V 2, 2nd issue all pages for website (1) by Corporate Citizen

AN EXCLUSIVE WITH DINESH DEO, CEO, BNY MELLON INDIA March 16-31, 2016 / `50 Volume 2, Issue No. 2 / Pages 68 / www.corporatecitizen.in

CII’S 14th MANUFACTURING SUMMIT

Debate on ‘Culture in Manufacturing Shop Floor and Beyond’

UNION BUDGET 2016-17

A LOT TO CHEER LOVED AND MARRIED TOO

Chanchala and Nishant on love and commitment TOP POSITION CHETAN BHAGAT, RENOWNED AUTHOR AND COLUMNIST

DYNAMIC DUO: 26 SHALINI AND MAHESH SINGH

Partners in Positivism

cover inner

2 / Corporate Citizen / March 16-31, 2016

CRADLE OF LEADERSHIP 2014-2016

SCHOLASTIC LEGACY

Which are the best educational institutes in India and beyond? What does it take to carry forward a prestigious scholastic legacy? How do you inspire the next generation to take wings and soar? All this and more told like never before from the biggest educationalists in the country! XAVIER SCHOOL OF MANAGEMENT, JAMSHEDPUR (XLRI)

ST MARY’S SCHOOL, PUNE

At XLRI we believe that every student has the inherent potential to be a leader. However, those who excel in their chosen fields perform their given assignments passionately and diligently and are able to inspire their teams to give their best. Leadership is not a solo affair. - Dr E Abraham SJ, Director of XLRI, Jamshedpur

XAVIER INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP, BENGALURU Our Institute XIME usually has a 50:50 break-up of men and women students. I see absolutely no difference between men and women students. In fact, in some areas of management, women do better than men. -Prof. J. Philip, President, Xavier Institute of Management and Entrepreneurship, Bengaluru

St Mary’s might seem like a fortress in the sense that no one is allowed entry into the school unless they have a good reason for being there. But security goes beyond building higher walls. It has a lot to do with people maintaining their moral compass and showing kindness to fellow human beings. - Sujata Mallic Kumar, Principal, St Mary’s School, Pune

INDIAN INSTITUTE OF TECHNOLOGY, BOMBAY It is true that a large number of students come from smaller towns and less privileged backgrounds. I attribute this to our entrance test which is open to everyone, beyond any caste, creed or social status. Anybody who fares well gets admission, regardless of where he or she is from. The admission process is straightforward and transparent. - Dr Devang Khakkar, Director, IIT Bombay

TATA INSTITUTE OF SOCIAL SCIENCES, MUMBAI TISS is truly a research university where one-third of our students are doctoral students, working for their PhDs and MPhil. Our research grant is much higher than our maintenance grant. We have about 600-700 research projects happening at any given time. We work with the people, for the people. - Prof. S. Parasuraman, Director, (TISS) Mumbai

INDIAN SCHOOL OF BUSINESS, HYDERABAD (ISB) The AACSB accreditation has been earned by less than five percent of the world’s business schools. The accreditation reflects ISB’s position as a pivotal player which will shape tomorrow’s global management education landscape. - Dr Ajit Rangnekar, Dean, (ISB), Hyderabad

March 16-31, 2016 / Corporate Citizen / 3

CRADLE OF LEADERSHIP 2014-2016 INDIAN INSTITUTE OF TECHNOLOGY, NEW DELHI Out of the 15 percent IIT students who go abroad for research and higher studies, a few stay there. But if we go by recent trends, many top researchers are now coming back to India and joining as faculty at IITs. It’s a welcome trend. They get the freedom to do what they like. Nobody dictates to them. They are judged only by their peers. They love it because research is on priority at IITs. - Prof. R K Shevgaonkar, Director, IIT New Delhi

INDIAN INSTITUTE OF MASS COMMUNICATION, NEW DELHI The print medium is still very attractive to many people who specifically want to get into it. Even the number of people applying for print journalism course is higher than those applying for broadcast journalism because, luckily for us in India, the print media is still growing and very vibrant, both in Indian languages and English. - Sunit Tandon, Director General, (IIMC) New Delhi

FILM AND TELEVISION INSTITUTE OF INDIA, FTII, PUNE Our selection process at FTII is extremely strict; we select one out of 100 students or even one out of 50 or 60. We take 12 students per stream, out of 4,500 applications. A total of about 130 students, in various streams like direction, cinematography, editing, acting, and art direction are taken. - DJ Narain, Director, (FTII) Pune

NATIONAL LAW SCHOOL OF INDIA UNIVERSITY, BANGALORE By the time our student walks out of the university after five years, he would have submitted 60 projects and faced 60 vivas which would make the student’s writing and communication skills, if not consummate, nearperfect. His ability to analyse, to comprehend, to interpret and his ability to put them across will be first rate. - Prof. (Dr) R Venkata Rao, Vice Chancellor (NLSIU), Bangalore

MANAGEMENT DEVELOPMENT INSTITUTE, (MDI) GURGAON IIMs were created for imparting management education to young boys and girls but MDI was conceived for executive training, consulting and research, in order that we do not duplicate IIMs. - Dr Chandra P. Shrimali, Director, Management Development Institute, Gurgaon

INTERNATIONAL MANAGEMENT INSTITUTE, DELHI There are different aspects of leadership; they all require different ways of leading. Here, (at IMI) it was about changing the culture; introducing systems and processes; changing the vision; upgrading the profile of the institute and giving it financial stability. - Dr Bakul Dholakia, Director, (IMI) Delhi 4 / Corporate Citizen / March 16-31, 2016

MICA(FORMERLY MUDRA INSTITUTE OF COMM) AHMEDABAD In the US, even in MICA, students aren’t challenging the teacher but the idea. In India, if you challenge the idea, it amounts to challenging the professor - Dr Nagesh Rao, President & Director, MICA, Ahmedabad

ALL INDIA INSTITUTE OF MEDICAL SCIENCES, (AIIMS) NEW DELHI A few years ago, we were thinking that with big hospitals coming up in the corporate sector, AIIMS might lose its place in the society and the nation. But it hasn’t happened that way. On the contrary, if independent surveys are to be believed, we have remained No.1 in the country for the last 14 consecutive years! - Dr Mahesh Chandra Mishra, Director of the All India Institute of Medical Sciences (AIIMS), New Delhi

INDIAN SOCIETY FOR TRAINING & DEVELOPMENT, CHENNAI

CHICAGO BOOTH SCHOOL OF BUSINESS (CHICAGO, USA) It is a two-way street—we want to be in a position that we can learn what is happening on the ground in major economic business centres and would like to be in a position to help train and educate the next generation of business leaders in those parts of the world. - William W. Kooser, Associate Dean for Global Outreach, the University of Chicago Booth School of Business

SYMBIOSIS INTERNATIONAL UNIVERSITY, PUNE

ISTD is now moving towards PM Modi’s ‘Make in India’ or ‘Skill India’ campaign. To pursue this, we have now formed a core group called the ‘Skill Development Board’, which has just been initiated. The idea of the core group is to support activities which will work towards supporting nation building. - T V Subba Rao, VicePresident, ISTD, Chennai

Future classrooms should have no walls. Students should be encouraged to learn outside the classroom, more than inside. They should participate in community services and outdoor activities. And now because of technology, the wall has become the laptop and Internet. - Dr S B Mujumdar, Founder and President of Symbiosis, and Chancellor of the Symbiosis International University

PSG INSTITUTE OF MANAGEMENT, COIMBATORE We were the first college in India to get an accreditation from ACBSP, in 2010. Because of the accreditation, we have about 30 members in India and neighbouring countries, so we formed an association, which has different regions like Asia, SE Asia and so on. We formed the tenth region, where India is active. - Dr R Nandagopal, Director, (PSGIM), Coimbatore

JAWAHARLAL NEHRU UNIVERSITY, NEW DELHI Much credit goes to its first Vice Chancellor, G Parthasarathi, a quintessential intellectual and diplomat, whose vision is reflected in JNU’s basic intellectual structure and all its academic programmes. He encouraged its culture of interdisciplinary and transdisciplinary studies. - Prof. Sudhir K Sopory, Vice Chancellor, (JNU) New Delhi

MOUNT CARMEL COLLEGE, BENGALURU Our strong commitment is to provide quality education, and for this, we have kept four parameters in mind —recruitment of the best faculty available, evolving of our existing programmes according to changing market demands, strengthening our core curriculum within set guidelines but to national standards, and constant enhancement of infrastructural facilities. - Dr Sr. Arpana, Principal, Mount Carmel College, Bengaluru

March 16-31, 2016 / Corporate Citizen / 5

Contents 34

COVER STORY Dynamic Duo 26

Partners in Positivism An in-depth interview with the very talented and creative Mahesh and Shalini Singh, who together run a company called Spectrum Data System Services (SDSS) that specialises in providing tailor-made network security systems to various telecom companies across the globe

COLLYWOOD

Chatpata Chatter from the Corporate World

MANAGE MONEY

Dr Anil Lamba on Marginal Costing Principles & Break-Even Analysis

WAX ELOQUENT

Who said what and why

UNION BUDGET 2016-17

Union Budget 2016-17: A lot to cheer

TOP POSITION

An in-depth interview with Indiaâ&#x20AC;&#x2122;s Rockstar Writer, Chetan Bhagat, on his books, politics, controversies and much more! 6 / Corporate Citizen / March 16-31, 2016

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

FA R

N IO AT UC D

S ER

NS IO T A

CR E

A candid conversation with Dinesh Deo, CEO, BNY Mellon India

TÊTE-À-TÊTE

CT U

ST RU

Leading corporates debate on the Culture in Manufacturing Shop Floor and Beyond

INF RA

CII’S 14TH MANUFACTURING SUMMIT

BEYOND THE BOTTOMLINE

Why cold calling may leave your old customer in the cold

CORPORATE LIFE

Preeti Paranjpe, Manager, Talent Transformation, Wipro Ltd on Achieving work-life balance

START-UP FOUNDER SURVEY

A survey on start-ups founders by Talent assessment and analytic firm Jombay

30 42

LOVED AND MARRIED TOO

Chanchala and Nishant Baranwal on love and commitment

TRAVEL

Rendezvous with music, nature and pretty guests - Sharmila Chand comes back completely overawed by Jodhpur

STAR CAMPUS PLACEMENT

Bhavna Kukreja on her first break into the corporate world

BOLLYWOOD BIZ

The biggest winners at this year’s Oscars March 16-31, 2016 / Corporate Citizen / 7

‘Leadership: from mob to movement’ by Sri Sri Ravi Shankar

Senior Business Writers Mahalakshmi Hariharan / Rajesh Rao

Senior Sub-Editor Neeraj Varty

HEALTH

Light, camera action at the evening racing carnival

Pune Bureau Dinesh Kulkarni / Suchismita Pai / Kalyani Sardesai

MOBILE APPS

CLAPS & SLAPS

Our bouquets and brickbats for the fortnight!

Manager Circulation Mansha Viradia +91 9765387072 North : Hemant Gupta +91 9582210930 South : Asaithambi G +91 9941555389 Circulation Officer Jaywant Patil +91 9923202560

FEATHERLITE

Tweets from the space

Creative Direction Kiyan Gupta, The Purple Stroke

THE LAST WORD

Chala Indian Bill Gates banne! by Dr Ganesh Natarajan is Chairman of Pune City Connect and NASSCOM Foundation and Vice Chairman of Zensar

Writers Delhi Bureau Pradeep Mathur / Sharmila Chand Bengaluru Bureau Sangeeta Ghosh Dastidar

EVENING RACING

The Battle of Flagships at the MWC, Barcelona, 2016

Consulting Editor Vinita Deshmukh Assistant Editor Joe Williams

PEARLS OF WISDOM

Junk food to be out of CBSE schools

Editor-In-Chief Dr (Col.) A. Balasubramanian

Graphic Designer Anil Walunj

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 / March 16-31, 2016

On Cover Page Shalini & Mahesh Singh Cover Page Pic Dr Vivek Arora Photographers Yusuf Khan, Shantanu Relekar 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

INFOSYS EXTENDS VISHAL SIKKA’S TERM AS CHIEF EXECUTIVE OFFICER Infosys, India’s second largest information technology services company has recommended extending the tenure of its chief executive officer and managing director Vishal Sikka by two years apart from revising his annual compensation significantly. In a regulatory filing, the Bengaluru-based company said the board of directors proposed to extend his tenure until March 31, 2021 in recognition of his outstanding initiatives towards restoring the company to industry leadership, which has already begun to show results. According to the original contract, his term was till June 13, 2019. The board has also said the management has drawn up goals for improving revenue and people productivity by 2020-2021, to progressively achieve in the next five years. “The board believes Sikka’s leadership will be essential to achieve these goals. Hence, it recommends Sikka’s present contract of employment be replaced

with a new contract fully aligned to the period and goals, as well as to shareholder value creation,” the company said. As per the proposed revised compensation, Sikka would receive a total compensation of $11 million per annum including a base pay of $1 million, target variable pay of $3 million and another $7 million on stock based compensation. In case, he fails to achieve the minimum performance target, Sikka’s minimum remuneration would fall to $3,000,000 annually, the company added. Previously, Sikka’s annual compensation stood at $5.08 million (₹30 crore), in addition to stock options worth $2 million. The new agreement would come into effect from April 1, this year. Sikka, widely recognised as an ace technocrat and former technology head at German software company SAP, had joined Infosys in June 2014 and assumed the role of CEO and MD with effect from August 1 the same year.

Tata Steel Europe CEO Karl Koehler steps down Tata Steel Europe unit chief executive Karl Koehler is stepping down to take up a senior leadership position with a large, privately owned industrial company in Germany, according to Tata Steel Ltd officials. Koehler was replaced by Hans Fischer, chief technical officer at Tata Steel Europe, effective March 1, the company said in a statement. Koehler, who will also resign from the Tata Steel board, will remain available to Tata Steel for a short period in an advisory capacity, the steelmaker said. Meanwhile, Koushik Chatterjee, group executive director and a board member, will become Tata Steel’s executive director for Europe in addition to his current responsibilities, the company said. The change in the top ranks of Britain’s largest steelmaker comes at a time when the steel industry has been reeling from falling prices and cheap imports. The European Commission is scheduled to propose later this year whether to grant China market economy status, a move that critics say would give the country a license to dump unfairly cheap products in Europe and cost jobs. March 16-31, 2016 / Corporate Citizen / 9

COLLYWOOD Sachin Tendulkar to help drought-hit Marathwada Sachin Tendulkar, the little master of the gentleman’s game has expressed his desire to help the drought-affected farmers of Marathwada region in Maharashtra. Tendulkar’s personal assistant Narayan Kanhan recently toured Beed district and met Collector Navalkishor Ram and others to gather information about the drought situation. Kanhan told reporters recently that Sachin would like to work independently and prefer no political interference in projects to be undertaken on his behalf. Sources in the district collector’s office confirmed that Tendulkar, who is also a Rajya Sabha member, wants to extend a helping hand to the farmers. He reportedly wants to help with the creation of irrigation facilities, power supply, road construction, drinking water supply, etc. Veteran Bollywood star Nana Patekar and Marathi actor Makarand Anaspure are already helping farmers in the region through their ‘Naam’ Foundation.

Ramesh Chauhan to bring Bisleri Pop in fizzy drink market Bottled water major Bisleri re-entered the fizzy drinks market, with the launch of a Bisleri Pop range of drinks. The move comes 23 years after Ramesh Chauhan, chairman of Bisleri International, had sold his five major beverage brands, Thums Up, Limca, Gold Spot, Maaza and Citra, to global beverages major Coca-Cola in 1993 and exited the carbonated drinks business. However, the company has been preparing to stage a comeback to the ₹14,000crore domestic beverages market ever since the non-compete agreement with Coca-Cola

expired been eex xpi pire red d in in 2008. 200 0088. Bisleri Bissle lerii has has b eeen working w orki king on the the specifi spe peci cifi ci fic range off drinks, Bisleri Pop — for the past one year. The company plans to touch ₹2,000 crore revenue by 2020 from ₹700 crore in 2014-15 by expanding its portfolio. “Our wide market reach, along long with our strong brand reputation, utation, gives us an added advantage. ge. Bisleri Pop has products with h flavours which are distinctive and different from any other drinkk available in the market,” said Chauhan. auhan. “And, we know it’s going to quench customers’ thirst for something deliciously different,” he added. The company has earmarked rmarked ₹100 crore towards advertisedvertisement and other promotional motional activities for its new products. “We will also be launching ching a full-fledged brand campaign, mpaign, which will be a mix of below-the-line (promomotion through means other than mass media such h

Micromax’s Taneja relinquishes his post Vineet Taneja, Micromax Informatics chief executive officer has formally resigned, making it the latest exit from the country’s largest home-bred handset maker. “Vineet has moved on to pursue other interests. We would like to thank him for his contribution and wish him good luck,” according to a Micromax spokesperson. The company did not reveal whether it was looking to hire a replacement, but said that its cofounders and senior management were very well

10 / Corporate Citizen / March 16-31, 2016

direct mail aas d irec ectt ma mai il ccampaigns, il ampa am paig pai igns ns, s, tr ttrade rad ade de etc.) digital. sshows, sh ows, et tc.)) and nd di igital.l We igit We have have invested heavily in our digital space so as to capture the imagination of the youth, who will really appreciate the cool quotient of Bisleri Pop,” said Jayanti Chauhan, Director, Bisleri.

entrenched in to the operations and the business is as usual. Taneja had joined Micromax in July 2014 after heading the cell phone business at Samsung India and stints at Bharti Airtel and Nokia. His exit marks the final departure of a slew of senior executives, which started off with chairman Sanjay Kapoor’s discordant exit in August last year. A case between the company and Kapoor is going on in the Delhi High Court and both parties have entered mediation to resolve it amicably. “We have Mahendra Swarup, an incumbent and non executive chairman of the board to serve as an independent director,” the Micromax spokesperson said.

Atanu Chakraborty gets key post in petroleum ministry The petroleum ministry, after an unsuccessful attempt at finding a suitable (technocrat) candidate to head one of the most important offices in the oil and gas sector, that of the directorate general of hydrocarbons (DGH), decided to fill the post with Gujarat-cadre 1985-batch IAS officer Atanu Chakraborty. Chakraborty has been serving as the managing director of Gujarat State Petroleum Corporation Limited (GSPC) and is therefore privy to the technicalities of the oil and gas sector. The

order was issued recently appointing Chakraborty as the DGH, according to officials in the petroleum ministry. Chakraborty, 55, will hold the post for the next four years. The position was vacant since the superannuation of B N Talukdar in July 2015. Till now, Ajay Prakash Sawhney, additional secretary in the ministry of petroleum and natural gas, has been in additional charge of DGH. Eight candidates had submitted their applications. Of them, only three were found eligible. The post of director general is of the rank of additional secretary in the government. Though the three applicants met the technical eligibility criteria, they are currently in the position of general managers in public sector companies, lacking the seniority to be appointed as DGH.

Aman Narain now heads BankBazaar.com BankBazaar.com has initiated its international business expansion within Asia with special focus on Singapore. In this regard, the company announced the appointment of Aman Narain as chief executive officer (CEO) for international markets ets who will help globalise the company’s ‘made in India’ intellectual ellectual property. In addition, with an aim to strengthen international rnational presence, BankBazaar.com com will subsequently focus on other growth markets including ding Malaysia, the Philippines nes and UAE. Expressing it as a positive move, Adhil Shetty, co-found-founder and CEO BankBazaar.com said, “This is an exciting time for us at BankBazaar.com.. We are growing rapidlyy and are consolidating our position as the larggest financial marketplace ace in

India. It is time we slowly begin to spread our wings and launch our brand in international markets. Singapore became our first choice as the government and regulators are very supportive. We are trying to build a strong

international team. Aman, with his background of having transformed channels into one of the largest and most preferred banking digital real estates in the world serving over 10 million people in 35 countries, is just the right person to lead this initiative.” A digital banking veteran, Narain was previously the global head of digital banking at Standard Chartered Bank where responsible for all direct he was resp to consumer consum channels, including mobile and ATMs as well online, mo as all internal intern digital channels Narain graduand social media. m in Internationated with honours h al Relations Relation & Economics from Wesleyan University and Ohio We MBA from INSEAD. has an M As early earl as 2011, Narain was rrecognised as one of the eight global leaders changing banking and ch technology, and has te ssince pioneered a number of industry n firsts across social media, mobile banking m and paym payments.

Honda CEOs on the move Company officials have requested restraint, apart from insisting that the media not read much into this, but the market is agog about how Honda Cars has transferred its India head Katsushi Inoue after just one year of appointment. Besides, it’s not the first time such a thing has happened. Previously too, the Japanese company had recalled India CEO and president Takashi Nagai after two years of tenure, and also moved out marketing director Seki Inaba, who was transferred after one year of appointment. Of course, officials point out that it’s in fact a step up for Inoue to a spot on the company’s global board. “He’s led several initiatives in the field of digitalisation to enhance customer experience and bring in operational efficiencies at the company and dealership level,” Honda said in a statement. But the proof of the pudding lies in the figures. The volume of entry car Brio has fallen from 13,530 units in 2014-15 to 7,024 units in 10 months of this fiscal. As for the Mobilio MPV, launched with much fanfare in July 2014, it has managed to sell just about 7,228 units in the first 10 months of this fiscal (April ‘15-January ‘16). Inoue will now move to Europe as COO, and will be replaced by Yoichiro Ueno, who joins India from Malaysia. The changes will happen from April 1 this year.

March 16-31, 2016 / Corporate Citizen / 11

COLLYWOOD All-women crew steers Air India’s longest flight, setting new record Air India set a new record when the Delhi-San Francisco flight took off with an all-women crew on board on the occasion of Women day (March 8). In what could be termed as history in Air India, the crew set off on a 17-hour flight, the worlds longest to be operated by women. The flight took off from Delhi on March 6 at 2.35 am and reach San Francisco at 6 am on March 7. The flight was under the command of Captain Kshamta Bajpayee and Captain Shubhangi Singh along with first officers’ captain Ramya Kirti Gupta and captain Amrit Namdhari. “I feel truly blessed to be part of the Air India family. Only when you wish can you be granted that wish. Only when you dream can that dream come true,” said king, captain Kshamata Bajpayee prior to the departure. Ashwini Lohani, CMD Air India said: “It is a historic flight and longest to be operated

by all women crew. The airline has immense respect for women and it would be a symbol of women empowerment.” Air India celebrates International Women’s Day every year by deploying women crew on its select international and domestic routes. This year for the first time, on the world’s longest nonstop flight the entire flight operations from cockpit crew to

cabin crew, check-In staff, doctor, customer care staff, ATC and the entire ground handling from operator to technician, engineer and flight dispatcher and trimmer were handled by women. Air India has around 3765 women employees, including women pilots, cabin crew, engineers, technicians, doctors, security personnel and executives.

