V 2, 12th issue all pages for website

Cradle of Leadership An exclusive with ViceChancellor, Jamia Millia Islamia University, Prof.

Talat Ahmad Volume 2, Issue No. 12 / Pages 68 / www.corporatecitizen.in

She’s a role model for women - Jayalalithaa on Hillary

H

on’ble Chief Minister of Tamil Nadu, Jayalalithaa has written this letter recently to Hillary Rodham Clinton, Former Secretary of State of the United States of America, New York, USA: “Kindly accept my heartiest congratulations on clinching the nomination as the Democratic Party’s candidate for the election of the President of the United States of America.

It is a matter of immense pride and satisfaction for all the women in the world and in particular, women in democratic electoral politics that you have become the first woman to be a candidate of one of the two major political parties in the United States for the Presidency.

In creating history, you have given voice and hope to the cause of women empowerment across the world.

I have fond memories of your visit to Chennai on July 20, 2011, as Secretary of State, and our warm and cordial interaction on the occasion on a range of issues of mutual interest.

My best wishes are with you for the further stages of the campaign and for the Presidential Election in November this year.

I have no doubt that as your political career peaks, you will continue to be a role model for women across the world.”

August 16-31, 2016 / `50

2 / Corporate Citizen / August 16-31, 2016

Soldiers’ sweet nothings

The NEVER SAY DIE attitude Feel proud by reading them

"Either I will come back after hoisting the tricolour, or I will come back wrapped in it, but I will be back for sure.”

“May God have mercy on our enemies, because we won’t.”

of each soldier who died protecting it.”

“What is a lifetime adventure for you is a daily routine for us.”

Ladakh Leh highway sign board...

“If death strikes, before I prove my blood, I swear I’ll kill death.”

Capt. Manoj Kumar Pandey, Param Veer Chakra 1/11 Gorkha Rifles

“To find us, you must be good, to catch us you must be fast, but to beat us…you must be kidding.”

“It is God’s duty to forgive the terrorists, but it’s our duty to convene a meeting between the two.”

Officers Training Academy, Chennai

Capt. Vikram Batra, Param Veer Chakra

Indian Army

Indian Army

Indian Army

“We live by chance, we love by choice, we kill by profession.”

“Our flag does not fly because the wind moves it, it flies with the last breath

Indian Army

Indian Army

“If a man says he’s not afraid of dying, he’s either lying, or he’s a Gorkha.”

Field Marshal Sam Manekshaw

“I regret I have but one life to give for my country.”

Officer Prem Ramchandani

August 16-31, 2016 / Corporate Citizen / 3

Guest Editorial Dilip Mohapatra

VALUE-CENTRIC CORPORATE CITIZENSHIP

I

t is being increasingly realised that good corporate citizenship is anchored to the values in the business entity. In this perspective it may be worthwhile to reflect upon this introductory sentence and appreciate what exactly is good corporate citizenship and what do values mean in this context. When one looks for various growth drivers which fuel organisations to mature, diversify and expand, one perhaps would discover that at the root of it all, lies the seed of organisational vision and values that gives the organisation continuous sustenance to survive and succeed through time.

Corporate citizenship

In recent times, there is a growing recognition of corporate citizenship that goes beyond the boundaries of legal compliance, public relations and philanthropy which are seen intrinsically embedded in corporate governance, strategy, risk management as well as reputation and brand management. Value-driven performance and codes of conduct which are aimed at protecting corporate values and creating new values are gaining sharper focus.

In effect, the spotlight reveals that corporate citizenship is essentially about wealth creation and value creation within a clearly-defined ethics and value framework through:  The company’s core business operationsin the boardroom, in the workplace, in the market place and along the supply chain  It's community investment and discharge of social responsibilities  It's engagement in public policy dialogues, advocacy and institution building

Value creation and values

Let me distinguish between value creation and values per se to start with. Value creation is the primary aim of the business entity. Value creation—for the customers through timely delivery of quality products and services; for stakeholders through increasing stock prices and better return on investments; and also value creation for the employees through better 4 / Corporate Citizen / August 16-31, 2016

remunerations, growth opportunities and welfare, etc. is easily understood and once the drivers and sources are identified, managers and leaders focus capital, talent on the most profitable opportunities which maximise returns and provide for growth. There are quite a few other factors that fuel value creation which include technology, innovation, intellectual property, alliances, employee relations, customer relations, community relations, etc.

Corporate values, on the other hand, drive and create all the values mentioned above.

Though people try to envisage corporate values in many forms, they simply are the ‘operating system’ of the organisation. Corporate values create stakeholder values and are the bedrock of growth and progress towards building the great organisations of the future. If one would visit the home page of any company along with the Vision, Mission statements, one would see a list of the company’s espoused values. For example, Suzlon Energy Ltd, where I had a stint in a senior leadership position had the following organisational values: Agility, Creativity, Adding Value, Committed and Integrity.

In fact every company articulates its list of values and spells it out as words like, Honesty, Boldness, Trust, Freedom, Team spirit, Modesty, Fun (Cap gemini) or as espoused by Oracle: Integrity, Mutual Respect, Teamwork, Communication, Innovation, Customer Satisfaction, Quality, Fairness, Compliance and Ethics.

Reinforcement of employee understanding and appreciation of corporate values is best achieved when companies hold employees across all levels accountable for practising the espoused values. The most popular tactic used to promote accountability is to link employees’ performance appraisals to their demonstrated behaviour reflecting corporate values. Nokia is one of the pioneers in embedding its values directly into the company’s performance management system.

Articulation and embedding the values into each pore and follicle of the organisation is important. But more important is to ensure its sustainability. Constant reinforcement through several ways as cited above is necessary for the values to remain alive and ticking.

Companies display these values prominently at common places like corridors, meeting rooms, lounges, dining halls in posters, some use digital displays as screen savers, and also conduct training programme for aligning the employees with these values. But more often than not I have been disappointed to see employees not even recalling the values, leave alone practising the same. We wanted to tackle

the same at Suzlon through a different stepwise approach and after rigorous campaigning and following up achieved some success. The approach is given below.

Instilling the values: The 6-A approach

The process of total transformation can be seen through a step-wise realisation by taking a leaf from our ancient scriptures. Just as the ‘being’ transcends itself to finally merge with the ‘supreme being’ through the six steps of spiritual realisation, i.e., Salokya, Samiipya, Sayujya, Sarupya, Sarshthi and Kaevalya, the framework envisages the six stages of realisation for instilling values within the organisation, namely:  Articulation  Awareness  Appreciation  Adoption  Adaptation, and  Actualisation Salokya refers to the first discovery by the ‘seeker’ that the ‘sought’ is there somewhere at close reach. This is the first stage when the desire to move up the path of realisation is born. In

context of their roles in the organization and the values get translated into demonstrable behaviour and actions.

Sarupya and Sarshthi denote the phases of adoption and adaptation. In the spiritual sense, the seeker sees the sought in multiple directions and dimensions and then tries to imbibe the infinity into the finite, the soul into the body and attain ‘oneness’. In the organisational context, the values are embraced, practiced and demonstrated in all activities and behaviour.

The process is that of complete absorption and internalisation. That is when the state of actualisation is imminent. One starts operating from the affective domain.

The last stage of supreme spiritual realisation, Kaevalya takes one beyond the confines of any conceivable domain and the seeker feels that he/she has been totally accepted by the sought—and when infinity seeks the finite - and the sought seeks the seeker! That is when the individual becomes the source from where values originate and radiate across the cosmos.

Conclusion

Values give a sustainable competitive edge to

In recent times there is a growing recognition of corporate citizenship, that goes beyond the boundaries of legal compliance, public relations and philanthropy which are seen intrinsically embedded in corporate governance, strategy, risk management as well as reputation and brand management. Value-driven performance and codes of conduct which are aimed at protecting corporate values and creating new values are gaining sharper focus organisational context this refers to articulation and definition of the espoused values, the first discovery of the inherent values that are intrinsic to the organisational beliefs and the vision.

Samiipya, which translates into the word ‘proximity’, depicts closeness between the seeker and the sought, while Sayujya signifies intimacy, where sense of hearing, sight and touch prevail.

The operating domains are cognitive and reflective. This is the phase when individuals are made aware of the values in definitive terms and they are able to recall them. This would lead to appreciating their true meaning in the

organisations to survive in the present and propel them to become great organisations of the future. Dis-values disintegrate and destroy.

While racing ahead to become good to great, organisations must recognise that these races are open-ended. They have starting lines but no finish line.

Organisations of the future, which are valuebased, chase horizons and become the best corporate citizens to be emulated by others.

(Commodore Dilip Mohapatra, VSM Executive Coach, Think Talent Services Chief Mentor & Strategic Advisor, KIIT University Former Director, Tata Management Training Centre)

August 16-31, 2016 / Corporate Citizen / 5

Contents 30

Cover story

Dynamic Duo 36

TOP OF THE WORLD

Read how Hillary’s positive energy and powerful will and Bill’s total commitment and belief in her have beautifully synergised their marriage and profession

9 COLLYWOOD

Chatpata Chatter from the Corporate World 13 MANAGE MONEY

Dr Anil Lamba on Leverage Analysis 14 WAX ELOQUENT Who said what and why 16 NHRD Delhi Chapter Manoj Kohli, Executive Chairman of SB Cleantech speaks on Embracing change in the corporate world 6 / Corporate Citizen / August 16-31, 2016

Volume 2 Issue No. 12 August 16-31, 2016 www.corporatecitizen.in

20 The Tax Man Cometh – 18 Curiosity opens up new paths

by S K JHA, (IRS (retd) and former Chief Commissioner of Income-Tax)

14

22

22 Cradle of Leadership An exclusive with ViceChancellor, Jamia Millia Islamia University, Prof. Talat Ahmad 29 CC Classroom GST now a reality 40 STARTUPS An in-depth interview with Amarpreet Kalkat, co-founder of Frrole, a global social intelligence company

16

44 CII CASE STUDY CII – Western Region 2nd EdgeFarm - HR Case Study Writing Competition

20

29

50 SURVEY An insight into Digital India Report Card 54 STAR CAMPUS PLACEMENT Bhagyashree Kanhere on her first break 56 LOVED AND MARRIED TOO Khushboo Gupta and Kunal Shah on love and commitment 58 BOLLYWOOD BIZ The best Presidential movies

40

56

August 16-31, 2016 / Corporate Citizen / 7

60

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

62

Writers Delhi Bureau Pradeep Mathur / Sharmila Chand Bengaluru Bureau Sangeeta Ghosh Dastidar Pune Bureau Suchismita Pai / Kalyani Sardesai / Namrata Gulati Sapra VP - Marketing & Sales M. Paul Anderson +919444405212

60 HEALTH 17 Foods and Drinks That Are Surprisingly High in Sugar

54

Circulation Officer Jaywant Patil +91 9923202560

62 PEARLS OF WISDOM Get Anger and Sadness on the same page by Osho 66 Last Word The contradictions of love and hate by Dr Ganesh Natarajan, Chairman, 5F World, Pune City Connect and Social Venture Partners, Pune

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 Shantanu Relekar

58

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 / August 16-31, 2016

On Cover Page Hillary and Bill Clinton Cover page pic sourced from Kennerly.com Photographers Yusuf Khan, Ahmed Shaikh Website / Online Subscription www.corporatecitizen.in For Advertising, Marketing & Subscription queries Email: circulations@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

collywood

People in the news

Takano out, Winham at helm of Ricoh India

VVIP security cover for Nita Ambani

Nita Ambani gets Y-category security after her husband Mukesh Ambani, the Reliance Industries Limited Chairman was accorded a Z-category security a few years ago. The government has now granted security cover of armed CRPF commandos to his wife Nita. Ten armed men would be travelling with her every time she is mobile, officials said. They said a threat assessment report prepared by central security agencies reported the requirement of a special security cover for her after which the Union Home Ministry sanctioned the protection.

As her husband was already a CRPF protectee, the new responsibility was entrusted to the country’s largest paramilitary as ‘logistical arrangements’ would be easy to do, it is said. “The security cover will be fully paid for, like in the case of her husband. A team of about 10 CRPF commandos with an escort vehicle will secure the new protectee,” they added. The business tycoon couple are possibly the only private corporate entity to be accorded government VVIP security cover after the Union Home Ministry had first approved the facility for the country’s richest business leader (Mukesh Ambani) in 2013. It was then reasoned that Mukesh Ambani was under potential threat and private security guards could not perform the task of securing him as they were not allowed to carry weapons of higher calibre and sophistication. Mukesh Ambani has a pilot and escort vehicle with commandos armed with sophisticated weapons who give him proximate security every time he moves in Mumbai, where he is based, or any other part of country. The ‘Y’ category is the second highest VVIP security cover after the ‘Z’ bracket which has about 40 commandos for the protectee.

The bad patch of Ricoh India has claimed another high-profile casualty, and this time it is its chairman Tetsuya Takano who resigned recently. Ricoh India said in a statement that its Japanese parent Ricoh Co. Ltd would infuse `1,123 crore into the Indian subsidiary—a much-needed recapitalisation in the wake of the fraud— essentially a falsifying of numbers including revenue.

“Mr Tetsuya Takano has resigned as director/ chairman of the company with effect from July 25, 2016.

The Board of Directors of the Company has accepted his resignation with immediate effect,” the company said in its statement and added that Ian Peter Winham would be chairman of the company with effect from 25 July 2016. In April, soon after the fraud came to light, Ricoh India’s chief executive and managing director, Manoj Kumar resigned after he was asked to go on leave along with chief financial officer (CFO) Arvind Singhal and senior vice president and chief operating officer (COO) Anil Saini, by the board of directors.

August 16-31, 2016 / Corporate Citizen / 9

collywood Sikka gives Ritika more power in Infosys reshuffle

Failing to meet the target in the last three months, Infosys CEO Vishal Sikka has pulled up the people concerned and decided to reshuffle his team to focus on the target. In a letter to the employees, Sikka expressed his disappointment on the less-than-par performance. “I am disappointed.

Disappointed that our revenue performance was not what we could have delivered, but even more so, that this overshadowed the many strong strides we made on executing our strategy,” wrote Vishal Sikka. This move saw Sikka giving more responsibility to Ritika Suri to lead the team for large deals. Suri heads the $500 million innovation fund now. Deepak Padaki will be leading mergers and acquisitions and Sudhir Jha who has joined Infosys from Google will help with product management and product marketing for the artificial intelligence platform Mana. The IT major had reported a consolidated net profit of `3,436 crore in the first quarter of 201617 fiscal against `3,597 crore in the quarter ended in March. The company has lowered its full-year growth projection to 10.5-12 percent, from the earlier forecast of 11.5-13.5 percent.

Padmasree Warrior in Zendrive saddle An industry heavyweight, Padmasree Warrior, the U.S. CEO of Chinese electric car startup NextEV, has joined Zendrive’s three-person board. Warrior joined NextEV from Cisco last year, where she was its chief technology and strategy officer, and before that she was the CTO at Motorola. Zendrive was founded by former Googlers Jonathan Matus and Pankaj Risbood and has investment from Sherpa Capital, BMW and Max Levchin. Warrior already serves on the boards of Box, Microsoft, Cornell and Gap Inc., and was recently tapped to be an adviser to Sherpa Capital. “She combines a really interesting set of backgrounds and expertise that are really rare,” said Matus. “She’s one of the best people on the planet to think about mobile, she also understands enterprise businesses through her involvement in the board of Microsoft and Box

and Cisco and she’s really attuned to building cutting-edge technology.” As the head of a transportation company, Warrior is particularly well-positioned to help advise Zendrive. For now, Warrior said she’ll just be lending her expertise, but given the direction the two companies are taking there’s room to work together down the road. While NextEV is attempting to take on Tesla, Zendrive wants to make roads safer by using sensor technology already built into phones, like accelerometers, gyroscopes and GPS—to capture and analyse driving data and then use that data to coach people into becoming better drivers. For now, the company is looking into working with commercial fleets and insurance companies but eventually much of that driving data can be used to inform self-driving technology.

After Deveshwar, Puri at ITC Sanjiv Puri ended the long-standing speculation about who would succeed the longest serving chairman, Yogesh Chander Deveshwar, as the cigarettes-to-hotels major ITC appointed him as the chief operating officer (COO). A company release stated that the board of directors redesignated whole-time director Puri as COO with immediate effect, in a meeting held recently. Puri’s elevation is not a surprise, he was moving closer to the top job for a while. In 2014, Puri, 53, was made president of the fast-moving consumer goods (FMCG) business, a position carved out for him that first set off speculation he was being groomed for a bigger role.

Last December, he was elevated to the board. When Deveshwar assumes a non-executive role next year, Puri is likely to step into his shoes as chief executive officer. The board decision to redesignate Puri as COO came on the day Deveshwar addressed the company’s AGM capacity as chairman and CEO for the last time.

10 / Corporate Citizen / August 16-31, 2016

Capt. Bhasin ED of AI Eastern Region Eastern Region Air India gets a new Executive Director as Capt.

Rohit Bhasin takes charge. A distinguished pilot with a rich experience of corporate administration, Bhasin had joined Air India in 1986 as a promising pilot. He takes charge from A Rane, who served as ED, Eastern Region for the last two years. Bhasin has been one of the youngest pilots to train in and operate the Boeing 747 and regularly commanded VVIP flights. He was one of the first commanders of the ultra-longhaul Boeing 777 aircraft and among the first to commandeer Boeing 787 Dreamliners.

Bhasin has operated almost all wide-bodied aircraft the national carrier has been flying over the last three decades and has held responsible positions as GM (Operations) in the Western Region, Eastern Region and at the Headquarters before taking over his current responsibility. Bhasin hails from a family of pilots, with his father Capt. Jaidev Bhasin having worked as one of the longest-serving pilots in the erstwhile Indian Airlines. His wife Capt. Nivedita Bhasin is also one of the most senior and accomplished pilots with Air India. Keeping up the family tradition, Bhasin’s children are also professional pilots.

Modelactor emerges pageant champion

Standing among 46 contestants and emerging on top, is what Indian television actor Rohit Khandelwal did. At the end he was on top with the gold medal as the first Asian model to win the coveted Mr World title at a function held at the Southport Theatre recently. Puerto Rico Fernando Álvarez and Mexico Aldo Esparza Ramírez finished behind the champion in that order. A ground staff with SpiceJet, Khandelwal acted in a few Indian television series, popular among them being Yeh Hai Aashiqui. A member of MTV India’s Big F, Khandelwal, who underwent rigorous physical training to shape up for the contest, was thrilled with the achievement.

“I feel so privileged and humbled to be Mr World 2016. I would like to thank all my fans and all the people who have been giving me all their blessings.

It is only your love and support that has been my

inspiration to win Mr World 2016. It has been an amazing journey to this point, and I cannot wait to see what happens next,” he said. Throughout the pageant, Khandelwal kept his followers on Instagram posted with his latest photos and updates. Apart from winning the Mr World title, he also won the title of Mr Multimedia, which was one of the any sub-contests of the pageant.

So Long, Farewell

We hate to say goodbye...

Mahalakshmi Hariharan, our brilliant and hardworking Senior Business Writer of Corporate Citizen and our very beloved colleague, suddenly passed away, on August 6, 2016.

Mahalakshmi was a sincere and committed senior journalist who was passionately involved with Corporate Citizen. She was a quiet worker, a tenacious journalist and worked in true team spirit. She went beyond her call of duty and took keen interest in the production work of the magazine, as well. She was a sensitive, caring and a good-natured human being.

With a very heavy heart, we bid her adieu. May her soul rest in peace.

—Corporate Citizen Team

August 16-31, 2016 / Corporate Citizen / 11

collywood Ericsson ends Vestberg’s tenure as CEO, president Swedish mobile telecom gear maker Ericsson bid farewell to its long-serving CEO Vestberg, after a series of disappointing results.

Vestberg had come under fire in recent months from Swedish media questioning his leadership and pay, particularly after weak results resulted in a drop of 15 percent off the shares in one day.

Announcing this in a media briefing Ericsson chairman Leif Johansson said he was on a hunt for a replacement, which would consider both internal and external candidates, and could take many months. “If we can, we would like to find someone who has good technology background, and of course the more proven that person is in terms of leadership, the better,” said Johansson.

“Clearly the company doesn’t have a quick fix or back-up plan given the search for a new CEO is just starting, but the removal of the CEO we thought would be taken well by the market as a positive first step,” Neil Campling, Head of TMT Research for Northern Trust Capital Markets, said in a release. However, analysts are of the opinion that sharper cost cutting and acquisitions could help the firm better compete with rivals Nokia and Huawei in an industry trying to cope with weak demand. As opposed to the deep restructuring in the past years at rivals Nokia and Alcatel-Lucent which recently merged, Ericsson’s cost cuts have been gradual, with additional measures announced at the two past quarterly reports on top of a big cost-cutting programme in place since 2014.

Nazareth first ‘outsider’ CEO at Hiranandani

Jackbastian Nazareth has been appointed chief executive officer (CEO) of Hiranandani Communities, according to Niranjan Hiranandani, co-founder and managing director of the Mumbai-based Hiranandani Group.

Incidentally this is for the first time an outsider has been given this high post in the company, which has managed the entire real estate business through its own family members. Hiranandani Communities will develop large residential projects, offices, resorts and industrial townships across different cities. Nazareth, former chief development officer at Bengaluru-based realty firm Puravankara Projects Ltd, will be based out

of Mumbai and oversee various projects that will take off under the Hiranandani Communities brand. With Hiranandani Communities, there are now three clear and separate business lines run by brothers Niranjan and Surendra Hiranandani, the latter also co-founder and managing director of the Hiranandani Group. Niranjan will run Hiranandani Communities on his own with his team. Surendra Hiranandani and daughter Neha have been running the House of Hiranandani with projects in Chennai, Bengaluru and Hyder-

12 / Corporate Citizen / August 16-31, 2016

abad. Together, they continue to own and run their home-grown real estate business in Mumbai, under Hiranandani Developers Pvt Ltd, that include the large mixed-use developments in Powai and Thane, and projects in Chembur and Kandivali. “There was a need to create a separate entity as the growth potential is huge. Surendra and I continue to work together for projects under Hiranandani Constructions, with ownership distinction among the various businesses,” said Niranjan Hiranandani.

“With the kind of volume and scale we are looking at, it would be physically impossible for me to manage this, and we needed to bring in someone at the CEO level,” Hiranandani said.

Being loyal pays off at CaratLane Being loyal to the company one is serving, paid off, as CaratLane recognised two of its senior-most employees giving them the label as co-founders. Avnish Anand, senior VP, product and category, and Gurukeerthi G, senior VP, technology and fulfillment, are now recognised as co-founders of the omni-channel jeweller, along with Mithun Sacheti, founder and CEO of the company. Talking about the two, Sacheti said, “Avnish and Guru have stood by the vision of CaratLane, and helped it materialise with their strong commitment and exceptional talent. It gives me immense pleasure to have them join me to lead our future endeavours.” Anand who earned his master’s degree from IIM Lucknow, is the first employee of CaratLane, and has led the company to establish the online sales team. Gurukeerthi comes from IIM Bangalore and has been with CaratLane for the last five years and has contributed in shaping the company’s technology support.

“With Avnish and Guru as co-founders, I am confident that CaratLane’s vision to revolutionise jewellery wearing and jewellery buying in India is further inching closer to reality,” added Sacheti.

Compiled by Joe Williams joe78662@gmail.com

manage money Dr Anil Lamba

Leverage Analysis Leverage refers to an exponential impact on the bottom line due to a certain change in the top line.

In the last issue we saw how to calculate leverage multiples with the help of an example and arrived at the Operating Leverage 4, Financial Leverage 5 and the Combined Leverage of 20.

Leverage Analysis to gauge how risky an organization is

Let us now see how we can use Leverage Analysis to gauge how safe or

Now let us see what do these multiples indicate?

