Volume4 issue 8 corporate citizen

TOP POSITION S. C. Gupta, Jt. General Manager (HR & IR), IFFCO Volume 4, Issue No. 08 / Pages 68 / www.corporatecitizen.in

July 1-15, 2018 / `50

Interview

Arun Rao,

Director, Geo Strategic Operations and Alliances, Dassault Systèmes

Dynamic Duo: 73

Reel to Real: Aamir Khan’s

War

on drought

Kiran Rao and Aamir Khan on their relentless efforts in water conservation through Paani Foundation

Public-Private Partnerships:

Sustainable Development Goals

LOVED & MARRIED TOO

Prachi Rahalkar and Abhijit Sathe, on their heartwarming journey together

2 / Corporate Citizen / July 1-15, 2018

July 1-15, 2018 / Corporate Citizen / 67

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feedback In the right direction

I appreciate the thoughts expressed in various columns including the editorial, published in Corporate Citizen. I love to hear about what’s happening in the Indian corporate world. The interviews and especially the editorial and the The Last Word have honest and meaningful discussions, with accurate statements having a common ground that I understand. I find the content well-edited and in context. Reading the Corporate Citizen magazine over a year now, I can honestly say that the magazine has an original vision of the business world and has set a standard for others to follow. Your vision and mission seem to be in the right direction, following a sustainable cycle that is building your readership across the country.

—Tejas Turalkar, business executive

Just a thought When all other postings require some minimum educational qualification, there must be some to be in legislature. Being eligible to rule and govern people is much more important than all other tasks. all those desiring to contest any direct or indirect election should pass a specially-designed course, from universities.

It is ridiculous that highly qualified officers of Indian Administrative Service (IAS) have to work under such political rulers who at times completely lack elementary knowledge. Till first batch clears such a course, at least Bachelor’s degree should be a must for being in legislature. At the same time, None-Of-The-Above (NOTA) should be converted into Right-To-Reject wherein all those getting less than NOTA in a constituency may be disqualified for lifetime to contest elections to ensure political parties give party-tickets only to deserving persons and also

Excellent on ideas

Thank you very much for the Corporate Citizen, Volume 4. I wish to dyNaMIc duO: 71 express my gratitude for A love your special projection of thus emmy profile in your health page, ‘Building Agility and powered Stamina Through Chess’. In fact, this magazine is excellent on ideas. The articles, ‘Excellence is a drive from inside, not outside’, ‘Care that Outlives the Big C’, are Enabling noteworthy. The ‘Excellence’ ZED Manufacturing article is too good to follow.

Your picture quality is good too. I wish great success for this magazine.

—Swapan Kumar Das, retired marketing professional, veteran FIDE player and chess trainer, Kolkata

TOP POSITION KuNwer Sachdev, FOuNder aNd Md, Su-KaM POwer SySTeMS June 1-15, 2018 / `50

Volume 4, Issue No. 06 / Pages 68 / www.corporatecitizen.in

Padma Shri Lila Poonawalla, and Firoz Poonawalla, on their philanthropic work and successful marriage

CII Manufacturing Excellence Conclave 2018

to motivate deserving youth to enter political system presently dominated by professional and dynastic politicians.

— Subhash Chandra Agrawal, Delhi

I love the dynamic nature of the stories I have been a regular reader of Corporate Citizen for the past few years. I have seen the magazine grow and seen the polish that series like Dynamic Duo and Military to Management

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‘Leade rs in the Ag hip 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

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Editor-in-Chief’s Choice / Arun Kumar

Job growth or number jugglery?

Dr (Col.) A. Balasubramanian

I

n an article in January, Soumya Kanti Ghosh and Pulak Ghosh (Ghosh and Ghosh) claimed that seven million new jobs have been created in the formal sector. Their claim is based on the increase in registration under the Employees Provident Fund (EPFO), National Pension Scheme and Employees State Insurance Corporation. The government and the ruling party are now widely quoting this figure. In a column in this paper (‘Robust job growth, not fake news,’ IE, April 28), Surjit Bhalla has, by and large, endorsed this study. The Niti Aayog vice chairperson has discounted these figures slightly but added that 36 million jobs have perhaps been created by the Mudra Scheme and via self-employment in enterprises such as those pertaining to taxi aggregation and e-commerce.

This runs counter to the impression that the shocks of demonetisation and implementation of GST re-

4 / Corporate Citizen / July 1-15, 2018

sulted in the loss of many jobs. There were reports of retrenchment of workers and workers migrating from urban to rural areas to seek employment under MGNREGS, and youngsters not getting jobs commensurate to their skills.

With no social security, few in India can afford to remain unemployed. Many who do not get formal employment often have no option but to carry headload or push carts. Hence, the issue at stake is underemployment. This author has been arguing for long that the sector in which a person is employed, formal or informal, matters much in reckoning employment figures. If there is an increase of seven million jobs, has there been a corresponding decline in informal sector jobs? If taxi aggregators are offering jobs, are these at the expense of traditional taxi drivers and private chauffeurs?

Seven million new jobs on a base of about 50 mil-

lion in the formal sector would represent a growth of 14 per cent. Is this likely when the economy’s growth rate plummeted after demonetisation and implementation of GST? Why have the EPF registrations shown a sharp increase? There are two possibilities. One, this is a one-off increase due to special reasons. Second, it is a trend. But then how come the total employment in the formal sector is only 50 million? With a 14 per cent growth rate, employment would double in 5.2 years.

Public sector employment has been stagnant at about 20 million. So, the increase of seven million would have taken place largely in the private formal sector. This would give a growth rate of about 23 per cent with employment doubling in 3.5 years, and there would be no dearth of decent jobs for the young.

Two factors could explain the rise in EPFO registration. First, earlier only employers who had more than 20 employees on their rolls were required to register under the EPFO. In 2016, this was changed to employers employing more than 10 employees. Since in India, most firms employ less than 20 employees, the numbers of those eligible for enrolment would have shot up. So, this is just a definitional shift from informal to formal employment and does not represent an increase in total employment.

The second factor is stated in the Union Budget 2018-19. The government has been encouraging enrolment in the Employee Provident Find since the last three years. It has offered concessions like, “Contribution of 8.33 per cent of Employee Provident Fund (EPF) for new employees by the Government for three years”. It has also promised, “Contribution of 12 per cent of EPF for new employees for three years by the Government in sectors employing large number of people like textile, leather and footwear”. Other concessions include, “additional deduction to the employers of 30 per cent of the wages paid for new employees under the Income Tax Act”. These concessions have now been extended for another three years. Thus, it would be highly profitable to the firms to employ new employees and register them under EPF. The organised sector is not hiring people directly. It has, increasingly, preferred to get labour on contract. It is likely that such contract labour from the unorganised sector is getting registered under the EPF due to the concessions offered by the government. Since the concessions are for new employees, it is possible that the older employees are being replaced by newer ones and being enrolled. If the older employees remain on the EPF rolls, then the number would just increase without new employment. Many analysts point to the lacunae in the EPF data. Ghosh and Ghosh do claim to have adjusted for them. But how successfully can this be done?

It is claimed that those being counted are under 25; they are first-timers at work. Most of the poor drop out of school before they reach Class XII and start working. Only about 26 per cent of the relevant age group (18-25) are enrolled in higher education. Rest join the workforce, starting at the age of 15—even earlier. Fifteen years back, about 22 million were added to the population and would now be potential job seekers.

But, if those who go for higher education and 75 per cent of the women are removed from this number, the job seekers today would be about 12 million unskilled and another three million with higher degrees. Most of these 15 million are employed in the unorganised sector, though some work indirectly for the organised sector. They may now be getting counted under the new scheme.

The huge expansion of employment under Mudra Scheme claimed by the Niti Aayog vice-chairperson is unlikely given that the average size of the loan under this scheme is `45,000. An average micro unit employs 1.7 persons with a capital of less than `25 lakh. The loan may strengthen the capital base of the unit but would hardly generate any new jobs.

The issue is not whether new employment is rapidly rising but where the vast majority of the residually-employed are being counted—in the formal or the informal sector. That requires a careful study.

(This article was originally published in The Indian Express) (http://indianexpress.com/article/opinion/columns/ narendra-modi-govt-indian-economy-demonetisation-gst-job-loss-unemployment-5178184/)

With no social security, few in India can afford to remain unemployed. Many who do not get formal employment often have no option but to carry headload or push carts.

Hence, the issue at stake is underemployment.

This author has been arguing for long that the sector in which a person is employed, formal or informal, matters much in reckoning employment figures”

July 1-15, 2018 / Corporate Citizen / 5

Contents 18 Cover story

Dynamic Duo 73

Reel to Real: Aamir Khan’s

War on

Drought

Kiran Rao and Aamir Khan talk about how, being involved in Paani Foundation which works towards water conservation movement in Maharashtra, has brought in a sense of satisfaction through community interaction

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

Volume 4 Issue No. 08 July 1-15, 2018 www.corporatecitizen.in

16 EXPERT VIEW Why educational change is the need of the hour 26 CII SESSION CII panel discussion on PPPs’ role in meeting the Sustainable Development Goals of India

14

30

26

30 TOP POSITION S. C. Gupta, Jt. General Manager (HR&IR), IFFCO, on the growth of IFFCO into the world’s largest and most efficient cooperative 36 INTERVIEW Arun Rao, Director, Geo Strategic Operations and Alliances, Dassault Systèmes, talks on varied technologies, his fitness and much more 40 TRAVEL Trend Duo Medha Joseph and Sujal Patwardhan, founders of Embarq, on the rising trend of roadtripping, border-crossing trips, and their venture

36

52

44 ALUMNI SPOTLIGHT - 5 Shukla Bose, Founder and CEO, Parikrma Humanity Foundation, on her chosen educational and career paths whilst strengthening her philanthropic goals

40

46 HEALTH Decoding the ‘Nipah’ virus 48 UNSUNG HEROES - 6 How the young girl, Malvika Iyer, braved all odds, emerging victorious 50 LOVED & MARRIED TOO Couple Prachi Rahalkar and Abhijit Sathe, on their heartwarming long journey together

50

48 July 1-15, 2018 / Corporate Citizen / 7

contents

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 52 CAMPUS PLACEMENT Sabiha Sood on her campus placement experience and her new innings with Deloitte USI 54 SURVEY Manpower Group’s Employment Outloook Survey 2018

54

58 BOLLYWOOD BIZ Star kids who will make their grand debut in 2018

Writers Delhi Bureau Pradeep Mathur mathurpradeep1@gmail.com/ Sharmila Chand chand.sharmila@gmail.com Bengaluru Bureau Sangeeta Ghosh Dastidar sangeetagd2010@gmail.com 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

60 MOBILE APPS Best apps for you to enjoy every minute of the 2018 FIFA World Cup 66 THE LAST WORD Worthwhile mission for India’s young entrepreneurs

Senior Sub-Editor Neeraj Varty neeraj.varty07@gmail.com

66

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We would love to hear from you!

8 / Corporate Citizen / July 1-15, 2018

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collywood

People in the news

Soin named CPO of Tech Mahindra

No salary hike for Mukesh Ambani!

The country’s richest man Mukesh Ambani has kept salary, perquisites and allowances and commission together at ₹15 crore since 2008-09, forgoing almost ₹24 crore per annum. This is at a time when remunerations of all whole-time directors of the company, including cousins Nikhil and Hital Meswani, saw a handsome rise in the fiscal year. In a statement RIL said the compensation of Mukesh D Ambani, Chairman and Managing Director, has been set at ₹15 crore, reflecting his desire to continue to set a personal example for moderation in managerial compensation levels. His remuner-

ation for 2017-18 included ₹4.49 crore as salary and allowances, which is marginally higher than the Rs 4.16 crore he got in the previous 2016-17 fiscal. Commission however was unchanged at ₹9.53 crore while perquisites have declined to ₹27 lakh from ₹60 lakh. Retirement benefits are ₹71 lakh. RIL’s non-executive directors, including Ambani’s wife Nita Ambani, got ₹1.5 crore each as commission, besides sitting fees. The commission was ₹1.3 crore in the previous year. Nita Ambani, a non-executive director on the company’s board, earned ₹6 lakh as sitting fee.

Gopu takes additional charge as CMD, ITI S. Gopu, the HR director of state-owned ITI Ltd will take an additional charge as Chairman and Managing Director following the retirement of P. K. Gupta. Gupta had joined the company in January 1979 as Assistant Executive Engineer at ITI Bangalore Plant. K. Alagesan, Director - Production, has taken charge as Director (Marketing) for a period of three months.

Harshvendra Soin’s loyalty to the company saw Tech Mahindra elevating him to the Chief People Officer. Soin has been associated with the company for the past six years, heading enterprise business as the senior vice-president and country head. In the past he was head, global leadership acquisition and development, and head, business HR for APAC and IMEA (Telecom & Enterprise). He took charge from Rakesh Soni who will assume an advisory role in the organisation. A seasoned campaigner and HR professional, Soin was the chief people officer at Fortis Healthcare for three years before Tech Mahindra. He was responsible for developing the HR Strategy for Fortis Healthcare and led the change towards institutionalising processes and helping in a rapid scale-up through availability of talent. A law graduate and an MBA in personnel management and industrial relations from Punjab University, Soin was also the chief people officer at Aditya Birla Retail for two years between 2007 and 2009. He has also worked towards creating innovative HR processes and policies in Bharti Enterprises where he was Senior Vice President – People Excellence before moving as the Head – HR for Bharti Retail. He has also worked with the Oberoi Group and Punwire.

July 1-15, 2018 / Corporate Citizen / 9

collywood Ex-SoftBank COO to get $128mn

A whopping pay package of $128 million could make Nikesh Arora one of the highest-paid US executives after he was named to lead Palo Alto Networks Inc. The 50-year-old-Arora is entitled to equity awards worth $126 million as he took over as the chief executive officer of the firm early last month. Arora spent two years at SoftBank Group Corp. as founder Masayoshi Son’s No. 2, became Japan’s best-compensated public company executive in 2015. At SoftBank, Arora helped Son become the primary financier behind an anti-Uber alliance and led investments in Indian e-commerce provider Snapdeal.com and real-estate website Housing. com. The entire pay package at Palo Alto Networks for Arora is $1 million in salary, a $1 million target bonus and $40 million of restricted stock that vests over seven years. Besides he is also entitled to receive stock options valued at $66 million that will vest in increments if the shares climb up by at least 150 per cent.

He’ll get all of them if the price quadruples. Meanwhile, Arora’s predecessor, Mark McLaughlin, was the fifth-highest-paid U.S. executive in 2015.

Baba Kalyani to head SEZ panel The Special Economic Zones (SEZ) Policy, a baby of the Government of India has constituted a group of eminent persons which will be led by Baba Kalyani, Bharat Forge chairman. The commerce ministry has set up a committee to make its special economic zone (SEZ) policy compatible with World Trade Organization (WTO) rules after the US challenged India’s export subsidy programme at the multilateral trade body. The SEZ Policy was implemented in the year 2000. The group will evaluate the SEZ policy, suggest measures to cater to the needs of exporters in the present economic scenario and make the SEZ policy WTO-compatible, suggest course correction in SEZ policy, make comparative analysis of the SEZ scheme and dovetail the SEZ policy with other similar schemes. The group is required to submit its recommendations in three months’ time, according to a statement issued by the commerce ministry. The US on March 14 this year challenged India’s entire export subsidy regime in the WTO including the merchandise exports from India scheme, export-oriented units scheme and sector-specific schemes, including electronics hardware technology parks scheme, special economic zones, export promotion capital goods scheme, and a duty-free imports programme for exporters. Both sides engaged in consultations but failed to resolve the matter bilaterally. The WTO has set up a dispute panel to give its verdict on the matter. Trade minister Suresh Prabhu has said India should not be singled out just because it is growing faster, and should be given a chance to phase out export subsidies over a period of eight years, as was the case with other countries. The other members of the committee include Ravindra Sannareddy, MD, Sricity SEZ Ltd; Neel Raheja, group president, K Raheja Group; Arun Misra, MD, Tata Steel SEZ Ltd; Anita Arjundas, MD, Mahindra Life Space Developer; Ajay Pandey, MD & group CEO, GIFT City SEZ Ltd; Srikanth Badiga, director, Hyderabad Phoenix Developer, and government representatives.

GoAir names Vrieswijk as CEO The former easyJet executive Cornelis Vrieswijk takes over as the new CEO of the Wadia Group-owned GoAir and he will report to the airline’s chairman and managing director Jeh Wadia and the airline’s board of directors. Besides his over 20 years’ experience in various sectors of the aviation and travel industry, Vrieswijk has had stints with major brands such as Thomas Cook Group, Transavia Airlines and easyJet Airline Company. During his stint with easyJet, Vrieswijk has achieved significant operational performance. “He has rich experience in driving ventures, transitions, turnarounds and large-scale projects for diverse and multifaceted organisations with

10 / Corporate Citizen / July 1-15, 2018

emphasis in aviation/travel and aircraft maintenance industry on the European stage,” said GoAir in a statement about Vrieswijk who has significant expertise in international business development, operational streamlining, aircraft engineering, maintenance and process automation. He will work with the board and leadership team to expand and implement a range of strategic initiatives to lead the airline into its next phase of growth, said Jeh Wadia.

Commenting on the move, Vrieswijk stated that his primary focus at GoAir will be to build the airline to a strong position and modelling the desired changes for further growth and expansion.

RBI gets new deputy governor The post of Deputy Governor RBI which has been vacant since the retirement of S. S. Mundra in August 2017, has been finally filled up. The government named Mahesh Kumar Jain, managing director and chief executive officer of IDBI Bank for the post. Jain who has been successful with the Indian Bank as its executive director first and CEO later, will be the fourth deputy governor of RBI and his term is for three years. In all, RBI has four deputy governor posts, two are from within RBI, while one is a commercial banker and one is an economist. The other deputy governors at RBI are Viral Acharya, B P Kanungo and N S Vishwanathan. Jain put in place a turnaround strategy for the IDBI bank which included

identifying areas of cost reduction and revenue maximisation.

During his term, the bank sold its stake in NSDL e-Governance Infrastructure, Small Industries Development Bank of India (SIDBI) and Clearing Corporation of India (CCIL) to shore up capital.

With three decades of experience, Jain has served on the boards of Exim Bank and the National Institute of Bank Management, among others. He has also been a part of several committees of the banking sector, including as secretary to the Basant Seth Committee on review and revamp of audit system in public sector banks (PSBs) and as a member on a government committee on public interest litigation related to non-performing assets (NPA).

Kohli among highest-paid athletes After being among the many legends in the world of cricket, and one of the most sought-after sportsman of the country, Virat Kohli adds another feather to his cap as he is the only Indian who makes the cut in the list of the world’s highest-paid athletes according to Forbes. The Indian skipper is placed 83 among top athletes of the globe and in the process has scaled six steps from 89 in the 2017 list, as a result of his salary/winning of $4m and endorsements worth $20m. Boxing champ Floyd Mayweather and football legend Lionel Messi head the charts of athletes hailing from 22 countries across the globe. Close on the heels of Messi is another football legend, Cristiano Ronaldo. Mixed martial arts superstar Conor McGregor and Brazilian footballer Neymar complete the top-5 list. Ironically all are men and not a single woman’s name appears in the list. Sprint king Usain Bolt has seen his stakes take a dip and is now No. 45 on the list. Tennis legend Roger Federer is seventh on the list while his fiercest rival Rafael Nadal completes the top-20 list by occupying the 20th spot. Mayweather heads the world’s highest-paid athlete for the fourth time in seven years, thanks to a $275 million payday for his August boxing match against UFC star Conor McGregor.

Messi’s annual salary and bonus exceeded $80 million, making him the highest-paid player on the pitch this year. The top-20 are: Floyd Mayweather, Lionel Messi, Cristiano Ronaldo, Conor McGregor, Neymar, LeBron James, Roger Federer, Stephen Curry, Matt Ryan, Matthew Stafford, Kevin Durant, Lewis Hamilton, Russell Westbrook, James Harden, Canelo Alvarez, Tiger Woods, Drew Brees, Sebastian Vettel, Derek Carr and Rafael Nadal.