Sanjiv Kapoor joins Vistara as commercial and strategy chief Sanjiv Kapoor, SpiceJet’s former aggressive chief operating officer, took charge of Vistara as its chief strategy and commercial officer. “Sanjiv will be responsible for managing a wide portfolio of Vistara’s commercial and planning functions, including strategy development, network planning, pricing and revenue management, sales & distribution, product development, branding, marketing and customer experience,” the airline said in a release. It added he will also be responsible for in-flight services and ground operations. Kapoor, 48, succeeds Giam Ming Toh who is

returning to Singapore Airlines on completion of his deputation with ith Vistara. Kapoor joined SpiceJet in November 1, 2013 when it was still owned by media baron Kalanithi hi Maran and turned it from a fringe nge player to a price warrior, bombarding the market with aggressive sive discounts and offers throughoutt the year, which rivals were forced ed to follow. Vistara, a full service carrier jointly owned by Singapore ore Airlines and Tata Sons will be a different assignment from his previous one. Kapoor joins it at a time when it has been strugglingg to fill its flights.

12 / Corporate Citizen / March 16-31, 2016

Ashok Vaswani to run Barclays UK after Recast Barclays Plc is restructuring its management as part of a wider overhaul announced under CEO Jes Staley to comply with new UK rules and bolster profitability. According to Barclays it will create two core divisions -Barclays UK and Barclays Corporate and International. Ashok Vaswani, who was CEO for personal and corporate banking under the old structure, will run Barclays UK, while Staley will be in charge of the other key unit until a permanent leader is named. Vaswani said in a memo to staff that Akshaya Bhargava will remain in charge of wealth management businesses forming parts of both new core divisions and report to him. Bhargava will take on additional responsibilities for offshore clients and small businesses with a turnover of less than £6.5 million ($9 million), he said. Satya Bansal will be head of Wealth India. Compiled by Joe Williams joe78662@gmail.com

MANAGE MONEY DR ANIL LAMBA

Marginal Costing Principles & Break-Even Analysis Apply Marginal Costing principles to understand your business better, and to take financially intelligent decisions

In the previous article we saw Rita setting up a furniture manufacturing business and despite selling 10 tables she was suffering losses. Quantity Sales

250

500

750

2,500

(-) Variable Cost

100

200

300

1,000

= Contribution

150

300

450

1,500

(-) Fixed Cost

10,000

= Profit / Loss

9,850

9,700

9,550

8,500

Rita was wondering when her business would break even. A formula for Break-Even Point Let’s try and create a formula for Break-Even Point, the point at which the business is making neither profit nor loss. At this point of time, why is the business making a loss? The table shows that Sales minus Variable Cost is Contribution, and Contribution minus Fixed Cost is profit. The business is making a loss because the amount of Contribution is lower than the amount of Fixed Cost. But you will observe that as the quantity of tables made increased from 1 to 2 to 3 and then to 10, with each increase in Sales the Contribution also increased.

Quantity

Sales

250

500

750

2,500 16,500 16,750 17,000

(-) Variable Cost

100

200

300

1,000

6,600

= Contribution

150

300

450

1,500

9,900 10,050 10,200

Quantity

(-) Fixed Cost

Sales

= Profit / Loss

(-) Variable Cost = Contribution (-) Fixed Cost = Profit / Loss

But the Fixed Cost, being fixed, remained the same. Table by table, the gap between Contribution and Fixed Cost kept reducing. It is not difficult to now imagine that as the quantity of tables continues to increase, the Contribution will also consistently increase. And then a stage will come when Contribution will be 10,000. This is the Break-Even Point. As long as Contribution is less than Fixed Cost, businesses make losses. When Contribution equals Fixed Cost, they break even. And it is when Contribution exceeds Fixed Cost, that businesses make profits. Therefore the condition necessary to break even is that Contribution must equal Fixed Cost. This, then, gives us the formula for break-even point, which is: Break-Even Point =

In Rita’s case, her fixed cost is 10,000. Each table generates a Contribution of 150. This means that she must manufacture and sell 66.66 (that is 10,000/150) tables in order to break even. The minute she has made and sold her 67th table, she is out of the red! The 67th table brings her a profit of 50. And on selling the 68th table, her profit increases to 200.

Fixed Cost Contribution per unit

6,700

6,800

10,000 10,000 10,000 10,000 10,000 10,000 10,000 9,850

9,700

9,550

8,500

100

200

Why is Contribution called Contribution? I now have a question for you. Take a closer look at the chart, and tell me, why is Contribution called Contribution? In our example, the Contribution of one table is 150. What is this a contribution towards? Each table that Rita sells brings into her cash box a sum of 250. Then shouldn’t we be saying that the contribution of the table is 250? You may, of course, point out that it would not be correct to call the gross revenue as Contribution since to earn the 250 she has had to incur expenses. Fair enough. Then let us deduct all the expenses (fixed and variable) and call the resultant figure Contribution. But it is neither the top line (Sales) nor the bottom line (Profit), but an in-between figure that is called Contribution. ...to be continued

Dr Anil Lamba is a corporate trainer of international repute on finance management. His clients comprise several hundred large and medium sized corporations across different countries of the world. He is the author of the bestselling book ‘Romancing the Balance Sheet’. He can be contacted at anil@lamconschool.com March 16-31, 2016 / Corporate Citizen / 13

WAX ELOQUENT

A DIRECTION FOR CHANGE Budget gives the reality of India

“This Budget gives the reality of India. The reality of India is that there are serious challenges as far as agrarian sector is concerned. And therefore you have to address agriculture and rural infrastructure. At the same time you have to address physical infrastructure and social sector commitments. The finance minister has a tough job. He needs to spend and at the same time, needs to maintain 3.5 percent (fiscal deficit).”

Will help to digitize India

Arun Jaitley, Finance Minister Courtesy: Indian Express

Govt comes out kings and queens “The Government came out kings and queens (if not aces) this budget, given the limitations. The budget was possibly themed on, one) giving infrastructure sector a push, two) keeping the taxation levels largely unchanged and to three) improving the ease of doing business.” Nilesh Shah, MD, Kotak Mahindra AMC

Big push towards Start-ups India

“The continuous support to skill development through NSDC is in the right direction. Also the Higher Education Financing Agency is path breaking and will certainly help deserving students who want to pursue higher education studies. The visionary direction towards startups India–especially women entrepreneurs will help India move from a country of job seekers to a land of job creators, vital for sustainable economic growth and development.” Ambarish Datta, MD & CEO, BSE Institute Ltd and Director, National Skill Development Council (NSDC)

R. Chandrashekhar, President, NASSCOM Courtesy: NASSCOM

Tall order for a single budget “The agriculture sector needs reforms, new policy initiatives, increased private sector participation, higher investments, competitive markets, new forms of institutions and mechanisms, and science-based modernisation. This is a tall order for a single budget, but it can set the direction for change.” Ramesh Chand, Member, NITI AAYOG

Courtesy: Indian Express

Economic empowerment for SC/ST entrepreneurs “The National Scheduled Castes and Scheduled Tribes Hub announced in the Budget completes the Backward Class entrepreneurs’ ecosystem and will play the role of a ‘matchmaker’ between the government and businessmen. Now the challenge is before the businessmen to make most of this opportunity.” Milind Kamble, Founder Chairman, Dalit Indian Chamber of Commerce and Industries (DICCI) Courtesy: http://economictimes.indiatimes.com/

Help India overcome legacy issues “One sees the efforts to break down some of the roadblocks that have snagged the economy in the last few years, such as stalled PPP projects, NPAs and pending tax litigations. These should help India overcome legacy issues and take a big leap forward.” Kumar Mangalam Birla, Chairman, Aditya Birla Group Courtesy: Business Standard

14 / Corporate Citizen / March 16-31, 2016

Courtesy: India Express

“The finance minister’s speech had a strong emphasis on leveraging technology to transform India. The initiatives announced today combined with swift implementation of Digital India will help to digitize India and provide effective citizen services. We would urge the government to move forward at a swift pace and build an effective PPP model.”

Fiscal prudence despite challenging times

“The Budget is remarkable in the sense that despite challenging times, it decided to jump for fiscal prudence by sticking to the 3.5 percent deficit target. To sum up, in the present scenario, the focus of the government should be ‘fiscal consolidation’ rather than ‘fiscal austerity’.” Soumya Kanti Ghosh, Chief Economic Advisor, State Bank of India Courtesy: Indian Express

AND GROWTH

Take a look at what our corporate leaders have to say about the recently announced Union Budget 2016-17

Education sector receives impetus

Good pragmatic balancing act

Budget 2016, an incremental move in the backdrop of global uncertainty. Maintaining a fiscal deficit of 3.5 percent a very credible step for the financial markets, robust outlays for infrastructure, agriculture, rural and socio economic schemes, however, one can argue that more could be provided for recapitalisation of Banks. No change in capital gains tax regime for listed stocks a positive for the stock exchange, however an additional tax 10 percent on dividends in excess of ₹10 lakh and increase in STT on option is a dampener for the markets. All in all, in the backdrop of the prevailing global scenario, Budget 2016 is a good pragmatic balancing act. Girish Vanvari, National Head of Tax, KPMG in India

“The budget is a pragmatic and progressive effort with education rightly being listed amongst the ‘Nine critical pillars’ identified by the FM. The enhanced focus on skilling and encouraging entrepreneurial tendencies with the scheme to provide ₹500 crore for promoting entrepreneurship among SC/ST citizens is a welcome step. The large outlays for skill development will resonate with urgent need of employability among India’s youth. The higher education sector which has been craving for some attention from the government will receive an impetus with a ₹1,000 crore financing and 62 new navodaya vidyalayas, and 20 educational institutions to be made par world-class standards.” Shekhar Sanyal, Director and Country Head, The IET India

Welcome budget for the Skill India With ₹1,700 crore for 1500 multi-skill development centres and provision of Entrepreneurship training across schools, colleges and MOOCs, happy to see Government’s uninhibited focus on Skills Development and Entrepreneurship Development in Budget 2016. I had wished for introducing these development initiatives at the college and institute level itself so that Corporate India of tomorrow is in more prepared and capable hands. An investment in Talent is the real investment towards development, after all. Wise and promising, this definitely seems to be a welcome budget for the Skill India and Start-up India mission. Mohit Gundecha, CEO & Cofounder, JOMBAY

Setting right agenda for global economic environment “Fortunes are built in bear markets and not bull markets, and while this year’s Budget may not have the big sticker announcements we saw last year, it does set the right agenda for the global economic environment we are in, with the eventual outcome of an even stronger Indian economy in 2017-18.” Kunal Bahl, Cofounder, Snapdeal Courtesy: Economic Times

Concerted attempt to manage expectations The Finance Minister has definitely made a concerted attempt to manage expectations with a balanced budget. While three of the real estate sector’s major expectations – increased HRA deduction, removal of DDT from REITs and boost to affordable housing by allowing 100 percent deduction on profits made by entities constructing them – have been addressed, the Budget offered no financial protection from project delays to home buyers. The biggest announcement with implications for the real estate sector in India was removal of DDT from real estate investment trusts (REITs). Anuj Puri, Chairman & Country Head, JLL India

Eye on boosting growth Acknowledging that taxes contribute significantly to the fundamentals of a strong economy, the finance minister has announced tax reforms in nine categories across significant thrust areas, with an eye on boosting growth and employment generation, the rural economy, the business environment and providing certainty in taxation, use of technology for enhanced tax efficiency and also providing relief to small taxpayers. Rajiv Memani, Chairman, India region, EY

Courtesy: www.livemint.com

Healthy dose of self-reflection and realism “The Union budget brings in a healthy dose of selfreflection and realism in the light of adverse global headwinds. India’s recent growth has been one of the most significant achievements of our times and the opportunities are enormous. It is important that this growth is balanced and provides an inclusive agenda for all.” N. Venkatram, Managing Partner and CEO, Deloitte India Courtesy: www.livemint.com

Compiled by Rajesh Rao rajeshrao.rao@gmail.com

March 16-31, 2016 / Corporate Citizen / 15

A LOT TO CHEER

FA RM

UNION BUDGET 2016-17

S R E

Back in June 2014, when the Modi Government delivered its first Union Budget, they managed to cheer the markets and also received a lot of positive reactions from various sectors. Yes, it was a big hit then with stock markets were trading at an all-time high! Last year, the Union Budget received a mixed bag of reactions from various sectors. This year too, while most of them called it a ‘neutral’ one, the Budget did set a positive tone for farmers, poor and small taxpayers of the country. Some of the steps taken to boost the education sector such as setting up of a `1,000 crore fund for improvement of infrastructure in higher education institutions, focusing on higher education to help in new job creations, development of world-class teaching institutions, promoting skill development is aimed at achieving higher literacy and boosting education sector in the country. Read on…

16 / Corporate Citizen / March 16-31, 2016

J O B

hen Finance Minister Arun Jaitley began his Budget speech in Parliament at sharp 11 am, the Parliament was full of chaos as opposition members created ruckus ahead of the Budget presentation. Jaitley started off his speech by 11.03 am by highlighting the achievements of Modi Government in the last three years. This year again, the minister was loud and clear, while sounding confident and optimistic throughout. Jaitley noted that the agenda for the next year is to ‘Transform India’ in a direction described by a set of economic reforms, framed in terms of ‘nine distinct pillars,’ which include the below: x Agriculture and Farmers’ Welfare: with focus on doubling farmers’ income in five years; x Rural Sector: with emphasis on rural employment and infrastructure; x Social Sector including Healthcare: to cover all under welfare and health services;

S N IO T EA

By Mahalakshmi Hariharan

E N TIO CA DU

x Education, Skills and Job Creation: to make India a knowledge-based and productive society; x Infrastructure and Investment: to enhance efficiency and quality of life; x Financial Sector Reforms: to bring transparency and stability; x Governance and Ease of Doing Business: to enable the people to realise their full potential; x Fiscal Discipline: prudent management of Government finances and delivery of benefits to the needy; and x Tax Reforms: to reduce compliance burden with faith in the citizenry

AGRICULTURE AND FARMERS’ WELFARE To help the agriculture sector and for farmers’ welfare, Arun Jaitley, in his Budget said that a Long Term Irrigation Fund will be created in National Bank for Agriculture and Rural Development (NABARD) with an initial corpus of about ₹20,000 crore. To achieve this, a total provision of ₹12,517 crore has been made through budgetary support and market borrowings in 2016-17. Simultaneously, a major programme for sustainable management of ground-water resources has been prepared with an estimated cost of ₹6,000 crore and proposed for multilateral funding.

EDUCATION, SKILLS AND JOB CREATION Proceeding towards education, skill development and job creation which was the fourth pillar of his Budget proposals, Jaitley laid down the below:

EDUCATION

IN F RA S T R U

x After universalisation of primary education throughout the country, the Government wants to take the next big step forward by focusing on the quality of education. An increasing share of allocation under Sarva Shiksha Abhiyan is allocated for this purpose. Further, 62 new Navodaya Vidyalayas will be opened in the remaining uncovered districts over the next two years. x The Government is committed to empower higher educational institutions to help them become world-class teaching and research institutions. An enabling regulatory architecture will be provided to 10 public and 10 private institutions to emerge as world-class teaching and research institutions. This will enhance affordable access to high quality education for ordinary Indians. A detailed scheme will be formulated. x It is decided to set up a Higher Education Financing Agency (HEFA) with an initial capital base of ₹1,000 crore. The HEFA will be a not-forprofit organisation that will leverage funds from the market and supplement them with donations and CSR funds. These funds will be used to finance improvement in infrastructure in our top institutions and will be serviced through internal accruals. March 16-31, 2016 / Corporate Citizen / 17

E UR CT

UNION BUDGET 2016-17 x To help students, higher education institutions and employers to access degree certificates of candidates, it is proposed to establish a Digital Depository for school leaving certificates, college degrees, academic awards and mark sheets, on the pattern of a Securities Depository. This will help validate their authenticity, safe storage and easy retrieval.

AFFORDABLE HOUSING

HOME BUYERS

The Budget announced a deduction for an additional interest of `50,000 per annum for loans up to `35 lakh sanctioned in 2016-17 for first-time home buyers, where house cost does not exceed `50 lakh. It is also proposed to exempt service tax on construction of affordable housing up to 60 square metres under any scheme of the Central or State Government including PPP schemes. Jaitley also proposed an exemption in excise duty presently available to concrete mix manufactured at site for use in construction work to ready-mix concrete.

SKILL DEVELOPMENT

x “Skill India” mission seeks to capitalise the demographic advantage. Since its launch, the National Skill Development Mission has created an elaborate skilling ecosystem and imparted training to 76 lakh youth. “We want to bring entrepreneurship to the doorsteps of youth through Pradhan Mantri Kaushal Vikas Yojana (PMKVY). We have decided to set up 1,500 Multi Skill Training Institutes across the country. I am setting aside an amount of ₹1,700 crore for these initiatives,” said Jaitley. x It is also decided to set up a National Board for Skill Development Certification in partnership with the industry and academia. It is proposed to further scale up Pradhan Mantri Kaushal Vikas Yojna to skill 1 crore youth over the next three years. x Entrepreneurship Education and Training will be provided in 2,200 colleges, 300 schools, 500 Government ITIs and 50 Vocational Training Centres through Massive Open Online Courses. Aspiring entrepreneurs, particularly those from remote parts of the country, will be connected to mentors and credit markets.

NATIONAL DIALYSIS SERVICES PROGRAMME HEALTH PROTECTION SCHEME

JOB CREATION

x In order to incentivise creation of new jobs in the formal sector, Government of India will pay the Employee Pension Scheme contribution of 8.33 percent for all new employees enrolling in EPFO for the first three years of their employment. This will incentivise the employers to recruit unemployed persons and also to bring into the books the informal employees. In order to channelise this intervention towards the target group of semi-skilled and unskilled workers, the scheme will be applicable to those with salary up to ₹15,000 per month. A Budget provision of ₹1,000 crore is made for this scheme. x Further, the Finance Bill, 2016 proposes to broaden and liberalise the scope of the employment generation incentive available under Section 80JJAA of the Income Tax Act. The deduction will be available not only to assesses deriving income from manufacture of goods in a factory but to all assesses who are subject to statutory audit under the Act. Thus, a deduction of 30 percent of the emoluments paid to such employees can be claimed for three years. The minimum number of days for which they should be employed during

Jaitley proposed to give 100 percent deduction for profits to an undertaking from a housing project for flats up to 30 square metres in four metro cities and 60 square metres in other cities, approved during June 2016 to March 2019, and is completed within three years of the approval. Minimum Alternate Tax (MAT) will, however, apply to these undertakings.

Government will launch a new health protection scheme which will provide health cover up to `1 lakh per family, the Finance Minister has said. For senior citizens of the age 60 years and above belonging to this category, an additional top-up package up to `30,000 will be provided.

the year is proposed to be reduced from 300 to 240 days. No deduction will, however, be admissible in respect of employees whose monthly emoluments exceed ₹25,000. Also, no deduction will be admissible in respect of employees for whom the Government is paying the entire EPS contribution. x A National Career Service was launched in July, 2015. Already 35 million jobseekers have registered on this platform. It is proposed to make 100 Model Career Centres operational by the end of 2016-17. It is also proposed to inter-link State Employment Exchanges with the National Career Service platform. x Retail Trade is the largest service sector employer in the country. Many more jobs can be created in this sector, provided the regulations are simplified. If shopping malls are kept open

18 / Corporate Citizen / March 16-31, 2016

A new health protection scheme will provide health cover up to `1 lakh per family. For senior citizens, an additional top-up package up to `30,000 will be provided. Also, 3,000 stores under Prime Minister’s Jan Aushadhi Yojana will be opened during 2016-17. ‘National Dialysis Services Programme’ will be started under National Health Mission through PPP mode.

all seven days of the week, why not the small and medium shops? These shops should be given the choice to remain open on all seven days of the week on voluntary basis. The interest of the workers in terms of mandatory weekly holiday, number of working hours per day, of course, have to be protected. It is proposed to circulate a Model Shops and Establishments Bill which can be adopted by the State Governments on voluntary basis, Jaitley said.

LET’S SEE WHAT THE BUDGET HAD TO OFFER FOR THE CORPORATE SECTOR The Finance Minister, in his last Budget speech mooted the proposal to reduce the rate of Corporate Tax from 30 percent to 25 percent over a period, accompanied by rationalisation

INCOME TAX

Announcing relief to small taxpayers, Jaitley proposed to raise the ceiling of tax rebate under section 87A from `2,000 to `5,000. Individuals having an income up to ` 5 lakh will get a relief of ` 3,000 in their tax liability. He also proposed to increase the limit of deduction of rent paid under section 80 GG from `24,000 p.a. to `60,000 p.a. to provide relief to those living in rented houses.

