Volume4 issue 6 corporate citizen

TOP POSITION Kunwer Sachdev, Founder and MD, Su-Kam Power Systems Volume 4, Issue No. 06 / Pages 68 / www.corporatecitizen.in

Dynamic Duo: 71

A love thus empowered Padma Shri Lila Poonawalla, and Firoz Poonawalla, on their philanthropic work and successful marriage

CII Manufacturing Excellence Conclave 2018

Enabling ZED Manufacturing

June 1-15, 2018 / `50

SURVEY

‘Leade r in the A ship g AI’ surv e of ey

BOLLYWOOD BIZ

India’s most accomplished women directors

Loved & Married Too

Entrepreneur couple, Ruta Talwalkar and Gireesh Narasimhan, on their enduring relationship

2 / Corporate Citizen / June 1-15, 2018

feedback

Supervisors also ensure quality

In the May 1-15, Issue No. 4, the article on ‘Organisation structure and career plan’, a panel discussion, it has been mentioned that supervisors have been removed, saving 60 jobs.

But my point is, supervisors also ensure quality of the product. With the operator becoming responsible, either by mistake or by intent, substandard rejects may get pushed in. Nothing was discussed on how quality and consistency are ensured.

—DVR Rao

CC stories are profoundly analytical

It is abundantly typical of any business magazine, but the variety in Corporate Citizen is fascinating. The interviews are filled with sweeping assertions about the success of corporate world and some are filled with profound analysis and economic transformations. Best are your Military to Management stories, which rightly show how military training can teach us self-discipline and responsibility, which can be carried into our careers and management practices.

—Anita Kochchar, Marketing Executive

‘First woman firefighter of India’ story was inspiring

Going through the interview of the first woman firefighter of India in the April issue of your magazine was very moving indeed. From being a small-town girl to becoming a pioneer, the journey of Harshini Kanhekar is indeed very remarkable. I’m sure it’ll inspire many girls from our small towns who think that they cannot do big. I was also very impressed with the story of Daulat and Gen. Vijay Oberoi. I salute you for coming out with such wonderful interviews in every issue of your magazine. Keep it up!

—Vasanti Ghosh, Kolkata

Need mention of yesteryear actress Vyjayanthimala

I and my father are regular readers of Corporate Citizen. The articles published in the magazine especially regarding HR professionals are quite informative and motivating. I would like to communicate my feedback on your recent topic in the column Bollywood Biz (A look at some of the biggest South Indian actresses who ruled Bollywood) published in the issue dated March 16-31, 2018. First and foremost, South Indian actress, Vyjayanthimala, should have been included in the article for her immense contribution to the Hindi Cinema, as equalled to Tabu or Rati Agnihotri whose name is mentioned in the same space.

Vyjayanthimala had acted in a few Tamil films before migrating to Hindi Cinema and still is one of the most reminisced actress for her contribution towards Bollywood, as well as South Indian cinema.

—Vijayalakshmi Iyer, Deputy General Manager, HR, Nirmal Lifestyle

Circulation NOTICE to ‘Corporate Citizen’ Subscribers

We here by inform our esteemed Subscribers of ‘Corporate Citizen’ magazine that we have Postal Registration Licence. Under this registration the date of posting is 15th and 30th of each month from Pune. Please allow minimum seven (7) days to reach your destination in India. If subscribers do not get copy of any fortnight, do alert us in email at: circulations@corporatecitizen.in OR call on 020 69000676, 77. Just send your subscriber number or full postal address with name. Make sure to email only.

We look forward to your feedback

We at Corporate Citizen, believe that information should not be a one-way street. Your opinion and views about this issue are most welcome. Your ideas and new thoughts you may have, to enhance the content quality of our magazine, are most welcome. We rely on you to keep Corporate Citizen, on the positive and cool note, through your interaction on this page—just as you trust us with the content that we bring you, every fortnight. Mail us your views on: corporatecitizenwriters@gmail.com

June 1-15, 2018 / Corporate Citizen / 3

Editor-in-Chief’s Choice / Surjit S Bhalla

Dr (Col.) A. Balasubramanian

Robust job growth, not fake news

The best macro-economic performance ever in India was obtained in 2014-18.

Modi’s challenge remains the reining in of the enemies within

I As for the macro-economy, there is no question that the situation is considerably better. In (2017/18), CPI inflation is 6% points (ppt) lower at 3.7 per cent...

n a recent Financial Times article on the US elections, the author warns: “As midterms approach, election officials are learning to combat fake news, malware and troll farms”. 2018/19 is a national election year in India, and in an anything goes manner, the political opposition has begun to hammer home the “fact” that because of demonetisation and other “bad” policies of the Modi government, job growth in India has been scarce in 2017. Hence, Prime Minister Narendra Modi and the BJP are vulnerable and “poised” to lose.

Politics is uncertain, and the Opposition’s claims, buttressed by an Opposition-friendly domestic (English) and foreign media, have taken on overtones of a prophecy. Every day brings about some news of scams, or slow economic growth, or even inflation.

My concern here is not to forecast the next election.

Rather, my goal is to test the veracity of the claim that the Indian economy is in a terrible shape and that despite economic reforms like demonetisation and GST (or because of them), it is fighting to create jobs. The number most frequently touted is that the economy needs 8 to 12 million jobs a year, to keep unemployment and social tensions at bay. It is “clearly” producing very few jobs, and hence economic growth, and job creation, is the faultline in the Indian economy.

At the time of the national elections in May 2014, In-

4 / Corporate Citizen / June 1-15, 2018

dia’s macro-economy was in a shambles. CPI inflation was running at 9.4 per cent, and had averaged 7.8 per cent over the previous 10 years of UPA rule. The previous five years, 2009-2013, had witnessed an average inflation rate of 9.7 per cent per annum. GDP growth had also slowed down—from 7.7 per cent in UPA-I to 7.1 per cent in UPA-II. Not surprisingly, Modi’s election campaign centered around the macro-economic malaise and corruption. The campaign emphasised growth, lower inflation, employment generation and the promise of “achhe din”. Four years later, a legitimate question arises — how has the reality lived up to the promise (and expectations)?

Regarding the macro-economy, there is no question that the situation is considerably better today. In the last fiscal year (2017/18), CPI inflation is 6 percentage points (ppt) lower at 3.7 per cent; GDP growth is just 0.4 ppt lower at 6.7 per cent.

But what about jobs? Are we in a period of jobless growth, and if so, Modi’s popularity, and vote, is likely to be considerably dented. Going by reports in the media, this is exactly what the political opposition believes. They believe that jobless growth is a new Modi phenomenon. Is this the reality, or fake analysis?

I also believe that job growth is very important for votes, but am willing to take a historical perspective before passing judgement. However, there is a sense in

which Modi is held to a higher standard than other politicians—he must deliver job growth, because he promised to do so. This higher expectation is flattering (to Modi). But how many of you know that during India’s peak growth period, UPA-1 and 2, job growth was at a very slow rate of 0.6 per cent per annum—so labour productivity was at a China-beating pace of over 7 per cent an annum for seven years. That is not the reality— hence, the only reasonable conclusion is that the NSSO data is understating job creation, that is employment growth, during the UPA years. By how much, is a subject for research.

In order to properly assess what has happened to employment in 2017, we want to base our assessment on two separate age-groups—15-24 and 25-64. The reason for this separation is that when you have increased enrolment in education by the young (and especially young women who are catching up with, and exceeding, the enrolment of men), then the employment (and labour force) definition should include the fact that you are attending school or college.

We employ two sources of data—the recent provident fund (EPFO) data (as first popularised by Soumya Ghosh and Pulak Ghosh) for the age-group 15-24, and the CMIE employment data for the 25-64 age group (see table). The EPFO data refers to the net additions of employees in the formal, provident fund payment sector; however, not all net additions are new employment. But for the young, given the difficulty, and attraction, of a formal sector job, it is unlikely that the 18-21 group will have any job-hoppers. For the six-month period, September 2017-February 2018, total net additions in the 18-21 age-group was 1.1 million; in the 22-25 group (college graduates?) net additions were lower at 0.8 million.

Even after allowing a reasonable amount of job-hopping (20 per cent), the EPFO data suggests that in 2017, 3 million jobs were added in the 15-24 age group.

For the 25-64 age group, the CMIE data suggests that total employment creation in 2017 was a robust 12 million. Total job-creation in 2017, 15 million. While this estimate may not be the “truth”, it is unlikely to be far away from the truth. But as the FT quote suggests, beware of trolls.

The table also reports female labour-force participation (LFPRF) rates, an important ingredient in estimates of employment for India and selected countries in the world. This reveals that there are major problems with the CMIE data (and the problems are such as to bias the estimate of employment downwards). The CMIE data suggests that employment opportunities are so few in India that one half of the population, the women, have almost completely withdrawn from the labour market.

For the 15-64 age group, CMIE’s estimate of LFPRF is 12.5 per cent—only one out of every eight women are offering themselves for work. And that the LFPRF is the lowest in the world—and declining! In 2015, the lowest LFPRF in the world was Iran, 14.4 per cent; the next lowest, Saudi Arabia, at 21.4 per cent. NSSO data (for 2011/12) had India’s LFPRF at 27.2 per cent. But CMIE has India’s LFPRF, circa 2017, at 12.5 per cent.

If you believe that, I have some snake oil to sell. Employment survey questions are the easiest to get answers to. Age, sex, and whether I was working yesterday or not. Contrast that with over 200 questions (including how much salt you bought) routinely asked in NSSO questions. A respondent can forget, lie, get confused, when you ask her questions about her consumption or income. But how can we forget our sex, age, and whether we worked yesterday? We can’t, and we don’t.

The CMIE survey is also a large sample survey (more than 5,00,000 respondents), and the survey is done every month. How can such a low LFPRF be obtained?

The only manner in which such a large outsized anomaly can be obtained is via incorrect weights. (For the not so statistical, weights is the blow-up factor to go from the sample to the population.)

It appears likely that 15 million jobs were created in 2017, not much different from the Vajpayee average of five years. Between 1999-2004, 11 million jobs were created each year (weekly status definition of employment, closest to the daily status CMIE definition; the usual status definition gives an increase of more than 12 million a year). For reasons unknown, but fEMALE Lfprc (IN pRESENT) deserving investigation, the UPA-I and II era CMIE (2004 through 2011) 2016 2017 reveal an employment gain of less than 4 mil15-24 12.2 6.1 lion a year.

Any non-partisan 25-64 17.4 14.7 interpretation of the data would suggest that 15-64 in economic terms, the 16.0 12.5 Modi period 2014-2018 has delivered the best macro-economic performance ever in India—several economic reforms, steady GDP growth (and growth that can, and should, accelerate to an 8 per cent+ potential), low inflation (shoo! Don’t tell the MPC that!), and robust job-creation. But woman does not live by bread alone. While social tension in the form of riots has definitely declined post 2014, there has been a worrisome increase in “communal tensions”. Every political party in the world has its fringe—and the BJP has both a left fringe (with economic policies similar to the communists and the Congress left) and an ultra-nationalist and an ultra-religious “right” fringe—those who would kill a Muslim in the name of the cow. How to rein in the fringes is the biggest challenge for India, and PM Modi.

(The writer is a senior India analyst at Observatory Group, a New York-based macro policy advisory group, contributing editor, The Indian Express and part-time member of the PM’s Economic Advisory Council. Views are personal.)

(This article was originally published in The Indian Express) (http://indianexpress.com/article/opinion/columns/ robust-job-growth-not-fake-news-narendra-modi-economy-demonetisation-gst-inflation-5154381/)

Job Creation (in MN) Youth (15-24 Years) 2017 EPFO (18-21)

2.2a

EPFO (22-25)

1.6a

Our Estimateb (15-24)

3

Adutls (25-64), CMIE

12

All Population (15-24+25-64)

15

Total Employment (in MN) CMIE 2016

2017

15-24

53

46

25-64

335

347

FOR AGE>=15 LATEST IRAN(2015)

14.4

SAUDI ARABIA (2015)

21.4

INDIA, NSSO (2011)

27.2

June 1-15, 2018 / Corporate Citizen / 5

Contents Cover story

18

Dynamic Duo: 71

A love thus empowered Power couple, Padma Shri Lila Poonawalla and Firoz Poonawalla— ‘Mom’ and ‘Dad’ to the ever-growing girl scholars of Lila Poonawalla Foundation—talk on their philanthropic work and successful marriage

9 COLLYWOOD Chatpata Chatter from the Corporate World 14 WAX ELOQUENT Who said what and why 6 / Corporate Citizen / June 1-15, 2018

Volume 4 Issue No. 06 June 1-15, 2018 www.corporatecitizen.in

40

16 EXPERT VIEW On why individual vigilance is essential to prevent data’s rampant abuse 26 CII Manufacturing Excellence Conclave 2018 Panel discussion on how ZED can be a sustainable growth model for companies

14

30 Top Position Kunwer Sachdev, founder and MD, Su-Kam Power Systems, talks on his success, ambition and why an idea is bigger than a degree 36 INTERVIEW Col. N. S. Nyayapathi, Founder, Care India Medical Society (Pune), talks on their goal of providing cancer palliative care to the poor and underprivileged sections

30

40 THIRD EYE Maryland’s District 15 Delegate, Aruna Miller, talks on issues she cares about, if elected

46

42 ALUMNI SPOTLIGHT - 3 Entrepreneur and alumnus of IIMCalcutta, Puneet Gupta, credits his success to his alma mater 44 LOVED & MARRIED TOO Entrepreneur couple, Ruta Talwalkar and Gireesh Narasimhan, on their enduring relationship 46 CAMPUS PLACEMENT Yogesh Gumte on his campus placement experience and his new role

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36

44

48 HEALTH Numerous fitness benefits of playing chess 50 SURVEY ‘Leadership in the Age of AI’

50 June 1-15, 2018 / Corporate Citizen / 7

contents

56 Editor-In-Chief Dr (Col.) A. Balasubramanian Consulting Editor Vinita Deshmukh vinita.corporatecitizen@gmail.com Assistant Editor & Senior Business Writer Rajesh Rao rajeshrao.rao@gmail.com

58

survey, to understand the effects of Artificial Intelligence on businesses and upskilling employees 54 BOLLYWOOD BIZ A look at India’s most accomplished women directors 56 PEARLS OF WISDOM Tips to clear your mind of negative thoughts and be positive 57 MOBILE APPS Best apps to find a suitable rental property or shared accommodation

Senior Sub-Editor Neeraj Varty neeraj.varty07@gmail.com Writers Delhi Bureau Pradeep Mathur mathurpradeep1@gmail.com/ Sharmila Chand chand.sharmila@gmail.com Bengaluru Bureau Sangeeta Ghosh Dastidar sangeetagd2010@gmail.com

54

58 UNSUNG HEROES - 4 American on a mission to India 66 THE LAST WORD What is vital for Indian philanthropy

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 / June 1-15, 2018

Pune Bureau Joe Williams / Kalyani Sardesai / Namrata Gulati Sapra Marketing Manager Delhi: Mohamed Rizwan riz.mohamed@hotmail.com Manager-Circulation circulations@corporatecitizen.in West : Jaywant Patil, +91 9923202560 North : Hemant Gupta, +91 9582210930 South : Asaithambi G, +91 9941555389 Creative Direction Sumeet Gupta, www.thepurplestroke.com Graphic Designer Shantanu Relekar On Cover Page Lila & Firoz Poonawalla Cover Page Pic By Yusuf Khan 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.)

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collywood

People in the news

Moorthy to head Infosys’ US talent acquisition Srikantan Moorthy aka Tan, the former global head of HR at Infosys, is moving back to the function after three years, as he is shifting his base to the US as head of talent acquisition. Infosys plans to beef up its hiring in the US and Tan has been entrusted with this responsibility. In 2015, Tan had moved out of human resources as executive vice-president and global services head - application development & maintenance, independent validations & business intelligence. Tan has a vast experience of over 27 years, out of which 18 were with Infosys in various capacities. He has served as the global HR head at Infosys between 2013 and 2015. He was also senior vice-president and head of education & research (E&R) at Infosys, where his primary responsibility was talent development through competency building. Over 15,000 fresh engineers go through this programme every year. The certification programme of E&R is aimed at renewal of competencies of experienced professionals in the organisation. He was also head of education at Info-

Ghosh, deputy chairman of CII (ER)

sys BPO. Tan has worked with Inventa Corporation before Infosys, where he joined as a principal software engineer in 1991, after obtaining a bachelor’s degree in electronics engineering from Bangalore University. He worked with Inventa for nine years and was based out of the US.

Khuntia takes charge as IRDAI chairman Subhash Chandra Khuntia takes over as the new chairman of the Insurance Regulatory and Development Authority of India (IRDAI).

The Appointments Committee of Cabinet (ACC) approved him to the post of chairperson of the insurance regulator for a period of three years. The 1981-batch IAS officer of the Karnataka cadre, Khuntia, who served as the Chief Secretary to the state government, takes charge after the retirement of T. S. Vijayan. The Chairperson, IRDAI is entitled to a consolidated salary of `4.5 lakh per month, without facility of house and car. A native of Jagatsinghpur, Odisha, Khuntia was among the eight persons who were shortlisted for the post, including the heads of public sector insurance companies and members of the insurance regulator.

The founder, Managing Director & CEO of Bandhan Bank Limited, Chandra Sekhar Ghosh, took over as the Deputy Chairman of CII Eastern Region (ER) for the year 2018-19. This was announced at the CII Eastern Regional Council Meeting held recently. Ghosh has chaired CII Economic Affairs, Finance & Taxation Committee, sits on several committees, including the Managing Committee of the Indian Banks’ Association (IBA), MSME Sector Committee, Government of West Bengal, UK-India Financial Partnership (UIFP) Committee, among others.

He was elected Senior Ashoka Fellow in 2007 by the Ashoka Foundation (social entrepreneurship award) and is the recipient of the Forbes India Leadership Award in the category ‘Entrepreneur with Social Impact’ besides the Microfinance India Award in the category ‘Lifetime contribution to the sector by an individual’. He has also received ‘Entrepreneur of the Year’ award in the Financial Services category by Ernst & Young.

June 1-15, 2018 / Corporate Citizen / 9

collywood ANB Capital and ANAROCK merge Walmart’s entry, Flipkart CEO’s exit All is not well for the partnership of Flipkart co-founders Sachin Bansal and Binny Bansal as the former (Sachin Bansal) quit the company board as Walmart, the world’s largest retail chain, enters into a deal to pick up a majority stake in India’s most valued internet company. It is given to understand that Sachin Bansal will sell his entire 5.5% stake in the company he co-founded to Walmart, as he departs from the country’s most valuable internet firm, three people close to the matter said.

Sachin and Binny, a batch apart in IIT-Delhi, became friends as colleagues in Amazon before starting Flipkart in Bengaluru as an online bookstore back in 2007 before going on to become the country’s pre-eminent e-commerce company. Flipkart was set up in an apartment at Bengaluru.

Till 2016, Sachin was the CEO of the company until Binny Bansal took over the charge from being the former COO of the logistic function. Sachin was later on elevated as the executive chairman in January 2016. Walmart is said to be keen on retaining only one of the two founders. Sachin exits while Binny stays with Walmart while it is holding on to Kalyan Krishnamurthy, the web retailer’s present CEO.

Anuj Puri, Chairman, ANAROCK Property Consultants and Shobhit Agarwal, MD & CEO, ANB Capital Advisors announced the formal merger of ANB Capital with the ANAROCK Group to create ANAROCK Capital, which Shobhit Agarwal will head as MD & CEO. The ANAROCK Group’s residential services division has already defined itself as India’s leading, fastest-growing and most disruptive consultancy in the industry. With the addition of the capital markets vertical, ANAROCK takes a major step forward towards its ambitious expansion plans, according to a release issued after the merger. “The Indian real estate market is in its next evolutionary stage, and perfectly primed for ANAROCK Capital,” said Anuj Puri. “The firm will fill the massive real estate investment banking advisory gap that exists in a market completely redefined by RERA in terms of how the market operates and who will operate it going forward. Among several other functions, ANAROCK Capital will advise on big-ticket funding, acquisition and consolidation mandates.

Shobhit’s vast experience and deep-rooted industry relationships will come into play with immediate effect. I take particular pride in announcing the

second merger of equals in my professional life—and more are to follow.” Shobhit Agarwal has been a prominent dealmaker in the Indian real estate capital market for over two decades and looks forward to taking the massive stakes involved to the (L-R) Shobhit next level. “Our capital markets Agarwal and Anuj Puri team consists of well-honed industry experts who are adept at handling multimillion-dollar capital mandates,” says Agarwal, who has already traded capital in excess of US$ 10 billion in his previous assignments. “Leveraging the ANAROCK Group’s tremendous market penetration and superb operational infrastructure with ten operational offices in India and one in Dubai, ANAROCK Capital will lead the real estate investment banking business from the front. There is over US$ 150 billion of capital to be traded in the Indian real estate over the next five years —and with our collective expertise, existing exposure and resources, we are perfectly poised to capture a major share of it,” he said.