How does it help knowing that the Operating Leverage of this organization is 4, its Financial Leverage is 5, and its Combined Leverage is 20? The Operating Leverage multiple tells us how a change in Sales will impact the PBIT. The Financial Leverage indicates the impact of a change in PBIT on the PBT. And the Combined Leverage shows the impact of a change in Sales on the PBT. If we can call Sales the top line, PBIT the middle line, and PBT the bottom line, then: • Operating Leverage shows the number of times the middle line will be affected due to a change in the top line.

• Financial Leverage indicates the number of times the bottom line will be affected due to a change in the middle line.

• The Combined Leverage shows the number of times the bottom line will be affected due to a change in the top line.

In this case, Operating Leverage is 4. This means that if sales increase or decrease by 1 percent, the middle line will increase or decrease by 4 percent.

Here the Financial Leverage happens to be 5. This tells us that if the middle line changes by 1 percent, the bottom line will change by 5 percent.

The Combined Leverage in this case is 20. This means that if the top line changes by 1 percent, the bottom line will change by 20 percent.

Let us take the above profit statement again and see how we can use the leverage multiples to gauge profit.

In our example, Sales is 100, PBIT is 20 and PBT is 4. Now what will happen if Sales grow by 10 percent to 110? As the Operating Leverage is 4 the PBIT will increase by 40 percent. The existing PBIT is 20. 40 percent of 20 is 8. Therefore the new PBIT will be 28. The Financial Leverage is 5.

PBIT has increased by 40 percent. Therefore the PBT will increase by 5 times of 40 percent that is 200 percent. Existing PBT is 4. 200 percent of 4 is 8. The new PBT will accordingly be 12. This can also be calculated by applying the Combined Leverage. The Combined Leverage is 20. Sales has increased by 10 percent. The PBT will therefore increase by 20 times of 10 percent, which is 200 percent. The existing profit of 4 will grow by 200 percent to 12. Similarly PBIT and PBT can be calculated for any increase or decrease in Sales as shown here: This can easily be verified by completing the table according to the conventional method of calculating profit:

Sales Less VC C Less OFC PBIT Less Interest PBT

100 20 80 60 20 16 4

Sales increase by 10%

Sales increase by 50%

Sales increase by 100%

Sales decrease by 10%

110

150

200

90

28

60

100

12

12

44

84

(4)

Sales Less VC C Less OFC PBIT Less Interest PBT

100 20 80 60 20 16 4

Sales increase by 10%

Sales increase by 50%

Sales increase by 100%

Sales decrease by 10%

110 22 88 60 28 16 12

150 30 120 60 60 16 44

200 40 160 60 100 16 84

90 18 72 60 12 16 (4)

risky an organization is. Do you remember our discussion on Balance Sheets? We saw that all Balance Sheets have to be one of just three possible types. I would now like to tell you that if you take a P&L Account, reclassify the data as I’ve just explained, and calculate the operating and financial leverage multiples, you will discover that there are only four types of organizations. The first type is one in which both Operating and Financial Leverages are high. The second type would be one in which both Operating and Financial Leverages are low. Type three may have a high Operating Leverage and a low Financial Leverage. And the fourth type would have a low Operating Leverage but a high Financial Leverage.

A relevant question at this stage would be, “How does one define High Types of Organisation

I II III IV

Operating Leverage

H L H L

Financial Leverage

H L L H

and Low leverage?” These are relative terms and it may be difficult to put a precise number to what constitutes high. I can, however, tell you what would be considered low. A leverage of 1 is low. A leverage of 1 would mean that if the turnover increases by 100 percent, profit would also increase by 100 percent. Or, a 10 percent increase in sales would result in a 10 percent increase in profit. No leverage benefit at all. In my opinion a leverage of 3 is high. Consider the case of a business where the operating and financial leverage multiples are 3 in each case. This means that the combined leverage is 9. This would mean that a 10 percent increase in sales will result in a 90 percent increase in profit. Wonderful! However, a reduction of only 10 percent in turnover would bring about a 90 percent drop in profit. Almost the entire profit could get wiped out with a relatively small drop in sales. This could cripple the organization. In the next issue, I Dr Anil Lamba is a practising chartered accountant, financial literacy activist and an international corporate trainer. He is the author of the bestselling book ‘Romancing the Balance Sheet’. He can be contacted at anil@lamconschool.com August 16-31, 2016 / Corporate Citizen / 13

wax eloquent

Opportunity for localising

Take a look at what our corporate leaders have to say about recent trends and their experiences in business world Are PSBs ready for fintech?

“At the end of the day fintech is a revolution or an evolution and unless you get there you will find it very difficult to keep up. If you want to be a leader and to do it ahead of time, then you really must have the ability to spend. Also if you are small in size it will be difficult for you to scale up unless you have that kind of spend on technology and R&D.” Arundhati Bhattacharya, chairman, SBI

Courtesy: Financial Express

My family—are the people I trust

“One of the reasons we run a clean business is that I have my family to help me run it professionally. They are the people I trust, the people who share the same value system and passion as me. I never take this for granted.”

Wait, patience… must not rush

“Look at how quickly we grew. I started with two planes in Malaysia. But I did not have a 5/20 rule. I was not sued every day.

I did not have Naresh Goyal on my back. How long I have been in India?

Two years. How long has the government of India been around? You have been a country of a long time, right? Wait, patience. Must not rush.”

Tony Fernandes, CEO, AirAsia Group

Courtesy: http://economictimes. indiatimes.com/

Anita Dongre, fashion designer Courtesy: : http://www.vogue.in

India is different from the US

“India is different from the US, but almost everything that happens in the US, is happening in India. It just used to take longer a time, but now it seems to go to the East Coast and sometimes goes to Europe and then comes here. I didn’t think mobile could happen, but it happened, and things come here faster from Silicon Valley now. There is opportunity for localising.”

Bask Iyer, chief information

officer, VMware Courtesy: http://cio.

economictimes.indiatimes.com/

14 / Corporate Citizen / August 16-31, 2016

India, ultimate test for autonomous driving

“It is more challenging to have an autonomously driven vehicle here in India than in Europe or the U.S. But that is probably the ultimate test then to prove the technology. It is difficult for me to judge as we said before it is also a legal question…, which country would legally define a framework to make autonomous driving happen?”

Jan Brecht, chief information officer, Daimler Courtesy: http://www.thehindu.com/

Two sorts of entrepreneurs

“Regardless of whether there’s an impact in the consumers mind or a problem they can solve, as long as they show a growth plan on revenue, come what may, they get funded. The first sort believes there is a time to learn and a time to earn. The second type believes first I want to earn and in the process I may also learn.”

Bidisha Nagaraj, group president - marketing, Café Coffee Day Courtesy: Economic Times

Differentiation is created by the digital technology

“In the market of points of parity every automotive company is thriving on points of differentiation. This differentiation is created by the digital technology, to meet the demands of the potential consumers.”

Sanjay Gupta, senior director, NXP Semiconductors Courtesy: Financial Express

Big appetite for India

“When one makes an acquisition, you want to digest it before you look for others. But we are opportunistic and want to continue to grow and be significant in India.

The marketplace in India certainly affords an opportunity to us. We are not going to remain satisfied where we are in the current pecking order. In every market that we are in, we want to be significant, also want to be relevant and certainly want to be profitable.”

I am a buyer of India

We have the perfect trifecta

“India now has the best digital infrastructure for financial inclusion or financial universalisation and the fact that we have the Jan-Dhan, Aadhaar and Mobile (JAM) layer, we have an Indian stack that allows you to do paperless, presence-less and cashless transactions. The fact that India is going to go from being data poor to data rich, which allows lending to be based on data, will actually make it safer. We have the perfect trifecta because India is going to grow.”

Nandan Nilekani, former chairman, UIDAI

Courtesy: www.livemint.com

“I am a buyer (of India).

Economic prospects are very favourable. The government is working very hard to change laws so that India restructures itself to provide economic growth. India is not a developing country dependent on commodities almost uniquely.

In fact, it’s one of the countries which benefits when commodities get cheaper. That I think is a very positive sign.”

Jes Staley, CEO, Barclays Courtesy: http://economictimes. indiatimes.com/

Glenwyn Baptist, CEO, Pramerica International

Courtesy: http://www. thehindubusinessline.com/

Room for all and a few more

“History speaks that many brands come and an equal number goes back as a part of the revolving doors trend of business. Even with the rise of new players in various segments, water still remains the necessity and can never have any competition. The water business is huge and is going to get much larger. There seems to be room for all and a few more, too.”

Ramesh Chauhan, chairman & MD, Bisleri International, Courtesy: Financial Express

Fundamentals of being a good business

E-commerce has to be done on fundamentals

“E-commerce, like any other business, has to be done on fundamentals. It is a retail business, not a tech business. Revenue model has to be clear from the beginning.

Acquiring customers is not the only metrics.”

Arvind Singhal, chairman, Technopak

Courtesy: https://yourstory. com/2016/07/jabong-myntra-flipkart/

“Customer is king. Pamper him. Spend more money on building a great customer-centric organisation— our rickshaw advertisements struck a chord with the masses. That’s how people knew a site like MouthShut. com existed. Divert some marketing and ad budget to customer service.”

Faisal Farooqui, founder, Mouthshut.com Courtesy: http://yourstory.com/

First, win in the Indian global market

“We should have plants all over the world, but charity begins at home. First, we must win in the Indian global market, overcome the disadvantage that Indian companies have, for we were under foreign subjugation for many years and then after we have tested our strength in the global market here, we will go overseas.”

Y C Deveshwar, said when he spoke for the last time at ITC’s AGM, in his capacity as executive chairman and chief executive officer, ITC Courtesy: http://www.business-standard.com

Acting is a physical and mental necessity

“When you are running a business, it has to keep making money to thrive. Similarly, acting is a physical and mental necessity. It is essential for artistes to have that release of creativity, almost as necessary as eating food or drinking water. As an actor, it is paramount for us to be on our toes.”

Akshaye Khanna, actor Courtesy: http://timesofindia. indiatimes.com/

Compiled by Rajesh Rao rajeshrao.rao@gmail.com

August 16-31, 2016 / Corporate Citizen / 15

NHRD delhi chapter

Embracing change in the corporate world Change has always been a constant in the business world. Yet, in the last couple of years, it has hit business leaders with such an unprecedented speed and intensity that not many understand how they can adapt to these sweeping changes trying to redefine their workplace. How can they deploy them to their advantage? How could India’s top CEOs redesign their institutions and fix their priorities in keeping with today’s digital world which is changing faster than ever before? To get some insights into the global forces unleashing a series of drivers coming together to create disruptive changes in the world of business, NHRD Network invited one of its founder members, Manoj Kohli, Executive Chairman of the SB Cleantech, to share his personal perspectives on why overcoming resistance to change is necessary for our CEOs and HR professionals and what is the new look of the future organisations. Corporate Citizen brings to you excerpts of this highly persuasive speech, offering some hard-hitting ideas and advice to HR leaders present at the fourth Human Capital Conclave held in Gurgaon recently

B

By Pradeep Mathur 16 / Corporate Citizen / August 16-31, 2016

efore I talk about the changing Nature of Organisations, Work and Workplace, I want to thank my NHRDN-Deloitte friends for bringing out an excellent report on Global Human Capital Trends 2016. It is very topical and very important but I don’t think that it is fully understood because it presents a harsh reality which lot of people will not like to see.

The big thing which I would like to talk today and which all of you must understand is: How is the world changing?

The world is completely changing from what it was last year and I’m not talking about 1966.

I’m talking about last year. China, which was a big thing last year, is today slowing down dramatically. Stories of China’s economic growth used to make big headlines in the last decade but, in 2015, its economic growth was the slowest in the last 25 years. Similarly, the Middle East is going through a huge catharsis where the oil prices went down to $ 26-27 and now it’s coming back to $49-50 from $120 where it used to be fairly stable till mid-2014. But, since then, there has been a free fall in global oil prices. So, can you imagine, what will happen if $70-80 go away from Middle-East and come into the pockets of Indians, come into the pockets of Chinese? Naturally, lower oil prices had hit the economies of the Middle East countries severely and so it was not surprising that they too experienced a major slow-down in 2015. It obviously brought a huge change in their spending.

While European economies are all battling for the last few years, the US is also struggling since last year. It is trying to grow but not growing as well as it wants to. And, as you heard it correctly, it looks Trump is coming. But in this otherwise gloomy scenario, India is doing very well.

We can say with pride that for a change, India

is growing faster than the world. The Narendra Modi government is very, very determined to make it even faster in the coming years.

But before I proceed further, tell me, do you agree with this world view? (A resounding ‘yes’ comes from the audience)… Okay.

Now, based on this world view, let me tell you, how are companies and corporations going to change? Lot of companies are struggling. Your report on global human capital trends 2016 said 82 percent of companies are restructuring. Is that right? That means 82 percent companies are kind of struggling. Actually, the balance 18 percent of the companies are also struggling but they’re sleeping. (There is huge laughter in the audience).

So, 100 percent of companies are struggling.

There are very few companies that are not struggling. By struggling, I mean, the profits are down, the costs are high, the revenues are dropping, and there is immense competition, cut-throat competition in the market. And, they don’t know what all to do? They don’t know how to prioritise their work? There are very few companies that are prioritising their jobs correctly.

Generally companies try to do too many things, and fail. But they should do few things only and do them very well and according to their priorities. They should do only the top three or four things and not more than that.

If they do that, then I think they will be safe.

But I think managements are under pressure. The Boards are becoming mercenaries.

So, it’s becoming increasingly tough.

There are concurrent transformations going on. Lots of business transformations going on.

But that is not all. The concurrent business model changes are also going on and they are leading to huge social catharsis and people catharsis because of one word which your report rightly identified as Reactive. Yes, it’s all Reactive. And, because of it being reactive, people are facing the brunt. There are people who are

Generally companies try to do too many things, and fail. But they should do few things only and do them very well and according to their priorities. They should do only the top three or four things and not more than that.

If they do that, then I think they will be safe

Pics: Dr Vivek Arora

August 16-31, 2016 / Corporate Citizen / 17

NHRD Delhi Chapter on the roads. People who were earning very well till today may not be earning well tomorrow.

People feel that their skills are of no use now because they’re so unskilled. I mean they are MBAs and they’re all highly educated but they’re all unskilled because they haven’t kept pace with the change. So, that is where we are today. And, I fully agree here with your report that the year 2016 is a year of monumental changes and challenges.

That is the character of today’s global change and India change. And, for a change, India has to change along with the world. Till a couple of years ago, I used to represent the telecom industry in India, which, I think, was about 4-5 years behind the world. The 4G in India, I think, is 4-5 years behind the world but now I’ve entered into an industry, which is energy industry, solar energy industry, where India is on par with the world. My company SB Cleantech is building the fourth largest solar plant in the world which means we’re actually on par with the world in terms of clean and green energy.

So, clearly, India, which was decades behind the world, is now at par with the world.

Therefore, the transformation in India, the catharsis of India will also be as good or as bad as that of the world.

So where do we go from here?

Now, let me give you some bad news. The bad news is that though a vast and varied series of transformational changes are taking place all around us, our organisations are not changing.

Actually, organisations don’t change. It is only the environment which is changing. Everything is changing but we don’t change.

Let me take you back into 1979 when I started my career 37 years back in Daurala

Sugar Mills near Meerut, as a management trainee in the DCM Shriram Group. I don’t know if anyone of you had ever heard about Daurala Sugars because most people have gone sugar-free these days!

At that time, it was perhaps the largest and also the best sugar plant of the country in terms of profitability and quality but it was completely manual. Now, this was not 1966.

This was 1979. So even in 1979, we were

a static world. That this was how Lala Shri Ram had built Daurala Sugar Mills was understandable but would it continue functioning like this forever? Are you getting me?

This was the concept with which it started about 100 years back and this is supposedly among the best one even today and hence, it seems, we never like to change. So, this was where I started my career and I was a bit amazed that why is everything static over

Companies won’t sleep because companies are across boundaries, across time-zones and therefore companies will never sleep. They will be always on. The future will be dependent on social skills and technological competence completely manual. I was writing registers. My first job was in the attendance and pay-office and it was completely manual.

And, my second job, after two weeks, was on the way-bridge. You know ganna or sugarcane used to come in buggies. I don’t know if you’ve been to any sugar mill, but if you’ve been to any such, you would know that lot of sugarcane come every day on buggies, and there are two way bridges. I was a way-bridge clerk for one of the two but it was again a completely manual job.

So, there was poor productivity and huge investment on manpower in Daurala. Everything was company-driven at every level and they used to give permanent appointments to staffers. It was

Manoj Kohli addressing the delegates

18 / Corporate Citizen / August 16-31, 2016

there even now in 2016?

Okay, let me now cut to today. My last experience was to lead the Bharti Airtel for 15 years.

From ground zero we built a company which was the fourth largest company in the word, having 350 million customers in 20 countries and a new business model which the entire telecom world copied.

Incidentally, outsourcing did not start in India with Airtel. It started with Bharti Airtel in 2002.

I remember we started this and we said let’s do something fresh, something new, something no An inspiring speaker on the ever-changing landscape of business-driven learning, HR and talent management, Manoj Kohli is the Executive Chairman of the SB Cleantech. A joint venture of three global corporate giants-Japan’s telecom and internet major SoftBank, leading Indian business conglomerate Bharti Enterprises and Taiwan-based top design and manufacturing services provider Foxconn -- SB Cleantech is presently busy taking steps to realize its $20 billion commitment to promote Prime Minister Narendra Modi’s campaign for generating clean, green and safe energy in India over the next over 10 years. Currently, it is working on a 350 megawatt solar power project in the Ghani Sakunala Solar Park in Kurnool district of Andhra Pradesh. SoftBank has majority stakes in this project, while Bharti and Foxconn have minority stakes. The venture plans to bid for other solar and wind energy projects across key states of India which has a $250 billion investment opportunity in the renewable energy sector, says Union Power Minister, Piyush Goyal.

How can this happen?

Manoj Kohli being facilitated at the NHRD conclave

one in the world has ever done and so we gave the entire network of Bharti Airtel to Ericsson and Nokia to run because they were better than us. We gave the entire IT operations to IBM to run because they were better than us. We gave the entire call centre jobs to 4-5 big BPLs to run because they were better than us. We did all that.

On our part, we did only those jobs which concerned with maintaining government relations and branding. No wonder, Airtel is number 1 today in the country. We did something that we thought we knew. We did the job of motivating our people. We did people engagement because we thought we knew it. So, we only did 4-5 things and the rest of everything was done by others but, of course, under our supervision.

So, this was the organisation design we created and which was a breakthrough. We had found it in 2002 and we’d deployed it. There were a lot of people who felt we were going crazy. For example, the Singapore Telecom guys were a bit worried as they repeatedly asked us: ‘Why are you doing it? You will fail.’

But we used to tell them: ‘See, we’re a loss-making, small company, we may fail in doing so. But you pretty well know that we’re already kind of going down in the market. We can’t fail any more.

So, let’s see, how it goes. We therefore tried with this model and we succeeded.

But that is today. That is not tomorrow. I don’t think Bharti Airtel is tomorrow. Bharti Airtel has to change dramatically if it has to sustain in future. But then, the question is: What is future?

Future is very, very different and I think your India Human Capital Trends 2016 showed some colours of the future in your report. I’ll tell you what I’m doing now and I think there is some colour of the future over there.

We are currently building in Andhra Pradesh the fourth largest solar energy plant of the world in India. Just as the Bharti Airtel was the third largest in the world; here in the field of providing clean energy; this plant will be the largest. And, we’re planning to build 20,000 Megawatt of solar energy in India. We’re building the fourth largest solar power plant in Andhra Pradesh and today we are just 27 people doing it! All of them are very, very young. Actually, I’m double their average age. I think by next year maybe we’ll build the largest plant in the world and then every year, we’ll build lot of solar plants in other parts of the country. But we don’t think that the strength of our team may not go to even triple digits.

We will have rock solid partners across the world that will support us in executing all these projects, in technology, in Observations & Measurements (O&M) but we’ll be a small intellectual team which will run this largest solar company in the world.

Authority will be decentralised in future.

Fast moving global markets and digital disruptions will force companies to restructure and move towards product and customer-centric organisations

The design is led by the basic concept of highest productivity in the company. The design is led by the fundamental concept that inside the company, we will only lead and supervise. We will do only those things that we need to do. Anything where somebody else has better domain knowledge than us will be done by that company. It is all about domain knowledge. It is all about deep knowledge. It is not about anything else. We will automate the company, end to end.

Future of the new organisation has to be very highly productive, very highly automated and very highly engaged. I feel that there are two-three aspects that will bring about very big changes and which all of you must note so as to lead in your own organisations.

Number one: The individual will be very, very empowered in future. I think we have had it in the past that out of 10,000 people in a company, 9,900 are not empowered and it is not an exaggeration.

There used to be only about 100 or 50 people who were really empowered but that kind of scenario will be completely out of place in future.

Future will be only about empowered employees. Employees who are educated, who have knowledge and leaders who are fully empowered to do whatever they want to do under them.

Authority will be decentralised in future. Fast moving global markets and digital disruptions will force companies to restructure and move towards product and customer-centric organisations and form dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways.

Second thing is, teams will be online – morning, evening, night. All teams within an organization will be online 24x7 because everything will be done by teams. All tasks will be team-based and collaborative because It can’t be done by one person. Hence automation and online engagement will continue round the clock and Culture (which is the system of values, beliefs and behaviours that shape how real work gets done within an organization) will be always on.

Companies won’t sleep because companies are across boundaries, across time-zones and therefore companies will never sleep. They will be always on. Hence all the rules, regulations and everything else will be done for those kinds of things and situations. Future will be more dependent on social skills and technological competence and more mobile and less dependent on geography.

I feel, there should have been lots of CEOs sitting here in this room as ultimately they have to lead this change because HR people will find it difficult to do so. I’m sorry to say that HR guys are very good but CEOs still are more powerful. mathurpradeep1@gmail.com

August 16-31, 2016 / Corporate Citizen / 19

The Tax Man Cometh-18

Curiosity opens up new paths

by S K Jha

(IRS (retd) and former Chief Commissioner of Income Tax)

Catching a wilful tax evader is no easy task, because all assessment has to be based on evidence, and collecting evidence is fraught with limitations. But the tax officer can put to use his own common sense and curiosity and pursue them to their logical conclusion to get at the truth

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 non-serving 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”

W

alt Disney said, “We keep moving forward opening new doors and doing new things because we are curious and curiosity keeps leading us down new paths.” Curiosity is something we are born with; there is no better illustration of this fact than the behaviour of a small child. He has too many questions to ask. This attribute of curiosity survives with us all through our life and this fact is corroborated by Albert Einstein too, when he said, “It is a miracle that curiosity survives formal education.” Curiosity leads to enquiry and enquiry leads to investigation. We all know that investigation is the mother of all inventions and discoveries in the field of science.

Investigation is equally important in other fields of life. The police go for investigation to solve crimes following their curiosity to know things connected with the leads available from the scene of the crime.

The role of curiosity, enquiry and investigation is also very important in tax cases. Rather, more important than in criminal cases. In criminal cases, based on prima facie evidence, the person under enquiry can be arrested for custodial interrogation so as to collect more evidence to solve the case. But in tax cases this is not permissible. In a tax case, an officer has to observe the facts of the case very minutely and then follow his hunch by making relevant enquiries unless direct evidence is available on the record. In order to explain this point, I give some illustrations.

Curiosity reveals hidden truth

There was a case before me pertaining to a leading mutton exporter. He used to charter flights for export. The turnover was very high. The money

against the export used to come by cheque in a transparent manner from parties which were genuine and identifiable. The quantity of purchase of mutton tallied with the quantity of export of mutton as per the associated documents. The profits were huge, but they were exempt from taxes as per section 80HHC of the Income Tax Act prevailing at that time. Since export income was exempt, there was no reason to overstate the purchase price. Payments for purchase of mutton were also made in a transparent manner by account payee cheques and the names and addresses of the parties were given. The facts of the case indicated that transactions of purchase and export sale were accounted for and there was nothing on the record to warrant any enquiry. Yet, I felt that there was something amiss.