LPG CONNECTION

A sum of `2,000 crore has been set aside in this year’s Budget to meet the initial cost of providing these LPG connections. This move is estimated to benefit 1.5 crore households below the poverty line in 2016-17. The scheme will be continued for at least two more years to cover a total of five crore below poverty line (BPL) households in the country.

and removal of various tax exemptions and incentives. In any case the effective rate of tax paid by companies comes to an average of 24.67 percent because of various exemptions which they are availing of. A phasing-out plan of removing these exemptions and tax incentives was placed in public domain and they did receive a large number of suggestions. The highlights are as follows: x The accelerated depreciation provided under IT Act will be limited to maximum 40 percent from 1.4.2017 x The benefit of deductions for Research would be limited to 150 percent from 1.4.2017 and 100 percent from 1.4.2020 x The benefit of section 10AA to new SEZ units will be available to those units which commence

“BUDGET 2016 WAS PREPARED KEEPING IN MIND THE EXISTING GLOBAL SCENARIO AND CAN BE TERMED AS AN INCREMENTAL MOVE TOWARDS THE BACKDROP OF GLOBAL UNCERTAINTY. THOUGH THERE IS NOTHING MUCH IN THE BUDGET TO PROVIDE RESPITE TO THE COMMON TAXPAYERS AND INVESTORS COMMUNITY EXCEPT A FEW ANNOUNCEMENTS WHICH MAY HELP IN BUILDING THE CONFIDENCE OF THE TAXPAYERS WITH RESPECT TO REDUCING THE LITIGATIONS OR EASE IN HANDLING THE INCOME TAX SCRUTINY CASES,” SAYS RISHABH PARAKH, CHIEF GARDENER & FOUNDER DIRECTOR OF MONEY PLANT CONSULTING, A LEADING TAX & INVESTMENT PLANNING ADVISORY SERVICE PROVIDER activity before 31.3.2020 x The weighted deduction under Section 35CCD for skill development will continue up to 1.4.2020. The reduction in corporate tax rate has to be calibrated with additional revenue expected from the incentives being phased out. The benefits from phasing out of exemptions are available to Government only gradually. In the first phase, therefore, there are two changes proposed in corporate income-tax rates:x The new manufacturing companies which are incorporated on or after 1.3.2016 are proposed to be given an option to be taxed at 25 percent plus surcharge and cess, provided they do not claim profit-linked or investment-linked deductions and do not avail of investment

allowance and accelerated depreciation. x Proposed to lower the corporate income tax rate for the next financial year for relatively small enterprises i.e. companies with turnover not exceeding ₹5 crore (in the financial year ending March 2015), to 29 percent plus surcharge and cess. x Start-ups generate employment, bring innovation and are expected to be key partners in Make in India programme. Hence it is proposed to assist their propagation through 100 percent deduction of profits for three out of five years for start-ups set up during April 2016 to March 2019. MAT will apply in such cases. Capital gains will not be taxed if invested in regulated/notified Fund of Funds and by individuals in notified start-ups, in which they hold majority shares. x Union Cabinet has approved the ‘Stand Up India Scheme’ to promote entrepreneurship among SC/ST and women. ₹500 crore has been provided for this purpose. The scheme will facilitate at least two such projects per bank branch, one for each category of entrepreneur. This will benefit at least 2.5 lakh entrepreneurs. x To remove the difficulties and impediments to ease of doing business, a Bill will be introduced to amend the Companies Act, 2013 in the current Budget Session of the Parliament. The Bill would improve the enabling environment for start-ups and the registration of companies will also be done in one day. x Research is the driver of innovation and innovation provides a thrust to economic growth and hence it is proposed that a special patent regime with 10 percent rate of tax on income from worldwide exploitation of patents to be developed and registered in India. x In order to get more investment in Asset Reconstruction Companies (ARCs) which play a very important role in resolution of bad debts, it is proposes to provide complete pass-through of income-tax to securitisation trusts including trusts of ARCs. The income will be taxed in the hands of the investors instead of the trust. However, the trust will be liable to deduct tax at source. x The period for getting benefit of longterm capital gain regime in case of unlisted companies is proposed to be reduced from three to two years. x Non-banking financial companies shall be eligible for deduction to the extent of five percent of its income in respect of provision for bad and doubtful debts. x The determination of residency of foreign company on the basis of Place of Effective Management (POEM) is proposed to be deferred by one year. x Committed to implement General Anti Avoidance Rules (GAAR) from 1.4.2017. Mahalakshmi.H@corporatecitizen.in March 16-31, 2016 / Corporate Citizen / 19

TOP POSITION

Rockstar Writer The New York Times has called CHETAN BHAGAT “The biggest selling English language novelist in India’s history,” but you wouldn’t guess it from his unassuming demeanor and down-toearth persona. The author, much like his books, is understated, simple yet relentlessly charming. Corporate Citizen caught up with India’s Rockstar Writer for a heartfelt conversation on his books, politics, controversies and much more! BY NEERAJ VARTY You are an IIT and IIM alumni. What made you give up such a lucrative career choice to become a writer? It was never meant to be a career choice. I was a banker at Goldman Sachs in Hong Kong. I was married, with a stable job. My friends were into golf or other pastimes. My hobby was writing. I never expected it to take off the way it did. In the beginning, I had a hard time finding a publisher willing to take my book. Writing was one of those things I wanted to tick off my bucket list and that would be the end of that (or so I thought). That it would take off the way it did was beyond my wildest expectations. Did you always have a flair for writing? I did. I also did debates and road plays. But even if you look at my first book, Five Point Someone, it’s about three friends in college. At that time, renowned authors in India like Vikram Seth and Arundhati Roy wrote in sophisticated English for a western audience, whereas my book was written in simple everyday English for people who were novices at reading. I did not think that except for my friends and a few college students, anyone would read my book. But it just went to a different level. Then I thought that perhaps it was a fluke and that it was the IIT factor that made the book work. So I wrote

another one and then another one. When all my first three books worked, then I realised that I would lose out on something if I kept working in the bank. So I quit and took up writing full time. It was an experiment that took off very well. As an alumnus of IIM Ahmedabad, do you think management principles have influenced your writing? You know, in the MBA course you learn about organisational behaviour and human resources, the softer side of things. In engineering, you only focus on the technical side of things. MBA teaches you how people matter, how they think and feel, and that’s what writing is about. It’s about India, its people and their emotions. I think I became more sensitive towards these aspects because of what management taught me. In my columns that I write for newspapers, certainly, the management style of analysis is obvious. I never write a column without a solution, for which I have been criticised, as some people think I am a nobody and I have no right to give solutions. But I believe in being positive about things. Even this outlook, to some extent, has been shaped by my MBA course. Another thing I learnt from management is market segmentation. I write my books for the

20 / Corporate Citizen / March 16-31, 2016

younger lot. At the same time, I write columns for the older readers. As I grow old myself, I have to tap in a new section of readers as well. I have to re brand myself for a different section of my readers while at the same time I must ensure that I never lose sight of my core reader base. Even when I did Nach Baliye, I was thinking of expanding my market. Earlier, only those who read books knew me. Today, those who have never read a book know me from the TV show, and if they are in a train or bus looking for a way to pass the time and happen to come across my book, they might give it a go due to their familiarity with me on television. Which writers influenced you growing up? Gorge Orwell, Ayn Rand, Charles Dickens and many others. What sets you apart from other authors? Some people have the gift for connecting with their target audience. Why is Salman Khan such a big star? Aren’t there better actors in Bollywood? The answer is technically yes, there are better actors. But Salman Khan has established a connect with the audience which is stronger than that of so many other actors. That’s what makes him such a huge star.

PICS: SHANTANU RELEKAR

“MBA teaches you how people matter, how they think and feel, and that’s what writing is about. It’s about India, its people and their emotions. I think I became more sensitive towards these aspects because of what management taught me”

Ma M March arc rch ch 16 1 16-31, 6--3 31, 1, 2016 20 01 16 / C Co Corporate o orp rpor rp por orat ate C Ci Citizen ittiizze en / 2 21 1

TOP POSITION Sustaining success is harder than achieving it. The trick in this profession is longevity. People are always looking out for different sources of entertainment. If you do not reinvent yourself, you cannot stay relevant for long. I go to many colleges and events all across India, to try and connect with the youth, to understand their perspective. I am not getting any younger, and if I want to be relevant for ten more years, then I have to know the pulse of the youth

Five Point Someone was a different kind of book when it came out. It connected with a disillusioned and neglected student base who finally found a voice mirroring their own. What people don’t realize, however, is that being a one hit wonder isn’t that hard. Singers like Baba Sehgal and Lucky Ali were big hits, but they didn’t last. Sustaining success is harder than achieving it. The trick in this profession is longevity. People are always looking out for different sources of entertainment. If you do not reinvent yourself, you cannot stay relevant for long. I go to many colleges and events all across India, to try and connect with the youth, to understand their perspective. I am not getting any younger, and if I want to be relevant for ten more years, then I have to know the pulse of the youth. What’s your advice on entrepreneurship to young MBA graduates? I think it’s a very good idea. Unfortunately, Indians love the caste system. This ideology has seeped into education too. IIMs are considered superior to other management colleges. So IIM students will always have an advantage in the corporate sector. Entrepreneurship is the great leveller. Most of the people running successful businesses in India did not graduate from a big management school. That’s the only way to beat the odds and be a tremendous success. Even what I do is a kind of entrepreneurship.

Most of the people running successful businesses in India did not graduate from a big management school. After a point, making a difference overrides the desire for money in entrepreneurship, and that’s important. Even if you open a small shop, the desire should be to make the shop the best in the area. When you have that attitude, success is not far away

Entrepreneurship is about changing the world. The money is secondary. That is not the driving force. Mark Zuckerberg of Facebook, for example, has given away 99% of his wealth. After a point, making a difference overrides the desire for money in entrepreneurship, and that’s important. Even if you open a small shop, the desire should be to make the shop the best in the area. When you have that attitude, success is not far away. When you have that mind-set, it doesn’t matter whether you are from Stanford or IIM or another B-school or not from any Bschool, for that matter.

they may have felt at that time, now I am the first person they call. I am an asset to them now. My book was made into a movie (3 Idiots) and that has brought a lot of attention to IIT.

Your first book was a scathing critique of the IITs. How did your teachers and professors react? My first book took a while to take off. But when it did, my professors had a senate meeting (as is the tradition for meetings in IIT) and discussed its implications. People sometimes don’t realise that people who give you feedback want you to improve. How would IIT improve if everyone only sang its praises? There was nothing I had written that was incorrect. I had not made any false representation. So at the end of the day, they took it in their stride. Now the day has come where the IIT Director calls me, asking me to write about how the government is trying to take away the autonomy of IITs and to raise awareness about it. Whatever

You recently got into a twitter argument with Arvind Kejriwal about the odd-even scheme. Social media has a very big influence. See, 10% of the pollution comes from cars. 90% of it comes from other sources. With the oddeven formula implemented, cars will run on every other day based on their number plate. So that does not eliminate the 10% contribution to pollution, it just makes it lesser to 5%. Now, factor in the fact that Sunday is exempt, as well as women and emergency services, and the 5% benefit comes closer to 1%. For 1% actual reduction in pollution, the amount of inconvenience to the residents, the increase in the police force to implement the rule, etc., is just not worth it. There are other solutions to solve Del-

22 / Corporate Citizen / March 16-31, 2016

You write for urban India. What do you have to say for rural India? What I found is that rural India has the same aspirations as urban India. It’s just that they have a larger learning curve. I advise the youth in rural India to come to cities, educate themselves, and then go back and make a difference. Education is empowerment.

The disadvantage is that society draws its own inferences when a man is at home and the wife works. Society expects the man to earn more than his wife. Unlike women’s rights which are spoken of, there is an unspoken discrimination against men who earn less than their wives

The disadvantage is that society draws its own inference when a man is at home and the wife works. Society expects the man to earn more than his wife. Unlike women’s rights which are spoken of, there is an unspoken discrimination against men who earn less than their wives. How did you manage that scenario? I am very besharam that way. I decided that as long as I’m doing what I want to do, I can handle the judgements and criticisms. Today, of course, things have changed. Success is the great equalizer, as they say. At one point, the banker supported the writer, but today, the writer can comfortably support the banker. All your book titles have numbers in them, like 2 states and revolution 20-20. Why is that? Initially it was a tribute to my engineering days. Now it’s become fashionable, and everyone expects me to have a number in my novels, so I oblige. Even my publisher is very superstitious about it. Plus it has now become part of my brand. My non-fiction books, however, do not have numbers in their titles.

hi’s pollution. There are RFID (Radio Frequency Identification) cards which you can attach to every car. These are much easier to implement as well as cheaper. Someone criticized my view on twitter, and the Delhi CM actually re-tweeted it. That is not becoming of a person in political office. It’s almost as if he is inciting a mob. Any plans for you to join politics? (Laughs)…it’s fun to watch boxing, but that doesn’t mean you should get into the ring. If I join politics, I can’t start from the top. I would have to join at a very medium level. I would have to toe the line as per the party’s bosses. They may ask me to campaign for a candidate who may have a criminal record. What can I do then? I don’t think I could do that. I think I can make a bigger difference doing what I am doing now. If you look at history, the people who made the most contribution to the country did not hold political office. I am extremely political. Which means that if I feel strongly about a topic, I will express my opinion and mobilize support for it. But that’s the extent of it. My followers (especially on twitter) do not want me to join politics, at least as of now. We all know Chetan Bhagat the author and television personality. What is Chetan Bhagat like during his free time? I like to be fit. I go to the gym, I do yoga, I like

running. I like travelling. I used to go to Goa to write, and sometimes I go abroad to write too. I also love spending time with my family every chance I get. Normally I would ask how you met your wife, but in your case you wrote a book called 2 States about it.. And the book was made into a movie (Laughs). The story is well known. I am a Punjabi, she is a Tamilian. Initially there was a lot of opposition from both our families, but eventually we won them over. Your wife is accomplished in her own right. With such busy schedules, how do you balance work and professional life? It was very difficult earlier, and that is one of the reasons I quit my day job. I travel 10-12 days a month, but the rest of the time I am at home. Even then, it became very difficult once we had our twin boys. Last year, even she left her job, as it was getting too hectic to balance things. Is it perhaps true that it was easier for you to quit your job and concentrate on writing because your wife had a secure job at that time? Maybe. It did help in the sense that it’s good to know there is a financial cushion, although luckily I never had to take any money from her.

You have written the screenplay for Kick and Kai po che, for which you even won a Filmfare award. How different is it writing a screenplay from writing a traditional book? It’s very different. Screenplays are much smaller and much tighter, and I have to work within many constraints in tandem with the director and producer, as compared to a book where I have full reign to go wherever I please. You are now turning producer with the movie adaptation of Half-Girlfriend. How did that come about? I always believe in pushing myself out of my comfort zone. When I signed Nach Baliye, initially I had included a clause that specified that I would not be dancing at all at any juncture during the show. However, when it came to the finale, I realized that the other judges were dancing and if I did not dance now, I would probably never dance at all for the rest of my life, and I went ahead and did it, making a fool of myself in the process (laughs). It’s important to not be stagnant and to try new things. The movie adaptations of most of my books have been successful. The time had come for me to transition to this next step, and I will be involved with the movie every step of the way. When is your next book coming? I am writing my next book, and I hope to have it out in October. I cannot divulge more at this point, but I promise it will be fun. neeraj.varty@corporatecitizen.com March 16-31, 2016 / Corporate Citizen / 23

CII’S 14TH MANUFACTURING SUMMIT

Culture in Manufacturing Shop Floor and Beyond

Culture in the shop floor has a deep influence on a manufacturing company’s ability to succeed. Companies that have invested in the right culture and practices in the shop floor tend to succeed in a consistent manner. At the same time, building the right culture is easier said than done, and typically starts with the ethos, values and vision of the promoter himself. At the 14th Manufacturing Summit, organised by the Confederation of Indian Industry (CII) Western Region, recently held at Trident Hotel in Mumbai, various sessions discussed the future of Indian manufacturing. Corporate Citizen brings to you the second panel discussion on the topic of ‘Changing Culture and Mindsets in Manufacturing Shop Floor’ featuring HR / IR professionals and manufacturing leaders, sharing their perspectives on how to build the right culture in the company. The panellists for the session were, Arun Bruce, Partner and Director, BCG India (Moderator & Synthesiser), Vineet Kaul, Chief Human Resources Officer, Hindalco Industries Ltd, Pradeep Bhargava, Co-Chair, CII National Committee on Industrial Relations & Director, Cummins India Ltd., Brijesh Upadhyay, All India General Secretary, Bharatiya Mazdoor Sangh (BMS), Dilip Chenoy, Managing Director and Chief Executive Officer, National Skill Development Council (NSDC) BY RAJESH RAO 24 / Corporate Citizen / March 16-31, 2016

PICS: YUSUF KHAN

L-R â&#x20AC;&#x201C; Panellist Arun Bruce, Vineet Kaul, Pradeep Bhargava, Brijesh Upadhyay, Dilip Chenoy

March 16-31, 2016 / Corporate Citizen / 25

CII’S 14TH MANUFACTURING SUMMIT Only way we can entail creating the 150 million jobs that’s been set out in the national manufacturing policy (NMP), is through having a vibrant contract between labour and management. Saying this, essentially, as the crux of the discussion, Arun Bruce asked the diverse panellists to share their point of view on what does it take to influence culture on the shop floor.

PRADEEP BHARGAVA

Start Changing Culture in the Boardroom Changing culture and mindset has to happen and start in the boardroom, before you go to the shop floor. Typically, a boardroom discussion moves around new acquisition, business development, mergers, financial mechanism, branding, but by large, manufacturing gets talked about under some situations like quality issue, major production shortfall, lockout, accident—then we have huge discussions in the boardrooms with respect to manufacturing. Typically, manufacturing discussion is about how to minimise cost, reduce investment, how do you outsource, how do you comply, safety, get flexibility, how to minimise headcount. In many corporates and manufacturing companies, the concern for what is required at what is happening on the shop floor is not as much as it deserves. It is really a point that we need to acknowledge. If somebody in the manufacturing system or on the shop floor can deliver quality in cost and on time it is alright. Reduce cost, improve delivery time and improve quality is the message. In every other function, we have a whole lot of challenges, constantly upgrading, etc.

What is culture all about? Culture is not all about the business that you are in, it is about the values that you associate with, whether it is on the shop floor or anywhere else. Now, culture has elements—in an organisation culture it can be I am very strong on compliance—be it in manufacturing, be it in sales tax, be it in anything. I am very strong on integrity, whether you are dealing with your stakeholders, with the government, that’s the part of the

in the projects. Believe me, 7,000 employees including workers, drivers and everybody have spent those four hours and we have 100 percent involvement for the year 2013 to 2015. With CSR, we are not distinguishing between an executive and a kamgar. Not too many organisations will involve their workers in CSR work.

Diversity and inclusion

We have a manufacturing company based in a place called Phaltan, which is really a faraway place. And we have moved to a level of 28 perculture. You have culture that I want diversity cent gender diversity. It has happened which is and this applies to shop floor as well. And you a part of culture on the shop floor. Lastly, some have a culture that I treat people with dignity, of the companies including L&T and Godrej, we that’s the part of culture. So, we have treatment did something on contract labour, which was all with respect to people. about culture. We set We have HR which is Tata Group companies, “We just need human relations, we Cummins, Thermax to acknowledge have IR which is indusagain as an illustration. trial relations—giving We said, why are we that culture is a the impression that increating this very interjourney, we need dustrial relation is not esting myth that conto acknowledge about human beings. tract labour is not my labour, it is contractor’s that there is no HR labour. The man spends Dealing with and IR. There is day-night, perhaps his people The point I am making employee relations, lifetime in our organisation and we pretend that is, there is an element which applies to he is not our responsiof dealing with people each one of us bility. We go to the level which needs to be done that we don’t sometime with dignity, with reand we just need treat them even for spect and lot of us have to pursue this safety training and safeto start there with reruthlessly” ty equipment. When spect to the shop floor - Pradeep Bhargava, Co-Chair, CII something falls on the culture that we talk National Committee on Industrial head, it doesn’t distinabout, by treating peoRelations & Director, Cummins India Ltd. guish between a permaple with dignity and renent labour and contract spect. Just the way we worker. But we have situations on our own shop have a machine, we want to know the uptime floors, people working who are not company with the machine, or the maintenance requireemployees and we treat them differently. We in ment. We sometimes treat shop floor people manufacturing should understand about what like, what’s your uptime like, what I need for should be done. We did about hygiene, safety, their sheer maintenance and not treat them about canteen facility, uniform. There are twelve as an asset which depreciates. Actually, this is wonderful companies which have implemented an asset which appreciates. So, there is some this over the time and that is what I am talking introspection we all need to be doing when about culture on the shop floor. we talk about culture and changing it to shop floor level.

Software and hardware of culture

Employee relations applies to each one of us

Culture also has some hardware and software. Organisation should take a very clear view and they do that like my organisation will be lean, clean, green, safe, diverse—these are the elements of your culture which you can talk about in terms of hardware. Software is—I will be ethical, be fare, progressive, inclusive, those are elements of your culture. In my own experience in Cummins, we have 7,000 employees in India and we have a mechanism by which every employee is given four hours of doing some identified social work

I think we just need to acknowledge that culture is a journey, we need to acknowledge that there is no HR and IR. There is employee relations, which applies to each one of us and we just need to pursue this ruthlessly. And this hygiene is as important for a contract worker’s safety. So we need to be consistent in fair treatment and if we start working on these aspects, which touch people on the shop floor —we in any case do productivity, uptime and all that, because we see the value and immediate

26 / Corporate Citizen / March 16-31, 2016

financial returns. Dealing with this culture on the shop floor with respect to people, is a great thing we are missing and need to focus on.

VINEET KAUL

People Understanding and Working Together Change is something that everybody likes, but when it comes on oneself it really is not so easy and interesting. As long as it is in the neighbourhood or somewhere else it is enjoyable.

Negotiating settlement I had one of these units in one of the companies that I have worked with and it was in the eastern part of the country. We had a round of negotiations, very difficult negotiations, which went on for about a year. All the typical requirements that you have in a plant were there. After the negotiations the settlement was done—what we call a ‘win-win’ in our terminology. After about a year, business went through a big downturn and being part of a global MNC, the MNC decided that this business—we don’t want on our stable anymore. Now when you are an Indian affiliate of an MNC which decides that henceforth it is not going to be there, you have to fend for yourself and find other ways and means, at that point of time. So, we tried to tell people that business was bad—who asked us what’s the fault? We said business is bad because we can’t sell. So, that was the initial reaction. More and more, as things started getting clearer, we started communicating to the employees and started trying various options. All methods were used in terms of trying out newer products, improving things, but it just wouldn’t pick up.

Having an open dialogue with employees Then we tried to have very open talks with employees, not restricted to unions alone. Going to the employees because things were getting quite bad. At the same time you have very clear principles—if you are a good professional company, you will not try to take shortcuts, you will not underplay. With all these constraints, we started openly dialoguing with people. We tried to get buyers, who came, looked at the business and said they are not interested—which was again

very openly done. And within a year or a yearand-a-half, a time came when we were really stuck and didn’t know what to do. That’s when this whole process and efforts that had gone in the dialogue, in terms of people seeing things, in terms of understanding business, etc. The same people came around and started asking—what is it that can be seen as a solution? There was no solution that we had. The only solution was to wind up the business. But the moment we talked to our employees, they understood the situation, same employees came and said they understand that the management has done the best and whatever possible has been looked at and let’s work out and discuss a way out. We said we have no options, we have other plants but they are also full and we don’t have jobs. To our surprise, all the 160 employees decided to take a sum which was not very big. It was a very open dialogue, openly done.

doesn’t do anything, unions are a block, etc. All that is there, but I don’t think that is so. Having a large workforce, way out in the interior, we deal with very difficult conditions, trying to make it the best. Now in these areas, what do you do is, really looking at how to get employees. All the capacities we are producing, are at least 20 percent beyond their nameplate capacities. We have brought improvements, but all that has been done by the sheer involvement of the employees. It didn’t happen overnight, it has been years and years of understanding people and working together.