Suresh Chitturi, chairperson of 3GPP The Director for Standards at the Samsung Research Institute in Bengaluru, Suresh Chitturi, was elected as new Chairman of the 3rd Generation Partnership Project (3GPP) Service and System Aspect 6 (SA6) Working Group by acclamation in Sophia Antipolis, France.

The 3GPP is a collaborative project aimed at developing global standards for acceptable specifications of telecommunication networks. The project comprises of three Technical Specification Groups (TSGs), under which 16 Working Groups oversee specifications for each sector. He will lead the SA6 working group for two years. The SA6 is a key working group responsible for the development of application layer standards. Since its inception in 2014, SA6 has played a significant role in the development of Mission Critical Applications Standards across Long-Term Evolution (LTE), a global standard widely adopted by public

10 / Corporate Citizen / June 1-15, 2018

safety agencies and other critical communication industry verticals. The Standards enable the use of push-to-talk voice, video and data communications for public protection and disaster relief (PPDR) operations over broadband networks.

“Providing leadership to 3GPP SA6 Working Group, especially in this era of new mobile communications, is a unique opportunity. We at Samsung value the importance of the activity of 3GPP and SA6 in creating a robust platform for future 5G services, leading up to the era of 5G commercialisation,” said Chitturi.

IHCL appoints Deepika as MD, CEO

Deepika Rao has been appointed as the Managing Director and Chief Executive Officer of Roots Corporation, a subsidiary of the Indian Hotels Company (IHCL), a leading hospitality company in South Asia, that owns and manages the Ginger brand of hotels.

“Further to our commitment to recognising talent from within the organisation and bringing in gender balance, we are delighted to welcome Deepika on board as the first woman to lead an IHCL company. We believe Deepika is best suited to take brand Ginger to the next level,” said Puneet Chhatwal, Managing Director and CEO, IHCL and Chairman of Roots Corporation. Commenting on the move Deepika said, “I am privileged to have been given this opportunity to work with a dynamic brand like Ginger. I look forward to working with the team in achieving its growth objectives and continuing to add value to all our stakeholders.” A Tata Administrative Services (TAS) leadership programme holder, Deepika started her career with Tata Motors in 2000. She has had several stints across functions in

various Tata Group companies for the last 18 years. She will move to her current role from her previous position as Vice President, Asset Management at IHCL, where she was responsible for leading solutions for margin enhancement at the company.

She has also served as interim CEO for Roots Corporation Ltd. in 2015 for a short period.

During her professional journey, Deepika has been instrumental in leading significant initiatives in different companies.

PG for employees

Tata Motors and Symbiosis International (Deemed University) have launched a two-year management programme for its employees and the first batch of managers from various functions will undergo this comprehensive general management programme covering operations, finance, people management, supply chain and marketing among other subjects. This will enhance managerial skills at multiple levels in the organisation. Tata Motors partnership with Symbiosis will help provide avenues for collaborative research, content development and knowledge exchange between industry and academia.

Aligned with the company’s strategic objective, the programme aims to develop talent and nurture the managerial skills of budding engineers and other professionals at Tata Motors. This programme comprises four semesters spread over a period of 24 months, where the programme pedagogy involves concepts learnt in the classroom and applied on a real-time project in diverse functional areas, across Tata Motors. Apart from honing their capabilities, this programme will go a long way

in addressing the aspirations of these engineers to complete management education from a top-ranked institution. “Today, the business landscape has become very dynamic and there is an increasing influence of disruptive technologies and social media in shaping our lives. Hence, it is important for us to prepare a future-ready workforce that is world-class, strategic yet adaptive, has razor-sharp business sense and the innovativeness to lead the vibrant ecosystem in the marketplace,” said Gajendra Chandel, chief human resources officer, Tata Motors. He went on to add, “This partnership with Symbiosis International is a win-win opportunity that will help us push the boundaries of learning for our managers and help create a repository of case studies and related teaching capabilities. The combined force of industry and academia working together is a powerful engine for innovation and value creation, leading to higher economic growth. We are simultaneously gearing up to roll out more such collaborative tie-ups with academia to develop industry-ready resources.”

June 1-15, 2018 / Corporate Citizen / 11

collywood Vaishali Verma elevated to CEO Initiative Media, the media agency owned by IPG Mediabrands has elevated Vaishali Verma to chief executive officer. Vaishali who has been with the Group for over a decade will oversee the India operations and report to Shashi Sinha, chief executive, IPG Mediabrands India. She has been associated with them serving as Initiative Media’s chief operating officer since 2014. In the previous role, she was overseeing the agency’s entire business in southern India with accounts like Amazon Seller Service, MRF Tyres and innerwear brand, Jockey, leading a team of over 100 people. Reacting to the move, Sinha in a statement stated, “What makes this truly special is that Vaishali is an insider and has grown from strength to strength in the Group. I am hugely proud to have such superlative talent from within steering the ship. She embodies IPG’s culture and values and is an inspiring leader. I couldn’t have found a better person to lead Initiative Media.” With loads of experience in the area of media, advertising and marketing, Verma has been a strong force in helping brands connect better with consumers. A MICA alumnus, she started her career in ad-

Xiaomi to make Indian honcho, a crorepati

vertising as a media planner with Mudra Communications in 1995, charting the media strategies of companies like McDonald’s, Samsung and Nestlé before joining Universal McCann. Verma joined IPG Mediabrands-owned agency Lodestar UM in 2006, working on a wide variety of clients like General Motors, Reckitt Benckiser, Gillette, Madura Garments and Wipro Consumer Care, among others. Initiative Media is a 250-people-strong agency with offices in seven cities across India. Its major clients include consumer goods firm Reckitt Benckiser, e-commerce platform Amazon, ketchup brand Heinz, Bajaj Auto, smartphone maker Gionee, Samsonite-owned luggage brand American Tourister, and packaged food brand Too Yumm, among others.

Delhi’s Red Fort finds sponsor Over six centrally-protected monuments in the capital have found corporate sponsors as the Union Ministry of Tourism’s ‘adopt a monument’ began making rounds. The latest in that list is Red Fort, which has been ‘adopted’ by Dalmia Bharat Ltd. The idea is to look after operations at the fort and maintain this UNESCO world heritage site for the next five years. The ‘Adopt a Heritage’ scheme was launched by the President on World Tourism Day on September 27, 2017. Under it, private and public-sector companies and corporate individuals were invited to adopt heritage sites and to take up responsibility for making them more accessible while also promoting sustainable tourism through conservation and development as their ‘corporate social responsibility’. The basic and advanced amenities of the tourist destinations would be provided by them. They would also look after the 12 / Corporate Citizen / June 1-15, 2018

operations and the maintenance of the amenities.

Other Delhi monuments that have been adopted are Purana Qila (by NBCC), Jantar Mantar (SBI Foundation), Qutub Minar (Yatra.com, an online travel portal), Safdarjung Tomb (Travel Corporation of India) and Agrasen Ki Baoli (Special Holidays Travel Pvt Ltd and Rotary Club of Delhi). An MoU signed between the tourism ministry and Dalmia Bharat says the company would be able to construct, landscape, illuminate and maintain activities related to the provision and development of tourist amenities at Red Fort. This includes various basic and advanced amenities such as public conveniences, clean drinking water, cleanliness of the monument, accessibility for all, signage, cloakroom facilities, illumination and night viewing, surveillance system, tourist facilitation-cum-interpretation centres, among others.

In what could be termed as the biggest initial public offering (IPO) globally, Xiaomi Corp India’s managing director and global vice-president Manu Kumar Jain is to benefit substantially when the $18-billion Chinese smartphone maker lists shares in Hong Kong over the next few months. Jain, 37, is the only foreigner among the 10 employees on board and senior management team who has shares allotted under the employee stock ownership plan (ESOP), as per the draft prospectus filed recently.

It said Jain has 2.3 million shares, making him its third-highest ESOP holder globally. He was allotted the shares in five tranches starting June 2014 when the brand entered India, with the last two awarded in January and February this year, as per the filing. ESOP holders are led by Xiaomi Corp CFO Chew Shou Zi and Wang Chuan, senior vice president of the TV business, with 5 million shares each. Jain didn’t respond to queries. Jain is credited with building the company’s smartphone business in India and making it market leader in the last quarter, overtaking South Korean giant Samsung. His gross salary was `65 lakh in FY17 as per the Registrar of Companies filings.

Compiled by Joe Williams joe78662@gmail.com

Department of Information & Public Relations Government of Sikkim

Sikkim - an ethereal beauty R.O. No. : 12/IPR/Pub/Dis/18-19

Dated: 30.4.2018

wax eloquent

Embracing a Vision

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

Flipkart-Walmart deal

Season of acquisition

“The Walmart’s Flipkart acquisition proves the confidence and the strength of the consumer market which is what we have also been constantly emphasising on. I think the next five years are going to be incredibly exciting as far as the consumer is concerned.”

“This is 1 lakh crore+, all-cash deal! I call it, perfect answer to those who were dismissive of Indian startups in an openfor-all market. What an incredible outcome for every believer of Flipkart. This is the perfect example of perseverance, aggression and relentless hard work.”

Vijay Shekhar Sharma, founder, Paytm Courtesy: https://www.businesstoday.in

Kulin Lalbhai, executive

director, Arvind Ltd Courtesy: Mint

Have to take people to think long-term “People are still used to investment in bank deposits, gold or even simple cash. I think we have to take people to think long term (5 years and over). While investing in the long run, people have got lot of money in the business.”

Hemendra Kothari,

Chairman, DSP BlackRock Investment Managers Courtesy: http://indianexpress.com

The question isn’t “if” anymore

Missionary entrepreneur

“All the startups that are running, people should be very proud of what they’ve achieved.

I consider myself as a missionary entrepreneur as well, even though I’m stuck at one company.”

“Cloud has become the “new normal” as companies of every size are now deploying new applications to the cloud by default, and looking to migrate as many of their existing applications, as quickly as possible. For enterprises, the question isn’t “if ” anymore; it’s really just “How fast can we move?” and, “What are we going to move first?”

Bikram Bedi, head of India region, Amazon Internet Services Courtesy: https://www.financialexpress.com

Digital is the power of self-belief

Amit Agarwal,

“There may be different technology solutions but that is the easier part. The challenge is about thinking differently and embracing a vision that can make countries, companies or organisations successful. Digital is the power of self-belief—of reimagining and reigniting possibilities.”

Courtesy: https://www.livemint.com

Courtesy: Mint

country head, Amazon India

14 / Corporate Citizen / June 1-15, 2018

Prabir Jha, global chief people officer, Cipla

What weighs more in defining a successful person?

“Smart work is what one looks at when defining a successful person. A lucky person is often defined as a lucky person more than a successful one.”

Rajan R. Navani,

MD & CEO, Jetline Group of Companies, India & USA

Courtesy: http://bwpeople.businessworld.in

I want to build a legacy

Change is metaphorical

“I want to build a legacy. We also want to look at scaling much higher, and we’re looking at many avenues to do so. We are now in a digital era, and I’d want to be more ‘digitally’ present rather than ‘physically’ present.”

“Change in fashion is metaphorical because we are also trying a lot to revive from history.

In fashion, change is a constant thing we all struggle with it because you are as good as your last show. So change is the biggest struggle but it is part of the game.”

Rubeina Karachiwalla,

founder of India’s first organic makeup brand ‘Ruby’s Organics’ Courtesy: http://www.youthincmag.com/ in-conversation-with-rubeina-karachiwalla

Message to smaller startups “I do not believe that the interest Amazon and Walmart—both strategic investors with an ostensibly long-term view of India— are showing in the e-commerce space in India is the result of irrational exuberance. This sends the message to smaller startups that there are potential investors—e.g., strategic investors, sovereign wealth funds—who will back entrepreneurs that are building businesses painfully, slowly and successfully.”

Rina Dhaka, fashion designer Courtesy: http://www.thehindu.com

Reshmi Khurana, managing director and head of South Asia, Kroll (a corporate investigations and risk-consulting firm) Courtesy: https://www.livemint.com

Retaining millennial talent “Hiring millennials isn’t the hard part, retaining them is.

Organisations that want to retain talent are going to have to think about how to keep them engaged and connected to a purpose. Millennials are digital natives who are not only extremely experienced and comfortable with all aspects of technology, but they also use it in just about every area of their working and personal lives.”

Shailesh Singla, sales director, HCM, Oracle India Courtesy: http://bwpeople.businessworld.in

Finding new talent

“Everyone is talented and creative but having the right technical knowledge combined with talent is what makes one excellent in what they do.

With today’s fashion infrastructure there is work for everybody in the industry; one only needs to know their expertise and get into that field.”

Neeta Lulla, fashion designer Courtesy: https://www.deccanherald.com

Hindi cinema has only one religion and that’s money “Hindi cinema has only one religion and that’s money.

Whatever is the best way of making money, they would go for that irrespective of the person’s faith. However, you can’t deny that the film industry has talked about progressive ideas.”

Naseeruddin Shah, actor Courtesy: http://indianexpress.com

GST is a great enabler “GST has been a great enabler. More than a tax reform, it is a technology play. Not only does it bring the informal sector into the mainstream economy, it also entails a technological shift.”

Deb Deep Sengupta, MD, SAP (India) Courtesy: https://www.fortuneindia.com

India is just real

“I’m a white girl born of hippie parents in Glenwood Springs, Colorado, and then raised in Michigan, right? I shouldn’t really have this pulse for India, but I do. I love the chaos and vibrancy.

Every time I come, I’m introduced to something new. It’s just real.”

Brook Eddy,

founder, Bhakti Chai

Courtesy: https://www.inc.com

Compiled by Rajesh Rao rajeshrao.rao@gmail.com June 1-15, 2018 / Corporate Citizen / 15

Expert View

Guard your Data Gold mine!

by S K Jha

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

Data theft and misuse are becoming serious threats to individuals, organisations and even nations, bringing turmoil in people’s and nations’ lives and fortunes. While it is imperative that data is protected from misuse by data-gathering organisations and through foolproof laws, individual vigilance is also essential to prevent its rampant abuse

T

here is turmoil in the political system of the world’s oldest democracy, and the echo of the same is heard in the world’s largest democracy. The Brexit referendum in UK also looks dubious. Things are happening because of the alleged dubious role of a British company, namely Cambridge Analytica (CA) whose holding company is US-based. The allegation is that personal data of 80 million American subscribers of Facebook was inappropriately used by CA to influence the US Presidential election in 2016. It is alleged that a similar attempt was also made by CA during the Brexit referendum. It has also been alleged that Facebook allowed a professor in London to study its data for research purposes but the professor illegally transferred the data to CA. The CA, in turn, used the study of behavioural pattern of the subscribers and their friends on Facebook to influence the voters by designed publicity. CA used data illegally to achieve its nefarious objective. As per the sting operation of the CEO of this company, it appears that the company went to the level of bribing and prostitution.

Rumblings in India

There are also rumblings in India as it has been alleged that this company was used by some political parties to influence voters. This company was established in 2013 and it became fully operational in 2015. Investigation is being carried out in the US and there was also a search action against the company in London by an authorised agency of the British government. The Indian government has also raised serious questions about its role in our country and is seeking an early reply.

The London-based professor Mr Kogan is a psychology professor and he analysed the behavioural pattern of data users and their friends.

This could have been a good research in the field of social media. However, this creditable research was transferred to CA whose nature of activity has been political liaising and influencing the elections of various countries. Countries other than US which were allegedly influenced thus are Brazil, South Korea and India. Social media messaging was created for groups having identical views of the company to win elections 16 / Corporate Citizen / June 1-15, 2018

for client political parties. These messages were circulated by the groups among friends and also in other groups so as to create a wrong impression against opposite parties and to create a positive picture about the client parties of the company. It is alleged that President Donald Trump benefitted from such effort. The actual situation will be known to the world only after the inquiry is completed.

Facebook has accepted that its data has been misused for political purposes and has virtually apologised for the same by publishing full-page advertisements in leading newspapers of USA and Britain. The founder of Facebook, Mark

Zuckerberg, has personally admitted the lapse and apologised before the US Congress. The market capitalisation of Facebook has dived because of this.

The very essence of democracy is participation of voters with an unbiased mind, without any fear or favour. Democracy will fail if the minds of the electorate are poisoned with fake news cleverly created by social media or even mainstream media. Facebook is the biggest social media platform and so it has more responsibility to protect its data from ulterior use. Data these days is more precious than gold and it has to be kept safely.

Misuse of data can play havoc in several fields

like politics, economics and even in personal areas when it is used for defaming people.

The rise of social media has been meteoric in a short time, but the safeguards for the protection of data have not kept pace with it. There are always dangers of hacking along with the utter misuse of data, as CA has done. We have cyber laws in our country but they are not foolproof. Several countries have developed expertise in hacking the data of premier organisations and government departments of other countries, with ulterior motives. Today, Facebook is such that anybody can know about us, our tastes and also about our

will find that the real problem lies in the business model of our social media companies. They provide services to their customers free or at a nominal cost while they have to generate enough revenue to meet their cost and earn some profit too. Advertisements become the main source of their revenue and sometimes greed makes them sell their data and then this data may fall into the wrong hands. Data is also sometimes sold to companies for their marketing. For example, a sports company comes to know who are sportspersons in the society and similarly a pharmaceutical company comes to know as to who are sick and the nature of their sickness. Then, such companies design their advertisements accordingly.

Thus data remains unprotected and they keep on flowing from one hand to another.

In the Indian political system, misuse of data can be a serious threat as the same can reveal the caste, religion and language of the data owners and this can be used selfishly by political parties and their agents for influencing the elections.

Right to Privacy has been declared a Fundamental Right by the honourable Supreme Court and

The very essence of democracy is participation of voters with an unbiased mind, without any fear or favour. Democracy will fail if the minds of the electorate are poisoned with fake news cleverly created by social media or even mainstream media

friends. Our private life has become an open book now. Can we trust the evil eyes that can unduly know more about us? We have to think twice before posting news and views about ourselves.

It is not that everything is bad about social media. We can make a wider group of friends. We know more about many things concerning our life, our hobbies, and even about the world. Our viewpoint widens. It is the evil design of some which discredits social media. There can be the best of both worlds if misuse of data is stopped.

Facebook has promised that it will now be extra vigilant and that such misuse of data, as done by CA, will not happen in the future.

If we look into the problem holistically, we

in such a situation, violation of the same is not justified. The government has to legislate strict laws to stop violation of our privacy rights. The entities and social media groups which are the custodians of our personal data should be awarded harsh punishment for any lapse on their part.

Such lapse is possible even in the case of our Aadhar Card data and hence strict safeguards have to be made to protect them. The matter of Aadhar card is sub judice before the Supreme Court and all pros and cons are being considered by the honourable court. In the digital world which is the emerging future now, data has to be generated as it will serve as tools for running any organisation or country. Hence we cannot shy away from data collection but efforts should be made that it is not hacked or go into the wrong hands.

Cash, jewellery and other valuables can be kept in bank lockers for their safety but how do

we keep our data safe? Data remains with the organisations in their software and hardware. They have to be properly encrypted with safety devices and honest employees of the organisations should be made custodians for maintenance of the same. Secret codes should be changed frequently. Political parties misusing the data for illegally winning the elections should be punished by the Election Commission.

USA and Britain should lead by setting examples as far as Facebook and CA are concerned.

They should award them appropriate punishment for negligence in the case of the former and criminal activity in the case of the latter. The world will watch and that will set the tone the world over. In addition, particularly in the context of our country, our people should be taught as how to use apps, Facebook-like platforms and even smartphones so as to keep their data secret so that nobody can use the data without their explicit and categorical consent.

Many of us use these platforms and services but we are ignorant about the safety measures, the ignorance of which can hurt our personal interest. We do not read the fine print in the apps and in the devices. Professor Kogan used an app about a quiz to steal our data which was on Facebook. We ourselves constitute both the cause and effect of misuse of our personal information. If we want our privacy to remain secure, we need to be extra vigilant. The rule of the law will work but as prevention is better than cure, we have to be cautious and selective. We should also decide not to propagate unverified messages as it may lead to misinformation and chaos in our society and the country.

Napoleon Bonaparte said, “Four hostile newspapers are to be feared more than a thousand bayonets.” We should go for unbiased and credible news published in respectable newspapers and not follow distorted information campaigns based on data theft with an ulterior objective. ‘It is better to be uninformed than misinformed,’ as Mark Twain once said.

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tadka

Aham Bramhos India is world’s biggest arms importer spending billions every year. But things might change soon says Defence Minister Nirmala Sitharaman, “Several countries are keen to buy Indian missiles too. We also want to sell them to friendly nations.” Other countries are also showing a keen interest in indigenous Tejas light combat aircraft.