My curiosity led me to explore more information about the large mutton exporter. Only five suppliers were involved. I personally made discrete inquiries about them and found out that they were small-time dealers catering to the needs of customers in the neighbourhood. I called them to my office and asked them to explain to me the source of their supplies to the exporter. They could not explain how they had supplied such huge quantities to the exporter. I could see in their bank accounts that cash was withdrawn immediately after the receipt of cheques from the exporter. The dealers said that cash was used to purchase goats at auctions, but there was no supportive evidence of such purchase, and also there was no evidence in the form of any bills issued by the slaughterhouses in their names. Finally, the dealers accepted that there was no sale of any mutton by them to the exporter, and that they issued bills for a small commission from the exporter and the cash drawn against the cheques were returned to the exporter.

The emerging fact compelled me to make more enquiries to ascertain that the export of such big quantities had taken place and ferried by the chartered flights. Transport bills gave me a small clue that mutton was transported from the slaughter houses to the airport, and this led me to the slaughterhouse. Inquiries there revealed that the exporter used to get goats slaughtered in his name and we also got the total number of goats brought by him to the slaughterhouse in the last six years.

20 / Corporate Citizen / August 16-31, 2016

We could prove that the exporter was buying goats from the auction and mutton exported used to be from those goats.

Hence the story of purchasing mutton was bogus.

Now the question before me was to decide as to why the exporter was not disclosing the true fact of the purchase of the goats. This curiosity led to further inquiry and I found that the sale of the by-products of the slaughtered goats was being hidden. Mutton was exported, but the residuals in the form of skin, head and pieces of toes were sold for cash in the local market. Since the number of goats was very big, the sale of residuals yielded a huge amount of unaccounted income. The exporter accepted the facts and paid taxes in crore of Rupees, including penalty. Curiosity led me to solve this case.

There was another case before me pertaining to a leading multinational company. The company enjoyed an excellent reputation. There was no reason to suspect their bona fides. All along in the past, no addition to returned income was made by the tax officers, except for some legal dis allowance of expenses.

It was a privilege for me to pass the order assessing the income of such a reputed giant company. I started looking at the copies of accounts of the company as a learning exercise—to understand their manufacturing process. I discovered there was a huge consumption of raw materials, particularly metals. Naturally, as a natural consequence, there was a huge generation of scrap. My normal curiosity led me to verify the quantity of scrap generated at their disposal and their closing stock. The auditors, who happened to be the top most in the country, furnished the details called for. They gave me a certificate that at the end of

the year, the stock of the scrap was physically verified and the value of the physically verified stock was considered at cost or market value, whichever was lower as per the principles of accounting.

There was no way to physically check the quantity of scrap given, and there was no reason not to trust the certificate of the leading auditors. I was going to close my inquiry when I saw that under the plethora of claims and expenses deleted in the profit and loss account, the company had made a claim of a very big amount on account of missing stock of scrap. This really puzzled me.

As per normal common sense, the stock which

company which had willfully suppressed income.

Quasi-unique position

The income tax proceedings are in a quasi-unique position of being both judge and prosecutor. The tax officer collects evidence against the taxpayer assessee and then uses that evidence against him, but after following the due process of law. The tax assessing officer verifies the correctness of income returned by the assessed by making necessary enquiries. He has the power to either accept the returned income or to enhance it by making additions to the returned income. Expenses claimed

“Big money is made through the gift of a superb sixth sense, and the same can be used to diagnose whether that big money is black or white by an equally strong common sense and intelligent enquiry”

was missing would not find a place in the closing stock inventory prepared on the basis of the physical check at the end of the year. Thus, this income of the company already stood reduced by showing lesser closing stock on account of the missing stock, and if so, there was no justification for making a separate claim for missing items. It amounted to a double claim and the profit and loss account was proved erroneous. The auditors accepted the mistake of the double claim of a very huge amount. They admitted that the profit and loss account was not correct. The company paid taxes and penalty and only requested us not to launch a prosecution. Following my hunch and curiosity, I was successful in making an addition to the returned income of that giant multinational

can be disallowed. Additional receipts not considered by the assessee can be considered for the computation of assessable income. Statutory deductions claimed may be denied holding the assessee as not eligible for the deduction claimed. The officer may raise additional tax demand, or pay refund to the taxpayer assessee depending upon the situation in each case.

The department will also levy mandatory interest in the case of voluntary short payment of tax u/s 234 A, 234 B and 234 C of the Income Tax Act. There are various penal provisions in the Act and penalty can be levied under those provisions depending on the facts of the case. Penalties of more serious nature and of higher amounts are levied when the taxpayer conceals any part of his income

or files inaccurate particulars of his income. There are also serious provisions for launching prosecution against the assessee in extreme cases of wilful default and concealment.

There are provisions in the Income Tax Act to collect evidence by conducting search and survey actions. The search action is an extreme action where a seizure of assets and documents can be made, while a survey action is a milder action, where only copies of documents are taken. The search action can be done at any place where assets or documents are suspected to have been kept, while the survey action is limited to the office premises of the tax payer. The evidence can also be collected by issuing summons.

Evidence against the assessee is very important to compute the correct income to be assessed. But, one most important tool in the hands of a tax officer is his own common sense and the pursuit of his curiosity to its logical conclusion. There is a limitation in getting evidence, though in recent times a new section 285 of the Income Tax Act has been inserted to enlarge the scope of getting direct evidence against the taxpayer as per which third parties like banks, mutual funds, stock exchanges, credit card companies, etc., have been entrusted with the task of filing annual information returns giving details of transactions of the people after a certain specified limit as prescribed under that provision.

Despite all the provisions to get direct evidence against black money, it is the intelligence, common sense and curiosity of the tax officer to know more about the taxpayer which makes the investigation successful. When a taxpayer is scrutinised, the tax officer does not know the quantum of money in his pocket, or whether the money in the pocket is black or white.

The tax officer has to make such enquiries and interrogate the tax payer under scrutiny in such a manner as to discover the amount of money and its colour. For a pickpocket the entire money in a person’s pocket is his target, but for a tax officer it is only the unaccounted money in the pocket of that person against which he can proceed with, and that too he has to decide without touching his pocket except in the extreme case of search action.

This is a really difficult task.

A tax payer perceives income tax legislation as a complicated legislation, and this is echoed by one of the most intelligent people ever born, Albert Einstein, when he said, “The hardest thing in the world to understand is income tax”. The administration of such a difficult law by a tax officer becomes an academic challenge when the orders passed by them have to undergo judicial scrutiny at four levels of Commissioner (Appeal), Income Tax Tribunal, High Court and the Supreme Court.

Big money is made through the gift of a superb sixth sense, and the same can be used to diagnose whether that big money is black or white by an equally strong common sense and intelligent enquiry.

August 16-31, 2016 / Corporate Citizen / 21

Cradle of Leadership

Prof. Talat Ahmad

Vice-Chancellor, Jamia Millia Islamia University

{ Jamia Millia Islamia }

Varsity of Diversity University par excellence, Jamia Millia Islamia needs no introduction. The revered seat of learning that completes its centenary in 2020 has scripted the success stories of many, including the likes of prominent journalist Barkha Dutt.

Vice-Chancellor, Jamia Millia Islamia University, Prof. Talat Ahmad talks about what makes it the distinguished centre of education that it is today...

By Namrata Gulati Sapra

22 / Corporate Citizen / August 16-31, 2016

Pics: Dr Vivek Arora

‘We are reading our vision for 2030 and will follow an ambitious programme to take the university to the next level in research and teaching. We have signed several MoUs with institutions abroad, and I do hope that there will be a steady exchange and two-way flow of students and faculty, so that they are exposed to the very best in research and teaching in their field’

Briefly trace the history of the premier institute that Jamia Millia Islamia University is.

Jamia Millia Islamia was established in 1920, during the colonial period with a vision to bring about social change and uplift the society through meaningful interventions in education. As we approach our 100 years of excellence in education, it is with a sense of pride and fulfilment that we look at completing our century of being around.

It has been a long and arduous journey with many a milestone. In 1962, Jamia became a “deemed university” recognised by the University Act, 1958

and then in 1988 JMI was accorded the status of a Central University, affirming its position as a leading educational institution in the country.

Over the years, JMI has grown both in terms of adding new research centres and programmes and strengthening our existing courses in the Sciences, Social Sciences and the Humanities. Today, it is a premier seat of teaching, learning and research and a much sought-after destination for students from across the country.

Jamia Millia Islamia University is today a

premier institute of education. What factors, would you say, have contributed to its immense success?

The major factors that have contributed to Jamia’s success include its distinct character that emanates from its rich history. JMI was founded by leading nationalist Muslims of the time, including the likes of Hakim Ajmal Khan, Mukhtar Ahmad Ansari, Abdul Majid Khwaja, Mohammad Ali and Shaukat Ali among others, not to mention the contributions of Dr Zakir Husain, one of its Vice-Chancellors, who went on to become the President of India. We

August 16-31, 2016 / Corporate Citizen / 23

Cradle of Leadership have inherited a glorious past that prepares us for the future. Other factors include its committed faculty and cutting-edge programmes that prepare its vibrant and diverse scholarly community for any future challenge.

Tell us about the placement cell of JMI. What are the average packages grabbed by students? What is the highest package that a JMI alumnus has fetched?

Jamia has quite a proactive placement cell that has not only managed to get the best of recruiters and organisations to the campus, but also achieved a high level of industry integration. This academic year, as many as 69 companies came down to JMI for placements. A total of 380 jobs were offered to our students, out of which 136 were offered by TCS alone! On an average, most of the companies offer five jobs across different courses.

communication centre that has created a niche for itself not just in India, but in all of Asia. It has consistently maintained very high standards in teaching, and in training generations of students who have made immense contribution in all areas of mass communication—be it film, radio, television, photography (including traditional media). Today, MCRC students are in leading positions in most media houses and have done Jamia proud.

MCRC, with its liberal, progressive and critical strand of taking up social issues has shaped media students who have changed the media ecology of the country. Our students are everywhere from NDTV to Aaj Tak, TV Today, not to mention Hindustan Times, The Times of India and other national newspapers. They have turned out to be successful radio hosts and TV news anchors and many of them have joined the Bombay film industry on the production side.

Being a minority institution, how does JMI ensure its diversity of students?

The diversity of students is a well-known and much celebrated aspect of Jamia’s campus life. Not only do we have students from across religious, linguistic and geographical denominations, but we have also managed to ensure a healthy mix of students from the marginalised and under-privileged sections of society, primary among them being Muslim girls who had until now been denied access to education. Our status as a minority institution has therefore not impinged on our student diversity in any way whatsoever. In fact, now more nonMuslims will join us as 50 percent seats will be open for general category students.

In spite of various institutions with various courses on offer, its AJK Mass Communication Research Centre (MCRC) which is among the most popular. Why? Indeed AJK MCRC is a coveted mass

more transparent and efficient.

JMI has several notable alumni to its credit.

What moulds them?

Jamia Millia Islamia builds a sense of character, tempering progress with moral values such that our students are not just achievers in the sense of how they fare in their careers and workplaces, but also aspire to contribute to the larger life of the country and society. Life at the campus familiarises them with the actual realities of our society— socioeconomic disparities, digital divide and other problems that are of major concern. JMI teaches its students the importance of equity, social justice and dignity—values that are fast-diminishing in the globalised world of today. At the same time, JMI provides for an inclusive space where students learn the importance of equality, social justice and above all, tolerance and harmony. They have the opportunity to work in laboratories that are

‘Our next focus is on environment and green energies. We hope to engage more actively with Geo-spatial technologies and disaster management techniques. We have already earned a name in nanotechnology and in theoretical physics and we propose to carry out more pioneering work in the interdisciplinary areas of sciences.’

How tough is the admission process at JMI?

Our admission process is very competitive and rigorous. For instance, for this academic year, 2016-17, we have received a record number of registrations of over 1,43,726 applications to our various courses. To add, we now offer B Tech admission through JEE and to dentistry courses through NEET. This makes the admission process

cutting-edge and modern. Besides, they learn from a faculty that is itself quite diverse and up to date. All of these make our students distinctive and confident, setting them apart from others. We are proud of our alumni and their vast network.

They are a highly engaged and active lot and testify to the fact that universities shape the future of students and their course in life. The importance of higher education to society can therefore never be underestimated.

The Department of Civil Engineering is among the oldest and largest department in the Faculty of Engineering & Technology.

Tell us about the department.

Shri Narender Nath Vohra, Governor, Jammu & Kashmir being conferred the degree of Doctor of Letters (Honoris Causa) at the Annual Convocation-2015, in the presence of Chief Guests Prof.

Goverdhan Mehta, National Research Professor and Lilly Jubilant Chair

24 / Corporate Citizen / August 16-31, 2016

Being one of the oldest and the largest departments in the Faculty of Engineering & Technology indeed, the Department of Civil Engineering has made notable contribution.

The department has produced several eminent engineers who have played a key role in the planning and execution of many important civil engineering projects in India as well as abroad. The department offers two undergraduate courses in civil engineering, besides a Master’s programme with specialisations in Environmental Engineering and Earthquake Engineering. In addition to these courses, it offers doctoral programmes in all the major specialisations of civil engineering.

Prof. Talat Ahmad, Vice-Chancellor, Jamia Millia Islamia in his office

Tell us about your research department...

More than 35 PhD research scholars, including many from foreign countries, are currently working in the department on emerging research areas. Steering all of this, is its dedicated faculty comprising 22 highly qualified and well-regarded teachers who hold expertise in their subjects.

Over a period of time, the department has built up a wide research potential. The research programmes of the department are funded by various agencies such as the Ministry of Human Resource Development (MHRD), Department of Science & Technology (DST), Ministry of Environment & Forests (MoEF), Central Pollution Control Board (CPCB), All India Council of Technical Education (AICTE), University Grants Commission (UGC), Ministry of Steel and Ministry of Urban Development.

Major areas of research in the Department include sustainable development, low-cost sanitation, water treatment, air, noise and water quality modelling, reuse of concrete, application of GIS and remote sensing in water resources and environment, vulnerability assessment, seismic analysis of structures, retrofitting, soil structure interaction, hydro-climatology, water resource assessment and management. The department has established state-of-the-art experimental facilities and laboratories in different fields of

civil engineering. It has received prestigious funding under Fund for Improvement of Science & Technology (FIST) from Department of Science & Technology (DST) and Special Assistance Programme (SAP) from the UGC.

What are the new disciplines introduced by JMI?

In the last 10 years, Jamia Millia Islamia has added several new research centres in the areas of Sciences and Social Sciences. These centres are interdisciplinary and are working on new and upcoming areas of research in their respective domains. This has contributed tremendously to academic richness, multidisciplinary, pedagogical innovation and quality of research being pursued at Jamia. These centres offer programmes which are unconventional and in keeping with the dynamic social and scientific needs of society. These include centres that work

on novel areas like Arab cultural studies, peace and conflict studies, Northeast related studies and policies, studies on social exclusion and inclusion, comparative religion and civilisation, Dalit and Minorities Studies.

The Centre for Physiotherapy is the first of its kind in India as is also our large and expansive dentistry department. In 2014, the Centre for Innovation and Entrepreneurship was established to promote a spirit of innovation among our young students. Similarly, the Centre for Interdisciplinary Research in Basic Sciences takes up new and interdisciplinary research and teachings in Basic Sciences. The Centre for Theoretical Physics is doing extraordinary work to promote scientific research, advanced teaching and training in areas of theoretical physics, cosmology, high energy physics, nuclear physics, astrophysics, gravitation in particular. In 2011, the Centre for Nanosciences and Nanotechnology was established. In 2015,

‘We offer some of the finest and cutting-edge courses, wherein students are taught by renowned and well-known academicians who have made a mark for themselves in their area of study.

We have constantly kept pace with the changing requirements of the curricula and pedagogy.’ August 16-31, 2016 / Corporate Citizen / 25

Cradle of Leadership we set up the Central Instrumentation Facility to provide a central facility of the latest and advanced analytical instruments for research in the application areas of physical, biological, allied and interdisciplinary sciences. We have approved and added many new courses over the last two years since I took charge of the university. Some of them (2015-16) are MA-in Gender Studies, M.Sc. in Biophysics, PG Diploma in Public Health, Diploma in Disaster Management, PhD in Art History; (2016-17) M.A. in Politics: International and Area Studies, M.A in Arab Islamic Culture, M.Tech in Computer Engineering, MTech in Electronics and Communication Engineering, MA in Social Exclusion and Inclusive Policy, a certificate course, a diploma as well as an intensive diploma in Chinese language and BA/ LLB (Hons) in self -finance course.

What are the selection criteria for the faculty of JMI? The university follows the rules and regulations

set by the University Grants Commission (UGC).

We have also followed and implemented the API norms fully. Being located in New Delhi, we receive applications from the finest scholars from across the country and have benefited from an extremely talented, academically productive and dedicated faculty. Our faculty has contributed to the world of education not just through teaching, research and publications but by keeping the spirit and idea of Jamia Millia Islamia alive. Given their qualifications and research interests, it is apparent that they are quite a motivated force that is constantly tapping in on new opportunities to undertake more collaborative and highquality research. It is a pleasure to inform you that two of our faculty members got selected for the membership of the prestigious National Academy of Sciences India for the year 2016. As a university, our Human Resource Centre regularly conducts programmes and workshops for the faculty in order to help them refresh and reflect on their learning. Besides, there is a lot of exchange

‘Studying at Jamia is a unique and fulfilling experience, one that shapes and touches the lives of each and every student in a positive and holistic manner. Jamia instils values in its students and the overall atmosphere on campus provides the best ambience to exchange knowledge and disseminate new ideas.’

happening both on the local and national level.

The faculty is very active and has taken up research in the frontier areas of Sciences and Social Sciences. Jamia offers them an ideal setting both in terms of teaching and research as also a vibrant social and cultural life. More than 150 new teachers have been recruited/ promoted across different disciplines since I took over as the Vice Chancellor. Many pending cases of promotions were cleared too. Some of them were a decade old!

Faculty promotions also motivate the teachers to give their best to a university that ensures their growth and development.

Does JMI lay emphasis on research?

We lay tremendous emphasis on research. The number of new research centres that we have added to the university in the last ten years or so is testimony to the fact. In addition to that, I have taken keen interest to push research ever since I took charge of the university in May 2014. Soon after joining, I undertook key reforms to boost research by creating two administrative units, that is, Director (Academics) and Director (Research) to streamline teaching as well as research. These efforts have borne fruit and we have succeeded in bringing research to the forefront. You can gauge this from the list of major institutional projects and programmes that our departments have been awarded lately: DRS SAP III to IV has been awarded to various Departments. i.e. Geography, Political Science, Urdu, etc.; DST FIST Assisted programme to Dept of Electrical Engineering worth `203 lakh; GIAN (Global Initiative of The imposing Srinivasa Ramanujan Block that houses three science departments of the university, named after the legendary Indian mathematician

26 / Corporate Citizen / August 16-31, 2016

Academic Networks) awarded by IIT Kharagpur amounting to `40,80,000/- to six faculty members (and many more are awaiting approvals); Wi-Fi/ hotspot campus connect approved by MHRD to JMI; Centres with Potential for Excellence in Particular Areas (CPEPA) awarded to Centre for Culture, Media and Governance. Furthermore, Jamia won the Visitor’s Award for Research (Cosmology and Astrophysics Research). The President of India conferred the coveted award in February, 2015. Jamia also set up an incubation cell for technical, social and entrepreneurial efforts.

In future, I further plan to reorganise some of the academic and research centres to ensure high quality research, teaching and publications from our end.

Tell us about the state-of-the-art facilities and laboratories at JMI.

We take pride in providing our students the best of laboratory and instrumentation facilities. Our labs are equipped with the very latest equipment which makes our students industry-ready. We strive to firmly ground their knowledge in research. We make every effort to bring our students to meet international levels. The Central Instrumentation Facility (CIF), which was established in 2015 is a service providing centre. Its objective is to provide a central facility of the latest, state-of-the-art and advanced analytical instruments for research in the application areas of physical, biological, allied and interdisciplinary sciences.

What is Jamia Millia Islamia University envisioning next?

Our next focus is on environment and green energies. We hope to engage more actively with geo-spatial technologies and disaster management techniques. We have already earned a name in nanotechnology and in theoretical physics and we propose to carry out more pioneering work in the interdisciplinary areas of sciences.

How does the university ensure all-round development of its students?

As discussed above, we offer some of the finest and cutting-edge courses, wherein students are taught by renowned and well-known academicians who have made a mark for themselves in their area of study. We have constantly kept pace with the changing requirements of the curricula and pedagogy. In terms of the all-round development of the students, the Office of the Dean Students’ Welfare (DSW) organises social, cultural and other events along with workshops and trainings that continue throughout the year in order to instil confidence in our students that match the very best nationally and internationally. The university is equipped with huge auditoriums and amphitheatres where students perform and showcase their talent to the larger public.

You may be aware that the university has a

Prof. Talat Ahmad, VC-JMI presents the Tagore Project Publications to Hon’ble President Pranab Mukherjee on the eve of the 150th birth anniversary of the great poet

very well-equipped sports complex popularly called the Bhopal Ground. It has a sprawling and well-maintained ground for cricket where several national-level cricket tournaments, like Ranji Trophy, etc., are regularly organised. That apart, it boasts of facilities and grounds that are conducive to playing other sports such as hockey, football, volleyball and basketball. Besides, there are two other grounds for tennis. The Jamia Sports Complex has a gymnasium as well for in-house tournaments for table tennis and many other sports. Besides, social and welfare trainings (e.g.

NCC, NSS, etc.) are regularly provided to all the students to ensure that they become responsible and socially aware citizens of tomorrow.

Tell us about your Community Radio.

The AJK MCRC, as a part of its social commitment and responsibility towards the community, runs a community radio station on 90.4 FM. Addressing itself to the residents of the Jamia area and the local community, Radio Jamia broadcasts educational and a wide range of enriching sociocultural programmes. It is a popular medium of information, education and entertainment, both on-campus and in the neighbourhood. These programmes can be listened to around a radius of 10 kilometres on the Jamia campus and around it. Currently, the programmes are produced by the students and the faculty of the AJK MCRC in collaboration with different groups and organisations in Delhi.

How does JMI compare with other universities on the fee structure?

We have a very nominal fee structure, given our mandate to serve the economically weaker sections and the marginalised or excluded sections of society.

The same applies to our hostels for both boys and girls. We hope to make education accessible to one

and all, irrespective of class and financial capacity.

This is one of the primary reasons why we have such a diverse and heterogeneous mix of students. Jamia plays a transformatory role in this regard. We hope to follow this vision that we have inherited from our founding fathers, who set up this institution to serve the excluded sections of society and radicalise them at the same time through the noble tool of education. Many of our students, particularly Muslim women, who come from faraway areas have their first interface with the modern world and education as they walk into this campus, and this is uniquely satisfying. On the other hand, for some of our professional and high- end courses, such as MCRC and a few others, the fee structure is of course higher, to accommodate costs of facilities and raw materials. You can get an access to our detailed fee structure on our website and the prospectus.

How do you see JMI evolving over the next 10 years?

We hope to make immense progress in the areas of research and international collaborations, introduce new courses and incubate new ideas.

We have greatly expanded our hostel facilities and hope to continue doing so to accommodate more boys and girls. The campus is fully Wi-Fi enabled and we are working towards making it more robust. We have made significant contribution to ensuring gender equity and women’s empowerment and will continue doing so. In the next 10 years, I hope to see Jamia among the top institutions, not just nationally but also globally. As we near our centenary celebration, we have a lot lined up. We are reading our vision for 2030 and will follow an ambitious programme to take the university to the next level as far as research and teaching are concerned. We have signed several MoUs with institutions abroad and I do hope that there will be a steady exchange and two-way flow

August 16-31, 2016 / Corporate Citizen / 27

Cradle of Leadership of Engineering and Technology was at the 20th position as per the all-India ranking survey. This reflects the high standards of education maintained by our departments and faculty.