July 1-15, 2018 / Corporate Citizen / 11

collywood Whirlpool ties up with Elica

In line with the strategic priority for Whirlpool India to expand the cooking and built-in appliance portfolio, the board of Whirlpool India today approved a proposal to enter into a strategic joint venture with Pune-headquartered Elica and acquired 49% equity in Elica PB India Pvt Ltd. As part of the joint venture, Elica PB India will manufacture and distribute cooking and built-in appliances under the Whirlpool brand in India. Elica PB India is a subsidiary of Elica S.p.A. Italy and has been operating in India since 2010. The parties expect the transaction to close in the second half of 2018. Sunil D’Souza, Managing Director of Whirlpool India said in a statement, “The cooking and built-in appliance space is poised for very strong growth in India based on increasing consumer demand. Whirlpool aims to expand its portfolio of innovative products with Elica’s impressive capabilities in consumer insights, design, manufacturing and also broaden its distribution. This association will bring outstanding product innovation and provide more options to the kitchens of our consumers.” Speaking about this joint venture, Pralhad

Khan, nonexecutive chairman

Bhutada, CEO of Elica PB India said, “Elica PB has built a very strong product portfolio and distribution network for the Elica brand. With the addition of Whirlpool brand’s products, we will be offering two very appealing appliance brands to the Indian consumers and we are confident that we can take both these brands to greater heights.” Whirlpool India Limited, headquartered in Gurugram, is one of the leading manufacturers and marketers of major home appliances in the country.

Vishpala Reddy gets an APAC role Vishpala Reddy has been elevated to an APAC role in less than a year after she joined Uber as chief people officer for India and South Asia. In her new avatar, she will head HR for Australia, New Zealand, and North Asia, in addition to India & South Asia. Uber is undergoing a cultural change under the leadership of its global CEO, Dara Khosrowshahi. From focused efforts to improve upon diversity and inclusion, to working around the new cultural norms, Uber is driving this change in all directions. “We want to create a workplace that is inclusive and reflects the diversity of the cities we serve. By creating an environment where people from every background can thrive, we’ll make Uber a better company, not just for our employees but for our customers too,” said Vishpala while commenting on the move taken by the company. Vishpala started her career with Cognizant Technologies, 12 / Corporate Citizen / July 1-15, 2018

later worked extensively as senior consultant with Hewitt Associates, in the area of performance and rewards. She has also been with American Express and has played a vital role in driving the transformation of the India business, and introduced proactive measures and programmes that helped position Amex as an employer of choice.

Known for her passion to lead innovative and sustainable HR practices with measurable impact, Reddy has been honoured with external recognition for her contributions and for being a thought leader. She was an active member of the executive board of the National Human Resource Development Network (NHRDN) 2016–17 and has also led their Young Minds Advisory Board. Known to champion various diversity and inclusion initiatives, she actively advocates the development of women leaders from various walks of life.

While the Reserve Bank of India is in the news these days, their top guns are finding greener pastures elsewhere as Bandhan Bank appointed Harun Rashid Khan, a former RBI deputy governor, as non-executive chairman.

Khan’s appointment will be for a period of three years, or till the expiry of his term as an independent director, whichever is earlier, the bank said in a regulatory filing.

Khan will be the independent director of the bank at a remuneration of `24 lakh per annum, subject to RBI and other approvals. In addition, Khan will be entitled for sitting fee and other expenses such as expenses related to travelling, accommodation for attending company meetings, etc. Khan retired as the deputy governor RBI after serving for 38 years.

Meanwhile, the board also made changes as Pravir Kumar Vohra was appointed an Additional Director (category being Independent, Non Executive) of the bank, also for a period of three years.

Compiled by Joe Williams joe78662@gmail.com

wax eloquent

For a competitive edge...

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

You should never give up “I believe you should never give up. There are cycles, if you're going through a bad patch, you have to be at it and the good times will come, they always do. I’m not qualified, I’m an engineer, it’s a disaster for engineers to run a business.

Use your common sense, the uncommonest of all senses. I'm not an expert at all subjects, I can’t be.

But I do have a lot of common sense.”

Inculcate a ‘Founder’s Mentality’

“When the leadership team acts from a founder’s perspective, the behaviour organically cascades to the entire organisation, thereby ensuring that every member embodies the same ethos.”

TT Jagannathan, chairman, Prestige Group

Sanjit Randhawa,

Courtesy: http://www.newindianexpress.com

managing director, Bacardi India Courtesy: Mint

India looks like a great deal “I would rather take the India risk, that is a much better deal. International investors are exposed to Italy because it has a 8% weightage in the world government bond index while India has a zero percentage weight. Indian GDP is growing at 7% and you want it to grow higher, while Italian GDP is peaking at 1.4%. Clearly, in the global context of equities and fixed income, India looks like a great deal.”

Bill Maldonado, Global CIO, equities, HSBC Global Asset Management Courtesy: https://economictimes.indiatimes.com

“Millennials literally hold the world in their hands and have done so from a very young age. They are accustomed to having questions answered quickly, acting on that knowledge immediately and receiving feedback on demand.”

“The youth brings openness and are flexible to challenges. The fact that the country is becoming younger will enable us to overcome the challenges. They are more confident and have the drive and hunger to succeed.

Confidence is a big plus among the youth.

These are changing times, the script is not written as yet.”

President HR (India & Global) Uflex Limited

MD, Wheels India

Things are not always easy When investing, remember

“The worst time for any sector is often the best time for investors.

When investing, remember that Rome was not built in a day. And in trading, remember Hiroshima and Nagasaki were destroyed in a day.”

Vijay Kedia,

MD, Kedia Securities Pvt Ltd Courtesy: Times of India

14 / Corporate Citizen / July 1-15, 2018

Country is becoming younger

“All our leadership meetings have happened in the mountains, agency parties are usually always on a beachside.

The idea of going to the mountains was to make ourselves realise things are not always easy. There are more challenges ahead of us.”

Ajai Jhala, outgoing CEO, BBDO Courtesy: Economic Times

Instant gratification-seeking millennials

Chandan Chattaraj,

Srivats Ram,

Courtesy: http://bwpeople.businessworld.in

Courtesy: http://www.thehindu.com

Waste-to-wealth creation

“We should wake up to the fact that waste is a huge, low-cost resource material and we should begin using it as such. Municipal solid waste and biomedical waste is generated in humungous quantities, both in urban and rural areas. The only intervention required is to install the plants to convert the waste into useful and lowcost, green-energy products.”

Charmaine Fernandes Sharma,

co-founder, Observing Courtesy: https://mercomindia.com

Sebi has done a great job

No one believes that India will not grow “The Indian economy has a young population and is growing. Any retailer who offers products that are value for money cannot go wrong. India’s growth may be uneven but no one believes that India will not grow.”

Patrik Antoni, deputy country manager, IKEA India Courtesy: www.financialexpress.com

“Investors need to have information that is their right. I believe in free and open markets; for me, the more information and choices the people have, the better it is. I think so far Securities and Exchange Board of India (Sebi) has done a great job and as time goes forward, it will only improve.”

Nelson Lacey,

director of examinations, CAIA Association Courtesy: https://www.livemint.com

Don’t underestimate me “I’m one of the most competitive people you will find.

When you underestimate me, it’s like putting fuel in my tank. What I share with young women is not to get dispirited. What you must do is to take that almost as a dare.

Stare it down and prove the reason you are there has nothing to do with your gender, everything to do with your talent, and propagate your gender while you are there.”

Wendy Clark, global CEO, DDB Courtesy: Economic Times

Data is the new oil Be smart and sensible with your choices

“There is no such thing as certainty in life and you have to be smart and sensible with your choices. Fortunately, I am aware of my capabilities and of the things I can do better than others. I know exactly how much value I add to a film.”

Anil Kapoor, actor

Courtesy: www.punemirror.in

“As we know now data is the new oil, not only for global enterprises but also for budding startups. For a competitive edge in 2018, organisations must recognise the strategies, technologies, and business roles that can enhance their approach to business intelligence.”

Anand Ekambaram, Country Manager India, Tableau Software Courtesy: https://analyticsindiamag.com

India needs both brick and clicks to co-exist “We see Omnichannel as being the way forward for most businesses. We are seeing shakeups in pure-play e-commerce sector and an increased convergence based on how consumers behave. There is space for all kinds of channels—website, store, applications, phone & order, truckbased business and more. We believe that India needs both brick and clicks to coexist.”

Rajeev Krishnan, managing director & CEO, SPAR Hypermarkets Courtesy: http://www.mydigitalfc.com

Learn from challenges

“Any journey comes with its ups and downs.

Challenges remain challenges if you do not learn from them. In my case, they did not seem like challenges as I used the situations as stepping stones on the path to knowledge and learning.”

Manish Arora,

fashion designer Courtesy: http://www.thehindu.com

Compiled by Rajesh Rao rajeshrao.rao@gmail.com

July 1-15, 2018 / Corporate Citizen / 15

Expert View

Educated, but not Employable!

by S K Jha

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

The reasons for the sorry state of education and resulting unemployment are many. In fact, instead of solving the unemployment problem, the present state of education is only adding to it. How can we really make education a passport to the future?

L

ast week after the announcement of the HSC results, one young girl who got 55% marks visited me for career guidance. She came with her parents and was utterly confused as to where she should try for admissions and what course to opt for. Her parents wanted her to join the Commerce stream while she had a liking for fashion designing. She was even prepared to take up training in beauty and make-up in any leading beauty parlour if she could not get admission into a good fashion designing institution. It was tough advising her parents that the girl should be allowed to pursue her interest.

Lack of guidance

Many teenagers face this predicament when they pass out from school. This confusion continues even when they complete their graduation and prepare for the job market. The basic cause of confusion is the lack of proper counselling at school, college and home. Most students follow the conventional route to become doctors or engineers or chartered accountants or lawyers. After graduation many want to go for MBA or postgraduate diploma in management. In keeping with the interest of students there is a mushrooming of professional colleges. Every year, a large number of students pass out from professional colleges but many of them are not employable.

Recently, there was a statement by the CEO of Tech Mahindra that only 6% of IT graduates are employable. He further added that the burden of imparting skill is on the companies which hire the graduates, as they are very raw when they pass out from the engineering colleges. He mentioned that there is a huge demand in the field of cyber security as Nasscom requires six million competent IT graduates by 2020, but there will be a supply shortage of skilled manpower. There was a similar survey about management graduates, where it was discovered that 93% of them are not employable. The reasons are many for this sorry state of things. In fact, we are promoting unemployment instead of solving it.

16 / Corporate Citizen / July 1-15, 2018

Initial learning

One important reason is poor schooling in the initial stages of education. We are adding schools all over the country without monitoring the quality of teaching and facilities available in the schools. In many schools, particularly in our villages and small towns, teachers are not competent enough to teach. In addition, teachers remain absent and there is a lack of adequate supervision. In quite a number of schools, students suffer due to lack of basic amenities. There are cases in villages where school buildings are in dilapidated conditions. We hear of various scams where teachers are appointed, not on merit but on extraneous considerations. In one state, an exCM is in jail because of one such scam. Even in big towns and cities, many of the private schools have the sole objective of making money rather than improving the standard of teaching.

Degree machines

The other big reason is our way of thinking.

Education for us is for procuring degrees or diplomas and not for adding skills. Students pass out from schools without learning any skills and then rush to colleges for getting degrees. Both our government machinery and our students are indifferent to learning new skills or innovating new techniques. Our colleges and our institutes have become a degree-manufacturing industry but cannot produce employable youth. The emphasis of our teaching in schools and colleges is on passing the examination by cramming or even by cheating, sometimes.

The number of colleges being less in comparison to the demand, capitation fee is being charged by some colleges. Many educational institutes are run by big business houses and politicians with the sole objective of profiteering and the actual imparting of education takes a back seat. The government is not investing enough in centres of higher education and this field remains open for private investors who may not be ethical.

We lack quality

Though we are a country with a population of more than 130 crore, we do not have a single in-

stitute in the top 100 institutes of the world. We have just three institutes in the top 200. Our education system and students suffer as there is lack of world-class exposure. Our students try to go to other countries for quality higher education because of this. The government should try to bring leading international institutes to India. They can have tie-ups with our existing institutes or they can start new branches. There should be healthy competition in the educational field and more quality educational institutes should be opened.

Our professional institutes suffer due to shortage of good professors as many professionals choose to join the industry because of better pay packages. Incentives like tax-free salary for professors can be introduced. The quality of professors and teachers is an integral component of quality education and hence we must start focusing on that without any delay.

The mushrooming of coaching classes is a symptom of failing education in schools and colleges. The disturbing factor emerging is that many of our teachers in schools and colleges are indirectly promoting coaching classes where they are attached. Coaching classes so far are not regulated by any government agency. Even aspirants for seats in IITs and IIMs prefer to go to these coaching classes. Intelligent students who do not go to coaching classes are at a disadvantage. Our premier institutions will do better if intelligent and innovative students take admission rather than students who have marshalled the tricks of cracking the entrance examinations at coaching classes.

Coaching classes also cause a divide between the rich and the poor. Such a divide is not good for an egalitarian society and for the inclusive system of education.

The problems of our failing education are many. We have to look for solutions, both shortand long-term. For the short-term, we have to start deputing well-informed counsellors who can help students as to which stream of education will be most suitable to them, depending upon their liking and capability. We have to regulate the number of students who go to colleges into routine courses just to get a degree and then remain unemployed. It may be easier

to create jobs and not just be jobseekers.

Need for visionary policy

In the long run, the government should come up with a visionary policy of education where all the factors are taken into consideration. There should be tie-ups between colleges and other educational institutes and the industry so that along with education, students also get on-thejob training and thus acquire the necessary skills.

There should be a higher allocation of expenditure on education. Ideally, it should not be less than 6% of the GDP. There should be a policy on FDI in the educational sector so that we have better resources.

There should be dedicated institutes for research and innovation and incentives should be given to students for joining these institutes. The curriculum of higher-learning institutes should be periodically changed and the same should align with new developments in the world. Students should be exposed to the latest technologies and developments happening in other countries.

Modernisation of education is necessity and not an option. Education is essential in preparing young people for the world of work, helping them to be the innovators of tomorrow. We have to go for structural challenges irrespective of the difficulties. “Education is the passport to the future, for tomorrow belongs to those who prepare for it today,� said Malcolm X. Let us start bringing about changes in our educational system before it is too late.

The basic cause of confusion is the lack of proper counselling at school, college and home. Most students follow the conventional route to become doctors or engineers or chartered accountants or lawyers. Every year, a large number of students pass out from professional colleges but many of them are not employable’ to get employment if new skill-building courses are introduced. Pursuing subjects that are to their liking and passion can take youngsters to greater heights. Students can be counselled to convert their hobby into business or profession.

For example, if a youngster has a flair for cooking, he can become a good chef by following the requisite course. If a school student is good in drawing, he can venture into the field of designing. Bharat Ratna Bismillah Khan had love and passion for the shehnai, and he followed his passion to reach the peak. Higher education in different fields should be based on merit and capability. Colleges and institutions should admit

students who actually want to learn and become employable. We do not want our graduates and post-graduates applying for government posts of peons or sweepers, which has been happening recently.

In addition to curriculum-based education, we have to devise ways to give lessons in moral values, discipline and in various extracurricular activities. Sports should be promoted in all our educational institutions. The objective of the educational delivery system should not end in just giving information but also imparting knowledge to make our youngsters enlightened citizens. They should be capable enough

July 1-15, 2018 / Corporate Citizen / 17

73

Dynamic Duo:

Kiran Rao & Aamir Khan

Reel to Real: Aamir Khan’s

War on Drought

Bollywood superstar Aamir Khan, well acclaimed for his stellar movies and the television serial, Satyamev Jayate that took the country by storm through its addressal of relevant citizen issues, is today the pioneer of a mammoth water conservation movement in Maharashtra, through his Paani Foundation.

The project, funded by five leading corporates—Tata Trusts, Reliance Foundation, Deepak Parekh, HDFC Bank and Rajiv Bajaj—aims to make the state drought-free through people’s participation

By Vinita Deshmukh

18 / Corporate Citizen / July 1-15, 2018

Cover Story

Leading from the front: Aamir Khan, goes beyond his TV serial Satyamev Jayate to begin a water conservation mission in Maharashtra

July 1-15, 2018 / Corporate Citizen / 19

Cover Story CC: So, how did you conceive pass a gram sabha resolution that the village Paani Foundation? wants to take part in the Water Cup. Secondly, it is mandatory for them to send five people Aamir Khan: After three seasons, we were to us for training. We then provide them with contemplating the issues we wanted to take up technical knowledge, social support and expert for the next season of Satyamev Jayate. Then advice whenever they need it. both of us (Aamir and Satyajit Bhatkal, CEO, When a village starts to get ready for the Satyamev Jayate) felt that maybe we should work and if the villagers have any questions or address one topic and stay with it for a longer doubts, our experts are there to guide them and time to see if we can make a bigger impact. So, help them. Beyond that, we do not do anything we zeroed in on the water problem in Mahafor them. We don’t give them money, nor marashtra. We did a fair amount of research and chines, nor do we work for them. Our belief is, found that droughts occur in Maharashtra practically every year. We wondered if we could play any role in fighting it. The solution to the problem, we discovered, was decentralised water-shedding. If each village did its own water-shedding work, it could be a doable project.

On a larger scale, it would be a difficult task.

Maharashtra, as you know, is a very large state, with 28,000 panchayats and about 44,000 revenue With Anna Hazare on the sets of Satyamev Jayate, the serial that villages. Out of the 358 talukas inspired the birth of Paani Foundation that we researched on, 158 were in this problem will be solved if the village solves drought areas. The solution we know is waterits own problem. shed management, but how do you scale that up? It is not possible for any organisation to do What was the outcome of the first that, actually. So, we believed one of the ways to year? do would be to get the villages to do their own The first year in that sense was an experiment. watershed development work. And if every vilIf you give a village knowledge and encouragelage did that, a solution lay therein. ment, can a village solve its own problem? Can they do it? Will they actually do it? And the anHow did you develop it into a swer was yes. In the first year, 116 villages took workable module? part. Out of them a good 40 to 45 did amazing We set up a Water Cup prize called the ‘Sawork. And that was what we were looking for. tyamev Jayate’ Cup. It is a competition which Of the remaining 30-35 villages did medium is really an excuse to get people involved. There level of work and the rest did little work. But is a certain spirit to the whole endeavour. We 45 villages out of 116 did great work. And that began with three talukas in 2015. We invited made us realise that it was actually possible. every village in three talukas to become a part of the watershed competition. What we did esFirst the question was, will the villages take sentially was—having understood the science part? When we started out, a lot of villages asked of watershed management—we created a syllaus, will you be getting us money? Are you combus, comprising four-and-a-half days’ training. ing and working for us? We said no, we will not We asked every village to send five people to be working for you. It is your problem, and you us. We trained them in watershed management have to work. No, we are not and they went back to their village and led the giving money either. They village in this work. The training was designed asked, what are you giving in a very interesting way—through experimenus? We said we are giving tal learning and through games so that people you knowledge. taking part in the training should also have a good time and are excited about the work. Be(From right to left) Vinita Deshmukh, Consulting Editor, sides technical training, we also imparted soCorporate Citizen; Nikhat cial training to empower these five people to go Hegde, (Aamir Khan’s sister), Shamim Waghmale and Sonu back to the village and lead.

What are the criteria for a village to take part in this programme?

To be eligible to participate in this competition, the village has to fulfil two criteria—firstly, to 20 / Corporate Citizen / July 1-15, 2018

Vashi at Pansarewadi village in Baramati taluka on May 1, 2018, to do shramdaan for Paani Foundation’s water consrvation campaign. It was an experience in humility and doing your bit in social service for the nation.

(Satyajit Bhatkal, CEO, Satyamev Jayate states: “When the training for the first Water Cup competition was on, I was travelling from one village to another. At one village, a village veteran reiterated the fact that we are not giving money, but then said, “But at the end of it you will give, right?” I told him, “I assure you that even if not one villager works in the village or if it means that the village wants to be out of the Water Cup competition, even then we would not be giving any financial help.” He then concluded, “When a transaction starts, a different relationship begins. Good that you are not giving money.”)