Management responsibility

There are unions but I think at the same time it is the management responsibility also to own employees, to have communication, to train people, involve people in various activities—all these are management tasks, we can’t outsource them. So, these are some things where a lot of willing involvement—again a lot of investment Openness in the communication and in time in training, in terms of looking at careers trust of people—has to get in. Only then our people get While they were closing the unit, I just went responsive. I found that there is respect, there is around and said—do you want me to talk to your an amount of trust and openness. When it comes senior union leaders? They said that they underto looking at opportunities, looking at people stand the situation and it is their job as they uncoming at their off-duty hours to basically learn, derstand the issue and feel the company has been that’s the type of interest people deliver. When fair. So, they talked it out with their senior leadorganisations are able to have such programmes ers. They said that there has been a lot of openbuild up, that is where we see lot of employee inness in the communication and trust, so they volvement taking place. And when it comes to have decided not to take a package. Including, things like flexibility at the government departwork, flexibility in operment which deals with “A lot of willing ations, people just accept these activities came many of these things. and asked them whethinvolvementer they want to start any again a lot of process. They said no, Shaping investment in they don’t think governorganisation ment department has culture time in training, in any role. They all took You have programmes terms of looking at a voluntary scheme, like Kaizen, etc., there without any question is a lot of willing incareers of peopleor issues. Despite many volvement, a lot of has to get in. Only others trying to find out openness in trying to then our people if issues could be creatimprove themselves. ed, they warded them At the same time how get responsive. I off. Everything went so do you make these found that there smoothly that nobody things interesting to is respect, there is realised what had happeople? What is it that pened. you reward? What is it an amount of trust that you recognise? Is and openness” something that we give Understanding - Vineet Kaul, in direction to people, people and Chief Human Resources Officer, that this is what counts working together Hindalco Industries Ltd and that is how the culThis is one example to ture of an organisation show that most of the starts to shape. These are the areas on which time it starts with us and me. I have got my nodefinitely companies are doing a lot and can be tions and my ideas that it is these group’s of emdone. It takes time, requires lot of hard work, ployees—they can’t understand things, they can’t it requires lot of effort by managers and all of appreciate things and change is very difficult, the us together. country’s laws are very difficult, the government March 16-31, 2016 / Corporate Citizen / 27

CII’S 14TH MANUFACTURING SUMMIT Unwillingness to invest in skill development

DILIP CHENOY

Use Skills to Bring Change in Culture and Mindset Role of skill development in culture

Firstly, even in industries like medical technology or high-end manufacturing, a significant number of people who are in the workforce are below eigth class-pass. The second is that a lot of larger units are now employing people who come out from ITI stream. So, there is very different kind of system which is actually emerging. In majority of companies, work floors and work hours are not very regular and there is a huge entry barrier into the organised workforce, for a variety of different reasons. But the most important message we got from different district-level focus group discussions that we had, is that in clusters of manufacturing, whether it is chemicals in Gujarat, food processing in Maharashtra, gems and jewellery in Surat and West Bengal, the attractiveness for the youth to enter into those high growth areas, was just not there.

Recognise skill and productivity as a reward function So, you had a challenge that the largest and highest growth employment industries were not attractive to local youth. Everybody preferred an IT, retail, banking and financial services and all the manufacturing if you said attractiveness and high growth. It is state after state and district after district, where this is actually happening. Interestingly, it was because most people say—you give me a person with a head, two arms and legs. They were not willing to recognise either skill or productivity as a reward function to anybody coming in. So, the youth were actually not seeing a career pathway and they were finding it a dead end. You will be surprised, industries like leather, textiles, gems and jewellery, in a majority of small and medium industries the workforce that is there in the beginning of the year is completely different from the workforce that is there at the end of the year. With 10-15 percent attrition, month-on-month, that’s where you were actually seeing that happen.

industries, they are not anywhere near the top five on an average. There are exceptions but if you look at average productivity levels, we are not in the higher category.

The problem is that management was unwilling to invest in skill development or training. They fear the attrition, they fear that the large companies will poach the small and medium Developing career pathways workforce and there was total lack of coordiWhat is the culture that we are trying to bring nation with skill development institutions and about here? The first culture is—can you acthe industry. What is interesting is that the tually define competency levels for each jobs types of job role on the shop floor were unin your organisation and develop career pathknown to the training institutions or to the ways? So, typically a person can join, if there skill development system, because nobody is such a job in the organisation as a helper or had cared to define competency levels. Over a CNC machine operator, but can he aspire the last one year, the NSDC has set up these to become the CEO of that company? And focused industry groups called ‘Sector Skill can you create an ecosystem in the company, Councils’ and we have 38 of them, and 25 of where he could first pick up a certificate and them actually map the Make in India sectors. then accumulate certificates, get a diploma, When we reviewed the become an engineer number of courses in and get to see a career “The bottom line is the ITIs and the polypathway over the few we have to change years. This is not rocket technics, six or seven of the courses accounted science, it’s happening the way we look at for 70 percent of their in centres in Mumbai, people with skills. outcome, which is eleccompanies in Pune trician, fitter, turner, As long as we keep and Chennai, people and those jobs, which are doing that and the this differentiation we in industry did not workers are fairly interof ‘we’ and ‘they’, actually even look at. ested in doing this.

Defining competency levels

we have the risk of losing a lot of competitiveness, a lot of manufacturing labour-intensive jobs to the advent of technology”

To create a culture for productivity

So, when we got in Second is, rather than defining these comhiring uncertified peopetency levels and ple, if you have to create we have now created a culture for producqualification packs for tivity, can you support about 1,435 jobs, what these sector councils? we found is that in inThere are 25 in the area dustry compared to a of manufacturing. Can - Dilip Chenoy, counterpart organiyou say that we will try Managing Director and sation abroad, the job and give preference to Chief Executive Officer definitions in India are a certified worker at a very narrow, because level? These qualificathe person is expected to have a very narrow tion packs and these competency levels are and specified set of skills, repeatedly over a available on the Net, either on the National period of time. Therefore the two-year ITI Skill Development Corporation (NSDC) and course, is not seen as a two years of worthwhile other agency websites and if the HR managers investment to come out multi-skilled. A perand the management can look at them and say son had rather do three months’ course to get this competency level is good for us, we want a good certificate and come up and then actuit tweaked or this job is not reflected, can you ally do a career progression on the shop floor. add it? We will be happy to get that done. This difference between the aspirations of the youth, the skill, organisations willing to train Training opportunities to and the lack of industry to hire skilled people potential employees exists. If you hire unskilled person and train In the two surveys done for the World Bank him and actually give him minimum wage and and CII, on the extent of people on the mannot really reward him for productivity, the emufacturing shop floor that have been sent for ployers don’t get benefit and the workers do training, it showed that we are even lower than not get any employment or wage premiums. countries like Tanzania and Nigeria—although You will see that this huge thing is reflected in there has been a 10-year gap between the two the quality of product and services. If you look surveys. So, we are not investing enough there. at productivity levels in all of our exporting Third thing is that we don’t tend to send people

28 / Corporate Citizen / March 16-31, 2016

out for training, because we fear that they will get poached and don’t give training opportunities to potential employees. That whole culture has to change. I think for first-line supervisers, there is shortage of trainers—huge shortage of trainers in the country. Can companies here say that after the shift or before the second shift, our employees will be available to train in institutions, to act as trainers and assessors. You are transforming a worker into a trainer and you are changing his status in society. He actually will be very grateful and aligned to the company and then take it in a different direction.

Benchmarking workers’ productive level For the last six years we have been spearheading India’s participation in World Skills, Olympics of skills. Last year when we participated in Germany, we didn’t win a gold, silver or bronze because our skill levels in India are not comparable to rest of the world. But we won three medallions of excellence. This year for the first time we won eight medallions of excellence. But what was fascinating was, we won a medallion of excellence in prototype designing, in plastic die moulding, in welding. The welding person was sponsored and the moment he came back he was publically felicitated and was given a cheque of ₹1 lakh. It transformed the whole image of that person’s village and also attracted a whole lot of people. So, this whole thing about World Skills, it actually enables you to benchmark your workers’ productive level to best of the world and do a training-need identification. If you get the young workmen energise in this way, you will change the mindset, which will help your company and enable your productivity and moral levels to go up, and make you ready to compete with rest of the world.

Risk of losing competitiveness and jobs The bottom line is we have to change the way we look at people with skills. As long as we keep this differentiation of ‘we’ and ‘they’, we have the risk of losing a lot of competitiveness, a lot of manufacturing labour-intensive jobs to the advent of technology, because then people will say we will get in high technology to actually do products and we will have manufacturing India but no jobs and that will create a whole new set of problems for the country.

BRIJESH UPADHYAY

Develop Industry-as-aFamily Concept Industry-Trade Union relations

Generally industry and trade union… our relationship is like husband and wife, who don’t want to see each other, but can’t live without each other. As a trade union, we have realised we are changing ourselves. What has been practised in seventies and eighties, that mindset and that attitude, is no more in the trade union movement. We have realised that if industry is not working, if industry is not there, how trade union can run and work? But practically, the problem we are facing and seeing is that the level of changes that has come in trade union, probably it has not yet come in the industry.

a good trade union leader? Over 90 percent of industry thinks that trade unions should not exist. There are efforts to stop registration of trade unions and if formed, efforts are on how to victimise unions and remove them. This is the culture, a mindset which has formed in the industry. We trade unions know that without existence of industry we cannot exist, which is why industry should exist and run in any circumstances. The existence of trade union is not for closing the industry. A conducive environment can never be formed unless this mindset in the industry is not changed. In our industry-trade union relationship, the government should not intervene, because in a tripartite relationship, differences increase. Our effort should be on how to strengthen bipartite relationship between industry and trade unions. There is value input also through worker’s participation and inclusion and his experience.

Workers’ involvement in the culture

As a trade union, since the day of our formation, we are pursuing the policy that industry-as-a-family concept should be grown, built and strengthened. In a family concept, each one shares with each one, each one cares for each. In a family, there is only one law “What has been working—e ver yone Issues between works for everyone. industry and trade practised in If you develop family unions seventies and concept, you get a good Over 99 percent of our eighties, that culture. For example, in problems are relata family, if there is only ed to labour laws not mindset and that one cup of milk left, it being implemented. attitude, is no more is given to the weakLabour laws are very est and smallest in the hard and difficult to in the trade union family. However, in the implement. The ismovement. We industry, if one cup of sues between industry have realised that milk is left, it is decided and trade union are that only the chairman what—provident fund if industry is not get a cup of tea is not cut… why? Beworking, if industry will and no one else. So, in cause it has gone above is not there, how such a situation how prescribed ceiling. Provident Fund, ESI trade union can run can we expect workers’ involvement in the cuttings have stopped, and work?” culture? You cannot minimum wage is not - Brijesh Upadhyay, bring changes only on being implemented. All India General Secretary, the basis of bringing in Over 99 percent of the Bharatiya Mazdoor Sangh new government legisproblems are related to lations. We are human these issues. Regular beings with our own sense and realisation, employment has been converted into contract which cannot be governed by legislation or employment, 65% workforce has become conrules. It could be understood only through tract employees. human touch. When we know we cannot live without each other, we should think good For conducive environment about each other, only then we can get good Every industry wants a good manager and results. there are many institutes opened to train and rajeshrao.rao@gmail.com groom such managers. So, why can’t we train March 16-31, 2016 / Corporate Citizen / 29

TÊTE-À-TÊTE Tell us a bit about your journey...

You Only Live Once

I am a proud Puneite. I was born and brought up in the city. I even completed my graduation from SP college here. My articleship was with S B Billimoria, which is now Delloitte. Then I did my CA, after which I joined Thermax as a management trainee. Post that I joined GE. I served several roles within GE. Around that time the off-shoring industry was growing. That is where I honed my leadership skills and learnt the business side of things. In 2005, I came to Bank of New York. I am now in my 12th year there and oversee the operations for entire India, which has around 6,000 employees in Pune and Chennai.

BNY Mellon is the largest custodian in the world. Between them, they administer $23 trillion worth of assets. It is speculated that the total amount of money in the world is $100 trillion, and BNY Mellon administers 1/4th of it. Which is why when BNY Mellon India CEO Dinesh Deo shared his words of wisdom with aspiring students at a conclave, Corporate Citizen was on the spot to have a tête-à-tête with the man himself. Here’s what he has to say upon his career, the legacy of BNY Mellon, and what it takes to succeed in corporate life

Bank of New York is a 200-plus-year-old company. Mellon is just as reputed. Tell us about your organisation’s storied history. Bank of New York was 223 years’ old when it merged with Mellon. Mellon was also 180 years, old. Both the founders of BNY and Mellon were treasury secretaries to their respective US Presidents. Alexander Hamilton, who was the right hand man to George Washington founded BNY, and made it the first company to be listed on the New York Stock Exchange. BNY Mellon is one of the oldest banking institutions in the world and also one of the most respected.

How is it like working for an organisation which has been around for centuries and evolved over time? Is the dynamic different there than in newer banking companies? All of us know about the Lehman Brothers crisis, which nearly took down the banking industry in 2008. Think about how many such crises BNY Mellon must have seen in its time. It is still thriving. Companies must be able to change with time, to evolve while keeping the foundation strong. The principles have to be very

By Neeraj Varty

strong, but the leadership styles must evolve to suit the business needs. Earlier, we competed with only banks. Today, the changing economic scenario is such that a company like Uber, can come out of nowhere and become a huge powerhouse. In such a scenario, a 200-year legacy doesn’t help. Innovation has to keep up with the times. And that is what BNY Mellon is good at.

There is a saying that a company is only as good as its leader. What is your leadership style? I think my strength is people. I believe any organisation is successful for two reasons. One is its people and the other is its culture. Whatever the economic scenario, if the organisation gets the people and culture right, where it hires the right people and inculcates a transparent, open and inclusive culture, there the people and the organisation can conquer the moon. I believe attitude is more important than aptitude. A leader’s role is nothing but to provide that foundation to its people. That is my philosophy.

In a large organisation like BNY Mellon, how do you motivate your people? I’ll tell you what I don’t do. Money is not the biggest motivator. There are organisations that believe in using money as a motivator to retain people. I firmly believe that money can’t motivate you for more than 24 hours. To motivate people, you need to pay them adequately of course, but you need to intellectually challenge 30 / Corporate Citizen / March 16-31, 2016

them, you have to give them scope for professional and personal growth. Only then can they stay motivated.

Do you feel there is a disconnect between industry needs and the educational infrastructure we have in the country? Technology is evolving so rapidly, that there is no time for reaction. The pace of change is faster than the time of reaction. Students will have to constantly self-improve. They will have to keep updating their knowledge. The human brain is far more advanced than computers, and if humans update their knowledge, they will thrive. Students and teachers should prepare for tomorrow and not for today.

What can be done to attract more bright young minds towards the banking sector? In my view, one of the factors for a shortage of youth joining this industry could be the conservative image this industry holds. The education sector can surely change that perception by conveying the needs of the industry as well as the career or prospects this industry has to offer. With a focused approach in the curriculum, we could surely help develop talent for this sector. There is significant opportunity for partnership between global financial organisations like ours and the education sector which would be mutually beneficial.

Tell us about your staff strength in India

â&#x20AC;&#x153;Whatever the economic scenario, if the organisation gets the people and culture right, where it hires the right people and inculcates a transparent, open and inclusive culture, there the people can conquer the moon. I believe attitude is more important than aptitude. A leaderâ&#x20AC;&#x2122;s role is to provide that foundation to its peopleâ&#x20AC;? March 16-31, 2016 / Corporate Citizen / 31

TÊTE-À-TÊTE goes to show the commitment and passion our employees share towards our community.

How do you manage to strike the balance between work and family?

Insights from the CEO’s desk “Your academic success does not make a big difference to your corporate career. Everyone starts with a clean slate, and corporate life is very different from academic life. People who do not do so well in academics have managed to go on and have stellar corporate careers. I am a CA by education, but I do not touch books of accounts at my job. I am a people person, but for that I did not receive any professional training. What you are trained for and what you are good for may not be the same thing. The trick is to identify what you are good at, and apply your skills to the betterment of that quality. That one expertise of yours can be the foundation of your career. Identify that one area which you are good at, hone it, and watch your career soar”

and hiring plans for the next fiscal... BNY Mellon India is today is spread across two cities, Pune and Chennai, with a combined staff strength of over 6,000 employees. India has always been a key strategic location to BNY Mellon. With our presence in India of over 11 years, we continue to grow and expand our footprint in India.

What CSR activities is BNY Mellon undertaking in India? CSR or rather Community Partnership, as we call it at BNY Mellon, thrives purely on our belief of contributing by way of volunteer work. Today we are working with various NGOs on three key focus areas, health, education and community/village development. One of my favourite is the RO water filtration plant that we installed in Siddhegavhan village, which

today services the villages in and around with pure drinking water. This year we aim to build toilets in Siddhegavhan (Pune) and Melanur village (Chennai). In 2015, we also partnered with SOFOSH to provide with surgical and life-saving medical equipment to Sassoon Hospital. As a policy, at BNY Mellon, we encourage volunteering, where employees get a choice to volunteer for their preferred community partner, to which we then offer a matching grant based on the number of hours contributed. In addition, we offer our employees time off work to enable them to contribute to such initiatives. In 2015 itself we contributed over 16,282 hrs with 3,580 volunteer across 208 events. What makes me proud is fact that the hours contributed by the employees were either before or after their work hours or on the weekends. It just

“Technology is evolving so rapidly, that there is no time for reaction. The pace of change is faster than the time of reaction. Students will have to constantly self-improve. They will have to keep updating their knowledge on a regular basis” 32 / Corporate Citizen / March 16-31, 2016

My entire family is in Pune, where I work. In that sense I am very lucky. My wife works in Capgemini. My daughter is in the third standard. My mother also stays with us. I think you need to choose your priorities. When I’m at work, I’m at work. When I’m home, I don’t touch my emails or iPad. I am a firm believer of not taking your work home with you. When I’m in the car, I may check twitter or mails, but not when I am at home. I feel that if the issue requires my immediate attention, they will call me directly. If you are able to compartmentalise and focus on the task at hand, multi-tasking isn’t difficult.

Are you social media savvy? On Facebook I have 3,000 friends, and 2,999 of them are from my office. I only use Facebook for official purposes. I don’t use it for any personal updates, and it’s a conscious choice I have made.

What activities do you love to do when you get the time? I love to travel. I have visited 23 countries, and will soon be visiting my 24th. I have travelled around the world, and really love it. I travelled to Andaman last month and I’m still spellbound by the beauty. I believe in taking a break every few months and going on vacation, recharging your batteries and then come back and work. I wasn’t a big health person but now I have begun to focus on my health and visit the gym regularly. I believe running is very relaxing, especially in the morning.

Any parting advice to students and young MBA graduates? I love this movie called Zindagi Na Milegi Dobara. You only live once. Make the best of the time you have on this Earth. What’s the point in adding stress to your life? neeraj.varty@corporatecitizen.com

tadka

India’s oldest forest preserve

The Bori Wildlife Sanctuary, in Hoshangabad district of Madhya Pradesh, is home to India’s oldest forest preserve, the Bori Reserve Forest, established in 1865 along the Tewa River.

BEYOND THE BOTTOMLINE

Why cold calling may leave your old customer in the cold Often companies offer incentives for its employees for getting new customers, but have no track of how many of the old ones have left By Suchismita Pai

y domestic help refuses to pick up some calls at a certain time of day. She calls the telemarketing call â&#x20AC;&#x2DC;company chaâ&#x20AC;&#x2122; (or meaning it is from a company). It is a cold call that comes at the same time, give or take half an hour, every day. Cold calls have a very low hit rate and rarely convert people into loyal customers. Yet businesses spend millions on cold calls to try and win new customers and there are hordes of telemarketers trying to do exactly that on the off chance that they might get a hit. But how about calls which have a larger chance of getting a customer back, because this customer changed or moved away from your product/ service. Losing customers or customer churn is a part of the business life â&#x20AC;&#x201D; cycle, but most often little effort is made to get them back. Old customer calls are better than cold calls as they have already demonstrated a need for the service or product you are offering. They are already familiar with your brand and product and have consciously chosen you out of many at least once before. The first step would be to find out why they left you in the first place. With tech today, this is not very daunting. Information is power and once you know why they left you can decide which ones to pursue. Not all customers can be won back and nor is it wise to try and win back each one. So how do you device which one to get back into the fold? Customers who have referred others are a good bet. These customers demonstrated faith in you and go out of the way to send business your way. If they are disgruntled for some reason, (and research shows that 70 percent of customers leave because of poor customer service rather than the product or service itself) they will come back with the right incentives and some soothed feathers. Companies can end up spending seven times more on

Once you know whom to call back, take responsibility, humble yourself and admit what you have done wrong and how you plan to set it right. While cold calls may go unanswered, old customers might engage, just to let you know what frustrated them. Once you have their attention, even if it is just to vent, you can take it to the next level

getting a new customer, than bringing an old one back into the fold. Once you know whom to call back, take responsibility, humble yourself and admit what you have done wrong and how you plan to set it right. While cold calls may go unanswered, old customers might engage, just to let you know what frustrated them. Once you have their attention, even if it is just to vent, you can take it to the next level. Make sure they see the new and improved you and all the newbies you have on offer. Most importantly, make sure you do not repeat the mistakes again. Often companies offer incentives for its employees for getting new customers, but have no track of how many of the old ones have left. In the case of customers, old may be certainly gold as engaging with those who have left is not only cheaper, it also brings learnings that can form the basis for corrective measures so that more customers are not lost. As for people like my domestic help, the way to get her attention may be just to change the time of the call and hope she picks up and engages long enough to sign up for the new product or service. paisuchi@gmail.com March 16-31, 2016 / Corporate Citizen / 33

COVER STORY Dynamic Duo: 26

SHALINI AND MAHESH SINGH

Partners in Positivism With stressful lifestyles, imploding egos and difficult attitudes, we often wonder whether an enduring marriage is possible in teeming metros. But there are exceptions, with typically arranged marriages where the elders of the family contribute with traditional prescriptions of love and wisdom that help keep the bonding intact, whatever the circumstances. The story of Shalini and Mahesh Singh, founders and partners of Spectrum Data System Services amply testifies to this truth

ahesh and Shalini Singh are a very talented and creative husband and wife team, living and working from Noida, near Delhi. Doting parents to their 11-year-old daughter and eight-year-old son, these lovebirds have been together now for almost 14 years, creating and collaborating on very exciting projects. Though essentially a sales and marketing professional, and a successful entrepreneur, Mahesh is known for being a man of strong convictions, but someone who talks very sweetly as he reveals exciting aspects of his different businesses including his favourite, and a successful Entrepreneur. Shalini is an event manager, fashion designer and computer buff who enjoys window shopping in big malls and organising gala lifestyle fashion exhibitions. Together they run a company called Spectrum Data System Services (SDSS) which specialises in providing tailor-made network security systems to different IT and telecom companies. While Mahesh is Managing Director of SDSS, Shalini, a passionate housewife and cook, is his true partner not just in his company

BY PRADEEP MATHUR but otherwise too as she remained a pillar of strength to him when he faced a lot of ups and some very unexpected downs soon after their marriage. She runs an event management company called Kainalli where she organises luxury lifestyle shows in Delhi’s top malls and such other places, especially during festivals, and dreams of making it big internationally too. Besides working for major Indian IT companies, Mahesh has executed big projects in the very niche Telecom and IT markets of Australia, Thailand, Malaysia, Hong Kong, Singapore, Sri Lanka, Bangladesh and Nepal. He has also worked extensively in some major countries of the Middle East and Africa including Dubai, Bahrain, Qatar and Saudi Arabia, to name a few. In India, his network security operations company has been a great success with well-known telecom service providers like Airtel, Aircel, Reliance Jio, Vodafone, Tata Teleservices Ltd. (TTSL) and Tata Teleservices Maharashtra Ltd. (TTML). Though he doesn’t have a big team to assist him, a dozen or so experts who work for him, asserts he, are “the best minds in this field.” Under the network security division of his firm, Mahesh claims to have done security audits of at least 500 major customers including the NTPC, GAIL, AIIMS,

34 / Corporate Citizen / March 16-31, 2016

and some of the larger BPOs. But that is not all. Mahesh is also deeply involved in many other equally exciting ventures. These include farming, event planning, developing holiday resorts for tourists and such others. Corporate Citizen spoke to this dynamic duo to know how they work together and balance their lives in and out of their working zones.

