the CEO that if the chalta hai attitude is used today, it will have long term consequences on the other employees. vignesh.sh@gmail.com

November 1-15, 2015 / Corporate Citizen / 23

Pics: Vivek Arora

If 60,000 young lives were lost on our roads in 1988, it is 150,000 lives now. So trauma was a problem at that time and itâ&#x20AC;&#x2122;s a problem now. The only difference is that now it has taken epidemic proportions

24 / Corporate Citizen / November 1-15, 2015

Cradle of Leadership Dr. Mahesh Chandra Mishra Director of the All India Institute of Medical Sciences, Delhi

Big aims for AIIMS In conversation with Dr Mahesh Chandra Mishra, Director of All India Institute of Medical Sciences (AIIMS) Delhi - the best branded Indian hospital which is acknowledged world over. This centre started with just 10 departments in 1956, today has over 54 departments and centres

chieving great heights in your career has nothing to do with where you come from. You might not be born into riches; you may not have success and fame spoon-fed to you but you can always believe in yourself and make it big in life. The story of the director of Delhi’s All India Institute of Medical Sciences, Dr Mahesh Chandra Mishra reflects clearly this simple truth of life. Born into the family of a humble teacher from Tundla (UP) with limited means and huge responsibilities, he is the perfect example of ‘your dreams can turn true if you remain positive and sincere towards your goals.’ Winner of the Dr BC Roy National Award of the Medical Council of India in 1996 for developing the speciality of minimally invasive surgery in the country, Dr Mishra is rated amongst the best surgeons and trauma care experts in the country. He has received fellowships from the American College of Surgeons (FACS), the National Academy of Medical Sciences, India (NAMS), and Royal College of Physicians and Surgeons, Glasgow, UK (FRCS-Glasgow). In a candid interview with

By Pradeep Mathur Corporate Citizen, the eminent surgeon with over four decades of experience narrates the journey of his life - which has many important lessons for us all. Excerpts:

Registrar and then got a Senior Resident position in general surgery at AIIMS, Delhi, which I joined on July 16, 1980. This July, I completed 35 years at AIIMS Delhi.

On your journey, becoming a doctor and joining AIIMS...

How has this long innings been at AIIMS?

My elder brother had already taken up medicine as a career. So there was somebody in the family to follow, and there were others also in my town who were selected to study medicine. That’s how I took Biology during my Intermediate and then I got selected for MBBS at the Maharani Laxmi Bai Medical College, Jhansi (UP). That was a kind of a lottery for me because competition was very tough those days, as it has become even tougher today. Though now medical colleges have grown in numbers and seats have gone up, so has number of candidates appearing for the entrance test. Incidentally, I also studied for one year in Meerut because the medical college in Jhansi was not yet ready. It came up in 1968. Students admitted for Jhansi had to initially go to the Lala Lajpat Rai Medical College in Meerut. After a year, we were shifted from Meerut to Jhansi. I graduated in 1975, did internship in Jhansi, and then went to Motilal Nehru Medical College in Allahabad to pursue post-graduation in surgery. After that, I went back to Jhansi briefly as the

When you look back, you realise, 35 years is a long time as all my youth has gone here. And, if you consider it in totality, right from 1970, when I got admitted to medical school, it comes to 45 years, which is almost half a century! But it has been a very satisfying, very rewarding experience. More so, because if you wish to remain in the academic field and want to work at India’s best institution, there is nothing better than AIIMS Delhi, and I’m fortunate that I got this opportunity. I got selected as a faculty here in 1984 and then subsequently, I kept getting promotions while working on various positions as lecturer, assistant professor, associate professor, additional professor and then professor and finally director, AIIMS. In between, I had gone to the UK in 1988 to pursue a fellowship for a year in trauma care services.

How did that happen?

I remember, many people laughed when I went on this fellowship. What is this trauma, and why are you going, were some of the questions they asked. But I knew how important it was for

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Cradle of Leadership India. For a country where someone dies in a road accident every two minutes, India badly needed the best possible trauma services which it did not have. If 60,000 young lives were lost on our roads in 1988, it is 1,50,000 lives now. So, trauma was a problem at that time and it’s a problem now. The only difference is that now it has taken epidemic proportions. According to the WHO, after cardio-vascular diseases and mental health illnesses, the third top disease in India responsible for disability-adjusted-life-years lost is nothing but injury. So, a full-fledged trauma centre to treat victims of road accidents was very much required at AIIMS Delhi, and it finally became a reality in 2006 in the form of Jai Prakash Narayan Apex Trauma Center, New Delhi. What I learnt in the UK proved to be of great help while providing state-of-the art services at the trauma centre.

What are the other major challenges facing India?

Not that we have done away with all the infections but they are on a decline, though dengue has been creating a lot of scare recently. But an infection like HIV, which was the top disease in 1999, will go down to number 10 position by 2025-30. But problems related to the elderly population are on the rise, and so is the case with lifestyle diseases like cardiovascular disorders and even cancer. Meanwhile, India has today become the diabetic capital of the world. Then there is the problem of poor physical infrastructure, both in urban and rural India.

To what extent has AIIMS Delhi met these challenges?

Over the past six decades, AIIMS Delhi has become a household name in India and abroad. The number of patients has also gone up tremendously over the last three and a half decades that I have been here. In 1984, when I joined, there was only the main hospital. Now, we have many speciality centres such as CardioThoracic Centre, Neurosciences Centre, Cancer Centre and many other centres. Now, we have a Trauma Centre. We started with 10 departments in 1956 but today we have almost 54 departments and centres.

But why are you going for a separate emergency block?

The emergency block was never envisioned in this institute to begin with, because it was supposed to be a referral hospital. It was thought that most patients would come as referred cases from other hospitals, but subsequently over a period of time that referral status got diluted because of the heavy demand and we then opened an emergency department. It was a makeshift arrangement to begin with, but now with more and more patients coming directly to AIIMS, we’ve decided to have a separate emergency department. We are also coming up with a new OPD block. The surgical centre and mother and child centre put together is a project worth ₹1,700 crore. Similarly, the OPD block is a ₹573 crore project. The elderly care

Doctors attending patients at AIIMS

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centre would cost almost ₹200 crore. We are also coming up with a new private ward to increase the bed capacity for those who can afford and want a private ward. We are expanding our hostel accommodation and also envisioning increasing faculty and resident accommodation -- for faculty, staff-nurses, technicians and secretarial staff, where we have a scarcity, and was a cause of concern for us. So we are currently on a very big expansion mode.

When will all these projects complete?

The surgical centre is almost ready. Nine floors have come up. Work on the mother and child centre is in rapid progress. Excavation has begun. So is the case with the new OPD block and the new private ward. Meanwhile, the Delhi Development Authority (DDA) has given us a 15-acre plot adjacent to the trauma centre on which we will add a 2200-bed facility as part of our expansion programme for the trauma centre. So our bed capacity which, as of today is 2,500 for all departments and centres will grow to 4,700 and further 3,200 will be added once we have all those plans of the surgical centre, mother and child and elderly blocks ready, along with the new emergency block in the next seven to ten years. We will have close to 8,000 beds. Then a cancer institute is coming up at an off-site centre in Jhajjar. We have a 300 acre plot which has been given to us by the Haryana government. This will be the first-of-its-kind, a comprehensive, national cancer institute with all state-of-the art facilities.

That will have a 700-bed capacity, solely for cancer patients, all types of cancers. We are also envisioning a national cardio-vascular centre at Jhajjar with plans for many other such units in the pipeline. Meanwhile, we have got tunnel connectivity ready between AIIMS and the trauma centre which has been built by the Delhi Metro Rail Construction (DMRC). We expect to open it for public use soon. Then residential accommodation facility for faculty and staff is also in the pipeline. We are also planning to redevelop the western campus and the nearby Ayur Vigyan Nagar. These are huge plans with projects worth ₹6,000 crore getting completed soon. We will now submit a proposal for another set of projects worth about ₹ 15,000 crores to the government. All this has been done in the last two years since I took over as the director in October 2013, and it’s considered huge because we haven’t witnessed such a heavy dose of development at the AIIMS campus in the last 60 years.

Due to heavy patient inflow, research and education at AIIMS has suffered. Your comments. One may think that way, but again the story is different. If you look at the research papers produced in India, the maximum number of publications in peer reviewed journals come from the Indian Institute of Science (IISc), Bangalore. The second is AIIMS.

But don’t forget that the IISc is not a serviceoriented institution. It is an academic institution. We are a service-giving institution, treating millions of patients every year, but despite that, the number of research publications in peerreviewed journals has been the largest from this institution.

People also say you spend barely one or two percent of your funds on research?

We don’t give any intramural research grant. In fact, it is very small. But people attract grants from all over, especially from other funding agencies such as the Indian Council of Medical Research (ICMR), Department of Bio-technology, Department of Science & Technology, Council of Scientific & Industrial Research (CSIR), other international funding agencies like America’s National Institute of Health (NIH), the Centre for Disease Control (CDC), the Medical Research Council, to name a few. The researchers apply globally and get funding for their projects. Recently we got a $ 1.3 million grant from CDC for anti-microbial surveillance. This is what most

A few years ago, we were thinking that with big hospitals coming up in the corporate sector, AIIMS might lose its place in the society and the nation. But it hasn’t happened that way. On the contrary, if independent surveys are to be believed, we have remained No.1 in the country for the last 14 consecutive years! universities should actually do to attract funds for their research projects. You cannot depend on the grant from within only, thereby putting pressure on taxpayers. You generate your own funds from institutions like the Bill Gates Foundation, and other such agencies. For example, the Bill Gates Foundation gave $400 million grant for the HIV project and that’s how we were able to conduct it. That is where global charitable organisations like the Welcome Trust and many others come handy, because they have huge funds to give. Now, recently, Infosys has come forward and gave us two chairs of ₹ five crore each, for research in cancer and gynaecology. That’s how we operate and that’s how it happens even overseas. Research has been a focus area for us. In fact, we have a trinity of three missions -- patient care, research and education, and training. Two days ago, the Dean of Research told me that Scopus, which is the largest abstract and citation database

in America, has declared that we are number one among medical research institutions. So you cannot say that our performance is bad as compared to the rest of the world’s research output in the field of medicine.

But the same is not true for other AIIMS institutions, which are struggling in terms of infrastructure, faculty, research and education. What’s your view?

Institution-building takes time. Even this AIIMS Delhi took 60-odd years to come to this level. So, how do you expect the new institutions to come up in such a short time? As it is, they are bogged down by so many difficulties of delayed construction. But this is neither under the control of the government nor in the control of directors who are heading these institutions. There are huge problems of contractors, and if they are not doing their work honestly, what can one do? We can only blacklist them. We can only punish them but it only delays the project and that has been happening with most such institutions which are coming up. Even with AIIMS Delhi, we were using the Safdarjung Hospital until our hospital building got ready. It may not take 60 years, but it may still take 30 years to come up to the level of AIIMS Delhi. And, then, attracting good faculty is a herculean task. People are just not attracted to the kind of salary our governments offer compared to what corporate hospitals offer. That is also a problem. This institution came up because when Prime Minister Nehru would go to UK or USA, he would meet talented people there and pick them up. He’d say, OK, you come down. He had credibility and many doctors came. Today, why will one join AIIMS from the Medanta Hospital in Gurgaon? Times have changed but I’m very confident that all these new AIIMS will also come up finally and they’ll serve the country as the AIIMS Delhi has been serving for all these years.

While there is a great dearth of good faculty in state medical colleges, not many young doctors from places like AIIMS are keen to take up teaching as a career...

That is a problem. But it is there across the board. It is not in the medical profession alone. In engineering too, the situation is the same. We’ve got to understand that people today want quick returns but in the medical profession, you don’t get quick returns. If some young person comes and asks me for advice, I tell him that you have to be committed to this profession. You should take it up only if you like it and you’re seriously interested in it because these are long years that we are talking about. Four and half years of MBBS, one year of internship, three years of PG, three years of MCHO/ DMA level and that too if you go with flying colours. Suppose you take one or two years more to get into PG,

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Cradle of Leadership then it immediately becomes 15 years. What’s worse is that sometimes, even after 15 years, people do not recognise your expertise. So, you may take another 5-7 years before you become a doctor of some substance. So, it takes long in this profession. The financial rewards are not proportionate to the years put in. That’s a big problem with the medical profession. Therefore I tell young doctors two things: Don’t try to become rich too early because that won’t happen in this profession. However, you’ll have a decent life and there won’t be any crisis as far as basic needs are concerned. If both husband and wife are working, you’ll have a great life. But you’ve got to understand that everybody can’t be given a salary of ₹10 lakh per month at this stage. Even those who go for private practice, they too start earning such kind of money when they are in the age-group of 50-55, not when they’re in their 40’s. However, the problem arises when you start comparing. People quote cases where a young IIT graduate, soon after his MBA, joins HDFC or some other investment banking firm with a ₹20-35 lakh annual package! Now, with such a comparison, we do not stand a chance. That’s why not many youngsters today get attracted to medicine. Not that we are not attracting good people, but we would welcome more and more bright students joining this profession. That, however, is not happening because of the long years of study and financial rewards not forthcoming soon enough. So these are the issues that need to be addressed.

What about the fewer number of seats at the PG level? Isn’t that also a big cause of disinterest in medicine?

I agree that the number of PG seats is less than half of that for undergraduates. But then there are programs like the Diplomate of National Board (DNB) from the Ministry of Health. We all would like to see more seats available at the PG level but for that you also need more faculty at medical colleges. We also need more medical colleges to come up with proper standards. Unfortunately, in medicine, you cannot produce doctors overnight. It’s not like the civil services where you start working soon after a year’s training. That’s not possible here. If four and half years of study are needed, they’re needed. It can’t be compromised. In fact, in some countries, it is six and even seven years’ study for an MBBS degree. We’re fortunate that we’re still following the practice of 4-1/2 years, thanks to the decision taken at the time of the 1965 Indo-Pak war when the country needed more doctors. The government reduced the length of MBBS course by six months, and that practice is continuing to date.

What about increasing seats at the PG level?

Even if you complete the construction of 16 AIIMS at jet speed, where will you find the

faculty for so many institutions? We don’t have it. We’ve to generate it gradually over a period of time. That’s why institution building takes time and we have to be patient. What we need to do is to cater to primary and secondary care. Do we really need doctors everywhere? Other countries have tackled this problem by putting in nurses and paramedics. We also need to shift our focus a little bit from doctor-centric to paramediccentric at primary care. Tell me, why do we need a doctor to conduct a delivery? Aren’t female health workers ASHA (or Accredited Social Health Activists), working under the Ministry of Health, performing community deliveries successfully? Aren’t babies born in trains/ planes and even on the Our bed capacity which, street? Normal deliveries are possible as of today is 2,500 for all anywhere. You need a doctor only departments and centres will when there is some complication. grow to 4,700 and further 3200 Isn’t it?

Why is it that most doctors who join AIIMS ultimately switch over to a corporate hospital?

will be added once we have all those plans of the surgical centre, mother and child and elderly blocks ready, along with the new emergency block in the next seven to ten years. We will have close to 8,000 beds.

AIIMS fortunately does not have that much attrition of faculty. It has never been more than three to five per cent a year. It is very low. But the majority of those who are trained here cannot be absorbed at AIIMS. They have to go out and that is what our job is. That is what the objective of this institution is to provide trained medical and paramedical manpower to the country.

Why do many AIIMS doctors who go abroad prefer to stay there?

That is their individual choice. These are individual matters. If somebody wants to go, say to the Gulf, and the salary difference is ten times, some people would obviously want to leave AIIMS. Recently one of the assistant professors who had moved here from the private sector came to me within a year or so and said, ‘Sir, I want to leave.’ I said, why? ‘Because of my financial problems,’ he said, narrating how, being the single earning member of the family who also had to marry off a sister and take care of old parents, he was finding it difficult to make both ends meet on a one lakh salary. Now that’s something we have to see -- as to how we can make AIIMS jobs financially more attractive for our young doctors. He was offered a ₹3 lakh per month salary in the Gulf. So, what could you do in such a scenario?

Did the thought of going abroad ever occur to you?

It did. When we went to the UK in 1988-89, we could have stayed there. Both I and my wife were getting a job there but we always wanted to come back. I also went to the Gulf for some time but

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again I came back. So, there is nothing wrong if one needs a little money for mental security and there can be honest mechanisms devised for these kinds of situations too.

Why is it that AIIMS is no longer the preferred for corporate leaders?

I don’t agree. A few years ago, we were thinking that with big hospitals coming up in the corporate sector, AIIMS might lose its place in the society and the nation. But it hasn’t happened that way. On the contrary, if independent surveys are to be believed, we have remained No.1 in the country for the last 14 consecutive years! We don’t sponsor any surveys ourselves. But recently, in an independent UK-based survey, they rated AIIMS Delhi as the best branded Indian hospital while naming one each hospital from the USA, UK, Singapore and Thailand, to name a few. So the brand AIIMS is acknowledged the world over. But it is true that corporate sector hospitals also provide excellent services. However, they are not doing any undergraduate or post graduate teaching and training of doctors, which we are doing. In fact, they are taking doctors trained by us to provide quality healthcare at a price. So, there is no comparison and I think it is not fair to

What is the best advice you’d give to those who want to join AIIMS to become good doctors? Three words: Compassion, communication, trust. These are the three bottom lines of ethical medical practice. Before you treat/ advice someone, think what you would have done if he had been among your near and dear ones? If you do that, you won’t regret in medical practice.

Can you please explain your formula?

If you’re compassionate to the patient and if you communicate properly, and if you do what is required for that patient, then trust will always be there. There is no question of mistrust. Mistrust arises because people feel that some unnecessary investigations/ operations are done and that’s why trust gets eroded.