Aamir Khan: So our question was, will the villages take part? Will the villagers come for training? Will our training be good enough?

After the training, would they be able to implement it on the ground through the villagers? Or will they be left scratching their heads?

However, with 45 villages successfully undertaking the experiment, we were reassured that, yes, this is possible.

Did you expand further in the second year?

In the second year, we covered 30 talukas.

In the first year, we were testing the concept.

In the second year, we were testing the scale.

There is a sea of difference between doing it in three talukas and doing it in 30 talukas. Will the effort get diluted as you scale up? We only had three training centres and 18 trainers.

For 30 talukas, we would need 20-22 training centres and nearly 140-150 trainers. Will their quality be as good? Because in three talukas, there was perfect control. Will the quality continue when we go up to 30 talukas?

This time we were testing for scale and that again turned out very positive. We were able to scale up and maintain quality control. In the second year, that is in 2017, 1,300 villages took part.

And the third year, 2018?

The third year is what we are currently involved

“We did a fair amount of research and found that droughts occur in Maharashtra practically every year. We wondered if we could play any role in fighting it. The solution to the problem, we discovered, was decentralised water-shedding. If each village did its own water-shedding work, it could be a doable project” in, we have 75 talukas and right now over 4,000odd villages have taken part in this third year.

Our calendar is set such that we announce the names of the talukas sometime in November, so the people in the villages come to know that their taluka has been selected. We then send a letter to every village inviting them to take part.

We announce a last date for entries. Then we start training. After selection, we start our training, which is conducted in January, February, and March, and the work takes place in April and May, for approximately 45 days. Our assessment begins in June. This year, we trained more than 20,000 people in February and March.

What about funding?

Several people have been associated with us in this, right from the beginning. Our funders are Tata Trusts, Reliance Foundation, Deepak Parekh, HDFC Bank and Rajiv Bajaj. These five funders are funding us and we do not take money from anywhere else. Many people ask me if they can donate. I said we do not take donations. Whatever resources we have, they go towards people-building. We do not spend on infrastructure. Our funds, resources and time are spent in building human resources. We train people on how to do watershed management.

They take it forward and build the structures.

Besides, many NGOs associated themselves with us in the first year.

They saw the work in progress in villages in Marathwada, Vidarbha and several NGOs like Jnana Prabodhini, Manavlok and Dilasa started helping the villagers with machine work because they saw that villagers were contributing to labour but the village could not arrange for funds to hire machines. So from the very beginning, it was a people’s movement on its

own. Without informing us, they started helping them.

In the second year, the Bharatiya Jain Sanghatana, another big organisation which has done some wonderful work in the Latur earthquake rehabilitation, is providing machinery free to those villages which can’t afford machinery but had done shramdaan. In the first two years, a lot of people used to ask Satya and me how can we contribute. We had no answer to them. This year we have found the answer to that.

We have started a unique citizens movement called Jalmitra. By becoming a Jalmitra (friend of water conservation), you can contribute money directly to BJS, which will make sure that the money is used to provide free machinery to the villagers. Or you can actually do shramdaan. So when you sign as Jalmitra, you can go to a nearby village where the work is on and do shramdaan. We are inviting city folks to be a part of this movement and the response has been great.

For the 1st May initiative, one lakh-odd people volunteered. Visiting a village, meeting people and working with them is a wonderful experience, and it will help the villagers a great deal. Some people have expressed their desire to do more and for that, we have given them the choice to volunteer to teach them about our App. They help villagers to upload information July 1-15, 2018 / Corporate Citizen / 21

Cover Story on our App. Or they teach them soil testing. So there are various options we give if you want to do more for the cause.

All details are available on the website, jalmitra.paanifoundation.in or www.paanifoundation.in. We are hoping that this movement grows enormously. Our dream is to have a drought-free Maharashtra.

done by your foundation complemented, or is it in conflict?

No, not conflict. There are a lot of people who want to contribute.

Everyone is doing wonderful work and making significant contribution. If more people join this effort,

What have you done to evaluate “We are working very closely with the success, post the work? administration. The government has been very There has been a remarkable success in the vilsupportive of our effort. Chief Minister Devendra lages that have done the work. Those villages are now tanker-free. They actually have three Fadnavis, his entire office, all the Collectors in harvests in a year. If you watch the television the districts right down to gram sevaks and krishi show called Toofan Aalaya on Zee Marathi, you will see all this unfolding. You can also go to sahayaks are very supportive in our efforts” our website and see our progress in the last two years. The changes include social changes as fire? Have you gone mad?” The sparrow reit can only be good. We are working very closewell. For example, last year Kiran went to a vilplied, “Even I understand the small drop I am ly with the administration. The government lage where women were doing shramdaan but putting will not put out the fire, but when the has been very supportive of our effort. Chief men were not. Men find excuses every day. So, story of this jungle is written and when there Minister Devendra Fadnavis, his entire office, one day, the women of that village decided that is a mention of this fire, I would not like to be all the Collectors in the districts right down to they would not go back home until the men also included in the list of those who stood watchgram sevaks and krishi sahayaks are very supparticipated. They all slept in the village temple. ing it. My name should be in the list of those portive in our efforts. Our experience with the All men surrendered within 24 hours saying who tried to put out the fire. Vishnu Bhosale government and administration has been very they would join in the shramdaan. said he wanted his name in the list of those positive. There are schemes like Jalayukt Shivar There’s another instance of a village which who tried. He said he was very clear about it which run in parallel. had only three volunteers. One of them ,Vishnu and he would work. Then I went to the temActually, when I met the CM for the first time Bhosale, was working along with two elderly and discussed this, he was very excited because he ple and called an impromptu gram sabha and people. These three people kept on working for was keen to solve the water problem. And he told with folded hands appealed to the people to 15-20 days. Kiran and I visited one early mornme about his scheme, Jalyukt Shivar which has join hands with people doing such good work. ing and sure enough, they were doing shramnow completed three or four years. He was very When I left the village, I remember telling daan. Vishnu Bhosale keen initially that I become the brand ambassaKiran that this village was so surprised to see was not going to work dor for that scheme. I asked him to give me some me that he came running despite my appeal. time to research this work. After researching for and hugged me. Both of a year, we went back to him and told him what we She said yes, she too us started working with wanted to do. He agreed. One of the secretaries felt the same because them. About 15-20 vilreminded him that I was to be its brand ambasthey had not responded lagers gathered but did or yielded even when I sador. Fadnavis said yes, that’s fine. What he is not participate. After the talked to them. But then trying to do is to build a people’s movement. He work was over, we sat later I heard that 10-15 also said that, if I need any help from the adminisand talked with Vishnu people had joined, and tration I am welcome to get in touch. The CM has Bhosale. We asked him finally they did very good been very far-thinking and very positive. We also - we see 300-400 people work in that village. I met work with many organisations wherever we can. working in other vilMr Bhosale recently. He Facebook post: Had the pleasure and priv- had earned a lot of monlages but in his village Aamir’s How much time does it take for a ilege of meeting Mr S.B. Mujumdar, founder of the only three people were Symbiosis University, along with his wonderful ey this year through the village to complete the entire work? working and yet he was wife. What a truly inspirational man! His contriagriculture he was able It would depend on the size of village, but our bution in the field of education in India, and to the continuing. Didn’t he get lives of lakhs of students who have benefited from to do because of the waexperience is that in 45 days if a village does frustrated? ter retention. He said he concentrated work, it has a huge impact and Symbiosis, is simply remarkable. Mr Mujumdar is you see the results the next year because the real He said he was told a truly a role model for all of us. Great to see that his earned `5 lakh. Other daughters, Dr Vidya and Smita, are carrying forfarmers who had largresults are to be tested not immediately after the story during the train- ward his legacy with such sincerity and passion. er lands earned more, rains but the year after that, in April. ing by the trainer who Respect and best wishes. —Aamir Khan around 10-15 lakh. So he addressed as Sir. A even the village I thought was not going to do How many districts have you jungle caught fire. All animals ran away. They anything, finally joined in. So there are some addressed? were watching that the fire was engulfing the such wonderful stories. jungle but they didn’t do anything about it. A Satyajit: It’s 24 out of 36 districts. The 12 dissparrow was fetching a drop of water from a tricts which are excluded are those that are There is a government scheme. nearby pond and trying to douse the fire. All water-abundant. These comprise Konkan and Then there are NGOs who are animals laughed at her. They said, “What are five districts of Eastern Vidarbha. But this is an doing it for many years. Is the work you doing? Would a drop of water put out the ongoing process. For example, Konkan also has 22 / Corporate Citizen / July 1-15, 2018

a reverse problem of too much rainwater. They can’t retain it. It takes the topsoil away because it comes with crashing speed. But we began with three talukas in Western Maharashtra, Vidarbha and Marathwada and we have grown from there. We grow outwards from the centres from where we started. One of the ideas in the second year was to open it to all the districts and choose one taluka in each district, but we felt that would spread us out too thin. And we have also realised that where the work happens, the news spreads from there.

In a taluka, even if 20 out of 100 villages participate, the remaining 80 feel they should take part next year, because they did see the progress in the village that took part. So we didn’t want to jump into all the districts. We wanted to spread organically. Also, when we start spreading from three to 30, we need that many more trainers and training centres.

Our approach has been to make villages that have participated in watershed management, as our training centres. And the villagers who have worked on it become our trainers. So it’s an organic spread.

What has been the response in your urban-rural connect campaign?

Last year was the first year when we tried the idea of inviting people for shramdaan on May 1.

Twenty-five thousand people came from cities to the villages to work. This year one lakh have signed up.

What has been the success rate so far?

Aamir Khan: In the first year, out of the 116 villages that took part, we probably had a success rate of 35 to 40 per cent. In the second year, we had 1,300 villages and with better results...

Satyajit: Actually, I have a little bit of a problem in figuring out the question. When we look at success, what is success? Success can be measured by many parameters. One is, whether the village got water? And the second is whether the village started harvesting water? I feel that whether the village got water is not a sufficient yardstick.

Do you face hurdles because of politics at the village level?

Politics in the village is actually the main problem. It is the problem with the society, because society is the vessel in which water gets accumulated. And when that society is fractured, it becomes impossible for water to get accumulated. A leaky bucket holds no water. So if society is fractured, it will hold no water. So the challenge is not a challenge of nature. Our main challenge is the challenge of the society. If so-

ciety comes together, that is the bond that will hold water. Everything we are doing is an attempt to hold the society together, because then only can we reverse nature’s problem. Like we always say, water conservation and mind conservation go hand in hand. If there is a union of minds, water will be conserved automatically. If minds are not in union, water will not be stored.

So the challenge for us is, in how many villages are people coming together?

And I say that’s huge. So the bigger question is, how successful are we in percolating these ideas?

How long would you be associated with the Paani Foundation?

When Satya and I started working on this together, we said that in the coming years we should not be needed there. The need for Paani Foundation should end. All villages should be strong enough to do watershed management. They are aware, they are sensitised, and they know how to go about it. In five years, we should be able to wind up.

And then let others take over.

Would you be spreading your movement in other States too?

If we do manage to achieve what we have set out to do, then other States should definitely use this platform. But it has to be localised. You know I cannot do it in Tamilnadu, just to give you an example, as I don’t know the language.

Which language will I speak to the people? So it has to be local people who should take it up.

question a little more precisely, the whole approach towards this is a very inclusive approach.

Our approach is to try and include people in this.

Sometimes we may come across difference of opinion. But we don’t exclude anyone from this process. Our perspective is completely apolitical.

And politicians must all be your fans. So that must be helping.

Well, I don’t know. But in fact a number of politicians and people are actually working, unknown to me, and have been doing shramdaan in different villages. We welcome everyone.

“Everything we are doing is an attempt to hold the society together, because then only can we reverse nature’s problem. Like we always say, water conservation and mind conservation go hand in hand. If there is a union of minds, water will be conserved automatically. If minds are not in union, water will not be stored” A lot of what we do is very fine work - that of strengthening the fabric of the society.

You are actually creating barefoot scientists...

We are trying to sensitise people and empower people with knowledge. This Science is not rocket science that would go over our heads. It is a science which any one of us can grapple with, and I am just trying to learn and put to use.

We are working mainly in villages which are not canal-fed. So the only option they have is watershed management. The villages which already have adequate water, which are being fed by canal or river don’t require it. To answer your

How much time do you give for this?

I actually give as much time as required on this.

According to me the time required is much higher, but throughout the year I am with Satya and wherever I am required I am there. Which is why you see me less in films. I do one film in two years. During the three years that I did Satyamev Jayate, half of my time would go for films, the other half would be dedicated to the TV serial. Now I give half of my time to water and the other half, to films.

A film on water?

No film on water, we are doing ‘reality’ on water. vinitapune@gmail.com July 1-15, 2018 / Corporate Citizen / 23

Cover Story

Romancing a Social Cause Kiran Rao and Aamir Khan’s bubbly romance that cemented into a marital relationship has now metamorphosed into ‘giving back’ to the society through a unique water conservation mission in Maharashtra. A glimpse through the eyes of Kiran Rao. Read on...

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he water conservation movement in Maharashtra has got new evangelists in Bollywood superstar, Aamir Khan and his wife, Kiran Rao. Their charisma, dedication, scientific approach and micro strategy, are all executed with precision and passion. Their Satyamev Jayate team led by the dynamic CEO, Satyajit Bhatkal, has been able to admirably expand the reach of this effort to 75 talukas of Maharashtra in this third year of its existence.

Aamir Khan is seen as the Ambassador of the Satyamev Jayate Cup which motivates villagers to participate in the large-scale water conservation project. Thousands of villagers from over 4,000 villages across Maharashtra have joined this public movement, through shramdaan.

Aamir candidly states, “In fact, Kiran is more involved in this project than me. I am in and out of it as I pay some attention to my movie making too.’’

The latest film of Aamir Khan’s to hit the screen will be ‘Thugs of Hindostan’ but here in Maharashtra, the couple are heroes to the villagers.

Kiran, who is deeply involved in this mission, states her love for social work in an earlier interview with Corporate Citizen: “Affinity for social work was one of the reasons why I wasn’t doing films in college. I did my higher studies in developmental economics. Being a part of the Satyamev Jayate made me realise that within the training that we have as communicators, we can surely make a big impact. And, in the past few years, I have 24 / Corporate Citizen / July 1-15, 2018

understood the way I can be involved in stirring a social revolution in the society.’’

She further stated, “Doing it yourself and being involved in it on a personal level changes the way you connect with people. It also changes your outlook towards what you are doing. It is easy to say, but it is quite something else to be on the field and to actually dig the ground, which will be the base for someone’s house in the village. And that impact of hands-on experience is unique. Being a part of this movement has changed my connection with people around me, which is indeed beautiful.

``I have always lived in Delhi and Kolkata but working with the team in the villages was an eye-opener. Travelling for 45 days in the villages and doing the groundwork opened up my heart.

Over the years, people have become cynical, but this journey has made me realise that people are capable of positivity; they have great resilience, amazing tenacity and most importantly, they are filled with love and warmth. The journey was not only heartening, but it also inspired me.’’

Could she narrate any gratifying moments?

“Oh, there were many such gratifying experiences,” says she with enthusiasm. “I remember, while doing the groundwork for Paani Foundation what stood out for me were the people who overcame their political differences and women who encouraged their men to be a part of the

shramdaan. There were children and youngsters who participated in large numbers who also inspired the elders to join the movement and spread the word across the village.”

“In Krishnapur, there was a group of Patil women, who otherwise never got a chance to get out of their house. The movement encouraged them to work together. Positivity was infectious in the movement and it easily spread across all the villagers. Also a Patil girl from another village left her job to travel across the village and inspire them to be a part of this initiative. However, the icing on the cake was when a lovely girl called Alisa Pathan postponed her wedding just to make sure that the movement created waves.

“These stories of villagers coming together, women leaving their houses for shramdaan show how powerful this movement is. There were two incredible women from Ekamba village- Shushilabai and Vimlabai - who put aside their jobs to be a part of the training.

They were so inspired by it that they decided to bring together their village to impart what they had learnt.’’

Any advice for youngsters who wish to be a part of the movement? States Kiran, “They don’t need any advice. What they need is a platform and an opportunity to do what they do best. I have learnt so much from these youngsters.

Their power and excitement is immense. The youngsters are already quite charged up. All I hope is that they should be provided with the right drive. Also, my request would be to allow the girls to get out of their houses and let them be a part of such movements.”

with the film’s star since she was a lowly assistant at the time.

Jab We Met But destiny had other plans for the two. This is how Aamir and Kiran met: Her first encounter with him was on the bus in which they were travelling to Bhuj for a recce. Though no one expected Aamir’s company on that journey as the bus was full of technicians and crew members, Aamir Khan, who is a superstar, was also on the bus. But Aamir was not just on the bus, he also made conversation with every assistant, asked their names, introduced himself, Kiran said, and eventually they talked for the first time. This first encounter with Aamir made Kiran realise that he was a regular, chilled-out person with no starry tantrums.

know better. But I fell in love with him quite early…” A couple of months of spending time intimately with him, she was hooked.

“Aamir shared what he loves about Kiran.

“Her energy—it’s a very vibrant and positive energy which I find comforting and healing. She is a very happy person.”

Happily married “When eventually he did commit to Kiran, the two became inseparable. After Aamir got his children’s blessing, the couple married in 2005 in the presence of their entire families at his Panchgani farmhouse.

“Over time, Kiran became extremely protec-

Kiran fascinated Aamir with her knowledge of art, music and films. He liked her sense of aesthetics and design, and loved her creative instinct. Kiran found Aamir’s sensitivity very endearing... They keep each other on their toes

Their romantic rendezvous While Kiran Rao was impressed by ‘cute’ Aamir Khan in the film Qayamat se Qayamat tak’ way back in the 1980s, she never imagined she would meet him one day, fall in love and get married.

The September 2017 issue of the Good Times Magazine narrates their interesting love story.

Excerpts: “It was on the shoot of Lagaan that Aamir first met short-haired, bohemian-looking young assistant director Kiran Rao, whom one day he was to marry. She came from an aristocratic family as her paternal grandfather was J. Rameshwar Rao, Raja of Wanaparthy, a large estate in Telangana under the Nizam of Hyderabad. She told a reporter later that as a fourteen-year-old she had seen QSQT on the new VCR her family had bought. “I loved him (Aamir) in it but I enjoyed the film more. I was like, ‘What a great film, what great music, what acting and what a cute guy!’ The impression of him she came away with was ‘he is one of the few good actors in the industry.’ However, when she accepted the film job, she did not think she would spend any time

“He had no filmi persona about him at all,” she revealed. Though he was surrounded by security guards, she found him completely down to earth. She felt there was no snobbery or I-don’ttalk-to-assistants kind of attitude in him, which impressed her.

“Both of them, at that time, were not keen on a long-term relationship. But after a few months of spending time with him, Kiran fell in love, though she did not expect anything serious to come out of such a casual relationship. She confessed, “I felt like oh… this is someone I really want to spend more time with and this is someone I want to

tive of Aamir and would even defend him and pick fights with anyone who upset or disturbed his mental equilibrium. She fascinated Aamir with her knowledge of art, music and films. He liked her sense of aesthetics and design, and loved her creative instinct. Kiran found Aamir’s sensitivity very endearing. His manner is light and teasing with her, making fun of and amusing her, while she fondly calls him “Chhotte!”

They keep each other on their toes.

(With inputs from Ekta Katti and excerpts from Good Times Magazine) vinitapune@gmail.com July 1-15, 2018 / Corporate Citizen / 25

CII SESSION

Leveraging Public Private Partnerships to meet Sustainable Development Goals In a country like India with a population of 1.3 billion, it becomes difficult for the government to meet the needs of its citizens all by itself. This is where Public Private Partnerships (PPPs) come in. PPPs are unique partnerships between the government and the private sector which help in building infrastructure, skilling workforce and bringing a better quality of life to Indian citizens, especially those from rural backgrounds.

With a view of understanding PPPs’ role in meeting the sustainable development goals of India, the Confederation of Indian Industry (CII) had organised a CSR Summit in Pune.