What changes have you ushered into the university ever since your joining as the Vice-Chancellor in 2014?

The science departments at JMI are equipped with advanced laboratories and high-end instrumentation facilities to stimulate frontier research

The physical fitness centre/gym located in the University Sports Complex boasts of state-of-the-art equipment and fitness facilities

of students and faculty so that they are exposed to the very best in research and teaching in their field.

How do you ensure a fair selection of the right student candidates?

Our admission process is quite rigorous. We ensure that we call at least three times the stipulated number of candidates for the available seats for admission into different courses. The entrance tests are designed in a way that helps screen the finest students. This is usually followed by an interview conducted by experts (both external and internal) who test the students’ on their knowledge and suitability to the programme. All this ensures that we get the best of applicants from across India. Making the application forms available online and establishing new centres across the country has ensured that we get applicants from regions all across India and not just its northern part. This too ensures more competition and heterogeneity. Students interested in engineering are selected through JEE—a rather tough entrance examination—while those for the dental department are selected through NEET. These measures make our courses highly sought-after and well regarded. This year alone, we received as many as 1,43,726 applications (academic year 2016-17), which is a record of sorts.

accreditation for Jamia. It is a matter of satisfaction for me that JMI was awarded Grade ‘A’ by NAAC. That itself speaks volumes about the university.

This year, Jamia Millia Islamia has been ranked among the top-20 leading universities in a survey conducted by India Today Survey-2016. In the survey, some of our departments have scored top ranks, like the Department of Educational Studies.

The Faculty of Education was ranked third, Faculty of Fine Arts too grabbed the third rank, while the Faculty of Law was ranked 15th and the Faculty

Tell us about the accreditations and national rankings of JMI.

I have taken keen interest in ensuring the right 28 / Corporate Citizen / August 16-31, 2016

Renowned Alumni And these are just a few names of the notable alumni from Jamia Millia Islamia University....

S.Y. Qureshi—Former Chief Election Commissioner Kiran Rao—Bollywood Director Anjana Om Kashyap—Editor/ Journalist, Aaj Tak Ahmad Azeem—Reporter, Aaj Tak Virendra Sehwag—Former Indian Cricketer Saeed Akhtar—Sr. VP & Head, Sony TV

Ever since taking charge of the university in May 2014, my focus has been on getting accreditation and in setting new benchmarks in research and publication. It is satisfying to note that we have been awarded Grade ‘A’ by NAAC. We have been able to set up Community College for Refrigeration and Air-conditioning, introduced a B.Voc Diploma in Solar Energy and a Diploma in Medical Electro Physiotherapy and Medical Lab Technology approved by UGC for the 2015-16 academic year as well as set up a School of Education under the Pandit Madan Mohan Malviya National Mission on Teachers & Training (PPMMMT Scheme) - It is a scheme launched by the Government aimed at training teachers. Jamia is the first university to have been granted a fund of `9.5 crore under this scheme. DRS SAP III to IV has been awarded to various departments like geography, political science and Urdu, among others.

I have ensured the expansion of the hostel building for civil services aspirants (Minorities, SC, ST & Women) and a 400-bed hostel for girls, the occupancy of which began from the Academic Year 2015-16. Two more hostels are in the pipeline.

We have established an all-women managed canteen, ‘Dastar Khawaan’ manned by women, as part of our drive for women’s empowerment.

Jamia launched ‘University-Industry Linkage Programme’ for the benefit of its students. We have also set up an Incubation Cell to encourage technical, social and entrepreneurial efforts as well as inventiveness of our students.

I have encouraged greater academic collaborations with Centres of Excellence in India.

Jamia signed a Memorandum of Understanding (MoU) with the Central Council for Research in Unani Medicine (CCRUM) to promote literary research and development in Unani Medicine, medico-historical research and collaborative research under the aegis of Ministry of AYUSH, Government of India. We hope to set up the Hakim Ajmal Khan Institute for Literary and Historical Research in Unani Medicine, named after one of our founders as a tribute to his contribution. So far, 25 MoUs have been signed by JMI with leading academic institutions all over the world.

We have encouraged well-trained young Indians working at various prestigious centres of learning like MIT, Harvard to join Jamia under the Ramanujan, Ramalingam and Inspire Fellowships. The objective is to promote quality teaching and research while promoting healthy competition at the same time. namratagulati8@gmail.com

CC Classroom

GST now a reality The easier tax structure along with broader tax base with fewer exemptions, and taxing all goods and services would help to increase revenue collections for the Government By Mahalakshmi Hariharan

C

heers to Modi Sarkar as the long and impending Goods and Services Tax (GST) will finally see light of the day with the Rajya Sabha finally passing the GST Constitutional Amendment Act. GST is the biggest tax reform in India that would foster a common and seamless Indian market by harmonizing different taxes under one head.

The GST’s enactment would potentially be the most resilient tax reform in recent years as it would do away with the complexities of a multilayer and differential tax system for various good and services across different states.

As a transaction-based tax, GST is set to impact not only the tax function, but would also lead to a significant transformation in the way businesses are run, cutting across various business functions such as tax, finance, supply chain, IT and sales and marketing.

What does the move mean for the common man?

GST is an indirect tax for the whole nation, which will make India one unified common market. GST is a single tax levied on the supply of goods and services, right from the manufacturer to the consumer. The final consumer will thus bear only the GST charged by the last dealer in the supply chain with set-off benefits at all the previous stages. Due to seamless allowance of credits, people are going to insist on asking for bills, as a result of which unaccounted or black money in the system money will be reduced. Further to this, scope for manipulation

and corruption will also come down. There will be more transparency as all indirect taxes will cut down to one tax, which will be good for common man to understand and to follow.

The biggest advantage would be the reduction in the overall tax burden on goods and services.

Introduction of GST would also make Indian products competitive in the domestic and international markets. In some or the other way, once the rates are fixed, your phone bills could get expensive, eating out may also get costly, buying a vehicle could get cheaper and buying things online could also pinch you.

How will GST help?

GST would subsume other forms of indirect taxation, making it easier for businesses to comply with the tax regime. Being a multistage tax, GST provides for an input tax credit mechanism to claim set-offs for tax paid in the prior stages of production or distribution, which is expected to encourage better invoicing and voluntary compliance.

How does the government benefit?

The easier tax structure along with broader tax base with fewer exemptions, and taxing all goods and services would help to increase revenue collections for the government. Also, as more and more firms, mainly the ones in the unorganised sector, come under the tax purview, there would be enhanced tax revenue collection by the government in the medium to long term.

The final rate of GST will be decided upon by the end of the year and coherence among

various political parties on the bill suggests at its smooth enforcement going ahead. The Revenue Neutral Committee, headed by the Chief Economic Adviser Dr Arvind Subramanian, appointed by the Government of India had suggested a revenue neutral rate of 15-15.5 percent, with the highest rate of 40 percent on the demerit goods, a lower rate of 12 percent on essential goods. The standard rate has been recommended at 16.9-18.9 percent.

The GST entails two components namely the Central GST (CGST), which will be levied and collected by the Central Government where the CGST will replace the central excise duty, service tax, and additional custom duties and the State GST (SGST), which will be levied and collected by the State Government. The SGST will replace the VAT, entertainment tax, luxury tax, lottery tax and electricity duty.

The impact of the GST’s implementation would be diverse with several sectors getting favourably impacted while there would be some to get negatively impacted as well. The two key themes that shall evolve post the GST’s enactment would be a gradual shift of trade from unorganised to organised players and seamless inter-state flow of goods. laxmi_8@hotmail.com

August 16-31, 2016 / Corporate Citizen / 29

Cover story

Cover Story Dynamic Duo: 36

Hillary and Bill Clinton

“I can tell you this. If you were sitting where I’m sitting and you heard what I have heard at every dinner conversation, every lunch conversation, on every lone walk, you would say this woman has never been satisfied with the status quo in anything. She always wants to move the ball forward. That is just who she is”

Pic sourced from: Kennerly.com

30 / Corporate Citizen / August 16-31, 2016

“We need to understand that there is no formula for how women should lead their lives. That is why we must respect the choices that each woman makes for herself and her family. Every woman deserves the chance to realize her God-given potential”

Top of the world Hillary Clinton, has become the first woman in U.S. history to become the presidential nominee of a major political party. Her husband, Bill Clinton was the 42nd president of the United States.

Read how Hillary’s positive energy and powerful will and Bill’s total commitment and belief in her, have beautifully synergised their marriage and profession

August 16-31, 2016 / Corporate Citizen / 31

Cover story

Hillary Clinton, born on October 26, 1947, in Chicago, Illinois, went on to earn her law degree from Yale University. She married fellow law school graduate Bill Clinton 1975. She later served as first lady from 1993 to 2001, and then as a U.S. senator from 2001 to 2009. In early 2007, Clinton announced her plans to run for the presidency. During the 2008 Democratic primaries, she conceded the nomination when it became apparent that Barack Obama held a majority of the delegate vote. After winning the national election, Obama appointed Clinton secretary of state. She was sworn in as part of his cabinet in January 2009 and served until 2013. In the spring of 2015, she announced her plans to run again for the U.S. presidency. In 2016, she became the first woman in U.S. history to become the presidential nominee of a major political party.

Bill Clinton was born on August 19, 1946, in Hope, Arkansas. In 1975, he married Hillary Rodham. The following year, he was elected attorney general of Arkansas, and in 1978 he won the governorship, becoming the youngest governor the country had seen in 40 years. Clinton was elected president in 1992. Since leaving office, Clinton has remained on the world stage through his work in the Clinton Foundation and The Clinton Global Initiative Corporate Citizen reproduces Bill Clinton’s speech in Philadelphia, marked with romantic nostalgia of his relationship with Hillary, who today slips into her husband’s footsteps to run for the most powerful post in the world – the President of USA. In today’s global environment of distances having shrunk with technology and India’s image standing high, the tale of the most dynamic duo of the world is so relevant to the readers of Corporate Citizen.

Jab We Met

In the spring of 1971, I met a girl. The first time I saw her we were, appropriately enough, in a class on political and civil rights. She had thick blond hair, big glasses, wore no makeup, and she had a sense of strength and self-possession that I found magnetic. After the class I followed her out, intending to introduce myself. I got close enough to touch her back, but I couldn’t do it. Somehow I knew this would not be just another tap on the shoulder, that I might be starting something I couldn’t stop. And I saw her several more times in the next few days, but I still didn’t speak to her. Then one night I was in the law library talking to a classmate who wanted me to join the Yale Law Journal. He said it would guarantee me a job in a big firm or a clerkship with a federal judge. I 32 / Corporate Citizen / August 16-31, 2016

really wasn’t interested, I just wanted to go home to Arkansas. Then I saw the girl again, standing at the opposite end of that long room. Finally she was staring back at me, so I watched her. She closed her book, put it down and started walking toward me. She walked the whole length of the library, came up to me and said, look, if you’re going to keep staring at me and now I’m staring back, we at least ought to know each other’s name.

I’m Hillary Rodham, who are you? (she asked)

I was so impressed and surprised that, whether you believe it or not, momentarily I was speechless. Finally, I sort of blurted out my name and we exchanged a few words and then she went away. Well, I didn’t join the Law Review, but I did leave that library with a whole new goal in mind. We’ve been walking and talking and laughing together ever since A couple of days later, I saw her again.

I remember, she was wearing a long, white, flowery skirt. And I went up to her and she said she was going to register for classes for the next term. And I said I’d go, too. And we stood in line and talked—you had to do that to register back then—and I thought I was doing pretty well until we got to the front of the line and the registrar looked up and said, Bill, what are you doing here, you registered this morning? I turned red and she laughed that big laugh of hers. And I thought, well, heck, since my cover’s been blown I just went ahead and asked her to take a walk down to the art museum. We’ve been walking and talking and laughing together ever since.

I met her family

We’ve built up a lifetime of memories. After the first month and that first walk, I actually drove her home to Park Ridge, Illinois to meet her family and see the town where she grew up, a perfect example of post-World War II middle-class America, street after street of nice houses, great schools, good parks, a big public swimming pool, and almost all white. I really liked her family. Her crusty, conservative father, her rambunctious brothers, all extolling the virtues of rooting for the Bears and the Cuba. And for the people from Illinois here, they even told me what ‘waiting for next year’ meant. It could be next year, guys. Now, her mother was different. She was more liberal than the boys. And she had a childhood that made mine look like a piece of cake. She was easy to underestimate with her soft manner and she reminded me all over again of the truth of that old saying you should never judge a book by its covers. Knowing

her was one of the greatest gifts Hillary ever gave me.

Hillary, as a young crusader

I learned that Hillary got her introduction to social justice through her Methodist youth minister, Don Jones. He took her downtown to Chicago to hear Dr. Martin Luther King speak and he remained her friend for the rest of his life.

This will be the only campaign of hers he ever missed. When she got to college, her support for civil rights, her opposition to the Vietnam War compelled her to change party, to become a Democrat. And then between college and law school on a total lark she went alone to Alaska and spent some time sliming fish. More to the point, by the time I met her she had already been involved in the law school’s legal services project and she had been influenced by Marian Wright Edelman. She took a summer internship interviewing workers in migrant camps for Senator Walter Mondale’s subcommittee. She had also begun working in the Yale New Haven Hospital to develop procedures to handle suspected child abuse cases. She got so involved in children’s issues that she actually took an extra year in law school working at the child studies center to learn what more could be done to improve the lives and the futures of poor children.

So she was already determined to figure out how to make things better.

Hillary opened my eyes…

Hillary opened my eyes to a whole new world of public service by private citizens. In the summer of 1972, she went to Dothan, Alabama to visit one of those segregated academies that then enrolled over half-a-million white kids in the South. The only way the economics worked is if they claimed federal tax exemptions to which they were not legally entitled. She got sent to prove they weren’t.So she sauntered into one of these academies all by herself, pretending to be a housewife that had just moved to town and needed to find a school for her son. And they exchanged pleasantries and finally she said, look, let’s just get to the bottom line here, if I enroll my son in this school will he be in a segregated school, yes or no? And the guy said absolutely. She had him!

I’ve seen it a thousand times since

I’ve seen it a thousand times since. And she went back and her encounter was part of a report that gave Marian Wright Edelman the ammunition she needed to keep working to force the Nixon administration to take those tax exemptions away and give our kids access to an equal education. Then she went down to south Texas where she met one of the nicest fellows I ever met, the wonderful union leader Franklin Garcia, and he helped her register Mexican-American voters. I think some of them are still around to vote for her in 2016. Then in our last year in law school, Hillary kept up this work. She went to South Carolina to see why so many young African-American boys, I mean, young teenagers, were being jailed for years with adults in men’s prisons. And she filed a report

Proposing to Hillary: Bill Clinton was third time lucky.

on that, which led to some changes, too. Always making things better.

I proposed to her; she declined

Now, meanwhile, let’s get back to business. I was trying to convince her to marry me. I first proposed to her on a trip to Great Britain, the first time she had been overseas. And we were on the shoreline of this wonderful little lake, Lake Ennerdale. I asked her to marry me and she said I can’t do it.So in 1974 I went home to teach in the law school and Hillary moved to Massachusetts to keep working on children’s issues. This time trying to figure out why so many kids counted in the Census weren’t enrolled in school. She found one of them sitting alone on her porch in a wheelchair. Once more, she filed a report about these kids, and that helped influence ultimately the Congress to adopt the proposition that children with disabilities, physical or otherwise, should have equal access to public education.

I proposed again; differently

Meanwhile, I was still trying to get her to marry me. So the second time I tried a different tack. I said I really want you to marry me, but you shouldn’t do it. And she smiled and looked at me, like, what is this boy up to? She said that is not a very good sales pitch. I said I know, but it’s true.

And I meant it, it was true. I said I know most of the young Democrats our age who want to go into politics, they mean well and they speak well, but none of them is as good as you are at actually doing things to make positive changes in people’s lives. So I suggested she go home to Illinois or move to New York and look for a chance to run for office. She just laughed and said, are you out of you mind, nobody would ever vote for me.

The first time I saw her we were, appropriately enough, in a class on political and civil rights. She had thick blond hair, big glasses, wore no makeup, and she had a sense of strength and self-possession that I found magnetic.

August 16-31, 2016 / Corporate Citizen / 33

Cover story Her rural health care passion

In 1979, just after I became governor, I asked Hillary to chair a rural health committee to help expand health care to isolated farm and mountain areas.

They recommended to do that partly by deploying trained nurse practitioners in places with no doctors to provide primary care they were trained to provide.

It was a big deal then, highly controversial and very important. And I got the feeling that what she did for the rest of her life she was doing there. She just went out and figured out what needed to be done and what made the most sense and what would help the most people. And then if it was controversial she’d just try to persuade people it was the right thing to do.

We were going to be parents

It wasn’t the only big thing that happened that spring my first year as governor.

We found out we were going to be parents. And time passed. On February 27th, 1980, 15 minutes after I got home from the National Governors’ Conference in Washington, Hillary’s water broke and off we went to the hospital.

Chelsea was born just before midnight. And it was the greatest moment of my life. The miracle of a new beginning. The hole it filled for me because my own father died before I was born, and the absolute conviction that my daughter had the best mother in the whole world.

Chelsea had the best mother in the world

I finally got her to visit me in Arkansas

So I finally got her to visit me in Arkansas. And when she did, the people at the law school were so impressed they offered a teaching position. And she decided to take a huge chance. She moved to a strange place, more rural, more culturally conservative than anyplace she had ever been, where she knew good and well people would wonder what in the world she was like and whether they could or should accept her. Didn’t take them long to find out what she was like. She loved her teaching and she got frustrated when one of her students said, well, what you expect, I’m just from Arkansas. She said, don’t tell me that, you’re as smart as anybody, you’ve just got to believe in yourself and work hard and set high goals. She believed that anybody could make it. She loved a house; I bought it (My mortgage was $175 a month) She also started the first legal aid clinic in northwest Arkansas, providing legal aid services to poor people who couldn’t pay for them. And one day I was driving her to the airport to fly back to Chicago when we passed this little brick house that had a for sale sign on it. And she said, boy, that’s a pretty house. It had 1,100 square feet, an attic, fan and no air conditioner in hot Arkansas, and a screened-in porch. Hillary commented on what a uniquely designed and beautiful house it was. So I took a big chance. I bought the house. My mortgage was $175 a month. When she came back, I picked up her up and I said, you remember that house you liked?

She said yeah. I said, while you were gone I bought it, you have to marry me now. The third time was the charm.

I have bought the house; now marry me

We were married in that little house on October the 11th, 1975. I married my best friend. I was still in awe after more than four years of being around her at how smart and strong and loving and caring she was. And I really hoped that she choosing me and rejecting my advice to pursue her own career was a decision she would never regret. A little over a year later we moved to Little Rock when I became attorney general and she joined the oldest law firm west of the Mississippi. Soon after, she started a group called the Arkansas Advocates for Families and Children. It’s a group, as you can hear, is still active today.

34 / Corporate Citizen / August 16-31, 2016

For the next 17 years, through nursing school, Montessori, kindergarten, through T-ball, softball, soccer, volleyball and her passion for ballet, through sleepovers, summer camps, family vacations and Chelsea’s own very ambitious excursions, from Halloween parties in the neighborhood, to a Viennese waltz gala in the White House, Hillary first and foremost was a mother.

We rarely disagreed on parenting

She became, as she often said, our family’s designated worrier, born with an extra responsibility gene. The truth is we rarely disagreed on parenting, although she did believe that I had gone a little over the top when I took a couple of days off with Chelsea to watch all six “Police Academy” movies back-to-back.

I lost elections, Hillary said, we’re going to enjoy being parents

When Chelsea was 9 months old, I was defeated for reelection in the Reagan landslide. And I became overnight, I think, the youngest former governor in the history of the country. We only had two-year terms back then. Hillary was great. Immediately she said, OK, what are we going to do? Here’s what we’re going to do, we’re going to get a house, you’re going to get a job, we’re going to enjoy being Chelsea’s parents. And if you really want to run again, you’ve got to go out and talk to people and figure out why you lost, tell people you got the message and show them you’ve still got good ideas. I followed her advice.

Within two days we had a house, I soon had a job. We had two fabulous years

with Chelsea. And in 1982, I became the first governor in the history of our state to be elected, defeated and elected again. I think my experience is it’s a pretty good thing to follow her advice. The rest of the decade sort of flew by as our lives settled into a rhythm of family and work and friends.

How I married Bill —Hillary Clinton

New education standards recommended by Hillary

In 1983, Hillary chaired a committee to recommend new education standards for us as a part of and in response to a court order to equalize school funding and a report by a national expert that said our woefully underfunded schools were the worst in America. Typical Hillary, she held listening tours in all 75 counties with our committee. She came up with really ambitious recommendations. For example, that we be the first state in America to require elementary counselors in every school because so many kids were having trouble at home and they needed it. So I called the legislature into session hoping to pass the standards, pass a pay raise for teachers and raise the sales tax to pay for it all. I knew it would be hard to pass, but it got easier after Hillary testified before the education committee and the chairman, a plainspoken farmer, said looks to me like we elected the wrong Clinton. Well, by the time I ran for president nine years later, the same expert who said that we had the worst schools in America said that our state was one of the two most improved states in America. And that’s because of those standards that Hillary developed.

Her pre-school program, HIPPY

Now, two years later, Hillary told me about a preschool program developed in Israel called HIPPY, Home Instruction Program for Preschool Youngsters.

The idea was to teach low-income parents, even those that couldn’t read, to be their children’s first teachers. She said she thought it would work in Arkansas. I said that’s great, what are we going to do about it? She said, oh, I already did it. I called the woman who started the program in Israel, she’ll be here in about 10 days and help us get started. Next thing you know I’m being dragged around to all these little preschool graduations. Now, keep in mind, this was before any state even had universal kindergarten and I’m being dragged to preschool graduations watching these poor parents with tears in their eyes because they never thought they’d be able to help their kids learn. Now, 20 years of research has shown how well this program works to improve readiness for school and academic achievement. There are a lot of young adults in America who have no idea Hillary had anything to do with it who are enjoying better lives because they were in that program.

She’s is the best darn change-maker!

She did all this while being a full-time worker, a mother and enjoying our life.

Why? Well, she’s insatiably curious, she’s a natural leader, she’s a good organizer, and she’s the best darn change-maker I ever met in my entire life. Look, this is a really important point. This is a really important point for you to take out of this convention. If you believe in making change from the bottom up, if you believe the measure of change is how many people’s lives are better, you know it’s hard and some people think it’s boring. Speeches like this are fun. Actually doing the work is hard. So people say, well, we need to change. She’s been around a long time, she sure has, and she’s sure been worth every single year she’s put into making people’s lives better.

She always wants to move the ball forward

I can tell you this. If you were sitting where I’m sitting and you heard what I have heard at every dinner conversation, every lunch conversation, on every lone walk, you would say this woman has never been satisfied with the status quo in anything. She always wants to move the ball forward. That is just who she is. When I became president with a commitment to reform health care, Hillary was a natural to head the health care task force. You all know we failed because we couldn’t break a Senate filibuster. Hillary immediately went to work on solving the problems the bill sought to address one by one. The most important goal was to get more children with health insurance. In 1997, Congress passed the Children’s Health Insurance Program, still an important

Hillary Rodham and Bill Clinton met at Yale Law School—and she made the first move.

"I was studying in the library, and Bill was standing out in the hall talking to another student ... . I noticed that he kept looking over at me. He had been doing a lot of that. So I stood up from the desk, walked over to him and said, ?If you're going to keep looking at me, and I'm going to keep looking back, we might as well be introduced.

I'm Hillary Rodham.' That was it."

They even joined the mock trial team together Recognize that guy in the back row?

Bill had to ask Hillary to marry him three times before she said yes.

"I actually turned him down twice when he asked me to marry him. He asked me in England on a trip after law school graduation. I said, you know, I can't say yes. I feel too badly.

And then about a year later he asked me again, and I said no.

He said I'm not asking you again until you're ready to say yes."

They got married in their living room in Fayetteville, Arkansas.