The government is keen that its defence attaches should now market weapons aggressively, made under Make in India programme.

June 1-15, 2018 / Corporate Citizen / 17

CoverCover StoryStory Dynamic Duo: 71 Lila and Firoz Poonawalla

the

Poonawallas:

A love thus empowered

Over 8,000 girls have so far benefited by the Lila Poonawalla Foundation, a trust formed by power couple Lila and Firoz Poonawalla that offers scholarships to deserving girls from disadvantaged backgrounds to pursue higher education. Successful professionals and entrepreneurs respectively, she blazing the trail for women engineers, moving up to MD and CEO at Alfa Laval and Tetra Pak, and honoured with a Padma Shri; he, a successful professional, entrepreneur and award-winning horticulturist, what underpins their parallel successes and successful marriage is their selfless goal to empower others and each other...

By Vinita Deshmukh & Kalyani Sardesai

There are power couples, couples who are powerful individuals, and then there are the Poonawallas, a couple who staunchly believe that true power lies in the empowerment of others. As if their own individual achievements weren't formidable enough, the duo have gone on to build a world-class educational trust, the Lila Poonawalla Foundation that is focused on supporting deserving and academically outstanding girls from underprivileged backgrounds through scholarships to pursue higher, professional education. The scholarships are given to those in the Pune district, Amravati and Wardha. Over the last 20 years, the Foundation has granted scholarships to over 8,000 girls. Initially focused on post-graduation, the Foundation has recently expanded its base to include bright school girls as well.

At the centre of this diverse and hectic activity are two people—Lila and Firoz— a couple who are partners and compatriots in life, work and vision. A couple who have overcome societal opposition, cultural differences and an assortment of stresses to emerge stronger with each passing decade. What makes their story stand out is that in a world that loves to merely talk empowerment, the Poonawallas have walked the talk in deed.

While Padma Shri awardee Lila blazed the trail for Indian women engineers in her rise (and rise) in the corporate world, going on to become one of the first woman CEOs in India, both at Alfa Laval and Tetra Pak, right up to her retire-

18 / Corporate Citizen / June 1-15, 2018

Pics: Yusuf Khan

“The Lila of yesteryear was a far cry from the person she is today. In fact, she was always crying (smiles). She was very shy and very worried as to how the marriage would be accepted. In fact, whenever I broached the subject of marriage she would start crying. She was sure that the marriage would not be accepted by her Sindhi family”—Firoz Poonawalla June 1-15, 2018 / Corporate Citizen / 19

Cover Story So how do such outstanding, dynamic and driven individuals pull on as a marital unit? Beautifully and gracefully, and largely sans the trope of one-upmanship, envy and score keeping—would be the answer, if you cared to watch, or at least listen. A win-win blend of a modern outlook and old-fashioned romance.

What’s more, they have grown together in every way: from the time Firoz spotted the young school girl Lila riding a bicycle to Alka Talkies and fell head over heels in love with her prettiness— to staunchly weathering the storm of societal disapproval over a Hindu-Muslim matrimonial match—to Lila’s rise as Alfa Laval’s MD to his furniture factory and horticulture business, and subsequently, the Lila Poonawalla Foundation, which has them playing ‘mom’ and ‘dad’ to every single girl who passes through their corridors.

It sure has been a charmed life, and a hectic, fulfilling one at that.

This is their story and this is how they tell it.

Firoz, everyone knows all about Lila’s many-splendoured achievements in both the corporate and educational world. Our first question to you is simple enough: how do you handle such a strong woman?

“We have never argued about money. If both of you are earning, and lead a reasonable standard of life, it really isn’t important how your spouse chooses to spend that money, or if he/she decides to give some to his or her family. Keep each other informed, that’s about all” —Lila Poonawalla ment in 2001, she wasn’t content with what was arguably a big enough bouquet of achievements. With her retirement money, she started the Lila Poonawalla Foundation with the unstinting support of Firoz.

On his part, his achievements are no less: he has been a corporate professional, entrepreneur and outstanding agriculturist with his very own export-oriented horticultural unit. For this, he has been awarded the Indira Gandhi Priyadarshini Award for outstanding services and achievement in Agriculture, Pune’s Pride Award for Excellence in the corporate world and Rashtriya Sanman Award, amongst other decorations.

20 / Corporate Citizen / June 1-15, 2018

Firoz Poonawalla: Well, the Lila of yesteryear was a far cry from the person she is today. In fact, she was always crying (smiles). She had joined as my apprentice in Ruston & Hornsby where I was Deputy Chief Inspector. Love blossomed. But she was very shy and very worried as to how the marriage would be accepted. In fact, whenever I broached the subject of marriage she would start crying, and I would get the impression that she wasn’t interested. It was not like that. She was sure that the marriage would not be accepted by her Sindhi family. I, on the other hand, was confident that the marriage would take place and that we would live separately and have our own lives. Eventually, we did get married in court. Even after that, she was afraid of telling her family. She told me to tell her mother. When I did, her mother threw all her clothes together in a potla and handed the same over to me, urging me to leave before her sons came home.

But the clothes came in handy, we had left for a regular day at work and instead gotten married—so she did not have her belongings with her (laughs). Soon after, I went up to her brother Mohan and told him that I was no longer merely his friend, but also his brother-in-law. (He may well have been aware of our relationship, but he pretended not to know.)

In reply, he said not a word and instead, picked up a knife and started playing with it. I was not scared; I knew he would not harm me. Eventually he spoke; he told me, “You are now father, mother and everything else to Lila. I wish you all the best, but we have nothing to do with you people henceforth.” Through all of this, what I am trying to impress upon is that she was a shy and frightened girl, whose experiences helped her grow into her present personality. She had to leave the job at Ruston & Hornsby as the rules did not permit husband and wife to be working together. Since I was the one drawing a better salary, it made financial sense to sacrifice hers.

Soon she joined Vulcan Laval that went on to become Alfa Laval.

There, she rose quickly through the ranks thanks to her intelligence and efficiency. But then again, when she was offered the position of MD, she was nervous and reluctant to take it up. Her argument was that there were many more people senior to her; how could she take up the position? Once again, it took me much pampering and convincing her to take up the offer; it was something great that God had given her, and if she gave up this opportunity, it would never return. Finally, she did leave for the breakfast meeting at the Taj Hotel, Mumbai, where she was to confirm her approval.

Lila, what is it about Firoz that despite being such a shy person in your initial years, you managed to summon up the courage to marry him despite the opposition? What do you admire most in him?

Lila: His independence and his confidence. If you asked him for help, and he didn’t have the answer, he would say: I’ll get back to you. He would never push you out. These were wonderful qualities and I suppose, I just fell in love.

What about you Firoz?

The beautiful Lila Poonawalla Foundation office where love of the Lila girls spills all over

“I have not just talked empowerment, I have been an example of a man who has encouraged his wife towards greater heights, even having chosen to walk behind her... till today, I open the car door for her. The little things do count” —Firoz Poonawalla

Firoz: I loved her from the moment I saw her —a beautiful, young girl riding a bicycle to Alka Talkies. I followed her and became friends with her brothers. From the beginning, the family was very warm and welcoming to me—especially her brother Mohan and his wife who would take us along on dinners and drives. One day, even as Lila and her mother were going to a temple, I decided to accompany them. At the temple, her mother asked the Maharaj as to when and how Lila would get married. She was an old-fashioned, traditional woman, all the while worried about putting together a dowry for Lila.

The Maharaj told her that her future son-in-law was right there, that he would simply take away her daughter and that she would not have to pay any dowry. (laughs). And that is just what happened.

Given the backdrop of a world where marriages are all about calculations, account keeping and fragile egos, what, according to you, is the foundation of a strong and productive marriage?

Lila: For sure, trust is the first and foremost thing that comes to mind. As a corporate professional, I would be travelling for weeks on end; yet he was absolutely confident that I would be OK. Secondly, we have never argued about money. If both of you are earning, and lead a reasonable standard of life, it really isn’t important how your spouse chooses to spend that money, or if he/she decides to give some to his or her family.

Keep each other informed, that's about all. Thirdly, it’s crucial to accept his family as your own. If you don’t do that it will never work. It’s also a good thing to let little things slide and not make an issue of everything.

“Why did you do this... why did you do that?” Luckily, there have never been too many ‘whys’ in our life.

Firoz: As I mentioned before, the transformation in Lila happened as she grew into her professional role. Her rise was swift and remarkable—from

manager to deputy general manager to general manager to vice president. I knew I would not be able to keep up—and I did not wish to get into the comparison game either. So I quit my job and set up a furniture factory.

Firoz, tell us about how you supported her through various roles.

Firoz: One had to contend with societal prejudices plenty of times.

Whenever she was travelling, and I would be having a meal with my mother-in-law, she would chide me with: Where is your wife? What sort of a man are you that you can’t control her? and so on. Similarly, when Lila had to do business with the Arabs in UAE, I joined her at my own expense, as I knew a male presence by her side would facilitate smooth operations. The Arabs did not do business with women; it was unheard of.

Lila: We also had to face a lot of cultural hardwiring. People just could not wrap their heads around the concept of a female CEO. For instance, there was the time he had accompanied me on a work trip to Germany.

A designated car picked us up; when we reached our destination, the driver looked at me very pointedly and said, “Sightseeing” and to Firoz, he said, “Office.”

June 1-15, 2018 / Corporate Citizen / 21

Cover Story It took some time and effort to convince him that it was actually the other way around (laughs).

So where does this leave the famous male ego?

Firoz: Well, the credit of minimising it and inculcating respect for women goes to my parents. I just don’t understand this terrible mentality of belittling the women in your life, or beating and hammering them. What sort of animals are these! Without women, there would be no world, let’s not forget that!

Every child learns about respect at home. I don't remember a single instance of my father raising his voice at my mother or scolding her. Similarly, my sister was brought up with love and care; dad did not object to her sitting on his chest as a little girl either. I grew up kissing my mother’s feet; it was our tradition. As a young man, I never suffered from a false sense of superiority over women.

Similarly, when it comes to Lila, my wife, I have not just talked empowerment, I have been an example of a man who has encouraged his wife towards greater heights, even having chosen to walk behind her... till today, I open the car door for her. The little things do count, you see.

Gradually, society came to accept her—and us the way we are. In fact, someone did suggest to me that I ought to give lectures to men on how to treat their wives (laughs).

Just the other day I was at a school function and seated next to me was the vice-president. When I asked him where his wife was, he replied that she was at home. When I asked about his daughter-in-law, he replied she was at the factory... suddenly it struck me that these people were unlike me; they merely gave lip service to the idea of women’s empowerment.

Their women were not to be seen or heard except in very traditional roles. The same goes with the world leaders of various countries.

Despite not having children of your own, you are mom and dad to so many spirited and accomplished young women. Do tell us more.

Firoz: The Foundation was started 23 years ago with 20 girls. Today, more than 8,000 girls call us mom and dad. Those who passed out two decades ago are married with their own children. So we are grandparents many times over too.

Lila, you started the foundation with your retirement money. What made you nurture and nourish the idea of educating girls?

The shy and petite Lila gets a supportive life partner in Firoz

Lila: As you know, I came to Pune as part of a refugee family, post-Partition. Mummy had no money to educate us; I would wear hand-me-downs and go to a municipal school. Even when I went to a convent, the fees were a mere `4. Eventually it was through the charity of friends and family that I became an engineer. Since I had studied and grown through others’ help, I thought why not extend similar help to other girls? In fact, at Alfa Laval, I started funding the education of our workers’ girl children. I was questioned bluntly: why not the boys? But I was firm that our focus was on educat-

22 / Corporate Citizen / June 1-15, 2018

Smiling faces of the newly-inducted Lila scholar girls posing with their new-found ‘Mom’

ing the girl child. I would say we roughly funded about 300 girls’ education. Still I wanted to do more. While this wasn’t possible when I was working, as we came close to retirement, I began to earnestly discuss the dream with Firoz. In fact, it was he who convinced the team not to give me a car or a watch or jewellery at my retirement party but some cash with which to start the trust. That's how I started with 100,000 Swiss francs that roughly translates to over `25 lakh, which was a huge sum back then.

How did the name come to be? And how come the girls call you mom and dad?

Firoz: We did think about the name quite a bit. As God willed it, the name Lila was an acronym for ‘Leading Indian Ladies Ahead’. We saw it as a sign—and so it was.

Next came the issue of what the children would call us. Lila was okay with being called by her first name, but I did not think it was appropriate.

She was a very senior lady and the girls had to address her with respect.

What term was respectful yet informal? Something that assured the girls that we were there for them and that they could talk to us any time? Mom and dad for sure! In fact, this form of address has led to some really funny situations. Like this time I was with a batch of Lila Fellows near Buckingham Palace, London. As it usually happens, the girls were pulling me

“I came to Pune as part of a refugee family, post-Partition. Mummy had no money to educate us; I would wear hand me downs and go to a municipal school. Eventually it was through the charity of friends and family that I became an engineer.

Since I had studied and grown through others’ help, I thought why not extend similar help to other girls?”—Lila Poonawalla VII to graduation with about half a billion dollars. He was so happy with the outcome that he gave me three more batches and increased the funding to $700 million. In 2020, we will have the first batch of graduates, and every year after that, we will have a batch. I’d also like to add here that till date we have as many as 49 PhD holders amongst our Lila Fellows.

At what point did you realise that apart from academic degrees, even personality development was important?

along, demanding we take photos here and there. A Britisher happened to see this, and asked me if all the girls were my daughters from the same wife or many wives. I replied: one wife. To which his shocked response was: But this is torture. In this country you would be prosecuted (laughs).

You started with 20 girls and never really looked back. Did you ever envisage it becoming so big?

Lila: No, not at all. On our own, we went up to 35 girls but then started accepting donations from others. In fact, right up to 2008, our growth trajectory was very slow. Then we started receiving funds from individual donors; we would request family and friends not to give us gifts for birthdays or festivals, but simply some cash in the name of the trust-which would also then give them tax benefits. As things panned out, an American company called Sementek gave us funds through Global Giving, and that’s how we started engineering scholarships. As of today, we give scholarships to engineering degrees and diploma programs, pharmacy, nursing as well as pure sciences. Over the years, we have also extended base to Amravati and Wardha.

Sometime in 2011, I was introduced to a Swedish donor who was interested only in funding school-based programs. I said I would start it if I received a certain amount. He asked me to go ahead and ask for as much as I needed. That's how we started funding about a 100 girls from standard

Firoz: From the very beginning! A graduate youngster by herself is not necessarily an empowered girl, capable of handling different situations. However, it is important for a young professional to know how to conduct herself over a business lunch or a meeting in the HR manager’s cabin. We have trainers coming in to teach all this to our girls. Spoken English classes are a must, and all the interviews for the scholarships are conducted in English. With English speaking skills, a girl’s job prospects immediately go up, from `10K to `40K. That’s how large the gap is. Similarly, we also send our girls to outdoor camps conducted by ex-army personnel. The impact on their budding personalities is instantaneous and long-lasting. In fact, a father once told me that his teenage daughter who was shy to even leave the house was now confident enough to go grocery shopping and take vital

CC

tadka

India pitches for $15-billion fighter jets deal India has pitched and submitted a proposal to global companies for 110 fighter jets and signifying one of the world’s biggest such deals currently. This could be worth at least $15 billion. At least 85% of the jets, three-quarters of which are single-seat aircraft and the rest twin-seat have to be made in India and manufacturers interested in bidding need to send their proposals by July 6, according to the government. India has been revising the specifications to allow manufacturers such as Boeing Co. and United Aircraft Corp. to pitch their twin-engine combat aircraft in the deal.

June 1-15, 2018 / Corporate Citizen / 23

Cover Story decisions as to what would be cooked at home. The ability to take decisions is a crucial life skill, and we are keen for girls to possess the same.

Apart from this, we also have self-defence classes conducted by martial arts experts.

Could you share with us a few examples of lives changed through the intervention of the Foundation?

Lila: There are so many, to be honest. We don’t just stop at funding the girls, we have to mentor them consistently and counsel their families against the traditional mindset of getting girls married at the first chance they get. Just the other day, for example, I had this young gypsy girl’s mother in my office. The girl had no interest in getting married, but the mother was insistent. Her argument was: the girl was a graduate which was ‘bad’

enough. Who would marry such an educated girl? I replied that getting the girl married was my responsibility; so would her mother kindly let her be?

Today the girl is an entrepreneur, successfully managing a microfinance business and generating employment for so many others. Plus, she is all set to marry a doctor!

The second example that comes to mind is that of this child who was pursuing law at the university. Her parents were furious and threatened to kill themselves if she did not marry the boy chosen for her. With great difficulty we managed to pacify them; today the girl is a successful marriage counsellor-cum-lawyer and doing very well. She did get married eventually, to a boy of her choice—a young man who was educated and sensible enough to accept her without a fat dowry or jewellery. In fact, when we attended her wedding, there she stood, proud and simple, sans any jewellery. I immediately took off my bangles and put them on her wrists; after all, a married girl must have some adornment on her.

Firoz: Another instance is of this girl who invited us over to her little hut. The family was so poor that they had no proper furniture; in fact she brought us some empty dalda tins to sit on. We persuaded her family to let her study.

Today, that same girl is a senior professor in New York who then managed to bring her family out of poverty.

Whenever she is in India she is sure to conduct classes for the Lila Fellows—that’s her way of giving back.

The point we’d like to underline is that once a girl is shown a way out of the vicious cycle of illiteracy, superstition and poverty, she will ensure that the next generation studies as well. That is the lasting power of education.

Both of you are quite the hands on mom and dad. Tell us more about that role.

Lila: They know they can walk in anytime and talk to us, be it about their prospects or family problems.

Firoz: Meeting the girls and their parents takes up quite some time in a day. The first things most girls want when they visit dad's office is to help themselves to the bowl of chocolates I always keep with me! The bolder ones walk out with my pen—as a lucky charm to write an exam and show their critics that they can achieve something in life—while the still bolder ones want to click selfies with mom and dad! Amidst all the fun and bonhomie, I make it a point to scold them or pull them up if their performance is not up to the mark, or if they are missing a class.

“A graduate youngster by herself is not necessarily an empowered girl, capable of handling different situations.

However, it is important for a young professional to know how to conduct herself over a business lunch or a meeting in the HR manager’s cabin.

We have trainers coming in to teach all this to our girls”—Firoz Poonawalla 24 / Corporate Citizen / June 1-15, 2018

“Whatever you do in life, do it with utmost passion, do it because you want to. This applies to both your career and marriage. It is this quality that will help you soar in your chosen field and keep your relationship alive.

If you want something or someone, if they are of value to you, you will find a way to make the situation work. Or else, you’ll merely find an excuse” —Lila Poonawalla coffee or early morning dabbas, we have never argued over these things. I would make the tea while Firoz would read the papers and tell me all that was happening around the country—this would save us both time! (smiles)

Could you both share your personal philosophies with us?

Lila: Whatever you do in life, do it with utmost passion, do it because you want to. This applies to both your career and marriage. It is this quality that will help you soar in your chosen field and keep your relationship alive. If you want something or someone, if they are of value to you, you will find a way to make the situation work. Or else, you’ll merely find an excuse.

Discipline is everything; they can’t take the scholarships or opportunities for granted. After a good scolding though, wherever required, I make it a point to give them a chocolate (smiles).

Do tell us a bit about your respective day's schedule.

Lila: My day begins at 5 am, answering endless mails from my girls (smiles). At about 7 am I go for a walk; 8 am is breakfast and then I am in office. We work up to 7 pm on busy days. There is just so much to do—meetings, proposals, classes, paperwork and more. Once home, we have dinner together, after which it’s back to my computer. I am also on the board of several companies, and this is my time to answer emails and correspondence.

Firoz: My day begins at 6 am with a solid, hour-long prayer for our girls, after which it’s time to exercise, breakfast and start work by 10 am. One ritual that Lila follows is to bring me up my cup of tea upstairs though I tell her not to.

Lila: It’s the little things that demonstrate care. Unlike youngsters these days who want work shared 50-50 and argue over making breakfast and

Firoz: Life, to me, is all about the joy of giving. Whatever you have, make sure to share it with others. Unfortunately, there are people more educated and privileged than us, who don’t want to share. However much they have, they want more of it—for themselves. I call it the principle of 99, wherein a person who has Rs 99 reckons that if he were to add `1 to it, he would be better off; a person who has `999 that bit more to take the tally up to `1,000; it just does not end. But when you share with others, be it knowledge, experience or opportunity, you multiply your own joy. So many of our country’s problems would be solved if more people thought on these lines. My one regret is that had we started the Foundation earlier, we would have reached out to more girls.

Finally, where do you see this wonderful trust a few years from now?

Lila: Simply put, we are looking at both sustainability and succession.