Corporate Citizen brings you the riveting discussion

By Neeraj varty

26 / Corporate Citizen / July 1-15, 2018

L to R - Sachin Joshi, Rajendra Shende, Anurupa Patni Jain, Umakant Dangat, Rajendra Ghume, & Soumya Jain

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ndia is home to 1.3 billion people.

Employment is one of the primary concerns for the youth of this nation. In fact, India has one of the largest demographic dividends in the developing countries. Due to the public sector limitations, not all the job-seekers can be employed by the government. As a result, job -seekers turn to the private sector for employment. This is where the gap start to appear. There is a huge difference between the output of the education sector and the requirements of the industry. Job-seekers need to be trained in a variety of ways before they are job-ready. This

is one of the many areas where PPPs can play a huge role. By joining hands with the industry, the government has been able to upskill thousands of young job-seekers who are then accommodated in the private sector. This in turn helps meet the sustainable development goals of the nation.

The importance of PPPs in creating employment is significant, but PPPs can help in schooling young children and making them self-reliant from a very young age. Municipal corporations across the country can partner with private players to upgrade the educational output of government-run schools in order to deliver a better future for the children. In fact, the younger the children, the easier it is to shape them.

PPPs can also transform rural areas from being completely reliant on the government to becoming self-sufficient. From education, healthcare, employability to industry, rural areas have shown tremendous progress with the help of PPPs. As described above, the role of PPPs in the development of India cannot be understated. The success of a PPP depends on several factors. The best way to get a clearer idea about this is from people who are deeply involved in the whole process. Sachin Joshi, Chief operating Officer at CII-ITC Center for Sustainable Development, chairs a session with Rajendra Shende, Chairman, TERRE Policy Centre, Umakant Dangat,

Pics: Yusuf Khan

July 1-15, 2018 / Corporate Citizen / 27

CII Marketing Conference "We had 109 students who gave their SSC board exams last year, and all of them cleared.

105 of them are enrolled in leading junior colleges in the city" -Soumya Jain

"I believe that our Prime Minister Narendra Modi has said that our country doesn’t have 125 cr people, it has 125 cr opinions" - Rajendra Shende Jt Secy at Govt of Maharashtra, Soumya Jain, Co-Founder, iTeach, and Anurupa Patni Jain, Business Leader, Corporate Partnerships, The Akshaya Patra Foundation, to understand how India can meet and excel at our sustainable development goals by leveraging PPPs.

Sachin: When you work from a global perspective as well as grassroots level, what are challenges in bridging the gaps in these partnerships?

Rajendra Shende: In my experience, you can see massive success on a global level but still fail on the local level. I believe the partnerships on the local level are more instrumental in execution than those on the global level. I believe that our Prime Minister Narendra Modi has said that our country doesn’t have 125 cr people, it has 125 cr opinions. Getting these opinions together and formulating a cohesive scheme is the real challenge. What is a ray of hope for us are young minds, who are in schools and universities, who are ultimately going to turn the challenges we face today into success. It is very important that we start working with them and addressing their concerns. When I went to the UN years ago, instead of holding conferences in 5-star hotels, we went to students and interacted with them. We identified the sustainable development goals and tried to achieve them together.

PPP is very important to you Soumya, because you actually work with municipalities and know the situation on the ground.

Soumya Jain: Thank you for giving me the opportunity to share what we learnt about SDGs and PPPs, and the development sector as a whole. I am an engineer by training and I did my master's in the US where I also worked for six years. five years ago, I moved to India to work in the education space, especially for the education 28 / Corporate Citizen / July 1-15, 2018

of lower-income students. I head an organisation called iTeach. We founded it about three years ago in partnership with the Pune Municipal Corporation (PMC) and our CSR partners. iTeach runs five free secondary schools all across Pune.

Out of the 330 PMC schools, also known as government schools, only 20 go all the way to Std 10.

The highest grade of education offered is grade 7 or grade 8. Post this, students are forced to try and find private schools if they want to complete their education. This, in most cases, is not affordable to their families, and even private schools do not really want municipal school students to join them. This cycle is vicious. To try and break this, we started schools which offered grades from Std 8 Std 10 and we only enrolled students who have passed out of government schools and helped them get a good-quality education. We are adding two more schools next year as well.

We will have seven schools with close to 1,500 students by 2019. We have had a good experience with PPP. The PMC provides us with the infrastructure, in the form of classrooms, and our CSR partners fund us which enables us to hire the best-quality teachers and principals and other associated staff. The PPP model has worked really well for us in the past three years. Everything has come together fabulously to help students achieve their dreams. We had 109 students who gave their SSC board exams last year, and all of them cleared. 105 of them are enrolled in leading junior colleges in the city.

I feel there is tremendous potential in this model.

One of the biggest challenges facing India is creating jobs. Mr Ghume’s portfolio is to supply skilled manpower to jobs that require it. How do you manage to address the jobs challenge?

Rajendra Ghume: Skill development is a very

important aspect in the current job scenario. The government has a large role in developing skillsets, but unfortunately in the past few decades, the output has been a little lacking. From 2005-06, we entered into PPP with the industry, and they are now in the driver’s seat vis-à-vis skill development.

As far as Maharashtra is concerned, we have PPP in almost 256 industrial training institutes (ITIs) out of 420. So more than 50% ITIs are run by the industry. The Govt. of India has given 2.5 crore to develop these institutes, upgrade their skills, bridge the gap between skill and industry and supply skilled manpower to the industry. When we see vocational training in the US and Europe, it has become the responsibility of the industry and industrial associations. Now, even India is walking down that path. I must mention Bharat Forge, which has become a historic PPP in India.

Bharat Forge has contributed more than 8 crore to set up ITIs, set up the infrastructure and they have taken complete initiative for everything. Employability is a process, which must be achieved with all stakeholders. The govt. and industry are taking a keen interest in improving employability of students. There has been tremendous development in the setting up and upgradation of ITIs in recent times. Courses which used take one to two years are now being streamlined to three to four months. The government is making it very easy for the industry by making every process industry-friendly and removing the red tape involved in the industry’s participation of ITI. We are encouraging more and more industries to come forward and participate in the setting up and development of ITIs, which will benefit both industries as well as the workforce.

These days the rate at which skill requirements are changing is so fast that even the best of academic institutions are experiencing difficulties in keeping pace with the changes.

"Our primary focus is the most basic, food, which is unfortunately not available to the 39% of our population, who are children" -Anurupa Patni Jain

"At the time of Independence, over 80% of the population lived in villages. Today, in Maharashtra at least, 50% of the population lives in villages and the other 50% in cities" -Dr Umakant Dangat Dr Dangat, you are experimenting with something like a modern village.

Please elaborate on that.

Dr Umakant Dangat: I have been working with the state govt. for 35 years, and have retired in 2016. The Maharashtra state govt. under Chief Minister Devendra Fadnavis has undertaken a very ambitious programme, the Maharashtra Village Social Transformation Foundation. This is a unique initiative.

After independence, India has developed at a very rapid pace. Due to urbanisation and industrialisation, many new challenges are coming up. At the time of Independence, over 80% of the population lived in villages. Today, in Maharashtra at least, 50% of the population lives in villages and the other 50% in cities. Because of this migration, sustainability is a challenge.

When you talk about SDG's, villages need more attention. In Maharashtra, out of the 50% people living in villages who primarily work in the agricultural sector, their share in the state GDP is only 12%. Around 30% people are working in the industrial sector. Their share in the state GDP is around 30%. 15% of the population works in the service sector, but its share in the state GDP is around 58-60%. Becasue in this stark difference in incomes, there are issues. Our state is facing an agrarian crisis. The growth rate was -0.3%.

The service sector growth on the other hand increased by 9%. The biggest challenge before the state is the agricultural sector. This is why we need PPP. Many big corporates like Tata Trusts and Mahindra & Mahindra have contributed towards the initiative to transform villages. We are not only developing rural infrastructure, our emphasis is on social transformation. In the first phase, we have taken 1,000 villages for this transformation. Starting from sanitation, schools, healthcare, etc. everything is being developed.

We are also focused on the financial development of the villages through agricultural and

skill development. Our corporate partners are not only our CSR partners, but they help instill a corporate culture into the transformation, which focuses on efficiency and quality. After the first phase of 1,000 villages, we are looking to take this model all over the state so that every village becomes a model and vibrant village, where all the five pillars of sustainability, i.e., economy, social, environmental, safety and security and cultural vibrancy are all present.

Anurupa, You are from the Akshaya Patra Foundation, where you are partnering with corporates all over the country so that you can support schools and children. How has this process impacted you?

Anurupa Patni Jain: I am very glad to be a part of this foundation, which works for the basic requirements of society. In our society, when even the basics are lacking, it is difficult to provide value-added services to the needy. Our focus has been sustainability and scaling our operations.

We are currently present pan-India in 12 states and we will be expanding to more states this year onwards. We have been able to do this as one of the world’s most successful PPPs. We are now the world’s largest mid-day meal provider. Our primary focus is the most basic, food, which is unfortunately not available to the 39% of our population, who are children. The hot and nutritious meals we provide is something which is valuable to most of the poor children as many times they do not get even one proper meal during the day.

We have already seen that this mid-day meal is an incentive to parents to send their children to school. And once they come to schools, we can educate them and give them opportunities to succeed in life. So as you can see, it all boils down to food. We are currently feeding around 1.7 million children across the country. Our kitchens are featured on the mega kitchens programme.

Most of our centralised kitchens have a capacity to feed more than a lakh of children each day.

Our smaller kitchens, like in Nagpur and Thane, can feed around 5,000 a day. Our kitchens are ISI-certified, with automated processes in most of our kitchens. The idea is to be sustainable. We have a committed team of 5,000 employees. We create a small ecosystem at every area we work.

We aim to reach zero-hunger one-day. 42% of the world’s malnourishment is in India. Until we focus on fixing this appalling statistic first, we can’t go beyond. The challenges we see in rural and urban areas are obviously different. In rural areas, money is an issue. In urban areas, obesity and junk food is an issue. We have to deal with each challenge differently.

India is the 67th out of 85 countries on the Global Hunger Index. Therefore, we need a plan if we want to end hunger. We have to deal with hunger, malnourishment and related issues if we have to meet the SDGs of the nation. neeraj.varty7@gmail.com

CC

tadka

India to overtake Japan, US

For long, one factor reported for stunting India’s economic growth was its capacity to generate power. But according to BMI Research, a London-based consultancy firm, India is now all set to surpass Japan as the country with the second largest power capacity in Asia. With a whopping 363.32 gigawatts by the end of 2018, it may, by 2020, overtake even the US, the second largest producer in the world!

Bloomberg reports, India’s capacity will increase by another 69% soon.

July 1-15, 2018 / Corporate Citizen / 29

Top Position

At the helm of the world‘s largest cooperative The Indian Farmers Fertiliser Cooperative Limited (IFFCO) is a colossal cooperative organisation that works in close contact with the farmers, produces fertilisers and provides an array of farmer-related services. Suresh Chander Gupta, Joint General Manager (HR & IR), IFFCO gives an insight into the management and strategy of its founding father Padma Shri Paul Pothen and Dr U. S. Awasthi, the present visionary MD and CEO By Vinita Deshmukh

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The Indian Farmers Fertiliser Cooperative Limited (IFFCO) is one of India's largest cooperative societies. Founded in 1967 with just 57 cooperatives, it is now a conglomerate of over 35,000 Indian cooperatives with diversified business interests ranging from general insurance to rural telecom apart from its core business of manufacturing and marketing of fertilisers. Today, the turnover is about `22,000 crore. IFFCO’s reach extends to more than 5.5 crore farmers in India. Corporate Citizen speaks to Suresh Chander Gupta, Joint General Manager (HR & IR), IFFCO, who throws light on this sector and on the management skills that have held the company in good stead.

Tell us a bit about this colossal farmers’ fertiliser cooperative.

IFFCO is registered under the Multistate Cooperative Societies Act, 2002 and it is the world’s largest in the cooperatives sector.

IFFCO has five ultramodern fertiliser plants in India and has spread it wings overseas too. It has an installed capacity of 80 lakh metric tonnes of fertilisers consisting of various grades such as NPK, DAP, urea, and water-soluble fertilisers. Most of the time since inception, our production has exceeded the production capacity, particularly of urea. For phosphate-based fertilisers, the production is around 90% of the capacity.

Our activities appear to be commercial, but our philoso30 / Corporate Citizen / July 1-15, 2018

Pics: Vivek Arora

“Our activities appear to be commercial, but our philosophy is to serve the farmers and work more for their welfare�

July 1-15, 2018 / Corporate Citizen / 31

Top Position phy is to serve the farmers and work more for their welfare.

We are governed by two important Acts—the Fertiliser (Control) Order 1985 (FCO) which regulates the price, sale and quality of fertilisers, and the Essential Commodities Act, 1955 (ECA) which is in the interest of the public for the control of production, supply, distribution and trade and commerce in certain commodities, including fertilisers. All fertiliser organisations are governed by these Acts. This means we are also controlled by the government in terms of what to produce, what not to produce, why to produce and where to produce. But how to produce is, by and large, decided by the respective organisations.

The production of fertilisers in India is much less than the demand, which then is met through imports. IFFCO is the largest producer of urea and phosphatic fertilisers in India and fulfills about 23% of the demand for urea and about 32% of the demand for phosphatic fertilisers.

The production of phosphatic fertilisers is dependent on the import of rock phosphate or sulphur. In Paradeep, Odisha, we have the world’s single-largest integrated plant where we produce phosphoric acid and sulphuric acid too from imported rock phosphate and sulphur.

How do you manage such a huge organisation?

IFFCO is a great organisation because of its visionary leaders such as Padma Shri Paul Pothen, former MD of IFFCO who laid a strong foundation and Dr U S Awasthi, current MD & CEO, who not only sustained its glory but also made far-reaching positive changes in the working relations with all its stakeholders, including employees.

Under Dr Awasthi’s leadership since 1993, we have had massive expansion, vertically and horizontally. The fertiliser business is not very lucrative or profitable because the Government of India has so many regulations and late release of subsidy which impacts our balance sheet with a huge outgo of bank interest. Besides, it is a labour and capital-intensive industry. For the movement of fertilisers, there is a need for efficient and timely logistic arrangements. That is why for the last more than 15 years no new plant has come up in India, except for two plants which are in the pipeline. Now the Government of India has also planned to revive the old and closed FCI plants with the help of PSUs. However, IFFCO had almost doubled the production capacity of our own ultramodern plants as we have sufficient land and experienced manpower to install new plants.

I would like to specifically mention about the Oswal Chemicals and Fertilizers Ltd. (OCFL) plant in Odisha which we had acquired in 2005.

It is the first such instance where a cooperative 32 / Corporate Citizen / July 1-15, 2018

society acquired any such big manufacturing facility costing above `2,200 crore from a private owner. The plant was in a highly dilapidated condition and there were so many glitches but we still acquired it because Dr Awasthi visualised that to acquire about 2,000 acres of land in India in one stretch is a herculean task which may take five years or more, and in future this would become more tedious. Secondly, he knew that IFFCO had experienced employees managing the

phosphate fertiliser plant at Kandla. Likewise, we had officers like Mr R. P. Singh, an excellent Human Resource Manager, now Director (HR & Legal). The Government of Odisha was not permitting to run the plant for environmental reasons, so we assured the government that no violation of any nature—on environmental or safety parameters—would be done, while it would be assimilated into the culture and ethics of IFFCO.

“We consider human resources as assets, and important stakeholders. Our prime strategy is to build the best work culture and give full thrust to work-life balance.

To redress the grievances, every employee can reach out to even the top management directly or through sectional heads or unions or officer associations. We call it the IFFCO family culture” It is the world’s largest integrated plant and is now very well-managed. Its revival was challenging. The technical part was looked after by Mr K. L Singh, the then ED and now Director (Technical). All HR and IR policies and assimilation of manpower was assisted by me under the guidance of Mr R P Singh. For two years we had to burn the midnight oil. We had to convince the employees, unions and people of the surrounding villages that improvements in the lives of people would be visible. The level of confidence and conviction of the management and employees, especially the retired ones who were engaged from each field was unimaginable.

What are the human resources strategies that you adopt?

Currently, we have about 5,300 permanent employees. Firstly, we consider human resources as assets and important stakeholders. Our prime strategy is to build the best work culture and give full thrust to work-life balance. To redress their grievances, every employee can reach out to even the top management directly or through the sectional head or recognised unions or officer associations. We call it the IFFCO family culture.

Being a labour-intensive and highly technical organisation we embark on professionalism in every field whether it is technical, non-technical, accounts, HR or whatever. According to our need we hire the best engineers from all fields and agriculture graduates through a two-tier online examination designed by our HR team, and I being the main architect of the same, have successfully completed 10 years. We also employ MBAs in HR, Operations and Cooperative Relations from reputed B-schools such as the MBA colleges of Sri Balaji Society, NITIE Mumbai, regional engineering colleges, etc. Regular upgrade of skills is our motto through in-house and outbound training, seminars, conferences, etc.

What kinds of communication skills are required by managers at all levels, to perform and benefit the company?

Without communication, nothing can move

and we need to go beyond one-way communication. We hold quarterly meetings with workers’ unions and officers’ associations at the headquarters and at the plant level. We not only address their grievances, but expect ‘demand for higher standards’. We also focus on how to improve their working. For key officials, we hold quarterly meetings separately in which the present situation and future strategies are discussed and finalised. Nothing can be better than this powerful communication for managers. You can feel the pulse of every person there. When the representatives of unions, officers and key officials are involved in the decision making process they become the ambassadors of the organisation too.

Y

You have an enriching experience of 40 years. So where did you start your career from?

I started my career from NTC (a Govt. of India undertaking). I did my post-graduation in Commerce from Delhi School of Economics and during service I passed my degree in Law, PGDM in HR & IR and PGDM in Marketing.

You wanted to be an IAS officer?

Yes, but couldn’t be, because of the single reason that we did not have sufficient means of livelihood, so I was in dire need of work. After passing the Higher Secondary exam in 1971, I started a PVC shoes factory while studying for my graduation. I was single-handedly looking after all functions such as marketing, production, labour handling, finance and so on. Out of the many new initiatives I took, I would like to quote one. The credit period in Sadar Bazar of Delhi for our product was seven days, but the payment was received in 21 days or one month.

I was just 17 years old, without a moustache. I told the buyer that I could not afford to come time and again for the recovery of the payment because I was a student, and I offered a credit period of 21 days with the condition that pay-

ment be made on or before 21 days after the supply of goods. They agreed, and I was flooded with orders, but unfortunately could not match the demand because of shortage of skilled labour. I successfully worked for one and a half years and closed down the factory without any loss, maybe with a little profit.

At that time there was a bit of a trauma in the country as Emergency had been declared and the government had stopped recruiting. At this time it was the only big job provider. I was selected as Inspector Excise and Taxation but the offer was not made. Likewise, I appeared for the UP state administrative services examination but was not called for the interview.

During post-graduation, I was selected by the National Textile Corporation (a Government of India undertaking) in 1975 for a sales and accounts position. I topped the written test conducted by NTC and the offer of appointment was given on the spot only to me, from among three other candidates selected along with me.

The other two joined later on.

Considering my performance, they considered me for the position of person in charge of sales of Rajasthan state just after nine months’ service, three grades above the initial position.

Initially I refused because I had to complete my post-graduation and wanted to do my LLB, but they insisted that I take up the assignment for six months. The management was confident that I would set everything right in three months. They also wanted me to hand over termination letters to 15 employees, but I suggested to the management that these letters could be sent after my joining there. Further, I told I was going for a good cause so I could not take these letters with me. They appreciated my suggestion and after my joining, sent only five termination letters and asked for special reports on the rest of the employees.

I observed that all employees were good and

CC

tadka

Indian holdings of US gilts hit a record high Indian holdings of US treasuries have touched a record high of $148.6 billion in January 2018 and this is attributed to high foreign fund flows prompting India’s central bank to buy more US gilts and stands as the world’s 11th-highest holder of US gilts. New Delhi is also slowly racing past Saudi Arabia as a buyer of the planet’s safest financial asset since January 2018.

July 1-15, 2018 / Corporate Citizen / 33

Top Position

“Understanding and patience are the two prime requirements to keep a marriage happy and contented. We keep having arguments but one should assess as to whether they are progressive or nonprogressive. Some young couples lack patience and they look for greener pastures.