What is your take on the PM’s initiatives such as Make in India, Clean India and so on?

As for Clean India or Swachh Bharat, we in the medical profession cannot ask for more. Most of our health problems are related to hygiene and cleanliness issues. It also looks good if our surroundings are clean. So nobody can disagree with such a program. Rather, we should all contribute towards making it a success. Similarly, I strongly feel that the time has come to make the Make in India a reality even in the healthcare sector. compare from that perspective. Now, some people will always want to leave and look for greener pastures and why should we stop them? Our job is to create more and more trained human resources for the country and we’ve been doing that quite sincerely. AIIMS has contributed immensely to nation building over the last 60 years, and there can be no comparison in that regard.

What is your take on Dr Devi Shetty’s experiments in providing low-cost medical services to the masses?

What Dr Shetty has done, we have already been doing for the last 60 years. Who is paying for Dr Shetty’s patients? It’s the government of Karnataka or some insurance mechanism which is paying for his services. Like in Andhra, they have Arogyashree Yojana, in Tamil Nadu, they have Amma brand Arogya Thittam, and even in Delhi, they have this Rashtriya Swasthya Beema Yojana. So, such schemes are there in all the states and Dr Devi Shetty gets paid by the Karnataka sarkar for those he treats for, say, ₹50,000 per heart surgery. But that is the cost that we also charge. So, he is not doing something that has not been done in this country. But, yes, he has shown that private hospitals also can also contribute by

this mechanism. If a government subsidises, then top-quality medical care can be made available to the poor through the public-private partnership and it can be a big success story in certain areas. But whatever he is doing is not free. In fact, here at AIIMS, many a times we exempt all such charges for a BPL patient. That liberty we have, because the government gives us the money, so we do it.

During PM Modi’s visit last year he insisted you invite poor students to your convocation function to inspire them to join AIIMS. Are you doing it?

Tell us something about your family...

Unfortunately, in the medical field, other interests take a back seat. So, even if we have a movie ticket in our hands and a call comes from the hospital, we have to forego that. We have done that several times. But I do have some interests. I like listening to ghazals of Jagjit Singh. I love music.

As I told you, my father was a teacher who worked very hard to bring up all his children. I have five sisters. They are all happily married, four of them are in Lucknow and one is in Agra and my eldest brother is in Gurgaon, retired from the railways. My doctor brother is no more. Both my parents have also left for their heavenly abode. My wife is a gynaecologist. She was also working at AIIMS but she took voluntary retirement in 2006 and is now working in the private sector, and my two sons are working in the United States.

Are they doctors?

No. They both are engineers. One of them is an MBA and the other is into computers. They are happy with what they are doing.

Oh yes, we invited about 50 odd students from various Kendriya Vidyalayas and also EWS category students for our 43rd convocation on October 18th this year.

What other interests do you have?

What is your philosophy of life? Be positive. Be transparent. Don’t have malice towards anyone. Do everything that you want to do honestly and without harming anyone. I see no reason why one would not succeed if one follows these simple rules. Have a positive mindset because negative things will happen around you but you have to just ignore them.

mathurpradeep1@gmail.com

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Corporate History

Raymond for the Complete Man With its net revenue crossing ₹5,000 crore, Raymond ranks 23rd amongst the most trusted brands in the country. Citizen Corporate looks at a brand that blends fine textile engineering and craftsmanship with visionary advertising that makes it the first choice for suiting fabric, even in the face of new players By Kalyani Sardesai

n a society that values the Alpha Male over all else, here’s a fellow completely in touch with his softer side. Sometimes, a thoughtful husband, at others a doting father and still others, a chivalrous male—his appeal transcends boundaries of time and geography. Unafraid to show emotion, a man of few words, but whose actions speak for themselves, he enjoys a pan-Indian aspirational presence. He tells you it is entirely possible to mix masculinity with compassion and courtesy; you can be a man of the world, and yet Indian at heart. In short, he is the Complete Man, clothed in Raymond’s. Never mind the onslaught of time, he continues to enjoy a whopper of a market share (pegged anywhere between 55 to 60 per cent) of the worsted textiles market, despite the presence of other names like Reid & Taylor and Siyaram’s—to say nothing of the increasing exposure to international brands like Saville Row, Polo Ralph Lauren and Armani. From the rich to the upcoming middle class professional, the man-about-town to the bright young graduate, the groom-to-be or

30 / Corporate Citizen / November 1-15, 2015

the father of the bride, the entrepreneur or the new dad—Raymond’s has a suit for them all. Here’s how it all started The Raymond story was first scripted with the establishment of the Wadia Woollen Mills in Thane in the early 1900s. The mill was taken over by the industrialist Sassoon family, based in Mumbai. It was the Sassoons who reincorporated the company as The Raymond Woollen Mill in 1925. They focused on low-priced wool products. The Singhanias came on the scene in the forties when the noted industrial family of the Kanpur region and owner of the JK Group of Companies took over. The group, amongst other things, used to focus on textile dyes. They were looking to expand base in the lucrative Bombay zone. Raymond seemed the logical choice. Thus in 1944, Kailashpat Singhania took over the mill—keeping its name— and gradually building it into one of the premium names in the Indian textile and clothing industry. But Kailashpat did not stop there—he invested heavily in technology improvement in the 1950s, resulting in the creation of the fine Terool yarn in 1958. It was time to enter the retail market with a bang—with the launch of the company’s first showroom, the King’s Corner. (Does it ring a bell?) Right through the fifties and sixties, the brand was positioned as a high-end product; gradually in the 70s, the ad focus was shifted to the ordinary man. However, the aspirational aura stayed, undisturbed. The ’90s and 2000s created the ad persona of ‘the Complete Man’. The company later renamed its retail stores as ‘Raymond Shops’. At an approximate count there are over 650 Raymond shops across India, apart from 40 abroad. Its products are also housed in as many as 20,000 multi-brand outlets. The allure of advertising Archives say that the bar for creativity and class was set by none other than ad guru Frank Simoes in the early years; in the 90s, Nexus Equity bagged the Raymond account. Rajiv Agarwal, founder, Nexus Equity was quoted as saying that all he did was continue with the great foundation laid by Frank and ‘take the brand into the new millennium’. However, it was Agarwal who told the story of the Complete Man like never before. “I wanted to create advertising with appeal across time zones,” he has been quoted at several points. From 2002, RK Swamy of BBDO took over The Complete Man’s narrative. It’s not just the Raymond man who’s the winner, but also his absolute absence of speech and his signature tune that makes him a favourite even on regional TV channels. After all, some emotions are never lost in translation. (See box)

Raymond’s first venture into the retail sector. The first exclusive Raymond Retail showroom, King’s Corner, opened in the JK Building at Ballard Estate in Bombay in 1958

Raymond’s advertising focus over the years In the 1950s and 60s, the chess king motif reigned supreme, reflecting the group’s focus on a high-end buyer class In the seventies, the advertising appeal was extended to include the common man In the eighties, the hugely successful ‘the guide to the well-dressed man’ was created by Frank Simoes Between 1992-2002 adman Rajiv Agarwal of Nexus Equity created ‘The Complete Man’ — the well-known and much-loved metrosexual sophisticate Since 2002, RK Swamy of BBDO continued the Complete Man’s story

Sources: www.raymond.com; assorted news reports, Wikipedia.

Charting the uncharted All through the march of time, and change in leadership (Vijaypat Singhania in the ’80s and ’90s, and now Gautam Singhania), one factor is a constant: the stress on research and development to come up with classy new fabric; lightweight and sturdy version of wool, suitable for India’s warm climate, at the same time, chock-a-block with aesthetic appeal. A case in point being the launch of the breakthrough Trovine fabric in 1968—a product that proved to the Indian fashion connoisseur that it is completely possible for wool to be worn on desi shores. Under Vijaypat, the company became a modern, technologically-advanced group and a

The Raymond story was first scripted with the establishment of the Wadia Woollen Mills in Thane in the early 1900s. The mill was taken over by the industrialist Sassoon family, based in Mumbai. It was the Sassoons who reincorporated the company as The Raymond Woollen Mill in 1925

textile producer even ready to take on the global players. Statistics state that by the mid-2000s, Singhania’s production had crossed 25 million metres of worsted fabric per year, placing it in the hallowed portals of the world’s top-three producers. The Group owns apparel brands like Raymond, Raymond Premium Apparel, Park Avenue, Park Avenue Woman, ColorPlus and Parx. In addition, the Group also has business interests in readymade garments, designer wear, cosmetics and toiletries. The Brand Trust report of 2014, published by Trust Research Advisory, has placed Raymond 23rd on the roll call of India’s most trusted brands. What works big time in the brand’s favour is the unwavering brand loyalty it has acquired over generations—to say nothing of the comfort of continuity. Also, although there are so many other options, it can hold its own against the finest in the world. “Raymond is not just aspirational, but also solid value for money,” says a store manager in Pune’s upmarket Camp area. “We have several NRIs who take back two or three suits at a go. Similarly, buying or gifting a Raymond suit is a tradition in most Indian homes. Be it a wedding, or a son doing well on an exam, a new promotion or conference, every special occasion needs a Raymond suit,” he says. With the net revenue closed at ₹5,428 crore in 2015 under Gautam Singhania, the brand continues to go from strength to strength. Take a bow, The complete Man. kalyanisardesai@gmail.com

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Cover Story Dynamic Duo 17 Dr Mohan Rajan and Dr Sujatha Mohan

Vision Mission Dr Mohan Rajan and Dr Sujatha Mohan, the husband and wife team behind Rajan Eye Care Hospital conduct hundreds of eye surgeries every month espousing Mother Teresa’s credo of humanism, care and compassion. They complement each other at work, through their approach, skills and specialisation, and believe it is God’s planning that they are where they are, doing what they do, using their skills to help people see better. Corporate Citizen meets the heart-warming, affable and down-to-earth couple who have empowered hundreds of thousands of people to regain lost or impaired vision. By Vinita Deshmukh

Dr.

Mohan Rajan has this quotation of Mother Teresa highlighted in his biodata, explaining the philosophy of his profession: “Craze for money and passion for materialism has taken the widely rampant free market economy to its heights. Love and compassion in the society is eroding slowly but surely. Humanism has taken a back seat and concern for fellow human beings is gradually disappearing. Love and care for humanity is missing. Amidst this despicable and chaotic social behaviour, we at Rajan Eye Care want to bring in a transformation. I want all our employees to embrace the spirit of Mother Teresa.” - Dr Mohan Rajan. Meet Dr Mohan, M.B.B.S., D.O., FMRF., MNAMS., M.Ch, FACS and FRCS Diplomate in National Board (Dip. NB. Ophth.), Vitreo Retinal Fellow, Sankara Nethralaya, Chairman and Medical Director of Rajan Eye Care Hospital. He is an Ophthalmic Surgeon with equal expertise in both Anterior and Posterior segment surgeries. He graduated from Madras Medical College and had his basic training and fellowship in Vitreous and Retina under Dr S.S. Badrinath at the renowned Sankara Nethralaya. Dr. Mohan Rajan has performed more than one lakh cataract and IOL implant surgeries and is a specialist in Phacoemulsification and Foldable IOL’s and Vitreous Surgeries. His dynamic wife, Dr Sujatha Mohan, M.B.B.S., D.O., M.Ch, is a Phaco Refractive Surgeon, Specialist in External Eye Disease and Cornea, is the 32 / Corporate Citizen / November 1-15, 2015

Medical profession is in their genes. Seated: Dr Mohan Rajan, Dr. Krishna Gopal (Dr Sujatha Mohan’s father), Dr Sujatha Mohan; (behind) Daughters: Sashwanthi and Madhuwanthi

Associate Medical Director of Rajan Eye Care Hospital and Director of Rotary Rajan Eye Bank. Together, they have empowered hundreds and thousands of people with vision, lost due to various problems, infections and ailments of the eye. While Dr Sujatha’s skill in eye-surgery is obvious, she also has a keen eye for beauty. She had a big role to play in their newly built ultra-modern home in Chennai. Its beautiful and the tasteful interiors are single-handedly created by Dr Sujatha. When they constructed their home in Chennai, Sujatha was very sure

Pics: Sharp Image

All in the family! Three generations of doctors pose here. There are at least 50 more from Dr Sujathaâ&#x20AC;&#x2122;s paternal side she wanted a swing and Dr Mohan wanted a well-equipped bar -- although he does not drink (he only sips wine) -- he loves to have company and socialise.

Jab we met

Circa 1985. Venue: Sankara Nethralaya, Chennai. It was in 1985 that a young medical graduate, Dr Mohan Rajan joined Sankara Nethralaya, with stars in his eyes. He was there pursuing a dream, with the ambition of specialising in Ophthalmology and becoming a famous eye specialist one

day. A year later, in1986, his eyes fell upon a young, brilliant and charming young girl, Sujatha, who too joined the college, weaving the same dreams as his. He was of course sure that he wanted to be a famous doctor, but he was now also doubly sure that he must have Sujatha by his side, for a lifetime! Hence, Dr Mohan plotted a conspiracy. However, it fell flat, as the new entrant Sujatha was brighter than he had imagined. Reminisces Sujatha, â&#x20AC;&#x153;Both of us were post-graduate students and he was one year senior to me in the PG course. When you join the Sankara Nethralaya, you have to first practise with a model eye, made of plastic, which has to be seen through an November 1-15, 2015 / Corporate Citizen / 33

Cover Story instrument called Indirect Ophthalmoscope. Before you see a real patient, practising with the model eye makes it easier when you see an actual patient. Normally, it takes several days to get trained on that. However, I just picked it up in a few hours, on the first day itself.”’ Dr Mohan was not aware of this. That evening, he called the person who was in charge of putting the model eye back in its place at the end of the day and told him that the next time she asked for it, he should ask her to contact him (Dr Mohan). However, he did not get such an opportunity as the next time he saw Dr Sujatha she was already seeing a real life patient at the clinic. That, though, did not stop him from pursuing her. Nearly three decades later, Dr Mohan jocularly says (he has a great sense of humour), “We saw eye-to-eye then but after marriage, seem to have lost it. Ever since, we have not seen eye-to-eye.” Which is not true, going by their cordial relationship, the beautiful home they have built -- with Sujatha the architect behind it -- and their two lovely daughters, who too are pursuing medicine. However, they both accuse each other of having fallen in love before the other. Says Dr Mohan, “How we fell in love is a million dollar question. In my opinion she fell in love with me first. She goes and tells everybody I proposed to her, but actually both of us were in love with each other.’’ Dr Sujatha contradicts, `”When we had visited our family friend, Mr Ravichandran, an optometrist, to distribute our marriage invitation , told me that even before I knew it, Mohan was in love with me.’’ So, what is it that attracted her to Dr Mohan? Says Sujatha, “What I liked about him was that he looked very smart and he was quite brainy as he seemed to know all the answers in Ophthalmology, which was because his father was a professor in that subject. I would say that he was not great looking, as he was bearded and thin but his grey cells and his sense of humour were what attracted me towards him. Also, he is an ambitious person, with the passion to succeed. That’s the kind of person I wanted to be with. The downside is his unending energy level which is really tough to cope with. He is continuously having eye camp programmes and he thrives on them. Most people would get tired after a couple of programmes, but they actually energise him to do more. States Dr Mohan, “I always tell my students that if you enjoy work, then you won’t mind working from morning to night. I have been working from morning 6 am to night 9 pm, that is,15 hours a day, for the past 25 years and still raring to go.”’ So, what is it that attracted Dr Mohan to Dr Sujatha, “I loved her beauty, tinged with a bit of arrogance.” Did they date? Says Dr Sujatha, “The society we lived in was very conservative. We did go out on dates, but not much. May be we went out for dinner and a couple of movies. By which time Mohan’s brother came down from the US, so he told him about me and he arranged a meeting between our parents. The meeting was fixed on 26th January, 1987, and the date fixed for the wedding was 19th August.’’ Adds Mohan chirpily, “On Republic Day, the marriage was fixed and on neaby to Independence Day I lost my independence, but I must admit that I am happily imprisoned.’’

Opting for the medical profession

What made both of them choose the medical line? States Dr Sujatha, “We have 50-odd doctors on my paternal side. My grandfather was a leading doctor in Cuddalore, where my father also practises. Even today my grandfather is revered like a God there. In those days when there were no facilities of an X-ray and ECG machine, but he had them at the clinic, which was unbelievable.’’ Rajan too has a similar background. He states, “My grandfather was a doctor in Kumbakonam (city of over 220

With the late Dr Abdul Kalam, President of India

temples) near Tanjavur. My father started his primary health centre practice there and then migrated to Chennai in the 1950s. Thereafter he became an ophthalmologist, after which he became Professor of Ophthalmology, then he became the superintendent of the Government Eye Hospital, which is the second oldest eye hospital in the world. He retired in 1983. My grandfather and father were actually motivating all four of us siblings to become doctors. One of my sisters is a Radiologist in New York; my other sister wanted to pursue medicine but didn’t get enough marks, but she is our hospital administrator now. My brother, who is a software engineer in the USA, refused to obey my father; he had to run away from home to do his B. Tech. He became the best outgoing student from one of the top colleges in Chennai and then went off to USA, but my father did not support him for his education, as he did not choose the medical profession.