"We were married in the living room on October 11, 1975, by the Reverend Vic Nixon. ... I wore a lace-and-muslin Victorian dress I had found shopping with my mother the night before. When I walked into the room on my father's arm, and the minister said, ?Who will give away this woman?' We all looked at my father expectantly. But he didn't let go.

Finally, Rev. Nixon said, ?You can step back now, Mr. Rodham.'"

Source: http://www.presidency.ucsb.edu/ws/?pid=116869

August 16-31, 2016 / Corporate Citizen / 35

Cover story part of President Obama’s Affordable Care Act. It insures more than 8 million kids. There are a lot of other things in that bill that she got done piece by piece, pushing that rock up the hill. In 1997, she also teamed with the House Minority Leader Tom DeLay, who maybe disliked me more than any of Newt Gingrich’s crowd. They worked on a bill together to increase adoptions of children under foster care. She wanted to do it because she knew that Tom DeLay, for all of our differences, was an adoptive parent and she honored him for doing that.

Now, the bill they worked on, which passed with an overwhelming bipartisan majority, led to a big increase in the adoption of children out of foster care, including non-infant kids and special-needs kids. It made life better because she’s a change-maker, that’s what she does.

Chelsea moves to Stanford

Now, when you’re doing all this, real life doesn’t stop. 1997 was the year Chelsea finished high school and went to college. We were happy for her, but sad for us to see her go. I’ll never forget moving her into her dorm room at Stanford.

It would have been a great little reality flick. There I was in a trance just staring out the window trying not to cry, and there was Hillary on her hands and knees desperately looking for one more drawer to put that liner paper in. Finally, Chelsea took charge and told us ever so gently that it was time for us to go. So we closed a big chapter in the most important work of our lives. As you’ll see Thursday night when Chelsea speaks, Hillary’s done a pretty fine job of being a mother.

1999: Hillary wins the New York seat

Now, fast forward. In 1999, Congressman Charlie Rangel and other New York Democrats urged Hillary to run for the seat of retiring Senator Pat Moynihan.

We had always intended to go to New York after I left office and commute to Arkansas, but this had never occurred to either one of us. Hillary had never run for office before, but she decided to give it a try. She began her campaign the way she always does new things, by listening and learning. And after a tough battle, New York elected her to the seat once held by another outsider, Robert Kennedy. And she didn’t let him down. Her early years were dominated by 9/11, by working to fund the recovery, then monitoring the health and providing compensation to victims and first and second responders. She and Senator Schumer were tireless and so were our House members.

2003: On the Armed Services Committee

In 2003, partly spurred on by what we were going through, she became the first

“1997 was the year Chelsea finished high school and went to college. We were happy for her, but sad for us to see her go’’Bill Clinton senator in the history of New York ever to serve on the Armed Services Committee. So she tried to make When she lost a hardsure people on the battlefield had proper equipment. fought contest to President Obama in 2008, she She tried to expand and did expand health care coverage to Reservists and members of the National worked for his election hard. But she hesitated to Guard. She got longer family leave, working with say yes when he asked Senator Dodd, for people caring for wounded serher to join his cabinet because she so loved vice members. And she worked for more extensive being a senator from care for people with traumatic brain injury. She also New York. So like me, in served on a special Pentagon commission to proa different context, he had to keep asking. But pose changes necessary to meet our new security as we all saw and heard from Madeleine Albright, challenges. Newt Gingrich was on that commission, he told me what a good job she had done. I say that it was worth the effort and worth the wait. because nobody who has seriously dealt with the men and women in today’s military believes they are a disaster. They are a national treasure of all races, all religions, all walks of life. Now, meanwhile, she compiled a really solid record, totally progressive on economic and social issues. She voted for and against some proposed trade deals. She became the de facto economic development officer for the area of New York outside the ambit of New York City. She worked for farmers, for winemakers, for small businesses and manufacturers, for upstate cities in rural areas who needed more ideas and more new investment to create good jobs, something we have to do again in small-town and rural America, in neighborhoods that have been left behind in our cities and Indian country and, yes, in coal country.

She lost a hard-fought contest to Obama in 2008

When she lost a hard-fought contest to President Obama in 2008, she worked for his election hard. But she hesitated to say yes when he 36 / Corporate Citizen / August 16-31, 2016

Now, how does this square? How did this square with the things that you heard at the Republican convention? What’s the difference in what I told you and what they said? How do you square it? You can’t. One is real, the other is made up.

Cartoon alternative not the answer

asked her to join his Cabinet because she so loved being a senator from New York.

So like me, in a different context, he had to keep asking. But as we all saw and heard from Madeleine Albright, it was worth the effort and worth the wait.

Worked hard to get sanctions against Iran’s nuclear program

As secretary of state, she worked hard to get strong sanctions against Iran’s nuclear program. And in what The Wall Street Journal no less called a half-court shot at the buzzer, she got Russia and China to support them. Her team negotiated the New START Treaty with Russia to reduce nuclear weapons and reestablish inspections. And she got enough Republican support to get two-thirds of the Senate, the vote necessary to ratify the treaty. She flew all night long from Cambodia to the Middle East to get a cease-fire that would avoid a full-out shooting war between Hamas and Israel in Gaza to protect the peace of the region.She backed President Obama’s decision to go after Osama bin Laden. She launched a team to fight back against terrorists online and built a new global counter terrorism effort.

We’ve got to win this battle in the mind field

She put climate change at the center of our foreign policy. She negotiated the first ever agreement with India and China. She negotiated the first agreement ever where China and India officially committed to reduce their emissions. And as she had been doing since she went to Beijing in 1995 and said women’s rights are human rights and human rights are women’s right; she worked to empower women and girls around the world and to make the same exact declaration on behalf of the LGBT community in America and around the world.

Her phenomenal aid to people with AIDS

And nobody ever talks about this much, nobody ever talks about this much, but it’s important to me. She tripled the number of people with AIDS in poor countries whose lives are being saved with your tax dollars, most of them in Africa, going from 1.7 million lives to 5.1 million lives and it didn’t cost you any more money. She just bought available FDA-approved generic drugs, something we need to do for the American people more. Now, you don’t know any of these people. You don’t know any of those 3.4 million people, but I’ll guarantee you they know you. They know you because they see you as thinking their lives matter. They know you and that’s one reason the approval of the United States was 20 points higher when she left the secretary of state’s office than when she took it.

So your only option is to create a cartoon, a cartoon alternative, then run against the cartoon. Cartoons are two- dimensional, they’re easy to absorb. Life in the real Well, she’s insatiably curious, world is complicated and real change she’s a natural leader, she’s a good organizer, and she’s the best is hard. And a lot of people even think darn change-maker I ever met in it’s boring. Good for you, because earmy entire life lier today you nominated the real one.

Listen, we’ve got to get back on schedule. You guys calm down. Look, a long, full, blessed life, it really took off when I met and fell in love with that girl in the spring of 1971. When I was president, I worked hard to give you more peace and shared prosperity, to give you an America where nobody is invisible or counted out.

Hillary will make us stronger together

But for this time, Hillary is uniquely qualified to seize the opportunities and reduce the risks we face. And she is still the best darn change-maker I have ever known.

You could drop her into any trouble spot, pick one, come back in a month and somehow, some way she will have made it better. That is just who she is. There are clear, achievable, affordable responses to our challenges. But we won’t get to them if America makes the wrong choice in this election. That’s why you should elect her. And you should elect her because she’ll never quit when the going gets tough. She’ll never quit on you. She sent me in this primary to West Virginia where she knew we were going to lose, to look those coal miners in the eye and say I’m down here because Hillary sent me to tell you that if you really think you can get the economy back you had 50 years ago, have at it, vote for whoever you want to. But if she wins, she is coming back for you to take you along on the ride to America’s future. And so I say to you, if you love this country, you’re working hard, you’re paying taxes and you’re obeying the law and you’d like to become a citizen, you should choose immigration reform over somebody that wants to send you back. If you’re a Muslim and you love America and freedom and you hate terror, stay here and help us win and make a future together. We want you. If you’re a young African American disillusioned and afraid, we saw in Dallas how great our police officers can be, help us build a future where nobody is afraid to walk outside, including the people that wear blue to protect our future.

Hillary will make us stronger together. You know it because she’s spent a lifetime doing it. I hope you will do it. I hope you will elect her. Those of us who have more yesterdays than tomorrows tend to care more about our children and grandchildren. The reason you should elect her is that in the greatest country on earth we have always been about tomorrow. You children and grandchildren will bless you forever if you do.

God bless you. Thank you

(Former U.S. President Bill Clinton delivered this speech on the second day of the Democratic National Convention at the Wells Fargo Center, Philadelphia, July 26. The entire speech is freely available on youtube,) August 16-31, 2016 / Corporate Citizen / 37

Cover story

Indian Village cheers

Why are students sporting ‘I support Hillary’ badges in remote Uttar Pradesh? Why this buzz, why the fervour half-way across the globe? Students of the Bill Clinton School, Hillary Clinton Nursing School and Hillary Clinton Institute of Paramedical Sciences in Rampur Mahiharan have the answers...

By Sangeeta Ghosh Dastidar Nothing unusual in students sporting, ‘I support Hillary' badges, or making speeches in favour of Hillary Clinton. But it definitely is, when this loyalty shifts from the U.S. to a small rural town in India - Rampur Maniharan in Uttar Pradesh located some 22 km from Saharanpur on the Saharanpur-Delhi highway. The recent Democratic debate, in the run-up to the U.S. Presidential elections zeroes in on healthcare goals by both former Secretary of State Hillary Clinton and Senator Bernie Sanders (I-VT). While both Hillary and Sanders support universal healthcare, a call for universal healthcare and education was appreciated by former US President Bill Clinton way back in 1998 in Rampur Maniharan. During this period, he got an opportunity to tour the town with U.S. based multi-millionaire entrepreneur Vinod Gupta -- a close friend of the Clintons.

The town, not very far from Gupta’s own birthplace has been transformed into an educational hub offering global educational facilities while fulfilling his mother, Smt. Ramrati Gupta’s dreams for world class education for children around this agri-based rural town. She dreamt of village children availing of equal opportunity for their own upliftment and that of the society and nation at large.

Bill Clinton’s appreciation and Vinod Gupta’s zeal resulted in three prime educational institutions that speak of a son’s tribute to his mother, but more so, opens new vistas for children in the rural belts surrounding Rampur Maniharan.

Run by Vinod Gupta, the 35-acre campus, named Ramrati Education Complex (REC) after his mother, is affiliated to the Vinod Gupta Charitable Foundation. The educational complex started in 2000 with Ramrati Women’s Polytechnic (RWP). Bill Clinton School and Hillary Clinton Nursing School were started in 2006 and 2007, respectively. Also, the infrastructure for Hillary Clinton Institute of Paramedical Sciences is ready but is waiting a final inspection for classes to begin. In 2001, Bill Clinton had visited the institution. While Vinod Gupta was planning to start the other institutes in the complex, he decided to name the institutes after the Clintons.

News reports quote Mansi Pundir, a class 9 student of Bill Clinton School, “I want to convey my moral support and good wishes to Hillary Clinton for the elections. I have also made posters to support her bid to become the first woman president of a world power like the US. This will set an example for 38 / Corporate Citizen / August 16-31, 2016

Bill Clinton with school children during his visit to India

women in other countries too.” As Raj Kamal Saxena, president, REC, said, “Empowerment comes with education, independence comes with job and status comes with politics. Hillary is at the third level and with the political knowhow she has, she has an edge over others. I have met her in person and I believe that she supports women empowerment just like we do.”

Students have also worked on a presentation video by pledging support to Hillary. Over 800 students from Bill Clinton School and 250 from Hillary Clinton Nursing School come from neighbouring villages such as Kurali, Nandpur, Rampur, Umahi Kala, Azampur and Tipra. Many students also come from far-off cities in Punjab, Himachal Pradesh, Kerala and Haryana. Typing 'I support Hillary Clinton' and painting a smiley next to it on a computer screen, Aryan Bathla, a student of class 7, said, "Hillary ma'am is a very good candidate for the US presidential elections and all of us really hope that she wins and also pays us a visit after that."

The buzz and fervour around Hillary Clinton’s supporters comprising of a bunch of schools tucked away in distant Saharanpur, thus rooting for democratic presidential hopeful Hillary could perhaps beat the best show of support amongst educational campuses even in America. Whether these upbeat sentiments actually help Hillary in becoming the first U.S. lady President, only time will tell…until then let her bask under the sunshine of positivity of Rampur Maniharan, Saharanpur, UP.

Cover story

She’s a role model for women - Jayalalithaa on Hillary

H

on’ble Chief Minister of Tamil Nadu, Jayalalithaa had written this letter recently to Hillary Rodham Clinton, Former Secretary of State of the United States of America, New York, USA: “Kindly accept my heartiest congratulations on clinching the nomination as the Democratic Party’s candidate for the election of the President of the United States of America.

It is a matter of immense pride and satisfaction for all the women in the world and in particular, women in democratic electoral politics that you have become the first woman to be a candidate of one of the two major political parties in the United States for the Presidency.

In creating history, you have given voice and hope to the cause of women empowerment across the world.

I have fond memories of your visit to Chennai on July 20, 2011, as Secretary of State, and our warm and cordial interaction on the occasion on a range of issues of mutual interest.

My best wishes are with you for the further stages of the campaign and for the Presidential Election in November this year.

I have no doubt that as your political career peaks, you will continue to be a role model for women across the world.”

August 16-31, 16-31, 2016 2016 // Corporate Corporate Citizen Citizen // 39 39 August

Startups

By Sangeeta Ghosh Dastidar

T

o be seen and heard on social media (SM) is quite de rigueur for most today. We do not bother to bat an eyelid as we tweet, re-tweet and become part of the vast social media conversations, be it on Facebook or other platforms. But have we ever wondered on the impact of our conversations on companies, their brands or even government policies? Do we ever give a thought when we participate in audience poll or post opinions real-time on media platforms, TV shows or on other perspectives?

But someone is definitely listening, and this ‘social listener’ mines our conversations and scientifically dissects our thoughts, likes and dislikes by analysing hundreds of millions of such ‘real -time’ conversations.

Frrole is one such global social intelligence company that helps gain consumer insight from SM conversations. With the help of powerful search engines or tie-ups with SM platforms, these SM listening companies deliver deep social insights that influence and impact businesses and have become an integral aspect of strategy that goes beyond marketing of brands alone.

“In fact, governments, marketing agencies, media houses, financial institutions, hedge fund institutions and consulting companies alike are resorting to social intelligence,” explains Amarpreet Kalkat, co-founder at Frrole operating from Bengaluru and the US. With over 300-400 million Indians accessing the Internet regularly on their phones alone, even the average Indian consumer is quite active on opinion-based conversations. Frrole taps into these conversations to understand what consumers want or think. Frrole has now pioneered a deeper level of interpretation by building semantic context (distinguishing meanings of words, symbols, etc.) on different topics and relating the same with available general and historical data to draw more insights from social data. Next step mood analysis, anybody?

“Every business wants to know its customers better. Over the last 10-15 years, social media platforms have created the largest and the fastest-growing set of consumer information ever created. The public part of this information set is available for everybody to use. But social intelligence companies like Frrole help their customers mine latent insights in this data.

The usage of social intelligence is accelerating sharply with advances in machine learning and Artificial Intelligence (AI) algorithms. While the only major customer three years ago was a B2C (business to commerce) marketer, it is now used by governments, government agencies, financial institutions, hedge funds, consulting companies and so on, to answer vastly complex questions”, says Amarpreet.

g n i l l e v a Unr d n a s t e e tw chats What we tweet, re-tweet and banter back and forth on social media may be idle chatter to us, but it is a gold mine of information for companies, even governments, who use it for policy making or brand positioning.

There are nuances to every line and conversation, be it likes and dislikes, sentiment or mood, even semantics -- that lend greater depth to the analysis of such data. Corporate Citizen caught up with Amarpreet Kalkat, co-founder of Frrole, a global social intelligence company that helps gain consumer insights from social media conversations Social intelligence driving business

A social data-as-a-service (SaaS) company, Frrole mines deep insights from social conversations and makes them available to its clients via its data feeds and dashboard applications. Marketing teams in any company hanker for consumer insights, and deciphering what a ‘tweet’ means in decision making could be tricky. So Frrole works on its social intelligence engine that analyses real-time data pieces, across semantics, metadata and statistics to offer accurate consumer insights.

It analyses demographics, psychometrics, brand preferences, purchase behaviour and content affinity of people based on what they post on social media. Using derived insights of this analysis, it helps measure real-time shifts in audience characteristics, or analyse past buying behaviour to predict future patterns.

Starting it all up

It was Amarpreet’s desire to get into intelligent products where he could get a chance to work with social data. The thought was that social data could be hugely valuable in understanding consumers. “We thought that it can be a very significant value prop to mine this data as our starting point…Marketing people have been using social analytics for a while so that made for a good start

40 / Corporate Citizen / August 16-31, 2016

and beyond that you can apply the knowledge of the user or what you glean (data) in real time and apply this to many uses and cases,” he says.

“When I started in 2005 till mid-2013, we deviated to a B2B model, and in January 2014, we officially got started. ‘Start-up’ does not really have to do with the age of the company. It is more to do with your state, your constraints, type of structure and I would frankly call Frrole a startup at this point in time.” Amarpreet tagged the Punjabi word ‘frrole’ which means ‘sudden discovery’, as his name choice for his new startup. “When you are not looking for something specifically that might not exist, but is something useful, is what we are bringing-the ability to crunch social data.

But you don’t necessarily know if it exists. But, given our algorithmic intelligence, we are able to find that out and bring that to you. That’s where the term ‘Frrole’ comes from.”

Bangalore-based founder Amarpreet (Product and Business) is supported by co-founders Nishith Sharma (Marketing) and Abhishek Vaid (Technology). Amarpreet dabbled in startups by engaging in multiple products before picking up on Frrole as his prime goal. Equipped with 16 years of experience in building more than 10 products in the technology sector, he has had his stints with Nokia, Trilogy and HP. Abhishek,

‘We have brought in aspects like mood measurement and personality trait measurement.

Traditionally people did not look at classifying social media conversations as by human beings, or Bots (robots). We try to bring in improvement to make it more reallive interpretation of SM data’

PIC : SANJAY MD

August 16-31, 2016 / Corporate Citizen / 41

Startups with his background in research and academia is well versed in Data Mining, Algorithm Design and AI. Nishith Sharma, alumni of IIM Kozhikode is more focused on the marketing aspect, having had stints with Jaguar, Tata Motors and Infosys.

India and the social intelligence market

According to Amarpreet, over the last two to three years, social data is being applied to a wider variety of scenarios beyond product market movement. “It has seen application for government needs, weather and climate interpretation and even disease control. These areas are fairly new and it’s hard to put a number on the market capture of these sectors, but it is becoming a sizeable market if you go by the amount of attention that is paid to social data in today’s world.”

“From a very specific sense, the social analytics market from a market intelligence point of view is said to be averaging around $1.5 to $2 billon globally. It is growing say at 32-40 percent annually and expected to be around $5 billion by 2020. So, that is just the marketing analytics space alone. ” “There has been significant value in social data, and the social analytics segment has been there roughly for 10-12 years anyway,” says Amarpreet. “Competition is surely there and there are a decent number of large enterprise companies that have

marketing analytics and social analytics products. Then you have a bunch of well established startups. Most of these are US-based companies or US affiliated ones. There are a handful of Indian companies that exist, but in the entire market, they do not count significantly. In this market, primary players are large US startups or products offered by large US enterprises.

Frrole—working on its USP

From a technology and algorithmic intelligence perspective, Frrole has been building technology that is clearly differentiated from the traditional way of measuring, and banks on emotional aspects too on SM such as social sentiment. “We have brought in aspects like mood measurement and personality trait measurement. Traditionally, people did not look at classifying social media conversations as by human beings, or Bots (robots). We try to bring in improvement to make it more real-live interpretation of SM data.

Location-wise, it has been largely looked at, say, from a country, state or city intelligence, but we have brought in

Revenue and growth

On company growth and turnover, Amarpreet says, “I don’t think those parameters are really great ways of measuring a company’s worth because if you talk of the number of employees, we are a team of ten, but we earn more revenue than a company at this state that we are in. Also, a customer base too is not a great way either to measure a company’s worth. “You might have customers who pay you $50 per year and you could have customers who pay you $50,000 annually. So, revenue is a good way of measuring.

We measure our revenue in terms of ARR which is the run rate at this point of time. It is the current month’s revenue taken and multiplied by 12 (months). In that sense we covered half a million ARR around Jan 2016 and are now shooting to a million ARR at this point of time.

Now it’s the third wave, and the way we see ourselves is amongst companies like Dataminers or Banjo. You have some of the older companies making a good move into this third generation intelligence where you are able to answer questions neighbourhood level analysis or hyper local analytic elements to our Social Intelligence (SI). So, we have been making improvement by taking SI from where it was and is, to the next level.”

Expertise in the area of machine learning with Liz Miller’s popular mood analysis framework called ‘Mood Mapping’, deemed unique in the SI space, that provides real-time data on consumer moods, along with sentiment. “This is a significant next step, as mood analysis can tell a brand how a consumer is likely to act on a certain feeling, something that brand marketers care for deeply.” Frrole’s mood analysis technology has been put to real use and adapted by Maxus India that allows them

42 42 // Corporate CorporateCitizen Citizen // August August16-31, 16-31,2016 2016

to factor in real-time mood of the people into content and communication strategy.

Amarpreet explains that while the first-generation products were largely called social listening tools, giving either statistical or linguistic answers from social data, the second generation did not make much of an algorithmic improvement on the intelligence side, but it opened up the possibility of using a wave of data-as-a-service product.

“Now it’s the third wave, and the way we see ourselves is amongst companies like Dataminers or Banjo. You have some of the older companies making a good move into this third generation intelligence where you are able to answer pretty hard questions. For instance, there was the US agency DARPA that ran a challenge to identify Bots from real people on social media. We too address those kinds of issues. ”

Future goals

Frrole primarily drives its business networks around three key segments—media agencies, the digital sector and brands. They have roped in Zee, CNN IBN, Flipkart, HDFC Bank, United Breweries. They also service agencies such as Mindshare, Saatchi & Saatchi, Grey 9, etc. With a customer base spread across India and South East Asia and across clients such as Facebook, Twitter, Kolkata Knight Riders, the Times Group, Snapdeal, India Today and Ten Sports, the company is looking at technology leadership in the segment. “Technology leadership is very important for us and it is one area that Indian startups haven’t demonstrated great success in. So, large businesses are getting in that area but not as long as they take technology in tow…” sangeetagd2010@gmail.com

Claps & Slaps Corporate Citizen claps for human rights activist, Bezwada Wilson for winning the prestigious Ramon Magsaysay Award for “Asserting the inalienable right to a life of human dignity”.

Wilson hails from Kolar district in Karnataka and mustered courage to fight caste-based battle to liberate manual scavengers. Disposing of faeces from dry toilets and open drains by hand which is carried on the head in baskets to disposal sites, has long been an occupation of members of the Dalit Group, considered as the lowest ranked in India’s caste system. At least 90 percent of India’s estimated one million manual scavengers are women, a hereditary occupation involving 1,80,000 Dalit households cleaning more than 7,00,000 public and private dry latrines across the country. Societal ills against the scavenging Dalit community provoked Wilson to take on the cause of restoring dignity across such communities. Convenor of Safai Karmachari Andolan (SKA), Wilson has led a 32-year crusade to liberate around 3 lakh people from manually removing of human excreta. The Indian Parliament outlawed manual scavenging in 1993, and the very existence of a dry latrine thus became illegal. Despite this, the most difficult part for Wilson has been to combat lie by governments, municipal corporations and institutions like the railways who deny the existence of manual scavenging. Wilson’s organisation worked on the modus operandi of gathering a crowd of former manual scavengers, mostly women, to demolish dry latrines wherever they sighted them. His tryst began in 1986 when he finished school and volunteered to teach children in his sweepers’ colony. It was not an easy task to reform the community as scavenging was the only source of income for these Dalits. But, Wilson gradually managed to strike a chord with fellow Dalits on the various shared humiliating experiences they all had in their lives. His first victory was when people in his colony were employed by Bharat Gold Mines Public Ltd. Kolar, which had India’s first labour union for scavengers. In 1993, thanks to international pressure, India outlawed manual scavenging and the Centre got Bharat Mines to demolish them and manual scavengers were then taken into other jobs. Similarly, he lobbied with Dalit MLAs in Andhra, and got the government to demolish most dry latrines. He is now making lives better for those who work to clean sewage lines and septic tanks, often leading to deaths. With determination and humour he has brought hope to the scavenging tribe and perhaps lifetime ‘liberation’ for the likes of a 50-year-old woman who scavenged for years from her childhood and late into her old age —all thanks to Bezwada Wilson.