That’s not the reality of life. Once you start comparing with others and if you get the feeling that the grass is greener on the other side, the marriage will not work” wanted to work, but two senior officers were dividing them.

I got totally involved in getting the pulse of the situation. The key was to understand the crux of the situation, then analyse and use your management skills to put the system in order. Accordingly, in three months there was a sea change in the working and we made hitherto unachievable sales in Rajasthan. I resigned after about three months of joining there because I understood that I had reached a saturation point. Secondly, I requested a hike in salary to `750/- which was being offered to an ex-serviceman appointed as Assistant Manager, Sales, a position equivalent to mine. I was being paid `650/- plus commission on sales.

I was jobless and in dire need of work. I applied for the Auditor’s position in the Municipal Corporation of Delhi. They immediately called me for a written test for which I was not prepared, but had to appear. Fortunately, I cleared it along with four other candidates. I was selected and joined there. I learned a lot there about the functioning of various departments. I remained there for about two and a half years and resigned after getting selected by Indian Airlines.

My work was appreciated there too, and many special tasks were assigned to me which I completed successfully.

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Tell us about your tryst with Indian Airlines.

Before joining IFFCO, I worked for Indian Airlines as Accounts and Audit Assistant for about six months. One remarkable job I did there was regarding an audit objection for the sale of a Dakota aircraft. This objection was pending for the last five years but could not be concluded because the file was not available. I personally located the file from the store room with the help of a Daftri and concluded that there was a loss of about `5 lakh in its sale. The accounts officer who did not cooperate 34 / Corporate Citizen / July 1-15, 2018

Gupta's cheerful family: All are achievers!

S. C. Gupta with wife Indra: Marriage is all about understanding and patience

was one of the persons responsible for the same.

When I discussed it with that accounts officer, he wanted to know about my qualifications because it needed a good skill of analysis and legal acumen. In recognition of my good work the management had nominated me for a training session at Hyderabad which was a very prestigious one and a rare chance for an employee. However, this I came to know after my resignation.

The Chief of Accounts and Audit, Mr Chhabra wanted to retain me but I had made up my mind to leave because I was convinced that this was not a progressive organisation. A lot of political intervention was also there in promotions, etc.

Tell us about your family. What does it require to keep the family together?

My mother Chotto Devi was illiterate, and my

father, Sita Ram studied only up to Std. V. My mother was very good at numbers and taught mathematics to us all nine brothers and sisters up to Std. V. She used to narrate very inspiring stories whenever we were in doubt or trouble. My brother Ram Narain, ITS, former Sr. Dy. Director General (Telecom), equivalent to additional secretary in the government of India compiled all those stories in a book form named Maa Se Suni Anmol Kathaen (treasured stories heard from my mother). She ingrained in us the value of punctuality, regularity and continuity. Without inculcating these values no one can succeed in life. The capacity to sacrifice and trust by each family member keeps the family together.

Tell us about your marriage and children.

I didn’t know who I was marrying as this was an arranged marriage. Coincidentally, we later came to know that we had studied in schools that were next to each other. My wife Indra has an MA in Political Science but she decided to be a housewife. At one time she took up an assignment of a primary teacher in DC Model School, Panchkula, Haryana, which was close to where we were living. After some time she decided to leave the job but the children of her class requested the principal that my wife be continued to be their teacher. The principal requested us and she joined for some time to keep the children happy. She was totally focused on bringing up the family without any distraction.

We are blessed with three children. My el-

to accept each member as he or she is, and work around to foster better relationship.

Your daughters are well accomplished; how do you define woman power?

I personally do not like to discriminate. I feel our women are empowered since ancient times and in fact, they are worshipped too in our society. They have achieved amazing milestones in many fields.

In these modern times, we are not empowering, we are only comparing, which is harmful. I always thought about good education and careers for both my daughters and son. At no point of time did even an iota of discrimination come to our minds. I personally feel that girls have the ability to sacrifice more than boys. It is others who make them realise that being a girl she should not sacrifice for the family. To keep the families united and happy many a time one person has to sacrifice, either the girl or the boy. I believe that this myth of discrimination with women has been created by politically-motivated persons. At the workplace, we do seminars, conferences, and trainings to make them aware about their rights and use them judiciously.

dest daughter is Ritu, married, settled in Seattle, USA and working for AT&T. Her husband Yogesh Bansal, an engineer from IIT Delhi, is with Microsoft and they are blessed with a son and a daughter. My son, Lt Col. Nitin Gupta, SM, is with the 7 Para of the Army, married to Dr Shivangi, and they are blessed with a daughter. The third one is my very lovely daughter Neha, SAP engineer, working with Deloitte.

All my children were all-rounders at school. I never thrust anything against their wishes. They pursued their choices. My son wanted to be a cricketer as he was an all-rounder, so did not take admission for engineering and once got selected for the Under-19 team from Haryana, but fortune took him to the Army. I always used to tell my children that whatever they do, should be done with perfection, and with blessings from all.

What are the qualities required to keep a marriage going?

Understanding and patience are the two prime requirements to keep a marriage happy and contented. We keep having arguments but one should assess as to whether they are progressive or non-progressive. Some young couples lack patience and they look for greener pastures.

That’s not the reality of life. Once you start comparing with others and if you get the feeling that the grass is greener on the other side, the marriage will not work. There should be no comparison in the home life or work life. Each person and each family is unique. In a family, you have

How many hours do you work in a day?

Around 14-15 hours a day.

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How do you keep yourself fit and how much time do you give to the family?

I have been waking up at 5 am since my childhood, to date. I have a morning walk of 3 to 5 km before doing Yoga or stretch exercises. By 7.30 am, I am ready for breakfast and help my wife also if required. I prepare the to-do list for the day. I rarely come under pressure, but try to do the work quickly.

I am a multi-tasker. I don’t know if it is good or bad, but I want everything done to perfection.

When travelling, I go for a swim, as most hotels have that facility. I remember when I was posted in the west zone at Bhopal, I used to come by the Bhopal Express, the only ISO 9001-certified train at that time, to Delhi for official meetings, being the HR head of the West Zone, Secretary of the Suggestion Scheme, Secretary of Raj Bhasha Hindi Samiti, coordinator of ISO 9001-2001 and for other official work, but I never missed getting up at 5 am and did my stretch exercises on the train.

Digitalisation has entered your field; how acclimatised are farmers to technology?

Wherever I worked, I first understood the business, its inside out, be it at the NTC, MCD or Indian Airlines. I learnt all the nuts and bolts of the business.

When we implemented computerisation

around 1991-1992, I was in charge of North Zone which consists of Punjab, Haryana, Rajasthan, J&K, Himachal Pradesh and Delhi. Employees were hesitant to use computers. At that time no one knew how to handle a computer, but I was among the first employees of North Zone who learned how to handle the mouse and then led the way and inspired others to use it. Today, I’m not an expert but very comfortable with computers.

Farmers have started using the mobile and our joint venture IFFCO Kisan Sanchar Ltd (IKSL) is helping them through cooperative societies to make maximum use of mobile telephony. Now we have started e-Bazar for the purchase of fertilisers and other products used by farmers. But still it is a long way to go though the day is not far off when we will make farmers fully digitalised.

Are farmers equipped for digitalisation?

No, computerisation in villages started only after the Modi government took over. Earlier, it was urban-oriented. We have IFFCO farmer centres where we put up computers and designed certain modules to work on it. E-Vikas is the name of this module. Most new-generation farmers are mobile-savvy so they can use this technology.

The government has also instructed every fertiliser dealer to install a POS machine which resembles a credit or debit card-swiping machine.

What is the philosophy of life that you live by?

My philosophy of life is, don’t make any false promises, remain honest, work hard like a partner of your company and not like an employee. Help the needy and stand by the weak, otherwise powerful people will thrash them. I work with a sense of justice to all. I live with minimum requirements of life and always remain fully satisfied at every point of time but work to achieve high. vinitapune@gmail.com

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tadka

South Indians, largest borrowers of personal loans The Southern states in India have emerged as the largest borrowers of personal loans that are disbursed by scheduled commercial banks nationwide, as per latest RBI data.

Karnataka has the highest personal loan consumption of `1.6 lakh crore, followed

by Tamil Nadu at `1.5 lakh crore, Kerala at `91,000 crore, Telangana at `90,200 crore and Andhra Pradesh at `72,100 crore.

July 1-15, 2018 / Corporate Citizen / 35

“The future is created by your dreams because you don’t know what is going to happen next. How do you create your future?

You create it by having a dream.

And when your dream has a set of timelines, you automatically become passionate”

36 / Corporate Citizen / July 1-15, 2018

Embracing technology There is a saying that Arun Rao, Director, Geo Strategic Operations and Alliances at Dassault Systèmes truly abides by—the only way to do great work is love what you do! So what makes you fall in love with your work? we asked. Pat comes the reply, “The two things that pump me up is the continuous influx of challenges and the technology that Dassault provides.” During his recent visit to Pune for an event, Corporate Citizen caught up with him where he candidly spoke about the varied technologies, his fitness and much more

By Ekta Katti Can you throw some light on your background?

Born in Udupi, Karnataka, I spent most of my childhood days there. As my father was associated with a Central job, growing up we moved to many different places. Most of my school education was done in Delhi and rest of the parts of the country. There on, I pursed mechanical engineering from Bangalore University. Having received the right educational background, I am fortunate enough to acquire 20-plus years of work experience in various organisations. I started my career as Senior Application Engineer with Deneb Robotics (1996-1999), which predominantly dealt with software for robotic applications. This company was later acquired

Interview

by Dassault Systèmes and they created a brand called Delmia which is the manufacturing firm where I was the Project Manager for six years. I started out as a Technical Sales Engineer where I dealt with various customers.

Later, I moved to Japan, where I received my initial orientation as I worked hand in hand with our regional customers. Soon, I was working at the headquarters in France, that’s when Dassault Systèmes acquired Deneb Robotics. Finally, after working in the technical sales for a longer period of time, I wanted some stability. As my family was growing, I relocated to Bangalore.

This time domain was a whole new arena for me.

The next seven years I spent in software development overlooking various products that Dassault Systèmes has. I was able to reflect my customer experience into our products. Here, I was offered the opportunity of working in various domains.

Presently, I am handling the value channel business for Dassault Systèmes in India.

You wore several caps when it comes to working in varied domains. However, you sincerely stuck to the same brand since the inception.

The French culture is unique. And Dassault Systèmes is a very stable organisation. This company has grown exponentially in the past years. The key reason why Dassault holds my loyalty is because it has been the flagbearer for bringing in the next-generation technology solutions. These challenges have kept me on my toes and in turn kept me at bay. Dassault has always challenged me with different roles.

What is a business transformation solution and how have you been a part of it?

Dassault works with many of the Fortune 500 July 1-15, 2018 / Corporate Citizen / 37

Interview What is 3DExperience on Wheels

£ The 3DExperience on Wheels was flagged off from Pune as the city over the last decade has emerged as a leading IT destination and logistics hub for the auto, design and white goods industries, amongst others. £ It is a mobile lounge mounted on a bus that will travel to 23 cities across 16 states in India in over six months and connect directly to over 250 companies. The 3DExperience platform offers end-to-end engineering, manufacturing and business capabilities to enable SMEs generate efficiency, cost-effectiveness and reduction in accumulated waste by harnessing the data essential to the operation of their enterprise. £ Starting from Pune, the campaign will cover Maharashtra, Gujarat, Rajasthan, Punjab, Haryana, Delhi NCR, Uttar Pradesh, Madhya Pradesh, Chhattisgarh, Jharkhand, West Bengal, Odisha, Andhra Pradesh, Telangana, Karnataka and Tamil Nadu. It is equipped with demonstrations of the latest-in-manufacturing technologies viz.

3DExperience platform, CATIA on Cloud, social and collaboration services, PLM collaboration services, additive manufacturing and more. £ Also, with the highest number of small, micro and medium enterprises and largescale units in the area, the city showcases its might in the engineering and the R&D sector.

Work is worship

£ Whenever he is not within the corporate boundaries, Rao often picks a book to read or scrolls past the technology or business news. Well-versed with the technology and next-generation products, Rao looks up Elon Musk and the late Steve Jobs. For him work is worship, and over the past two decades he has grown exponentially. His loyalty towards his company is immense, although he makes sure to juggle between domains every couple of years. Rao’s colleagues and friends have seen him grow from a relaxed software developer to a customer-centric and focused person. “Well, that’s what happens when you fall in love with your work,” he smiles.

companies who strive to bring the next generation of products. To do a great business we need to use cutting-edge technology. That’s when we come into the pictures, courtesy, our motive to provide the best solutions using technology. The most recent product that we launched was the 3D Experience Solution. This business platform connects different elements of the company in order to bring out the products in a very collaborative way. This collaboration is helping our customers transform the way they do business.

Ashok Leyland is one of the biggest names in the commercial business arena. The market, in the recent past, has been through several ups and downs. But Ashok Leyland used this lean period to regroup their company. They wanted all their departments to work hand-in-hand and in an collaborative and effective way. Our 3D Experience Solution has provided them a platform that they wanted. This has leveraged their performance to bring in next-generation products.

Their transformation is amazing, and Dassault is proud to be the catalyst.

You are a technology leader and you have seen the transformation. How has the technology evolved over the years?

During my engineering days, we had a couple of 2D solutions. I used to complete the drawing using the drafters. Consequently, over the period of four years of my course itself, we started using 2D solutions. And since then, the scene has changed drastically. Then came the 3D solutions that completely revolutionised the way things were done. During this, Dassault came up with an interesting technology which we did not patent called the product lifecycle management. It is an effective way to manage the different activities that happen during the product design.

It was a paradigm shift in the way things were done. Later, Dassault introduced a concept of digital mockup. It allowed the description of a

product, usually in 3D, for the entire life cycle.

The concept soon took over the market. In order to create a virtual view, the Boeing 777, which was introduced 20 years, used the digital mockup concept during the production and design.

What’s commendable is that after every six-seven years, there comes a technology concept that transforms everything.

Dassault has worked hand in hand with the aerospace sector as well. Can you elaborate on that?

Across the aerospace and defence industry, rising customer expectations (lower costs, higher standards and increase capabilities) along with growing programme complexity make it more challenging to compete. As systems become more complex to design, build and deliver, Airframe Original Equipment Manufacturers (OEMs) and suppliers need to accelerate innovation, drive efficiencies and move to the factory of the future to allow for greater agility on production rate.

This requires a new way to conceptualise, design, manufacture, test, certify and sustain new air and space vehicles.

Dassault has been fortunate when it comes to working with the top-notch companies. Globally (Boeing, Airbus) we have been working closely with the aerospace powerhouse. We take pride in providing them the desired solutions. With this, these aerospace powerhouses have been using are solutions for their local setups as well.

Since there is a lot of tracking in this sector, we broadened our horizons to join hands with the Government of Karnataka. At the 3D Experience Forum last year, Dassault announced the commencement of the first and second batch at the Aerospace and Defence Centre of Excellence (CoE) set up at Visvesvaraya Technological University (VTU) in association with Government of Karnataka. To make these millennials industry-smart, this CoE makes them

Work-life balance

£ Keeping himself fit helps him get the worklife balance. To have work and family life balance, there should be someone to hold the fort at home. For him, it’s his wife and mother who take care of the business at home.

38 / Corporate Citizen / July 1-15, 2018

Arun Rao (third from left), Director, Geo Strategic Operations and Alliances at Dassault Systèmes and Samson Khaou (sixth from left), Managing Director Dassault Systemes - India and the leadership team of Dassault Systèmes at the launch of 3DExperience on Wheels

“These millennials are very tech-savvy. They want to be connected and don’t wish to do things in a traditional way. Dassault Systèmes provides them with the technology which will enable them to design next-generation products” familiar with the cutting-edge technology. The one-month foundation course has attracted over 50 students in two batches. In future, we hope introduced courses on Aircraft Design and Development process, Structural Engineering and Equipment Engineering.

How will Industrial Internet of Things (IIoT) the ball game?

Frankly, it is the most used and abused technology of all. At Dassault, we have leveraged IIoT for different applications. From an idea, to execution and then to the end product, our aim is to provide the best solutions. These solutions enable manufacturing components in the virtual world which is called as digital manufacturing. The idea is to replicate whatever happens at the shop floor in the virtual environment, so as get the desired end product. Here for us, connecting with those kinds of data and systems and getting the information is very important. For such activities, IIoT comes in handy for us.

How to maximise the productivity, keeping the millennials in mind?

Frankly, we passed through the same phase, only the circumstances and situations were a little different. These millennials are very tech-savvy. They want to be connected and don’t wish to do things in a traditional way. Dassault Systèmes provides them with the technology which will enable them to design next-generation products. To maximise they productivity, we should basically feed them with challenges which would motivate them. I feel our millennials are well-equipped to handle these challenges and technology.

You’ve worked in varied work cultures.

How has it shaped you?

When in Rome, do as the Romans. The right kind of exposure and attitude have helped me sustain in India. We have to adapt ourselves according to the needs.

I’m blessed to have gotten this opportunity

of working in Japan and France. I was with the Japan firm at a very nascent stage. It molded my personality for better and provided me a great platform. The Japanese work culture has taught me to work hard, professionalism and made me understand the constraint of time. However, when it comes to Europe, they have a different mindset. They focused on innovation and next-generation products. That’s where I got the flavour of thinking beyond.

Your work schedule seems to be very hectic. How do you maintain work-life balance?

Working with a French company can be hectic at

times. Our philosophy is to work hard, and party harder. The work-life balance is pretty amazing here. Just two weeks ago, we had a corporate outing that helped us rejuvenate.

At such times, keeping yourself fit is the key thing. There is an old saying, the one who sweats in the morning, bleeds less in the war. I start my day at 5 am followed by a long walk. Sometimes, I do hit the gym. No matter where I am, I would have my workout shoes in my bag. That’s how I keep myself fit and calm. The workout gives me the mental and physical balance to achieve anything at work. ektaakatti@gmail.com July 1-15, 2018 / Corporate Citizen / 39

Travel Trend

Exploring the world on wheels!

When it comes to interesting history, Uzbekistan takes the lead. The way they have preserved the caravanserais, tombs and other heritage is phenomenal. A walk in Bukhara, an old town, can literally take you back into the trading days when this silk route was fully functional - Sujal 40 40/ /Corporate CorporateCitizen Citizen/ /July July1-15, 1-15,2018 2018

Road-tripping on an unknown land can take you places filled with great memories, scenic locations, lip-smacking food and make you find a friend in a stranger. Most importantly, road trips make you a better version of what you are—agree the duo Medha Joseph and Sujal Patwardhan, founders of Embarq, an overland touring company. In a tête-à-tête with Corporate Citizen, Medha and Sujal spoke about the myths and the rising trends of road-tripping, border-crossing trips, they focused on how their respective corporate backgrounds pushed them to start their venture and much more

By Ekta Katti What prompted you to start Embarq?

Medha: Travelling to any place should be a lifetime experience and of course hassle-free. A road trip should be enjoyed as there is no tomorrow without bothering or worrying about any of the logistics. This thought, put together with our love for travelling gave, birth to Embraq. Sujal and I love to explore, especially by roads. Both of us with four other friends did an overland road trip from India to Morocco in 2015. We drove across 16 countries in 57 days covering a distance of 23,000 km. We had to do a lot of research and planning to make this trip happen.

We realised that there are many Indians who want to do such road trips but they either don’t have the time or resources to research and plan for such trips. The lack of knowledge, right-hand driving, traffic rules, navigation, and language issues among other things bog them down.

Embarq gives these travellers an opportunity to enjoy the drive and the overall experience of travelling by road without worrying out anything else.

How has the experience been so far?

Sujal: Simply wonderful! The best aspect of our work is it gives us an opportunity to meet unique people with varied backgrounds. All these people are great achievers in their own fields, their special stories are our source of motivation. We learn a lot from them.

Medha: For us, every sunrise comes with a new experience. The dusk has indeed made us stronger. Starting on your own is a real test of your mettle. We have had a roller coaster ride so far and we both have enjoyed it. It has taught us to be more patient.