JAB WE MET Shalini: “Ours was an arranged marriage settled by our parents. I was working in the healthcare division of the GE Capital in Delhi at that time and living in Gurgaon. My parents, based in Lucknow, were looking for a match for me. There was a matrimonial ad in TOI from his side. My father did all the correspondence and spoke with his father. One day I got a phone call that changed the course of my life. He asked me to reach Bhopal. I understood the pressures my parents were under. They had educated and raised me to be independent and self-sufficient. I graduated from Lucknow’s best college —Awadh Girls’ Degree College and also did fashion designing along with my graduation, in Lucknow. Then I did my master's in English literature from Lucknow University and comput-

ĺ&#x20AC;¸I used to write down his goals on paper. I still remember having written somewhere in his diary that he wanted to be the CEO of some company by the age of 30 and by the age of 40-45, he wanted to retire with zero liabilities. After that, whether he would work or not would be at his discretion, unconnected with his incomeĺ&#x20AC;š - Shalini Singh March 16-31, 2016 / Corporate Citizen / 35

COVER STORY ers for two years, after which I got a job in Delhi. So, I travelled from Delhi. They came from Lucknow and Mahesh came from Bengaluru. We all reached Bhopal where his parents were settled at that time. That’s how we met.'' Mahesh: “My father was Additional Commissioner (Housing Board) in the MP government and he was also in a transferable job. So I changed schools every three years. My early education was at Satna, near Jabalpur. Then I studied in the prestigious Scindia School, Gwalior, followed by another in Rewa, near Allahabad. Thereafter, we went to Ratlam where I studied in the St Joseph’s Convent and completed my X, XI and XII and then there was this classic question: What next? Since I was not a very studious student, but was passionate enough to pursue Engineering in Computer Science which was not available at many colleges except a few IITs, I told my father (who was very close to the then MP Chief Minister the late Arjun Singh) that I could not crack the IIT. Being a good PR man, he used his political connections to get a recommendatory letter from the late Arjun Singh (who was then India’s HRD Minister at the Centre) for Patangrao Kadam, founder of Bharati Vidyapeeth in Pune—the most happening city at that time—which shaped my personality, as I did my MBA from its premier management abode, Symbiosis.” “Incidentally, we both come from service class background families. I remember many parents had responded to this TOI advertisement and so I when I reached Bhopal, I must have seen at least ten girls!” So he rejected nine? No, he clarifies. “Rejection could have come from their side also. My parents were very conservative. We’re still very much connected to our village and samaj in the notorious, hard

core dacoit-belt of the Chambal area, near Gwalior. All my cousins and many relatives live in the village. Though dacoits have gone from the Chambal, the mentality of the people there still remains that of the typical, filmi-style thakurs, as depicted in the Irrfan-starrer Pan Singh Tomar. People there still fight bitterly over land and family disputes. They still don’t want to come into the mainstream; rather, they take pride in not doing anything, as most of them have self-sustaining livelihoods. My father was perhaps the only person who came out of his village, studied and became Additional Commissioner in the MP govt.” In that kind of a scenario, points out Mahesh, “Inter-caste was absolutely a no-no and hence not an option.”

Incidentally, being the youngest and the only son of his parents, Mahesh was a very pampered child, compared with his four elder sisters. “All his life, my father was busy saving money to get them married because dowry was a must among Rajputs those days. So when my turn came, he was very excited and wanted everything royal in my marriage!” At this time Shalini’s father was posted at Sitapur, near Lucknow, as an Additional Commissioner (Sales Tax) when she got married.

WAS IT LOVE AT FIRST SIGHT…? So, how did it really click in her favour? Recalls Shalini, “I’ve no idea because besides myself, Mahesh had to see three, four other girls that day in Bhopal. I don’t know what happened there, but

the next day we got a call from his side. Our first meeting was in the presence of our parents and other family members. But the next day he said he wanted to meet me again, so we were given a separate table while our family members mingled at a different table at the restaurant.” While Shalini liked Mahesh’s simple, earthy looks and humble attitude, Mahesh was immediately drawn to her because he sought a wife who was beautiful, educated, homely, yet working and independent—someone “exactly like her.” So, was it love at first sight? Smiles Shalini, “No, I wouldn’t say it was love at first sight but yes, it was mutual liking at first sight. We met in January-February of 2002 and got married in June.”

THE BUBBLE BURST! Post marriage, as it happens, everything was rosy and love was very much in the air as she left her Delhi job and reached Bengaluru. But, within days, something happened that gave her the “shock of her life.” It happens to all of us, what varies is only the timing! Just a couple of weeks after their marriage, Mahesh came from the office and told her that he had lost his job, though for no fault of his. Explains he, “For nearly two years, I was working for this American dot-com company which provided online store services. I was in the systems security administration and my office was in the International Tech Park (ITPL), located in Whitefield, near Bengaluru. They gave me just 23 days’ notice and said they had to close their offices because their funding had stopped.” The reason was the dot-com bubble burst of 2001-02 which was one of the biggest crashes in the history of US stock trading. Like many other American IT firms, they also had collapsed. But the timing was so bad that Mahesh felt his self-worth had plummeted rock bottom. More so, as the parents of his newly-wedded wife had wanted to “marry her off to an IAS officer as her father was himself a gazetted PCS officer in the UP government,” he points out, adding, “I could imagine how shattering it must have been for Shalini as she, like any girl, was dreaming about our honeymoon at that time.” But, as they say, when the going gets tough, the tough get going. Less than two months into wedlock, and despite having a job in hand, Shalini agreed to pack up because Mahesh wanted to shift to Pune. Why Pune and not any other city, was because Mahesh had a special bonding with the city where he had completed not just his graduation (in computer engineering from Bharati Vidyapeeth) and post-graduation (MBA in Sales & Marketing from Symbiosis) but had also started his career in 1998 from a company located some 30 km from Pune. Secondly, Mumbai, his second city of choice was close by—where

he had enjoyed a lot working with Hill & Associates (1999-2001) and learnt the basics of network security, which was absolutely a new field and in which he later specialised in a big way. Going down memory lane, Mahesh recalls, “I don’t know how mysterious are God’s ways and how he matches two different personalities, because till I got married, I didn’t believe that marriages were made in heaven. But after what I experienced in Bengaluru, I felt there certainly was something that gets added up when your soulmate tells you, don’t worry, it happens with everybody and we’ll face it. For, even though I had been earning since July 1998, I’d not saved anything. Jo kamaya, woh sub kharcha kar dala tha. I had been earning a decent salary in Mumbai and used to travel by air whenever I went to Bhopal to meet my parents and relatives of our pretty large joint family.”

THE STRUGGLE BEGINS “But now my biggest worry was: how to overcome this crisis as now I had an added responsibility on my shoulders? I spoke to everybody I knew including my friends but it looked like jobs in this sector had dried up in Bengaluru at that time. So I felt, rather than wasting my time and effort in Bengaluru, let me shift to Pune because I had spent many years there and knew many people, and even my career had flagged off from Nira, a small place close to Pune, as a systems administrator with a firm called Jubilant Organosys. But things didn’t click and I didn’t get any

倸I don’t know how mysterious are God’s ways and how he matches two different personalities, because till I got married, I didn’t believe that marriages were made in heaven. But after what I experienced in Bengaluru, I felt there certainly was something that gets added up when your soulmate tells you, don’t worry, it happens with everybody and we’ll face it倹 March 16-31, 2016 / Corporate Citizen / 37

TAKING A BREAK FROM WORK WITH KIDS ABROAD

job whatsoever in Pune too.” Chips in Shalini, “Though I’d been with him only for a few weeks, I was confident that something or the other would happen soon.” “Frankly, I never wanted to go to UP, and she never had come to MP, yet we met. Of course, our parents had taken care to get our horoscopes matched, yet all this happened, that too soon after our marriage. The struggle continued for almost a year and a half! She was obviously not happy, but she never showed it. The only saving grace was that financially, I had no problems. Now I strongly believe that marriages are predestined and you cannot feel such attachment with anyone else,” Mahesh says, adding, “One thing that I haven’t shared with anyone is that she once asked me: what do you want to do in life? I said, by the age of 30, I have to have these seven things and she said, naukari hai nahi, faltu ki bakwas kar rahe hain.”

BIG DREAMS, BITTER REALITY Explains Shalini, “I used to write down his goals on paper. I still remember having written somewhere in his diary that he wanted to be the CEO of some company by the age of 30 and by 40-45, he wanted to retire with zero liabilities. After that, whether he would work or not would be at his discretion, unconnected with his income.” So what happened when he didn’t get a job

倸The children are too young and currently studying in DPS Noida. We certainly want them to do well in their careers but we don’t want to pressurise them. Let them grow up and decide what they would like to do. We’re trying to give them basic Indian values so that they become sensitive and responsible citizens倹 - Mahesh Singh

38 / Corporate Citizen / March 16-31, 2016

even in Pune? Recalls Mahesh, “We went back to Bhopal but I kept trying frantically. One fine morning, I got an offer from a Noida-based company, Network Security Solutions. They also gave me a break to move into the field of sales which always excited me. I was made to handle the government and defence vertical. I started selling network security consulting to firms with IT networks.” “This was sometime around 2003 when data centres were just getting built in big numbers in all major cities. But they all faced a threat that somebody might get in from an IP and steal their data. So security solutions were required to be deployed at various places. But you had to have specific knowledge of where to place what. I had the answer to all such queries, so I did absolutely rocking sales. My boss, Jagdeep Kairon, a very dynamic guy but heavy on expenditure, was very happy. The Ministry of Information Technology was my client and I got great support. My sales figures started shooting up. I

developed a large market for my company. As it grew, I grew, and no wonder I soon got a new, more lucrative job offer.”

SWEET SUCCESS Reveals Mahesh, “It was from a relatively big, Delhi-based company called Ramco Systems. I got the offer letter with a salary hike from `38,000 to around `60,000-plus. This was in February 2004. My office was at Green Park. So I shifted my house from Noida to Delhi and stayed in the posh Greater Kailash area. I joined there as sales executive for North India. Based on my performance, in about three months, my boss, sitting in Chennai, gave me the additional charge of East India, and in just seven months, I was heading the international sales of the company!” Continuing further, he says, “My boss had so much confidence in me that one day he called me to Chennai and said, I’m giving you an international role. So stop looking at India. Just go to Dubai and come back. I asked, but Sir, what would I do there? He said, it’s a paid holiday. Your ticket and hotel booking are done, and you’ll get 200 US dollars per day for four days’ stay.” I went there and had a gala time and when I came back, he said, “I want you to build the Middle East market for me.” I said, “But Sir I don’t even know the market.” He said, “You liked Dubai?”, I said, “Yes.” “Then keep going there to build up the market.” He gave me absolute leverage and so whenever I felt like it, I’d go to Dubai on a paid salary and did whatever I wanted.”

倸I joined there as sales executive for North India. Based on my performance, in about three months, my boss, sitting in Chennai, gave me the additional charge of East India, and in just seven months, I was heading the international sales of the company!倹 - Mahesh Singh

IN THE LAND OF THE ARABS

whatever it is, but now I have do it.” Did Shalini also go with him? Replies she, “No. At that time, I was pregnant. I delivered my baby and within a week, he went to Dubai.” Chips in Mahesh, “I soon realised that in the M-E market, more than your product, it is your relationship that sells. So, I focused on developing channels. If I know you are very close to XYZ, I’ll first approach you and then you’ll take me to set up the same relationship with him. That is how the M-E market works and that’s how I also developed good numbers there.”

How did he develop the Middle East market? “My boss gave me the address of just one guy, and my friends said, have you gone mad? I said,

Meanwhile, adds Mahesh, “During one such

THE TURNAROUND…

encounter, I met a guy who was very sharp. He said, I want to own this very business. Will you quit your job and work for me? I said, no, I’m happy. But then he said I’ll give you a very good salary, that too in dirhams. You start selling the same product and run this entire division for me. Though it was very difficult for me to convince my Chennai boss, he understood my point when I told him about the intervening officer who was not letting me work peacefully. He agreed, because he also knew how difficult this man was.” “M-E was a new market for me. But he was expecting overnight results. If he wanted $10,000-worth business per month, I was prepared to give him double, but he had to give me the time needed to develop it. He was not ready for that, so I had to leave him. Moreover, this new guy, besides giving me a Dubai salary, was also offering me 25 percent stake in the business and the best part was that I didn’t have to invest any money. He wanted me to start with India as a resourcing centre. Was he an Arab? “No, he was very much Indian, Ajay Singh, but he had settled in Dubai for over 30 years, having many businesses over there. I learnt how to do business in the M-E from him. A thorough gentleman, he liked me and understood how deeply I knew this particular branch. I started working for him from August 2006 and for three years our partnership continued nicely. I was handling information security sales for 23 countries. Besides India, I executed major projects from Qatar, Saudi Arabia, Bahrain, Sri Lanka, Bangladesh, but then, in 2009, things went sour. I gave him business worth more than $5 million but he wouldn’t give me my 25 percent stake. I was categorical, I told him, I’ve done this business three times. I’ll now do it all over again. That’s how we decided to part and sell each other’s stake so as to become 100 percent owners of each of our divisions. This was the story of how I started my own independent business,” explains Mahesh with a twinkle in his eyes. But you must have made lots of money during this period. “Yes, I used to get my India salary plus Dubai salary in dirhams.” Was Shalini also with him when he worked in Dubai? Intervenes she, “At that time, when I first travelled with him to Dubai, my baby was three-month-old. After that, whenever he would go on long trips of say 15-20 days, I would stay in Dubai and he would fly to other destinations. I used to travel with him when it was for two to three days.”

MOVING TOWARDS A NEW VISION So, how did he manage it all when he was on his own? “Everybody in the industry knew me and not my Dubai boss. They knew it was Mahesh from Spectrum Network Solutions/Spectrum IT Solutions, one of the owners. So when I started March 16-31, 2016 / Corporate Citizen / 39

COVER STORY

倸Entrepreneurship is in the air in India at the moment. So, start thinking differently. Open up your mind and act. Just follow your heart and mind. Keep doing it. You’ll never fail. Aim for becoming a job giver, not a jobseeker倹 - Mahesh Singh my own business, it was only the procurement guy who knew I had changed the company. Nobody else knew it.” But how could he do it? “I just retained the word ‘Spectrum’ from the name of my earlier company. I did not use the subsequent words, i.e., Network Solutions/ IT Solutions in naming my own company. I made it Spectrum Data System Services and thus created my own brand.” Didn’t people notice it? “Even if they did, for them, I remained the same Mahesh from Spectrum. The software security product they needed was the same, the name Spectrum was the same and the guy who represented it was also the same. So, there was no confusion. And, believe me, since I was ethically correct, my relationship with Ajay remained the same. Though we parted, everything was done very amicably. Even now when I go to Dubai, I stay at his house. Not only that, when I formed my own company, I clearly told him this was what I was doing. Did he have any problem? He said, no.” So how is he doing now? Says Mahesh, “We parted in 2009 and that was the time when my actual growth started. We formed a large company and, by the grace of God, today we have over 350 clients.”

BUT WHO LOOKS AFTER THE TECHNICAL SIDE OF HIS OPERATIONS? Mahesh: Earlier too I was the driving force who created everything, but for others. This time I did it for my own company. I recruited my team members. I have only 12 people for technical operations but they are absolutely the best in the industry.

LESSONS LEARNT

What new things did he learn in the process of becoming an entrepreneur? Mahesh: Earlier I used to say, a good sales guy is the best entrepreneur, but today, I say, a good

finance guy is the best one. Anybody can sell a product but not everybody can handle finance, the most important part of a business. You’ve got to know the ins and outs. That’s why, even today, I handle all the finance and sales operations. How to fulfill a commitment and get the payment into your bank account is the success of the sales. But this thing I learnt the very hard way. I never had any default on payment because whatever I committed to my customer, I fulfilled. Today, besides India, I operate with close to 17 service providers across Australia, Thailand, Singapore, Malaysia, Sri Lanka, Nepal and Bangladesh, but I have no issues on payments. In India. Airtel is my biggest customer. I have to just give them a

40 / Corporate Citizen / March 16-31, 2016

proposal and I get a purchase order. That’s the kind of credibility I have. But he also engages in many other things? Mahesh: Yes, providing network security systems is just one of my businesses where Shalini is my partner, but I’m into multiple things and they’re absolutely diversified. I’m into camping. I’m into events. I also engage in a couple of tourism-related businesses. I develop resorts. I’m into farming; I still visit my farms in MP. They’re my ancestral property and my father had built them up. But, in all these projects, I have partners who are experts in their own fields. How did he come into event management?

Shalini: Events came later, but I’m essentially a shopaholic. I love to frequent malls and shop. Though Mahesh doesn’t like to shop, I do it for him as also for my kids. I get lots of ideas while moving around these places. I thought of events when I realised that people are ready to buy if you can offer them something different. So, we try to look for things that are different. We organise lifestyle shows, but with new concepts and products. We’ve been very successful, but we want to make it even bigger with bigger brand names. We're also realising that there is a lot of money in it. It's basically an unorganised sector. We’re trying to organise it. Young and talented, Jagmeet Kohli is our business partner. Being an exhibitor himself, he has good knowledge about it and is also a good friend of Mahesh. What is their advice to youngsters who want to enter the business world? Mahesh: I would say, be different. Carve out your own path. Be innovative. Be entrepreneurial. Do something different. Today there is a lot of money in the market and it’s circulating. You can grab it if you can show to the world that you have an innovative idea or product. People are ready to buy it. Money is not a problem. Believe me, we're a very rich country. Who is more dominating between the two? Shalini: Mahesh. He knows how to do things. and he also knows how to make me do things. In the 14 years of our marriage, we both know each other’s strengths and weaknesses well. So, we keep complementing them as per the needs. But in case of a disagreement, who calls the shots? Shalini: Again, it’s mostly Mahesh, because while I’m a straight talker, he talks very sweetly. So, when I say something he’ll first agree to it, but then, after some twists and turns, gets his viewpoint accepted and makes me do what he wants. (Smiles.) Other than your work, what are their hobbies? Shalini: I love shopping. Even if I’m tense, I go for window shopping. I’ll roam around in the malls and feel relaxed. I also like to cook and something we both love to do is travel. We travel a lot with our kids. Except for Europe and America, we’ve been to lots of countries in Asia and elsewhere. Sometimes it also happens that he gives me a call to get ready and pack up because we have to catch the flight in just an hour. This happened recently when we went to Hong Kong, but we enjoy such things. Mahesh: I love reading philosophical books and autobiographies. I also like spending quality time with my kids. I’m an early riser but am usually back home by six and we all go to sleep by 9-9.30 pm. However, before that, we love having a session

with our kids where we listen to their stories because that’s the time they want to spend with us. In fact, among our friends, we are called ‘abnormals’ because, they wonder, how can you sleep so early! What is the secret of their happy married life? Shalini: Acceptance of each other. One thing my father-in-law told us just a week after our marriage, when we were leaving for Bengaluru from Bhopal. He made us sit and said: You both are perfect for each other and hence never get into the habit of finding faults with each other. Whenever we face any turbulence in our marital lives, we just remember the sage advice of his father.

倸We are an absolutely jugaadu country. Everything works here on jugaad. Here, we start the project first, do the job, take the payment and then think about paper work. In the Middle East, they are very highly quality-driven. They know they have money, so they don’t compromise on quality and insist on all documents before allowing you to proceed on your project倹 Mahesh: That’s true, and he said so because once you start finding faults, then there is no end to it. So, we keep this thing in mind and give each other our space. How do they resolve a tricky situation? Shalini: We discuss the issue and it gets resolved. Mahesh: I don’t stretch anything for more than half an hour. What is their basic philosophy of life? Shalini: Live happily (laughs).