We want to build a large enough corpus so that the future management does not run around for funds; they simply have to manage it. Finally, I am hoping that one of my Lila Fellows will come back to take over the Foundation. Right now they are all young, busy building their lives. But, maybe one of them will decide one fine day to dedicate her life to the fund so that it may continue beyond us.

Firoz: We have had enough offers from high-profile donors to accept a donation and add their names to it; sorry, we are not for it. The Lila Poonawalla Foundation is our brand, we have nurtured it to its present reputation and standing and we do not wish to dilute it with silly stunts like these. vinitapune@gmail.com, kalyani.sardesai@gmail.com June 1-15, 2018 / Corporate Citizen / 25

Pics: Yusuf Khan

CII Manufacturing Excellence Conclave 2018

Trends & Technology enabling ZED Manufacturing Zero Defect and Zero Effect (ZED) present us with a model, where the concept of quality has now made a holistic change from being a tool for companies, to becoming a source of competitiveness. Along with focus on quality of products and services, there is equal emphasis on elimination of impact on the environment, through adequate planning at each stage of operations. Overall, ZED presents us with a sustainable growth development model. The panellists for the session were, Prem Gupta, Kalyani Mould Base; K Anirudha, Chief of Manufacturing, Exide Industries Ltd; Nitin Chalke, Managing Director India, Eaton; Dr L Ramakrishnan, Professor and Head, Indsearch Centre of Sustainability Management; and Sanjay Kapote, Director, Electrosine Systems Ltd. Corporate Citizen, brings you the panel discussion of top corporate leaders on how ZED can be a sustainable growth model for companies By Rajesh Rao Environmental management is about thinking differently

Dr L Ramakrishnan, Professor and Head, Indsearch Centre of Sustainability Management Environmental management is normally understood as emissions and discharges—how do you control and how do you comply. If we want to go for excellence in manufacturing, it’s not enough going with government laws, it’s not enough if we treat our effluents, it’s not enough if we treat our emissions; it’s much more than that. We have been manufacturing for years, we have many issues and we try to solve those issues by taking the same way. Have we been able to solve? No. If we had known the answers we had probably solved them long ago. So, the whole idea of environmental management, with reference to environmental excellence, manufacturing excellence, is about thinking differently. The message is very clear—think differently; environmental management is 26 / Corporate Citizen / June 1-15, 2018

about thinking differently, not following the business-as-usual model.

For example, there is lot of fume coming from exhausts, which is lot of carbon dioxide—there is lot of pollution. The same carbon di oxide in soda bottle, we pay 30-40 rupees per bottle.

This means pollution is nothing but resource at wrong place. When you saw carbon dioxide at the end of exhaust pipe you call it pollution, same carbon dioxide in a bottle, is a resource and you are giving money for that. If you are good entrepreneurs what will you do? There is an opportunity—probably you will invent a gadget, which will be attached to the exhaust and till you have returned from office, probably you could have made ten soda bottles. That is the opportunity. In environmental management there are lot of opportunities.

The wastage in industries is high. When I started work on this, almost 25 years ago—if I had used, say hundred units of energy to make a product, by the time I left, I used only 25 units

of energy to make the same product. That is the type of opportunity we have and that’s what we have to tap. But at the same time we also have other opportunities coming. If you probably handle environmental management properly, it will help you to achieve your business goals, like survival, growth, profit, and public acceptance.

If you do not, it will become a risk. So, environmental management is not just opportunity, but also to avoid risks. How are you going to grow?

Can you survive? Can you make profits? Can we be accepted by the public? If you failed in any one of them, probably the organisation want be there.

You can’t be an excellent organisation.

It is not only the machines that are important, even people in the company are very important. We take employee initiatives for employee motivation K AnIRUDHA

The message is very clear—think differently; environmental management is about thinking differently, not following the businessas-usual model Dr L Ramakrishnan

Every job order I would get, there was something new; I had to study the product very well, only then I could judge what I could deliver sanjay kapote

If you have got the culture that we have to achieve the best, have the best technology, have the best machinery, best processes, then you can achieve it Prem Gupta

For business excellence model, what you require is a proper leadership. One of the issues I find in industry is people with knowledge in various areas, which needs to be filtered. Of course, few companies have policies and strategies in place, partnership in place, there are good processes, but when you come to the results, it is slightly different from the business excellence model—compliance is a must. That is the basis, if you don’t comply, you cannot survive. Eco-efficiency improvements are very important.

Your interaction with the community and other stakeholders is also important, then only you will achieve proper results.

What you do in the manufacturing, will be reflected to the life cycle of the product. One of the most important things is design. If you don’t design the product properly, if you don’t design the process properly, you are going to have many misuses. In manufacturing there are many issues, you are using energy, water, materials—can you improve on efficiencies, can we have proper balances of energy, water, material? If you don’t have, that is an opportunity. If you don’t have balance between what you are using and what you are getting out, if there is a big gap, there is an opportunity.

Supplier—can a supplier be the mirror image of me? I have a manufacturing industry; I am getting things done through the supplier; can the supplier be a mirror image of me, otherwise I will be losing quite a lot of opportunities.

Last issue which is very important is, after you manufacture a product for the customer, after the customer uses it, it becomes a waste. What do you do with that waste? It is called environmental issue. Can you probably think of how to handle this problem, like at the end of its life, the product can be recycled. It has to be designed and it’s called eco design. Avoid as much as possible the need for incineration and landfill. So, the eco design is economically viable and ecologically strong design. There are many design parameters required. What is required is focus on six areas-mass, energy, hazardous substances in product and process, packaging, product life, and design.

One issue which is lacking in India is environmental accounting. Most of the decisions are taken by financial accounting. But if you have environmental accounting, where you talk about actual parameters like how much water I use or how much energy I use, probably decision making will be more useful than money based decisions alone.

Focus on delivering quality

Prem Gupta, Kalyani Mould Base Zero defect means to deliver the goods to the customers, which are as per their specifications.

June 1-15, 2018 / Corporate Citizen / 27

CII Manufacturing Excellence Conclave 2018 If we are able to deliver what the customer needs, that means we have a zero-defect approach. Kalyani Mould Base was established in 1976, with a small capital of `12,000 and today it has a turnover of a hundred crore. Basically, the approach of the company has been to deliver quality products and at the right time and the right price and this approach has made us successful throughout our life.

Our approach has been—first of all we have to understand customer needs and what’s the solution available in the market. Where to place ourselves—none other but to become best in class. We have to understand what the customer needs, what are the specifications, then we have to study what is available in the market and how we can deliver to those needs. Then we have to select, how we have to play in the market. Then we have to invest appropriate technology and measuring devices to ensure that we achieve our product needs. Look out for latest technology and equipment and also ensure cost and quality targets are met. Now to achieve this it is not only the machines or processes, it is also the talent of your employees. So, when you don’t have the right people, you have to take people and train them. In our work, if a part is rejected, we just throw it out and try to rectify the defect.

We are able to compete with international companies, in India and abroad and known for process and growth, quality culture, for more than thirty years. The approach we take has been very successful for us, basically because if you have got the culture in the organisation that we have to achieve the best, have the best technology, have the best machinery, best processes, then you can achieve it.

28 / Corporate Citizen / June 1-15, 2018

I had lot of confidence that I can do something.

This is how it started and then I started supplying machines to companies like Bajaj, Honda, Tata and also exported sanjay kapote

Firstly, you have to know your capabilities. If a customer comes to you with some specs, you have to study what he wants. If you are capable then only say yes, otherwise say no. If you say yes and you are not able to achieve it, you will have bad name. Secondly, it is training of your employees, which is very important for achieving success in your organisation. Thirdly, you have to go on improving your equipment and technologies and if you don’t do that you will not be able to compete with your competitors.

Holistic approach in terms of ZED

K Anirudha, Chief of Manufacturing, Exide Industries Ltd We are having total seven plants in India and these ZED initiatives I am talking about are only from Chinchwad plant. This plant was started in 1969 and we produce car and motorcycle batteries. We are supplying to almost all OEMs, which are located in western India and some in the south, and all the motorcycle OEMs.

Coming to the journey towards zero defect, we did technology upgradation—we had started with making hard rubber batteries, then we went for maintenance-free batteries in 2008, then long-life inverter batteries in 2009, then ISS batteries in 2010, the expanded positive technology in 2014 and then double-lead batteries in 2016. We adopted Project Portfolio Management (PPM) methodology in 2010. All our Exide plants are having PPM level-1 award and three plants are having PPM Consistence

Entrepreneurial spirit

(L-R) Prem Gupta, K Anirudha, Nitin Chalke, Dr L Ramakrishnan, Sanjay Kapote

Handle environmental management properly, and it will help you to achieve business goals, like survival, growth, profit, and public acceptance. If you do not, it will become a risk Dr L Ramakrishnan awards. We use Quality Maintenance Pillar in PPM which helps us for reducing our defects in process and also in the final product. In PPM, total people involvement is needed, so all the shop floor people, the operatives, everybody is involved, and they explain the Kaizen done and the improvements done on the shop floor.

There is lot of emphasis on the training—we are having state-of-the-art training centre for on-the-job training and also for classroom training. We also conduct lot of training programmes for our operatives-it is basically positive thinking, ownership and responsibility.

In the training programme, there are various roleplay activities, skill building activities. We are having start-of-the-art testing facilities, to ensure only the good products are delivered.

And the result of all these is, the auto customer line is almost zero-defect for last three years and the motorcycle customer line is zero-defect.

Customer complaints have reduced, for last three years there are no customer complaints

from auto and motorcycle customers. We also encourage our people to take part in National Convention on Quality Concepts competition.

Now coming to journey towards zero effect, as I was showing you the way our production has gone up, but if you see the effluent generation per metric tonne of lead, it has reduced, because we have been consistently working on it. The raw water consumption per kilolitre of metric tonne of lead, has reduced and it is almost half, because we have been continuously working on reduction, recycling and reuse. The power consumption has reduced over the period. So, we have worked on all the fronts like improving the productivity and going for the new technology. We have pollution control equipment in our entire plant. It is not only the machine, people are also very important. We have taken employee initiatives for employee motivation, like celebrating their birthdays, having lunch with the plant head and HODs, conducting wellness programmes, family get-together once in a year.

You have to go on improving your equipment and technologies and if you don’t do that you will not be able to compete with your competitors prem gupta

Sanjay Kapote, Director, Electrosine Systems Ltd I am into magnetics and we are making magnetising machines, for permanent magnets used in automobiles, loudspeakers, switchgears, watches, pacemakers. Whereever there is magnet required, we are making it. My journey started when I was working with Bajaj. After my graduation, I worked for Bajaj for some time and then I found out that this is not my cup of tea. I wanted to get into my own business and I had this fascination for magnets, right from my childhood, so I thought it would be a good venture. One fine day I just left the company and came home and decided from tomorrow I have to start my own business. With just `5000 in hand I started my business and started making magnetising machine.

But, when I approached a company, saying I want to supply them machines, they asked what setup I have. I had none, so they said it will not work.

I asked them to give me some orders and check what I can do. I told them I can make magnetising and demagnetising machines. They said they have a requirement for demagnetising machines.

They gave me the order without any advances. I started making the machines and even sold my wife’s gold ornaments to finance my work. After three months I got success and they got the orders from Germany. It was a good stepping stone for me. First two years I had to struggle, but after that business started coming in. I had to keep in touch with my books, because magnetics is such a line nobody would pursue after their college days.

Every job order I would get, there was something new; I had to study the product very well, only then I could judge what I could deliver. But, I had lot of confidence that I can do something. This is how it started and then I started supplying machines to companies like Bajaj, Honda, Tata and I have also exported machines to Germany and so on. Now the trend is for Rare Earth Magnets and we are also making machines for it. What we do is, we give company solutions for making machines to magnetise their products and we also teach them about magnetics. This is how for last thirty years I am doing my business. rajeshrao.rao@gmail.com

CC

tadka

Nobel Prize cancelled For the first time in almost 70 years there will be no Nobel Literature Prize this year, as the Swedish Academy that selects the laureate finds itself in turmoil over links to Jean-Claude Arnault, a man accused of sex crimes amid the #MeToo campaign.

June 1-15, 2018 / Corporate Citizen / 29

Top Position

The

Power man

By Namrata Gulati Sapra

You began your journey by selling pens and moving on to the business of cable TV. Tell us about the struggle you had to go through during those days.

At the age of 15, I joined my elder brother in selling pens. Little did I know that this small entrepreneurial experience would sow the seeds for what I was to do later in life. We used to buy pens from wholesalers and sell them to retailers around Delhi, riding a bicycle. It was a taxing job but for a 15-year-old boy, it was a rather exciting experience. Now, I feel those were golden days as I learnt so much at a very young age. I remember I used to dream of starting my own brand of pens.

After completing my education in Mathematical Statistics from Hindu College and LLB from the University of Delhi, I joined a cable telecommunications company in Delhi as a sales executive. But I was never satisfied with my work as the entrepreneur in me wanted to start something on my own. But it was a big risk for me. Coming from a middle class family, I did not have rich parents or fancy degrees.

30 / Corporate Citizen / June 1-15, 2018

A true risk taker and visionary, Kunwer Sachdev set his sights on the power back-up sector, leaving behind an already established business.

He did not let the absence of a degree in technology come in the way of his ambitions. Today, the founder and Managing Director of Su-Kam Power Systems, Kunwer Sachdev is an unrivalled force in the power back-up sector, who has proven that an idea is bigger than a degree. He speaks to Corporate Citizen about his career growth and success

But I somehow took the plunge and after working in the job for two years, I left it to start my own cable TV business. With seed money of `10,000 mostly borrowed from friends, I started Su-Kam Communication Systems from a small office in Delhi. I had a few employees who were not very qualified in the traditional sense but were extremely hardworking, and most importantly, they believed in my vision. I started with installations of CATV and MATV systems in hotels and multistorey buildings. As I was unaware of the nitty gritty of the installation process, many people conned me. After being swindled several times, I learnt my lesson and started going with people and began installing the equipment with them. This not only gave me hands-on experience, but also helped me learn more about the process and equipment.

I tried to gain knowledge and clear basic concepts by reading voraciously. I even read school physics books! Luckily for me, in the 1990s, cable TV became a necessity in every home and my business took off. By then, I had thorough knowledge of the subject and even

trained my staff. We manufactured cable TV equipment like directional couplers, amplifiers, and modulators.

When did it first dawn upon you that India’s solar power market had great potential and you could capture it? How convinced or apprehensive were you when you shut down your cable TV business to follow a different route altogether?

An entrepreneur’s journey is full of risks and mine was no different because after setting up a profitable cable TV business, I saw a lot of potential in the power back-up industry and ventured into it head on. In the 1990s, power was a constant worry in every Indian household; prolonged blackouts and unreliable power source was dampening the ambitions of the growing middle class.

I had an inverter in my office that constantly broke down. We used to call a technician who repaired it but after a few days, it would break down again. Frustrated, I opened it up one day and discovered that the inverter was made up of substandard parts. This triggered in me an idea

“Su-Kam became the first inverter company to advertise in newspapers.

Before our entry into the power solutions sector, no company had a proper manual or catalogue of products, but we changed that as Su-Kam came up with creative marketing collateral for all its products�

June June1-15, 1-15,2018 2018/ / Corporate CorporateCitizen Citizen / / 31 31

Top Position

“The power crisis in India is only the tip of the iceberg. In India, power is a political issue rather than an availability issue.

With an expanding economy, the demand for electricity has amplified manifold and will only increase in the future” to manufacture an inverter that was way ahead of the ones available in the market in those days.

For two years, my R&D team and I worked on this inverter. We even imported European and American inverters and studied them carefully.

Several times we failed, but eventually we succeeded in developing an inverter that was superior in technology and could withstand the rugged Indian conditions.

Shutting down my cable TV business at the height of its success was a big risk. But I realised that the power back-up industry was an untapped market and was going to see a big boom.

So in 1998, I started Su-Kam Power Systems.

Within a few years, I realised that the power crisis in India is only the tip of the iceberg. In India, power is a political issue rather than an availability issue. With an expanding economy, the demand for electricity has amplified manifold and will only increase in the future.

In such a situation, we need power that is sustainable and cheaper. Renewable energy is the only alternative to suffice the growing energy demand without any carbon footprint. As India is blessed with ample sunshine, solar energy is the only answer to India’s energy woes. Since the technology behind solar and inverter is not very different I knew we could easily delve into this sector. We already had the right manpower, technology and infrastructure, so venturing into solar industry was not very difficult for us.

We were one of the first Indian power back-up industries to venture into the solar sector and have made several innovations in this sphere.

When you first stepped foot into the energy backup sector, were you threatened by the fact the market was already dominated by innumerable players?

When I entered the inverter market, it was dominated by innumerable players but they were all 32 / Corporate Citizen / June 1-15, 2018

local manufacturers who were making substandard products. The inverter market back then was untapped with huge potential for growth in keeping with India’s accelerated development at the time. I was not threatened by them so to say, but the bigger challenge lay in building a product that was far superior to theirs.

You gave us our first plastic body inverter and later, Home UPS. How did you make it possible without a degree in technology?

I feel you do not have to have technical background to start a tech-based company. Of course, having a sound knowledge can make things smoother, but in the end, it all boils down to your level of interest. I owe it to my zest for learning. It wasn’t easy though. I had to start from scratch as I had no formal education in this field, but I kept learning along the way. Since childhood, I have been an inquisitive person and enjoy learning

new things. So I guess my eagerness to learn fuelled my interest in this field. And once I started out, there was no looking back, it just kept pulling me, and with that, my interest grew further.

Another important factor is as I said earlier, I was a novice when I started my cable communications company, so a lot of people fooled me. So I had no choice but to learn the business in and out by going for installations myself. I knew if I were to make an impact in the inverter industry, then I would have to learn everything about it, and that’s what I did.

What kind of investments (financial and otherwise) did you make to realise your dream of innovating the two equipment?

Did you calculate the risks involved in doing something so new? Did you have a backup plan if things went awry?

Taking risks is a part and parcel of an entrepreneur’s life. Without risks, you cannot think of creating something new. I had accepted this early on in my career. Since we make so many innovations, each new product that we build is a risk, we have no inkling about how well it will be accepted in the market. We just give our everything into making a product.

Whenever I have a new idea for a product, I share my vision of a product with my R&D team and we quickly start working on it. After a lot of hard work when the product starts taking some shape, we work on improvising it. Sometimes, we start without much planning, but as we work on the project, new ideas get added. Both the plastic-body inverter and Home UPS are a revolution in its domain.

Months of hard work have gone into it. But what makes us happy at the end of the day is a product that gets accepted by the masses.

Whenever we embark upon something new along with hard work, a lot of money is also involved. So the risks are even higher. But as is the way of life, some products fare better than some. When we fail, we just learn from our mistakes and move on.

to promote our brand. It proved very successful and soon, many other brands followed suit. The idea of advertising on shikaras came to me when I visited Dal Lake on a vacation. The next day I persuaded the shikara owners to put Su-Kam branding and the rest is history.

Tell us how you turned Su-Kam into the gigantic brand that it is today.

Making a brand successful is not the work of one person. A lot of people are involved in making it a success, from the top management to the service personnel. Throughout my career, I have been blessed to have had the opportunity of working with some of the best staff who believed in my vision and stood by me through thick and thin. The success of Su-Kam belongs to all those people who have worked towards making it what it is today.

It is said that a true entrepreneur sees an opportunity where others see a challenge.

Tell us about how you went about creating solar-powered equipment, such as Solarcon.

We have always strived to make products that are useful or worthwhile for the customers. Almost every Indian household owns an inverter, but when the customer wants to install solar, he has to buy a new solar inverter and discard his old inverter. This was stopping people from going solar. We thought that if we can build a product

You are known for your innovative marketing strategies. Which three marketing mantras did you adopt back then to make Su-Kam the success that it is today? How did you persuade the dhaba owners or the shikara owners to advertise Su-Kam? How have your marketing strategies changed over the years?

I realised the importance of marketing quite early on. Su-Kam became the first inverter company to advertise in newspapers. Before our entry into the power solutions sector, no company had a proper manual or catalogue of products but we changed that as Su-Kam came up with creative marketing collaterals for all its products. We tried to employ unique marketing strategies to attract customers. In the late ’90s, we persuaded dhaba owners around Delhi to put their dhaba name on Su-Kam. It was a win-win situation as they were getting a board for their dhaba and we got

that can be installed with an existing inverter and battery and turn it into a solar system, then this would negate the problem of going for a new solar inverter and save the customer’s money. So we designed Solarcon that lets the customer use solar energy generated by solar panels to power all electrical equipment. This way, one can make huge savings on one’s electricity bill and get to charge the batteries even during power cuts, and of course, help save the environment.

You launched a reality show by the name of Sales ka Baazigar. Please share the success story of the show and what motivated you to come up with such an outof-the-box idea? What qualities did you have in mind for the candidate when you launched it?