Corporate Citizen slaps the continual denial and apathy of municipal corporators and civic administration across cities in India without ever finding any recourse to the annual damages and aftermath of heavy downpours during monsoons.

It is almost an annual outburst that citizens face due to lakes overflowing or potholes and open drains that are easy ‘death traps’ for unsuspecting commuters and each year it reaches new heights. Despite rainfall forecast, well, not all woes can be blamed to our colonial connections. The very recent collapse of the British era bridge on the Mumbai-Goa highway across the Savitri River had a cascading effect on lives and vehicles, made worse by the continuous rainfall. And, as usual, the government, the NDRF, the coastal guard and naval force sprung into action—but post the event! Don’t we have the NHAI (National Highway Authority India) to regularly survey potential and hazardous highway infrastructure—British or Indian? Not so long ago, havoc sprung upon Millennium City – Gurgaon and Silicon City—Bengaluru, as rains lashed and damaged lives and properties—all this for the sheer lack of responsibility of civic authorities who have yet to learn lessons from the past. Hyderabad’s Toli Chowki, Mehdipatnam, and Secunderabad too faced traffic jams due to heavy rains and Mumbai continues to suffer during its long monsoons. Whether it was motorists trapped in traffic jam at the Hero Honda Chowk, a section of the Delhi-Gurgaon Expressway or faced jams as rain caused a breach of the Badshahpur drain; the result was sheer disgust as taxpaying citizens worried to reach home and office. Prohibitory orders were imposed near Hero Honda Chowk in a bid to ease the congestion caused by massive traffic jams. Severe water-logging caused stranded residents in urban zones to either be rescued or become a part of rescue missions themselves - perhaps the only limelight when helping fellow brethren becomes a necessity. These cities today battle a vicious cycle of unplanned growth, inadequate infrastructure, bad sewage and exhaustive concretisation. The 2006 Mumbai rains reportedly took 182 lives and more recently the October floods in Chennai reigned havoc on 100 lives reported dead and pegged damages to the tune of `20,000 crore.

Can citizens penalise their own government? Who is responsible for this situation…? “Surely, who will finally ‘bell the cat’ however remains a cat and dog chase between citizens and their elected reps! Whether Gurgaon is rechristened as ‘Guru-jam,’ it needs more than rhetoric to spruce up the government’s infrastructure and development agenda.

(Compiled by Sangeeta Ghosh-Dastidar) August 16-31, 2016 / Corporate Citizen / 43

cii Case Study-8

YES TO HUMAN CAPITAL OPTIMIZATION AND ENGAGEMENT FOR ACHIEVING BUSINESS EXCELLENCE BY Dr. Reshmi Manna & Dr. Shalini Khandelwal

CII - Western Region 2nd EdgeFarm HR Case Study Writing Competition Finalists secondary category

Dr. Reshmi Manna

Dr. Reshmi Manna, Faculty of IBS-Gurgaon, Six Sigma Black Belt from Indian Statistical Institute, New Delhi and SFR Fellow of QIP and CEP Department, Indian Institute of Technology, New Delhi, India. She obtained her Ph.D. on Developmental Psychology, Calcutta University, Kolkata, India. She has academician experience of 10 years and 2 years of corporate experience in the domain of human resource management operation. Actively involved in research on behavioural science, human resource management, business strategy, operation and quality analysis. Present research interest includes competence mapping, consumer behaviour, entrepreneurship and business analytic.

Dr. Shalini Khandelwal

Dr. Shalini Khandelwal is currently Associate Dean (Research), Area Head - HRM & OB and Faculty Member at IBS Gurgaon. She is the Managing Editor of IBS Gurgaon quarterly newsletter ‘Samvaad’. She has 19 years of experience including industry, research and academics. Prior to IBS Gurgaon, she has worked with Rexcel Pharmaceuticals, Mumbai and Apeejay School of Management, Dwarka. Her area of specialization is Organizational Behavior and Strategic Human Resource Management. She was awarded doctoral degree from Devi Ahilya Vishwavidyalaya (DAVV), Indore in 2003. She is Gold Medalist in MBA and College Topper in graduation from DAVV, Indore. She has authored a derivative book on Knowledge Management. She has presented research papers at many national and international conferences and published 16 research papers and 7 case studies. She has conducted Management Development Programs for senior managers of Moser Baer, Food Corporation of India, RIICO, Rajasthan Financial Corporation, and State Bank of Bikaner and Jaipur. She has conducted Faculty Development Programs for the faculty members of reputed colleges of Delhi, Jaipur, Agra, Lucknow, Kanpur and Varanasi.

Corporate Citizen, the Exclusive Magazine Partner of the event, will publish the series of top Case Studies, one by one Continued from issue dated August 1-15 44 / Corporate Citizen / August 16-31, 2016

cii Case Study-8 ANNEXURE II: PROFIT & LOSS FOR YES BANK LTD. Mar' 16

Mar' 15

Mar' 14

Mar' 13

Mar' 12

Income: (Rupees in Crore) Operating Income

ANNEXURE III: BALANCE SHEET FOR YES BANK LTD. Mar' 16

Mar' 15

Mar' 14

Mar' 13

Mar' 12

Equity Share Capital

420.53

417.74

360.63

358.62

352.99

SOURCES OF FUNDS (Rupees in Crore)

13,533.44

11,572.01

9,981.35

8,294.00

6,307.36

Material Consumed

0.00

0.00

0.00

0.00

0.00

Manufacturing Expenses

0.00

0.00

0.00

0.00

0.00

Share Application Money

0.00

0.00

0.00

0.00

0.00

Personnel Expenses

1,296.80

979.66

784.40

655.54

475.15

0.00

0.00

0.00

0.00

0.00

Selling Expenses

0.00

0.00

0.00

0.00

0.00

Preference Share Capital

Administrative Expenses

1,569.01

1,220.00

902.31

627.29

416.57

Reserves & Surplus

13,366.07

11,262.25

6,761.11

5,449.05

4,323.65

Expenses Capitalised

0.00

0.00

0.00

0.00

0.00

Secured Loans

0.00

0.00

0.00

0.00

0.00

Cost Of Sales

11,832.54

10,283.84

8,951.80

7,358.04

5,583.44

Unsecured Loans

111,719.53

91,175.85

74,192.02

66,955.59

49,151.71

Operating Profit

1,700.91

1,288.17

1,029.55

935.96

723.92

Total

125,506.13

102,855.83

81,313.76

72,763.26

53,828.34

Other Recurring Income

2,712.15

857.12

USES OF FUNDS

Adjusted PBDIT

4,413.05

3,334.63

2,751.13

2,193.39

1,581.04

411.95

293.40

273.29

218.45

169.06

Financial Expenses

8,966.72

8,084.17

7,265.09

6,075.21

4,691.72

Gross Block

0.00

0.00

0.00

0.00

0.00

Depreciation

110.56

85.04

63.17

51.71

40.82

Less: Revaluation Reserve

Other Write offs

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Adjusted PBT

3,766.20

2,910.11

2,326.28

1,925.73

1,450.02

Less: Accumulated Depreciation Net Block

411.95

293.40

273.29

218.45

169.06

Tax Charges

1,226.75

904.75

708.50

625.05

473.02

58.77

25.57

20.18

11.09

8.04

Adjusted PAT

2,539.45

2,005.36

1,617.78

1,300.68

977.00

Capital Work-inprogress

Non Recurring Items

0.00

0.00

0.00

0.00

0.00

Investments

48,838.47

46,605.24

40,950.36

42,976.04

27,757.35

Other Non-Cash adjustments

0.00

0.00

0.00

0.00

0.00

Net Current Assets 9,525.88

6,139.24

6,247.33

4,833.21

4,117.04

Reported Net Profit

2,539.45

2,005.36

1,617.78

1,300.68

977.00

Current Assets, Loans & Advances

Earnigs Before Appropriation

6,759.50

5,212.82

3,956.15

2,959.07

2,092.06

Less : Current Liabilities & Provisions

8,098.30

7,094.18

6,387.75

5,418.72

5,640.85

Equity Dividend

334.91

299.42

239.48

180.27

118.29

1,427.57

-954.94

-140.42

-585.51

-1,523.81

Preference Dividend

0.00

0.00

0.00

0.00

0.00

Total Net Current Assets

0.00

0.00

0.00

0.00

85.62

76.55

49.03

34.91

22.91

Retained Earnings

6,338.97

4,836.86

3,667.64

2,743.90

1,950.86

Miscellaneous Expenses not written

0.00

Dividend Tax

Total

50,736.76

45,969.26

41,103.42

42,620.08

26,410.65

Expenses

Owners' Fund

Loan Funds

2,046.46

1,721.58

1,257.43

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

Fixed Assets

Note As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency

August 16-31, 2016 / Corporate Citizen / 45

cii Case Study-8 Book Value of Unquoted Investment

0.00

0.00

Market Value of Quoted Investment

0.00

Contingent liabilities

332,798.07

338,673.20

202,013.89

248,481.75

164,537.78

Number of Equity shares outstanding (in Lacs)

4,205.32

4,177.36

3,606.34

3,586.22

3,529.87

0.00

0.00

0.00

0.00

0.00

0.00

0.00

LEVERAGE RATIOS Long Term Debt / Equity

0.00

0.00

0.00

0.00

0.00

Total Debt/ Equity

8.10

7.81

10.42

11.53

10.51

Owners fund as % of total Source

10.98

11.35

8.75

7.98

8.68

Fixed Assets Turnover Ratio

0.09

0.09

0.10

0.10

0.10

Current Ratio

1.18

0.86

0.97

0.89

0.72

Current Ratio (Inc. ST Loans)

0.07

0.06

0.07

0.06

0.07

Quick Ratio

14.02

12.25

10.40

10.18

7.88

Inventory Turnover Ratio

0.00

0.00

0.00

0.00

0.00

LIQUIDITY RATIOS

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

ANNEXURE IV: RATIOS FOR YES BANK LTD. Mar' 16

Mar' 15

Mar' 14

Mar' 13

Mar' 12

Adjusted E P S (Rs.)

60.39

48.01

44.86

36.27

27.68

Adjusted Cash EPS (Rs.)

63.02

50.04

46.61

37.71

28.83

Dividend Payout Ratio (Net Profit)

16.55

18.74

17.83

16.54

14.45

Reported EPS (Rs.)

60.39

48.01

44.86

36.27

27.68

Dividend Payout Ratio (Cash Profit)

15.86

17.98

17.16

15.91

13.87

Reported Cash EPS (Rs.)

63.02

50.04

46.61

37.71

28.83

Earning Retention Ratio

83.45

81.26

82.17

83.46

85.55

Dividend Per Share

10.00

9.00

8.00

6.00

4.00

84.14

82.02

82.84

84.09

86.13

Operating Profit Per Share (Rs.)

40.45

30.84

28.55

26.10

20.51

Cash Earnings Retention Ratio

Book Value (Excl Rev Res) Per Share (Rs.)

327.84

279.60

197.48

161.94

132.49

Adjusted Cash Flow Time Total Debt

42.16

43.62

44.14

49.51

48.29

Book Value (Incl Rev Res) Per Share (Rs.)

327.84

279.60

197.48

161.94

132.49

Financial Charges Coverage Ratio

0.49

0.41

0.37

0.36

0.33

Net Operating 321.82 Income Per Share (Rs.)

277.02

276.77

231.27

178.69

Fin. Charges Cov.Ratio (Post Tax)

1.30

1.26

1.23

1.22

1.22

Free Reserves Per Share (Rs.)

0.00

0.00

0.00

0.00

COMPONENT RATIOS Material Cost Component (% earnings)

0.00

0.00

0.00

0.00

0.00

Selling Cost Component

0.00

0.00

0.00

0.00

0.00

Exports as percent of Total Sales

0.00

0.00

0.00

0.00

0.00

Import Comp. 0.00 in Raw Mat. Consumed

0.00

0.00

0.00

0.00

Long term assets / Total Assets

0.83

0.88

0.86

0.89

0.87

Bonus Com0.00 ponent In Equity Capital (%)

0.00

0.00

0.00

0.00

PER SHARE RATIOS (Rupees=Rs.)

0.00

PROFITABILITY RATIOS Operating Margin (%)

12.56

11.13

10.31

11.28

11.47

Gross Profit Margin (%)

11.75

10.39

9.68

10.66

10.83

Net Profit Margin (%)

18.76

17.32

16.20

15.68

15.48

Adjusted Cash Margin (%)

16.31

15.34

14.36

14.15

14.20

Adjusted Return On Net Worth (%)

18.41

17.16

22.71

22.39

20.89

Reported Return On Net Worth (%)

18.41

17.16

22.71

22.39

20.89

Return On Long Term Funds (%)

92.35

94.12

134.67

137.76

131.32

46 / Corporate Citizen / August 16-31, 2016

PAYOUT RATIOS

COVERAGE RATIOS

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

cii Case Study-8 ANNEXURE V: CASH FLOW FOR YES BANK LTD. (Rupees in Crore)

Mar' 16

Mar' 15

Mar' 14

Mar' 13

Mar' 12

Profit Before Tax

3,766.20

2,910.11

2,326.28

1,925.73

1,450.02

-363.15

-1,448.87

4,448.94

540.64

-2,421.70

Net Cash Used In Investing Activity

Net CashFlow-Operating Activity

-4,035.28

-4,459.61

-2,798.92

-6,741.53

-4,863.45

NetCash Used in Fin. Activity

5,059.70

7,573.96

175.89

6,681.11

7,374.72

661.27

1,665.49

1,825.90

480.22

89.56

Net Inc/Dec In Cash And Equivlnt Cash And Equivalnt Begin of Year

7,557.15

5,891.66

4,065.76

3,585.54

3,495.98

Cash And Equivalnt End Of Year

8,218.42

7,557.15

5,891.66

4,065.76

3,585.54

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

ANNEXURE VI: AWARDS AND HONOURS FOR HR INITIATIVES (2014-2015) 9th Employer Branding Awards Award for Innovation in Career Development Award for Talent Management Award for Best HR Strategy in Line With Business Award for Managing Health at Work Award for Excellence in HR through Technology Award for Continuous Innovation in HR Strategy at Work

23rd Global HR Excellence Awards Application for Best Workplace Practices Organization with Innovative HR Practices Award for Institution Building Award for Talent Management Award for Best HR Strategy in Line with Business Fun at work Award Inspiring Work Place Award 2014 in the Private Sector Banks Category – Banking Frontiers

IDFC Bank

47.00

15,945.33

3,648.83

466.85

0.05

Federal Bank

57.70

9,919.85

7,744.69

475.65

82,850.47

City Union Bank

107.85

6,462.89

2,944.21

444.69

27,871.13

Karur Vysya

475.55

5,795.05

5,443.39

567.63

53,152.49

JK Bank

68.50

3,320.73

6,843.57

416.04

76,085.46

DCB Bank

99.20

2,822.95

1,422.42

191.18

19,118.53

South Ind Bk

20.15

2,720.89

5,557.20

333.27

63,174.88

Karnataka Bank

135.20

2,548.15

4,992.21

415.29

51,836.60

Lakshmi Vilas

90.05

1,616.05

2,568.30

180.24

28,732.16

Dhanlaxmi Bank

23.50

416.99

1,204.27

-209.45

14,351.90

HR & Leadership Awards

Source: “Yes Bank Ltd.” Moneycontrol.com, June 15, 2016, 33

Best Talent Management Award Pride of the Profession Awarded to Deodutta Kurane – Group President (Human Capital Management)

Learning & Development Awards Top Learning & Development Organization under the ‘Special Category’ of CII HR Excellence Awards Training Company of the Year - Asia Training & Development Excellence Awards 2014 Innovation in Learning Series - Asia Training & Development Excellence Awards 2014 Best use of Technology in Human Resources, Training & eLearning Initiatives - IBA Technology Awards FY 15

Yes Bank LTD.

HDFC Bank

ICICI Bank

Kotak Mahindra Bank

Axis Bank

Company Status

Active

Active

Active

Active

Active

Geographic Location

PAN India

PAN India

PAN India

PAN India

PAN India

Industry

Banking & financial services

Banking & financial services

Banking & financial services

Banking & financial services

Banking & financial services

Company Category

Company limited by share

Company limited by share

Company limited by share

Company limited by share

Company limited by share

Total Assets

Company Sub Category

Non-government company

Non-government company

Non-government company

Non-government company

Non-government company

Class of Company

Limited Company

Limited Company

Limited Company

Limited Company

Limited Company

June 1994

February 2003 (alreay into finance service as Kotak Mahindra Finance Ltd since 1985)

April 1994

ANNEXURE VII: YES BANK AND OTHER PRIVATE BANKS Last Price

Market Cap. (Rupees in Crore)

Net Interest Income

Net Profit

ANNEXURE VIII: OVERVIEW OF YES BANK AND ITS COMPETITORS Company Name

Source: “Awards and Honours”. Yesbank.in, June 15, 2016, 6.

Name

As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency

HDFC Bank

1,162.15

294,226.32

60,221.45

12,296.23

590,503.07

ICICI Bank

239.05

139,053.52

52,739.43

9,726.29

720,695.10

Kotak Mahindra

754.45

138,452.89

16,384.19

2,089.78

192,259.79

Axis Bank

523.45

124,917.34

40,988.04

8,223.66

461,932.39

IndusInd Bank

1,100.25

65,500.52

11,580.66

2,286.45

140,056.99

Yes Bank

1,060.55

44,653.55

13,533.44

2,539.45

165,263.42

ING Vysya Bank

1,027.00

19,719.13

5,205.22

657.85

60,413.23

Start-up Function Date May 24, 2004

January 1995

August 16-31, 2016 / Corporate Citizen / 47

cii Case Study-8 Age of Company

12 years

21 years

22 years

Number of Employee 15,000+ (March 2016)

76,286 (March 2015)

74,096 (2016)

Number of branches

860 (2016)

Number of ATMs

Business Areas

4520 (2016)

4,450 (2016)

1609+ (2016)

12,000 (2016)

13,999 (2016)

• Corporate and Institutional Banking • Business Banking • Corporate Finance • Retail Banking • Investment Banking

• Investment Banking • Investment Management • Wealth Management • Private Banking • Corporate Banking • Private Equity • Finance and Insurance • Consumer Banking • Mortgages • Credit Cards

• Credit cards Consumer banking • Corporate banking finance and insurance • Investment banking • Mortgage loans • Private banking • Wealth management • Personal Loan • Payment Solutions.

13 years (other wise 31 Years in industry of finance) 29,200 (before merger with ING Vysya) (2015) 40,000 approx (after merger with ING Vysya) (2016) 641(before merger with ING Vysya) (2015) 1261 (after merger with ING Vysya) (2016) 1,159 (before merger with ING Vysya) (2015) • Deposit accounts • Loans • Investment services

22 years

42,420 (March 2014)

3062 (including extension counters, 2016)

12922 (2016) • Credit cards • Consumer banking • Corporate banking • Finance and insurance • Investment banking • Mortgage loans • Private banking • Private equity • Wealth management

Total Share Capital

420.53

501.30

1,163.17

917.19

474.10

Equity Share Capital

420.53

501.30

1,163.17

917.19

474.10

Share Application Money

0.00

0.00

6.70

3.41

0.00

Preference Share Capital

0.00

0.00

0.00

0.00

0.00

Reserves

13,366.07

61,508.12

85,748.24

23,041.87

44,202.41

Revaluation Reserves

0.00

0.00

2,817.47

0.00

0.00

Net Worth

13,786.60

62,009.42

89,735.58

23,962.47

44,676.51

Deposits

111,719.53

450,795.64

421,425.71

138,643.02

322,441.94

Borrowings

31,658.98

45,213.56

174,807.38

20,975.34

79,758.27

Total Debt

143,378.51

496,009.20

596,233.09

159,618.36

402,200.21

Other Liabilities & Provisions

8,098.30

32,484.46

34,726.44

8,678.96

15,055.67

Total Liabilities

165,263.41

590,503.08

720,695.11

192,259.79

461,932.39

Cash & Balances with RBI

5,776.16

27,510.45

27,106.09

6,903.43

19,818.84

Balance with Banks, Money at Call

2,442.26

8,821.00

32,762.65

3,976.28

16,280.19

Advances

98,209.93

365,495.03

435,263.94

118,665.30

281,083.03

Investments

48,838.47

166,459.95

160,411.80

51,260.22

132,342.83

Gross Block

411.95

3,121.73

7,576.92

1,551.59

2,413.05

0.00

0.00

0.00

0.00

0.00

Net Block

411.95

3,121.73

7,576.92

1,551.59

2,413.05

Capital Work In Progress

58.77

0.00

0.00

0.00

101.26

9,525.88

19,094.91

57,573.70

9,902.97

9,893.19

Assets

Accumulated Depreciation

Other Assets

“Yes bank launches ‘Facebook at Work’ across entire workforce”. Computer.financialexpress.com, June 11, 2016, 34.

“About Us”. HDFCbank.com, June 10, 2016, 2.

“About Us”. ICICIbank.com, June 10, 2016, 3.

“About Us”. Kotak.com, June 10, 2016, 4.

“Media Centre”. Axisbank.com, June 10, 2016 “Kotak Mahindra Bank”. Wikipedia.org, June 09, 2016 “Earnings Presentations - Half year results for FY 2013-14”. Axis Bank. (17 October 2013). January 26, 2014.

Total Assets

165,263.42

590,503.07

720,695.10

192,259.79

461,932.39

Contingent Liabilities

332,798.07

997,538.88

922,453.51

257,574.33

640,183.59

0.00

0.00

0.00

0.00

0.00

ANNEXURE IX: BALANCE SHEET OF YES BANK AND ITS COMPETITORS

Book Value (Rs)

327.84

247.39

149.92

130.61

188.47

Balance Sheet (Rupees in Crore)

Yes Bank

HDFC Bank

ICICI Bank

Kotak Mahindra

Axis Bank

Mar '16

Mar '15

Mar '16

Mar '16

Mar '15

Capital and Liabilities:

48 / Corporate Citizen / August 16-31, 2016

Bills for collection

Source: (Dion Global Solutions Limited) “Yes Bank Ltd.” Moneycontrol.com, June 15, 2016, 33.

ANNEXURE X: YES BANK AND COMPETITORS HUMAN CAPITAL APPROACH Company Name

Yes Bank LTD.

HDFC Bank

ICICI Bank

Kotak Mahindra Bank

Axis Bank

Global Presence

YES

YES

YES

YES

YES

cii Case Study-8 Human Capital Approach

Human capital is the biggest asset in an organization

People Are Our Business

Diversity based intervention

FLAME

Value Preposition

Employee, Customer, Stakeholders

Customer, Stack holder

Employee, Customer, Stakeholders

Employee, Customer, Stakeholders

YES for YOU

Oracle Human Resources applications (Oracle Balanced Scorecard)

HRIT system

People is core to the client experience it wants to offer Employee, Customer, Stakeholders

PeopleSoft HRMS

Kotak HR Information System Portal

0-0.25

0.25-0.50

0.5-1

Name of Banks

5

Nainital Bank Ltd., Catholic Syrian Bank Ltd., Dhanalakshmi Bank Ltd., City Union Bank Ltd., Lakshmi Vilas Bank Ltd.