Sujal Patwardhan and Medha Joseph

The two of you have been together since long, friends first and then Embarq. How has your bond evolved?

Medha: What strengthens our bond is our trust in each other. We have known each other since our college days. However, we never worked together in the past. Hence, we both were a little skeptical in the beginning. Still, we took the leap and see how it worked out for us. We both just hit it off so well at the professional level that we thoroughly enjoy working with each other.

I think our bond has become stronger and the one reason we are able to do what we want to do at Embarq is because of our common value system. That forms the foundation for us to take decisions and keep the show running with all the challenges coming our way.

Both of you have a corporate background. How has working in that field shaped your career?

Medha: I had a fantastic stint in my corporate career. If it was not for this, I would not have taken the step to start on my own. I have worked with renowned companies like Daimler Chrysler, GE and Infosys. The work culture, professionalism and team spirit teach you a lot.

The confidence of working with people from different countries and culture, the leadership roles and the experience you gain in dealing with ambiguity shape your personality. This has made it easy for us to deal with all the different challenges we face at Embarq.

Sujal: I owe my career to the corporate field. Before starting Embarq I was working as the HR head for Ambit Holdings, an investment banking firm based in Mumbai. Most of all it teaches to you take decisions in the most uncertain scenarios. This has helped us tremendously in how we are shaping up Embarq. We know what our priorities are and it helps us stay focused.

Can you throw some light on border crossings and the dos and dont’s?

Sujal: Border crossings can be tricky at times.

Ensure all the documentation, required permits, permissions for your car—everything is in place.

Usually these border crossings are at remote locations where people do not know English. One July 1-15, 2018 / Corporate Citizen / 41

Travel Trend

The Beginning In the early 2000s, Medha and Sujal met during their Master’s course in Pune. As their wavelengths matched, the two along with a couple of others became a tight-knit group. As they grew older, they parted ways due to work and family but still managed to keep in touch.

Until recently, when their calling for their mutual admiration for travelling got them together, a road Off-roading and driving through the beautiful and varied landscapes of Kyrgyzstan, a sovereign state in Central Asia trip from India to Morocco and a brainstorming session took them to start Embarq. The bug needs to be very patient. Be prepared as it can The most memorable road trip of travelling, driving cars on a foreign land and take several hours for the officials to finish the ever… meeting new people is what prompted them process. Plan to reach early morning and ensure Medha: It definitely has to be Kyrgyzstan, a sovto quit their corporate jobs and embark on this you’ve had enough to eat. The best thing to do is ereign state in Central Asia. Rustic, untouched, beautiful journey. answer only what is asked for. Do not volunteer and absolutely stunning scenery. What you witextra information. Keep your cameras and cell ness through your drive is a beautiful mountain The perfect team phones away. range, a stunning river, a mesmerising scene of Merely two-years old in this business, the horses running on the road and the nomadic duo is quite content with exponential growth Medha: The International Driving Permit that life of the local people! Quite a picture, right? It’s of the company. Medha and Sujal owe most you get in India is valid everywhere. Make sure an amazing feeling to live it. We think, overland of the success of Embarq to their corporate you get one issued before you leave. Check all journeys are truly life-changing. They shatter all background. Sujal and Medha have driven a car stamps put by immigration and customs officials perceptions and myths that we may have. When from India to Africa across 15 countries, apart before you leave the border—especially on the you cross borders by land, the locals you meet, from several other road trips over the last 10 car documents and permits. The paperwork rethe food you get, it cannot be compared to any years. Equipped with a keen financial acumen quired for Indians is a lot. That is where Embarq other drive. Every country border you will witand an astute sense of route planning, Medha is comes into the picture. In the overland journeys, ness the cultures melting and the border towns pivotal in bringing all the travel ideas to life. While we take care of absolutely all the paperwork and display a beautiful blend of all adjoining country the multi tasker, troubleshooter and a people permissions. Whether it’s a fixed departure, cultures and even physical appearances. person, Sujal is an expert in organising events overland or bespoke-designed specifically for a and managing teams. group, we manage everything.

Sujal: When it comes to interesting history, Uzbekistan takes the lead. The way they have Upcoming road trip preserved the caravanserais, tombs and other Undoubtedly, you both have travElated with people’s perception about roadheritage is phenomenal. A walk elled a lot so far. What has it taught tripping, the duo is also happy that more and you? more women are coming forward to take road Medha: It has taught us to trust strangers and trips. Hence, to serve such a crowd, Embarq is more importantly, it has taught us humility. organising an all-India women’s drive from We’ve learnt managing contingencies, and India to Thailand during mid-October this year. above all, it has taught us that this world is full This road trip can be done by both car and of wonderful people. The most misunderstood motorcycle. The road trip will be starting from are the South American countries. But both Guwahati, India and ending in Bangkok, Thailand, of us have been exploring Peru for the past covering a total distance of 2,800 kms. This will month, and it has been an eye-opener. The be a pioneering trip as it is the first all-women people here are lovely and moreover, we felt trip, conceptualized and planned by women. secure while travelling.

42 / Corporate Citizen / July 1-15, 2018

One cannot argue with the commercialisation in these big cities. They certainly have their pros. However, the magic lies in the small cities, and quaint little towns which are still untouched and unexplored - Medha

safety and comfort of being in a convoy with like-minded people. This encourages them to explore new routes, new experiences, different Medha Joseph cuisines and soak in the culture of that country in its entirety. Overland road trips are the ones where the clients drive in in the Bukhara, an old town, can literally take their own car from India to Thailand or Russia you back into the trading days when this silk or Spain and various other countries. Overland route was fully functional. The trader domes are road trips are truly life-changing experiences. still intact.

And why one should take a road trip?

Sujal: The best way to understand a country is though soaking in its culture. And driving around the town will make you fall in love with the country. One cannot argue with the commercialisation in these big cities. They certainly have their pros. However, the magic lies in the small cities, and quaint little towns which are still untouched and unexplored. You can witness these only when you drive through them— interacting with the locals, sipping a cup of coffee in a small local café, understanding their culture will enable a better understanding of the country. You may even lose your way to find a lovely hidden lake somewhere. Words do not do justice to the experience, one must try it to understand this lovely feeling.

What are the different types of road trips a traveller can go for?

Sujal: There are road trips for every kind of person. Firstly, the fixed departures are country or region-specific road trips where the clients can fly in and out of a country like Spain, Scotland, New Zealand, Kyrgyzstan, Central Asia, Northern Europe, Baltic countries, etc. Clients enjoy the privacy of travelling with their family and friends in their individual cars as well as the

Medha: Lastly, there is the bespoke drives for all those who cannot sign up on our classic fixed departure and overland road trips due to various reasons. We customise all these trips to suit their needs like dates, itinerary, budget, type of car, stay options, need for local guide or support vehicles, etc.

What are the problems faced while taking a road trip? How to overcome them?

Medha: In a well-planned single country road trip, the possible issues are limited – language problem, losing GPS signal mid-way, weather etc. These can be overcome by having the right tools handy such as offline maps, Google Translate, ensuring you are aware of the driving rules in that country before starting the drive helps.

Also, having a strong local partner to support helps overcome all contingencies.

Was it difficult to choose being an entrepreneur or working in the corporate field?

Sujal: It’s difficult to choose one. If it wasn’t for our corporate career, we would not have the courage to take such a huge step of starting Embarq. And the satisfaction to do what you love and see it being appreciated gives a different high.

Medha: I agree with Sujal! It is difficult to choose one over the other. We both had great corporate jobs and now we are equally enjoying being entrepreneurs.

Are Indians open for the concept of road trips?

Sujal: Yes, absolutely! In fact, Indians love road-tripping especially outside India. There is a steady increase in the number of people who are wanting to do overland road trips.

That is driving in your own vehicle from India to different countries. There is also an increase in the number of women who are into road trips. The current scene in India is quite intriguing. ektaakatti@gmail.com

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tadka

Walmart acquisition means big bucks for Flipkart Talk about a deal to beat all deals. Even after four back-to-back markdowns by Morgan Stanley, Walmart went ahead and acquired it, thereby generating one of the largest pools of wealth for employees in India’s corporate history. The deal has lifted the total worth of Flipkart’s employee stock ownership plans, including unvested shares, to $2 billion (about `13,455 crore); Esops held by about 100 employees of Flipkart are now said to be over than $1 million. What’s more, Walmart would offer a 100 per cent buyback of vested shares by Flipkart employees.

July 1-15, 2018 / Corporate Citizen / 43

Alumni Spotlight-5

Living and learning through life To define her as someone who wears ‘one cap with many feathers’, isn’t enough. Her kaleidoscope of work in her almost 30-odd years of corporate life which she happily gave up for educating India’s poor is an inspiration in itself.

Meet Shukla Bose, Founder and CEO, Parikrma Humanity Foundation, Bangalore, a non-profit organisation. An alumnus of IIM Calcutta and Loreto College, Kolkata, she holds a Master’s degree from Kolkata’s Jadavpur University in Comparative Literature and a diploma in Social Entrepreneurship from George Washington University, USA. She is a member of the Karnataka Knowledge Commission (KKC) and Chairperson, Karnataka school education Task Force. A TED speaker, she also works with the Confederation of Indian Industries (CII).

She is a Board member with private and public sector organisations that work to prevent sexual harassment of women at workplace. Hailing from the hills of Darjeeling perhaps reflects her ‘stoic’ persona, enabling her chosen paths whilst strengthening her philanthropic goals

By Sangeeta Ghosh Dastidar

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rue learning is much beyond assimilation of information. It is to regenerate the innate wisdom that each one of us have and apply it to make life happier. So in Parikrma, we never ask our children ‘what will you become when you grow up?’ but we always ask our children “what will you do for the world?” said Shukla Bose, Founder, CEO, Parikrma Humanity Foundation, Bangalore.

She believes that “Poor children need to be surrounded with caring teachers who will not settle for mediocrity. These teachers have high expectations from the children, and do not accept excuses for why children from the slums cannot learn.”

Beyond institutionalised learning

“Frankly, I don’t believe that learning is only possible in institutions, be it school, college or universities. I think it is important to recognise the difference between knowledge and information.

We have so far been concentrating on pumping information into our students, whatever age it may be.”

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She is a recipient of prestigious awards such as Qimpro Platinum Award for Education, Bhartiya Shiksha Rattan Puraskar, Indira Gandhi Sadbhawana Award, Rotary International Award for Community Service, Bangalore Hero, Woman of the Year, the Bharat Gaurav Award and India’s Woman Entrepreneur of the Year. But, her humbleness says it all.

“I am not sure that I have achieved success in life. These are stereotypes that I don’t believe in.

We could get into a debate about what is success.

Anyway, I think I have been greatly influenced by my mother, who, although did not have formal education, always made me work with myself and helped me believe in myself. I thrive in challenges because it gives me a purpose and the work that I am doing is full of challenges.”

After marriage, she proved her mettle when she accompanied her husband on a posting to Bhutan. Here, she thrived as a knowledge giver and started her connect with children. There, she opened a school for the children of the Indian Army. Equipped with her first-hand experiences in teaching, she went on to draw up their syllabus and managed daily affairs at the school.

She acknowledges that her early days of modest and frugal living were very inspiring to grow up in and that, education is an empowering tool.

She was always a very good student which has had an impact on her decision making attitude.

She was a boarder during her college days in Kolkata and reckons it as her first attempt to being independent.

Learning curve

For some, the profoundness of knowledge and learning go beyond any form of syllabus or curriculum. Life itself provided the learning for Shukla’s journey.

“When I was pursuing my B.A. degree from Loreto College, it was my first step into the real world because my childhood and schooling was in Darjeeling which was very sheltered and in some sense, closer to nature. I learnt to be independent and make choices and deal with their consequences.”

“At Loreto College, I was rubbing shoulders with the elite where students came from privileged backgrounds and in some ways were disconnected from ground realities. It therefore became necessary for me to serve with Mother Teresa (Missionaries of Charity) and work with the poor to keep myself grounded. My experience right through school and college as a volunteer with Mother Teresa (Missionaries of Charity) for seven years had already taught me that passion and compassion were the most important ingredients in every walk of life.” She started volunteering with Nirmal Hriday (home for the destitute) and moved on to working at Shishu Bhavan for abandoned children.

The circle of learning widened as she pursued her postgraduate (Master’s) degree at Kolkata’s Jadavpur University.

“It (Jadavpur University) brought me in close contact with intellectuals and eminent poets and

novelists. I learnt how to share my opinion and defend its rationale. I began to translate Bengali stories and poetry into English and began to be recognised for it. I began to enjoy the joy of learning. My stint at IIM Kolkata introduced me to the business world where I learnt to present a case with viable bottom lines.”

“At Jadavpur University, I began to realise the power of education and the many doors that a good quality education can open up. I experienced the pleasure of high thinking and simple living and that has stayed on with me right through.”

Her U.S. chapter further widened her horizons. “While at the George Washington University, I also learnt the global perspective of developmental work and began to learn that there are different types of bottom lines… All these experiences together helped me in shaping up my vision for Parikrma.”

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Beyond the corporate chapter

Shukla Bose, alumnus, IIM Kolkata and Loreto College, Kolkata

he acknowledges her mother’s role in instilling a ‘feeling of purpose’ in her life. While she enjoyed climbing the corporate ladder, she kept seeking a ‘real’ meaning to her life. She quit her high-profile career and has seen been at the helm of Parikrma, bridging gaps and connecting with the lives of underprivileged children.

“I was with the corporate world for 26 years until 2000. I began my career in the hospitality industry and started my career with the Oberoi Grand, Kolkata. I worked right from the front office desk to the Sales and Marketing wing. I then became the MD of a multinational company called RCI in 1990 and was based in Indianapolis, Copenhagen, Mumbai and Bangalore and looked after the operations of India, SE Asia, Middle East and China (very briefly) before I quit. In 2000, I left my corporate life and joined the social sector. I started out as the MD of an international NGO for three years. In 2003, I started Parikrma Humanity Foundation from my kitchen table with my personal savings.”

With her undying focus on student-teacher relationships, on training of teachers—to be sensitive to each child—irrespective of their backgrounds or problems; for Shukla, the cycles of learning and teaching seems unstoppable! sangeetagd2010@gmail.com

“True learning is much beyond assimilation of information.

It is to regenerate the innate wisdom that each one of us have and apply it to make life happier. So in Parikrma, we never ask our children, “what will you become when you grow up?” but we always ask our children, “what will you do for the world?”

July 1-15, 2018 / Corporate Citizen / 45

Health

Decoding ‘Nipah’ – Dos and Don’ts ­­–

Virology in Pune. We are now concentrating on precautions to prevent the spread of the disease since the treatment is limited to supportive care,” he added.

The recent Nipah virus (NiV) scare has resulted in several state governments to issue advisories; the Union Health Ministry has maintained that the virus outbreak is a ‘localised’ occurrence without the need to panic. However, with the recent linkages of transmissions allegedly from certain strains of bats as seen with Kerala victims, fear has gripped common folks to seek preventive measures. Simple precautionary and hygienic measures seem to be the call from doctors and care-givers. Nipah virus is a ‘zoonotic’ disease that is naturally transmitted from vertebrate animals to humans. Corporate Citizen presents a few facts By Sangeeta Ghosh Dastidar

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ccording to a World Health Organization (WHO) fact-sheet, there is strong evidence that emergence of bat-related viral infection communicable to humans and animals has been attributed to the loss of natural habitats of bats.

Even as Kerala remains as the prime ‘hold’ for the most recent incidences of Nipah virus (NiV) related casualties, Himachal Pradesh too bore the brunt recently when several bats were

‘Bat’-tling the virus

Are bats alone to be blamed for carrying the ‘Nipah’?

found dead at the Government Senior Secondary School in Barmapapri in Sirmaur district. But, tests at the National Institute of Virology in Pune has since ruled out that the Himachal Pradesh ‘bats’ in question were carrying the ‘Nipah’ virus.

Kerala Health Secretary, Rajeev Sadanandan, said (to the BBC) that a multidisciplinary central team from the National Centre for Disease Control (NCDC) is already in the district. “We have sent blood and body fluid samples of all suspected cases for confirmation to National Institute of

• Scientifically, while the natural host of the NiV are fruit bats of the pteropodidae family, Pteropus genus, surprisingly, test results have shown that a particular variety of bats found in and around Kozhikode, Kerala and around its worst-affected town, Perambara (located 40 km from Kozhikode), are actually not the carriers of the virus.

• Investigations by the National Institute of High Security Animal Diseases found that body fluid samples collected from insectivorous bats in Changaroth Gram Panchayat in Kozhikode district, where the first Nipah-related death occurred, did not have the virus at all. But, they have not ruled out the role of fruit bats in spreading the infection.

• A special Pune-based team is now expected to collect samples from other varieties of bats found

Health professionals investigating the Nipah outbreak in Kerala

46 / Corporate Citizen / July 1-15, 2018

in the affected Kerala district to ascertain the ‘culprit strain’ of the ‘Nipah’ bat.

• Experts say that even if the Nipah outbreak gets eventually linked to bats, the transfer of bat viruses to humans is still considered a rarity. Meanwhile, given how critical bats are to ecosystems, the Kerala government has taken a stand against culling bats in response to the outbreak.

How did bats get linked to the ‘Nipah’?

• Facts indicate that the virus was first identified among pig farmers in Malaysia, and the disease first surfaced in India in 2001 at Siliguri, West Bengal with a second recurrence in 2007. Nipah virus is known to be transmitted by infected pigs or by infected fruit bats and is transmitted through their secretions of saliva, urine or faeces. It can also be transmitted from an infected human to another human through body or respiratory secretions.

• In the 1998 Malaysian episode, the virus first moved to pigs theorising that maybe a domestic pig had consumed fruit contaminated with bat saliva. Once it spread widely on pig farms, the virus began jumping to humans who came in contact with the animals. Around 260 people fell ill after such contact.

• The Kozhikode case stands unique from the Malaysian case as there was no person-to-person transmission then, unlike what happened in Kozhikode.

Who are most vulnerable to catch the ‘Nipah’?

• Historically, the virus is shown to have remained in a cluster and this way affected only those that came in close contact with Nipah patients. While the latest outbreak in India has reportedly impacted four districts of Kerala Kozhikode, Malappuram, Kannur and Wayanad, people in other states allegedly do not need to panic.

• The worry would be when people travel to the affected areas, or somehow come in contact with someone who has contracted the virus in these areas.

What are the common symptoms and other indications?

• Contracting the Nipah virus causes an upper respiratory infection and there is a need to watching out for causative symptoms such as fever, headaches, body-ache, breathlessness and coughing.

• Depending on the exposure to the virus, symptoms could be fatal, leading to encephalitis (inflammation of the brain). Contracting encephalitis could result in mental confusion and deterioration into a comatose state. Doctors say that while the progression is very severe, the incubation period is long for some, on an average in 90% of the cases the disease can manifest itself within two weeks of exposure to the virus.

Is there a single cure or management of the symptoms?

While social media platforms are touting alternate therapy such as homeopathy medicines for protection against the NiV, doctors have prescribed specific treatment patterns depending on the severity of the ailment in patients. The Kerala government has recommended using anti-viral ribavarin as a life-saving measure in some proven cases. But, the medical fraternity says that administering ribavarin is not a confirmed treatment, but has been approved because of a few studies in the past where ribavarin proved its’ anti-viral benefits.

Preventive guidelines as suggested by Dr. Arpita Samui Nayek, MBBS, DPH, Medical Officer, WBHS.

Dos

• Wash hands properly and thoroughly before eating or cooking food • Fruits and vegetables have to be thoroughly cleaned before eating • Add turmeric to clean water and soak raw fruits and vegetables in this water before use • While travelling and in public place, make use of an N95 type mask • Avoid any contact with pigs and pig handlers • If suffering from fever, visit your doctor at the earliest; at the early onset of any of the symptoms

Don’ts:

• Avoid consuming fruits and raw vegetables that have been half eaten, fallen, have cut marks or are contaminated • Avoid eating out; consume home-cooked food • Do not eat anything without thoroughly washing your hands • Avoid proximity of pig handlers

• Avoid drinking fresh date palm sap in areas that are known to be infested with bat population

Doctorspeak

“Those infected should be isolated for at least 1015 days, till the virulence of the virus settles and our immune system also starts fighting.”