Mahesh: See, I’ve been very, very fortunate that whatever I thought, I got. So, I always think positive to get positive results. But the moment I doubt if this would happen or not, it never gets materialised. So, my philosophy is to remain positive, come what may! Shalini: In between, he had the option of going back to a job when he broke ties with his Dubai partner in June 2009. But he chose to chart his own path, even though it was risky and involved investing all the money we had. Since they do business in many countries, how is their work culture different from ours? Mahesh: We are an absolutely jugaadu country. Everything works here on jugaad. But there in Australia, for instance, if I’m working on a project, they will ask me to first file all the required 200 documents, write everything and take an approval before starting your work. Here, we start the project first, do the job, take the payment and then think about paperwork. Similarly, in the Middle East, they are very highly quality-driven. They know they have money, so they don’t compromise on quality and insist on all documents before allowing you to proceed on your project. What is his opinion on PM Modi’s several initiatives? Shalini: At least he’s trying to do something but we must also do our bit to support his wonderful initiatives. Should there be job quota for SC/STs in private sector? Mahesh: When I go to recruit somebody, I don’t see his caste or creed. I only go by his qualifications. So, if you thrust something like this upon me, it’ll not work. Any advice he’d like to give to the youth? Mahesh: Entrepreneurship is in the air in India at the moment. So, start thinking differently. Open up your mind and act. Just follow your heart and mind. Keep doing it. You’ll never fail. Aim for becoming a job giver, not a jobseeker. But he was also doing a job at one point of time? Mahesh: Yes, but the moment I got an opportunity, I grabbed it. Today I say this out of my strong conviction and experience. What do they want their kids to become? They are too young and currently studying in DPS Noida. We certainly want them to do well in their careers but we don’t want to pressurise them. Let them grow up and decide what they would like to do. We’re trying to give them basic Indian values so that they become sensitive and responsible citizens. mathurpradeep1@gmail.com March 16-31, 2016 / Corporate Citizen / 41

CORPORATE LIFE BY PREETI PARANJPE

lancing at herself quickly in the mirror on the way out, Priya tugged at her purse and almost tripped on her three-year-old daughter. Unwilling to eat her breakfast with her nanny, Rimi, her daughter was crying and asking for her mama. Priya’s heart sank as she bent down to pick her up and handed her over to the nanny. She had an important presentation to make this morning and she was already running late. Rushing outside, she stood in the doorway for a moment and took a deep breath in, smelling the lovely roses in her garden and the cool breeze of the winter morning. Tuning in to her favourite music, she started her car and zoomed out, just about avoiding a racing cyclist. Facing a similar morning rush was Tarang, who had returned from a hectic on-site visit early morning at 2 a.m. Having barely slept for two hours, he was back in a cab rushing to office for a client visit. He was editing his presentation slides on the way, and a throbbing headache was building up, preventing his focus on the slides by the minute. This was an important client, and Tarang soon started worrying about how the presentation would go. Have you also been through such a morning frenzy lately? A typical day which begins with scores of tasks to be done, with very little time to do them. A day when, before you know it, it’s lunch time, and soon the day ends with another score of tasks left to be done. As you battle with the idea of taking some work home, you get hit by the evening traffic, fatigue and stress. Barely reaching home in one piece, you decide to login post dinner and catch up on the news on TV, just to realise that you do not have an ounce of energy left to think straight or to switch the laptop on. Well, welcome to the fast lane! This is the lane where your life zooms past you at high speed, leaving you dazed, tired and stressed out. Mind you, you will have an amazing sense of accomplishment too, and an excitement of having done a million things. However, your body will tell you a different story, and the year-end targets will mock you in the face, as if asking you, ‘Is that all you could achieve?’ More and more professionals today are sweating it out to make it big in the corporate jungle and achieve all that they want, in the shortest time possible. This is obviously putting them under tremendous pressure to accomplish more by giving their best and stretching beyond limits. Whether it is Priya, a young mom trying to make a career in marketing, or Tarang, a software professional aspiring to move out of the country, a huge mass of the world’s population is living their life in the fast lane. What is prompting people to do so, what is the payoff,

Achieve your

WORK-LIFE BALANCE More and more professionals today are sweating it out to make it big in the corporate jungle and achieve all that they want, in the shortest time possible. This is obviously putting them under tremendous pressure to accomplish more by giving their best and stretching beyond limits

42 / Corporate Citizen / March 16-31, 2016

Say yes to things doable and necessary, and no to those not important. This includes people – friends and family members who drain you out or sometimes managers who are difficult to manage. Nutritious food, ample sleep and an exercise routine are non-negotiable in the stressful environment today. They ensure that stress is alleviated and personal resourcefulness is maintained. A skewed graph that bends more towards career goals, is imbalanced and harmful. Seeking varied interests in different fields and focusing on social goals helps to balance your life goals chart Health & personal development

and how are people coping with it? Let us look at some of these aspects.

Job aspiration You have just landed a dream job. What happens next? You give it your all and strive to conquer the sun, moon and the stars! For most of us today, getting a desired position in the organisation we want to work with, is a start of a roller coaster ride. It entails setting steep goals to prove your capabilities and establishing your credibility so that newer avenues open up, giving you further opportunities. What is different about this situation in today’s time than let’s say, 15-20 years ago, is that the expectations arising out of the business environment and the daily stressor are high. Managing people, time and logistics have their own unique challenges due to business complexities and globalisation.

Personal vs professional goals Younger generations are looking for quicker ways to achieve success and are willing to walk the extra mile to do so. The result of this is - adapting a hectic, modern lifestyle which makes heavy demands on time. Young mothers like Priya who want to get back into their mainstream careers after a hiatus, juggle numerous household responsibilities too. In order to have it all, an attitude of ‘doing what it takes’ gets developed. Some outcomes seen are, long-distance relationships, delaying of marriage/kids, neglecting friendships. While ambition is a must-have for success, it is leading to more complications in life, and creating greater stress.

Tarang is on an upward streak in his job and is unaware of the growing pressure on his heart. A recent discomforting experience in the chest area had his friends worried about him, but he paid no heed to their requests to visit a doctor for a thorough check-up. There was no time! Incorporating a healthy lifestyle that ensures body-mind balance requires an effort and time investment that not all can make. Giving well-being and skill development a priority is a wise choice made by few. Learning skills related to planning, communication and team-leadership has become crucial in self-management as well as managing others. The above aspects of life in the fast lane today prove that success has become elusive and subjective. Those who are making choices to give up on some achievements, are likely making compromises in some other areas of life. What, then, is the solution to living life in the fast lane? One answer that takes into account the above mentioned and other challenges, is balance. This can be achieved in more ways than one, and can include almost all of the below mentioned approaches: Prioritise: Say yes to things doable and necessary, and no to those not important. This includes people – friends and family members who drain you out or sometimes managers who are difficult to manage. Manage health: Nutritious food, ample sleep and an exercise routine are non-negotiable in the stressful environment today. They ensure that stress is alleviated and personal resourcefulness is maintained. Balance life goals: A skewed graph that bends more towards career goals, is imbalanced and harmful. Seeking varied interests in different fields and focusing on social goals helps to balance your life goals chart.

Learn life skills: Almost all organizations today emphasise on personal development by giving opportunities to learn life skills – communication, assertiveness, leadership and conflict handling skills, to name a few. These are of paramount importance in creating and managing impressions at workplace and regulating emotions. Seek help: Battling with tough life situations and phases alone is not only unnecessary but also unwise. Seeking help of friends, mentors, family members is a way to feel included and optimistic. The above list might look like a straight forward and logical one. The difference between knowing what to do and doing it, is the key to happiness. You are the creator of your destiny – provided ‘you’ are present there fully. Live life in the fast lane, by managing yourself well and enjoying the experience! Take care. preeti.paranjpe@wipro.com (The author is Manager, Talent Transformation, Wipro Ltd.)

tadka

Bollywood hype? India has the largest film industry in the world, but it is not Bollywood alone. While Bollywood contributes 20% (Hindi), rest come from Tollywood (Telugu), Kollywood (Tamil), Mollywood (Malyalam), Tollywood (Bengali) and Sandalwood (Kannada). The rest come from Gujarati, Marathi, Oriya, Assamese, Bhojpuri and Punjabi.

March 16-31, 2016 / Corporate Citizen / 43

#STARTUP FOUNDER SURVEY

Behind the Successful Start-ups India is seeing the rise of the start-ups culture. Cities like Bengaluru have become incubation centers for bright young minds that have a brilliant idea to change the world. While this is undoubtedly good, the start-ups movement in India has its share of critics, who consider it elitist. Is there really a level playing field, or can only toppers from IIT’s and IIM’s open their own companies. Talent assessment and analytics firm Jombay conducted a survey of start-ups founders to try and answer the question. Corporate Citizen presents the findings By Neeraj Varty

ndia has some of the most creative and innovative people in the world. Even the CEO’s of Google and Microsoft are Indian. However, India also has a culture which gives more importance on academic qualifications over talent. Which is why there are many people who have a great idea but feel inhibited by the lack of the ‘proper’ educational qualifications they feel are imperative to materialise the idea. As it turns out, they needn’t worry too much. According to the survey conducted by Jombay, only one in every three start-ups has been founded by an engineer. The remaining two-thirds of founders have no technical education background whatsoever...

44 / Corporate Citizen / March 16-31, 2016

Even when you consider the start-ups initiated by Ivy League institutes, the results are very surprising. A degree from one of the Indian Institutes of Technology or Indian Institute of Management doesn’t necessarily spell start-ups success. A survey of the education qualifications of 179 founders at 100 start-ups shows little correlation between ranking of academic institutes, especially IITs and IIMs, and the success of a start-ups. Of all the surveyed start-ups, less than 25 percent of the surveyed start-ups had founders from one of the IITs while 20 percent of them had founders from the Indian Institutes of Management.

It thus became obvious that educational qualifications do not necessarily dictate if you will be a successful startups founder. It is not whether you hold a lofty degree but leadership skills and values that position you as a good entrepreneur - Mohit Gundecha, CEO of Jombay

36%

of the 100 start-ups surveyed were founded by Engineers Which leaves a huge 64 percent of start-ups founders who have no technical or software background, who have managed to achieve success through their hard work and creativity without any engineering association, which is contrary to the average person’s belief that an engineering degree is a must for success.

25%

of Start-ups founders are from IIT’s. IIT Bombay and IIT Delhi top the list, followed by IIT Kanpur and IIT Rourkee. IIT’s do produce a lot of bright minds. The culture of IITs encourage out of the box thinking, which as a model should be encouraged in other engineering institutes across the country March 16-31, 2016 / Corporate Citizen / 45

#STARTUP FOUNDER SURVEY

20%

of Start-ups founders are from IIM’s IIM Bangalore and IIM Calcutta produce the most successful startup founders.

Less than 8% of founders are female

IIM’s have a stellar pedigree of start-ups founders, almost rivalling that of IIT. This goes to show that a management degree is on par with an engineering degree, when it comes to cultivating out of the box thinking.

We end with a somber statistic. There needs to be more effort to encourage women to be a part of the start-ups movement. Hopefully in the next few years, this statistic would have improved.

of founders have a degree in Bachelor of Arts or Communications

A slap in the face of convention, this statistic proves that arts and communications graduates are no less than anybody else, and have as much a shot at running a successful company as any other.

Less than 2% of founders have attended both IIT and IIM

Being academically very well qualified does not translate into a successful startup, and nothing is more indicative of that fact than this statistic.

Out of those having international degrees,

15% 11% of start-ups founders are from non-IIT engineering colleges.

This goes to show that an IIT pedigree is not a requisite for statup success for engineering related start-ups. Outside of IIT’s NIT’s have produced the largest number of start-ups in the technology space.

are from those having business degrees with Carnegie Mellon and Harvard topping the list. The contribution of Business schools in promoting an innovative mindset cannot be understated. Modern business schools focus on leadership rather than management, which is an outlook that encourages creativity and inclusive culture.

Only one in every three startups has been founded by an engineer. The remaining two-thirds of founders have no technical education background whatsoever. Consider the startups initiated by Ivy League institutes, the results are very surprising. A degree from one of the Indian Institutes of Technology or Indian Institute of Management doesn’t necessarily spell start-ups success

6% are from a Bachelor of Commerce background.

Combined with the four percent Arts and Communications graduates, this makes a whopping 10 percent of founders who have no degree from engineering colleges, nor any business degree, nor any postgraduation degree, but who are founders and CEOs of top startups in India.

16% of founders have non-IIT, non-business degrees

This is perhaps the most important statistic of them all. Over 15 percent of founders have never been to top engineering schools, and no business degrees, but are at the helm of some of the top 100 successful start-ups in India. neeraj.varty@corporatecitizen.com

46 / Corporate Citizen / March 16-31, 2016

START-UPS

Start-ups are warming up to venture debts Venture debts come at steep interest rates and with a few caveats. But they come at a stage when venture capitalists play pricey and bank funding is not possible, and give the much needed shot to fuel a start-up’s growth and meet its tactical needs By Mithun Shetty

tart-ups have opened a new chapter in the Indian economy. This has opened opportunities to both juniors and seniors with high entrepreneurial capabilities from Indian and global conglomerates wanting to jump and run the show. India has proved to be a start-up base not only for Indian but global players too, as evinced by many venture capitalists setting up their base here.

New vistas We have students passing out from IIT, IIMs and global management schools from abroad starting their own entrepreneurial ventures. Great ideas bring great products and great teams bring great results — is the philosophy of start-ups. This has made Indian as well as global companies run into e-commerce mode to boost their sales. Companies are earning in the range of ₹300-700 crore, and have started to make blueprints to figure out where they would be in the next five years. Exciting? Really? It is an exciting time to be a start-up, is an oft-repeated line these days. Exciting is a term used liberally, especially when start-ups are struggling to raise venture capital (VC), and heavyweights are adapting a cautious approach to funding. With the exit season looming, consolidation is another buzzword being thrown around. The reality though is that it is not the best time to be a start-up looking to raise quick funds. Amid the gloom, venture debt players have stepped in. Start-ups are warming up to venture debt. Companies primarily use this money for tactical purposes. It works exactly like debt raised from banks with equated monthly installment (EMIs) and a

It is an exciting time to be a start-up, is an oftrepeated line these days. Exciting is a term used liberally, especially when start-ups are struggling to raise venture capital, and heavyweights are adapting a cautious approach to funding steep interest rate attached, but with a few caveats. “We will lend money to a company only if there is a strong VC backing,” says Ajay Hattangadi, India chief executive officer of InnoVen’s India arm. Checks aplenty That is not the only check InnoVen has in place. Along with facts, Hattangadi also goes by his instinct, and a minimum $4-5 million investment from VCs. Why not bootstrapped companies if they have steady growth? “The presence of VCs lends a certain degree of credibility. And VCs mean there is a market valuation in place,” he adds. Critical entry The company usually comes in between Series B and C funding, say start-up founders. The average ticket size of any of these loans is between ₹2 crore and ₹30 crore for a period of four years, with interest ranging from 15-18 percent. Start-ups use these loans instead of dissolving equity. “Typically, we would ask founders to use the money for non-core purposes. We always tell them to dissolve equity for product development and research because the

payoffs are higher. But when it gets to buying office space or an acquisition, you should use debt funds. It means your company has grown, and as a founder you have nothing but equity. He gets to hold on to his most valuable resource,” explains Hattangadi. Hattangadi started InnoVen Capital in 2008 as SVB India Finance. In 2015, Temasek acquired the company and re-branded it InnoVen Capital to tap the Indian start-up ecosystem. InnoVen, however, is not partial to just e-commerce companies. It has lent to a diverse portfolio, which ranges from fast food to education. Peppertap co-founder Navneet Singh agrees. “The presence of debt funds means we get an additional runway without dissolving equity,” Singh says. He believes that venture debt funds will capture the imagination of start-up companies, especially if these founders are targeting aggressive growth. InnoVen had dispensed loans worth ₹275 crore in 2015 alone. (The writer handles HR recruitment for Sapat International Ltd.) mithunshe@gmail.com March 16-31, 2016 / Corporate Citizen / 47

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

the comfort factor Married for over 17 years, corporate couple Nishant (42) and Chanchala (41) Baranwal are firm believers in the strength of simplicity to keep their relationship and careers working By Kalyani Sardesai

arriage works if you want it to. A single line that sums up the multiple facets of a marriage in as fuss-free a manner as possible. Also, a single line that hints at the Baranwals’ story: simple, dignified and fussfree. From their first job together, to the early demands of married life to kids — career sabbaticals, adjustment, career rises and more. Software professionals by training, both came to Pune from Jamshedpur and Ghaziabad respectively to pursue their engineering. She, an alumni of Cummins, he from DY Patil, Pimpri. It was in their first job together in 1997, at Kanbay Software (now Capgemini), Talawade that they first met. Before long, they both discovered they got along very well. “Our wavelengths matched; she was rather easy to talk to,” reminisces Nishant. “She was good-looking, driven, cheerful and intelligent.” For her part, Chanchala liked him for his sheer niceness. “He wasn’t a man who was trying to prove a point, a far cry from your archetypal chauvinist,” she says. “There was something rather nice about him; he wasn’t in-your-face aggressive, but someone rather more understated.” They began to hang out together— meals in

PICS: YUSUF KHAN

the canteen, discussing career goals, long drives and such. “We gelled so well that it was a very quick and logical progression from friendship to romance,” grins Nishant. A few months later, they decided to get married. “Honestly, there wasn’t any dramatic proposal or any such thing,” says Chanchala. “I think we were chilling out one day when we casually discussed marriage, and decided to! Easier said than done though. Nishant’s from the Baniya community, while Chanchala is a Bhumihar Brahmin from Bihar. “Both sets of people are known to be clannish,” she says. “I had relatives

48 / Corporate Citizen / March 16-31, 2016

demanding to know why I was taking such a step, when there were perfectly good alliances to be made within my own community. Mom wasn’t happy either, but luckily, all through I had my dad’s unwavering support,” she says. “All through the process of getting both sets of parents to approve, I made sure not to leave Pune at any point. Someone wanted to lecture me? Great, they could come here,” she grins. Nishant’s parents, fortunately were more open to a bahu from another background--just so long as both were happy. However, as things went, Nishant’s dad was very unwell—and the wedding had

to be postponed. Even so, he did not get better. “But the second time around, his family insisted we go through with a small ceremony in Pune, even if his parents couldn’t attend,” says Chanchala. Nishant’s dad passed away less than a month later.

THOSE EARLY YEARS Given that he was the elder son of the house, it was natural that Nishant’s mother and two siblings would come to stay with them. “There were adjustments to be made, and despite a few hiccups, everything fell into place. His mother found it easier to have their elder son on hand, especially since his younger brother was only in Standard X. As for me, when I had my elder son Neil (now 14), I had a solid support system in the “Give some, gain form of my mom and sister-in-law,” some” —that’s The proud parents with their children, Cherise and Neil says Chanchala. After a few years of how it works in both managing both a baby and career, marriage and life. makes it a point to take long vacations together. always backed her decisions. In fact, Chanchala decided to take a sabHold on to your cool. “Driving down to Goa, or exploring a wild life from the outset, we were clear that it batical. “Nishant was going to South sanctuary far away from mobiles and internet, would never be a case of my aspiraAfrica on posting, and I decided A husband and wife now that’s our dream holiday,” she laughs. On the tions versus hers.” to go along. In the coming year, are a team — not other hand, Nishant loves to bring in a quality At the same time, says Chandaughter Cherise (nine) followed. I the competition. moment or two — by fixing them both a drink chala, life is a careful balancing act. now had two kids and we had the at the end of the day, or taking off on a long drive, “The field that we are in, software, perfect family. But soon I realised, I Trust, space, respect “just us together.” always gives us that choice. It’s up needed to work in order to be conand understanding Parenting is another aspect they are united on. to you what your priorities are. tent with life.” are the four pillars of “We are both clear that disciplining kids is not Truth be told, the corporate world However, software development your relationship. about hammering them down. Also, if one paris stressful. It sure helps if you are in is a taxing line of work— almost ent is being strict at that time, the other ought to sync with both your career needs— like being in the thick of the battle Respect your be the more lenient and approachable one,” says as well as the requirements of the field---and after some deliberation, partner’s dreams. Nishant. “On the whole, she’s the stricter one, plus family,” she says. Chanchala decided to make the the kids are a bit closer to her.” switch to technical writing — which And last but not the The journey has been a joyful and fulfilling was a more relaxed arena. “I enjoyed FROM STRENGTH TO least, the wife is one. “At no point of time, no matter what, did this line of work; it kept me happy STRENGTH always right and the we think of giving up on each other, or the life we and absorbed, at the same time al“I would say understanding is key husband left. had built together. Also, unlike youngsters in their lowed me to work nine to fivex and to everything,” says Nishant. “In our 20s today, we were more open to life’s little surpay attention to the home front as case, we both are from similar acaprises, and reacted more spontaneously,” rounds well.” “It helped that unlike many other technidemic and professional backgrounds. It works in off Chanchala. cal writers, I understood the nuts and bolts of the our favour that we get the demands of the line. Of kalyanisardesai@gmail.com product and service on hand. On the whole, the course, trust and care are basic to the relationship experience was rewarding.” too. A husband and wife are meant to complement and supplement each other in every way possible. She’s pragmatic, while I am more emoAPPRECIATIVELY YOURS CC tional. However, I am more analytical while she’s As of today, Nishant is vice president, Nihilent more creative”. Chanchala loves the fact that he is Technologies, while Chanchala has once again ‘caring and dependable, the sort of person who is taken a second sabbatical from her work. (A very passionate about giving his all, at home and tough call, considering she was General Manager, at work. In fact, when he’s around, he takes care apart from being one of the founding members at of everyone and everything so well, that it’s hard Tritek Consultancy, a software development and Seoul-based Daewoo International would when he’s away.’ Though fights and arguments are services firm.) “But things are rather demanding be shipping 2,50,000 tonnes of corn to India part of relationship, it does not do for both parton the home front right now; the kids’ schedules from Ukraine, after winning a tender to ners to lose it at the same time. “If one person is are more demanding, plus Nishant’s schedule is bring non-genetically modified cereal crop angry, it is a good idea to give them their space — quite tough lately. So I thought it would be better into the country. India recently announced its decision to import half a million tonnes even back off if required,” says Chanchala. “Hapto be at home a bit.” of corn, the first time in 16 years, due to pily, neither of us is particularly short-tempered, “The call to work or not—has always been shortage in production caused by a back-toand we believe in talking our way through every hers,” says Nishant. “I realise she’s accomplished, back drought situation. situation.” While Nishant is away a lot, the family educated and has dreams of her own--and I have

The mantras of a marriage

tadka

Corn on the Cob

March 16-31, 2016 / Corporate Citizen / 49

TRAVEL

Nathulal Solanki (R) performing with his son

Rendezvous with music, nature and pretty guests From listening to amazing folk music at RIFF to attending a grand wedding at Umaid Bhawan; from watching cranes at Khichan and feeding camels at Bilaspur, Sharmila Chand comes back completely overawed by Jodhpur By Sharmila Chand

he shining moon is in its full glory, it’s a Sharad Purnima night and I am listening to the living legend, vocalist Bhanwari Devi of the Bhopa tradition, keeping Rajsthani folk music alive. Her voice resonates in every nook and corner of the majestic Mehrangarh Fort while, she remains in her mysterious veil sharing the stage with some of the best world musicians. This is one concert of Jodhpur Rajasthan International Folk Festival (Jodhpur RIFF), a five-day musical extravaganza hosted in the historic fort in October every year. Every year I wait for this ensemble of art, music and culture bringing together artistes from Rajasthan and from the world over to celebrate their musical heritage and create new music through ‘innovative collaborations’. My next sojourn after RIFF is Khichan. Chances are you haven’t even heard of Khichan. Well, I had not till I got to know about the special winter guests of this region – the pretty demoiselle cranes. It is a small sleepy village, 150 km north of Jodhpur in the northern part of the Thar Desert in

Safa-tying at Raika session of RIFF

Rajasthan. A comfortable picturesque two hours drive from Jodhpur took me to this chosen land where every year, they flock in thousands from their native land. Watching their activities is like going through a dream. I had to pinch myself quite a few times when they were in front of me for a good four to five hours. If you really wish to enjoy their company, simply follow their itinerary. My first encounter with them was just outside the gate of Kurja Resort. When Abhay Singh Bhati, the manager of the Resort told me to wait for Kurjas (cranes, as called by the locals) near the gate, I thought he was joking. But these birds are made of special stuff. If they choose a spot, they stick to it irrespective of the spectators comprising of camels and goats passing by. Yes, if human beings

50 / Corporate Citizen / March 16-31, 2016

get too close as they would with their cameras, the feathered ones get ruffled. So as I stood near their first landing spot early morning, whooo hoooo I wanted to scream in delight at the first sight. They spend morning hours here, it’s their pre-breakfast meal, nibbling on somethings they like in the soil here. After spending about two hours, they start flying in specific direction in a great sense of discipline. Each one follows set rules and you can see V-shape formations with the female leading the group. This is the time when you get back to grab your breakfast and get on to follow their route. Where do you see them next? At Chugga Ghar. This is an enclosure made exclusively as their feeding ground. Salutes to Sevaram, a native of the village who has taken over the task of looking after

TOP THINGS TO SEE & DO • Spend half a day at Mehrangarh Fort • Take pictures of the stunning panoramas of the city from almost everywhere at the Fort • Visit Mandore gardens • Visit Osian temples • Spend a day with demoiselle cranes in Khichan

• Explore Khichan village and have lunch at a villager’s home • Visit Bilaspur Camel Reserve • Have a romantic evening in the courtyard of Ranbanka • If possible, plan your visit in October so that you witness one of the best music fest, RIFF

Mangniyar kids performing at RIFF

Kurjas (cranes) at Chugga Ghar

my life. After two days we got back to Jodhpur. As we raised a toast in the beautiful courtyard of Ranbanka, a heritage property, I was on a different plain altogether, next to the coal angeethi listening to amazing Rajasthani folk singers. When you plan your holiday to Jodhpur, make sure to include some of these experiences. Here’s my pick of the ‘dos’ in this gorgeous city.