Learning medicine, was oh! so cool

What about those initial feelings of having to do practicals in human anatomy? How did they cope up with that? States Dr Sujatha, “Already 20 people have graduated from medicine in our family and in my childhood, the talk constantly revolved around medicines, medical college experiences and incidents in the wards. So I knew what happened in an anatomy class and so never had any kind of fear when I joined medical college. I never had an aversion of looking at a dead body or touching a patient. I have seen my father do it, my grandfather do it, it’s been part of my life. Adds Dr Mohan, “The same goes for me as well. My sister was 10 years senior to me. My father used to practice in the ground floor of the building where we lived. Our living room used to be converted into the patients’ waiting room. I used to assist my father in cataract surgery at the age of 12. We used to have an operation theatre on the first floor, and every Sunday I used to assist my father there. So it was all ingrained in us. No wonder then, that both their daughters, Sashwanthi and Madhuwanthi are doing medicine. Says Dr Sujatha, “I told my second daughter not to take up medicine and to do something else as she is very good at drawing, so perhaps she could take up architecture. She dilly-dallied for some time and then after the results were out, she said I have to be a doctor, I will not understand anything else.”

I always tell my students that if you enjoy work, then you won’t mind working from morning to night. I have been working from 6 am to 9 pm, almost 15 hours a day, for the past 25 years-Dr Mohan Rajan

34 / Corporate Citizen / November 1-15, 2015

M Karunanidhi, former Chief Minister of Tamil Nadu presenting the citation to Dr Mohan Rajan

with my father, who had already retired from government service, and was supporting us. His post-retirement practice wasn’t too good either. That is why we decided not to have children for the first four years of marriage. We thought, let’s stabilise economically first. I say God planned everything because if we had had our second daughter a few years later, Sujatha would not have been able to resume practice so soon. In 1993 we started the construction of the hospital and by 1995 we completed it. By that time she came in full steam and practiced with me. S:Then we moved out of our father-in-law’s house to a house right next door to the hospital. The advantage of moving in there was that, being close to the hospital, I could go and check on my daughters several times a day. It gave me a lot of confidence because I was practising full time; I used to start by 9 am and finish by 8 pm.

With each other but without…

S:In a sense, we are not with each other 24x7. Some days I don’t see him in the hospital at all, except probably in the operation theatre. I come to the OT at 10:30 am, Mohan starts a bit early. I see my patients in the morning for one hour and then I come to the theatre. That is the time we meet for about ten minutes. Sometimes we operate simultaneously, but I am busy with my surgery and he with his and then he goes to his OP. I finish my surgery around 2 pm. Most of the times we are very busy; we hardly have time to speak to each other. His patients are different from mine. The common thing is that both of us do cataract surgery; otherwise, he does retina work, I do cornea and refractive surgery. M: Again God planned that for us. She takes care of the front part of the eye, I take care of the back part, so we complement each other. That’s why we are successful and have an edge over the others.

Fighting out differences…

The team of doctors

Marriage is about give and take

Says Dr Mohan, “Marriage is a lot of give and take. For example, I am very ambitious, very aggressive in many things. After some time she realised that either she has to join the bandwagon with me or go the other way. Her forte is that she has a calm mind, doesn’t get tensed up, rarely gets angry, and is more stable than me. So she decided, let’s back a winning horse, and she did. Without her strength I wouldn’t have achieved so much. She was very adamant when we got married, but over a period of time she has mellowed down. In fact my father, mother and grandmother used to be fonder of her than me.” Dr Sujatha agrees: “His father would not give his car keys to anybody, except me. If I said I have to pick up the children from school, he would say you take my car. He never gave it to Mohan, so possessive was he of it. In the initial 10 years of marriage they were not as busy at work, but, says Dr Sujatha, “All the time we have been working together from the same hospital, since 1995. We started practising around 1989. I had my first child in 1991 and the second in 1993, so there was a break in my practice. Once I resumed in 1995, the construction of the hospital was completed and we moved together to this workplace.” Dr Mohan adds, “I think God planned this well for us. In 1987 we got married, but I was very apprehensive because I was earning ₹1500 as stipend and she was earning ₹ 750 as a postgraduate. We were living in a joint family,

S:We have our difference of opinions, I do argue a lot. Most of the nitty-gritty of running the hospital is done by me, like maintaining the cleanliness of the hospital and so on. However, major decisions such as buying expensive equipment for the hospital are taken after thorough discussion. M: I believe in what is called better man-management and also the lack of management. She believes in micro-management and that’s a problem. In any organisation, if you go to the minute level, you are bound to find some faults; nobody is perfect. What I tell her is to take 10 points of a particular individual and make sure that six or seven points are okay – ignore the two or three negative points. S:Magnanimity is excellent, but it should not encourage indiscipline. Mohan is lenient to the extent that it goes into indiscipline. Unless you tighten the reins, you can’t run an organisation. Probably we balance each other. We can’t have both of us being bad cops. M: I am not denying that, but that is where we have a difference of opinion. For example, if somebody makes a mistake, she will call and fire him/her. I call that person, tell him that he is an extremely good worker and pat him on the back, and at the same time, give the message that this would be the last time he should make the mistake. So there are many ways you can skin the cat. Sujatha disagrees. Micro-management, she says, is the nerve of any hospital administration. Both of them together conduct about 20 cataract surgeries every day, and Sujatha conducts over 200 cornea and laser operations as well as glaucoma surgery in a month. Apart from this, they conduct a huge number of eye camps.

The changing nature of eye problems

S:We have completed 20 years of ophthalmology. The diseases are the same but the management and diagnostics have improved so much that most of the diseases which we thought were not treatable, are curable. It has come to a stage where preventive medicine plays a major role. When I was November 1-15, 2015 / Corporate Citizen / 35

Cover Story a postgraduate, we were doing cataract surgeries and giving thick glasses. Then we used to put lens in the eye and stitch the eye. Now we have come to a stage where we remove the cataract through a very small opening (1.8 mm) and put a foldable lens inside. So this is how technology has helped, facilitating the patient to walk in and out of the operation theatre within a few hours. M: When we did our post-graduation and started practice, the main problem in this country was cataract. But today the main problem is not cataract. There are other problems like glaucoma, diabetic retinopathy and macular degeneration. People who have had diabetes for more than 10 years can have problems in their retina. In India, 80-100 million people are diabetic. Another aspect is longevity. The lifespan of an average Indian is 72 years now, which was about 58-60 years 20 years back. So the longer they live, there is a problem of the retina called macular degeneration, which could never be treated earlier. We would tell the patient, you have to live with this problem forever. Now we give an injection in the eyes to cure it -- technology has changed so much. There is actually a 360 degree change in technology. Whatever we learnt as postgraduates, we have to unlearn now. That is why we keep having conferences every week in order to update ourselves.

Inspirations

M: An incident in my school days motivated me to become an eye doctor. I was studying in the StdVI. In school, we had this each-one-teach-one programme, where we would volunteer to teach children from corporation schools who could not afford tuitions. As a Std.VII student, after 4:30 pm I volunteered to teach English to students from Std I. I observed that one boy, Palani by name, kept the book very close to his eyes while reading. As I had a flair for ophthalmology at that time, I immediately realised the boy had an eye problem. I took that boy to my father, who found out that his eye power was -22. I immediately asked my classmates to pool in some money and we brought a pair of spectacles from an optical shop and also got him Vitamin-E tonic. The story does not stop there. This boy grew up and after about 20 years came back to me (in 1992/93) by which time he had lost one eye because of an injury. The other eye, through which he could see well, developed retinal detachment. He asked me if I remembered helping him earlier during the school days. He was only 25 years old at that time, when I operated on his retina. Even today he still has 80% vision in that eye. He got married and had children and works in a government office. Even now he comes to me regularly for check-up. He says instead of keeping photographs of gods, he has my photograph in his house. This incident changed my entire outlook on life. Now I am the trustee of the same school for the last 14 years. Milestones, smilestones S:About a year back one of our close friends brought to me a six month old M: My father had only one condition for me when we started this hospital child from a village, who was bilaterally blind since birth. We diagnosed it in 1995. He gave the land to me which is adjacent to the house and said he as hereditary stromal dystrophy – meaning, since birth the cornea, which would allow me to start a hospital, only if I promise to give free eye treatment normally should be transparent had become completely opaque. The child to poor patients. In fact, he wanted me to join government service, where was not able to see anything. We operated on one eye and you should have I worked for two years. We started a community wing for ophthalmology seen the difference after that. He now recognizes everything and looks at which is called Chennai Vishwam Charitable Trust, through which we have his mother, which he was not able to do before. Even now when he comes, done over one lakh surgeries so far. We were the first ones in 1996 to start he can smile. After six months we operated the other eye too; he is doing applying technology in eye camp treatments. We had covered a radius of up extremely well for the past one year. He is now one and a half years old. to 150 kilometres around Chennai and even made some of the areas cataract M: Sujatha has done some tremendous surgeries. There was one lady, who, free zones. In 1996 we both would go to camp as a team. because of some quarrel in her family, had acid thrown on her face by her S:Since 2003 we are running a postgraduate programme, so the postgraduates boyfriend. Her entire face got disfigured and the entire cornea was damaged. too attend eye camps. She did an eye surgery for that lady. S:She would cover her face with a scarf when she came to meet me. One eye was completely lost, and she could partially see with her other eye. We did what is called a stem cell transplant. We transplanted stem cells from a cadaver, so her cornea was retained and the ocular surface came back. Now she has around 60 percent vision. Another interesting case was about a patient who was blind for the last 45 years. He had gone to all the top institutes for medical prognosis. He was told that they could not touch his eyes, they would not come back, they could not be operated, and so on. I said the same, but Mohan said let us try and see. He was put on the list for an eye donation. Then Mohan’s 80 year old uncle passed away, and his eyes were so good we decided to do the transplant. We transplanted the eyes and this patient started seeing. He had 70 percent vision in one eye. He has at least 70 relatives, now he can see them. He had never seen them earlier, but had only heard their voices. Normally we don’t tell who donates eyes to whom, but because we knew it was Mohan’s uncle, we got both the families together…it was a very emotional moment. Mohan’s aunt wanted to see the recipient of the eyes. When he passed Mighty Women Power in the household! away two to three years ago his son came and 36 / Corporate Citizen / November 1-15, 2015

is the brand ambassador for our eye bank. S:We bring them here to operate, give them food and drop them back. That is the part of our corporate social responsibility and we get people to donate.

Of distrust in the medical fraternity

M: First, these fresh doctors are all coming from private medical colleges, where they pay huge capitation fees of one crore rupees or more. So when they finish their medicine or speciality course, their main aim is to get the money back. Secondly, over a period of time, I feel people have become more self-centred and selfish, especially the younger generation. They don’t have any compassion. S:Looking at the flip side, if Mohan asks a patient to undergo an MRI and if the diagnosis turns out normal, what would the patient say? ‘See, the doctor has ordered an unnecessary investigation.’ Now, with advancement in technology, we need to investigate. It doesn’t mean that everything has to turn out positive, 50% will be negative. That doesn’t mean that the doctors have ordered unnecessary investigations. M: Once you become a patient, it is actually a bond between the patient and the doctor. If you see my father-in-law, even today, they regard him as the God of that place. It is a small town. People go Nuptial Knot: It’s stars in their eyes from Chennai to meet him, because they believe he has a healing touch. Today, if you touch a patient and talk, he may told me that because of my complain that the doctor has efforts his father could see the manhandled. Patients too have world in his last ten years of life. lost trust. M: These incidents actually S:Also, today, a patient may come motivate us. We feel that God in with half-baked knowledge has chosen us to become eye got from the internet and then doctors. Eye doctors are even ask the doctor very irritating greater because when they open questions. That also makes a the eye of a patient the day after difference to the doctor. It works the surgery, the patient is able to both ways. I am not saying there are no doctors who practice unethically. The see. They fall at your feet when they regain sight. Two weeks back, before I fault can also be with the patient. Patients also have to understand that we are went to Malaysia, there was a lady who was nine months pregnant. She was not Gods. There are so many incidences in which doctors have been beaten up supposed to deliver in another two weeks. She came and said to me that and that’s not fair. That is why to safeguard themselves, doctors have become for the past three days she was not able to see anything with her right eye. more careful and ask for more investigations. Normally at the ninth month of pregnancy you look for toxaemia, because blood pressure can affect the eye. I checked everything, but I was not able to see or find anything. The next day both of us were travelling to Malaysia Leisure time and I asked my assistant to ask the patient to come for an MRI scan and then S:We try to go on holidays. Mohan likes to play golf. give me a call. When we did the MRI we diagnosed that there was a huge M: I play a lot of golf. I used to be a very good cricketer too. I have captained tumour under her right optic nerve. She had no pain or headache, and had the Madras Medical College team.. Whenever she has time, she reads. She just come to us complaining about a drop in vision. The problem was, what writes books as well. to do next. Then I said to her to immediately deliver the child, because it S:I have written a book of short stories. Now I write poetry. I like to hang was almost due. We got the child delivered first and after four or five days, out with my daughters. I like to watch cookery shows, I love to cook. Mohan got the surgery performed to remove the tumour. Top neurosurgeon, Dr. loves my cooking, but he is not a great foodie. I cook a lot of Italian dishes. I Sureshbabu did the surgery and the child and mother are doing well. used to make pasta regularly. Nowadays, I cook only once in a while. M: The eye is the window to the brain, so whatever is happening in the brain, you can see in the eye. Daughters speak Sashwanthi: They are both really good at managing the hospital as well as home. My dad always stays back at the hospital and my mother comes home. Charity comes first A lot of people think they don’t spend enough time with us because they S:As soon as we started practice, we did not have our own hospital, we used work so much, but they are very good at balancing both. to operate in the theatres of several other hospitals. Even at that time we Madhuwanthi: Mom is very easy to talk to, I tell her everything. Dad is used to pay operation theatre charges and do free surgeries. We started the like a lenient parent, so she is strict and he is the fun parent. He will never Chennai Vishwam Charitable Trust in1996 as well as the Rotary Rajan Eye say no. My mom will say no. Anything important, I will tell my mom first. Bank, a year after we started our own hospital. We hold camps regularly, She is easier to talk to. do cataract screening during the weekends in villages and for schools and S:They are girls, so they connect with me better. Occasionally, when we go industries, during the week. on holidays, we have time to spend together. M: We have a big van called Netravahana, which is supported by Cognizant vinita.deshmukh@corporatecitizen.in Foundation and Vijay Amritraj Foundation. Vijay Amritraj, the tennis star

Marriage is a lot of give and take. For example, I am very ambitious, very aggressive in many things. She too was adamant but has mellowed down. Without her strength though, I wouldn’t have achieved so much-Dr Mohan Rajan

November 1-15, 2015 / Corporate Citizen / 37

Loved & Married too

It is not often these days that college romance fructifies into a wedlock. Corporate Citizen unlocks the story of love that has culminated into marriage, for we believe in the stability of a relationship and family unit. We bring to you real life romances that got sealed in marriage.

Supporting

dreams each other’s

It is quiet understanding that runs like a continuous thread in their 8-year-old married life. Romance, relationships for the Mukherjees are about understanding each other and supporting each other’s dreams

By Kalyani Sardesai

ven as Sidharth Mukherjee carries out the responsibilities demanded of him in his latest work profile as group manager, product management group with HCL Technologies, he gives full credit to his better half, the supportive and understanding Kanchi for taking care of everything on the home front, including their two year old, Allia. For this, she has taken a sabbatical from work, a fact he is most appreciative of. “I realise this has cost her professionally, and I really respect her grace and generosity,” he says. It is precisely this quiet understanding that runs like a continuous thread in their 8-year-old married life. In other words, romance and relationships for the Mukherjees are about mutual give and take. For her part, Kanchi says there is very little sense of sacrifice. “I am happy to do this. Corporate jobs are demanding. If both husband and wife reach high at the same time, it won’t work,” she says. “My home is hugely important to me and that is how it is.” The Mukherjees met ten years ago at the Ballarpur Industry Limited or BILT management trainee program in Gurgaon. An alumni of BIMM, Sidharth was placed as a management trainee with BILT. In a little while, Kanchi joined up as a summer intern, and he was placed as her mentor. “Naturally, we spent a lot of time together, going out on field visits together. I was guiding her on her assignment on product research and we got to know each other well,” reminisces Sidharth. She was intelligent, charming, energetic and communicative, apart from being great company. Both discovered they got on rather well, but knowing him to be ever the shy and reticent guy, Kanchi popped the

38 / Corporate Citizen / November 1-15, 2015

question!! “Had I left him to it, he would never have asked,” she laughs. “He was surprised as could be, but agreed. I instinctively knew he had deeper feelings for me, and I was right. He may not be flamboyant and talkative, but he is committed, steadfast and rock solid. In short, all the qualities that really count.” Both Bengalis, there were nevertheless a few differences in upbringing. He, a fauji kid, she a product of civvie land. “He is a stickler for doing things the correct way, very formal and propah in his approach,” she says of him. “It takes some time to understand that lifestyle,but that’s the fun of marriage--learning the other’s way of life.”