11

ING Vysya Bank Ltd., Karnataka Bank Ltd., Jammu & Kashmir Bank Ltd., Tamilnad Mercantile Bank Ltd., South Indian Bank Ltd., Karur Vysya Bank Ltd., Federal Bank Ltd. , Kotak Mahindra Bank Ltd., Development Credit Bank Ltd., HDFC Bank Ltd., Axis Bank Ltd. Ratnakar Bank Ltd., ICICI Bank Ltd., IndusInd Bank Ltd., Yes Bank

No. of Banks

Name of Banks

0-0.5

15

Catholic Syrian Bank Ltd., Nainital Bank Ltd., Dhanalakshmi Bank Ltd., Kotak Mahindra Bank Ltd., Lakshmi Vilas Bank Ltd., Development Credit Bank Ltd., City Union Bank Ltd., ING Vysya Bank Ltd., Karnataka Bank Ltd., Jammu & Kashmir Bank Ltd., Tamilnad Mercantile Bank Ltd., South Indian Bank Ltd., Karur Vysya Bank Ltd., Federal Bank Ltd. , HDFC Bank Ltd.

0.5-1

5

Ratnakar Bank Ltd., Axis Bank Ltd., ICICI Bank Ltd., IndusInd Bank Ltd., Yes Bank

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social Sciences Research, 2(10) (October 2013), June 15, 2016, 26.

ANNEXURE XIV: AVERAGE PROFIT PER EMPLOYEE Average (Rs Lakhs)

No. of Banks

Name of Banks

-2-0

1

Development Credit Bank Ltd.

0-2

4

Dhanalakshmi Bank Ltd., Catholic Syrian Bank Ltd., Lakshmi Vilas Bank Ltd., Ratnakar Bank Ltd.

6

ING Vysya Bank Ltd., South Indian Bank Ltd., Karnataka Bank Ltd., Nainital Bank Ltd., Federal Bank Ltd., City Union Bank Ltd.

5-10

7

Jammu & Kashmir Bank Ltd., Tamilnad Mercantile Bank Ltd., Karur Vysya Bank Ltd., Kotak Mahindra Bank Ltd., IndusInd Bank Ltd., HDFC Bank Ltd., Axis Bank Ltd.

10-12

2

ICICI Bank Ltd., Yes Bank

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social Sciences Research, 2(10) (October 2013), June 15, 2016, 26.

“Employee Proposition”. Kotak.com, June 15, 2016, 4.

“Employee Value Proposition”. Yesbank.in, June 15, 2016, 16.

“Investor Presentation”. HDFCbank.com, June 13, 2016, 2.

Sharma Leena. Linkedin.com, June 17, 2016, 25.

“Employee Proposition”. Kotak.com, June 15, 2016, 4.

15 “Differentiation' is key for Axis Bank's India wealth management” Hubbis.com (Aug 11, 2015), June 16, 2016, 12

ANNEXURE XII: AVERAGE BUSINESS PER EMPLOYEE Average (Rs Lakhs)

0-500

500-600

No. of Banks

Name of Banks

9

Ratnakar Bank Ltd. , Catholic Syrian Bank Ltd., Nainital Bank Ltd., Dhanalakshmi Bank Ltd., Kotak Mahindra Bank Ltd., Lakshmi Vilas Bank Ltd., Development Credit Bank Ltd., City Union Bank Ltd., ING Vysya Bank Ltd.

6

Karnataka Bank Ltd., Jammu & Kashmir Bank Ltd., Tamilnad Mercantile Bank Ltd., South Indian Bank Ltd., Karur Vysya Bank Ltd., Federal Bank Ltd.

600-700

1

HDFC Bank Ltd.

700-900

0

------------------------

ICICI Bank Ltd., Yes Bank, IndusInd Bank Ltd., Axis Bank Ltd.

ANNEXURE XIII: AVERAGE TOTAL INCOME PER EMPLOYEE

HRMS

No. of Banks

4

4

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social Sciences Research, 2(10) (October 2013), June 15, 2016, 26

Average (Rs crore)

ANNEXURE XI: AVERAGE TOTAL EXPENDITURE PER EMPLOYEE Average (Rs crore)

900-1200

2-5

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social Sciences Research, 2(10) (October 2013), June 15, 2016, 26.

Disclaimer: n The views expressed in the published CASE STUDIES belong to the Author / Co-Author (s) of the respective case studies, and not necessarily those of CII’s. n The copyright of these case studies, however, belong to CII. Reproduction, in any matter, without prior permission from CII is expressly prohibited. n NOTE: CII has given exclusive permission to CORPORATE CITIZEN to publish the CASE STUDY only, in full, and without any changes / modifications. n Reproduction in parts is not allowed. n For further information, please contact: Snehada Fatterpekar, Executive – Human Resources & Industrial Relations, CII Western Region, Email: f.snehada@cii.in August 16-31, 2016 / Corporate Citizen / 49

Digital india survey

Digital India Report Card In 2014, the Indian Government under Prime Minister Narendra Modi’s leadership had set up a digital initiative which aimed at connecting the entire country via the Internet. Projected as the flagship programme of the government, the initiative was the first of its kind, and was promoted as such. Now, two years since its inception, the government has released a newsletter chronicling the success of Digital India. Corporate Citizen takes a closer look.

By Neeraj Varty

O

ne of the chief highlights of the BJP campaign trail was its promise to make India digitally connected. Once elected, Digital India was launched on a priority with considerable promotions countrywide. Starting from bringing essential government services online to building a better digital infrastructure, the Modi government has been committed to the cause. Digital India has seen a lot of citizen participation, from the extensive use of using the MyGov service for feedback, to tweeting about issues to the respective government department, Indians seem to have adopted Digital India wholeheartedly. The Prime Minister seems quite pleased with the progress as he quotes

Being the flagship programme of our Government, the success of Digital India is unmatched and is reaching people across the country which makes their everyday lives better. It’s our dream to see a new India which changes the face of the country through a digital makeover.

— Narendra Modi, (Prime Minister of India)

50 / Corporate Citizen / August 16-31, 2016

Governance Launched on July 26, 2014, the MyGov service is based on the principle of ‘discuss’, ‘do’ and ‘disseminate’ where the citizens can actively take part along with the domain experts on national issues.

Polls and nation-building tasks are also implemented on this platform. The service has 19.3 lakh registered users with 26.7 lakh comments; users can interact and rate 38 different ministries via this service.

AADHAR Aadhaar is a unique 12-digit number given to every Indian citizen using biometric inputs. It can act as their identity verification anywhere without any problem and also help them access government services seamlessly. Biometric identification process removes the loopholes of fake documents. It enables direct transfer of government benefits to the under-banked areas. By using Aadhaar platform the government has extended DBT services to 30 crore beneficiaries, amounting to a transfer of `61,000 crore. Also, 3.5 crore duplicate beneficiaries have been eliminated, resulting in savings of `14,000 crore in 2014-15. As of 2016, there are 100 crore Aadhar cardholders.

BOOST IN ELECTRONIC MANUFACTURING High priority has been given to boost manufacturing of electronics and IT hardware in India due to its potential to generate employment and connect Indians digitally. The Union Budget of 2016-17 extended the differential duty structure to some electronics items. It also seeks to promote manufacturing of semiconductor wafer, LCD fabrication units and populated PCBs among other things. Since the launch of Digital india, electronic investment proposals grew by an astounding 985 percent in 2014, 37 percent in 2015 and 83 percent in 2016.

August 16-31, 2016 / Corporate Citizen / 51

Digital india survey

MOVING TOWARDS PAPERLESS GOVERNANCE India paved the way towards paperless governance through Digilocker. A highly secure cloud based platform, Digilocker provides the opportunity to organisations and individuals to issue, verify, store and access all their legal documents.

Digilocker enables the users to secure online storage of documents, facilitates automatic issuance of documents by government agencies.

The stored documents are electronically signed before sharing, which further eliminates the need of submissions of paper documents. Users can register via mobile phone, sync their Aadhaar identity and upload documents. This eliminates the need for physically visiting government offices and standing in long queues. The government has so far issued 80 lakh documents through this service.

MAKING INDIA DIGITALLY LITERATE The government has launched Digital Saksharta Abhiyan (DISHA) to make one person in every Indian household, digitally literate. The progress in this initiative has been tremendous. With 1,937 training partners, 80.88 lakh candidates enrolled, 54,78,903 candidates enrolled and trained, and 22,94,718 candidates trained and certified, India certainly seems to be on its way towards digital literacy.

CONNECTING THE UNCONNECTED INDIA This initiative aims to bring connectivity to the most isolated regions of India by 2019 though expansion of mobiles and Internet services. It focuses on services pertaining to education, farming, health and finance.

This will ensure the remotest communities of India are included in the digital transformation of the country. Information is key to development. Seamless Internet and mobile connectivity in all communities will enable them to elevate their knowledge, awareness & therefore socio and economic status. It will also ease access to a gamut of services offered by government and private sectors. `5,336 crore has already been sanctioned with an aim to connect 55,669 villages by 2019.

52 / Corporate Citizen / August 16-31, 2016

INTERNET FOR ALL Internet access to every citizen, BSNL is installing Wi-Fi Hotspots at important locations like Taj-Mahal in Agra, Bengaluru, Vijaywada, Hampi - Karnataka, Haridwar, Ajmer - Dargah Shareef, Sarnath-Varanasi, Sun Temple Konark etc. BSNL has planned to setup 40,000 Wi-Fi Hotspots. Also, 2.05 lakh Common Services Centres (Digital Seva) and 21,319 post offices are the important components under Public Internet Access Programme. This initiative will enable citizens to easily access wireless Internet, promote the use of digital platforms, and make e-Services available to people on-the-go.

CONNECTIVITY TO RURAL INDIA BharatNet focuses on bringing high-speed broadband connectivity to rural India. In collaboration with Bharat Broadband Network Limited (BBNL), the Government has taken a step forward to connect nearly 2,50,000 Gram Panchayats. The usage of BharatNet for various e-Government services like tele medicine, tele-education, e-Health and e-Entertainment, etc. is meant to create local employment opportunities and drive socio - economic growth in the area. By this year, 1,12,871 kms of optical fibre has been laid to connect 60 crore rural citizens.

ALL NEW MOBILES TO HAVE PANIC BUTTON FROM 2017 Starting next year, all mobile phones sold in India will come with a dedicated “panic button “’ that can be used to send out a signal in case of distress. The panic button and Global Positioning System facility in all mobile phone handsets Rules, 2016, notified by the Department of Telecommunications in April 2016 are aimed at improving the safety of women and ensuring a quick response from security agencies. An official notification dated April 22, said, “With effect from January 1, 2017, no mobile phone handset manufactured company shall sell in India without feature phones without the facility of panic button by pressing ‘Numeric key – 5’ or ‘Numeric key – 9’ to invoke an emergency call.”

neeraj.varty07@gmail.com August 16-31, 2016 / Corporate Citizen / 53

Star Campus Placement

Confidence is a must

Bhagyashree Kanhere, a young, bright and dynamic student who has recently completed her post-graduation from a leading management college talks to Corporate Citizen on her first big break

By Mahalakshmi Hariharan

T

oday, Bhagyashree who majored in the marketing stream from a leading management college, is placed as an Associate Consultant in the department of Information System unit with leading IT giant, Infosys.

Campus placement experience

Recalls Bhagyashree, “Being a Corporate Relations Team (CRT) member, I had the option of going through the interview process of two companies. I, initially got placed with the Idea Cellular as Segmentation Manager in Mumbai on November 3, 2015. Later on, I also got placed with Infosys Ltd as an Associate Consultant on January 13, 2016 and decided to join them. I had prepared well for my campus placements. I would

often pen down complete information about the companies I would like to sit for. I had prepared well on all the general questions in advance, on the questions that are often asked like, introduce yourself, tell us about your strengths and weaknesses, why should I hire you and so on.”

“The first thing that helped me crack the interview was my confidence. I must say, confidence automatically follows when you prepare yourself in the right direction. Preparation is the key to success,” she adds.

“For Idea Cellular, there were two panel members. I first cleared my group discussion round and then went on to attend the personal interview round. The complete interview was based on the CV that I had given. Luckily it had all that they were looking for and I got

54 / Corporate Citizen / August 16-31, 2016

through. In the case of Infosys, there were again two panel members—there was one member sitting with us and the second joined us over a call from the US. I was third to go for the personal interview round. There were two rounds, first technical, where they asked me about myself, my hobbies, my CRT work and all of that written in my CV. They then gave me certain situations where I had to deliver solutions.

Thereafter, they asked me to wait and within ten minutes I had asked to go to the HR for the next round. Here, the HR discussed about the job profile, pay and other elements and within few minutes welcomed me to join Infosys,” says a happy Bhagyashree.

Bhagyashree always wanted to work for an IT firm and this was a dream come true for her.

Bhagyashree with her friends

“I had prepared well for my campus placements.

I would often pen down complete information about the companies I would like to sit for. The first thing that helped me crack the interview was my confidence. I must say, confidence automatically follows when you prepare yourself in the right direction. Preparation is the key to success” Life at the campus

“It all started with the induction period of about 45 days where we got to know the system, students, faculties and our college in and out. I made some real good friends in the process, despite my hectic schedule. We would report at 7:55 am sharp to college or the gates would get closed. We would also read the newspapers regularly and had one such session every day. I used to make notes out of that which helped me upgrade my knowledge,,” reminisces Bhagyashree.

She adds, “One fine day, we got a notice to be selected for the prestigious Corporate Relations Team. I did apply for it and went through two rounds of interview, one with our Dean and the head of the Director, CRT. From thereon, life was different. We, at CRT, had to follow an altogether

different schedule from that of others. Strategising, working on leads and networks, connecting the dots, while also managing our studies was quite a task. We used to be seated in the office, away from our friends and lectures.”

Here’s when Bhagyashree learned how to handle difficult situations, how to deliver solutions, how to be punctual, alert, give importance to minute things, how to excel, how not to lose hope, how to grow and set a target.

“It was as good as getting trained in a corporate house. During my exams, I would refer to slides provided in those classes, lectures and books. My friends have helped me a lot in understanding various concepts as I would stay away from class.

I completely owe it to my college, teaching and non-teaching staff for being so kind and helpful to me,” says Bhagyashree.

Bhagyashree did her internship from ICICI Bank, Corporate Office, Mumbai. “I got inducted into Service Improvement and Innovation Group - Quality Department of the Bank where I learnt a lot. The stipend offered was `50,000, highest in the campus, which was again a cherry on the top. I received a lot of appreciation for my project from college,” she said. When asked about her thoughts on the Indian education sector, Bhagyashree says, “In my experience, which is limited, I think the Indian education system focuses more on acquiring information, than on being creative. While this certainly improves the memory of the student, it does not help in independent research. There is a transformation from existing models, from gaining more information, to acquiring relevant and essential information and learning to be more creative, by focussing on the skills and aptitude of students. Many students who complete college, do not have the skills to get employment in reputed organisations and need to be trained again for getting jobs. Most of the top Indian istitutions do not have high ranking in the international list of great institutes because they do not have adequate publications in research journals, which highlights their lack of contribution to

good quality research,” says Bhagyashree.

Education and family background

Bhagyashree did her schooling from Adarsh Vidya Mandir, Nagpur and HSC from Prerna Junior College, Nagpur. She later pursued her engineering in electronics and telecommunication from SRMCEW, Nagpur. During her last year of graduation, she started preparing for her entrance exam to get placed with the best B-school in India. Her father is an account manager in Paras Industries, and mother is a homemaker. Her younger brother is pursuing his BBA, also keen on pursuing management.

Hobbies

“My hobbies include travelling, dancing, sketching and listening to music. I like to visit different places and experience different cultures. I was actively involved in all kinds of events that took place in college. I am an extrovert by nature and like to explore life,” she says.

Piece of advice to juniors

• Explore various opportunities. Participate in extracurricular activities • Be confident about yourself. Pen down important pieces of information, and go through them often • Believe in yourself • Be positive laxmi_8@hotmail.com

CC

tadka

NBFCs outperform private banks NBFCs have outperformed private banks in terms of financial performance in the June 2016 quarter. NII of 16 NBFCs on an aggregate basis has jumped 21 per cent Y-O-Y to `12,898 crore compared to 15 per cent by 11 private banks to `24,597 crore in the June 2016 quarter.

August 16-31, 2016 / Corporate Citizen / 55

Loved & Married too

It is not often these days that a 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

Rooted in

friendship

Married for a little over six months, Khushboo Gupta and Kunal Shah, are nevertheless, old friends. Sure, getting hitched is different to the courtship days, but an old and comfortable bond developed over eight years stands them in good stead

By Kalyani Sardesai

M

arried life is a fresh new chapter in their story. But their journey together started way before— eight years ago in college to be precise. Even so, Khushboo aka ‘Khushi’ Gupta and Kunal Shah are enjoying this milestone, just as much as they have, each phase before this.

Pursuing their MBA (marketing) from BIMHRD, it was but a matter of time that the duo would bump into each other. His first, vivid memory of her: clear, blue eyes. No one else had them. “That really set her apart. I didn’t know who she was. But the memory lingered,” grins Kunal.

They both happened to be in the same dual, which naturally meant they would see each other more often. “I think we really became good friends when both of us started working on the placement assistance cell of the college,” reminisces Kunal.

Like the old adage goes, opposites attract.

She’s vivacious, talkative and outspoken. He’s patient, cautious and reserved. She’s the life of the party, he takes time to open up. In short: they are the perfect foil to each other.

As time went on they realised they couldn’t do without each other. “The proposal, as it were, happened in the classroom,” he says. “I asked her on a piece of paper if she’d like to be with me, and she said yes.”

An unusual place to propose, alright, but an apt metaphor for the career-life balance they would have to carefully figure out, if they wanted to stay together. “At our campus placements itself, we were given different cities. She would be posted to Delhi; me in Lonavla. This pattern continued for the next few years, until things finally fell in place.”

“As I settled down on the work front, my folks started to look out for suitable marital alliances.

They had no idea about Khushboo’s presence, and I kept dallying for more time citing some excuse or the other,” shares Kunal.

56 / Corporate Citizen / August 16-31, 2016

He did tell them—in his own good time. “By now, they were so worried about whether or not I was ever going to marry that they were actually relieved when they heard about Khushboo,” he laughs. So much so, that the cultural differences didn’t bother them. (He’s half Maharashtrian and half-Gujju, brought up in Mumbai) while she’s a Baniya from Bhopal.

For their part, Khushboo’s mom and sisters were all for Kunal, though her dad was a tad protective and cautious initially. “I don’t blame him. I guess all fathers are that way with their daughters,” he says.

“But as things stand today, my parents and Kunal share a lovely bond. He is so understanding of my need to take care of them and is hugely supportive of everything,” shares Khushboo.

“A lot of women don’t feel as connected to their parents after marriage, as they were before, but no such thing has happened in my case. And I really appreciate it very much.”

The duo enjoyed a relaxed, informal wedding on a beach in Goa with just close family and friends in attendance. “We wanted to have fun, not a formal, tension-frought affair,” says Kunal.

“And that’s exactly what we did. The families got a chance to really know each other, and everyone enjoyed themselves thoroughly,” he says.

Currently based in Mumbai, the young pair (both 29) are the epitome of the busy corporate couple—but make it a point to give their relationship sufficient time. While Khushi is brand manager with Sterlite Tech, Kunal heads the sales team at Mahindra Life spaces.

It sure is a busy time, getting used to living together—and managing the rough and tumble of their careers. So how do they do it?

“I think everything works out, if you have a spouse who is sympathetic and understanding of your professional demands. And Kunal is hugely supportive of my dreams,” she says.

“She’s focused, driven and qualified, and I don’t see any reason why she should not give her career the time and attention it deserves—be it travelling to different cities or keeping those long hours,” he says.

At the same time, both do short trips away from Mumbai each chance they get, apart from making it a point to discuss their day.

It helps that Kunal is house-savvy and willing to share the chores. “Honestly, I cook as well as her, having lived away from home for a pretty long time, while she’s been largely with her parents. As a result, I am well-versed with mundane chores like vegetable shopping and laundry,” he smiles.

But given the differences in their cultural backgrounds, what about teething trouble?

“Truth be told, I have not felt it so far,” says Khushboo. “There are no compulsions of diet or rituals; it has been largely smooth sailing. I guess—what really works in our favour is that

The pillars of a home l Keep a healthy work-life balance l Support your spouse’s dreams and give them due space l Take the effort to know each other’s families l Step down a bit; care communicates itself in the little things you do for each other

Two-getherness

There are no compulsions of diet or rituals; it has been largely smooth sailing. I guess—what really works in our favour is that ours is a relationship rooted in friendship. We are very comfortable together, having dated for so long. Yes, living together as a family is a completely different ballgame from dating but it helps that we know each other as people — Khushboo ours is a relationship rooted in friendship. We are very comfortable together, having dated for so long. Yes, living together as a family is a completely different ballgame from dating but it helps that we know each other as people.”

What, according to them, are the mantras of a marriage?

“Understanding and support,” says Khushboo—while Kunal would cite commitment and patience. “You take effort to build a career. The same holds true for a marriage. Communicate clearly and regularly, respect and care for each other’s family—it will all go a long way in cementing your relationship,” he says. “In our case, ours was a long-distance relationship, yet we made it a point to talk to each other and share little nuggets of day-to-day happenings.”

A mutual respect for each one’s individuality and finer qualities is key to everything. “I like that she is ambitious, career-driven and fun-loving. If she says she will do it, she most certainly will,” says Kunal. While Khushboo says she admires him for his patience, maturity—and knowledge. “He can converse on any subject—he’s very well-informed about all that’s happening around us,” she says.

As of now, it’s career time for both of them, all the way. But when the time comes to start a family, Kunal says he will go along with her requirements in every way. “We have not given it a thought as of now, but whatever decision is taken, will take into consideration her comfort zone and dreams too,” he rounds off. kalyanisardesai@gmail.com

CC

tadka SBI claims data ruled by stroke and respiratory illnesses Delhi has seen the maximum cases of respiratory illnesses, like chronic obstructive. These and other insights on respiratory illnesses were brought out in a study on impact of air pollution on health of people in India by SBI General Insurance Company Ltd. In the case of SO2 pollutant, Bengaluru has the maximum illnesses in general, followed by Ahmedabad, Chennai, Kolkata, Delhi, Ludhiana, Mumbai and Kanpur in that order.

August 16-31, 2016 / Corporate Citizen / 57

t

Mo

a i e sid e n t

l

T es h B e

Pr

vie s

Bollywood Biz

The race to the White House is on, with full force, and what better way to celebrate the journey than watching the best Presidential movies? These movies showcase the pivotal role that a US President plays in world politics, global collaboration and of course in pop culture. Add to that, they are also a crash course in American (and by extension) global history. Here are the choicest Corporate Citizen recommendations

By Neeraj Varty

58 58 // Corporate CorporateCitizen Citizen // August August16-31, 16-31,2016 2016

Frost/Nixon

Air Force Once

After making a stirring speech in Moscow outlining the USA’s new “zero-tolerance” policy with respect to terrorism and vowing to never negotiate with terrorists, President James Marshall (Harrison Ford) boards Air Force One with his family and advisers. The President’s principles are put to the test when a group of terrorists hijacks the flight and plan to execute one hostage every half-hour until their demands are met. However, the President, a former Medal of Honor winner, feigns escape, and stows away in the aircraft, racing against time to rescue his family and everyone else on board. Action packed as well as informative, Air Force One is a must see.

Frost/Nixon is the dramatic retelling of the post-Watergate television interviews between British talk-show host David Frost and former president Richard Nixon. In the summer of 1977, three years after the Watergate scandal that ended his presidency, Nixon, played by Frank Langella, selects TV personality Frost (Michael Sheen) to conduct a one-on-one, exclusive interview.

Disgraced president Nixon believes it will be easy to mislead Frost and secure a place in the hearts and minds of Americans. Frost’s team has doubts about their boss’ ability to hold his own and stand up to the former president. But when the cameras start rolling, what actually unfolds is a charged battle of wits, an unexpectedly candid and revealing interview before the court of public opinion. Frost/Nixon is drama at its best.