At Su-Kam, we have a culture of grooming fresh talent. Within our organisation, there are people

who have started from a junior position and have been given bigger responsibilities based on their talent and hard work and not qualification. Our country has a lot of talented youth, they just need the right platform to nurture their potential. To some extent, reality shows help doing that. So, we embarked on a one-of-a kind reality show that seeks fresh talent. This show was aired on ETV and garnered a lot of appreciation. We were looking for candidates who were driven, intelligent and were problem solvers.

What other projects are in the pipeline?

We are bullish in driving the solar rooftop segment and the electric vehicle. We are already working very aggressively on EV (Electric Vehicle) because we understand it is the future. Our R&D is very strong in this domain and we’ve have already designed a lot of components and devices for it. We are also getting into lithium-ion battery as energy storage is the next big thing.

Su-Kam is doing well at the global market level too. Tell us about that.

We knew from the very beginning that our cutting-edge technology is what will make us stand out from the rest. So, we made this our mantra, right. We invested in a separate R&D unit, the first of its kind in the industry, which has won recognition from the Department of Scientific and Industrial Research, Government of India.

Combining the strength of our skilled manpower and innovation, we started designing products that catered to the Indian needs. With the R&D’s consistent efforts we kept on making innovations, and soon Su-Kam became synonymous with innovation. We are also credited with transforming the chaotic inverter market into an organised sector. The Indian Inverter industry is one such industry where China hasn’t dared to enter. We have set such high standards that they have not been able to set foot in this

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Indian teenagers strong on smoking behaviour Over 50% of teenagers in India smoke cigarettes because they believe it helps reduce stress and that it makes them appear “cool” among their peers. A survey showed that over 52% teenagers believed that smoking helps increase concentration levels. While nearly 90% of teenagers said they would continue smoking if there is no resistance from their parents. Over 80% of them noted that it is okay to experiment with smoking at least once.

June 1-15, 2018 / Corporate Citizen / 33

Top Position industry. Not just in India, but also in the overseas market like the Middle East, African countries, South-east Asia, Nepal, Afghanistan and Bangladesh our inverters reign supreme. Our products are loved and much preferred over other brands in all these countries.

Su-Kam is known for its large number of patents. How did you achieve this feat?

What is the latest patent about? What does the number of patents currently stand at?

We have a record for being the only company in this field to file for so many patents. Su-Kam has over 81 Technology patents, 194 Copyrights, 136 Trademarks and 89 Design patents to its credit in India, USA and other countries. Today, nearly two technology patents are filed in a month. Even in solar, we filed for patents way back in 2006 when nobody in the industry even gave a second thought to it. Since we have so many wonderful innovations, it is but natural that we want to safeguard them against any infringement. However, due to the government’s laxity in granting patents, many of them are still in the preliminary stage. But in the past one year, we’ve seen some progress as many of our patents were granted.

Some of our technology patents are very much relevant in the solar and Electric Vehicle industry. This will enable us to be ahead of the curve. With these patents, Su-Kam can be a game changer in the future of the power backup industry, be it EV or storage industry.

What lessons have you learnt while traversing such a long, successful entrepreneurial journey?

It’s a general perception that having an MBA degree is essential for becoming a successful entrepreneur. Young people flock to obtain flashy degrees, but does it really help? I don’t think so.

Having said that, I have nothing against MBA graduates, I have many talented employees in my organisation who hold this degree. But what I am trying to point here is that knowledge alone is not sufficient, you must have the right attitude. Success comes when you know how to handle challenges and create challenges. For me, being an MBA is to be a good manager who is a problem solver and can manage people. He or she understands business, profit & loss, product & services, and the market. He or she knows how to become a role model, is constantly motivating people and is keen to learn and improve.

Above all, an MBA is a good leader.

Armed with a passion to innovate, an entrepreneur must also possess the courage to imagine and think differently no matter what people say. Growing up in the alleys of Punjabi Bagh in West Delhi, I didn’t let my situation or financial constraints stop me. I loved to let my imagination wander and dream of the impossible.

When I decided to get into the power back-up 34 / Corporate Citizen / June 1-15, 2018

“I’ve learnt that challenges are a part of an entrepreneur’s day-to-day life, because whenever you embark on an untrodden path, you are bound to face innumerable obstacles. I have learnt to be unfazed by the obstructions that come my way.

Instead, I think of ways to solve them” industry, I had a tough choice to make; closing down a business where I made my first million and treading into an unknown domain was a huge risk. But I had full faith in my vision and I convinced my team. Look where we are now. So an entrepreneur must dare to think differently and have conviction in his/her ideas.

I’ve learnt that challenges are a part of an entrepreneur’s day-to-day life, because whenever you embark on an untrodden path, you are bound to face innumerable obstacles. I have faced countless challenges in my career and I face them even now that I have an established business. But I have learnt to be unfazed by the obstructions that come my way. Instead, I think of ways to solve them. Even as a college student, my friends and classmates came to me whenever they had any problem. Today, I am solving problems of my employees and business

partners. I think my problem solving approach to life has helped me reach where I am today.

When you are not thinking of creating something extraordinary, what is on your mind? How do you pass time?

I believe in living healthy, so I choose to exercise in my free time. I usually go for long walks in the mornings and evenings. Sometimes, I do yoga in the morning. Exercising keeps both the body and mind healthy and I feel it is especially important for entrepreneurs to incorporate exercise in their daily lives as it clears the mind, and only with a clear mind can one think out of the box. Swimming is my passion, although I learnt it much later in life. It is like meditation for me. I can mull over things and find a solution to various problems when I’m in the pool. namratagulati8@gmail.com

Interview Nyaya pa i th

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Care that outlives the S. N. l.

Big C

Even as it ushers its 25th year, the Care India Medical Society (Pune), the brainchild of army veteran Col. N. S. Nyayapathi, is a monument to the steadfastness of goal and clarity of vision possessed by both him and the CIMS team—that of providing cancer palliative care for the poor and underprivileged sections.

Having reached out to over 35,000 patients so far, CIMS with its various projects Satseva, Matruseva, Vishranti and Cantreat, hopes to take the message of detection, diagnosis and humane treatment of cancer patients far and wide. After all, a good quality of life prolonged, helps save a family

By Kalyani Sardesai 36 / Corporate Citizen / June 1-15, 2018

I

You beat cancer by how you live, why you live —Stuart Scott

t is precisely this simple, yet powerful mission that motivates the team behind the Care India Medical Society of Pune, CIMS, to go out there and do its best—day after day—in face of several odds.

A public charitable trust working in the field of cancer palliative care for the poor and underprivileged sections of society since 1993, the growth trajectory of CIMS is evident through various need-based projects that have evolved over the years, namely Satseva, Matruseva, Vishranti and Cantreat.

Like several endeavours of lasting value, the origins of CIMS are rooted in understanding and personal experience, given that Col. Nyayapathi watched his beloved mother succumb to the advanced stages of kidney cancer in 1989. Her pain and suffering left a lasting impact on him, and along with his anesthesist wife Dr Madhuri Kavoori, he decided to take humane, thoughtful and scientific care to the sections of society that needed it the most. Being an army veteran, he has been able to rope in the Armed Forces Medical College to carry out surgeries free of cost.

The backdrop is grim enough: the socioeconomic scenario in India is such that most patients either ignore the symptoms (despite sensing that something is wrong), or worse, cannot afford treatment even after being informed of its implications. In both cases, they forfeit their best chances of cure if their ailment turns out to be malignant. The figures say it all: about 80 per cent of the new cases of

Pics: Yusuf Khan

Col. Nyayapathi believes in taking cancer care to the poorest sections of society.

Chemotherapy costs that are usually around `3 to 4 lakh are provided to the needy free of cost. It would be nice if society, as well as the Corporate Social Responsibility activities of companies, stepped in too —Col. N. S. Nyayapathi of diagnosis to treatment and cure. It also recognises the fact that cancer is not just one person’s journey—but one that involves assorted stakeholders, especially their family.”

To that end, the CIMS objectives include, organising cancer awareness and establishing early detection facilities, promoting cancer research and establishing cancer care centres for the terminally ill, as well as free diagnostic and therapeutic services to the lower socioeconomic sections of society. cancer per 1 million are diagnosed in advanced stages and less than 4% of them have access to palliative care. It is estimated that in India the total number of people who need palliative care is a whopping 5.4 million/year. Naturally, this makes the role of palliative care critical.

To further explain, the World Health Organization comprehensively defines palliative care as: “An approach that improves the quality of life of patients and their families facing the problems associated with a life-threatening illness through prevention and relief of suffering by means of early identification, assessment and treatment of pain and other problems—physical, psychological and spiritual.”

On her part, Fatima Lilani, Director, Project Monitoring, would like to stress that palliative care, contrary to popular perception, does not only mean end-of-life care. “That is a very limiting—and limited definition,” she asserts.

“End-of-life is but one aspect of palliative care, representing the entire journey from the point

At a glance, the CIMS umbrella of care is divided into the following categories:

a) Satseva (home care for advanced-stage patients, functional since Dec 1994): Their pioneering effort, also India’s first home care programme, was launched with the mission of taking palliative care to the doorsteps of the needy. Its services include pain management, symptom control, providing supportive care equipment as well as the much-needed emotional and psychological support to patients and families. b) Matruseva (health maintenance programme for women—prevention and early detection): Established in 1998, Matruseva provides services to women from lower socioeconomic sections of society who have acquired motherhood or are sexually active. Women are identified, educated and screened periodically for common health disorders and for high-cost diseases like cancer. Free screening for cancers specific to women is carried out and treatment is provided at a highly subsidised rate that are less than 40% of the market rate. Similarly, surgical procedures

such as LEEP/cauterisation are offered for free when early lesions are detected. “The woman is the backbone of both the family and the community and large. What’s more, an informed lady is more likely to spread the message of early detection and appropriate care to those around her, than men. It is important to care for her in ways, big and small,” says Col. Nyayapathi.

“But women tend to either neglect their health, or shy away from any health-related queries on their reproductive organs, no matter how pertinent. Hence, the move to name this programme Matruseva was a deliberate and well-thought-out one, emphasising the motherhood of these women—which makes it both a priority and responsibility to care for themselves,” he shares. c) Vishranti (respite and palliative care centre as an in-patient facility started in 2007): This is a hospital that is “low on tech but high on touch” and provides free palliative care to the patients suffering from advanced stage cancers. A 15bed facility, it provides respite to the caregivers/ family members during in-patient stay. The centre provides symptomatic relief and alleviation of pain. All investigations and examinations, nursing, stay, diet, guidance, counselling, etc. are provided free of cost.

“There are a few things, though, that you won’t find here,” says Col. Nyaypathi. “No reception or billing counter—no hospital odour and no dirt. In fact, it has a very cheerful, positive and clean ambience—the cleanest you can find,” he asserts. “After all, it is clean surroundings that best nurture the spirit of life.” d) CANTREAT (free chemotherapy and radiaJune 1-15, 2018 / Corporate Citizen / 37

Interview

The team at CIMS. After all, both quality and longevity of life matter.

tion): Project CANTREAT has been providing free chemotherapy to women since Feb 2013, especially to patients of breast, cervix and ovarian cancer, with a good prognosis that would benefit with a timely treatment. “Even if the life of a young patient is extended by some years, it would make a difference,” says Col. Nyapathi. “This is one arena where we are providing a yeoman’s service, as chemotherapy costs that are usually around `3 to 4 lakh are provided to the needy free of cost. It would be nice if society, as well as the Corporate Social Responsibility activities of companies, stepped in as well.”

Plans ahead

Plans are now afoot to reach out to rural areas, where awareness levels are low. “Given our vast experience, we are planning to start a rural outreach project by establishing nodal points like Kolhapur, Satara, Sangli on one axis and Akola, Baramati, Nagpur on the other, and perhaps Solapur and Daund on the third axis. It’s a sad fact of life that most of these people don’t know that there are organisations that help relieve cancer patients of their pain.

Even a simple thing like morphine is unknown to them. We plan to organise trained staff to cover these areas and reach out to the villages around these places to provide at least basic pain management,” says Col. Nyayapathi.

“Once there, we will study the requirements of the place, and form a team with our staff, plus a local doctor.”

Despite their financial constraints, the goodwill for CIMS is immense and has spread word by mouth. “Our biggest achievement is that we have evolved into a one-stop social support system to the community over the entire spectrum of palliative care in its true sense—prevention by creating awareness, early detection through periodic screening, treatment and end-of-life care aspects.

38 / Corporate Citizen / June 1-15, 2018

Palliative care, contrary to popular perception, does not only mean end-of-life care. That is a very limiting—and limited definition.

End-of-life is but one aspect of palliative care, representing the entire journey from the point of diagnosis to treatment and cure. It also recognises the fact that cancer is not just one person’s journey—but one that involves assorted stakeholders, especially their family —Fatima Lilani, Director, Project Monitoring, CIMS Why cancer is one of India’s fastest-growing diseases?

Despite the great strides achieved thus far, there’s a long way to go before society wakes up to the full implications of what cancer represents—one of India’s fastest-growing diseases. With new cancer cases or its incidence in India estimated to grow by 25% by 2020 (according to the cancer registry released by the Indian Council of Medical Research), cancer has become one of the major causes of death occurring in the country.

“Changing lifestyles and rising levels of pollution are major contributors, surely, but it is our observation that stress is the numero uno killer. Almost all patients undergoing chemotherapy have been dealing with stress for several years now. Stress manifests itself in ways big and small, and really ruins an individual’s health,” he says. “Apart from this, it is also a matter of tremendous concern the way tobacco is destroying people and families, giving rise to oral cancers. And no, cancer does not restrict itself to any one strata of society—its tentacles spread far and wide, sparing none. Correct and timely diagnosis are the first steps for better prognosis in cancer treatment.”

Incidences of breast cancer that are on the rise as well reflect lifestyle changes too. “There is a need for further research on how diet impacts health. Every diet is relevant to a certain geography and context, and it is important to recognise that fact. Similarly, there are certain groups of

people that are more vulnerable to a disease. For example, when the European migrants travelled to Australia in large numbers, its harsh and extreme climate led to a spike in cases of skin cancer, simply because their light skin tones that had evolved for thousands of years in the cold climes of Europe, were unable to cope!” he says.

To mark its silver jubilee year, CIMS organised a ‘CIMS Run for Cancer’ event to create awareness about cancer. The marathon, which was jointly organised by the Run-buddies Club, was held for 3, 5 and 10 km, respectively, starting from Shri Mahavir Vidyalaya, next to BMCC College, Pune, received an enthusiastic response from citizens. And thus, the CIMS continues, onward and forward with its mission to alleviate pain and suffering. kalyani.sardesai@gmail.com

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Bandhan Bank is India’s eighth largest lender Bandhan Bank has emerged as India’s eighth largest lender by market value. The private sector bank’s `55,880 crore market capitalisation also made it more valuable than all state-owned banks, excluding the country’s largest lender, SBI.

Corporate Column

Brands Define a Country Irrespective of the reasons or causes, the death of a product or its fading away from the market can obliterate its parent country from the memory of the public. So, it is essential not to lose the brand equity at any cost

By DVR Rao

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sive visibility and markets in lipkart being eaten up by Walmart is countries other than India, even the latest instance of a well-known if those countries are not in Europe and proudly Indian corporate enor America. The fear of being overtity losing its identity. A country is whelmed with Coca-Cola’s re-entry known by the legendary corporate into India seems to be the most houses it hosts and nurtures. Brand names like probable reason that made its Toyota and Sony immediately bring up visions owners take the easy way out and of a thriving and innovative Japan and its visell it to Coca-Cola than fight it out. brant research capabilities. A country is known Opening up of home markets to worldand respected for the quality products it makes. class competition to improve standards of quality It is a kind of soft power. To some extent it is of home-grown products is of course, desirable. hard economic power too.

But there is a time and place for everything. For Irrespective of the reasons or causes, the death decades, the United States of America preached of a product or its fading away from the market us the virtues of open markets, low tariffs and can obliterate its parent country from the memfree competition. But now it is singing a diametory of the public. A recent sad example being rically opposite tune when its inefficient producNokia. Its home country, Finland was maintion facilities are in need of protection. ly known to us, Indians, because of the highly Our government has to play a proactive role popular Nokia mobile phones. Now, with the in promoting the brand eqabsence of Nokia phones uity of our companies and Finland has faded from It is a fact that a consequently that of the popular memory. The country’s worth is country. What is necessary brand equity of Finland has is not a political philosophy lost its pre-eminent sheen. assessed by the popbut the aim of building up Once the brand awareness ularity of its brands. competitiveness of our is lost re-entry is not easy, Hence, it is essential the corporate entities. Most as Nokia and Blackberry commonly, our governare finding. So, it is essen- to build up, promote ments think only of contial not to lose the brand and publicise the trolling and regulating equity at any cost. country’s brands corporate activity instead The question that needs of supporting them. It is to be posed and answered across the world. granted that part of the reais whether a country can The goverment must son for such an approach is afford to lose its brand eqthe fear of the government uity. It is open to debate not shirk from stepbeing branded by the votwhether purely economic ping in ing public as being proreasons should be allowed rich. We suffer from the negative mania that to undermine a country’s brand equity. India succeeding in any venture with the consequent being perceived or not as a successful nation in acquisition of wealth is a sin and a crime. But terms of recognisable brands depends entirely catering to such misplaced sentiments directly on how its commercial brands are seen by other affects wealth generation, which only can lift the countries and their citizens who are ultimately poor from the depths of poverty they are in. the purchasers of the products of these industrial Governments must draw the line at an optiand business houses and their association with mum status and stop being shy of helping wealth their parent country. generators contribute to the overall benefit of the One classic example is Thums Up. It was a country. purely Indian-owned brand which had exten-

There is a lesson to be learnt from the way in which Chinese companies have become international brands, irrespective of the country’s political ideology. They have also built up their domestic brands. Effectively, there is no Google in China, but their own home-grown service, Baidu provides its citizens all the information and knowledge they look for.

Changing ownership but retaining the foreign brand names like Jaguar is not the same as Jaguar with an Indian name being seen as an Indian brand. A lot of people drink Kingfisher beer in UK, Canada and USA, but hardly any one (other than PIOs) knows it is an Indian brand, not with a name that has no direct connection to India, whereas even an unfamiliar name like Huawei is immediately associated with its country of origin, namely China.

It is a fact that a country’s worth is assessed by the popularity of its brands. From this point of view it is essential to build up, promote and publicise the country’s brands across the world.

While the companies and entrepreneurs have their own role to play, the governments must not shirk from stepping in when necessary.

There is too much at stake to let things slip out due to some weird ideas or fear of what others will think or voters will react. It is most important to build the country’s brand image and it can be done only by its products and services being recognised as being Indian and top class by users across the world.

Giving in or giving up when faced with stiff competition does not build the brand equity of the enterprise and its country, digging in and fighting it out to win does.

June 1-15, 2018 / Corporate Citizen / 39

Third Eye

Engineering a win When she landed in America on a snowy February morning in 1972, little did this seven-year-old know that one day she would be running for the US Congress. Today, Maryland’s District 15 Delegate, Aruna Miller is busy gearing up for her campaign as she makes a run for the US Congress in the state’s 6th Congressional District. With primary elections scheduled for June 26, she is touring the US. In her exclusive interview with NRI Pulse, Miller talked about issues she cares about and the legislative policies she hopes to implement, if elected

By Jyothsna Hegde & Veena Rao stander or to cast a vote when there’s an election —I needed to engage and empower others every day. I started to volunteer locally which brought me face to face with the needs and problems of others in the community.

In 2010, I ran for and was elected to the Maryland House of Delegates for Maryland’s 15th Legislative District and became the first Indian-American woman elected to a state office in Maryland.

As a State Delegate, I’ve seen first-hand what a big impact small legislative changes can have on people’s lives. My past, present, and future have culminated in one purpose—to give the best of myself every day to champion the needs of other people in the community.

What are some of the legislative priorities you hope to work on, once elected?

My hope is to help transform the US to the destination for 21st century jobs. Much of the District I seek to represent has been hit hard with the loss of manufacturing jobs. Many of these jobs will not come back either due to globalism or technology advances in factory automation.

But the people in these effected areas have great skill sets, they know how to work as teams, they have a strong work ethic. If provided an opportunity in these areas, they can thrive. This comes through building a strong public education system as well as building universal broadband access. The US needs to make investments aimed at ensuring we are part of the industries of the future including green energy, advanced manufacturing, and biotech innovations.

What motivated you to get into active politics?

I arrived in this country when I was seven years old. When I arrived, I didn’t speak a word of English. America welcomed me, educated me, and gave me incredible opportunities. I attended university and became a civil engineer. I 40 / Corporate Citizen / June 1-15, 2018

spent 25 years improving the infrastructure in my local community.

My political interest was sparked by the Bush vs. Gore election in 2000, where the fate of our country was not determined by the voters but rather by the Supreme Court. It was then I realised that Democracy needed me. Not as a by-

One of your key achievements as a State Delegate was making the governor set aside $3 million in the annual budget for programmes related to sexual assault.