- Vikas Maurya, Head of Department, Pulmonolgy, Fortis Hospital, New Delhi “People suffering from fever are treated for it, for those with breathlessness, support is provided to them with artificial ventilators and for those with seizures or convulsions, anti-epileptic drugs are given as a support to the brain.”

- Vidya Menon, Clinical Professor, Department of Medicine, Amrita Institute of Medical Sciences, Kochi “There is no need to panic, but if you have symptoms or if you have visited the state recently, visit a doctor at the earliest.”

- Suranjit Chatterjee, Senior Consultant, Internal Medicine, Indraprastha Apollo Hospitals, New Delhi

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The Rupee vs. the Dollar

Historically, the Indian rupee reached an alltime low of 68.80 in February of 2016 and a record high of 7.19 in March of 1973 against the US dollar. In 2018, it is hovering around the 68 mark, close to the lowest it has ever been.

July 1-15, 2018 / Corporate Citizen / 47

Unsung Heroes - 6

At 13, a freak accident caused Malvika Iyer to lose both her hands even as it severely damaged her legs, raising serious doubts about whether she would ever walk again. But this young girl braved all odds, emerging victorious.

Today, she is a dedicated social worker, a motivational speaker and model for accessible clothing in India. She is also a Global Shaper from the Chennai Hub, which is part of the Global Shapers Community, an initiative of the World Economic Forum

Epitome of

Courage and Optimism

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alvika Iyer’s life story is one of grit and gumption. Born in Kumbakonam, she was still very young when her father was transferred to Bikaner in Rajasthan where she spent nearly 13 years of her early life. She had a happy childhood, was a tomboy who enjoyed outdoor sports and learnt swimming and skating, she is said to have had a happy childhood. She also learnt Kathak for about seven years. It was a fun-filled life, till the fateful day of 26 May 2002 when she met with an accident. Some months before the accident, an ammunition depot had caught fire in the city and hand shells, grenades and other bits and pieces

48 / Corporate Citizen / July 1-15, 2018

were found scattered all over the city. One such piece had landed in her neighbourhood. They were told, that it was a defused shell. She was trying to stick something on her jeans pocket, and she wanted something heavy to hammer it with.

She just took this shell and hit it. With the first hit, the shell exploded in her hand. There was almost nothing left of her hands. Both her legs had severe injuries, nerve damage and multiple fractures. It took nearly two years and several surgeries for her to walk again.

For the first three days after the explosion, Malvika was totally conscious, aware of each and everything that was happening around her, but her body was numb. There was such severe

damage to her limbs that her body went into a state of shock. When she reached the hospital, with 80% blood loss her BP was zero, and the doctors were not sure whether she would even survive, and as she stabilised, whether they would still be able to save her legs. The left leg was dangling, just hanging from a small bit of skin. They wanted to amputate it, but her parents did not want to risk any more damage. They took her in an ambulance to Jaipur. Splinters were stuck all over her legs, penetrating deep within. She remembers those days and nights filled with pain. But the doctors were good and managed to save her leg. Though completely disfigured, with no sensation in her left leg and

Malvika with the former President of India, the late Dr A. P. J. Abdul Kalam

In 2014, Malvika Iyer was invited to a ‘TED Talk’, a talk that completely changed the course of her life.

When she started talking about herself, she realised that she was actually much better off than a lot of people

a foot drop (difficulty in lifting the front part of the foot) in the right, she felt lucky that she still had both legs. Her hands were completely cut off. Later a skin-grafting operation was done and with that, she was left with just two stumps.

Malvika was treated at a bone and joint clinic in Anna Nagar, Chennai. After months of intense therapy, she was finally able to walk. She took her first few painful steps in November 2003, one-and-a-half years after the accident.

Enquiries about artificial hands led to information about a German prosthetics company called Otto Bock that had a branch in Chennai. To cut a long story short, she got a pair of bio-electric hands with which she started practising to write; initially her handwriting was rather large until, slowly, with sustained practice, she improved. This was in December 2003.

In four months, her friends would be appearing for their Standard X board exams. Her mother found a private coaching centre in the street right behind where they lived.

Malvika had just three months to prepare.

She put in her best efforts and achieved a state rank among the private candidates. With a centum in both mathematics and science and 97 in Hindi, she felt like a celebrity. The next day, all the leading newspapers covered her success.

They wrote about how she overcame her disability to achieve this distinction. She was invited to Rashtrapati Bhavan to meet the then President of India, Dr A.P.J. Abdul Kalam. She was also awarded the outstanding model student by Wisdom magazine.

After completing her 12th, she joined St. Stephen’s College, Delhi, where she graduated in Economics (Honours). She then did her Master in Social Work from the Delhi School of Social Work. During her field training, she had the opportunity to work with differently-abled children. She sensed that she could empathise with them and understand them better. In 2014, she was invited to a ‘TED Talk’, a talk that completely changed the course of her life. When she started talking about herself, she realised that she was actually much better off than a lot of people. She now gets invited to speak at not only various educational institutions but also to corporates in Chennai and in other cities. Last year, she was invited to host the India Inclusion Summit in Bangalore. She was the Master of Ceremonies and had the opportunity to meet a lot of differently-abled people.

Presently, she is a Junior Research Fellow doing her Ph.D. in Social Work at the Madras School of Social Work. Recently she did a ramp walk at the National Institute of Fashion Technology (NIFT), Chennai. She is a model for accessible clothing, an initiative of Ability Foundation and NIFT. The students designed two gowns for her, taking into consideration her prosthetic hands. After being the show stopper for the evening, Malvika has been writing about accessible clothing.

She was invited to host a run in Bangalore recently, where she went all by herself. She handled everything by herself—from the airport, the travel, her hotel stay, etc. Today, she can do 90% of her work on her own. However her legs still hurt when she walks. Even then, she doesn’t have any regrets. Dancing was her first love. She used to be sad that she could not dance like before. But now she has started dancing again. She cannot dance as gracefully as before, but she still dances. At the Bangalore Run, she danced on stage.

See her standing tall and sharing her experiences by using the link below: https://www.youtube. com/watch?v=9el_A5O9ZQI The above story is featured in Unsung Heroes - Real stories to inspire you ISBN 978-81-7108902-4 by Maj. (Retd) Pradeep Khare (pradeepkhare2011@gmail.com). It is published by Better Yourself Books, Mumbai.

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Indian tourism impacting carbon footprints globally India has the fourth largest carbon footprint from tourism globally which is being driven by its large population and growing income level. India’s carbon emissions from aviation stood at 17. 97 million tonnes (MT) in 2017; an increase from 16.06 MT in 2016, according to Global Sustainable Tourism Dashboard as developed by the Griffith Institute for Tourism in partnership with the University of Surrey. Study indicates India to invest in energy efficient buildings and low carbon transport among others.

July 1-15, 2018 / Corporate Citizen / 49

Loved & Married too

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

Corporate Citizen unlocks the story of love that has culminated into marriage, for we believe in the stability of a relationship and family unit.

We bring to you real-life romances got sealed in marriage

Keeping the faith, through thick and thin If love had any other spelling, it would quite simply have to be ‘patience.’ That, coupled with plenty of positivity and persistence, saw CAs Prachi Rahalkar (36) and Abhijit Sathe (38), finally tying the knot 10 years after they first met, with the blessings of both families.

Married for eight years since, it’s been a long journey and a heartwarming one at that. Five-year-old Arnav completes the picture

By Kalyani Sardesai

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vercoming parental reservations on how they would adjust to an inter-caste marriage (She’s a Brahmin, he a Maratha) was a challenge, but not an impossible one for a relationship rooted in years of understanding and good old friendship.

Their story was first scripted in 2000 at MS Godbole & Associates, a reputed CA firm in Pune, where both Prachi and Abhijit were pursuing their articleship. Not quite love at first sight, but an association that simply went from one level to the next, smoothly and seamlessly.

In the course of the hours working together,

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they found much to admire about each other.

“She was only 18 and going through a personal crisis; yet the kind of poise and maturity she displayed were simply amazing,” says Abhijit.

Apart from this, she also happened to be hugely social, expressive, articulate and fun-loving.

Great points all.

On her part, Prachi said she always wanted “someone more emotionally resilient than me.”

It helped that he was calm and composed and a good listener.”

The duo kept in touch even when the articleship came to an end and eventually love entered the picture.

Unusually so, she was the one who proposed.

“But he did not say an immediate yes, as there was much to think over,” she shares. He took his time, but a little before she left on vacation to her sister’s place in Australia in December 2007, he made his reply in one word, OK, “That was the sum total of his grand response,” she laughs.

Even so, it would take them three more years to win parental approval, especially on Abhijit’s end. “It was a trying time, for sure,” he reminisces. “But Prachi was a rock, and frankly, so was her family. They gave me the space and peace I needed to keep talking to my parents, and eventually wear them down,” he smiles.

The building blocks of a marriage

Lady Luck finally smiled and the two were finally wed in May 2010 amidst a happy celebration with the customary trimmings. It was decided that after spending the first few months with Abhijit’s family, they would move into their own apartment.

Adjustment was a bit of a challenge, especially for Prachi considering the great difference in cultural backgrounds. Still, she kept her chin up.

“After all, I had the life partner of my choice.

That was the most important thing. Plus, my in-laws, while of traditional views in some respects, are essentially nice people, and we share a lovely relationship,” she shares.

A little later, they moved into the home they had booked but made it a point to stay in touch with the elders. “We may have separate homes, but are together on every occasion, big or small.

So be it poojas or birthdays or festivals, we are all an important part of each other’s lives,” she says.

A career woman from the outset, Prachi has always enjoyed Abhijit’s backing to pursue her calling, but chose to take a short break after their son was born. “It was during this time that my mother moved in with us. My father had recently passed away, and I was very worried about her living alone,” says Prachi. “Fortunately, she consented to moving in with us as I had a little boy. It was a win-win decision both ways.”

Life today is hectic and busy, even as they juggle work and home with practiced dexterity. While he is DGM - Taxation with Vodafone, she is a partner with MS Godbole & Associates - the very same place where they had interned all those years ago.

Bringing up their son

The Mantras of a Marriage

Circle of Love: Abhijit and Prachi with their son Arnav

Amidst all this, the couple has a hands-on and fairly relaxed approach when it comes to their son Arnav. “He must pursue Patience and what his interests in life are, From strength to understanding be they academics, sports or strength Giving the other the arts. We are not the sort of Like every couple, they have person due space parents to force a child in any their tiffs and areas of differencparticular direction. What is es. What must also be respected, Respecting and important is to give him a good according to them, is the differsupporting each education and support system ence in approach when it comes other’s choices in life. Ultimately, he has to find to resolving conflict. “I am the Celebrating differences his own path,” says Abhijit. sort who does not believe in reWith Prachi’s mom helping acting immediately. Instead my out with little Arnav, she is able to give her best way is to let tempers cool down, which is when at work stress-free. “Still, I make it a point to be most problems tend to go away on their own,” around for his evening activities, homework shares Abhijit, even as Prachi chips in that this work and cooking. This gives mom a chance to does not really work for her. “I believe talking get some rest,” she says. Similarly, Abhijit, despite things out is the best way ahead. For only when his demanding schedule does his bit to adjust his you get to the root of the matter will you find a hours and come home early or work from home lasting solution,” she grins. “So when I have really whenever possible had it, I sit him down and talk things through.”

“Work-life balance is important in everything At the end of the day, though, what do they you do,” they say. believe are the pillars of a relationship ?

“I believe talking things out is the best way ahead.

For only when you get to the root of the matter will you find a lasting solution So when I have really had it, I sit him down and talk things through” -Prachi Rahalkar “Trust,” says Prachi. “When you have that one bond between the two of you, everything else tends to fall in place. He has always been encouraging of my choices and has trusted me to work things out, no questions asked.”

While Abhijit would root for respect above all else,“To my mind, respect is the starting point of love. Only when you respect your partner for who they are can you claim to love them,” he rounds off. kalyanisardesai@gmail.com

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India, largest troop contributor to UN peacekeeping missions India is the largest cumulative troop contributor, having provided almost 2,00,000 troops in nearly 50 of the 71 UN peacekeeping missions over the past six decades, including 13 of the current 16 missions.

July 1-15, 2018 / Corporate Citizen / 51

Campus Placement

‘It’s your

life,

define it

yourself’ Sabiha Sood, an extrovert Chandigarh girl walks into the corporate world beginning her innings with Deloitte USI, very determined and positive

By Joe Williams

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s a youngster, Sabiha loved dancing and reading novels. After an MBA from one of the renowned colleges in Pune, she now enters the corporate world with Deloitte USI (Deloitte US India) as an analyst though, as a child, Sabiha wanted to be a teacher and groom youngsters and mould them.

Placement is the end-game for all youngsters and for Sabiha too it was no different. It was with Deloitte that she always wanted to start the new innings of her life. She faced many hurdles on the way, but with a positive approach, she made it happen. She had her teachers and mentors to give her the boost, but at the end, it was she who had to deliver, as she says, “Never accept the definition of your life from others. It is your life, define it yourself.”

Early life

Sabiha Sood did her schooling and graduation from Chandigarh. Her father, Sunil Sood, worked as the AGM with Polycab at Jammu.

Sabiha was an extrovert, energised by people around her, and that made her a friendly person. “I love interacting with people and am really good at making friends. I am a talkative person and a positive personality,” she says about herself. Along with all these qualities she was good in sports, a cager (basketball player) and a sprinter in school and also during her college. She led the basketball team at various tournaments as well. “One of the best memories of school was when I won the highest votes and became the discipline captain of the school, competing against a boy,” she recalls. Being an all-rounder made her a confident student.

Sabiha had her teachers and mentors to give her the boost, but at the end it was she who had to deliver, as she says, ‘Never accept the definition of your life from others. It is your life, define it yourself.’

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“Childhood days are the best memories in every person’s life. The school trips, activities in the school, friends, stage performances, and the happiness of getting a sports period were the best times,” she says.

There was no disparity in the family as she was treated equally with her younger brother Parth, who is now pursuing his XII standard.

She was her dad’s girl and her mother taught her to stay grounded and bravely face any situation in life. “She (mother) taught me that life was not always welcoming, we have to adjust ourselves according to the demands of the situation,” says Sabiha. Her mother was also her teacher on many counts just like in any other Punjabi family. Among the others who have been guides and well-wishers are Kaustubha Shembekar and Kumudni Manocha, she reveals.

During her college there was a sense of pressure as what to do after college. “I had mixed thoughts as to whether go for Chartered Accountancy, which was my mother’s dream, or follow my dream of doing an MBA” she recalls. Her belief in defining her own life helped in making this crucial decision.

Placement blues

She gives credit to her college for getting her out of the placement blues. “Placement is the only focus with which a student joins an MBA course. I went with the same motive and I am really thankful to my college (Sri Balaji Society) to have made things possible for me.”

There were certain elements of doubt which crept in as the days were closing in for placement. “When I used to hear about campus placements, I used to say to myself, can I face an interview? Will I be able to get a job? But my teachers made it possible, with their words of encouragement always motivating me. The curriculum of the College, the grilling presentations and the entire two-year course helped me achieve the success of getting into this dream company, Deloitte USI.” “I was nervous throughout the process. I still remember as I walked along with my friend at 7 in the morning and said to him, ‘The person getting placed today will be very lucky as he will be selected from out of 455 students.’” And later in the evening it was her Sabiha’s time to celebrate as her brother & name was announced. “It parents

Sabiha with friends & batchmates

“Life is all about living it the way we get it. Don’t carry the baggage of your past which complicates, as there are always ups and downs. Make others happy selflessly, which is the key to a happy life.” is something I can never forget,” she says, proud to be a part of such a reputed organisation.

“This is the right time to pull up my socks as I enter a new phase of life, which is actually going to bring me out of my comfort zone,” she says.

Happiest moment in life

“My happiest moment till date has been my placement day. I called my mother and she was in tears of joy. It was her hard work and motivation which paid off. I am happy that she is proud of me.”

What is life

Living in the moment rather than worrying about the future is Sabiha Sood’s motto. “Life is all about living it the way we get it. Don’t carry the baggage of your past which complicates, as there are always ups and downs. Make others happy selflessly, which is the key to a happy life.”

Six tricks to success

1. Always know what you want. Set a goal and work towards it.

2. Be practical in your approach. Don’t aim for something that someone has told you about, but aim for something you really think can be achieved in a specific time.

3. Work on your com-

munication skills. That is one thing that will definitely help you in your interviews.

4. Stay in touch with your seniors or somebody from the industry who can guide you and give you a true picture of what is actually happening in the world today.

5. Always have a positive outlook towards things. Negative thinking will stress you and you will lose your focus.

6. Make wise choices by consulting someone who is really your well-wisher.

Joe78662@gmail.com

CC

tadka

IITians doing India proud

We all know that carbon monoxide is a major air pollutant which poses biggest threat to our health but can’t help it. However, a team of IIT Gandhinagar scientists have developed a nanocomposite material that can selectively convert environmental carbon monoxide into less toxic carbon dioxide.

They have done it in collaboration with researchers from IIT Kanpur and Brazil’s University of Campinas. Results published in Nanoscale, the journal of Royal Society of Chemistry, have won great appreciation.

July 1-15, 2018 / Corporate Citizen / 53

Survey

Corporate India steps

The Indian economy is picking up pace after the brief slowdown it experienced in the last year. The most India often gives a much clearer picture about the overall employment in the country. With that in mind, Corporate Citizen brings you the results Compiled by Neeraj Varty

Key findings Corporate India is feeling very optimistic this year. The overwhelming consensus of the respondants is that hiring is up across Indian industry.

16% of employers across the country expressed an interest in increasing hiring in their otganisation. 0% of them expressed any intention of downsizing. This bodes well for jobseekers as well as those already employed, as their jobs are now secure for the time being.

Organisations of all sizes—Small size, Medium as well as Large, have all expressed an intention of hiring more people in 2018.

If you view the findings by region, North India has shown an increase in hiring intentions in 2018 as compared to last year, while South India has shown a marginal decrease. East and West India show stable hiring 54 / Corporate Citizen / July 1-15, 2018

patterns with relation to last year.

Let us consider the findings in detail.

Hiring up across India Indian employers report respectable hiring intentions for the latest quarter. While 16% of employers expect to increase staffing levels, 0% forecast a decrease and 63% anticipate no change, resulting in a Net Employment Outlook of +16%. Once the data is adjusted to allow for seasonal variation, the Outlook also stands at +16%. Hiring plans decline by 5 percentage points when compared with the previous quarter, and are 2 percentage points weaker in comparison with the second quarter of 2017.

up hiring in 2018

significant impact of this will be felt by jobseekers. The hiring pattern of Corporate the Manpower Group has conducted the Employment Outlook Survey 2018.

Apr-Jun 2018 Jan-Mar 2018 Oct-Dec 2017 Jul-Sep 2017 Apr-Jun 2017

Increase

Decrease

No Change

Don’t Know

% 16 24 24 16 16

% 0 3 4 1 1

% 53 57 56 61 68

% 21 16 16 22 12

Net Employment Outlook % 16 21 20 15 18

Seasonally Adjusted % 16 21 19 14 18

Seasonally Adjusted Outlook

Net Employment Outlook 60 50 40 30 20 10 0 -10 -20

2006 2007 2008 2009 2010 No bar indicates Net Employment Outlook of zero

2011

2012

2013

2014

2015

2016

2017

2018

July 1-15, 2018 / Corporate Citizen / 55

Survey Organisation-size comparisons %

Net Employment Outlook %

Seasonally Adjusted %

Increase

Decrease

No Change

Don’t Know

%

%

%

Small-Size 10-49

19

0

69

12

19

17

Medium-Size 50-249

13

0

67

20

13

13

Large-Size 250 or more

16

0

60

24

16

16

Small-size 10-49

Medium-size 50-249

Large-size 250 or more

70 60 50 40 30 20 10 0 -10 -20

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Graph displays Seasonally Adjusted Data

Participating employers are categorised into one of three organisation sizes: Small businesses have 10-49 employees; Medium businesses have 50249 employees; and Large businesses have 250 or more employees.