Ó Sidharth and Kanchi Mukherjee with their daughter Allia

“But I really admire how Kanchi learnt the nitty gritties of our way of life from my mom, including her style of cooking,” smiles Sidharth. Like every successful marriage, the couple is a happy blend of similarities and differences. “We are workaholics with a strong work ethic; both being dedicated and focused on whatever we undertake. Our sense of family is very strong as well, and we are both quite homely,” says Sidharth. For all outward appearances, they are a study in contrast. He is reserved and bookish, she is friendly and outgoing. “I love people, whereas he has a very select and small set of friends. I love socializing. He, on the other hand, would rather be with his books and laptop,” shares Kanchi. “Similarly, while I think from the heart, he is analytical and practical. But it works for us.” “She is the one who takes the trouble of keeping in touch with friends and relatives, going all out to wish them and gift them on birthdays and anniversaries, and thank god for that,” grins Sidharth. “I must confess I have outsourced home and social obligations to her.” While both have an MBA in IT and Marketing, Kanchi’s career has been marked by sabbaticals. “For instance, a little before my wedding I took a break from my job at Metlife as it was important for me to have the time and space to understand my fiancé and prepare myself for marriage. Similarly, when Allia was born I left my job at Jones Lang Lassale. Yes, it was a break with continuity that is so important in a career. However, I truly believe life is about balance, and I have no regrets,” she says. “And no matter what decision I may have taken, he has backed me completely. I can quit or rejoin work whenever I want—he will support me. He understands how demanding the baby is at this stage and really goes all out to be a friend. I tend to have these little mood swings, given the highs and lows of looking after her, but he lets things go. He understands how important adult company and conversation are for me at this stage, especially since a baby tends to temporarily distance you from friends. ” Another aspect that both are united on is bringing up their little girl. “We believe every kid needs the mother’s maximum time and attention till age 3,” says Kanchi. “The baby’s brain is developing almost at the speed of light, and it is important to be a hands on parent. While I am the strict parent, Sidharth is the lenient one. Despite his busy schedule, it’s touching to see how closely bonded father and daughter are. He’s physically demonstrative and affectionate, and both of them play together. Allia looks forward to having breakfast with him; she eagerly waits for him to return from work—and even if he quietly returns late at night—as if by miracle—she just knows it’s him,”she smiles. Both believe it’s never too early to learn social etiquette and discipline. “Allia must say ‘please, thank you and generally be respectful,” says Sidharth. “Kids love to play with crockery and random expensive objects in the house, but they must know early on what’s off limits,” he says. So, while it’s a great feeling for Kanchi that Allia already knows the alphabet and can rattle off popular nursery rhymes just like that, it’s even better to know she’s a well-mannered child. A man of few words, he believes in letting his actions speak for him. For instance, he goes all out to make family vacations memorable. “Be it the Himalayas or Rajasthan, I try and make each vacation very unique. Allia’s age is no barrier—we prepare for her according to the weather—and take her with

Naturally, we spent a lot of time together, going out on field visits together. I was guiding her on her assignment on product research and we got to know each other well

The Mukherjee mantra for a happy married life l Husband and

wife are meant to complement each other, not compete for one-upmanship. Believe in the other person’s dreams and make them your own.

l Fill in for the

other person’s shortcomings; you aren’t perfect yourself

l Spend quality time together.

l Take care of each other.

us everywhere,” he smiles. “ In fact, we have been travelling with her since she was was as young as 6 months. I feel it’s important to get out of the metro set up every now and then, and reconnect as a family.” Apart from this, he takes a lot of trouble with making each birthday and anniversary special and different. “This is my way of telling both my wife and kid how much they mean to me,”he says. While Kanchi does have plans to get back to work when Allia is a little older, Sidharth says he will support her whatever she decides. “Marriage is about give and take. You can’t both have it all—and that’s a fact. That a look at any of the top notch CEOs and captains of industry..their spouse has done their bit,” he shares. “If both partners pull in opposite directions, how will any relationship blossom? Marriages can only sustain so much pressure and tension. If one partner is flying high, the other needs to be grounded. This is true in every situation. When you understand thid, any marriage, why just a corporate one, will be a fruitful partnership. Kanchi gives me my space, and is very accommodating of the fact that my work entails long hours and travel. At the same time, I never take her for granted.” Given the short life span of relationships in the corporate world, what do the Mukherjees think of live in arrangements? “We cannot talk for others, but our priorities are different,” says Kanchi. “We would never be comfortable in a live-in; our values and upbringing don’t permit it. I would any day root for marriage. There’s more security and love, and two people promise to take care of each other through their lives.” kalyanisardesai@gmail.com

tadka India’s football heritage The famous Indian Mohun Bagan Athletic Club founded in 1889 is older than clubs like Chelsea, Manchester United, Real Madrid, AC Milan and the most European football clubs.

November 1-15, 2015 / Corporate Citizen / 39

Survey

Indiaâ&#x20AC;&#x2122;s E-Commerce Boom!

India has been swept over by the e-commerce fever. More people than ever before have taken the online route to buy their favourite products. There is still room for improvement, though. The number of internet users in India likely to touch 350mn by November 2015 but e-tailing market is still minuscule at only US$5-6bn, with the potential to grow colossally. Customers are all too ready for the growth, but are the e-commerce companies? What actually goes on behind the scenes at the e-commerce portals? Jefferies, the leading American Global Securities firm based in New York, has surveyed 50 vendors selling through online marketplaces, to understand the inner workings of the e-commerce sector in India. Corporate Citizen presents the results of the survey to give you a unique perspective on the dynamic e-commerce sector in India. By Neeraj Varty

40 / Corporate Citizen / November 1-15, 2015

Technology Internet 12 March 2015

Focus Charts

R i s e i n on l i ne Chart Who is selling through online marketplaces? sales has led to the More1:tech-savvy pure online sellers emergence of a Who is selling through online marketplaces? new breed of pure online sellers (35% of vendor base) but many traditional retailers and wholesalers are also selling online (45 percent of vendor base and 60 percent of electronics sellers). In apparels, 60 percent of the sellers are brands. Nearly 40 percent have been selling online for less than a year, indicating the strong momentum in vendor base. The key reason for selling online seems to be volumes (90% of respondents), with a majority of vendors indicating lower margins in online sales compared with offline. Despite lower margins, vendors are committed to e-commerce, as they are experiencing strong volume traction in online sales, with nearly 60 precent witnessing over 100 percent growth on YoY basis and another The rise of e-commerce has led to the emergence of a new breed of more techSource: Jefferies 20 percent reporting growth in the range of savvy “pure online sellers” who are selling only through the online channel – in 30 to 100 percent. Volume growth seems to our survey about 35 percent of the vendors fell under this category. However be strongest in apparels and weakest in books. traditional retailers and wholesalers constituted the largest share of the vendor Many vendors indicated particularly strong base at over 45 percent. demand from South India. While overall Chart 3: Most vendors seeing very strong volume growth in still seems tilted towards the top-six onlinedemand marketplaces? Chart 2: Volumes the main reason for online sales; maximum momentum in selling apparelsonline, cities, vendors in categories like electronics and Volume is the key margins are better in offline sales books reported strong demand from smaller Volumes the main reason for selling online, margins are better in offlines sales cities and towns. In India, E-commerce portals like Flipkart and Snapdeal can only act as a market place, and not sell their own goods. So how do they make money? Commissions form the biggest share of fees charged by market places and typically range between 4 percent and 20 percent depending on the product – it is usually lowest for mobiles and highest for apparels. In addition to commissions, marketplaces also charge fulfillment fees, fees for value added services and penalties. Jabong/Myntra charge a flat 35-40 percent commission but not much else. Both vendors and marketplace operators contribute to the discounts. Not all is rosy, though. Cash on Delivery, which was the biggest game changer in Indian E-commerce, has a flipside too. Fraudulent purchases and returns are the highest in India. Returns emerged as the biggest issue for vendors, by far, with returns on Source: Jefferies Cash on Delivery in particular being very high. That being said, India is the place to be for Despite lower margins, e-commerce helps manufacturers and retailers online market places in 2015. Don’t just take our to move a large amount of volume within a short period. For example, Source: Jefferies word, take a look at the following graphs, which during Big Billion Sale on Flipkart invary 2014, by retailers moved over 600 for Chart 5:the Commissions charged category; higher highlight fascinating statistics from the Indian crores of goods in just 5 days. Myntra/Jabong but they have no additional charges e-commerce space.

Chart 2 margin

Source:

Focus Charts

Chart 4: focus on

Source: J

Chart 6: high on

November 1-15, 2015 / Corporate Citizen / 41

ery strong volume growth in Chart 4: Three fulfilment models being used; increased

Survey

Source: Jefferies Source: Jefferies

Source: Source:Jefferies Jefferies

Technology

Internet Commission structure

COD - boon or bane

Commissions charged vary by category; higher for Myntra/ Returns is by far is the biggest issue; particularly on CoD Chart 5: 5: Commissions charged vary byby category; higher for 6:6:Returns far biggest issue; particularly Chart Commissions charged vary category; higher for Chart Chart Returns isby by farthe the biggest issue;high particularly 12they March 2015 Jabong but have no additional charges sales-44% indicated it as a problem Myntra/Jabong but they have nono additional charges high Myntra/Jabong but they have additional charges highon onCoD CoDsales sales––44% 44%indicated indicatedititas asaaproblem problem The signs of India’s e-commerce boom are perhaps most visible in the private funding market. In 2014, Indian e-commerce companies raised over US$4bn in funding vs. US$1bn in 2013. In its most recent round of capital raising, Flipkart the biggest e-tailing company in India by GMV has been valued at US$11bn, more than 5x the market-cap of all listed brick and mortar retailers combined. Similarly, Snapdeal has been valued at US$3bn in its last round, also higher than the market-cap of all listed offline retailers. Chart 10: Significant boom in private funding for e-commerce companies

Source: Jefferies

Apparels command the highest commission at Source: Jefferies Source: Jefferies 12 percent, followed by books (12 percent) and Accessories (10Technology percent). Online Marketplaces charge a much lower commission on mobiles (5%), despite Internet page of 55 page 2 of255 being the most popular category.

Source: Jefferies

The biggest issue for online marketplaces is returns, as they Source: Jefferies Source: Jefferies result in higher shipment costs and opened items. Returns policies of leading market places are very flexible, which some customers take undue advantage of. For example, Arya Sen , EquityAnalyst, Analyst,+91 +9122224224 42246122, 6122,asen@jefferies.com asen@jefferies.com Arya , Equity Flipkart offers a Sen 30 day no questions asked replacement policy for all its goods.

12 March 2015

Please important disclosure information pages - 55 this report. Please seesee important disclosure information onon pages 5252 - 55 of of this report.

Flipkart and Snapdeal rule the

Table 2: Most e-tailers are targeting to exceed 100k sellers over the next 12Source: Jefferies estimates 18 months Roost S.No.

Site

Inventory

Marketplace

# of vendors

Both Flipkart andand Snapdeal’s are8 11: higher Myntra √ and Snapdeal’s √ ~1k sellers currently Chart Both Flipkart estimated valuations are higher than Flipkart Snapdeal estimated are already valuations 9 Jabong √ √ n/a than that of the listed offline retailers combined that of all the listed offline retailers combined valued higher in private markets than 10 Fashionara √ √ 500+ The signs of India’s e-commerce boom all the listed offline retailers Source: Jefferies, company data, Media reports are perhaps most visible in the private combined funding market. In 2014, Indian e-commerce companies raised over US$4bn in funding #1 Who is selling online? New breed of pure online vs. US$1bn in 2013. In its most recent round of capital raising, Flipkart the biggest e-tailing sellers but also traditional retailers/wholesalers company in India by GMV has been valued The number of vendors selling on these marketplaces has been growing exponentially. Of 40% of the vendors surveyed have at US$11bn, more than 5x the market-cap of the vendors surveyed by us, 40% have started selling online only over the last 12 months been selling for less than a year; 90% all listed brick and mortar retailers combined. (less than a year), while another 50% have been selling since the last 1-3 years. for less than 3 years Similarly, Snapdeal has been valued at US$3bn Established marketplaces like Snapdeal, ebay and Shopclues are reported to have in its last round, also higher than the marketanywhere between 50k to 100k sellers already. Others like Amazon, Flipkart and Patym cap of all listed offline retailers. are also reported to be targeting 100k sellers over the next 12-18 months.

Source: Jefferies estimates, company data, Media reports

Chart 12: Nearly 40% of vendors in our survey have been selling for less than a year, another 48% since last 1-3 years Source: Jefferies estimates, company data, Media reports Most major e-tailing sites in India are following a market-place model either partially or Most e-tailing sites in India are Vendorsfollowing tenurea market-place model completely. Sites like Snapdeal and ebay have been following a marketplace-only model Nearly 40 percent of vendors in our survery have been from their inception; Amazon is also following primarily a marketplace model due to either partially (Flipkart, Jabong, selling for less thanora completely year, another 48 percent since last restrictions on FDI (Foreign Direct Investment) in inventory based e-commerce in India; Myntra) (Snapdeal, 1-3 years ebay, Amazon) other like Flipkart, Myntra and Jabong are following a mix of market-place and inventory The number of vendors selling on these marketplaces based models. Market-places offer the advantage of being less capital intensive and less has been growing. Of the vendors surveyed, 40 percent complex and thus easier (and cheaper) to scale.

have started selling online (less than a year), while another 50 percent have been selling since the last 1-3 years. Established marketplaces like Snapdeal, ebay and Shopclues are reported to have anywhere betweenTable 50k to2: Most e-tailers are targeting to exceed 100k sellers over the next 12100k sellers already. Amazon, Flipkart and Patym are 18also months Source: Jefferies targeting 100k sellers over the next 12-18 months. S.No. Site Inventory Marketplace # of vendors 1 2

Pure online sellers form 35% of the

42 / Corporateoverall Citizen / November 1-15, 2015 vendor base in our survey; traditional retailers/wholesalers

3 4 5 6 7

Snapdeal

√

~100k vendors

Amazon

√

~16k vendors as of Jan-15

Infibeam

√

30k sellers on BuildaBazaar

Source: Jefferies Flipkart √ √ Targeting 100k vendors by end of 2015 The sellers ~50k+ also sellers provided some interesting insights. The rise of eebay profiles of the X online √ Shopclues X to the emergence √ 100k sellers Jan 2015; Target milliontech-savvy sellers in next 3“pure years commerce has led of aas of new breed of 10more online Patym X 15k sellers as of January 2014, Target to add 100k in 1 year sellers” who are selling only√ through the online channel – in our survey about 35% of the

Technology Technology Technology

Seller break -up

Internet Internet Internet 12 March 2015 12 March 2015 12 March 2015

Apparel brings big money

In electronics, nearly 60 percent of sellers are traditional In apparels & accessories, 60 percent sellers are brands Chart 13: In electronics, nearly 60% of sellers are traditional retailers or 15: In apparels & accessories, 60% sellers are brands with 40% being Chart Chart 15: apparels being & accessories, 60% sellers are brands with 40% being retailers or wholesalers, 40 percent are pure online sellers with 40Inpercent mainly online traditional In apparels & accessories, 60% sellersbrands; are brands with 40% being wholesalers, 40% are pure online sellers mainly Chart online15: brands; traditional retailers are relatively less mainly online brands; traditional retailers are relatively less retailers are relatively less mainly online brands; traditional retailers are relatively less

of online rs and

Chart 13: In electronics, nearly 60% of sellers are traditional retailers or wholesalers, 40% are pure online sellers

Technology Internet Source:Source: Jefferies Jefferies

12 March 2015

Typical electronics retailer profile

Chart 14: Typical electronics retailer profile Chart 14: Typical electronics retailer profile

Majority of the vendors are selling through multiple sites

Source: Jefferies

Source: Jefferies Typical apparel retailer profile Source:Chart Jefferies 16: Typical apparel retailer profile

#3 Where are they selling? Most selling on multiple Chart 16: Typical apparel retailer profile sites; Myntra, Jabong preferred for apparel Chart 16: Typical apparel retailer profile

Most vendors we surveyed (85% of sample set) are selling across multiple sites while only 15% are selling on a single site. In fact, 60% of vendors are selling across all the major sites. While this finding seems inconsistent with the difference in the number of sellers as per media reports – Snapdeal for instance indicated 100k sellers currently while the number is likely to be much lower for Flipkart which is still transitioning from a pureinventory model to an inventory plus marketplace model – we suspect the reason for the mis-match is that only a small proportion of the total vendor base is currently very active. Chart 19: Most vendors who are selling online are selling across multiple sites

Source: Jefferies

Source: Jefferies Source: Jefferies Source: Jefferies In case of apparels and accessories though, the picture InMobiles, case of apparels and accessories though, the picture seems to be somewhat different sellers for seems to be somewhat different with traditional retailers mobile accessories (mobile cases and covers, with traditional retailers forming only a fifth of the vendor base. Over 60% of the vendor relatively forming only a fifth of the vendor base. Over 60 percent of screen guards, power banks) and miscellaneous ITare products base comprised of brands with more than 40% being brands which mainly selling Source: Jefferies the vendor comprised of key brands moreselling thanonline. 40 In fact (speakers, headsets, keyboards, hard-drives) emerged as online. Our channel checks indicated that given the complexity involved this Volumes and notbase margins seem to be the reasonwith for vendors Volumes toinbe thecategory, keydifferent reason In case of apparels and accessories though, the picture seems toseem be somewhat percent areretailers mainlyand selling someusually of the toptoselling products followed by tablets, e-tailers prefer interact directly with the brandsfor rather than with laptops the traditional most vendorsbeing across brands categories,which particularly brands online. indicated Our that margins selling online; nearly 75% Jefferies with traditional retailers forming only a fifth of the vendor base. Over 60% ofSource: the vendor retailers. As a result,Inincrease in online sales in apparels &in accessories could have are higher forchecks offline sales but volumes andgiven reach can much better through the online reported better margins in offline channel indicated that thebecomplexity involved and cameras. the case of electronics items particular, Source: Jefferies base comprised brandsimpact with on more than 40%retail being brands which are mainly selling significant of negative the traditional chain as these mightto be completely channel. Most traditional retailers, wholesalers and offline brands are using the online sales compared online Source: Jefferies in this category, e-tailers usually prefer to interact directly traditional retailers/wholesalers formed 60% of the vendor online. Our channelby checks indicated that given the complexity involved in this category, circumvented the brands. channel to generate additional volumes. In a few cases, we found that online volumes