Are you happy with the direction the #MeToo movement is taking?

The #MeToo is a great example of what happens when people take a moment and turn it into a movement. It was ordinary women standing up and speaking out that shifted the culture.

As lawmakers, there has been a focus on sexual harassment in the workplace and this year we

targeting Indians (among other minorities). How do we deal with the climate of hostility in the country?

have strengthened laws to prevent these acts from happening.

One of the students who survived the mass shooting at the Stoneman Douglas High School last month said that his generation is “the mass shooting generation”.

What would you say to him and others of his generation? How do we make our schools safer?

Gun violence in the US is large problem. Mass shootings seem to be more prevalent today than any time in the past. However, our nation’s issue with gun violence extends beyond mass shootings; it includes incidents that occur daily where guns are used in violent crimes, domestic abuse, and suicides.

To make schools and communities safe, we need to enact common-sense gun safety laws.

First, if we are to reduce gun violence in America, we must use Science to do so. That is why I support the repeal of the ‘Dickey Amendment’ that prevents the Center for Disease Control (CDC) from researching causes and preventative measures for gun violence.

In Congress, I will work to ensure we truly achieve universal background checks for all gun sales. Just as I have done in Annapolis, I will continue to work to ensure we have stringent controls when over the purchase of firearms, including closing the loopholes for gun shows and straw purchases.

How do you propose to strengthen economic and cultural ties between the US and India?

It is inevitable that the world’s oldest democracy and the world’s largest democracy should share a common vision of the future. As President Obama stated, “The relationship between India and the United States can be one of the defining partnerships of this century.” In 2011, I encouraged the then Governor Martin O’Malley to travel to India to make cultural and trade exchanges between Maryland and India.

The Governor agreed and became the first sitting Governor of Maryland to travel to India.

Once the precedent was set, other state officials initiated relationships.

As the Indian-American community continues to grow through community and political engagement, we, similar to immigrants of previous generations, share our Indian cultural identities and traditions which eventually are embraced as American traditions.

There is growing uncertainty about the H-1B visa program, which is very popular among Indian technical workers.

What is your stand on the issue of the H-1B visa?

I came to this country from India when I was

Unfortunately, the rhetoric coming from the White House has encouraged crimes against minorities, especially those perceived as immigrants from non-European countries.

The best way to deal with this climate of hostility toward our community is to get out and vote. Register with a party, vote in the primary.

While we are a successful community in many ways, our community’s voter participation is too low. We need to vote. Further, we need to register with a party and vote in the primaries. In the age of electronic voter databases, politicians are very aware of which communities vote and those which do not. If the South Asian community wants to make a change, the answer is simple, get out and vote.

Once politicians hear our voice at

“I know the value immigration brings to this country. Immigrants embody the American Dream and make invaluable contributions to the fabric of American life. But today, President Trump is attacking immigrants and using xenophobic rhetoric and policies to divide Americans...’ seven years old, received a quality public education, worked my way through college, made a successful career as an engineer, raised three daughters, and am now giving back to our community as a State Legislator.

As an immigrant, I know the value immigration brings to this country. Immigrants embody the American Dream and make invaluable contributions to the fabric of American life. But today, President Trump is attacking immigrant families and using xenophobic rhetoric and policies to divide Americans against each other. This is not a partisan political fight, it’s about basic morality and fundamental decency, and we must fight back. What Donald Trump does not understand is that immigrants are not a nuisance to be dealt with, they are an asset to our nation.

In Congress, I will work on comprehensive fixes to our broken immigration system. Today there are thousands of highly skilled workers stuck in a legal limbo—sometimes up to 20 years—in our H1 visa programs. A shorter path to Permanent Residency would allow these individuals to fully participate in our economy and become job creators through entrepreneurship.

There has been a spate of hate crimes

the voting booth, they will understand that they need to stand up and speak out against xenophobic rhetoric.

(The article is originally published in http: www. nripulse.com)

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tadka Why women outlive men Women typically outlive men because they’re better equipped to survive a crisis.

Researchers from University of Southern Denmark examined the survival rates of both sexes under extreme conditions in seven populations and found that women survive more than men in almost all circumstances. They analysed mortality data of 250 years and found that women lived up to four years longer than men. They said this disparity was also apparent in infant mortality rates: baby girls had higher survival rates in harsh conditions than baby boys and it’s all because they’re biologically and genetically better equipped than men.

June 1-15, 2018 / Corporate Citizen / 41

Alumni Spotlight - 3

Create jobs, not just seek them

Having graduated from the prestigious Indian Institute of Management (Calcutta) in 2011, Dr Puneet Gupta has carved a niche for himself by not taking the regular route of a high-profile placement, but by undertaking a more perilous journey of entrepreneurship. A true entrepreneur, Dr Gupta has launched a line of waterless products (waterless shampoo, body bath, etc.) by the name of Clensta International. The products struck a chord with people not just in India, but other parts of the world, such as Nepal and USA. He credits his success to his alma mater‌ By Namrata Gulati Sapra

Dr Puneet Gupta, alumnus, Indian Institute of Management Calcutta

42 / Corporate Citizen / June 1-15, 2018

I

never wanted to do MBA as I always believed that civil services was the best career choice. One can say that while civil services is a career, MBA is an education.

But I went to the Indian Institute of Management (Calcutta) because of the facts arising out of the law of average. You are the average of the five people you most associate with and I don’t think there is a better place than IIM to surround yourself with the kind of people you should be around. After all, we may interact with dozens of people on one day, but the few ones who are the closest to us have the greatest impact on us by shaping the way we think and the decisions we make.

I experienced my soul call

IIM Calcutta is a great place to be and it is quite famous with the locals of Joka (where it is located). I cannot forget how colourful the campus would become during the winter season, when the various flowers would start unwinding their petals. The divine rain, on the other hand, made the campus romantic and more lovable. I have fond memories of the reptiles, especially the snakes, with whom I shared an uncommon friendship. I reminisce the pool of fish on the upper layer of the water, and can still hear the chirping of the birds in the evening when I close my eyes. Amidst so much diversity, I experienced my soul call.

What makes the IIMs stand out?

What makes the IIMs stand out among other MBA colleges is that they do not allow everyone an entry into its hallowed portals. As far as the curriculum is concerned, the IIMs follow the same model followed by other leading B-schools. Case studies are picked from leading B-schools across the world. Good B-schools also have access to great databases of information for students to facilitate research and take up projects (e.g. capital line provides financial data of most listed companies). So yes, IIMs could possibly be providing a better curriculum in this respect.

Competing against yourself

I’ve always been more interested in surpassing my own previous performances than outdoing somebody else’s. The benefit of competing against yourself rather than other people is that you’re always attempting to keep the momentum going, moving forward inch by inch. And thus, you never become stagnant. But when you compete against others, the chances of progress are bleak. When your competitor takes a step back, you make excuses to yourself and justify them. When you’re competing against yourself, there’s always a record to beat. That remained my mantra at IIMC, which is an amalgamation of the brightest minds of the country.

Knowledge begets humility: The more you learn, the more down to earth you become. At least at IIM-C, one can generalise this statement with confidence. Focus and execution is key to success—this principle is integral to the institute.

I always had a keen interest in business right from my younger years. Besides, being born in a Gupta family, assures one of a business degree from the time one is born! I was no different and wanted to pursue my passion and follow my thought process to see where it would lead.

Passion is a prerequisite to starting a business

The passion you feel as an entrepreneur—for the startup life, for your company, for your vision—is all-encompassing. You’re driven to succeed, to experience everything a startup has to offer, and to make things happen. Passion is

us the state-of-the-art DSIR-approved research facility, talent, knowledge and infrastructure alliance being a shareholder in the venture as Clensta has partnered with IIT Delhi and operates from the IIT Delhi campus itself. We were chosen by IIT Delhi for being the startup@IITD on Alumni day and awarded for it. We were also awarded by Hon. Minister Jayant Sinha under top-10 young innovators at IIT Delhi.

I would like to share that I had recently visited my alma mater and was humbled to be invited to take a guest lecture on Sustainability. I would like to tell the students studying there that focus is the key to success.

I would like to thank my family for being a constant source of support throughout my entrepreneurial journey. My wife, Suchita is MBA (Finance). She was herself running her own startup

I’ve always been more interested in surpassing my own previous performances than outdoing somebody else’s. The benefit of competing against yourself rather than other people is that you’re always attempting to keep the momentum going, moving forward inch by inch a prerequisite to starting a business, and it’s also a huge motivator, because through your startup, you fuel your passion. Entrepreneurs are builders, creators. We need to produce “stuff ” in order to succeed. And that “stuff ” needs to create value. It’s extremely motivating to know that something you’ve started has created value for others.

I believe there is nothing impossible if you have the intent to do it. This is the reason we have been able to launch many unique projects.

However, I would like to credit my alma mater for teaching me how to solve real problems and therefore start something that is different than traditional business. It may be something traditional, yet with a modern and disruptive style. At IIM, I have been able to stay motivated and develop my risk-taking ability. At the same time, we have also been taught to contribute to the society by creating more and more jobs—that, rather than being a jobseeker, we should become a job provider, or, this nation will not grow.

Significant contributions

However, apart from IIM-C, there is a significant contribution from IIT Delhi, another premier institute, which is home to the brightest minds of the country, for providing

i.e. JewelK47—it was also one kind in the world.

She had to quit managing a new startup since our son, Medhansh was born.

Another aspect of my life that I would want to talk about is travel. I like to travel and also hold a world record for it. I have become the only Indian who has travelled to the maximum number of countries in the world. namratagulati8@gmail.com

CC

tadka

Delhi is 16th busiest airport in Asia-Pacific Indira Gandhi International Airport, New Delhi climbed to 16th place worldwide in the calendar year 2017 with 63 million passengers. The airport had crossed 50 million passengers in 2016, recording 55.64 million passengers for the calendar year. The airport grew fastest in the list of top-20, recording a 14.2% growth.

June 1-15, 2018 / Corporate Citizen / 43

Loved & Married too

It is not often these days that a college romance fructifies into 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

It is often said that love is but friendship by another name.

A meeting with entrepreneurs Ruta Talwalkar and Gireesh Narasimhan (both 40) simply confirms this truism. Married for 16 years preceded by nine years of friendship and romance, this sure is a relationship that has endured, and changed form with each new role brought by life, and yet, remained the same at its core

On the

solid group of

By Kalyani Sardesai A regular day for both Ruta and Gireesh is an exercise in multitasking and time management.

Both run their own enterprises and manage the multiple responsibilities of home and work, the stresses of running one’s own startup, along with the upbringing of their 12-year-old daughter Riya.

While she is partner at Living Bridge, a Pune-based training centre that provides mentorship programmes in film, camera, theater and assorted genres of writing, Gireesh is busy with the India office of Saltrock Advisors Pvt Ltd, a globally-renowned corporate finance associate firm that helps facilitate mergers and acquisitions in a smooth and transparent manner.

44 / Corporate Citizen / June 1-15, 2018

friendship

Despite the unique challenges of an entrepreneurial life, they make it a point to talk to each other at least four or five times a day. “It’s not important what you talk about, what is important is to keep talking,” points out Ruta. “Honestly, though, we don't have to try too hard. Communicating with each other is the most natural thing to do, and I find it strange, when other couples say they barely speak.”

After 23 years of togetherness, this is obviously a relationship with the fundamental grounding in place.

Back to the beginning

It all started way back in Standard X, on a school picnic to Goa. The students across various sections were divided into morning and evening

batches for the course of the bus journey. “He was running late as usual and had to be accommodated in my bus, which was in the afternoon,” Ruta smiles at the memory. “We got talking and hit it off instantly.”

The rest, as they say, was meant to be. The friendship endured through both graduate and post graduate college amidst the rough and tumble of those crucial years when careers are being built. Despite the pressing diversions, the duo was thick as ever. “Basically, he was attentive and gave me lots of time," she says. “And so, even though, we are very different at the core, we just went from strength to strength.”

Evidently though, those differences were complimentary. He’s the life of the party, fun-loving and gregarious to a fault, she’s the quiet, reserved

sort who is content with a small circle of friends.

In short: a textbook case of opposites attracting.

What’s more, Gireesh, with his impeccable manners and respectful ways, impressed her parents. But his constant presence did get her mom wondering. “She’s a psychology teacher and can see the distance. She asked me straight out if there was more to our relationship than just friendship, and I said, err... yes,” reminisces Ruta.

“It is precisely this transparency and lack of pretence that I have always cherished,” says Gireesh.

Still, both sets of parents had their reservations. She is a Maharashtrian brahmin, and he a Tamilian or Tam Brahm. “Mom was worried that I had been brought up very liberally; how would I manage in such a traditional home?”

As it turned out, it wasn’t that much of an issue at all.

The building blocks

The mantras of a marriage

Ruta and Gireesh with daughter Riya

“From the outset, we have both been supportive of each other’s dreams and given each other the space and freedom to pursue them. Patience is key in a marriage as well as at work”—Gireesh

The initial years of marriage had • Patience Ruta and Gireesh living with his parents in a joint family. “Yes, there • Trust were adjustments to be made.

Luckily I wasn't the only one exsays. “It was a tough decision, you • Clear pected to make them. My in-laws do miss work a lot but at the end of Communication went out of their way to include me the day, a couple has to decide what within the fold of the family, being is best for their family.”

• Celebrating very considerate about my comAs events transpired, this was differences fort,” she shares. but a stop-gap arrangement, until Sure, there were hiccups and the opportunity to set up Living • Not making a few differences here and there.

Bridge with two other partners, material success “Life and relationships are all about Aziz Rajabali and Prashant Dealone the yardgive and take,” says Ruta. “It's okay sai came up in 2012. “There was stick of success to give in at times, in the interest of this huge paucity of professional the larger picture.” training that was both accessible Nevertheless, that first stage deand affordable for the arts like manded a lot from both. A Masters in Personfilm, camera, theater and writing, be it script or nel Management, Ruta was working first with screen writing. We found that there were lots Delphi Computers and then with The Times of of professionals in different fields who yearned India, while he was trying to set up kitchen1. to learn more about film and creative writing, com, an online food service, that in retrospect. despite the fact that they were in different prowas way ahead of its time. “From the outset, fessions. But to turn to regular professional colwe have both been supportive of each other's leges would mean a huge investment in terms of dreams and given each other the space and freeboth time and money, neither of which are easy dom to pursue them,” says Gireesh. to spare,” says Ruta. “That’s how we came up Thus, even though money was tight, it was the concept of Living Bridge that would allow never an issue. “I knew it was a passing phase, working professionals or mentors to conduct that with his enterprising mindset, he would short duration workshops for interested candisoon find his groove,” shares Ruta. “What I'd dates in a manner that was both economical and like to point out here is that both marriage and time-bound.” relationships are more than just money.”

On his part, Gireesh was all for it. “I thought Eventually, Gireesh took up the India operit was a great idea, and she ought to take it up ations for Saltrock, a venture that utilised his with determination and gusto.” talents well. “Patience is key in a marriage as well as at work,” he says. “That, and letting little Bringing up their baby things go.”

As of today, life is hectic and happy with work Their little girl Riya was born in 2005, and and their sprightly daughter Riya demanding Ruta took the studied decision of giving up their time, apart from work. “Parenting is a work. “I always felt she needed me more,” she whole new ball game for every couple. You have

to learn from scratch, with the personality of the child to guide you,” says Gireesh.

“Honestly, it has never been a priority for either of us to have an academic topper at home. She is a bright child; we have confidence in her abilities.

What is more important for her is to participate in assorted activities along with her academics.

From tennis to dance, she has lots besides her studies to keep her gainfully occupied and that’s good enough for us,” says Ruta. However, she is quick to point out that she’s the stricter parent, while Gireesh is way more easy-going. “The classic good cop and bad cop situation,” she laughs. What is important, though, is to keep the communication going. “You must be comfortable confiding in each other. Speak your mind; say only what you mean; it keeps simple,” they round off. kalyani.sardesai@gmail.com CC

tadka

`16,500 crore for SBM

A whopping sum of `16,500 crore has been earmarked by the central government for implementation of the Swachh Bharat Mission (SBM) in 2018-19. The amount is over and above the budget of ministries in charge of sanitation in the country, i.e. the Ministry of Drinking Water and Sanitation for Swachh Bharat Mission (Gramin) and the Ministry of Housing and Urban Affairs for Swachh Bharat Mission (Urban). The amount indicates the government’s determination to ensure onground, diverse sustenance of the SBM.

June 1-15, 2018 / Corporate Citizen / 45

Campus Placement

When passion matches calling For Yogesh Gumte, it was like a dream come true when he was placed as the territory manager in TVS Motor. He felt that it was the right place to exploit both—man and the machine

By Joe Williams

Y

ogesh Gumte feels that his passion for motor sports got fulfilled when he was placed as the territory manager at TVS. He feels that he has found the right place to match his passion and goal. A pass out from a well-known engineering college of the city, Yogesh also believes that it was the right place to exploit both—man and the machine. He, like others, finds it difficult to pronounce the full form of TVS, but he is aware of what it stands for, Thirukkurungudi Vengaram Sundram (TVS), the name of the founder.

A resident of Aurangabad in Maharashtra, Yogesh always felt that sports and academics should be given the same weightage. A leader in sports right from his schooldays, he has been setting an example in this field. Motor sports was his passion and he has participated at different levels in this sport. He feels that sports was the driving force behind his success. He wanted to join the defence forces but it was the passion for motor sports which hit him like the fiery breath of a dragon.

Though many companies came to his college campus for placement, he was always on the lookout for striking the right entry into the corporate world and TVS was one of them. And he proved that he was the right candidate when he made the cut for that one spot.

Placement blues…

He was nervous like any other student when it was time for the call in the interview room.

46 / Corporate Citizen / June 1-15, 2018

“Going through the process I realised that it was going to be a challenging task as it was difficult to decide which sector would be right to carry my dreams. The defence force was my childhood dream, but I did my degree in engineering,” recalls Yogesh. He was passionate about automobiles, not just to drive or ride the vehicle, but also to know the technical aspects of it. And this helped him to take decisions and to stick to them during the placement period. Patience paid off as he waited for the right automobile company. “I stayed calm and patient, and waited for the right opportunity, and it came when TVS called,” he says.

This Aurangabad youngster is of the opinion that Aurangabad gave him great friends, a great environment and most importantly, a

positive outlook which enriched him in developing his personality.

Placement challenges…

He did his homework well and set his sight on group discussion. “I kept myself aware of current affairs during my lectures, thanks to the college for providing newspapers daily. As an engineer, aptitude test was never a concern, but my main concern was the technical interviews which are not predictable,” says Yogesh. He overcame the aptitude tests and group discussions. Despite being shortlisted, in the interview room he was in a state of confusion as there were no automobile companies. There was a ray of hope when Mahindra & Mahindra came.

“I immediately applied for it and was waiting for

joined MIT for his Mechanical Engineering.

He has been active in sports and also has been the sports secretary both in school and college. “This helped me nurture leadership qualities and the experience of teamwork actually helped me during my graduation,” says Yogesh, who represented his college in national-level racing events. “These events have been a turning point in my educational experience which resulted in adding a lot of practical knowledge Yogesh with sister Minakshi and parents about automobiles and various manufacturing processes.”

Best moments…

Being a sports secretary he felt like a celebrity on the dais during the annual sports events. “I can never forget the days as I felt honoured to sit beside the chief guest, as well as when I became the first candidate from my batch to get screened in the selection process. These moments are the ones which make me feel good about myself and always boost my confidence during my lows.”

On his success…

Yogesh with friends

“The credit for all this goes to my parents. It’s because of their faith and support I was able to pursue what I really wanted. Being patient is the key to success, and it was my parents who taught me this. A special thanks to SBS for bringing such companies for campus placements.”

Tips for juniors…

Though many companies came to his college campus for placement, he was always on the lookout for striking the right entry into the corporate world and TVS was one of them... He was passionate about automobiles, not just to drive or ride the vehicle, but also to know the technical aspects of it. And this helped him to take decisions and to stick to them during the placement period the process to start, but everything does not go according to your plan.” He lost the chance to grab the opening because of an injury to his left leg. “I had to go for a check-up to my hometown and I lost the opportunity for which I had been waiting for, and ended up losing the chance to get into the company.” Yogesh was in a state of depression and subsequently did not apply for the companies that came to the campus for placement. Then came TVS and he grabbed the opening with both hands.

Earlier days…

He was 23 before he left the city of Aurangabad to go ahead with his Masters. “This happened because both my parents were able to hold on to their jobs in this city for such a long time. My father Anantrao Gumte is working in HMT Ltd and my mother, Kalpana Gumte, is working in the Town Planning sector under the government of Maharashtra.” Yogesh did his schooling from St. Xavier’s High School and thereafter his XII from Vasantrao Naik College before he

• Believe in your capabilities. No one can judge you better than yourself.