W

Whether you love him or hate him, there is no question that George W. Bush is one of the most controversial public figures in recent memory. In an unprecedented undertaking, acclaimed director Oliver Stone brought the life of the 43rd president of the United States of America to the big screen as only he can in W. The film takes viewers through Bush›s struggles and triumphs in his eventful life, from perpetual party boy and son of privilege, to when he became president of the United States. This film shows George trading in alcohol for religion, mending his aimless ways and setting his sights first on the Texas governorship, then on the presidency. And ending, of course, with the critical days leading up to Bush’s decision to invade Iraq and decrease his approval rating. W is a never before seen look at the life of perhaps.

Lincoln

The American Civil War continues to rage, and President Abraham Lincoln (Daniel Day-Lewis) struggles to deal with the continuing carnage on the battlefield as he fights with many inside his own cabinet on the decision to emancipate the slaves. Bringing the full measure of his passion, humanity, and political skill to what would become his defining legacy, the president attempts to end the war and permanently abolish slavery through the 13th Amendment. Having great courage and moral fortitude, Lincoln pushes forward to compel the nation, and those in government who oppose him, to aim toward a greater good for all mankind. Even in the India of today marked by caste barriers and religious unrest, the message of Abraham Lincoln is a relevant as it was in his era. Go watch it now.

August 16-31, 16-31, 2016 2016 // Corporate Corporate Citizen Citizen // 59 59 August

Health

M

any people are now trying to minimise their sugar intake, but it’s easy to underestimate how much you’re actually consuming. One of the reasons is that many foods contain hidden sugars, including some foods that you wouldn’t even consider to be sweet. In fact, even products marketed as “light” or “low-fat” often contain more sugar than the regular versions.

Here are 17 foods and drinks that contain way more sugar than you would think.

Low-Fat Yogurt: Yogurt can be a highly nutritious food. However, not all yogurt is created equal. Like many other low-fat products, low-fat yogurts have sugar added to them to enhance flavour. For example, a single cup (245 gram) of low-fat yogurt can contain up to 47 gram of sugar, which is 12 teaspoons. This is more than the daily limit for men and women in just a single cup of so-called “healthy” yogurt. Furthermore, low-fat yogurt doesn’t seem to have the same health benefits as full-fat yogurt. It’s best to choose full-fat, natural or Greek yogurt. Avoid yogurt that has been sweetened with sugar.

1

BBQ Sauce: BBQ sauce can make a tasty mari nade or dip. However, 2 tablespoons of it can contain around 14 gram of sugar, or over 3 teaspoons. In fact, up to 40 percent of the weight of BBQ sauce may be pure sugar. If you are liberal with your servings, this makes it easy to consume a lot of sugar without meaning to. To make sure you aren’t getting too much, check the labels and choose the sauce with the least amount of added sugar. And remember to watch your portions.

2

Ketchup: Ketchup is one of the most popu-

lar condiments worldwide, but like BBQ sauce, it is often loaded with sugar. Try to be mindful of your portion size when using ketchup and remember that a single tablespoon of ketchup contains one teaspoon of sugar.

3

Fruit Juice: Like whole fruit, fruit juice con-

tains some vitamins and minerals. However, despite seeming like a healthy choice, these vitamins and minerals come with a large dose of sugar and very little fibre. It usually takes a lot of fruit to produce a single glass of fruit juice, so you get much more sugar in a glass of juice than you would get by eating whole fruit. This makes it easy to consume a large amount of sugar quickly. In fact, there can be just as much sugar in fruit juice as there is in a sugary drink like Coke.

The poor health outcomes that have been convincingly linked to sugary soda may be linked to fruit juices too. It’s best to choose whole fruit and minimise your intake of fruit juices.

4

17

Foods & Drinks that are surprisingly high in sugar

Spaghetti Sauce: Added sugars are often 60 / Corporate Citizen / August 16-31, 2016

Eating too much sugar is really bad for your health. It’s been linked to an increased risk of many diseases, including obesity, heart disease, type 2 diabetes and cancer By Helen West, RD

6

hidden in foods that we don’t even consider to be sweet, such as spaghetti sauce. All spaghetti sauces will contain some natural sugar given that they’re made with tomatoes. However, many spaghetti sauces have extra sugar added to them as well. The best way to ensure you aren’t getting any unwanted sugar in your pasta sauce is to make your own.

5

Sports drinks: Sports drinks can often be

mistaken as a healthy choice for those who exercise. However, sports drinks are designed to hydrate and fuel trained athletes during prolonged, intense periods of exercise. For this reason, they contain high amounts of added sugars that can be quickly absorbed and used for energy. In fact, a standard 20-oz (570 ml) bottle of a sports drink will contain 32 gram of added sugar and 159 calories, which is equivalent to 8 teaspoons of sugar. Like soda and fruit juice, they are also been linked with obesity and metabolic

disease. Unless you’re a marathon runner/elite athlete, you should probably just stick to water while exercising.

Chocolate milk: Chocolate milk is milk

that has been sweetened with chocolate syrup.

Milk itself is a very nutritious drink. It is a rich source of nutrients that are great for bone health, including calcium and protein. Despite having all the nutritious qualities of milk, an 8-oz (230 ml) glass of chocolate milk comes with an extra 2 teaspoons of added sugar, which most of us could do without.

Flavoured coffees: Flavored coffee is a pop-

ular trend, but the amount of hidden sugars in these drinks can be staggering. A large flavoured coffee in some coffeehouse chains can contain up to 25 teaspoons of sugar. That’s equivalent to 100 gram of added sugar per serving, or nearly 3 times the amount you would get from a 12-oz (340 ml) can of Coke. Considering the strong link between sugary drinks and poor health, it’s probably best to stick to coffee without any flavored syrups or added sugar.

generally associate with sugar. When it’s made with fresh whole ingredients, it’s a healthy choice and can be a great way to increase your vegetable consumption without much effort. The vegetables in soups have naturally occurring sugars, which are fine to eat given that they usually come in small amounts and with lots of other beneficial nutrients. However, many commercially prepared soups have a lot of added ingredients, including sugar.

Cereal bars: For on-the-go breakfasts, cereal bars can seem like a healthy and convenient choice. However, like other “health bars,” cereal bars are often just candy bars in disguise. Many contain very little fibre or protein and are loaded with added sugar.

Canned fruit: All fruit contains natural sug-

ars. However, some canned fruit is peeled and preserved in sugary syrup. This processing strips the fruit of its fiber and adds a lot of unnecessary sugar to what should be a healthy snack. The canning process can also destroy heat-sensitive vitamin C, although most other nutrients are well preserved. Whole, fresh fruit is best. If you want to eat canned fruit, look for one that has been preserved in juice rather than syrup, which has a slightly lower sugar content.

9 14

Iced tea: Iced tea is a chilled tea, usually sweet-

ened with sugar or flavoured with syrup. It’s popular in various forms and flavuors around the world, and this means the sugar content can vary slightly. Most commercially prepared iced teas will contain around 33 gram of sugar per 12-oz (340 ml) serving, which is about the same as a can of coke. If you like tea, pick regular tea or choose iced tea that doesn’t have any sugars added.

Protein bars: Protein bars are a popular snack. Foods that contain protein have been linked with increased feelings of fullness, which can help with weight loss. This has led people to believe that protein bars are a healthy snack. While there are some healthier protein bars on the market, many contain around 30 gram of added sugar.You can eat a high-protein food like yogurt instead.

10

Pre-made soup: Soup isn’t a food that you

12 7

Granola: Granola is often marketed as a lowfat health food, despite being high in both calories and sugar. The main ingredient in granola is oats. Plain rolled oats are a well-balanced cereal containing carbs, protein, fat and fibre. However, the oats in granola have been combined with nuts and honey or other added sweeteners, which increases the amount of sugar and calories.

8

11

wise to avoid Vitaminwater as much as possible.

You could opt for the sugar-free version, which is sweetened with artificial sweeteners instead.

Plain water or sparkling water are much healthier choices if you’re thirsty.

Vitaminwater: Vitaminwater is marketed as

a healthy drink containing added vitamins and minerals. However, like many other so-called “health drinks,” Vitaminwater comes with a large amount of added sugar. In fact, a bottle of regular Vitaminwater contains 120 calories and 32 gram of sugar. Despite all the health claims, it’s

13

Canned baked beans: Baked beans are

another savory food that is often surprisingly high in sugar. A cup (254 gram) of regular baked beans contains about 5 teaspoons of sugar. If you like baked beans, you can choose low-sugar versions, which contain about half the amount of sugar found in regular baked beans.

Breakfast Cereal: Breakfast cereals are a

popular, quick and easy breakfast food. However, the cereal you choose could greatly affect your sugar consumption, especially if you eat it every day. Some breakfast cereals, particularly those marketed at children, have lots of added sugar. Some contain 12 gram, or 3 teaspoons of sugar in a small 30-gram (1-ounce) serving.

Check the label and try choosing a cereal that is high in fibre and doesn’t contain added sugar.

Or better yet, wake up a few minutes earlier and cook a quick healthy breakfast with a high-protein food like eggs.

(The full article is originally published in authoritynutrition.com. Here is the link to it: https://authoritynutrition.com/18-surprisingfoods-high-in-sugar/)

15

August 16-31, 2016 / Corporate Citizen / 61

Pearls of Wisdom

By osho

Get Anger and Sadness on the same page Remember, when two energies, opposite energies, are exactly alike, fifty-fifty, then it is very easy to get out of them, because they are fighting and cancelling each other and you are not in anybody’s grip

I

can feel myself moving from anger into sadness. I don’t know whether I should try and get the anger out or just let it explode inside.

Anger and sadness are both the same. Sadness is passive anger and anger is active sadness. Because sadness comes easy, anger seems to be difficult.

Because you are too much in tune with the passive.

It is difficult for a sad person to be angry. If you can make a sad person angry, his sadness will disappear immediately. It will be very difficult for an angry person to be sad. If you can make him sad, his anger will disappear immediately.

In all our emotions the basic polarity continues—of man and woman, yin and yang, the male and the female. Anger is male, sadness is female. So if you are in tune with sadness, it is difficult to shift to anger, but I would like you to shift. Just exploding it within won’t help much because again you are seeking some way of being passive. No. Bring it out, act it out. Even if it looks nonsense, then too. Be a buffoon in your own eyes, but bring it out.

If you can float between anger and sadness, both become similarly easy. You will have a transcendence

and then you will be able to watch.

You can stand behind the screen and watch these games, and then you can go beyond both. But first you have to be moving easily between these two. Otherwise, you tend to be sad and when one is heavy, transcendence is difficult.

Remember, when two energies, opposite energies, are exactly alike, fifty-fifty, then it is very easy to get out of them, because they are fighting and cancelling each other and you are not in anybody’s grip. Your sadness and your anger are fifty-fifty, equal energies, so they cancel each other. Suddenly you have freedom and you can slip out. But if sadness is seventy percent and anger thirty percent, then it is very difficult. Thirty percent anger in contrast with seventy percent sadness means forty percent sadness will still be there and it will not be possible; you will not be capable of easily slipping out. That forty percent will hang over you.

So this is one of the basic laws of inner energies—to always let the opposite polarities come to an equal status, and then you are able to slip out of them. It is as if two persons are fighting and you can escape. They are so engaged with themselves that you need not worry,

62 / Corporate Citizen / August 16-31, 2016

and you can escape. Don’t bring the mind in.

Just make it an exercise.

You can make it an everyday exercise; forget about waiting for it to come. Every day you have to be angry—that will be easier. So jump, jog, scream, and bring it. Once you can bring it for no reason at all, you will be very happy because now you have a freedom. Otherwise, even anger is dominated by situations. You are not a master of it. If you cannot bring it, how can you drop it?

Gurdjieff used to teach his disciples never to start by dropping anything. First start by

If you can float between anger and sadness, both become similarly easy. You will have a transcendence and then you will be able to watch.

You can stand behind the screen and watch these games, and then you can go beyond both

bringing it in, because only a person who can create anger on demand can be capable of dropping it on demand—simple mathematics.

So Gurdjieff would tell his disciples to first learn how to be angry. Everybody would be sitting and suddenly he would say, “Number One, stand up and be angry!” It looks so absurd.

But if you can bring it... And it is always available, just by the corner, you just have to pull it in. It comes easily when anybody provides an excuse. Somebody insults you—it

is there. So why wait for the insult? Why be dominated by the other? Why can’t you bring it yourself? Bring it yourself!

In the beginning it looks a little awkward, strange, unbelievable, because you have always believed in the theory that it is somebody else whose insult has created the anger. That’s not true. Anger has always been there; somebody has just given an excuse for it to come up. You can give yourself an excuse. Imagine a situation in which you would have been angry, and become angry. Talk

to the wall and say things, and soon the wall will be talking to you. Just go completely crazy.

You have to bring anger and sadness to a similar status, where they are exactly proportionate to each other. They will cancel each other out and you can slip away.

Gurdjieff used to call this “the way of the sly man”—to bring inner energies to such a conflict that they are engaged together cancelling each other, and you have the opportunity to escape. Try it, mm?

(Osho, Get Out of Your Own Way, Talk #4.

Sourced from www.osho.com)

August 16-31, 2016 / Corporate Citizen / 63

astroturf Aries

Mar 21- April 20 Your disposition is of being independent, and have been more so since the beginning of the year. On June 21st the planetary power shifted from the independent East to the social West. You would have been using your enhanced personal power to create the conditions you wanted. Now is the time to focus your attention on others, it’s the time to let go off personal motives, take a vacation from self-indulgence and be concerned about what others want.

TAURUS

April 21 - May 20 The house of family and home which was very powerful last month and remains strong till the 22nd of this month.

So it’s time to give priority in this sector. You will be able to balance both your personal and professional life beautifully.

This is a period for making psychologically breakthroughs, by understanding your mood and feelings and those of others.

GEMINI

May 21 - June 21 You can utilise your intellectualism to the hilt, trust the power of your thought word and action. Your third house of communication and intellectual interests is still powerful. You will be able to absorb all the information so indulge yourself in as many competitions as you want for it will see you through with flying colours.

For students, this is especially a fortuitous period.

CANCER

Jun 22 - July 23 The financial peak is still there till the 22nd. Earning power is at its maximum right now.

(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 Friends and family remain supportive and unusually so.

Good high-tech skills and equipment are very important now and most likely you should spend your time and money on these gizmos. further.

LEO

July 24 - Aug 23 Last month on the 22nd the planetary power moved to its maximum Eastern position and stays on the same plateau till the 22nd, so personal power and independence are at their maximum this is the period to have your own way and create the world you like. Create what makes you happy and do things you enjoy the way you want.

VIRGO

Aug 24 - Sept 23 Last month on the 22nd, your 12th house of spirituality became powerful and remains so until the August 22nd. This is a spiritual period many fear solitude but there are times when it is necessary to get into your own space and be with yourself. You will feel naturally reclusive when the 12th house is strong, there are spiritual reasons for it. It is in the solitude that spiritual breakthroughs happen.

64 / Corporate Citizen / August 16-31, 2016

LIBRA

Sept 24 - Oct 22 Venus, the ruler of your horoscope, moves unusually fast this month and will journey through three signs and houses of your horoscope. This implies that you cover a lot of territory, and that you will make rapid progress and have good confidence and self-esteem till late August. The love planet Mars leaves your money house on the second and enters the third house of communications and intellectual interests.

SCORPIO

Oct 23 - Nov 22 Last month on the 22nd, the planet’s power started to shift from the Western into the Eastern sector of your chart.

This means that from here on your personal power and independence get stronger. The cosmic energy is flowing towards you rather than away from you.

You have the power to make changes that need to be made.

SAGITTARIUS

Nov 23 - Dec 22 An active frenetic but very successful month can be

expected this month. Your main challenge will be to maintain high levels of energy in the midst of all the hectic pace, especially from 22nd onwards. It’s great to succeed and this is happening but it should not be at the expense of your health. You will have to manage and keep your focus on the essentials and let go off the trivia. ising.

CAPRICORN

Dec 23 - Jan 20 Earnings remain good, especially until the 22nd, but most likely there are delays and glitches involved, thanks to the Uranus retrograde. Try not to make matters worse by being sloppy in your financial transactions. Care should be taken while doing any online transaction or cutting cheques.

AQUARIUS

Jan 21 - Feb19 On the 22nd of last month the planetary power shifted from the lower half to the upper half of your horoscope. Mars spent last month in your 10th house of career. So career was important and hectic. Things and situations ease up a bit this month as Mars leaves your 10th house on the 2nd even though the focus still remains on career and outer goals. .

PISCES

Feb 20 - Mar 20 Romance and love remains happy, since your love and social life has been important all year and become more so in the month ahead. On the 22nd you enter a yearly love and social peak.

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

Subscribe for Corporate Citizen and grow in Life

To, Circulation Manager Corporate Citizen (Business Fortnightly) Krishna Homes Housing Society, Flat No. 2 & 4, Near Iskcon Mandir, Sector 29, Ravet, Akurdi, Pune - 412101. Tel. (020) 69000673-7.

Email : circulations@corporatecitizen.in Website : www.corporatecitizen.in Subject : Payment of Subscription for Corporate Citizen NAME:

SUBSCRIPTION FORM

POSTAL ADDRESS:

CITY:

Building Name- Apt. Number / Bungalow Name-Number

STATE:

Landline No.:

Society Name

PIN CODE: Mobile No:

E-mail Address: DOB:

(d d)

/

(m m)

/

(y y)

Profession (If any) :

Designation (If any) :

Company/Organisation (Where Applicable): I want to subscribe : For One Year (24 Issues)  For Two Years (48 Issues)  For Three Years (72 Issues)  For Ten Years (240 Issues)

: : : :

Yes / No Yes / No Yes / No Yes / No

- - - -

Subscription Amount Subscription Amount Subscription Amount Subscription Amount

: : : :

`1200/`2300/`3400/`10,000/-

I am remitting a sum of Rs.

through a bank draft / cheque bearing number dated drawn in favour of ‘Corporate Citizen’ towards payment of the subscription amount for One / Two / Three Years / Life subscription.

Your Sincerely, Date :

Signature of Subscriber

CRADLE OF LEADERSHIP

PROF. SUDHIR K SOPORY, VICE CHANCELLOR, JAWAHARLAL NEHRU UNIVERSITY (JNU) Volume 1, Issue No. 21 / Pages 68 / www.corporatecitizen.in

January 1-15, 2016 / `50

CORPORATE CULTURE

Chanda Kochhar, MD & CEO, ICICI Bank on women in leadership and gender diversity

INTERVIEW

An in-depth interview with Vishal Parekh, Marketing Director India with Kingston Technology and Rajeev Bhadauria, Director, Group HR, at Jindal Steel & Power

Dynamic Duo 21 MEERA SHANKAR AND AJAY SHANKAR

UNFLINCHING SUPPORT

August 16-31, 2016 / Corporate Citizen / 65

the last word

tion that would follow a bad class report sent to their parents. In recent times, capital punishment as a form of correction has more or less disappeared from the classrooms of India but the fear syndrome still pervades educational

and a perpetual sense of discomfort and unhappiness that prevails today even in the fine cities of Paris, Nice, Munich, Istanbul and so many others as waves of terrorism render even the best preparedness ineffective in the face of ISIS and other forms of hate.

And matters may actually be getting worse as the Fear and Hate brigade get stronger in various parts of the world, including champion of the free world, the USA. Timothy Egan, Contributing Editor in the New York Times, wrote a disturbing article after the recently concluded Republican Convention titled “Make America Hate Again” where he says…

“Individually, many of these Trump delegates are nice people. In personal chats, you might get them to understand why Tony Schwartz, the ghostwriter for “The Art of the Deal,” broke a long silence to say that he is terrified of Trump because he is a “sociopath.” Listening

institutions, corporate environments and even national politics, much to the chagrin of many enlightened folks.

To put this in context, just look at the way the world has evolved from that sad day in 2001 when the twin towers of New York’s World Trade Centre succumbed to the hatred unleashed by Osama Bin Laden. Unprecedented security in public places, hotels and airports, the threat of physical and cyberattacks creating walls and firewalls everywhere

to the acceptance speech, he tweeted, “This is the Donald Trump I came to know, not a word about hope, not a word about possibility, all doom, all the time.”

Egan’s words may sound extreme but there is no denying the underlying possibilities that a divisive campaign will create fear, uncertainty and doubt in the minds of the citizens of a great country. Much closer home there is the hatred that has brought dark days back to the lovely streets of Srinagar and the eruptions in

Ganesh Natarajan

The contradictions of love and hate If the leader cannot create a love culture, he should certainly not permit fear and hate to prevail

I

t was a second year classroom in Harvard Business School in the spring of 2012. Celebrated Professor David Garvin was presenting the case study of Vision Communities at Zensar and had invited me as the chief protagonist in the case to be present in the class and interact with the student community. The whole case is built around the concept of love and relationship building that we practised so effectively in the company, leading to industry-beating retention and extraordinar y affinity across levels and geographies in our highgrowth organisation.

Faced with some looks of incredulity from a hardnosed MBA audience, Prof. Garvin launched into an amazing discussion on the relative merits of love and fear in the process of building and running organisations.

Most of us growing up in India in the sixties and seventies would have experienced the power of fear that teachers and even family elders at times would use to assert their position of authority. Many of my classmates in Bishop Westcott Ranchi lived in fear of their transgressions meeting the fate of six cuts with a Malacca cane at the morning assembly and many kids would shiver at the retribu-

66 / Corporate Citizen / August 16-31, 2016

Lucknow caused by an indiscriminate remark by a political leader against Mayawati. From classrooms to convention halls to the streets of cities in all countries, an environment of hate seems to be spreading which needs to be arrested before the evil strikes at the very roots of our democratic processes and human sensibilities.

The hallowed portals of corporations are not immune to these sentiments either. Most of us would have experienced divisive and vituperative bosses, colleagues and even subordinates who fly off the handle at the slightest provocation. These people bring an environment of suspicion and fear to the workplace, often degenerating into backbiting and politics and unproductive coffee machine conversations. The easiest way to get rid of these cancerous growths in an organisation is to cut and throw them out, but some leaders show a misplaced sense of kindness and tolerance in allowing these cancers to stay and spread across the biological organisation. If the leader cannot create a love culture, he should certainly not permit fear and hate to prevail.

To end this article from the place it started, what was finally the response of the classroom of eightyfive students at Harvard Business School? Thanks largely to the eloquence of Professor David Garvin and hopefully my ability to role model the virtues of love, the class agreed that connecting with people through models of engagement that vision communities so elegantly present was one great way of building an organisation that was set up for success. And that can indeed be the outcomes in great teams and organisations or even countries that leaders can build! Let us celebrate collaboration, cooperation and love in everything we do.

Dr. Ganesh Natarajan is Chairman of 5F World, Pune City Connect & Social Venture Partners, Pune.

Printed and published by Suresh Chandra Padhy on behalf of Sri Balaji Society. Editor: Suresh Chandra Padhy.

Published from : 925/5, Mujumdar Apt, F.C. Road, Pune - 411004, Maharashtra.

Printed at Magna Graphics (I) Ltd., 101-C&D Govt. Industrial Estate, Hindustan Naka, Kandivali (W), Mumbai - 400067.

August 16-31, 2016 / Corporate Citizen / 67

Registered with RNI, under Reg. No. MAHENG/2014/60490 Pune posted Reg. No. PCW/179/2015-2017 Posted at BPC, Pune CSO 411030 on 15th and 30th of every month. Licenced to Post without Pre-Payment Licence No. WPP-252.

Corporate Citizen, Krishna Homes Housing Society, Flat No 2 & 4, Bulk land No 4, Near Iskcon Mandir, Sector 29, Ravet, Akurdi, Pune 412101. Tel. (020) 69000673-7. or Post Box No-4, Dehu Road Cantt. Pin - 412101.

68 / Corporate Citizen / August 16-31, 2016