#2 Reason for selling online? Volumes, not margins

Snapdeal more popular for

Snapdeal, Amazon and Flipkart emerged as the most popular sites for vendors across #2 Reason for selling online? Volumes, not margins #2 Reason for selling online? Volumes, not margins

with the brands rather than with the traditional retailers. As base. Wholesalers/dealers comprised of importers who e-tailers usually prefer to interact directlyoften with the brands rather than with the traditional have now become so significant that they are hardly selling anything offline. Peer pressure categories. Split by category, Snapdeal appeared to be the most popular in electronics electronics; Flipkart, Myntra and a result, increase online apparels & accessories of their stocks through the online channel. has also forced vendors toinstart sellingsales onlinein – as the significance of the online channel retailers. are As aselling result,some increase in online sales in apparels & accessories could have while was more amongst apparel accessories sellers. Myntra and Jabong popular in apparels Volumes and Flipkart not margins seempopular to be the key reason for &vendors selling online. In fact Volumes seem tomore be the key reason keeps rising, we suspect more and more traditional retailers, dealers andchain brands as will face could have significant negative impact on vendors the retail significant negative impact on the traditional retail chain as these might bemost completely Volumes and not margins seem to be the key reason for selling online. Volumes seem to be the key reason Jabong, across which are focussingparticularly exclusively on apparels, also emerged as highly preferred byIn fact vendors categories, retailers and brands indicated that margins for selling online; nearly 75% peer pressure to also selling online.circumvented by the brands. these might bestart completely circumvented by the brands. most vendors across categories, particularly retailers and brands indicated that for selling online; nearly 75% vendors in that category. are higher for offline sales but volumes and reach can be much better through the online margins reported better margins in offline higher for offline sales but volumes and be much the online reportedtobetter Most traditional retailers, wholesalers and reach offlinecan brands are better using through the online sales compared onlinemargins in offlinechannel.are channel. Most traditional retailers, and brands are using sales compared to online 20: Amazon, Flipkart and Snapdeal are by faroffline the most popular sites the for online channelChart to generate additional volumes. In wholesalers a few cases, we found that online volumes channel additional Inselling a few anything cases, weoffline. foundPeer thatpressure online volumes vendors have now becometosogenerate significant that theyvolumes. are hardly now become significant that they selling anything offline. Peer pressure has also have forced vendors to so start selling online – asare thehardly significance of the online channel pagefar 11 ofthe 55 most Arya Sen, Equity Analyst, +91 22 4224 6122, asen@jefferies.com has also forced vendors to start selling online – as the significance of the online Amazon, Flipkart and Snapdeal are by keeps rising, we suspect more and more traditional retailers, dealers and brands will face channel keepsto rising, we suspect more and more traditional retailers, dealers and brands will face popular sites for vendors peer pressure also start selling online. Please see disclosure information on pages 52 - 55 of this report. Sen, Equity Analyst, +91 22important 4224 6122, asen@jefferies.com peer pressure to also start selling online. Snapdeal, Amazon and Arya Flipkart emerged as the most

The most popular sites

popular sites for vendors across categories. Split by category, Snapdeal appeared to be the most popular in electronics while Flipkart was more popular amongst apparel & accessories sellers. Myntra and Jabong, which Analyst,also +91 22emerged 4224 6122, asen@jefferies.com pageArya 11 ofSen 55 , Equity are focussing exclusively on apparels, as page 11 of 55 highly preferred by vendors in that category.

tion on pages 52 - 55 of this report.

es 52 - 55 of this report.

Source: Jefferies Arya Sen, Equity Analyst, +91 22 4224 6122, asen@jefferies.com Arya Sen, Equity Analyst, +91 22 4224 6122, asen@jefferies.com

Please see important disclosure information on pages 52 - 55 of this report. Please see important disclosure information on pages 52 - 55 of this report.

Source: Jefferies

neeraj.varty@corporatecitizen.com November 1-15, 2015 / Corporate Citizen / 43

Debate

BABY DON’T CRY...

Yahoo CEO Marissa Mayer stirred up a debate when she announced her decision to take “limited time off” for her second innings into motherhood. From those at the helm of affairs, many justified her action relating it to her workload, her corporate responsibility and the compensation package she rolls in as CEO. Some argue that it was her personal choice to limit her maternity leave while others playing it down, asked if it would merit much if CEO dads were asked to justify their paternity rights. While this debate triggers talks on gender equality at the CEO levels, the silent consciousness that gender equality is needed to plug the ‘leaking pipeline’ — a reference made for women at their mid-career point, who quit corporate life to juggle maternity or other filial needs, does stir up yet another debate. With Christine Lagarde, Director, IMF (International Monetary Fund), propounding gender equality more as an economic principle and not merely as a tool for female empowerment, the Indian Government too seems to have paged in on extending paid maternity leave up to eight months from the current three-month period; clearing the proposed amendments to the Maternity Benefits Act, 1961. CC takes a look at these gender benders in anticipation of new policy changes on maternity benefits and on flexi working makeovers by companies in India and their MNC counterparts. By Sangeeta Ghosh Dastidar 44 / Corporate Citizen / November 1-15, 2015

The progress in extending maternity benefits has happened in the last two years than in the past 20 years. The thinking has homed in that in the long term, sustaining women in the workforce is beneficial,” said Anju Sethi, VP/Head Recruitment and L&D at Tesco HSC. Tesco HSC, the Indian arm of UK-based supermarket chain Tesco Plc. operates from three locations in Bengaluru. The Indian counterpart revised its maternity policy in 2014 by extending its maternity leave period to one year. “This means our women employees can choose to take leave for either three months or to a maximum period of one year as per her requirements,” she said. Thus, the company, while it falls in line with the new government directive of extended maternity leave, also offers an option to new mothers to choose when they would like to come back to work. As with any change, it is harder for companies and governments to promote gender equality. But as Christine Lagarde, Director, IMF said, “It’s change in process, and change is always painful. It’s much more comfortable to stay within your comfort zone, to do things the way they were done.” In fact, an April 2015 study from researchers at the University of Cambridge Judge Business School, commissioned by Bank of New York Mellon states that “to help keep women working (and get them onto boards), you need strong policies like paid leave for mothers and fathers, breast-feeding work breaks, the right to return to work and flexible hours. The more women who can stay in the workforce, the more likely it is that a few of them reach the boardroom”. Re-booting Maternity Parameters Anju explains, “Our thought process for the extended one year period stems from the fact that three or even six months

By introducing women-friendly policies, young expectant mothers would stick on to their roles in the organisation, which speaks to enhance the company’s image in the long run

is too short a time for any new mother to cope with the changes, especially in a nuclear family set-up and for health reasons to recuperate completely before they join back. This also means that she can plan well on how to make use of this leave juncture. She need not be in a hurry to take the leave immediately either before or after the actual birthing process. It is left to the mother to utilise her one year leave period — how and when she takes it.” Priya Clement, Employee Relations Manager, Tesco HSC explained, “Often young mothers are pressurised to get back to work within the first three-six months postbirthing and our one year clause removes that pressure. While some organisations have a flat four months’ paid leave, we enable three months’ paid leave with the option to extend the maternity term to up to one year. This provides enough breathing space for new mothers to cherish the first developmental years of their child’s lives while others have the option to come back when they wish. We encourage our women employees to come and view our crèche, day-care and after-school services offered, understand the process and provisions for making their own comeback choices.” Anju Sethi further adds that Tesco assures all returning mothers of getting their jobs back. “We reserve their jobs. They can get back to the category levels they held prior to the break. It might not be the same team or same profile designation, but, if someone takes maternity leave as a manager, she is ensured a managerial position within the organisation, maybe with another team and profile.” This step is seen as a platform for working women to get back into the workforce if they have a job in hand as against those who often stay idle without such job guarantees, adding additional five or six years to their maternity breaks and eventually quit the working world.

Companies can initially enable the new mother to get back to work via easy and less stressful projects; gradually switching over to the more complex job. Second-time mothers in their 40s often rush to find opportunities and go on either international travel or aim for other challenging positions. I would advise them to wait another three months, minimise travel time to work. Companies could help new mothers to locate to branch offices either at close proximity to their homes or closer to the baby. Companies could encourage travel during non-peak hours and avoid assigning any form of night shifts to new mothers,” Dr Leena C D, Consultant – OBG at Columbia Asia Hospital, Bengaluru

Harnessing Childcare Facilities Tesco HSC has extended crèche facilities at its main campus in Whitefield, Bengaluru for babies in the age group of six-18 months. It has also tied up with a day-care provider for children between 19 months to six years in the vicinity outside the office campus but within 15 minutes access from each of their business centres. Its three business units are located 900 metres apart from each other and these baby care facilities can be accessed by parents during break hours or other convenient schedules as they wish. All three locations have internal company shuttle services and parents are encouraged to play with their kids during special play sessions every day. “We see parents come and play with their toddlers, and watch and help them when they are learning to walk and so do not miss out on these important growing up stages. In fact, we see a lot of dads who come and enrol for these crèche and day-care services too. It is for all parents and not just for mothers employed with Tesco.” The company also has special parking bays for parents who use in-house crèche facilities to minimise long walks around parking spaces with their toddlers and babies. The company has worked out a cost-sharing model with professional day-care vendors and parents pay subsidized charges for the facilities which are often steep at market price for quality day-care services. “We have worked out a contract with the providers to restrict up to 24 babies (six-18 months) at any given time frame with a 1:2 carer to baby ratio. Likewise, for older kids at the day care, the restriction is for up to 60 kids. This helps maintain quality, security and offers a healthy environment for these children to grow and develop,” said Priya. “Parents are also satisfied and work better, knowing that their kids are cared for as they would have done themselves. We also have feeding rooms for new mothers to wean their babies.” Beyond CTCs and Gender Inclusiveness (GI) On cost to the company for extending benefits to working women or comeback policy, Anju Sethi says, “The need is to emphasize the need for gender diversity and inclusiveness within work cultures and moving forward to re-accommodate experienced work force. Tesco places people at the heart of the organisation and I have seen senior leaders here rally around people-oriented policies.” She explained that the process of revamping Tesco’s one-year maternity extension policy itself was beneficial by way of understanding the struggles faced in planning the policy makeover. It helped us to be more empathetic and the feedback received gave us a feeling of pride of being an organisation that cares for its employees.” This is echoed by Mary Emmanuel, an employee in Property Services, “I am very thankful to Tesco HSC for providing on-site crèche facility. I was worried if I could continue my career post delivering a baby but my team and management supported me with all possible means. I can visit and feed my baby anytime during the day and I don’t feel I am away from my child.” November 1-15, 2015 / Corporate Citizen / 45

Debate newborns and also simultaneously nurse them. Business travel should not be entertained in the first six months. Many a time, experienced second-time mothers in their early 40s (with at least one older child) sign up for international travel projects or challenging positions to make up for lost time at work and career. It is, however, not advisable to do this in the first six months of a child’s life,’’” said Dr Leena. She suggests that companies could help new mothers by relocating them to branch offices either at close proximity to their homes or closer to the baby. Companies could encourage travel during non-peak hours and avoid assigning any form of night shifts to new mothers.” Office canteens could try and serve nutritive food options for new mothers. Companies can initially enable the new mother to get back to work via easy and less stressful projects; gradually switching over to a more complex job. “After the first three months, irrespective of the government’s new directive, a six months’ paid leave is acceptable as the baby can be weaned off mother’s milk and started on to solid food fourth month onwards,” she said. However, in a contrasting view, Anju Jain, an HR professional and Founder of Chai Pe, a platform facilitating development of women professionals said, “There is a huge cost companies are undertaking for personal choices. I support extended maternity leave for another three months but without pay. Allowing three months’ paid leave and holding the woman’s job while she is on extended leave, by itself is a huge investment. It is not practical to run a business while paying the employee without delivering results. There is no guarantee that the woman will return to work post these benefits.” Dealing with Maternity Health Dr Leena C D, Consultant – OBG at Columbia Asia Hospital, Hebbal, in Bengaluru said, “Although a mother is medically fit to resume work after three months postbirthing, it is advisable that a mother should ideally be with her baby for the first six months of its life.” Dr Leena said that women who have battled pregnancy complications need to be aware and follow same precautions that were prescribed to them during the entire pregnancy term, irrespective of whether they resume work or not. She advises that after the first three months, it is advisable for women to take up work or locate their workplaces closer to where their babies are. She advocates a work schedule of six to eight hours with intermittent breaks to oversee the child in between work schedules. “In the first three months, mothers should ideally concentrate on their child’s developmental stages and in the next three months they can extend their work schedules to up to eight hours,” she said. She says that companies should facilitate a nursing environment for mothers to visit their child, feed and bond with their children. If not, separate nursing cubicles can also be provided for new mothers to spend time with their

Tesco’s one-year maternity extension policy itself was beneficial by way of understanding the struggles faced in planning the policy makeover. It helped us to be more empathetic and the feedback received gave us a feeling of pride of being an organisation that cares for its employees,” Anju Sethi, VP/Head Recruitment and L&D at Tesco HSC

There is a huge cost companies are undertaking for personal choices. I support extended maternity leave for another three months but without pay - Anju Jain 46 / Corporate Citizen / November 1-15, 2015

Women Trigger Gender Inclusiveness July 2015 saw Flipkart as perhaps the only company in the e-commerce domain to have charted out maternity incentives of up to 24 weeks of paid leave and an additional fully-paid four months of flexi-working hours. They have an option for a year-long unpaid break, should the need arise. By introducing women-friendly policies, young expectant mothers would stick on to their roles in the organisation, which speaks to enhance the company’s image in the long run. The company also has extended options for reimbursing transport costs, hospital tie-ups for maternity support, providing parenting counsels, insurance benefits and child care support for all employees. Gender Inclusiveness and Fair Play Accenture set the ball rolling when it introduced its revised paid maternity leave policy to 22 weeks in May 2015 from the current statutory 12-week period. New mothers can avail themselves of additional three months’ unpaid leave on request. SAP, since 2014, granted paid maternity leave of 20 weeks. Besides, Infosys, SAP and Accenture also enable an additional month’s paid leave in the event of any pregnancyrelated illness or complications. New mothers at Mindtree Consulting can also avail themselves of stay-at-home option for six months pre- and post-birthing under special circumstances. Hindustan Unilever offers over 24 weeks of maternity leave benefit to all employees and recently extended the same to new recruits. HCL Technologies offers paid maternity leave up to six months, at times also allocate small amount of work on need basis to new mothers, but at reduced hourly pay scales. As per NASSCOM’s Strategic Review 2015 on the ITBPM Sector, the industry currently employs more than 3.5 million in the private sector and plays a key role in promoting diversity within the industry with more than 34% share of women workers. With close to 35% of the Indian IT sector workforce being women, companies are undoubtedly focusing on maternity policies and other women-friendly working parameters. sangeetagd2010@gmail.com

Inspiration

iran Bedi, social activist, retired police officer, former tennis player and noted politician, joined the Indian Police Service (IPS) in 1972, thereby becoming India’s first woman officer. Bedi is someone who needs no introduction. Her achievements are remarkable. Bedi is forthright, commanding, inspirational, and truly believes in equality and justice. She has fought for the rights of women all her life. An excellent orator, Bedi, recently delivered an inspirational speech to the students of a leading management college on ‘Time Management’.

Plan, Prepare, and Succeed the Kiran Bedi Way

An inspirational talk by Kiran Bedi, India’s first woman IPS officer, to the students of a leading management college. By Mahalakshmi Hariharan

Strategies in life to succeed— for a better tomorrow

Every day is a new day

We have 86,400 seconds in a day, which is a lot. Look at the kind of wealth that we have. Sometimes during a crisis, even one or two seconds make a difference—every second matters. So can’t 60 seconds out of 86,400 seconds be put aside in meditating or showing gratitude? The best part is that every day, these 24 hours come back. Every night when you sleep, the balance sheet is completed. If you have wasted your day, it’s written off. There is no credit left, no overdraft. Each day opens with a new account. You cannot carry it forward. Every 24 hours that God has given each one of us has to be put to great use.

Stay healthy

Yoga is important for your overall health and energy. Every morning pranayama and some other basic exercises should be done to draw energy. The other thing is sleep well. Work hard all day and sleep well in the night. If you work hard today, you will have a good life tomorrow. This is the only time to study hard. My mother used to say, “If you study hard today, you will enjoy the rest of your life.” You have to plan your day daily. Your minimum six or seven hours of sleep is a must for energy. Switch off your mobile phones, chats, emails and just sleep.

Play

Playing is also important. You don’t play to compete but to get energy. Unless you play, you won’t get

let them go. When you gossip, lie or backbite about somebody, you only drain energy. Always replenish and detoxify your energy levels. There are three periods in time management—there’s a past, present and a future. Your past is not meant for brooding but learning for experiences. Past is nothing but a memory for experience. If you keep crying about your past, you are only draining away energy. Learn and move on from your past. Your present is for living, learning and preparing for the future. Your future is for planning, but live in your present.

energy. The more you play, more your overall health will improve, and your haemoglobin count will go up.