• Back your abilities and be patient till you get what you actually want.

• Don’t take decisions under pressure that you may regret in the future.

• Be passionate and follow your heart and you will get what you want.

Joe78662@gmail.com

CC

tadka

Karnataka to be home to largest solar park in India Karnataka will be home to the world’s largest solar park with a proposed investment of `16,500 crore at Pavagada in Karnataka’s Tumakuru district under the Karnataka Solar Power Development Corp. Ltd (KSPDCL).

The recently-launched project comprises of 2,000 MW Park, named ‘Shakti Sthala’, spanning across 13,000 acres and spread over five villages.

June 1-15, 2018 / Corporate Citizen / 47

Health

Overriding the Age Factor:

Building agility and stamina through chess!

While the numerous benefits of playing chess are well-documented, the highlight is on cognitive and visual processing skills. That ‘problem solving’ skills in chess can be a fodder to business strategy, has also found acceptance. The probability of life-mimicking chess ‘moves’ often finds applications in negotiation tactics, business deals and if done effectively, is believed to trigger success in life. This ‘all-inclusive’ game of small moves leading to bigger wins —whether on the ‘64 squares’ or ‘life’ itself, therefore demands an overall ‘fitness’. Corporate Citizen spoke to a cross-section of players, coaches and arbiters to gauge chess-related fitness

By Sangeeta Ghosh Dastidar “These young guys are playing checkers. I’m out there playing chess,” said Kobe Bean Bryant, former American professional basketball player and this perhaps spells an indication for building synergies of the ‘mind’ with the ‘physical’ form. Closer home, as our own Grandmaster Viswanathan ‘Vishy’ Anand had said, “I attend to my fitness. I go to the gym every day and try to maintain my physical fitness; without that, it is tough to take challenges on the chessboard.”

Former world chess champion and icon, Bobby Fischer had once said that the body has to be in ‘top condition’ and that ‘one cannot separate the body from the mind’. Thus, the mantra to conjoin the mind and body works for almost all sports and holds true for chess too.

For any new entrant to this game, the ascent is steep and begins with the first stepping stone 48 / Corporate Citizen / June 1-15, 2018

to becoming an International-rated player with a basic 1,000 points; to crossing the 2,000 mark and then on striving to become a Candidate Master at 2,200 points, a FIDE Master (FM) at 2,300 points, an International Master (IM) at 2,400 and finally reach the coveted Grand Master (GM) status at 2,500+ points. Definitely an endeavour of a lifetime and unlike other sports, chess can have a longer lifespan. “Depending on their financial conditions, interest levels and their performances as chess players, a professional player can sustain for anywhere between 20 to 30 years. An amateur can sustain for about 15 to 20 years. Many may even become coaches, arbiters, chess journalists or even be playing part-time chess and working part-time elsewhere”, said Karthik Shetty, Bengaluru-based chessplayer and FIDE Arbiter.

Most players do follow a regimen which could include some or all of the practices like meditation, positive thinking, a good training plan and sticking to it, following a good training method with effective time table in place.

Nutrition and Willpower

Most players and parents of young aspirants say that food plays a vital role in keeping good stamina. Home-cooked meals, fresh fruits are preferred over packaged food. “Ample amount of sleep, good time management, and physical exercises can help improve blood circulation and oxygen intake to the brain. Listening to music of your choice, meditation, taking a break or a vacation after a tournament before the start of another chess event can help to a greater extent,” said Karthik.

Chess and Fitness

Sustaining their ‘chess goals’, aspirants often add physical fitness in developing their ‘mental fitness’. “Fitness in chess is both mental and physical. Lack of both or one of them can still hurt your game and the outcome. Fitness in chess is the ‘psychological’ and ‘emotional’ well-being before and during the game. (Poor) Physical health too can cause distractions in focus levels; so good physical health becomes very important for playing top level chess. These two aspects together can be termed as ‘Chess Fitness’”, said Karthik. In evolving as good chess players, “Along with physical and mental fitness, other aspects of life like graduation, marriage, personal life, financial conditions and many other happenings too affect the decisions taken. Chess fitness can be sustained by ensuring a good mental and physical health and by keeping oneself positive and motivated,” said Karthik.

“The need is also to have a hunger for what one is passionate about. When it comes to fitness, girls or women players maybe less concerned but they too have to follow a good fitness plan. Men must also be careful because many can become a victim to chain smoking, etc. So, fitness plays a vital role both in men and women but they must invest time in their regular fitness regime,” he added. For Pune-based player and coach, FM Aniruddha Deshpande, “While health is important, chess knowledge and skill is most important. Fitness is very important for all sports and it is equally important in chess as well. Adult players require being more careful about their fitness, as it is easy to put on weight. Youngsters are relatively more active so specific exercises are not much required for them. The ‘Suryanamaskar’ postures (yoga) and meditation are useful for all age-groups.”

According to Utkal S, a Bengaluru-based corporate chess player and a software engineer with Cisco, “Chess fitness does exist; as with age, you slowly tend to lose mental fitness and the quality of game doesn’t improve either… regular exercises, yoga and outdoor

“Fitness is very important for chess as well. Adult players require being more careful about their fitness, as it is easy to put on weight. Youngsters are relatively more active so specific exercises are not much required for them’’ —Aniruddha Deshpande sports can definitely add value and help in the game as well.”

Chiselling Mental Endurance

Utkal said that chess being a creative game needs hard work but more necessarily. “It is equally important to absorb as much knowledge as possible, and the sooner you do that in life the better.”

“Absolute peak concentration, determination to fight back and an intense will to win are all ingredients requisite for a good battling game of chess.

It is easy to focus for 10 minutes without altering concentration but it’s hard to do the same for hours together. Apart from practising chess over the board, fitness for a long game of chess requires one to be mentally stable and physically sound. Physical activities like running, walking, playing any of your favourite outdoor games combined with the practice of meditation or yoga can help in nurturing the fitness of a chessplayer,” said Karthik.

He explained that sitting in the same chair hours together and staring at the 64 squares and pondering over the next best plan is not an easy task as it requires a lot of brain energy which makes chess a highly energy-consuming game. Physical fitness thus becomes vital. “A good exercise plan could include morning walks, running, swimming, cycling at least five days a week. In the middle of a tournament, an evening walk every day after the last round of the tournament helps. Playing one’s favourite outdoor game, even using a gym can help in physical fitness for a chess player,” said Karthik.

“A high amount of willpower and determination to succeed and a ‘never give up’ attitude too plays a significant role during the game. Any emotional and personal problems faced by players must be shared with parents, coaches or close ones who can keep the player motivated and support them throughout. Mental conditioning therefore is important too.”

As said by the legendary former world champion Anatoly Karpov, “Chess is an Art, Science and a Sport”, the combination of the three streams sure needs ‘chess fitness’ and more! sangeetagd2010@gmail.com CC

tadka

Pakistan defence budget up by 20 per cent So yes, our neighbors have revved up their defence budget by a significant 20 per cent to $9.6 billion for 2018-19, but this is not a patch on India’s budget of `2.95 lakh crore or $45 billion), which is about 5 times higher. The step-up on the Pakistani side could indicate several things, including basic maintenance of operational capability, not just India-centricity. On a grim note though, this could also mean more terrorist attacks in J & K, say the experts.

June 1-15, 2018 / Corporate Citizen / 49

Infosys Artificial Intelligence Survey

India leading in Artificial Intelligence Dividend

Technology is a double-edged sword, and perhaps no subject better illustrates this concern than artificial intelligence (AI). However, AI is also the greatest threat to human jobs today. It is key for business leaders to adapt, invest and develop AI while also reskilling employees so that human jobs are least affected. With a view to understand the effects of AI on businesses and its effect on upskilling employees, global technology company Infosys has conducted ‘Leadership in the Age of AI’ survey. Corporate Citizen brings you the results.

Compiled By Neeraj Varty

5050/ /Corporate CorporateCitizen Citizen/ /June June1-15, 1-15,2018 2018

Defining “Artificial Intelligence” For this report, “artificial intelligence” is defined as “software technologies that make a computer or robot perform equal to or better than normal human computational ability in accuracy, capacity and speed. Examples can include Natural Language Processing, Knowledge Representation, Automated Reasoning, Machine Learning, Robotics, Rational Agent and Chatbots.”

Key Findings

90%

of C-level executives reported measurable benefits from deploying AI technologies within their organisation.

77%

of IT decision makers were confident employees in their organisation could be trained for the new job roles AI will create in their business.

73% do business.

Survey Details and Methodology

53%

The survey was conducted across seven countries: Australia, China, France, Germany, India, the United Kingdom and the United States. These companies ranged in size from 500 to more than 5,000 employees.

45%

of all respondents agreed or strongly agreed that AI has already transformed the way they

of all respondents indicated that their organisation has increased training in the job functions most affected by AI deployments. of respondents said the AI deployments in their organisation are greatly outpacing the accuracy and productivity of comparable human activity.

June June1-15, 1-15,2018 2018/ /Corporate CorporateCitizen Citizen/ /5151

Infosys Artificial Intelligence Survey

AI is already omnipresent in all sectors

AI is already a major part of the Telecom and Banking sector. The dependence of other sectors such as Healthcare, Hospitality and even the Public sector is gradually increasing with each passing year.

65%

63% 60%

Telecom & Communication Service Providers

54%

53%

Banking & Insurance

51%

Oil & Gas

49% 48%

Retail & Consumer Product Goods Media & Entertainment

34%

Healthcare & Life Sciences Manufacturing & High-Tech Travel, Hospitality & Transportation Public Sector

Across industries, AI is producing strategic advantages 45%

40%

38%

38% 31%

Improved process performance Productivity gains due to IT time spent on higher-value work Improved compliance, security and risk management

52 / Corporate Citizen / June 1-15, 2018

31%

Nine out of 10 C-level executives reported measurable benefits from AI within their organisation. Meanwhile, 87 per cent of organisations in late or final stages of their AI deployments reported significant and measurable benefits from AI technologies.

According to survey respondents, a majority of organisations started off using AI to automate or improve routine or inefficient processes. In fact, 66 per cent of those surveyed are leveraging AI technologies primarily for business process automation.

Productivity gains related to fewer staff needed to accomplish analogous workloads New or increased market share Improved employee retention

Which countries are leading the pack in ROI from AI deployments?

While enterprises in the countries tracked said they saw measurable improvements from their AI deployments, the benefits were inconsistent from country to country. Per the survey respondents, more enterprises in the U.S. and India are experiencing a return on their AI investment compared to the European countries surveyed, which are further behind.

India – 75% United States – 71% China – 61% Australia – 57% United Kingdom – 42% Germany – 40% France – 33%

Map not to scale

Per cent of respondents who said their AI deployments are outpacing people at performing certain tasks, by country

In certain ways, AI is already outpacing human capabilities: 45 per cent of those surveyed reported that their organisation’s AI deployment is greatly outpacing the accuracy and productivity of comparable human activity. Another 37 per cent of respondents said that their AI technology is slightly outpacing humans. But clear differences exist from country to country. India is the nation which overwhelmingly feels that AI is outpacing human capabilities.

India – 74% United States – 58% China – 50% Australia – 47%

United Kingdom – 39% France – 26% Germany – 18%

Map not to scale

neeraj.varty07@gmail.com June 1-15, 2018 / Corporate Citizen / 53

Bollywood Biz

The Best Women Directors from India Bollywood has long been viewed as a boys’ club, especially among directors. Then along came a handful of female directors that shattered any preconceived notions about the critical and commercial viability of women as directors, and Bollywood has never looked back since. This issue, we look at some of India’s most accomplished women directors

By Neeraj Varty

Farah Khan

Of all the female directors in Indian cinema, Farah Khan is the most commercially successful. As one of Bollywood’s most well known choreographers, Farah’s directorial style is very similar to the elaborate item numbers that have stolen our hearts for years. Relying on simple screenplays, lavish sets and lots of fun, fans have adored Farah’s films for years. She made her debut with Main Hoon Na in 2004 with Shah Rukh Khan, and he has been a staple in all her films but one. She followed her debut film with Om Shanti Om (2007) which emerged as the biggest popcorn blockbuster of the year. She then directed Tees Maar Khan starring Akshay Kumar, a heist caper with a comedy twist. In 2014, she teamed up again with SRK for Happy New Year, which still holds the record for the highest first day gross of any Bollywood film—`44.97 cr.

54 / Corporate Citizen / June 1-15, 2018

Zoya Akhtar

Kiran Rao

Zoya’s impressive debut Luck By Chance showcased the Indian film industry we all love and hate in equal measure, and provided a very poignant look behind the scenes of Bollywood. Her follow-up, the star-laden Zindagi Na Milegi Dobara, was the biggest hit of Summer 2011. Zoya is a force in the industry to be watched. She revels in films with an ensemble cast, and her last film Dil Dhadakne Do is the perfect showcase of a dysfunctional family on a vacation.

Kiran’s directorial debut set the stage for her husband, Aamir Khan, to portray a vastly different type of role than anyone had ever seen him in before. In a fiercely independent style, Kiran wrote and directed a film showing Mumbai and her protagonists in an offbeat, gritty and genuine way – although not a commercial blockbuster, Dhobi Ghat was a big festival favorite and much loved among the indie crowds.

Deepa Mehta

Though Deepa Mehta doesn’t quite classify as “Bollywood”, her films revolve around the Indian milieu. This talented filmmaker caused a huge ruckus when she released Fire in India in 1998, setting off a wave of protests as people objected to the themes of homosexuality in the film. Her film Water also set off a wave of protests in Sri Lanka which conflicted with filming, but the film was later nominated for an Oscar. She has impressed the world with her films, and her latest, an epic adaptation of Salman Rushdie’s novel Midnight’s Children, is well worth the watch.

Mira Nair

Another director with an Oscar nominated film (Salaam Bombay!), Mira may be the most internationally renowned director in this list. A true storyteller, Mira has showcased films on a wide variety of topics, some representing India and some very mainstream Hollywood stories. Her film Monsoon Wedding is as Indian as it can get, while her film The Reluctant Fundamentalist is a westernised political thriller. We can’t choose a favourite, so we recommend watching all her films! neeraj.varty07@gmail.com June 1-15, 2018 / Corporate Citizen / 55

Pearls of Wisdom

7

Pranayama and Meditation is the best way to apply brakes in the buzzing mind.

It is very effective and instantly calms your mind down.

By Sri Sri Ravi Shankar

Intestinal cleansing

ways to clear your mind of negative thoughts

If your head is filled with too many thoughts, lie down on the floor and keep rolling and you will see the circulation in the body improves—this and several more tips to be positive

Get busy

When you recognise a negative thought, get busy.

If you simply sit, you will keep thinking a lot.

Improve circulation in your body

If your head is filled with too many thoughts, lie down on the floor and keep rolling and you will see the circulation in the body improves. When circulation improves, then the mind feels better.

That is the reason they do shayana pradakshinam (a form of worship done by rolling on the floor).

Experience it and see how there is a change in your mind.

Shake hands with negative thoughts

If you keep resisting negative thoughts, and try to push them away, then they will follow you like a 56 / Corporate Citizen / June 1-15, 2018

If you get scared of negative thoughts, then they will control you.

But if you shake hands with them, then they will disappear ghost. Shake hands with your negative thoughts.

Tell them, ‘Come here and sit with me. I will not leave you’, and you will see how they quickly disappear. Thoughts are scared of you.

If you get scared of negative thoughts, then they will control you. But if you shake hands with them, then they will disappear.

Pranayama and Meditation

If you are bombarded with too many negative thoughts, know that something must be wrong with your bowel movement. Do Shankh Prakshalan (intestinal cleansing). That would also help.

Move around

Get up, do your exercise, sing, dance, do yoga, meditation, pranayama; all these will help.

Become a witness to your thoughts

You cannot stop a thought or know a thought before it comes. And when it comes, it also goes away immediately. If you are a witness to the thought, it simply drifts away and vanishes. But if you hold on to it and chew on it, then it stays with you. Thoughts come and go, but that which is the basis of thoughts—is the atma (soul). And that is what you are. You are like the sky, and thoughts are like clouds. This could be the nearest example one can give. Clouds come and go in the sky, but can they disturb or limit the vastness of the sky in any way? No, not at all.

So when you fly above the clouds, when you go beyond the clouds, you see that the sky is untouched. It is the same, it is unchanged. It is only the thoughts which keep moving. This is what happens in meditation. When you come into Sakshi bhaav, i.e., when you simply become a witness to the thoughts.

We do not have to attach ourselves to the thoughts. That is foolishness. Whether they are good thoughts, or bad thoughts—they come and go. You are far above and beyond all this.

This is called the Vihangam Maarg—it means rising above thoughts and seeing that you have nothing to do with these moving thoughts.

(This article was originally published in www. wisdom.srisriravishankar.org) CC

tadka Village in Shirur proudly displays girls’ names at entrance of homes

A unique campaign has been launched in around 14 villages near Ranjangaon Sandas where the names of the girls in the family are displayed in front of the house.

Close to 5,000 houses in these villages now have doors with plates prominently carrying names of girls in the families.

Mobile Apps

99ACRES

Created by the popular property search portal 99acres.com, this app offers the same user experience as the website, on the go. The app, which is free for Android users, allows you to browse properties for rent, along with highquality pictures, videos and maps. It is best known for the numerous options it provides, with listings of around 10 lakh properties across the country. It also promises instant contact between landlords and interested tenants through phone calls, texts or e-mail.

NESTAWAY

This app’s appeal lies in the fact that it offers many fully furnished rental options with standardised amenities, and NestAway takes responsibility for making sure that these are in working order. Once you shortlist a property, you can schedule a visit through the app, saving you the trouble of calling and coordinating with owner or agent.

The app stores important documents like rental agreements and receipts for easy access. It also allows you to book your preferred accommodation instantly, with just a few taps.

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Finding a house to purchase or even rent in India is easier said than done.

The amount of hoops you have to jump through to find a good place is mind-boggling. Not to worry, though. If you’re looking to find a suitable rental property or shared accommodation, these apps can help you find the right fit

By Neeraj Varty

FLATCHAT

Flatchat provides a platform where homeowners and tenants can share their location, find contacts in their vicinity and chat with them. It also allows you to sign up to find suitable flatmates to share a rental with. This can make the otherwise-difficult process hasslefree, since you can find people with the same budget and location preference as you, as well similar hobbies and habits. So far, the app is only functional in Bengaluru, Mumbai, Pune, Delhi, Hyderabad and Chennai.

MAGICBRICKS

An app version of the property portal, MagicBricks uses GPS to zero in on your preferred location and helps you search for properties across all major Indian cities. It boasts a simple, intuitive interface that lets you contact homeowners with just a tap. Though it caters primarily to property buyers and sellers, renters can also use this app to their advantage. You can set alerts for when properties that match your preference become available, and let the app do the rest.

neeraj.varty07@gmail.com June 1-15, 2018 / Corporate Citizen / 57

Unsung Heroes - 4

True Indian at heart!

An American, Franz Gastler, came to India four years back to teach in Jharkhand village schools. He was asked by one of his students to teach her to play football, which inspired him to set up Yuwa, a programme to teach football to slum girls. The programme has been successful and has received endorsements from the United Nations Development Fund for Women, Nike, Coca-Cola India, and many others

R

ecently, a group of teenaged girls from a village on the outskirts of Ranchi in Jharkhand achieved something that sportspersons with the best facilities and support in cities often aspire for, but don’t always succeed. On July 13, 2013, the 18 tribal girls representing Yuwa India under-14 all-girls team, were placed third among 10 teams, playing for the Gasteiz Cup in Victoria, Gasteiz in Spain. The girls—a majority of who played outside their village in Ormanjhi for the first time—were placed third after two wins, two losses, and one draw against international teams. Earlier during the Donosti Cup, Spain’s biggest football tournament, the girls made it to the quarter finals, from among 36 international teams. The credit for such incredible achievements goes to Franz Gastler, who came from America, on a mission to India.

The young footballers wearing red-and-white sarees and sneakers, with plastic flowers adorning their hair and around their wrists, were ecstatic as they won the third prize in Gasteiz, Spain that Saturday night. “We had carried 58 / Corporate Citizen / June 1-15, 2018

Franz Gastler, Executive Director, Yuwa - India

Sarna-sarees in our bags and some flowers too.

When they announced our names, we ran into the dressing room and took just five minutes to get dressed in our sarees, then we came out and accepted the prize and then we danced,” grinned Rinky Kumari, 13, the team’s captain back in Ormanjhi. “Yuwa yuwa hum hain yuwa, sab se juda; gendwa ko maarein, netwa ko phaadein, mil ke bolo Jai Yuwa (We are young, so special; we are on the ball, we attack the net; all hail Yuwa),” the team breaks into chorus before practice.