Khichan village shot

them since past several years. After savouring their breakfast here for good a four-five hours, kurjas then go exploring the village. They come back in the evening for a sundowner at the lake of the village. You make sure you meet them again as here, believe me, the setting is simply gorgeous. I would suggest stay in the village for two days. I devoted my first day to the cranes and second day went on the village safari. My wonderful host, Chandra Vir Singh and the driver, Bheekh Singh beat any experienced naturalists hollow when it comes to sighting. Unknown and barely explored, the sandy wild-lands of Khichan are spectacular for both bird watching and for the brilliant wildlife teeming here. Why I say brilliant because there are chances of sighting some very special wildlife. Special, yes, Bheekh Singh brought the car to a

sudden halt and lo and behold there was a ‘Desert Fox’ - Khichan’s most prized secret treasure. Normally considered very unfriendly, he kept looking at us as if posing for eternity. A delightful photo op there! We enjoyed our walk in the village lanes and saw some exquisite havelis which even in the present state of neglect look beautiful. It’s sad to see how they have been left to disintegrate while the owners have moved on to metros. However, it is heartening to see that in the village ancient craft is still being practised. There are weavers busy at their spinning wheel (charkha) and women in veil assisting them. We also had the most delicious lunch prepared by one of the villagers in his hut. I would remember not just the bajra chappati and curry but their hospitality all

Essential Facts : z How To Reach : Jodhpur is well connected by air, rail and road from all major cities. z Where To Stay: Ranbanka Palace, Jodhpur and Kurja Resort in Khichan z When To Go : October is the best time, as the city resonates with music. If you are into birding, then January to March is the best time. chand.sharmila@gmail.com

tadka

Rise of the titans Fifty million wristwatches are sold in India every year. Tata Group’s Titan has almost 65 percent market share of the organised watch market in the country, and it is the fifth largest watchmaker in the world, and the 12th most trusted brand in India.

March 16-31, 2016 / Corporate Citizen / 51

STAR CAMPUS PLACEMENT

Patience is the key to success

Meet Bhavna Kukreja, who completed her post-graduation from one of the leading management colleges in India, and is successfully placed with a leading multinational in the country By Mahalakshmi Hariharan

oday, Bhavna Kukreja, who has specialised in the Human Resources (HR) stream, is successfully placed with the Vedanta Group in the HR department with a fat package coupled d with all kinds of incentives and perks. She talks to Corporate Citizen about her journey from the campus to the corporate world.

Campus Placement “Our placements began during the third semester. We were quite anxious about the interview process, questions tthat will be asked and the entire procedure. When the renowned Vedanta Group d came to the campus, I was quite excited ca and slightly nervous too. The company is an quite known for coming up with its fixed qu set of rules in the interview process, sayse ing no student should have had any kind in of backlog till date, there should have been no gap between the education degrees and the student should be open for any location th given by them,” says Bhavna. giv

The company later short-listed the résumé of students based on their academics, work experience and other parameters. “They came back to our campus, after a few days, and informed us about the work culture at the company, style of working and so on,” recalls Bhavna. The process started off with a Group Discussion, followed by a Personal Interview round. “They began short-listing us on the basis of our performance at the group discussion round, which was followed by the personal interview. I was asked to talk about myself and my family background at the personal interview round. Later on, they grilled me on my résumé to check if I had enough knowledge on labour laws in India and if I had enough knowledge on my subject. The process was tough and quite difficult to get through to but I decided to do my best, have patience and achieve it,” reminisces Bhavna. Life at the campus “We started our two-year PG programme with Ganesh Puja, followed by the BAM presentation. Our induction programme for a week really helped us as we got to know more

Bhavna with her friends

52 / Corporate Citizen / March 16-31, 2016

Bhavna and her classmates interacting with a senior delegate at the Asia HRD Congress Awards 2015 in Dubai

“They began short-listing us on the basis of our performance at the group discussion round, which was followed by the personal interview. They grilled me on my résumé to check if I had enough knowledge on labour laws in India. The process was tough and quite difficult to get through to but I decided to do my best, have patience and achieve it” about our batchmates, faculty members, college, which also helped us make friends. We were also shown the epic, Mahabharata, during the start of the college. Even though the schedule was hectic, we thoroughly enjoyed it. There were regular DJ nights, extracurricular activities, along with studies, which made it light,” says Bhavna. Bhavna’s faculty members and the college helped groom the students in such a way that they get ready to enter the corporate world. “We had no holidays in the first year of college. We had to work all seven days of the week, with no public holidays too. While it was too exhausting then, today when I look back, I realise it was all done just for our growth/development—basically to groom us. Our college invited industry leaders for regular lectures, on regular basis, so that we could network/interact with them and gain more knowledge,” said Bhavna. “Our college shaped us in a way that we live the corporate life. Truly, we came like a seed but they helped us grow,” she added.

Bhavna did her internship with Future Retail Ltd, which helped her know more about the corporate world. The visiting faculty members were experts from their respective fields, knowledgeable and class apart. “My teachers helped us a lot in preparing us for the placement process, by giving us directions, encouraging us to do well,” she notes. Education and Family Background Bhavna completed her SSC, ICSE Board from St Xavier’s Sr Sec. School, where she was involved in a number of extracurricular activities, along with studies. She was also the house caption then. Later, she did her HSC, CBSE Board from Maharaja Agrasain School, Sirsa and her graduation from Guru Jambheshwar University, Hisar, Haryana. Bhavna hails from Sirsa in Haryana. “I was a dynamic and vibrant student in school and often took part in a number of activities,” she recalls. Bhavna’s mother, MA in Economics (honours),

is a homemaker and her dad is a businessman. Hobbies Bhavna is into calligraphy, painting and being creative like making the best out of waste. She also liked to travel, explore different places. Advice to juniors z Read a lot of newspapers and books to stay updated with current affairs z Start analysing your weakness and work on them z Prepare yourself for GD round, right from the beginning z Be active and participate in various classroom activities Mahalakshmi.H@corporatecitizen.in

tadka

India feeling inflation pinch Consumer prices in India went up 5.69 percent year-on-year in January of 2016, higher than 5.61 percent in December of 2015 and accelerating for the sixth straight month. It is the highest figure since August of 2014 and above market expectations of 5.4 percent.

March 16-31, 2016 / Corporate Citizen / 53

BOLLYWOOD BIZ

...and the

OSCAR goes to...

It’s that time of the year again. The red carpet is laid out. The biggest stars in the world are in attendance at the Dolby Theatre in Hollywood, Los Angeles (2016) for the 88th Academy Awards. Corporate Citizen brings you the biggest winners at this year’s Oscars BY NEERAJ VARTY

T BEST OR C E DIR

ALEJANDRO IÑÁRRITU – THE REVENANT The Academy has awarded Alejandro Iñárritu with the Oscar for Best Director for the period survival drama The Revenant. The win makes Iñárritu only the third director to take home back-to-back Best Director trophies, winning it for Birdman last year. The Revenant was the favourite to win the best picture award too, having won three Golden Globes already as well as receiving 12 nominations at the Oscars, but lost out to Spotlight. 54 / Corporate Citizen / March 16-31, 2016

BESTRE I P CTU

SPOTLIGHT The most prestigious award of the night went to Spotlight, based on the true story about the Boston Globe’s Pulitzer prize-winning investigation into decades of sexual abuse within the Catholic Church. The film also won another golden statuette for the best original screenplay. “This film gave a voice to survivors and this Oscar amplifies that voice which we hope will become a choir that will resonate all the way to the Vatican,” the producers said while accepting the trophy.

BESTR ACTOE MAL

THE COMPLETE LIST OF WINNERS AT THE OSCARS (2016) 88TH ACADEMY AWARDS BEST PICTURE

SPOTLIGHT ACTOR

LEONARDO DICAPRIO THE REVENANT

LEONARDO DICAPRIO, THE REVENANT ACTRESS

BRIE LARSON, THE ROOM

Leonardo DiCaprio’s portrayal of a betrayed 19th-century frontiersman seeking revenge in The Revenant has won him his first Academy Award, having missed out on four previous occasions (and becoming the subject to countless internet memes in the process). The 41-yearold actor was the favourite to win after picking up both a Golden Globe and a Bafta for his performance. He used his speech to warn about the effects of global warming. “Climate change is real and it’s happening right now,” he said. “It’s the most urgent threat affecting our species.” He added, “Let us not take this planet for granted. I do not take this night for granted.”

SUPPORTING ACTOR

MARK RYLANCE, BRIDGE OF SPIES SUPPORTING ACTRESS

ALICIA VIKANDER, THE DANISH GIRL DIRECTOR

ALEJANDRO G IÑÁRRITU, THE REVENANT FOREIGN LANGUAGE FILM

SON OF SAUL (HUNGARY)

ADAPTED SCREENPLAY

THE BIG SHORT

ORIGINAL SCREENPLAY

SPOTLIGHT

ANIMATED FEATURE FILM

INSIDE OUT

PRODUCTION DESIGN

MAD MAX: FURY ROAD

CINEMATOGRAPHY

THE REVENANT

SOUND MIXING

MAD MAX: FURY ROAD SOUND EDITING

MAD MAX: FURY ROAD ORIGINAL SCORE

THE HATEFUL EIGHT

ORIGINAL SONG

BESTR ACTOLE FEMA

WRITING’S ON THE WALL FROM SPECTRE COSTUME DESIGN

BRIE LARSON – THE ROOM As expected, Brie Larson won the Oscar for Best Actor for the Canadian drama film The Room. In the movie, after being held captive for seven years in an enclosed space, a woman and her five-year-old son finally gain their freedom, allowing the boy to experience the outside world for the first time. Larson’s moving performance had won her several awards, including the BAFTA Award, Critic’s Choice Award, Golden Globe Award, Independent Spirit Award, and the Screen Actors Guild Award. The Oscar came as the cherry on the cake.

MAD MAX: FURY ROAD

DOCUMENTARY FEATURE

AMY

DOCUMENTARY (SHORT SUBJECT)

A GIRL IN THE RIVER: THE PRICE OF FORGIVENESS FILM EDITING

MAD MAX: FURY ROAD MAKE-UP AND HAIRSTYLING

MAD MAX: FURY ROAD

ANIMATED SHORT FILM

BEAR STORY

LIVE ACTION SHORT FILM

STUTTERER

VISUAL EFFECTS

EX MACHINA

March 16-31, 2016 / Corporate Citizen / 55

PEARLS OF WISDOM

By Sri Sri Ravishankar

Leadership: from mob to movement A leader can create a mob but he should know that a mob is short-lived. A shortsighted leader creates a mob; a leader with wisdom creates a movement. Mahatma Gandhi, Nelson Mandela, and Martin Luther King, Jr. are examples of inspirational leaders who created movements

56 / Corporate Citizen / March 16-31, 2016

eadership is a manifestation of strong love and compassion for people. It represents a commitment to principles. In that sense, a certain degree of leadership is dormant in every individual. The challenge comes when one has to nurture it. A true leader—whether political, religious or social— has many challenges to face. The capacity to express one’s commitment varies from individual to individual. It is often clogged by one’s likes and dislikes. Yet, a leader has to view everyone with the same outlook, appraise everyone with the same yardstick. He has to find discrimination as well as the much-needed wisdom to act at the right time. The society he lives in and the groups he represents are not homogeneous and one cannot satisfy everybody. Yet, a leader has to carry everyone along and do justice to everybody. A leader has to withstand criticism and not react emotionally to situations. Often leaders are surrounded by sycophants who try to boost their egos for their own personal agenda. A leader does need hands and feet and has to depend on people around him. At the same time, he should not find himself in a position where he gets confined in a fortress of his close aides or becomes a captive of his admirers. One of the most desired qualities of a true leader is the courage to stretch his hands toward his critics and have the patience to listen to them. A true leader takes failures with as much equanimity as he would successes that come to his doorstep. These days leaders are defensive all the time, explaining their shortcomings or justifying their wrong actions. A true leader will neither complain nor explain, and is open to learning all the time. Admitting a past mistake and creating space for others with completely diverse viewpoints can make a leader more acceptable, universal. A leader does not pass the buck. A true leader balances ideology and practicality, long-term goals with short-term needs. Those who stick only to ideal-

ism cannot become leaders and those who think they are very practical and without any ideology also bite the dust. A leader cannot be either generic or specific. He has to strike the balance between personal attention to people and the generic vision for the group, community or country he leads. A leader should have the courage to accept his weak moments. He should understand that people are magnanimous. They would appreciate his straightforwardness and accept his shortcomings rather than him trying to hide them. Some leaders are too diplomatic while others are too straightforward in their approach. While people do not trust those who are very diplomatic, they do not want anything to do with those who are very blunt and justify their rudeness in the garb of straightforwardness. People who are very straightforward and blunt in their approach often don’t find followers. It is like tuning a guitar. If the strings are stretched too tight you cannot play it, and if the strings are too loose you cannot create music either. A leader has to strike the balance between diplomacy and straightforwardness. While self-righteous people create distaste in others, those who take credit for every good action are equally distanced. A leader should acknowledge others’ contributions and at the same time see that these contributions don’t get to their heads. A leader can create a mob but he should know that a mob is short-lived. A short-sighted leader creates a mob; a leader with wisdom creates a movement. Mahatma Gandhi, Nelson Mandela, and Martin Luther King, Jr. are examples of inspirational leaders who created movements. All this may sound Utopian, but in reality, if you look keenly into the lives of the most successful leaders, you will find all these qualities naturally manifest at some time or the other. You don’t have to do much to inculcate these qualities; just their awareness is good enough to make a good leader. Be one. The world needs you. (Sourced from: http://srisriravishankar.org)

The society he lives in and the groups he represents are not homogeneous and one cannot satisfy everybody. Yet, a leader has to carry everyone along and do justice to everybody. A leader has to withstand criticism and not react emotionally to situations. Often leaders are surrounded by sycophants who try to boost their egos for their own personal agenda

March 16-31, 2016 / Corporate Citizen / 57

HEALTH

n a commendable move, the 17,000 CBSE- affiliated schools, across the country, will now ban junk food in tiffin boxes of children, in 200 metres around the schools and also in their canteens. The circular is based on recommendations by a report titled ‘Addressing Consumption of Foods High in Fat, Salt and Sugar (HFSS) and Promotion of Healthy Snacks in Schools of India’ of the Ministry of Women and Child Development. It asks all CBSE-affiliated schools to ensure that HFSS foods—such as chips, fried foods, carbonated beverages, ready-to-eat noodles, pizzas, burgers, potato fries and confectionery items, chocolates, candies, samosas, bread pakora—are not available in school canteens and around 200 metres of schools. “This is an important move by government as what kids eat at home is in our control unlike what they eat outside. There needs to be some demarcation on what to do and not to do. Just by telling children not to have unhealthy food cannot help curb the situation. Practically banning it and keeping a check on tiffins will put a control by default on everyone,” says Manjari Chandra, doctor and consultant nutritionist at Max Healthcare, New Delhi. A school canteen management committee of seven to 10 members, comprising of a teacher, parent(s), student(s) and school canteen operator(s) needs to be set up in schools to decide the type of food to be prepared in canteens, quality of ingredients and raw materials used in them. Promotion of physical activity amongst school children will also be a focus area for the committee. Awareness in schools through the celebration of events like nutrition week, healthy snacking day, healthy tiffin competition and nutritious recipe competition-cum-nutrition discussion session for parents have also been recommended.

N I D N U O B F O T U O E B O T D O O F K N U J The following recommendations have been made in the guidelines, over and above, just consuming junk food: z Providing information on- quality nutrition, selection and preparation of healthy food and integrating physical activities during the school time z Teaching children about the importance of embracing a healthy active lifestyle and incorporating healthy eating habits z Creating a set of activities to involve children, teachers and parents to develop healthy eating behaviour among children ee. g healthy tiffin competition, a nutritious recipe competition-cum-nutrition discussion session for parents, projects on food safety, celebrating healthy snacking day in classes, debate competitions for

58 / Corporate Citizen / March 16-31, 2016

N I D

S L O O H C S students in senior classes on topics related to hygiene and sanitation, advantages of healthy life style options, etc. z Making parents aware about obeM sity, sityy, HFSS foods and importance off physical activity so that they: -- Give children toys/sports equipment that encourage physical activity like balls, skipping ropes, bicycles etc. z Encourage children to join a sports team or try a new physical activity. z Facilitate a safe walk to and from school z Take the stairs instead of the elevator z Walk around the home after a meal z Limit watching television

Also recommended: A z Community Outreach Programme graamme promoting physical activityy may be undertaken by the schools schoolls to disseminate the messages related to health to the community members membeers and to get their support by organising interactions between school students and n neighbourhood communities through display o of posters on physical activity at public places (bus (bu us shelters or market area). Resident Welfare Associations Associations of the neighbourhood community mayy also be involved in this drive. z It is once again n reiterated that schools should regularly monitor monito the height, weight and Body Mass Index (BMI) for all the students and based on their trajectory, individualised counselling should be provided to each student and parents during parent teacher meeting. The schools may hire nutritionists and advocate regular physical activities such as yoga along with other lifestyle modifications. z Inspection of lunch boxes to rule out consumption of unhealthy foods may be done by the schools. “This is a good initiative by CBSE as fast food creates problems in the long run due to which it should be kept out of children’s reach. We welcome the step wholeheartedly and will imim plement it successfully,” says Anju Mehrotra, principal at Kalka Public School, Alaknanda, New Delhi. Parents and caregivers should be sensitised about obesity, HFSS foods and physi-

cal activity so that they can encourage children to play sports, use skipping ropes, bicycles and stairs instead of elevators, take walks after meals and limit TV viewing. Regular monitoring of body mass index (BMI), height and weight of children under an expert’s consultation has also been recommended. “Fast food restaurants and manufacturers target children by offering free toys, bags, tattoos in form of their favourite characters, motivating them to buy foods. Instead of marketing HFSS foods, it should be discouraged just like tobacco,” adds Chandra. While CBSE has adopted the school-specific

Develop healthy tiffin competition, a nutritious recipe competition-cumnutrition discussion session for parents, projects on food safety, celebrating healthy snacking day in classes, debate competitions for students in senior classes on topics related to hygiene and sanitation, advantages of healthy life style options, etc. recommendations made by the court, it is now time for other ministries and departments, such as Ministry of Information and Broadcasting, Food Safety and Standards Authority of India (FSSAI) and the Ministry of Health and Family Welfare, to implement the recommendations made to them. Recommendations for Ministry of Information and Broadcasting (MIB) z MIB controls media advertising and publicity control in India. Guidelines for the food quality of products advertised in Indian media should be urgently formulated. z Strict regulatory measures for advertisement and promotion of prepackaged foods targeted at children should be developed. It should be ensured that false claims are not broadcast. z Airing of HFSS food advertisements should be restricted during prime time on TV and radio (from 2:00 pm to 10:00 pm on weekdays and from 8:00 am to 10:00 pm on weekends and holidays). z Advertising and marketing of communication of HFSS foods should be dealt with in a manner similar to that of tobacco and alcohol.

z Telecasting doctors- and celebrity-endorsed HFSS food advertisements should be banned. Labelling recommendations to FSSAI z Nutrition facts labelling should include declaration of total fat, trans fat, saturated fat, sugar, carbohydrates, proteins, salt/sodium. z Serving size, number of serving size per pack and contribution of per serving to RDA (in percent) as per National Institute of Nutrition (NIN) should be mentioned. z Total calorie count on basis of which RDA is calculated; sources of micro nutrients, tagging the terms appropriately—such as good source, excellent and so on—should be included. z For front-of-pack labelling, nutrition facts that provide information in a simpler, easy to understand figurative way should be mandatory. z Menu labelling for non-packaged food items such as burgers and pizzas should be practised on point-of-purchase labelling boards, or on paper wraps or boxes at fast food outlets. It should carry information on calories and nutrients per serving size and as a percentage of RDA by NIN. Recommendations for Ministry of Health and Family Welfare (MoHFW) z Nutrition should be included in the school health programme and should be renamed as school health and nutrition programme. z Cards issued under this programme should include nutrition-related aspects. Health and nutrition screening of each child should become mandatory for every school. Individualised counselling should be provided to the child during parent-teacher meetings. z It is recommended that counselling and education on nutrition be included under programmes like Rashtriya Bal Swasthya Karyakram, school health programmes, Adolescent Reproductive and Sexual Health (ARSH). (Article courtesy: www.downtoearth.org. Some additional information has been added to the original article. Read original article in this link: http://www. downtoearth.org.in/news/cbse-lists-detailed-measures-to-limit-junk-food-in-schools-52428)

tadka

Wired on hiring

With the Indian p pharmaceutical industry a likely contender for the top 10 global markets in value terms by 2 2020, hiring has increased by over 20 percent in comparison to last year’s 7.2 The India Skills Report states that 7 2 percent. Th the sector is slated to create 1,34,000 jobs by 2016 with current employment at about 5.55.7 lakh comprising of researchers, scientists, doctors and project managers.