Relationships

Having healthy relationships through family and friends, spending good quality time with them, like watching a movie or having a meal with them are also important for your well-being. There is one kind of relationship that draws out energy from you— these are toxic relationships. You got to reject such relationships and

Your past is not meant for brooding but learning for an experience. Your present is for living, learning and preparing for the future

l Protect your time: Wherever your time is getting wasted, protect it. Going for late night shows, listening to loud music is a total waste of time. l Prioritise: The most urgent and most important task should be done first. l Set clear objectives: On whatever you do, be clear—set clear objectives. Know your goal, your strategy and work accordingly. Know why you are doing it. So know yourself well, why are you doing it? What is your heart saying? What is it that you enjoy? So be clear in your objectives. l Plan and set deadlines: If you don’t set deadlines, your projects will not be implemented. Work during your peak time and take up the most important task to be completed. So planning and setting deadlines is important. l Don’t stress yourself: Realise your goals and take up tasks one by one. l Be honest: If you plant honesty, you will reap trust. If you plant goodness, you will reap friends. If you want to be a successful CEO, a successful teacher, an excellent boss, a successful leader, then plant humility. If you want victory, then plant perseverance. No success, no trophy comes without perseverance. If you want harmony, be considerate. If you want success, plant hard work. “The best preparation for good work tomorrow is to do good work today.” Mahalakshmi.H@corporatecitizen.in

November 1-15, 2015 / Corporate Citizen / 47

The Tax Man Cometh-3

by S K Jha (IRS (retd) and former Chief Commissioner of Income Tax)

Master of the house as servant

The income of 89 percent of taxpayers is in the lowest tax slab of income of less than ₹ five lakh. In our great country of 125 crore people, only 42,800 individuals show income exceeding ₹ 1 crore

Unlike the regular tax desk which is manned by a tax officer whose job is to levy tax on you, this desk is manned by a nonserving tax officer who wishes to share his experience of 35 years in the tax department, while discussing tax provisions. It is advantageous to know how the tax department thinks and acts when, as said by Benjamin Franklin, “In this world nothing is certain except death and taxes”

ncome tax has made more liars out of the American people than golf so said Will Rogers. This is true for our country as well, in a rather more pronounced form. I have been witness to this during two income-tax searches. It is understandable when a poor domestic help emulates his master as he has an aspiration to become rich but is it not strange when the super-rich master steps into the shoes of his poor domestic help in a bid to save his riches? I was conducting an all-India search against a trader who was the kingpin of international trade in a particular commodity. The search was mounted at all his offices spread across the country and his various residences. The information in our possession was that he imported the commodity at all major ports under fictitious and benami names and that he financed the imports through untaxed income. The commodity so imported directly went to the black market from the ports. I was the team leader at his main residence, a bungalow in a posh area of Mumbai. We reached the bungalow at eight in the morning but we could enter the house only after 10

minutes. The 10 minutes were taken to control the dogs moving freely without any leash. As per search guidelines, my team members, including the ladies in the team, spread themselves in the bungalow and took control of the house. The inmates of the house were requested to assemble in the main hall and identify themselves. The inmates including three men, two women and three children assembled in the hall. The three men identified themselves as domestic help and gave their village addresses. One lady was the owner’s wife, while the other lady was a female domestic help. The male domestic helps were in dhoti and banyan. Two of them had cleaning cloths in their hands while one held a broom. On being asked about the owner, I was told by his wife that he was travelling abroad. I was a little disappointed, as for the success of the search action, the statement of the main person on the first day of search when he has been taken by surprise and is not prepared, is very important. I passed on the information about the absence of the main person to our control room. The search proceedings began. I observed that one domestic help was very well behaved and

48 / Corporate Citizen / November 1-15, 2015

It is understandable when a poor domestic help emulates his master as he has an aspiration to become rich, but is it not strange when the super-rich master steps into the shoes of his poor domestic help in a bid to save his riches?

active. He brought glasses of water for us and collected back the empty glasses. I observed that for most of the time, he kept holding the broom and visiting the kitchen. Meanwhile, I was informed by our control room that the main person we were searching had not travelled abroad and that he should be in Mumbai as per the statements of his managers recorded in the course of the search at his offices. One officer at our Chennai office was flown to Mumbai, as he had interacted with him earlier. The officer reached in the evening, and the moment he saw the well-behaved domestic help, he recognized him. This man was the main person, and he immediately accepted the fact. There was a sudden change in his behaviour, and this socalled domestic was soon found occupying the main sofa in the drawing room. We recovered torn papers from the kitchen dustbin. This person, while acting as the servant had torn valuable evidence of his bank accounts under benami names where he used to park his black money. The evidence was salvaged and tax evasion of several hundred crores of rupees was detected. The kingpin had acted as a servant and told lies to avoid questioning, and at the same time destroying valuable evidence.

There was a time when the rate of taxation in the highest slab was 97.5 percent, which worked as a reason to evade tax and accumulate black money, but not now when the taxation rate at the highest scale is 30 percent. Today there are incentives to build up tax-paid capital for investment and e-business. High value transactions require PAN The other search where I was witness to a similar lie was in the case of a leading Bollywood producer-director. One of his films which had just released had done very good business and information had come to us that he was in the process of manipulating his books of accounts so as to inflate the cost of the film while at the same time understate the proceeds from it. He had residences and offices in Mumbai and in one more city. Searches were initiated both in Mumbai and the other city. I was the team leader in Mumbai. I asked one important-looking person at his residence about the director. I was told by him that he did not know about his present whereabouts as he kept travelling and having sittings with his actors and music directors. He identified himself as his assistant director and his role was to assist his director in his creative work. He also added that he had only recently joined him for his new film and that he did not know much about him. The director we were looking for was also not found in the other city where the search was going on. His presence was very important as we wanted to confront him with the information in our possession. I had a serious doubt about the person claiming himself to be the assistant director. None in my team had seen his photograph. He had shifted to Bollywood recently and his first film in Bollywood had became a super duper hit. We only knew him by name. To clarify my doubt, I took his photograph and sent it to some of the stars who had acted in his film. A photograph was also sent to the studio where his film was shot. By evening, we got confirmation that the person posing as the assistant director was in fact the main person. He admitted when we made him speak to a celebrity. Thereafter the search continued the whole night and the next day. He admitted to huge additional income. This was a classic case of a celebrity lying about his identity to evade tax. The director is a well known face today, and will not be able to hide his identity. The two above incidents are examples of telling lies to save tax. The problem is big, and

its magnitude can be seen from the fact that only 3% of our population pay tax, of which a major portion comes from individual salary earners whose tax is deducted at source. The income of 89 per cent of taxpayers is in the lowest tax slab of income of less than â&#x201A;š five lakh. In our great country of 125 crore people, only 42,800 individuals show income exceeding â&#x201A;š 1 crore. Leaving aside people below poverty line and low income earners, it is estimated that at least 20 percent of the population should be paying tax. Our country needs more taxpayers because unless the tax base widens, we will not have adequate resources to create the necessary infrastructure. We as countrymen should speak the truth and pay tax if our income falls in the taxable scale. Our payment of tax truthfully is an act of patriotism which goes a long way in nation building. There was a time when the rate of taxation in the highest slab was 97.5 percent which worked as a reason to evade tax and accumulate black money, but not now when the taxation rate at the highest scale is 30 percent. Today there are incentives to build up tax-paid capital for investment and e-business. High value transactions require PAN. The tax department gets third party returns from banks, mutual funds, registration offices, etc., and expenses are monitored. The time has come for us to be truthful in our tax matters, which helps both our country and us. The cost of keeping black money is high and it is also an invitation to taxmen to visit you at the wrong time. Let us decide to speak the truth and enjoy our life peacefully.

tadka

White Revolution India alone is home to half of the buffaloes in the world (8.42 million) and therefore is also the largest milk producing country in the world.

November 1-15, 2015 / Corporate Citizen / 49

Star Campus Placement-9

Where a Journey met a Dream Saumya Prakash, a young, bright student who did her post-graduation with a leading B-School in India, is today placed with a leading retail chain

By Mahalakshmi Hariharan

aumya Prakash, who completed her Bachelors of Science majoring in Computer Applications, and schooling from Notre Dame Academy, Patna, shares her journey from the campus to the corporate world. She’s someone who strongly believes, ‘If the journey meets with your dream, the journey is a success.’ Campus placement “I still remember the whole rush and excitement that we all went through during the placement process. It started with a group discussion, followed by Case Study - based on the performance of which selected students got eligible for the first of the two interviews,” reminisces Saumya. The first interview had two interviewers who grilled students with questions related to their internship and subject knowledge. “Since I was a marketing student, and had done my internship in Operations from HPCL (Hindustan Petroleum Corporation Ltd.),

Mumbai, I was able to crack the interview confidently and explain to them about my work during my internship in detail,” noted Saumya. Like most students, Saumya too had taken her internship very seriously. In fact, she had made her internship project her strength, which helped her achieve her goal. “The second and the final interview had 12 interviewers. This was a stress interview. The questions were solely situation based and it depended how well one used his/her logic to answer them. I must say that this interview was something that was worth being in,” she said. The most awaited moment Post the interview, as students anxiously waited to know if they had made it, Saumya was thrilled to know that she had got placed. “This was the moment of achievement for me when I got placed with the retail division of Aditya Birla Group Pantaloons. I had yearned to get into this company,” said a proud Saumya. One of her exceptional assignments, offered to her by her Dean, was an advertising project with a magazine, which helped her gain insight about the advertising industry and enabled her to get to know more about the sector. College and hectic schedules Says Saumya, “Not every journey in life goes as expected. My journey started in June 2013. This was the first time I had to say goodbye to my parents and my hometown. I was a shy girl with big plans, ambitious, and like most others, determined to nail my dreams and stand out from the rest of the crowd,” she recalls. The induction programme consisted of many activities which included presentations, the Mahabharata show and several kinds of workshops related to team building, leadership, personality development, management games, corporate lifestyle and so on. The induction programme helped Saumya in

50 / Corporate Citizen / November 1-15, 2015

“There were strict rules to be followed in college. Like any other student, I initially hated those rules and didn’t see its relevance, but when I went for my Corporate Interface Programme, which involves interaction with corporate stalwarts from the industry, I realised its worth”

Saumya’s parents

a big way. At the same time, the college faculty always played a role larger than the notebooks. “They not only have an in-depth knowledge of what they teach but they also bond with the students so well,” chuckles Saumya. Saumya learned how to be disciplined, determined and dedicated, from her B-School. She believes that if an individual possesses these ‘3Ds’, you can be sure of reaching your goal. “My college taught me punctuality. There were rules to be strictly followed. Like any other student, I initially hated those rules and didn’t see its relevance or importance, but when I went for my Corporate Interface Programme (CIP), which involves interaction with corporate stalwarts from the industry, I realised its worth,” noted Saumya. “I always believe that it is important to keep learning,” says Saumya. One of her other achievements in college included handling the post of ‘Financial Coordinator’ of her institute. “It was important for me not because I was made the Financial Coordinator, but because that position was specifically made with respect to the need and my Dean’s belief in me,” says Saumya. The Dean of the institute kept emphasising on the importance of networking and growing contacts in the industry. Saumya notes that her networking with the alumni and corporate stalwarts did help her to organise various conferences, seminars and meets at the institute. Saumya did her two-month summer internship project from HPCL (Hindustan Petroleum Corporation India), Mumbai, where she scored 98 marks out of 100 from her mentor. Education and family Saumya completed her Masters in Business Administration (MBA) in Marketing and Human Resource Development in 2015, from a prestigious B-School. She has done her Bachelors in Science (Computer Applications), and schooling from Notre Dame Academy, Patna. Saumya’s father is a General Manager (Retd.)

Saumya with her friends

from BSEB, and her mother is a homemaker. Her younger brother, who is extremely close to her, and someone with whom she shares all her secrets, works as a software engineer at Wipro Technologies. Hobbies and friends Apart from devoting serious attention to academics, Saumya plays various sports including badminton and is also into sketching. Dancing has always been her passion. “Dancing always came as a rescue to me when I needed the change. It makes me feel alive, full of life…it feels magical,” she smiles. At the same time, Saumya is also fond of writing. “At times when there is something I wish to give an imaginative touch to, I pen it down,” she notes. Talking about friendship, Saumya says her friends have always been her priority. “They have always stood by me during all times, have helped me perform well in my studies and I owe a lot to them,” she smiles.

Piece of advice to youngsters Here comes a piece of advice for all: l It is very easy to crib about problems, but always tough to get to the solution of the problem l It is not going to be easy, but make it ‘Worth It’ l Be honest in all walks of life, as it is the best policy to be successful in life “My father always says, never knock down any opportunity that comes your way. The journey has not ended, it continues. I look forward to making my parents, my institute proud of me,” she signs off. Mahalakshmi.H@corporatecitizen.in

tadka

This station holds a world record! Gorakhpur Railway Station, finds a place in the Guinness Book of World Records for the longest railway platform in the world. The platform’s lenght is 1,366.33 m (4,483 ft).

November 1-15, 2015 / Corporate Citizen / 51

kumbh mela 2015-16

The Colossal

Kumbh Mela The young and dynamic Municipal Commissioner of Nashik, Dr Praveen Gedam explains to Corporate Citizen how elaborate planning and management, coupled with the use of technology, have gone into ensuring that the Kumbh Mela goes without any hitch By Vinita Deshmukh Q : Can you give us an idea of the enormity of the task you have at the Kumbh Mela? A: Nashik has a population of over 15 lakh but in the months between July and September, on any given day, the city had about 17 lakh people. The Kumbh Parva is a year-long affair. During the course of the entire Kumbh Mela, around 3.25 crore people are expected to visit Nashik. Now consider this: New Zealand has a population of 55 lakh. That means over six times of the New Zealand population will visit Nashik . People believe the Indian bureaucracy is bloated, but that is not true. The numbers at the ground level is inadequate. I have 1793 conservancy staff with me, whereas per capita, we should have at least 5000 for a city of this population. I have taken 3,300 more on a contract basis now. As per western standards, a manpower of 5,000 people is required for a city of 17 lakh. But I have the same manpower for the enormous influx into the city which will continue until August 2016. This is just an example. The same situation prevails everywhere -- in the police department, water supply department, all other wings.

How do you manage their sanitation and hygiene needs? First you have to upgrade existing infrastructure, and second, provide the services. The government has earmarked ₹2,400 crore for this purpose. The per capita funds allocated for the Kumbh Mela works to 100 times less than that for the Saudi Arabian pilgrimage. The amount is distributed among 22 different arms of the government. One of them is our municipal corporation and the other is the Tryambakeshwar Municipal Council. Then there are departments like the Public Works Department (PWD), Irrigation Department, Police Department, District Collector’s office, Information office, Archaeology, Tourism etc. The corporation got almost 50 percent – about ₹1,150 crore. The Nashik Municipal Corporation carried out infrastructure work within the city. The PWD built roads outside the city, such as the Nashik-Tryambakeshwar, TryambakeshwarGhoti roads. The Irrigation Department repaired and built all the ghats including those within the city. The other departments had to carry out their respective works. The ₹2,400 crore is not spent on the Kumbh Mela alone. Except for features of a temporary nature inside the Sadhu Gram, the other works are of a permanent nature and benefit

52 / Corporate Citizen / November 1-15, 2015

the city even after the mega event is over. The maximum amount is spent on permanent assets. For example, we have three ring roads around Nashik city. During the Kumbh Mela they help us divert traffic without taking it into the core areas, but they would be permanent assets for the city. Parts of the Sadhu Gram and services within it are temporary, exclusively set up for the Kumbh Mela. But they have an economic impact on the city. The Sadhu Gram is a temporary township established on 325 acres of land adjacent to the Godavari River right in the centre of the city. It has the capacity to house three lakh people -- a population of a city slightly smaller than Chandrapur or a town larger than Bhusaval. We built 40 kms of service roads and normal roads there. A network of underground water supply lines – 26 kms of pipeline -- has been laid and three new water supply reservoirs built. A 26 km long underground drainage line has also been laid. We have prepared some 1,600 plots to facilitate Sadhus to stay there; constructed more than 9000 toilets with cement flooring, tin sheet walls and roofs and provided 24 X 7 water supply there. How did you manage the water supply? We constructed three new water tanks, each

with a capacity of 20 lakh litres at Sadhu Gram as well as an 18 million litre water treatment plant. It will provide water to Sadhu Gram, and thereafter the water connections will be diverted to other areas. We installed nearly 1,200 street lights, placed garbage bins, put up huge maps and signboards giving directions, four three-bed dispensaries, and a main clinic with 60 beds. Our supply department set up fair price shops. We have small shopping complexes in tin sheds. In short, an entire self-sustaining economy has been built there, with an outlay of ₹85 crores. We have 150 new signage and 450 signboards in the entire city. They will be useful as the Kumbh Mela will officially go on till August 2016. We have augmented the water supply at the Water Treatment Plant, with 450 water tanks, each of 3,000 litre capacity. A lot of our open drainage releases into the Godavari and its tributaries, the Nasardi, Val and Kapila. We have blocked all the tributaries of the Godavari and started pumping water to the sewage treatment plants from there, and built small dams at seven to eight places. Though this is not the best, it was the only way we could deal with this problem with only six months in hand. As for the Godavari, its water is not polluted by sewage, but because of stagnation. There is no natural flow of water to the Godavari here, as its origin is at Tryambakeshwar, 20 kms from Nashik. The river only gets water from the rain that is recorded in these 20 kms, and if it does not rain, it does not have much water. When it reaches Nanded, it has water flowing in it because of the confluence of the Pravara, Mula and Manjara rivers with it. But here the water gets stagnated if there is no discharge from the dam, and algae grows naturally in stagnated water. We remove it mechanically using the trash skimmer machine. We obtain reports from three different agencies the MPCB, the Corporation and a private party, and the BOD has been less than five. We have constructed several ghats. Previously, the Kumbh Mela was held only at Ramkund. Now we have Laxminarayan Ghat, Walukeshwar Ghat and seven such Ghats. The original length of the ghats was 1.5 kms, now it is 4 kms. Devotees coming from different directions were diverted to different ghats during the first Parvani, to

During the year-long Kumbh Mela, around 3.25 crore people are expected to visit Nashik. Now consider this: New Zealand has a population of 55 lakh. That means over six times the New Zealand population will visit Nashik - Dr Praveen Gedam