“They were cheered everywhere they went. They would break into song and dance always, even doFranz Gastler at ing the jhumar (traditional dance) Yuwa’s with a team from Spain at San Sepractice session bastian. The only time I saw them nervous was the first game,” recounted Sandeep Chhetri, Yuwa’s secretary and the team’s unofficial cheering songwriter. At the afternoon session at Yuwa’s centre at Hutup village, the older girls break into giggles when their peers’ Spain tour is mentioned. “We saw the sea!” the group exclaims.

“They told us there were lots of meat, chicken and even pig’s meat.

Also, bread, butter and jam. People there bathe in the sea,” Preeti Ku-

mari, 9, sums up the buzz among the children in Hutup since the girls’ return.

In the three weeks, the girls were on tour, 40 new children have joined Yuwa’s practice session besides the 220 who are already regular. Yuwa - India’s Executive Director Franz Gastler, who had first come to Jharkhand four years back to teach in villages, sounds excited about the team’s achievements, but at the same time, is a bit concerned. “We applied for land on a long-term lease because the land we play on is disappearing right under our feet, as land

Bachelor of Arts and Master of Arts in International Political Economy. He is certified in negotiation and mediation from the ‘University Consortium,’ Programme on Negotiation at the Harvard Law School. He underwent internship at the Ministry of Finance and Public Credit in Bogota, Colombia.

He participated in various sports. He received training in judo at the United States Olympic Training Center.

He is experienced in coaching alpine skiing for 12 years, and played ice-hockey as a goaltender. In 2008, he joined Krishi Gram Vikas Kendra, a Jharkhand-based NGO, as an English teacher. During his Yuwa footballers ecstatic as they win the third prize in Gasteiz, Spain time as a teacher, he lived in a ‘farmer’s mud hut’. He was asked by one of his students to teach her to play football.

He founded Yuwa with the financial help of his high school friends, Greg Deming, Sephen Peterson, and Erik Odland, to teach football to slum girls.

Surprisingly, Franz, who never played or watched a footalso a challenge getting support from the parents. ball match before, started teaching the sport While all of the parents wanted their daughters to girls between five and 17 years of age. The to get this opportunity, most could not fathom, programme has been quite successful and has what a massive opportunity this really was. Most received endorsements from the United Naof them had never been outside Jharkhand, and tions Development Fund for Women, Nike, going abroad was hard to imagine.”

Coca-Cola India, and many others.

He added, “We run classes and practices in The above story is featured in ‘Real Inspiring three villages, and girls come from 10 villages Stories’ ISBN 978-81-8430-290-5 by Maj. to attend the programme. My staff and I spent Pradeep Khare (pradeepkhare2011@gmail. days tracking down parents in far-flung villages com). It is published by Prabhat Publications, to sign documents—although they had been New Delhi. told to meet us and sign documents at a certain time and date, they would sometimes leave for weddings, etc. far away, and with no means to contact them.” It was not an easy task as Franz CC narrates, “The girls were often left to fend for themselves, against all the entrenched forces working against them in the society, family and government. Nothing that’s intended for them reaches them as it should. They have to fight for everything. That’s one reason I admire these girls so much. They take on the challenges in their lives with courage, devotion and team In a bid to rev up India’s crude oil producspirit. Their grit and determination to improve tion that has been falling for years and their lives and the lives of those around them reducing our import dependence from the often leaves me in awe.” current 83 per cent to a mere 67 per cent Now, last but not least, here’s something by 2022, Oil and Natural Gas Corporation is all set to spend `17,600 crore on drilling about the real hero of this story—Franz Gastler. a record 535 wells in 2018-19. The comHe studied at Edina High School and graduatpany has confirmed the same in a recent ed in 2000. He attended University Professors statement.

Program of Boston University and received his

I admire these girls so much. They take on the challenges in their lives with courage, devotion and teamspirit. Their grit and determination to improve their lives and the lives of those around them often leaves me in awe mafia buy the land and put brick walls around it. Right now our proposal is pending with the Sports Secretary, we do not know what will happen,” says Gastler.

When asked, “What was the biggest challenge you and the team faced to reach the tournaments in Spain?” Franz recounted obtaining the documents to allow the girls to travel. “After we were invited by Donosti Cup with the support of TZBZ, a group of student entrepreneurs in the Basque country of Spain, the main challenge, funnily enough, was obtaining birth certificates. Most of the girls did not have official birth certificates (as they were born at home).” Yuwa doesn’t have the staff to get these for eighteen girls, so the girls and their parents took on the task. At first, mothers and fathers accompanied the girls to the local Panchayat office. But as the weeks dragged into months, the parents could not leave their fields and day labour jobs to follow up time and again. The girls reported to us that a Panchayat Sewak had slapped several of them in the face when they arrived to follow-up on the work. He made many of them sweep his office floor, and demanded bribes from each and every one of them. He told them that if they went to Spain, I would sell them into slavery.

“How did the parents of the girls respond to the girls participating in the tournament?” was the next question, to which Franz replied, “It was

tadka

ONGC to drill a record 535 wells

June 1-15, 2018 / Corporate Citizen / 59

Claps & Slaps Corporate Citizen Claps for the exhilarating Gold Coast 66 medals wOn by the Indian contingent at the recently-concluded Commonwealth Games (CWG) 2018.

In doing so, the proud band of Indian sports-stars upped their own total medal tally from the 64 medals earned at the CWG Glasgow Games in 2014. Most encouraging was the gold tally of 26 medals in comparison to the haul of 15 golds at the previous Glasgow meet.

The efforts of the Indian team shone across diverse disciplines—the expected wins by our wrestlers, weightlifters, shooters and boxers, but also showcased playing power in badminton and table tennis which was the surprise show-stopper! The Indian list translated the sheer determination of its sportsmen and women into winning spells that were displayed by five-time boxing champion Mary Kom; two-time Olympic medal-winning wrestler Sushil Kumar, world champion

weightlifter Mirabai Chanu and the 2016 world junior javelin champion, Neeraj Chopra along with teen sensations Manu Bhaker and Anish Bhanwala who bagged their respective golds. The shooting team clinched the maximum number of 16 medals. The badminton games reached heightened interest with an unexpected gold in the mixed team event and the nail-biting women’s singles finale featuring India’s racquet queens—P.V. Sindhu and Saina Nehwal. The pride of place was however granted to the table tennis team which won medals in all their seven events. Along with a clean and unprecedented sweep of golds in the team events, the CWG 2018 brought Manika Batra into the limelight with her historic gold win in the table tennis women’s singles. Batra and Mouma Das together salvaged India’s maiden silver medal in the doubles category too. Batra, the svelte Delhi girl with the Indian tri-coloured manicured finger created history with her commonwealth table tennis individual gold tally along with her consolidated dream run of four medals in four events—two golds, silver and a bronze each. The CWG 2018 feat did definitely highlight the hard work and team dynamics at the games but, the diaspora and competitor dynamics of CWG countries is considered a smaller domain in comparison to the larger upcoming Asian Games later this year. Here’s hoping that the new-found CWG confidence helps salvage the performances in keeping up its winning streaks at the 18th Asian Games 2018, Jakarta.

60 / Corporate Citizen / June 1-15, 2018

Corporate Citizen slaps the apathy and ignorance shown by a Jet Airways staffer that caused seasoned Indian shooters and Arjuna awardees, Anjali Bhagwat and Heena Sidhu, much dISTress at Bangkok airport.

Shailesh Gala, the security manager of Jet Airways denied the sportswomen from boarding and carrying their shooting weapons on a flight from Bangkok to Mumbai allegedly because of “incomplete documents”. This was despite the champion shooters carrying DGCA (Directorate General of Civil Aviation) permission for carrying their sports weapons from India to Busan. However, the ignorant airline staffer argued that the word ‘back’ (for the return journey with the weapons) was not mentioned in the permission. “When we asked him to give it in writing the basis on which they had denied us permission to carry the weapons, he refused,” said Heena. The two shooters were on their return journey back home from the ISSF World Cup in Changwon. The shooters had initially taken a Korea Air flight from Busan to Bangkok. They were actually issued their Jet Airways boarding passes for the Bangkok-Mumbai trip from Busan itself. But Jet Airways refused to accept their baggage on the connecting flight from Bangkok. The ignorant behaviour of the Jet Airways’ security manager forced Heena and Anjali to not just abort their ‘Jet’ trip to Mumbai but, risked stepping out of the airport late night, onto the streets of Bangkok. They also had to buy the mandatory Visa ‘on arrival’, and went without any food as restaurants had shut down by then. The ladies therefore incurred not just the extra baggage fees levied by Jet Airways and had to also buy new AI tickets to reach Mumbai—their total air travel spent was 1700 Euros! Sidhu said, “The worst thing was that Jet didn’t even have the courtesy to tell us about the problem and it was only the Korean Air staff who informed us that Jet was not accepting our baggage.” According to former Commonwealth Games medallist, Ashok Pandit, the matter was resolved only when the National Rifle Association of India intervened. “It is time the DGCA amended these archaic rules and stopped such harassment of sportspersons,” he said.

(Compiled by Sangeeta Ghosh Dastidar)

Dr (Col.) A. Balasubramanian

From The Mobile

Excellence is...

A German once visited a temple under construction where he saw a sculptor making an idol of God...

The sculptor replied that it would be installed on a pillar twenty feet high...

Suddenly he noticed a similar idol lying nearby...

“If the idol is that far who is going to know that there is a scratch on the nose?” the gentleman asked.

Surprised, he asked the sculptor, “Do you need two statues of the same idol?”

The sculptor stopped work, looked up at the gentleman, smiled and said, “I will know it.”

“No,” said the sculptor without looking up, “We need only one, but the first one got damaged at the last stage...”

The desire to excel is exclusive of the fact whether someone else appreciates it or not...

The gentleman examined the idol and found no apparent damage...

“Where is the damage?” he asked.

“There is a scratch on the nose of the idol.” said the sculptor, still busy with his work.

“Where are you going to install the idol?”

62 / Corporate Citizen / June 1-15, 2018

“Excellence” is a drive from inside, not outside...

Excellence is not for someone else to notice but for your own satisfaction and efficiency.

Don’t climb a mountain with an Intention that the world should see you. Climb the Mountain with the intention to see the world.

There were three ships which were nearby when the Titanic sunk.

One of them was known as the Sampson. It was seven miles away from the Titanic and they saw the white flares signalling danger, but because the crew had been hunting seals illegally and didn’t want to be caught, they turned and went the opposite direction away from the Titanic. This ship represents us and people like us if we are so busy looking inward at our own sin and lives that we can’t recognise when someone else is in need.

The next ship was the Californian. This ship was only 14 miles away from the Titanic, but they were surrounded by ice fields and the captain looked out and saw the white flares, but because the conditions weren’t favourable and it was dark, he decided to go back to bed and wait until morning. The crew tried to convince themselves that nothing was happening.

This ship represents those of us who say I can’t do any-

thing now. The conditions aren’t right for it and so we wait until conditions are perfect before going out.

The last ship was the Carpathia. This ship was actually headed in a southern direction 58 miles away from the Titanic when they heard the distress cries over the radio. The captain of this ship knelt down, prayed to God for direction and then turned the ship around and went full steam ahead through the ice fields. This was the ship that saved the 705 survivors of the Titanic.

When the captain looked back at the ice fields they had come through, he said Someone else’s hands must have been at the helm of this ship! This ship represents those who would pray to God for direction and then go without hesitation. Life whispers in your soul and speaks to your heart. We need to take time to listen to these whispers and take heed.

Wow! What an answer!

At Oxford University—Dr S. RADHAKRISHNAN While speaking, one of his students raised a question.

“Sir, What’s the difference between a ‘Station Master’ and a ‘School Master’?”

All were very eagerly waiting for his answer, because they thought it is an irrelevant question to him, but he coolly replied, “The Station Master, ‘Minds the Train’ and a School Master ‘Trains the Mind’”.

June 1-15, 2018 / Corporate Citizen / 63

astroturf your finances will not significantly favour in June. For most Sagittarians, struggle is on the cards to fulfil their financial goals this month.

You need to take a deep look into this situation and try to consider keeping a reserve income.

Aries

March 21 - April 20

Good news is that this month is quite positive as far as your career is concerned. Your stars are aligned to bring you success at work front. Work-related travel is on the cards. Finances seem to be good this month. While you may see financial gains from your work front by way of a raise, a bonus or a random advance, there are some financial gains seen from other sources too.

TAURUS

April 21 - May 20

This month seems less favourable as far as the career aspect is concerned. Despite a compliant work atmosphere, there is little that you will get done, in terms of results.

Your efforts are less likely to bring any expected outcomes. Since career house is a little clumsy for the month, finances flowing from that house are also slow. Not nil, just slow. nancial healt

GEMINI

May 21 - June 21

While the entire year spells good news for Geminis in career, there will still be months where you will have to put in a little extra effort than usual and still not see much progress. You need to fall back on your natural networking skills. You will see quite a hefty inflow of a money this month.

Basically, think out of the box as far as financial gains are concerned this month.

CANCER

June 22 - July 23

This month brings with it a host of possibilities, both in terms of the field you are already working in and in the field you might contemplate changing to. In either case, however, you must give your best shot. Although 2018 itself is a year moolah for cancerians,

(www.dollymanghat.com)

Fortune favours the bold and the lucky

Your attitude is your altitude, says Dolly Manghat, our renowned Astrological expert and believes she helps people create their own prophecies rather than live predictions June in particular brings in quite a chunk of it along with its arrival. Expect money from various sources—recognised and unrecognised, all legit of course.

LEO

July 24 - Aug 23

For this month, the prediction from the stars is indeed very beneficial in context of career prospects. Be prepared as travelling would keep you busy in June. Do not skip these travels, as benefits are attached to them.

Travelling south should be preferred. Most of the Leo natives would struggle to understand their anticipated objectives, which might lead to loss of additional profits. Furthermore, success is a far-off thing this month as travel will bear no fruits.

VIRGO

Aug 24 - Sept 23

As such there is nothing favourable in the month of June considering your professional advancement. Travel will keep you occupied. You might be able to gain some positives from this aspect. It is an excellent month for grabbing profitable opportunities through efficient management.

Anticipated gains are surely going to happen in June, but make sure these are through lawful sources.

64 / Corporate Citizen / June 1-15, 2018

.

CAPRICORN

Dec 23 - Jan 20

There is nothing too advantageous regarding your career prospects June. However, there is a chance to move towards a new posting this month that can be fruitful. The month of June forecasts an average phase for monetary prospects. It is important to note that any debate might turn disturbing for you.

LIBRA

Sept 24 - Oct 22

Looking at your career in June 2018, things might get a bit serious. Workplace environment would be stable without any additional workload. This month is likely to take a rise concerning your income and fortune in terms of finances. Make a note that your income from different sources will stay stable in the month. of June.

SCORPIO

AQUARIUS

Jan 21 - Feb19

In this month you would have to tackle difficult situations in your career. To start with, the influences functioning around your career might not prove useful. Lack of support can make you feel demotivated. Be focused and work hard to face some of these issues bravely. There is nothing special about the finance prediction for Aquarians in this month.

Oct 23 - Nov 22

There isn’t anything encouraging regarding your professional prospects in the month of June. There is a strong believe that workload wouldn’t hamper your path, but the efforts you put in might not prove fruitful. Be prepared to find nothing favourable considering financial prospects. Travelling is on the cards, but it will prove pointless without bearing any fruit.

SAGITTARIUS Nov 23 - Dec 22

Looking at your career advancement, this month the stars are more positive to make you feel satisfied. Sagittarians wouldn’t be burdened with the workload. According to astrological predictions,

PISCES

Feb 20 - Mar 20

As the year began, you have been putting in a lot of hard work in everything. This month, you are going to reap the gains of all this hard work. You will also find that your work and efforts are highly appreciated throughout the month. If so far you have been waiting for some rewarding time, then rejoice as it is here. You can go forward and make the investments that you have been waiting for, for a long time.

Address: 143, St Patrick’s Town, Gate# 3, Hadapsar IE, Pune-411 013.

Tel.: 020-26872677 / 020-32905748 Email: connect@dollymanghat.com/ info.dollymanghat@gmail.com

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CRADLE OF LEADERSHIP

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

January 1-15, 2016 / `50

CORPORATE CULTURE

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

INTERVIEW

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

Dynamic Duo 21 MEERA SHANKAR AND AJAY SHANKAR

UNFLINCHING SUPPORT

June 1-15, 2018 / Corporate Citizen / 65

the last word

Ganesh Natarajan

The rise of New Age philanthropy Empowering NGOs and finding solutions to deeprooted equity issues may sometimes be as important and it is vital that Indian philanthropy takes a guided approach to first multiplying and then directing its resources at addressing the country’s multiple problems

A

week in the USA – foimpact agenda. In a country like India or a state like Connecticut in cused on understandthe US, the choice of one commuing the science and art of philanthropy nity agenda like skills to put youth was an eye-opener in more ways to work becomes a rallying point than one. So many opportunities for many like our Million Jobs to learn and also to collaborate!

Mission is doing across all SVP In three separate interactions—in locations in India.

Chicago, New York and ConnectiIn Connecticut, where my wife Uma and I did a workshop with cut, there were moments of epiphmany of the local SVP partners, any and many thoughts on what the agenda identified is two-fold… we must do, as a country and even to substantially enhance the qualias a bunch of well-meaning individuals if we have to reduce the ty of the community colleges and numerous social inequities and find solutions to employment build an inclusive nation. needs of the large manufacturing The annual meet of Social Venbase, particularly defence manuture Partners International in Chifacturing in that state. The opporcago saw the assembly of over 200 well-intentioned philanthropists drawn from the 3,000-plus SVP partners from all over the world who have chosen to make SVP their medium of social expression. The four days saw wide-ranging case study presentations, discussions on Uma Ganesh speaking at a SVP equity of all kinds—eco- Workshop in Connecticut, USA nomic, race, class, gender, etc. and it was interesting to see tunity to offer blended learning the differences in equity percepsolutions that could bring comtions in the USA, Australia, Japan, pelling content and educational China and India, to name just a pedagogy to solve this problem few of the participating countries. is very similar to the agenda that The SVP model has always been India has to bring much-needed unique in the approach to venture quality to education institutions philanthropy, bringing people toand skill building institutions in every location and domain. gether in cities around the world to collaborate for a shared social Finally, an opportunity to at66 / Corporate Citizen / June 1-15, 2018

Ganesh Natarajan with Sofia, Chairperson of Social Venture Partners International

tend a fund-raising lunch for the Black Forest in the Hudson Valley in New York gave us an insight into the methodology of meaningful fund-raising in the US. Attended by over a hundred well-intentioned environment-conscious New Yorkers, the lunch provided insights into some real issues and an opportunity to understand the various solutions being explored. In the words of the keynote speaker, it is an imperative to avoid “scenic Hudson presenting a sight similar to that which one encounters coming out of a busy Delhi metro station” and the fact that over 400,000 dollars were raised in just that hour shows the quantum of intent and money that is available for good causes in the USA. According to Giving USA 2017, the annual report on philanthropy in the USA, philanthropic giving touched 400 billion dollars with charitable giving from individuals, foundations and corporations all increasing over the years.

In the case of corporations, the percentage rise in giving showed a sharp correlation with the rise in pre-tax profits, a sure justification for our own Government’s visionary idea of suggesting that every large company in India should donate 2% of their last three years’ average profits to charitable causes through CSR. Renowned economist Lucas Chancel has suggested that income inequality in India is at its highest level since 1922 with India’s richest one percent holding over fifty-eight percent of the country’s total wealth. Anoth-

The SDGs (Social Development Goals) could play an important role in guiding social activity in the country er report which collates views of some India’s leading thinkers in the philanthropy area and the Bill and Melinda Gates Foundation, faults lack of donor education about local contexts with the result that many individuals and foundations make a beeline to fund education whereas the problem may point to other solutions in many parts of the country. Empowering NGOs and finding solutions to deep-rooted equity issues may sometimes be as important and it is vital that Indian philanthropy takes a guided approach to first multiplying and then directing its resources at addressing the country’s multiple problems.

The SDGs (Social Development Goals) could play an important role in guiding social activity in the country. Formulated as a set of 17 cross-cutting goals lead by the United Nations with the aim of eradicating poverty by 2030, they bring in a much-needed impact measurement component that forces the need for data capture and analysis to guide funders towards better outcomes.

Much to think about and certainly time to act!

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

Printed and published by Dr (Col.) A. Balasubramanian on behalf of Sri Balaji Society. Editor: Dr (Col.) A. Balasubramanian.

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June 1-15, 2018 / Corporate Citizen / 67

Registered with RNI, under Reg. No. MAHENG/2014/60490 Pune posted Reg. No. PCW/179/2018-2020 Posted at BPC, Pune CSO 411030 on 15th and 30th of every month. Licenced to Post without Pre-Payment Licence No. WPP-252.

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

68 / Corporate Citizen / June 1-15, 2018