March 16-31, 2016 / Corporate Citizen / 59

EVENING RACING

‘It is a fantastic initiative by the club and this would undoubtedly be a game changer, and increase the footfall’ But at Mahalaxmi, it has made a difference. “It’s different, and the ambience in the race course has changed. I hope that this prevails for years to come. It has made weekend outings at the race course more meaningful,” (L-R): Zavaray Poonawalla, his wife Behroze along with their son, Yohan and wife Michelle and their kids at the race course said Anuradha Gaikwad who made it to the evening racing. “It is not just betting, but there are many other things lined up at the race course, making an outing at the Mahalaxmi Race Course worth it.” The Managing Committee headed by chairman KN Dhunjibhoy and Dr Ram Shroff, Committee Member and Steward of the Club, as also the Chairman of the Night Racing Working Group, have made all this possible through sheer dedication and the will to take horse racing to a higher level. Dhunjibhoy is optimistic. “With this we add a new chapter in Indian racing history at the Mahalaxmi Race Course. It is a fantastic iniWith the introduction of floodlit racing at the Mahalaxmi Race Course in tiative by the Club and this would undoubtedly Mumbai, the Royal Western India Turf Club has added a new dimension be a game changer, and increase the footfall”. I am confident that with evening racing, the Mahalaxto horse racing, in India, paving the way to broaden the reach and allure mi Racecourse will turn into one of the exciting of the popular sport By Joe Williams and enjoyable destinations for Mumbaikars to spend evenings with their family,” he said. “I am thrilled to initiate and run this project ahalaxmi Race Course becomes Poonawalla, who has been the main force bewith the support of my colleagues,” said Dr Ram the first club in the country to inhind this venture. Shroff. “I am certain this will change the way ractroduce evening racing, thanks Much more than racing, the concept has ing is conducted in this country. We are proud to to Poonwallas, they have made worked as an opportunity for a good evening associate with Cambay Tiger who will be helping things happen. outing, especially on weekends, and has drawn us redefine racing.” “It took 30 years of thinking but it took us youngsters to the race course, infusing young Evening racing is a common feature at most just three months to make it happen,” said the blood into racing. racecourses abroad in modern times and the eveRoyal Western Indian Turf Club chairman, ZaIt is a wrong perception that racing only means ning fixtures offer a wholly different perspective varay Poonawalla, talking to Corporate Citizen betting. There is more to it -- the ambience, the to the traditional afternoon races which have about the evening racing begun at Mahalaxmi crowd, and more importantly, the beautiful horsdominated the sport over its history. Evening Racecourse from this year. es in action. races attract a different crowd -- those wishing to Now, evening racing has opened a new chapBut RWITC chairman Poonawalla rules out combine the thrill and excitement of horse racing ter in the history of Indian racing — this is for evening racing in Pune, the cost factor being the with a more social experience. The Mahalaxmi the first time that such evening racing has come main reason. Race Course has always enjoyed an iconic status into the country. “We are proud that we are “Cost is a major issue with evening racing. We and RWITC is universally looked upon as the the first turf club to introduce it in India, and would love to have it here, but the cost is prohibpremier racecourse in the country. I am sure other clubs will take the cue from us itive. If we get sponsors we may, but as of now we joe78662@gmail.com and introduce it in their respective clubs,” said have not thought about it,” he said.

Light, camera, action at the evening racing carnival

60 / Corporate Citizen / March 16-31, 2016

MOBILE APPS

THE BATTLE OF FLAGSHIPS AT THE MWC, BARCELONA, 2016 The Mobile World Conference held each year in Barcelona, Spain has become the platform for the biggest smartphone launches of the year. Corporate Citizen brings you the best phones of 2017 that debuted at MWC By Nupur Chaube

Sony Xperia X Series h The Xperia X series brings a premium look to the mid-range Androids. The three devices have smallish five-inch displays with Full HD and HD (Xperia XA) resolutions, with three different processors, the Snapdragon 820, Snapdragon 650 and MediaTek MT6755 processors. The Xperia X has 3GB of RAM, micro-SD support up to 32GB, and the star attraction: a 23-megapixel rear camera with a 13-megapixel front-facing camera.

j LG G5

i Samsung Galaxy S7 We start-with the year’s most high profile phone – The Samsung S7. The S6 was criticized for not having external memory slots and lack of water resistance. This year, Samsung brings the Micro-SD card back, supporting up to 200GB of storage space. As well as all round upgrades like four GB RAM, higher capacity batteries, and IP68 water resistance ratings. The camera lens has a bigger aperture of f/1.7 rather than f/1.9, so that the lens can let in about 25 percent more light than before. The S7’s sensor is also the first on a smartphone to include dual pixel auto-focus, a technology used by Canon DSLRs only till now.

g HTC ONE X9

Xiaomi Mi5 h Xiaomi’s successor to the Mi4 comes in three affordable versions, and runs Android 6 Marshmallow with the MIUI seven interface. It also includes a faster processor, Quick Charge 3.0; and at 129 g is one of the lightest and best looking smartphones launched this year. It will reportedly cost only ₹18,000 at launch.

With an all-metal body, this is a good looking phone with a brushed metal feel. It has a full HD 1920x1080-pixel 5.5-inch display with bright and vibrant colors. Other features you will like: z HTC BoomSound for audiophiles: which brings audio enhancement with Dolby Audio processing feature in the frontfacing speakers z 13-megapixel rear camera that supports optical image stabilization z Android 6.0 Marshmallow

LG G5 is a unique smartphone with a modular design, which means you can remove the battery tray and replace it with other modules, the LG Cam Plus and the LG Hi-Fi Plus, thereby converting the phone into a high resolution camera or multi-media player. The LG Cam Plus is a camera accessory that has a physical shutter button for video, and a zooming wheel. This accessory also has an in-built battery which you can use. The LG Hi-Fi Plus is a portable digital-to-audio converter, which boosts audio playback for high-definition media. Because the batter is removable, you can also replace a drained battery with a charged one on the go. The replaceable modules are a welcome feature.

March 16-31, 2016 / Corporate Citizen / 61

CLAPS & SLAPS Right -Manjula Pallipoyena with other ladies from Bojjagutta slum

Corporate Citizen claps for Manjula Pallipoyena for starting a ‘Goodwill Store’ for the poor in Hyderabad, where they can shop for free. The store reaches out to slum dwellers, migrants and homeless people in an effort to achieve all-round community development.

Corporate Citizen slaps the organisers of Taj Mahotsava, an annual 10-day cultural extravaganza ostensibly organised to attract foreign tourists, for reducing it to a local “mela-tamasha” (fun fair), which has in no way helped promote tourism in the city, according to industry stakeholders

A huge round of applause for Manjula Pallipoyena who has come up with a ‘Goodwill Store’ for the poor in Hyderabad, who can now shop for free. The store was launched on October 2, 2015 in Mehdipatnam area of Hyderabad with the aim of providing underprivileged people, basic needs like clothing. The store collects household goods and clothing from different parts of the city, from people who donate used materials. It reaches out to slum dwellers, migrants and homeless people in an effort to achieve all-round community development. The needy can just walk in on any Thursdays and Saturdays and select clothes for free. ‘Goodwill Store’ is a part of the LSN Foundation, which is a non-profit organisation established at in 2007, in Hyderabad. The main focus of the foundation is to support vulnerable sections of society. Manjula Pallipoyena, 38-year-old founder of LSN Foundation and Goodwill store, said that on one of her visits to a slum near Mehdipatnam, she observed slum dwellers and migrant workers are in need of clothing, food supplies, kitchen utensils, books, etc. and are not able to shop with any sense of dignity or confidence. She added that there are many families in the city, which throw out a lot of used and unused clothes and materials as and when they get transferred or for other reasons, and that’s where the idea of bridging the gap through Goodwill store was born. Manjula strongly believes that the solution to this problem involves employing a strategy called ‘Receiving Mechanism’ i.e. reviving people through consciousness. They would like to encourage neighbourhoods and residential areas to have collection drives to mobilize things for the store. She said that they also need more volunteers to collect donations from different parts of the city.” Goodwill Store is not just a distribution store but it’s a vehicle to bring issues that are sidelined on the table and to bring communities together to make them aware of their own strengths, Manjula adds. This is what we can humanity! Hats off to the lady! Courtesy: The News Minute

It’s high time that the citizens of our country realise the importance of tourism for the welfare of the nation and take adequate steps to promote the same. Tourism in India is economically important and contributes a high proportion to the nation’s overall growth. But sadly, the sector is not given as much as importance it should be given. Lately, senior tourism industry leader and president of ‘Paryatan Mitra’, Rajiv Tiwari, informed that the number of foreign tourists has been falling each year and the local ambiance has hardly become tourist-friendly. They formed a human chain to highlight the issues where Tiwari said that there was a clear disconnect between government policies, perceptions and the requirements of the tourism industry. At a press conference ahead of the Taj Mahotsava, Agra divisional commissioner, Pradip Bhatnagar had stated that he wanted tourists and not crowds at the programmes. Senior hotelier and founder-president of the Agra Hotels and Restaurants Association, Surendra Sharma, said that instead of just one month, these activities should have been phased out and a calendar of events for the whole year drawn up. Though the number of visitors to the Taj Mahotsava has been going up, Sharma said that the failure of the organisers to attract foreign tourists calls for a thorough review of strategies. He pointed at their lack of planning and in understanding the dynamics. There are some tourism industry leaders who feel the Taj Mahotsava has made no impact on tourism and not helped in drawing foreigners. They say the original objectives to organise the fair were not being fulfilled and it has got too much localised. While talking to IANS, Rakesh Chauhan of the Agra Hotels and Restaurants Association has said that the Taj Mahotsava lacks its distinct appeal that could interest foreign visitors and the tourists fail to get a glimpse of the splendour and opulence of the Mughal era. He suggested it should not remain a government show managed by indifferent bureaucrats, but the industry too should share some responsibility. As citizens of the country, we should all come together and give the industry a major push.

62 / Corporate Citizen / March 16-31, 2016

FEATHERLITE

Tweets from the space

Astronaut Scott Kelly ended his record-setting 340 consecutive days in space, after safely landing in Kazakhstan with two Russian cosmonauts. He spent more time in space than any other US astronaut during his four missions — 520 days to be exact. Though he missed holidays with family, sporting events and well, gravity, Kelly made the best of his time while floating around the International Space Station. From a Super Bowl party for one, to celebrating Thanksgiving with fellow space station inhabitants, Kelly documented his year in hundreds of social media posts. Let’s take a look back through Kelly’s #YearInSpace, a year of Earth photography, spacewalks and freeze-dried food. So, what kept Kelly occupied during his time in space? His recent obsession has been keeping his space flowers alive. They nearly died at one point, but after channelling his inner green thumb, Kelly was able to revive the little blooms just in time for Valentine’s Day. Scott Kelly@StationCDRKelly #Thanks for following our #YearInSpace The journey isn’t over. Follow me as I rediscover #Earth! See you down below! Scott Kelly@StationCDRKelly Scott Kelly Retweeted Reid Wiseman Wow. Did I really tweet 1,000 photos? Guess I’ve been here a while. Thanks for the share, Tonto! #YearInSpace

Scott Kelly@StationCDRKelly .@POTUS Thank you, Mr. President. For your support & for your phone call as I fly home at a lower altitude tonight! Scott Kelly@StationCDRKelly My 1st #salad on #Earth! Growing fresh food like lettuce we grew on my #YearInSpace is vital for our #JourneytoMars. Scott Kelly@StationCDRKelly Back to #Earth last night. Today I head back home! Stretching my space legs on my first refuel stop. #YearInSpace

Scott Kelly@StationCDRKelly My last #sunrise from space. 3 of 5. #YearInSpace Scott Kelly@StationCDRKelly #Countdown We’re down to a wakeup. #Earth. I’m coming for you tomorrow! #GoodNight from @space_station! #YearInSpace Scott Kelly@StationCDRKelly #Countdown #Throwback Shutting down my #space office today. #YearInSpace Scott Kelly@StationCDRKelly Sad to learn of former @NASA Astro & @USNavy CAPT Don Williams’ passing. Fair winds & following seas. #YearInSpace

Scott Kelly@StationCDRKelly My first #sunset on #Earth in #Norway on my way home! #YearInSpace

Scott Kelly@StationCDRKelly Take a leap and explore new possibilities! #GoodMorning & Happy #LeapDay from @space_station! #YearInSpace March 16-31, 2016 / Corporate Citizen / 63

ASTROTURF CAPRICORN

Dec 23 - Jan 20

ARIES

Mar 21- April 20 You are in tremendous luck as the planetary movement is surging forward with full force. The month ahead will be eventful. Calm the aggressive daredevil part of you. You will discover new meanings of life in general. Health remains good.

TAURUS

April 21 - May 20 This period indicates good health and abundant energy. Romance is generally status quo and not your particular interest. Patience is necessary at this time deliberately try to be calm. You could experience some kind of instability in people you employ. A patient hearing can solve all your problems.

GEMINI May 21 - June 21 You will be expanding in your work and making good progress overall. Advancement in your career is foreseen. Work is in your favor especially if you have been focusing on your career and the work you do. You could experience upheavals in and around you. Flawed relationships are in trouble, strong ones survive. You need to give though and make important financial changes in your life.

CANCER

Jun 22 - July 23

You will succeed in whatever aspects of life you want to learn about. There could be educational disruptions which in actually are just changes for the better. Take a break from daily routine. You will experience dramatic changes in and around you or in the life of those whom you know. You will now be able to do away with superstition. Your ideas will modify. Do not adhere or give too much weight on your dreams or thoughts.

(WWW.DOLLYMANGAT.COM)

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

LEO

July 24 - Aug 23

You will find that your spouses or partners flourish. Generosity would be extended towards you. Present a new look to the world. Temperamental attitude s need to dealt with a in a calm and patient manner. You will experience a change in your attitude and practices in life. It is a kind of spiritual metamorphosis.

VIRGO

Aug 24 - Sept 23

Let go off the trivial things in your life and focus on what is important in life. Spend more time on health spas if possible. The strong ones will survive all kind of upheaval where as the weak succumb to pressures. Singles may decide to marry and married couples undergo a test of time may decide to move or strengthen bonds.

LIBRA

Sept 24 - Oct 22

Be prepared for a very busy and eventful month ahead. There could be job changes or changes in your work scenario. Drive carefully. Changes can happen in many ways. If you so wish you can change your career or the circumstances you work in.

64 / Corporate Citizen / March 16-31, 2016

SCORPIO

Oct 23 - Nov 22

Think about others over your own interests. Let others have their own way as long as it isn’t destructive. Financial changes will happen, make adjustments wherever necessary and important. You may need to redefine your goals and plans. It is called the testing times. The strong relationships thrive where as the weak wither away. Pay attention to your dreams and learn to decipher omens in life. Dreams also help us to face reality and warns us to get serious in life, this is educational not punitive. Not advisable to travel during the period of eclipse, try to schedule trips around the said dates if you must .

SAGITTARIUS

Nov 23 - Dec 22

You are in the midnight hour of your year also known as the hour of magic. Things seem dormant and quiet on the outside but inside many good things are happening. There will be change both in your personal and professional life. Equipment cars and communication disruptions are to be experienced. It is a very dynamic period. Health needs attention. As always the most important thing is to get enough rest and relaxation.

Students do well and sales and marketing people meet their targets. Be patient and spending time at home is advisable. There can be communication gaps. Elders in your family may fall sick or need attention. There could shake ups in the company you work for. Testing time tests love life, good relationships survive and thrive the weak move on or wither away.

AQUARIUS

Jan 21 - Feb19

Important financial changes need to be implemented. Sometimes it happens because people around you become temperamental. Drive more defensively catering the mistakes of others. There can be communication failures and glitches. so wisdom lies in doing and going about your daily work in a calm slow manner. Shakeups are expected in your working place. Career is a less of a priority yet you will experience success. Friends seem helpful and technology expertise plays a role too in bringing about a change in your life.

PISCES Feb 20 - Mar 20 You are in the middle of your personal pleasure peaks. On the other hand, both personally and in the world at large. It can be a happy making an eventful month. Need to redefine yourself your personality your image and your self concept. The next six months you need to totally change mentally and physically. Career could be affected. You could experience major career changes and shake ups in your company or industry. Job changes are within your present company or a new one.

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: POSTAL ADDRESS:

SUBSCRIPTION FORM

BUILDING NAME- APT. NUMBER / BUNGALOW NAME-NUMBER

CITY:

STATE:

SOCIETY NAME

PIN CODE:

Landline No.:

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 :n For One Year (24 Issues) o For Two Years (48 Issues) p For Three Years (72 Issues) q For Life (360 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,

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

Date :

Signature of Subscriber

UNFLINCHING SUPPORT

March 16-31, 2016 / Corporate Citizen / 65

THE LAST WORD

Chala Indian, Bill Gates banne! Ganesh Natarajan

In the last three decades, at least two million of our countrymen would have different stories to tell about their stint abroad – what they call as off-site postings

he funniest story I have to tell of an Indian software engineer on his first trip to the West is that of a young colleague of mine Deepak, eighteen years ago who packed his bags in Mumbai and flew off to Newark to take up his new assignment as software consultant at the offices of our firm in Princeton, New Jersey. Armed with an International Driving Permit and well instructed on the complex methodologies of hiring a car at a US airport, Deepak managed to successfully navigate his car onto the New Jersey Turnpike and seeing an amazing stretch of empty road in front of him, his foot instinctively pressed the accelerator to the floor. It wasn’t long when he saw an unfamiliar car with a red light on top pulling alongside and the cop inside waving at him. Oblivious to the thought that the cop was asking him to pull over to the side of the road, Deepak happily waved back to the cop and continued speeding. The cop followed him to his office and promptly confiscated his license for three months. It took a chastened Deepak many words of solace before he ventured to drive again in the United States. Deepak is not the only case of a young Asian with little experience of the ways of the West being trapped in an unfamiliar situation on a first trip abroad. In the last three decades at least two million of our countrymen would have different stories to tell and their employers, equally unaware of any way of life outside their home country would have recoiled in horror at young Indians dipping whole rolls of bread in the olive oil at an Italian lunch and biting and chewing merrily.

My former colleague Vivek Gupta, who spent over two decades in both the UK and US has many tips to provide on how to eat, dress and behave but no amount of training and cultural sensitisation can take the very Indian behavioural traits away till a few mistakes are made. I myself will never forget a trip I made in the nineties to the city of Pittsburgh and stayed the night at a small hotel. The next morning, I was rudely awoken by loud knocks at the door and told by a swarthy American to immediately get into the company bus. They had mistaken me for one of the dozens of countrymen who were joining a well-known staffing firm the next day. In fact, chatting with the receptionist later, I was amused to hear that this was the landing place for many “Fresh off the Boat” Indians and the hotel had removed the mugs from most of the bathrooms, because many folks, unused to a shower over the bath tub would simply fill the tub with water and use the mug to have a traditional Indian bath by pouring water on their head!

66 / Corporate Citizen / March 16-31, 2016

These stories are not being used to belittle Indians when they travel abroad. On the contrary, we all can rightly be proud of the country we come from and in industries like software exports, the Indian tag attracts the highest admiration in many countries. I recall getting into a boat off the ship on a ten-day Alaska cruise from Anchorage a decade ago at the little island of Ketchikan. The boatman, who had never been out of the state in his life looked at me and said “India – Computers?” a recognition that made my wife and I beam and acknowledge the competence and sincerity of those who had built this industry. However, as India proudly takes

My former colleague Vivek Gupta, who spent over two decades in both the UK and US has many tips to provide on how to eat

its place now among the leading nations of the world, all of us senior leaders owe it to the next generation to make each one of them worthy ambassadors of the country. No longer are we a nation of only snake charmers and rope climbers and the way our young travellers carry themselves abroad will determine the speed at which the world gets comfortable with India and Indians! This is of course easier said than done. In my school years in Ranchi, I almost took for granted that somebody stronger than me could jump the queue and grab the last few tickets to a movie and the way to reach my destination by car would involve a number of wrong side passing and toots on the horn. Our own industry probably consists of over 60 percent people who have grown up in similar circumstances and it will take a fairly large dose of indoctrination before instincts can be overcome by appropriate behaviour. Learning and Development managers in any organisation which sees itself as a global firm must take special care to inculcate new values and work cultures that will stand our employees in good stead when they travel anywhere in the world. Cross-cultural training is important and country specific tips will always be welcome, but in all our education institutions and business corporations, a commitment to build globally compatible executives and managers will be the beginning of a new set of Indians and indeed a new India marching towards a tryst with a global destiny! Dr Ganesh Natarajan is Chairman of Pune City Connect and NASSCOM Foundation and Vice Chairman of Zensar.

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.

back inner

March 16-31, 2016 / Corporate Citizen / 67

cover back pg 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. 68 / Corporate Citizen / March 16-31, 2016