Municipal Commissioner of Nashik, Dr Praveen Gedam

spread the crowd. But due to the hue and cry in the media that they were not being allowed to reach Ramkund, we allowed the entire crowd to come to one place. What parking arrangements do you have? We got all vehicles parked at the outer parking areas and shuttle buses to travel to the inner areas. From there devotees have to walk 1 to 3 kms. We have provided basic amenities like hotlines, lights, phones, maps, information centre, community kitchen, public toilets, etc. We built public toilets in huge numbers. Initially there was criticism that the number was insufficient, but now newspapers have articles demanding to know why we have so many. There is a pattern in the use of toilets. The maximum requirement is from 4 am to 9 am. Therefore we need to consider the entire picture, do our calculations and do whatever necessary within the available funds. There are community kitchens in the outer parking areas with gas cylinders and stoves. Devotees can bring their own ration and cook. Shelters have been constructed for devotees to sleep. The parking areas are like small villages. There are temporary dispensaries, and a fire tender and excavator in case of emergencies. The biggest challenge was to provide sanitation. We formed small sectors like outer parking, inner parking, ghats, Sadhu Gram, Ramkund, etc., and deployed sanitation staff. There was a major scope for corruption because it is difficult to keep a tab on the sanitation staff. So we started a selfie attendance system with a mobile app. When the worker opens it, it automatically

takes a snapshot, does a face recognition, registers the location and time and uploads it on the server. This is the first of its kind in India. It is easier said than done, because there are such strong lobbies in the area of sanitation. Our staff is unhappy with the system, but because of it, we can take a contractor-wise, plot-wise, person-wise and location-wise attendance report. There are photos of everybody with the attendance time, logout time and location. And it only cost us around ₹1 to1.25 lakh, to procure 175 tablets and install the apps. Because of the system, people stay at places where they are deployed and actually do a good job. We have done a lot for healthcare too. More than 700 doctors and paramedics are deployed here, with 180 ambulances placed at strategic locations. How many hours do you work in a day? On an average, I clock 90-95 hours, at times 100-plus hours per week. On 12th September, I started at 7.00 hours and went to sleep at 01.00 hours on 14th September. The District Collector, Divisional Commissioner, even the Guardian Minister, almost everybody was awake for at least 36 hours at a stretch. What is your advice for citizens when they come to the Kumbh Mela? We welcome all citizens. We expect them to be disciplined and not litter. There will be some inconvenience, like long queues. That will happen when over 50 lakh people congregate in one place. Be patient, be disciplined, don’t litter. That’s all! vinita.deshmukh@corporatecitizen.in

November 1-15, 2015 / Corporate Citizen / 53

Pearls of Wisdom

By Mahatma Gandhi

Fearlessness should be One can always progress towards the goal of Fearlessness by determined and constant endeavour, and by cultivating self-confidence

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your Forte

very reader of the Gita knows that fearlessness heads the list of the Divine Attributes enumerated in the 16th chapter. Whether this is merely due to the exigencies of metre, or whether the pride of place has been deliberately yielded to fearlessness, is more than I can say. In my opinion, however, fearlessness richly deserves the first rank assigned to it there. For it is a sine qua non for the growth of the other noble qualities. How can one seek Truth, or cherish Love, without fearlessness? As Pritam has it, ‘the path of Hari (the Lord) is the path of the brave, not of cowards’. Hari here means Truth, and the brave are those armed with fearlessness, not with the sword, the rifle and other carnal weapons, which, strictly speaking are affected only by cowards. Fearlessness connotes freedom from all external fear – fear of disease, bodily injury

experience, and therefore that story is more precious than any historical fact. Perfect fearlessness can be attained only by him who has realised the Supreme, as it implies freedom from delusions. One can always progress towards this goal by determined and constant endeavour, and by cultivating self-confidence. As I have stated at the very outset, we must give up all external fears. But the internal foes we must always fear. We are rightly afraid of animal passion, anger, and the like. External fears cease of their own accord, when once we have conquered these traitors within the camp. All fears revolve round the body as the centre, and would therefore disappear, as soon as one got rid of attachment for the body. We thus find, that all fear is the baseless fabric of our own vision. Fear has no place in our hearts, when we have shaken off the attachment for wealth, for family and for the body.

External fears cease of their own accord, when once we have conquered these traitors within the camp. All fears revolve round the body as the centre, and would therefore disappear, as soon as one got rid of attachment for the body and death, of dispossession, of losing one’s nearest and dearest, of losing reputation or giving offence, and so on. One, who overcomes the fear of death, does not surmount all other fears, as is commonly but erroneously supposed. Some of us do not fear death, but flee from the minor ills of life. Some are ready to die themselves, but cannot bear their loved ones to be taken away from them. Some misers will put up with all this, will part even with their lives, but not their property; others will do any number of black deeds in order to uphold their supposed prestige. Some will swerve from the strait and narrow path, which lies clear before them, simply because they are afraid of incurring the world’s odium. The seeker after Truth must conquer all these fears. He should be ready to sacrifice his all in the quest of Truth, even as Harishchandra did. The story of Harishchandra may be only a parable; but every seeker will bear witness to its truth from his personal

‘Enjoy the things of the earth by renouncing them’ is a noble percept. Wealth, family and body will be there, just the same; we have only to change our attitude towards them. All these are not ours, but God’s. Nothing whatever in this world is ours.’ Even we ourselves are His. Why, then, should we entertain any fears? The Upanishad therefore directs us ‘to give up attachment for things, while we enjoy them’. That is to say, we must be interested in them, not as proprietors, but as only trustees. He, on whose behalf we hold them, will give us the strength and the weapons requisite for defending them against all usurpers. When we thus cease to be masters and reduce ourselves to the rank of servants, humbler than the very dust under our feet, all fears will roll away like mists; we shall attain ineffable peace, and see Satyanarayana (the God of Truth) face to face. Selected Writings of MAHATMA GANDHI www.mkgandhi.org Page 43

November 1-15, 2015 / Corporate Citizen / 55

Bollywood Biz

Bollywood’s Business Savvy Club Bollywood stars are more than just eye-candy. They are astute businessmen in their own right, who know how to best capitalise on their brand value. From designer lines, entertainment theme parks, all the way to lifestyle gyms, these celebs have their fingers in every possible pie. Corporate Citizen brings you the diverse business ventures of the who’s who of Tinsel town. By Neeraj Varty

Shah Rukh Khan

There is perhaps no better businessman in Bollywood than the King Khan. SRK is not only one of the most sought out actors in Bollywood, he is probably the actor with the most diverse business portfolio. SRK owns a production house called Red Chillies Entertainment, which is one of the leading production houses in the country. He also owns a visual effects (VFX) studio under the Red Chillies banner. He has a controlling 55 percent stake in the IPL team Kolkata Knight Riders, which in itself is worth $46 million. He also has a 26 percent stake in the Indian arm of Latin America based Kidzania, an international chain of family entertainment centres. Apart from these ventures, SRK also owns a large amount of real estate all around the world, which he leases as a form of additional income. The best part about the Baadshah Khan is that he isn’t just a passive investor. He is known to have taken very active interest in all his business ventures to ensure that they are as big a blockbuster as his movies. 56 / Corporate Citizen / November 1-15, 2015

Arjun Rampal

Apart from being a model and actor, Arjun Rampal also owns a swanky bar-cum-lounge LAP. Designed by none other than the first lady of Bollywood Gauri Khan, the restaurant stretches across 17,000 sq ft space, divided into two sections — a “members only” lounge and an alfresco dining area of 10,500 sq ft. Rampal, who takes his music seriously, has six resident DJs and plans to use the restaurant to showcase young music talent. Membership to the lounge area is exclusive and by invitation only. In addition to the lounge, Arjun also runs an event management company called Chasing Ganesha.

Sunil Shetty

Sunil Shetty’s golden streak on the silver screen may be a thing of the past, but he is in no mood to retire. Being a fitness freak himself, Sunil runs a number of gyms across India. He also owns a production house by the name of Popcorn Entertainment, which has produced films like Khel, Rakht, BhagamBhag, Mission Istanbul, EMI and Loot. Sunil is the owner of Mischief, a series of boutiques spread across Mumbai. He has even ventured into designing and development of luxury real estate projects through his venture S2 Reality. If this wasn’t all, he owns a few upscale restaurants in Mumbai, which are frequented by the who’s who of the maximum city.

John Abraham

Hrithik Roshan

Hrithik Roshan embodies fitness. Which is why, it comes as no surprise that he started his own line of casual wear, HRx, which focuses on fitness and fashion. HR are the initials of his name and the X stands for extreme. The brand was launched in an exclusive partnership with Myntra. com, which manufactures the merchandise and sells it through its online store. The line is doing so well, that Hrithik plans to set up exclusive offline retail outlets in the future. HRx is set to clock sales of `100 crore by 2016. He is also the co-owner of the FC Pune City along with Wadhawan Group and ACF Fiorentina with a total stake of `21 crore

John Abraham has been Bollywood’s resident hunk for over a decade now. John is way more than a pretty face, though. He is an MBA graduate with a knack for business. He owns a production house called JA Entertainment, which produced the hit film Vicky Donor. A known fitness enthusiast, he is all set to gang up with British boxing legend David Haye to open up a fitness franchise that will focus on the art of boxing. John Abraham also has a business partnership with American Real estate Moghul and Presidential candidate Donald Trump, and he has invested in the uber-posh Trump Towers residential complexes Trump Towers, in Mumbai and Pune. Such is the business savvy of John Abraham, that he has received the Creative Entrepreneur of the Year title at the seventh edition of NDTV Profit’s Business Leadership Awards. neeraj.varty@corporatecitizen.com November 1-15, 2015 / Corporate Citizen / 57

Mobile Apps

These Apps are a ‘Lifesaver’

In today’s hectic lifestyle, it has become more important than ever to take care of your health. At a time when everyone is pressed for time, it becomes more and more difficult to take time out for one’s health. This is where Medical Apps come in. These apps enable you to stay fit, keep up-to-date on basic medical knowledge, book doctor’s appointments and also order prescription medicines online. By Neeraj Varty

discounts on MRP. 1mg was rated as one of the best apps in 2014 by none other than Apple, which speaks volumes about its quality.

WebMD

WebMD has become the go-to site for patients who desire answers for their health questions, in a format that is easily understandable. The app is broken down into two major sections (Healthy Living, and Health Tools). In the Healthy living section, you can list your lifestyle goals: Balance Life, Lose Weight, Save Money, Reduce Stress, Stay Healthy, and Sleep Better, and the app tailor makes articles and pointers to help you achieve your goals. You can enter your height and weight and the app will keep track of how close you are to attaining your goals and whether a specific diet regime is working or needs a change. The more well-known portion of WebMD, the Health Tools, includes the famous Symptom Checker. They symptom tool helps you identify the disease from its symptoms, for example ‘shortness of breath’. It asks you further questions, and then based on your responses, narrows down the possible conditions for the malady. The symptom checker on WebMD is an award winning tool and delivers as accurate a diagnosis as is possible within the constraints of a mobile app.

1mg (Formerly HealthKartPlus) 1mg is a health app that tells you about your medicines, their substitutes and side effects. It also allows you to upload your prescription and order Allopathic medicines, Homeopathic pills, Cancer and other Specialty drugs. The app offers upto 15 percent

Practo

Practo is a ‘Health and Fitness’ app which can be used to search for doctors and clinics in your city and book appointments on the go. Practo has got a neat UI with many functions to fiddle with. Once you login, you will have 22 cities in India to search for doctors and clinics. Practo allows you to look for doctors in your area, including specialists, and book an appointment at a convenient time. The doctor’s charges are also listed, so it is easy to find a healthcare which suits your budget. The app allows users to leave reviews for clinics, so that you can decide on a doctor based on their approval ratings. Practo also has Google Map integration which maps out your route to the doctor’s office for a hassle free journey.

Medscape

Medscape was just recently released on the Android Market and has already become the number one downloaded medical app for the Android platform. The amount of free content provided by Medscape is absolutely mind numbing and seems to continuously grow with each update. 7,000+ drug references, 3,500+ disease clinical references, 2,500+ clinical images and procedure videos and more. Medscape is like a mini-textbook packed with protocols for various diseases — great for a quick reference and in case of emergencies when a doctor isn’t around. neeraj.varty@corporatecitizen.com

58 / Corporate Citizen / November 1-15, 2015

Claps & Slaps Corporate Citizen applauds the Indian Air Force who will soon induct women as fighter pilots

It’s not just the corporate world that is encouraging women to be part of the industry but other sectors too are coming forward in a big way. A big round of applause to the Indian Air Force (IAF) who are soon going to induct women as fighter pilots. Interestingly, that will make it the first of the three wings of the armed forces to put women in combat roles. “We have women pilots flying transport aircraft and helicopters. We are now planning to induct them into the fighter stream to meet the aspirations of young women in India,” said the Air Chief, Saidat Hindon, Air Force Station, on the IAF’s 83rd anniversary. “There are many of us in the forces who grew up watching MiGs, wished to fly these birds,” a woman flying officer in the transport branch said. “With this move, we might see that turn to reality.” The air force has about 1,500 women, of which 108 are pilots in the helicopter and transport units. If the decision goes through, India will join countries like Pakistan, Israel, United Arab Emirates, Canada, Denmark, Finland, France, Germany, Norway and Switzerland and United Kingdom, among others, who have women in active combat roles in their country’s air force. While Indian women have been serving in the forces since the early 1990s, they haven’t been allowed to have any combat roles. Defence Minister Manohar Parrikar has also previously expressed skepticism with recruiting women for combat operations in armed forces due to apprehensions about their safety. In May 2015, Parrikar said when asked about the matter, “No. Think of what can happen if a woman is taken as a prisoner in combat operation,” implying at possible atrocities they might suffer if held captive by enemy forces. It is yet to be seen if the move will have any impact on the other two armed forces. The Indian Navy does not permit women officers on its warships while in the Army women do not find a place in the combat arms. Conditions are different in the three services and it is unlikely that the other two services will quickly follow the example of the Air Force, experts said. A 2010 High Court verdict had granted women officers the right to permanent commissions but this has not been fully implemented. The IAF’s initiative is a significant victory for those fighting for equal rights for women in the armed forces.

Corporate Citizen slaps the non-sportive attitude of the spectators during the India-South Africa Second T20 at Barabati Stadium in Cuttack

It was indeed an embarrassing moment for Indians, when cricket fans in Cuttack threw water bottles, metallic objects and tiffin carriers on the players of the Indian cricket team. The cops too have been equally irresponsible by letting the spectators carry these objects inside the stadium. Crowd trouble forced two interruptions in play during the second T20I at the Barabati Stadium in Cuttack as India slid to a six-wicket defeat against South Africa. Play was held up for more than 50 minutes during South Africa’s chase after spectators, largely from one section of the stadium, began throwing plastic bottles onto the field. The first bottle-throwing incident came in the break between innings - India were bowled out for 92, their lowest T20 total at home - and did not interrupt play. The second came after 11 overs of South Africa’s chase and stopped play for 27 minutes. The players remained in the middle through the delay and play resumed at 10pm, with security personnel lining the boundaries. However, a third wave of bottle-throwing two overs later forced them off. Play resumed after a 24-minute hold-up once the police had cleared the section of the crowd causing the disruption. Most grounds in India do not allow bottles and other objects inside the stadium and those spectators, who do possess such items are asked to forfeit them at the security gates. However, the Odisha Cricket Association (OCA) allowed water bottles for the spectators due to the hot climate in Cuttack. The OCA secretary Ashirbad Behera, claimed that the spectators carried water bottles so that they can cope better with the sweltering heat and not have to climb down three storeys every time they had to drink water. ‘But some of them decided to misuse the bottles. No way will we think of providing comfort to the spectators in future. The episode also tells up to be extra-vigilant in future to avoid any such instances. We will take all the precautionary measures possible,” he added. Just because of few a individuals and such incidents, the reputation of the country suffers. Shame on them! November 1-15, 2015 / Corporate Citizen / 59

Health

WHO Guide on Safe Food

How to avoid illnesses caused by unsafe food and drink and what to do if you get diarrhoea Each day millions of people become ill and thousands die from a preventable foodborne disease The advice given here is important for every traveller, and of particular importance for high-risk groups i.e. infants and young children, pregnant women, elderly and immunocompromised individuals, including those with HIV/ AIDS; persons in these groups are particularly susceptible to foodborne diseases.

exposed at your destination, and the need for vaccinations or other preventive measures. Make sure you carry in your luggage Oral Rehydration Salts (ORS), and any other medicines you may require during your travel.

Remember: Prevention is better than cure The WHO Five Keys to Safer Food global message is adapted in this guide to specifically address the health concerns associated with travel.

Keep clean Wash your hands often and always before handling and consuming food. Dangerous microorganisms are widely found in soil, water, animals and people and can be carried on hands and transferred to food. While visiting food markets, be aware of this when touching raw food and in particular raw meat, and wash hands after handling these foods. These markets often include live animals which can transmit a number of diseases

Prevention of Foodborne Diseases: Five-point formula for afer food Before leaving home consult your physician for advice on the various diseases to which you may be

60 / Corporate Citizen / November 1-15, 2015

including avian influenza (“bird flu”). Therefore avoid handling or close contact with these animals.

food through direct contact. This may reintroduce disease-causing bacteria into safe, cooked food.

Raw and cooked food should be separated When frequenting street food vendors or buffets in hotels and restaurants, make sure that cooked food is not in contact with raw food that could contaminate it. Avoid any uncooked food, apart from fruits and vegetables that can be peeled or shelled. Dishes containing raw or undercooked eggs, such as homemade mayonnaise, some sauces and some desserts (e.g. mousse) may be dangerous. Raw food can contain dangerous microorganisms which could contaminate cooked

Food should be cooked thoroughly In general, make sure your food has been thoroughly cooked and remains steaming hot. In particular, avoid raw seafood, poultry meat that is still red or where the juices are pink, and minced meat/burgers that are still rare because they contain harmful bacteria throughout. Dangerous microorganisms are killed by proper cooking which is one of the most effective ways to make food safe. However, it is critical that all parts of the food be thoroughly cooked, i.e. reaching 70°C in all parts.

When frequenting street food vendors or buffets in hotels and restaurants, make sure that cooked food is not in contact with raw food that could contaminate it. Avoid any uncooked food, apart from fruits and vegetables that can be peeled or shelled. Dishes containing raw or undercooked eggs, such as homemade mayonnaise, some sauces and some desserts (e.g. mousse) may be dangerous. Raw food can contain dangerous microorganisms which could contaminate cooked food through direct contact. This may reintroduce disease-causing bacteria into safe, cooked food

What to do if you get diarrhoea? Most diarrhoeal attacks are self-limited and clear up in a few days. Diarrhoea may be accompanied by nausea, vomiting and/or fever. The important thing is to avoid becoming dehydrated. Ensure that you always drink sufficient amounts of fluids, particularly when travelling in a hot climate. This is extremely important for children. If the child is restless or irritable, or shows signs of strong thirst, or has sunken eyes, or dry skin with reduced elasticity, dehydration is already progressing and immediate medical attention should be sought. Should bowel movements be very frequent, very watery or contain blood, or last beyond 3 days you should seek medical help. Where there is no medical help available a complete 3-day course of ciprofloxacin* (500 mg twice a day for adults, 15mg/kg twice a day for children) can be taken. As soon as diarrhoea starts, drink more fluids, such as oral rehydration formula, boiled, treated or bottled water, weak tea, soups or other safe fluids. Avoid any drinks that tend to remove more water from the body, including coffee, overly sweetened drinks, some medicinal teas and alcohol. Age group Amount of fluids or ORS** to drink Children less than 2 years Up to ½ cup after each loose stool Children 2-10 years Up to 1 cup after each loose stool Older children and adults Unlimited amount Contrary to common belief, medicines which reduce bowel movements are not recommended. In children, these preparations should never be used as they may cause intestinal obstruction. * generic name - can be sold under other names ** If ORS are not available, mix 6 teaspoons of sugar plus one level teaspoon of salt in one litre of safe water (“taste of tears”) and drink as indicated in the table

Food should be kept at safe temperatures Cooked food held at room temperature for several hours constitutes another major risk for foodborne illness. Avoid these foods at buffets, markets, restaurants and street vendors if they are not kept hot or refrigerated/on ice. Microorganisms can multiply very quickly if food is stored at room temperature. By holding food refrigerated or on ice (at temperatures below 5°C) or piping hot (above 60°C) the growth of microorganisms is slowed down or stopped.

if eaten raw. Avoid those with damaged skin because toxic chemicals can be formed in damaged and mouldy foods. Green-leafed vegetables (e.g. green salads) can contain dangerous microorganisms which are difficult to remove. If in doubt about the hygienic conditions of such vegetables, avoid them. If available, bottled water is the safer choice for drinking water but always check the seal to ensure it has not been tampered with. When the safety of drinking water is doubtful, bring it to a vigorous boil. If boiling is not possible, micropore filtering and use of disinfectant agents such as iodine tablets should be considered. Beverages which are either bottled or otherwise packaged are usually safe to drink. (Courtesy: http://www.who.int/ foodsafety/publications/consumer/ en/travellers) CC

tadka

Choose safe water and food Ice cream, drinking water, ice cubes and raw milk can easily be contaminated with dangerous microorganisms or chemicals if they are made from contaminated ingredients. If in doubt avoid them. Peel all fruits and vegetables

Unique blend of culture!

India has a Chinese Kali Temple, yes you heard it right, which has a unique tradition. In this temple, the bhog served consists of noodles and chopsuey. The temple is situated in Kolkata’s own Chinatown, Tangra.

November 1-15, 2015 / Corporate Citizen / 61

Beyond the Bottomline

Spoiling for success

Each of us carry within us shades of a dreamer, realist and spoiler. The dreamer has big ideas and feels and hopes everything will succeed. By Suchismita Pai

o, you have come up with the best business idea since sliced bread. But you have also seen very good ideas bite the dust and are aware that only 33 percent of all ideas meet with any degree of success. So how do you gauge your chance for success? Even before your idea leaves the drawing board and you invest any time or money into it, what can you do to ensure that you are among the 33 percent? While nothing can guarantee you success, there are some simple ways that you can use to test out and to trim down your ideas. Each of us carry within us shades of a dreamer, realist and spoiler. The dreamer has big ideas and feels and hopes everything will succeed. The realist has his feet firmly on the ground and is often the one who puts together the actual people, numbers and gives the idea a more concrete shape. The spoiler is the one who shoots holes through the idea till it is threadbare and see if it still stands. Not everyone possesses all these alter egos in equal measure. This is often the reason why businesses fail. The idea, largely credited to Walt Disney, the creator of some of the most popular and successful films and entertainment franchises,

Often teams try to wear all three hats at the same time and miss the details. By compartmentalising these stages, the best ideas would emerge but one must go into action only if they stand the test of the fiercest critics and spoilers is that you keep all stages of your development separate. As a dreamer, the sky is your limit and you can come up with any and every idea. You need not put the brakes on your imagination. You let it soar. For Instance, your idea could be to provide joyrides to the moon. Once you have all the ideas, you (and your team) don the realist hat and examine the same ideas. This will give you the ‘how’ of the idea. While you still cannot reject the ideas, you can put numbers, time limits and other parameters that would enable you to turn the idea from paper to reality. The idea of the joyride to the moon would be worked out and everything from the cost of fuel to the safety equipment to the time taken for each round trip would be listed out. The third and last step before you took in all the specific business considerations would be to run it in spoiler or critic mode. In this phase, you would try and examine each detail and find flaws in it to decide whether it was a viable idea or not. The

62 / Corporate Citizen / November 1-15, 2015

cost of the moon rides, the number of people who could afford it, whether the environment could stand it and many such shots would be fired at the idea of joyrides to the moon, at the end of which if the idea survived, it would be deemed worth a try. Often teams try to wear all three hats at the same time and miss the details. By compartmentalising these stages, the best ideas would emerge but go into action only if they stood the test of the fiercest critics and spoilers. Spoilers, in effect, would weed out any ideas that might be destined to fail. While there are no guarantees in business or in life, having spoilers mitigates the risk. Who would have thought that Mickey, a simple little mouse would be the enduring symbol of fun, cartoons and a huge business empire for almost a century? Like Walt Disney said, “We allow no geniuses around our Studio.” Just dreamers, realists and spoilers who add up to success. paisuchi@gmail.com

Featherlite

Corporate Twitterati Online Shopping Bonanza

There has never been a better time to be an online shopper than here and now. E-marketplaces are fighting tooth and nail for our patronage, and are offering unbelievable discounts on products, especially during Navratri. And it’s not all about the merchandise either. From e-commerce rivals trolling each other online to founders delivering products themselves, there is no shortage of drama. Corporate Citizen brings you some memorable tweets from this month’s mega online sales Sachin BansalVerified account@sachinbansal Doing deliveries today in Bangalore. Feeling excited.

Anupam Rao @Anupamrao Now this is innovative marketing!

Kaitlyn D’souza@kaitlyn_tweets Online shopping is the best because you get to come home to beautiful presents waiting on your doorstep. #purebliss Rohit Kumar @Rohit_rocks The big brands fight amongst themselves for our attention. Never felt this pampered ever!

Laugh Aloud Interview with a journalist A quote from an interview with the head of a growing company. Journalist asks: - So how many employees are working in your company? - Approximately half of them...

“So, Jimmy”, said Grandpa, as they stood on line at the local grocery store. “What did you learn in school today?” “To tell you the truth”, answered young Jimmy, “I’m not exactly sure”. “My teacher was going on and on about something called ethics, and I still don’t know what she was talking about!” Jimmy replied. “Ah, ethics” responded Grandpa, “very important indeed”. “Well, let’s say the cashier gives me back too much change, ethics would be whether I keep the change for myself, or if I give it back to Grandma!”

A young man asked an old rich man how he made his money. The old guy fingered his worsted wool vest and said, “Well, son, it was 1932. The depth of the Great Depression. I was down to my last nickel. “I invested that nickel in an apple. I spent the entire day polishing the apple and, at the end of the day, I sold the apple for ten cents. “The next morning, I invested those ten cents in two apples. I spent the entire day polishing them and sold them at 5:00 pm for 20 cents. I continued this system for a month, by the end of which I’d accumulated a fortune of $1.37.” “And that’s how you built an empire?” the boy asked. “Heavens, no!” the man replied. “Then my wife’s father died and left us two million dollars.”

A grocer put up a sign that read “Eggplants, 25¢ each — three for a dollar.” All day long, customers came in exclaiming: “Don’t be ridiculous! I should get four for a dollar!” Meekly the grocer capitulated and packaged four eggplants. The tailor next door had been watching these antics and finally asked the grocer, “Aren’t you going to fix the mistake on your sign?” “What mistake?” the grocer asked. “Before I put up that sign no one ever bought more than one eggplant.”

A man goes to his bank manager and says, “I’d like to start a small business. How do I go about it?” The bank manager leans back, clasps his hands together on his gut and replies, “Buy a big one and wait.”

A woman comes in for her interview with the human resources department of a large company and hands the executive her application. As the executive begins to scan her resume, he notices that she has been fired from every job she’s ever held. “I must say,” says the executive, “your work history is terrible. You’ve been fired from every job.” “Yes,” says the lady. “Well,” continues the executive, “there’s not much positive in that.” “Well, “ says the woman as she pokes the application. “At least I’m not a quitter!”

November 1-15, 2015 / Corporate Citizen / 63

astroturf Aries

Mar 21- April 20 Your attitude towards others can win many a hearts and this leads to a successful month ahead. Your spouse or partner will flourish this month. Your passions will be higher than usual. Excellent period to reinvent yourself and personally transform your own beliefs.

TAURUS

April 21 - May 20 You could experience a psychological shift. Need to take physical actions to achieve your outer goals. Emotional harmony should have been taken care off. Your health needs to be carefully monitored, nothing to be alarmed about. Give due importance to relaxation too. Finances look extremely promising. The month is excellent for paying down all your debts.

GEMINI

May 21 - June 21 Yout work has to be a priority. The time is very opportune and job seekers. Wake up and make all your dreams come true and vision a reality. Focus on your career. You love life does need some attention. Focus more on quality than quantity. Finances look good and earning power strong.

CANCER

Jun 22 - July 23 Social skills need to be honed. Time demands that you shift focus from yourself towards the needs of others. Good comes to you through others. Explore the fun side of you. Finances remains strong. Make the much-needed investments you could start small and end up big. A business partnership or joint venture can happen. Your spouse or partner will be equally supportive of your plans.

SAGITTARIUS

www.dollymangat.com

Fortune favours the bold and the lucky

Your attitude is your altitude, says Dolly Mangat, our renowned Astrological Expert and believes she helps people create their own prophecies rather than live predictions

LEO

July 24 - Aug 23 This is a healthy month for you emotionally and perhaps financially too. Finances remain excellent. Period to cultivate your social skills. Learn to be patient and compromise, for the moment.Love doing seeking pleasure. If you are of childbearing age this month the fertility rate is pretty high so take your chances. Job seekers can rejoice as opportunities do come seeking them. Avoid confrontations of any kind.

VIRGO

Aug 24 - Sept 23 Excessive enthusiasm could lead to carelessness on the physical plane. Enjoy but with careful. Control your temper, arguments. Money keeps pouring in. Your spouse or your partner will be equally comfortable in financial matters. Investing in dead or troubled industries can work for you as you do have the intelligence to turn things around. Foreign travel or trading could be beneficial for you as money pouring in from foreign sources is evident. You will be successful on a worldly level and happy career opportunities can be grabbed. Love remains status quo bitter and sweet.

64 / Corporate Citizen / November 1-15, 2015

LIBRA

Sept 24 - Oct 22 You will be magnetic in all that you do with elàn and finesse. Now is also the time to sow new seeds for the future harvest. A prosperous month is forecasted. Foreign resources can bring in prosperity or dealing with foreign companies can benefit your work. Health remains good though you must not ignore any niggling problems. Be careful and avoid any risk taking activities. So be mindful in all whatever you do.

SCORPIO

Oct 23 - Nov 22 Finances see an improved status. Though you still need to be prudent and take expert financial advice for managing your funds. Job seekers still have good aspects and plenty of opportunities seem coming your way. Networking is important and also honing your social skills. Health and energy remain wonderful. Personal power and independence will reach its peak. You could further enhance your health and energy levels by paying adequate attention tour lifestyle. Period to pamper yourself, and take initiatives to give yourself an overhaul and make over of personality. Happy career opportunities come your way.

Nov 23 - Dec 22 You need to look into your own needs and desires. Be as independent as you want in thought word and action. This the time for making ‘ Karma” creating circumstances that can benefit all. There will be no hectic schedules yet work keeps happening. You could expect financial windfalls.

CAPRICORN

Dec 23 - Jan 20 Your personal power and personal independence will get stronger. Its the period to look within and give vent to your own inner needs. There is no need to seek approval of others, people will go along what you desire. Children will be off great motivation to you and be actively involved in your career.

AQUARIUS

Jan 21 - Feb19 You will heave a sigh of relief as finances improve. Health needs more attention this month. However, there is nothing alarming. Love remains excellent all month. You could be attracted to people in power. D not mix business with pleasure, sooner or later it could backfire.

PISCES

Feb 20 - Mar 20 Health and energy will get better. Control your love passions and be more safe than sorry. Your social connections will help you in your career. You may have to over work but then the end result will be good. Power and prestige will be alluring factors. Stay away from risky activities. Address: 143, St Patrick’s Town, Gate# 3, Hadapsar IE, Pune-411 013. Tel.: 020-26872677 / 020-32905748 Email: connect@dollymanghat.com/ info.dollymanghat@gmail.com

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the last word

The Clarion Call Ganesh Natarajan

he recent reporting of a woman employee of a reputed firm taking legal cudgels against the firm have sent some shock waves through the Indian corporate sector. For all Indian corporates still stuck in the comfort zone of a previous male dominated era, this development needs to be yet one more clarion call that every executive and indeed the whole organisation must have a well-articulated and practiced policy of diversity and inclusion, or else be prepared to face the consequences. During the thirty years of my own career in the Indian corporate sector, I have seen a rapid evolution in attitudes to women and the acceptance of their increasing equality in the workplace. In my first job at Crompton Greaves, the roles for women were mainly in human resources or corporate functions or at best marketing or accounts while the line jobs were almost entirely held by men. My wife Uma has many amusing incidents to relate of the responses she received from colleagues, superiors and even dealers when she joined as a management trainee in regional sales and decided to make field visits in the early eighties. When I left Crompton to lead a start-up, both my direct subordinates heading sales and software development were young women and there were many mishaps including a large Mumbai company deciding not to award us the contract because they had no ladies’ rest room in the entire factory. I would credit my stint in NIIT and then as CEO of APTECH for my own attitudinal development and realization that women could perform any role with equal and

One of the biggest issues that we have had to address, has been that of mindsets - not just of men but also women

sometimes greater aplomb as their male counterparts. At Zensar Technologies, we had the same problem fifteen years ago that most companies with the exception of banking and advertising have even today. There was a large percentage of women at entry level particularly from engineering and management schools but the percentage tapered off as young women got married into male-oriented families and tapered off even further when they had children. As a management team, we decided to take proactive steps to address and redress this issue. A “Women for Excellence” initiative with frequent interventions by senior management and successful women executives from outside the company started giving our women the confidence that the company was conscious of the pulls they faced and women friendly policies included “work from home “ and extended maternity leaves made it feasible for women to hold their jobs for longer periods of time without dropping out of the work place. The surest endorsement of a dozen or more years of

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assiduous effort is the fact that from just having one Finance VP as a woman, today there are eleven women in senior management, including one at the senior most level and the other ten leading functions from marketing to major account management to quality to organisation excellence to many key delivery units in multiple global geographies. One of the biggest issues we have had to address over the years is not just the policies and practices in the organisation and the creation of day care facilities on the company’s campus which has greatly helped young mothers working on critical assignments. The biggest issue has been that of mindsets, not just of men but also women. Managers from smaller towns in India who have been brought up in patriarchal environments find it different to have a boss or colleague who is an aggressive woman particularly if they have a well-educated home maker as a spouse. And women, subject to occasional barbs from inlaws, tend to give up a flourishing career to get their child that additional mark in school or smile

at home. Over the years, we have seen some hard positions soften and many attitudes change, a fact that gives me most satisfaction when I look at the institution building years of Zensar. Diversity and Inclusion of course goes well beyond the gender agenda though in our country, that tends to be the most important. The fearless employment and equal opportunities given to every individual, irrespective of colour, caste and community is the hallmark of great organisations. At Zensar, our ability to train and integrate over a hundred young black Africans from the townships near Johannesburg and see them flourish as software professionals as well as budding Bollywood dancers is a matter of great pride. And even here it is important to work deep to bring out and address the fears that lurk beneath the surface and make every associate in the organisation see the practices of equality and the possibility of reaching the top purely on merit. We are all citizens of a country which has an undeniably great future and we must focus on building inclusiveness in the way we grow as a civilization. With all the furore created by the recent Dadri incident and the frequent rapes and other incidents that demonstrate a patronizing or even predatory attitude towards weaker members of our country, thinking members of society are experiencing all too frequent tremors that shake our confidence. We need to work together to build companies and a society we can all be proud of. Ganesh Natarajan is Vice Chairman & CEO of Zensar Technologies and Chairman of NASSCOM Foundation and Pune City Connect

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