Employers in all three organisation-size categories expect to increase staffing levels during 2Q 2018. Small employers report the strongest hiring prospects with a Net Employment Outlook of +17%, while Outlooks stand at +16% and +13% for Large- and Medium-size firms, respectively.

When compared with the previous quarter, Outlooks for all three organisation-size categories decline by 6 percentage points. In comparison with 2Q 2017, hiring prospects are 3 percentage points weaker for Small- and Medium-size employers, while the Outlook for Large employers declines by 2 percentage points.

North +17% 90

Net Employment Outlook

Seasonally Adjusted Outlook

80 70 60 50 40 30 20 10 0 -10 -20

2006 2007 2008 2009 2010 No bar indicates Net Employment Outlook of zero

2011

2012

2013

2014

2015

2016

2017

With a Net Employment Outlook of +17%, employers anticipate a steady hiring pace in the second quarter of 2018.

However, hiring prospects decline considerably when compared with the previous quarter, decreasing by 14 percentage points. Year-over-year, hiring plans remain relatively stable.

56 / Corporate Citizen / July 1-15, 2018

2018

South +17% With a Net Employment Outlook for 2Q 2018 of +17%, employers match the weakest forecast for the region since the survey started 13 years ago, last reported in 4Q 2012. Hiring intentions decline by 5 percentage points when compared with the previous quarter, and are 10 percentage points weaker in comparison with 2Q 2017.

90

Net Employment Outlook

Seasonally Adjusted Outlook

80 70 60 50 40 30 20 10 0 -10 -20

2006 2007 2008 2009 2010 No bar indicates Net Employment Outlook of zero

2011

2012

2013

2014

2015

2016

2017

2018

2016

2017

2018

2016

2017

2018

East +16% Jobseekers can expect a favorable hiring climate in the April-June period, according to employers who report a Net Employment Outlook of +16%. Hiring plans improve by 8 and 5 percentage points quarter-over-quarter and year-over-year, respectively.

90

Net Employment Outlook

Seasonally Adjusted Outlook

80 70 60 50 40 30 20 10 0 -10 -20

2006 2007 2008 2009 2010 No bar indicates Net Employment Outlook of zero

2011

2012

2013

2014

2015

West +14% Respectable payroll gains are expected in the next three months, with employers reporting a Net Employment Outlook of +14%. Hiring plans decline by 3 percentage points in comparison with 1Q 2018, but are unchanged when compared with this time one year ago.

90

Net Employment Outlook

Seasonally Adjusted Outlook

80 70 60 50 40 30 20 10 0 -10 -20

2006 2007 2008 2009 2010 No bar indicates Net Employment Outlook of zero

2011

2012

2013

2014

2015

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

Bollywood Biz

Star kids making their

Debut in 2018 2018 is all about star kids. This year, we will see a slew of releases which will mark the first steps of the next generation of Bollywood stars. The pressure to stand out will be high on each of these youngsters hoping to establish their foothold in the film industry. This edition, Corporate Citizen introduces you the star kids who will make their grand debut in 2018

By Neeraj Varty

Ishaan Khatter

The half-brother of India’s heartthrob Shahid Kapoor, Ishaan Khatter is all set to feature in his first Bollywood film opposite Sridevi’s elder daughter Janhvi Kapoor titled Dhadak, which is scheduled to release on July 6, 2018.

He is the son of Neelima Azim (Shahid’s mother) and actor Rajesh Khattar. Ishaan is already winning hearts for the charm he exudes in the posters of Dhadak, which is a remake of the Marathi superhit film Sairaat.

For the record, this wouldn’t be Ishaan’s first film. He’s also acted in Iranian filmmaker Majid Majidi’s international film, Beyond the Clouds, but Dhadak would be his first mainstream role in Bollywood.

Janhvi Kapoor

Following in her late superstar mother Sridevi’s footsteps is yet another doe-eyed girl, Janhvi Kapoor. The 20-year-old will be making her on-screen debut opposite Shahid Kapoor’s younger brother Ishaan Khatter in Shashank Khaitan’s Dhadak. With her angelic smile and immaculate beauty, Janhvi looks convincing in the teaser of the film. While the entire film industry is awaiting her debut, it’s a tragedy that Sridevi couldn’t see her daughter on the silver screen while she was with us.

58 / Corporate Citizen / July 1-15, 2018

Sara Ali Khan

The daughter of Saif Ali Khan and Amrita Singh, Sara Ali Khan has in her every-thing that it takes to be an actress.

Bearing an uncanny resemblance to her mother Amrita, in her younger days, Sara is a talented, breathtakingly beautiful and a confident young woman. All of 24, the rising star has already started shooting for Abhishek Kapoor’s directorial venture Kedarnath opposite Sushant Singh Rajput. Her director is all praises for her dedication to her work and it is not hard to see why she would most certainly be one of the most promising debutantes to look forward to. Even before her first film releases, Sara has already begun shooting on Simmba opposite Ranveer Singh, which is directed by Rohit Shetty and pro-duced by Karan Johar. Sara is letting Bollywood know she has arrived in style.

Karan Deol

Joining the bandwagon of star kids making their debut in 2018 is Sunny Deol’s elder son and Dharmendra’s grandson Karan Deol. Karan is the third generation of Deols to have joined the Bollywood film industry. The young lad will be launched under the family’s production house, Vijeta Films, in a film directed by his father titled Pal Pal Dil Ke Paas. The film, which seems like the perfect launch pad for Junior Deol, is reportedly scheduled for a December 2018 release. neeraj.varty07@gmail.com July 1-15, 2018 / Corporate Citizen / 59

Mobile apps

The Best Apps for the

2018 FIFA World Cup Russia The most watched sporting tournament in the world has arrived – The 2018 FIFA World Cup. A total of 32 national teams will be pitted against each other in the battle for Football supremacy. This edition, Corporate Citizen brings you the best apps for you to enjoy every minute of the 2018 FIFA World Cup

By Neeraj Varty

Sony LIV

Sony Entertainment has the official broadcasting rights for FIFA World Cup 2018 in India. While its TV channels will broadcast the matches on the television, its Sony LIV app will stream the FIFA World Cup live on smartphones. Being the official mobile and internet streaming service for the FIFA World Cup in India, Sony LIV will also bring the exclusives on football. Notably, one does not need to be on a specific telecom network, to avail the live streaming services of Sony LIV.

2018 FIFA World Cup Russia Official App

Goal Live Score If you don’t want to go through the hassle of live streaming and just want to see the scores, this app is perfect for you. The Goal Live Score app keeps you updated with the scores of all the matches and team in real-time, without complicating the things.

60 / Corporate Citizen / July 1-15, 2018

The FIFA World Cup 2018 official app will make it easier for you to balance your work-life with football updates. The application provides you with up-todate news, scores, and information about the team players. You can read the profiles of each player and predict which team would win. Besides, you can pick your favourite team and get notifications when they play.

JioTV

Reliance Jio will also offer the FIFA World Cup 2018 live on its JioTV app. Jio users can stream the content for free. The JioTV will host a live broadcast of the massive soccer tournament from June 14 till July 15. The app also offers setting reminders about upcoming programmes.

Claps & Slaps Corporate Citizen Claps for the recent Delhi High Court directive that will pave the path for abolishing manual scavenging from the Capital city.

The move is an attempt to rid manual scavengers from their risky task of manually cleaning sewers and drains by enabling the use of modern hybrid machines. The Delhi Jal Board (DJB), which employs around 14,000 sewage workers, had to bring in a fresh change in policy whereby bidders who are already working as manual scavengers in the city and nearby areas will be given first preference and awarded contract for mechanised sewer cleaning.

Each machine is expected to support around 4-5 people directly and provide self-employment to about 800 to 1,000 families if they deploy 200 machines as is currently proposed. Sumit Pushkarna, DJB’s counsel explained that the decision is to give first preference to bidders who are dependent family members of deceased manual scavengers.

The second preference would be offered to existing manual scavengers and the third offer would be made to SCs/STs and lastly the bids would be opened up for other categories.

“The preference in the tender was to empower the small groups of people, who had been scavenging the areas manually, to now get help from the government or banks to finance their own small tailor-made mechanised units,” said Pushkarna. “Various State agencies, particularly, National Safai Karamchari Finance and Development Commission (NSKFDC), scavengers and their dependents throughout India are financing the bidders through various loans and funding schemes. A company, engaged in the work of sewer cleaning had challenged the eligibility conditions and system of preferences in the tender before the High Court saying it excluded the “general” class of citizens,” he said. The judicial Bench had rejected the plea saying that the preference protocol will enable the “meaningful participation of the most marginalised section”. “Unseen and forgotten for generations, our society has marginalised manual scavengers to its darkest corners. They are trapped in an eternal caste embrace, with no voice in the society or in any meaningful participation; their children are doomed to the same stereotypical roles assigned to them,” the Bench said. While fingers remain crossed, here’s wishing a complete eradication of this appalling practice.

Corporate Citizen Slaps the dismal punctuality performance by the Indian Railways (IR) in fiscal 20172018 which has been its worst in the past THREE years.

In its official statistics, the IR states—“Nearly 30% of passenger trains, both mail and express, ran late between April 2017 and March 2018 across the country—a figure which is high as compared to the previous two fiscals.” The delay has been attributed to signal malfunction, rolling stock breakdown, and overhead equipment failure, etc. With close to 1.3 million people on its payroll, the Indian Railways is the seventh largest employer in the world. Unfortunately, its workforce appeal seems to have done little to alleviate commuter woes. As per published reports, Ashwani Lohani, Chairman Railway Board has asked the general managers of various railways zones to reconsider speed limits of some sections, so that trains are able to pass and run faster.“The Chairman Railway Board has ordered that the timing of more than half a dozen trains that are running too late for the last few days should be monitored.” “At a time when `10 lakh crore has been allocated for a high-speed rail corridor and faster trains are being launched, 70% time efficiency of trains is indeed worrisome…” Hope the new agenda by Railways Minister Piyush Goyal to penalise heads of zonal railways works.

By doing so, zonal railways managers will not only be pulled up for delays in train services but the Railways would defer their appraisal proportionately, giving them a month to improve punctuality. One of the world’s largest train networks, the IR operates some 9,000 passenger trains, ferrying nearly 23 million passengers daily. But, train disasters are quite common in India as it continues to depend on the colonial-era rail infrastructure which is outdated and needs urgent overhaul. A number of people are killed in train accidents, mostly derailments, across the country every year. With the Indian Railways lately taking several steps to revive its performance, it had recently announced termination of around 13,000 railway employees based on “unauthorised” leave for a long time, a step apt to discipline this service sector. Time for the IR to unleash more such stringent steps, better late than never.

(Compiled by Sangeeta Ghosh Dastidar) July 1-15, 2018 / Corporate Citizen / 61

Dr (Col.) A. Balasubramanian

From The Mobile

Interesting facts and observations about ‘Playing cards’ ® Did you know that the traditional deck of the playing cards is a strikingly coherent form of a calendar? ® There are 52 weeks in the year and so are 52 playing cards in a deck. ® There are 13 weeks in each season and thus there are 13 cards in each suit. ® There are 4 seasons in a year and 4 suits in the deck. ® There are 12 months in a year so there are 12 court cards. (Those with faces namely, Jack, Queen, and King in each suit.) ® The red cards represent the day, while the black cards represent the night. ® If you let Jacks = 11, Queens = 12, and the Kings = 13, then add up all the sums of 1 + 2 + 3 + …to 13 = 91. Multiply this by 4, for the 4 suits, therefore 91 x 4 = 364, add 1 that is the Joker and you will arrive at the number 365 being the days in a year.

Is that a mere coincidence, or a greater intelligence? ® Of interest is the sum of the letters in all the names of the cards, e.g. add up the letters in “one, two, three, four, five, six, seven, eight, nine, ten, Jack, Queen, King” = 52! ® The Spades indicate ploughing/ working. ® The Hearts indicates love thy crops. ® The Clubs indicates flourishing and growth. ® The Diamonds indicate reaping the wealth. ® Also, in some card games 2 Jokers are used. Indicating the Leap year. ® There is a deeper philosophy than just a merely a game of playing cards. ® The mathematical perfection is mindblowing.

62 / Corporate Citizen / July 1-15, 2018

Impressive English Winston Churchill put it very correctly as “English is the easiest complicated language”

Do you know the three-letter English word that has over 650 meanings? Yes! One word has over 650 meanings. The word is *RUN* Here is a prose sample of the meanings of run. Hold your breathe for you are about to be stunned.

Context is everything. Think about it: When you run a fever, those three letters have a very different meaning than when you run a bath to treat it, or when your bathwater subsequently runs over and drenches your cotton bath runner, forcing you to run out to the store and buy a new one. There, you run up a bill of `850/- because besides a rug and some cold medicine, you also need some thread to fix the run in your stockings and some

tissue for your runny nose and a packet of milk because you’ve run through your supply at home, and all this makes dread run through your soul because your value-club membership runs out at the end of the month and you’ve already run over your budget on last week’s grocery run when you ran over a nail in the parking lot and now your car won’t even run properly because whatever idiot runs that parking apparently lets his custodial staff run amok and you know you’re letting your inner monologue run on and on but, God—you’d do things differently if you ran the world.

Maybe you should run for office.

By the way, did it ever run through your mind that RUN could run away in so many directions?

Advice from an 80-year-old man!

It is a truly priceless masterpiece!

Carlos Slim Helu (Brazil): The world’s richest man 1. Have a firm handshake.

2. Look people in the eye.

3. Sing in the shower.

4. Own a great stereo system. Music is life.

5. If in a fight, hit first and hit hard.

6. Don’t expect life to be fair.

7. Never give up on anybody. Miracles happen everyday.

8. Always accept an outstretched hand.

9. Be brave. Even if you’re not, pretend to be.

No one can tell the difference.

10. Whistle.

11. Avoid sarcastic remarks.

12. Choose your life’s mate carefully. From this one decision will come 90 per cent of all your happiness or misery ABSOLUTELY! 13. Make it a habit to do nice things for people who will never find out.

14. Lend only those books you never care to see again.

15. Never deprive someone of hope; it might be all that he has.

16. When playing games with children, let them win.

17. Give people a second chance, but NOT a third.

18. Be romantic.

19. Become the most positive and enthusiastic person you know.

20. Loosen up. Relax. Except for rare life-anddeath matters, nothing is as important as it first seems.

21. Don’t allow the phone to interrupt important moments. It’s there for our convenience, not the caller’s.

22. Be a good loser.

23. Be a good winner.

24. Think twice before burdening a friend with a secret.

25. When someone hugs you, let him be the first to let go.

26. Be modest. A lot was accomplished before you were born.

27. Keep it simple at everytime.

28. Beware of the person who has nothing to lose.

29. Don’t burn bridges. You’ll be surprised how many times you have to cross the same river.

30. Live your life so that your epitaph could read, NO REGRETS. 31. Be bold and courageous. When you look back on life, you’ll regret the things you didn’t do more than the ones you did.

32. Never waste an opportunity to tell people you love them.

33. Remember no one makes it alone. Have a grateful heart and be quick to acknowledge those who helped and loved you.

34. Take charge of your attitude. Don’t let someone else choose it for you.

35. Visit friends and relatives when they are in hospital; you need only stay a few minutes.

36. Begin each day with some of your favourite prayer.

37. Once in a while, take the scenic route.

38. Send a lot of greeting cards. Sign them, ‘Someone who thinks you’re terrific.’

39. Answer the phone with enthusiasm and energy in your voice.

40. Keep a note pad and pencil on your bedside table. Million-dollar ideas sometimes strike at 3 a.m.

41. Show respect for everyone who works for a living, regardless of how trivial their job.

42. Send your loved ones flowers. Think of a reason later.

43. Make someone’s day by paying the toll for the person in the car behind you.

44. Become someone’s hero.

45. Marry only for love, it is key to your happiness if every other thing fails.

46. Count your blessings.

47. Compliment the meal when you’re a guest in someone’s home.

48. Wave at the children on a school bus/ house/street.

49. Remember that 80 per cent of the success in any job is based on your ability to deal with PEOPLE. That is emotional intelligence.

50. Share this to help your friends.

51. Make sure someone says THANK YOU to you every day.

Beautiful message! ® If you are right then there is no need to get angry. ® And if you are wrong, then you don’t have any right to get angry. ® Patience with family is love. ® Patience with others is respect. ® Patience with self is confidence and patience with GOD is faith. ® Never think hard about the PAST, it brings tears. ® Don’t think more about the FUTURE, it brings fear. ® Live this moment with a smile, it brings cheer. ® Every test in our life makes us bitter or better. ® Every problem comes to make us or break us! ® The choice is ours whether we become victims or victorious. ® Beautiful things are not always good but good things are always beautiful. ® Do you know why God created gaps between fingers?

So that someone, who is special to you, comes and fills those gaps, by holding your hand forever. ® “Happiness” keeps you... sweet but being sweet brings happiness.

Do share it, with all the good people in your life. Send it back to me if am also one of them.

July 1-15, 2018 / Corporate Citizen / 63

astroturf

Aries

CAPRICORN

March 21 - April 20

Dec 23 - Jan 20

Ambition is in and around you strongly this month. You tend to be passionate about your career this month and seek to prepare yourself for the best outcome in your life. Ambition is the force that will take you to greater heights in the coming days and help you come back on track, should anything go wrong. Avoid making major shifts in your career as this wouldn’t be very fruitful for you. Rest all seems good on the career front.

TAURUS

(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 improving for you this month.

April 21 - May 20

When it comes to your career, you will face ample professional challenges ahead of you. Your luck demands you to work hard and move ahead with determined resolution. As the second week of the month approaches, you will be burdened with certain disturbances in your career. You will experience prosperity in terms of money this month.

GEMINI

LEO

July 24 - Aug 23

In the month of July, the stars foretell that there will be many professional changes in the life of a person. The workplace of the person will undergo various changes but will have a mixed reaction from the person of this sun sign. Those who are engaged in business activities will find it hard to deal with the personnel who work for them.

May 21 - June 21

On the professional front, your stars are not entirely in your favour. You may find an unfriendly work environment at work and fail to realise gains from the work that you undertake this month. After this initial phase of difficulty, you might come across certain gains.

CANCER

June 22 - July 23

Career growth is on the cards for you this month. You should try and communicate your goals to people around you, who might be instrumental in helping you achieve this growth. Any type of monetary ventures that you begin this month will be highly successful. You will also find that on an average, the scale of earnings is

VIRGO

Aug 24 - Sept 23

Finances seep into your life in favourable quantities. Someone from among your friend circle would help you achieve an opportunity that increases the scope of revenue for you this month.

Those who have workmen employed under them would also be able to direct those people in a way that derives maximum benefits for them. If you wish to make new investments this month then you can go forward. .

LIBRA

Sept 24 - Oct 22

This month, while the stars make their transit above you, you will

64 / Corporate Citizen / July 1-15, 2018

discover that you are being asked to work harder than usual and devote more energy at work than what you were hoping for! This will end up casting a tremendous amount of pressure and stress on you, ultimately taking away your free time and joy for a while. of June.

SCORPIO

This is a satisfactory month in terms of your professional prospects. It would be preferred that you travel South in order to seek good results. Further, in order to grow capable in your career, contacts arranged by your father or other elderly member in the family would prove valuable. Try not to get into disputes with your seniors at workplace.

AQUARIUS

Jan 21 - Feb19

This month work takes the front seat. You will be mostly busy and on the edge for the better part of the month. Since you are not an aggressive person by nature, this month could get a little too much to handle. The key is to keep your head down and carry on working, eventually you will find yourself back in the peace and calm of the situations you usually prefer.

Oct 23 - Nov 22

You will soon find out, as the month begins, that financial prospects are bright for you this month. Those who are dedicated in the field of fine arts would also find this month to be highly rewarding. All people who deal in government sectors would also find gains this month. Any travel that is undertaken this month for the purpose of business would also prove to be highly rewarding and beneficial.

SAGITTARIUS Nov 23 - Dec 22

There is nothing that is encouraging for your professional prospects since the stars are configured that way in July. It is true that workload wouldn’t bother much; however, at the same time the efforts you have put in will present little results. The working climate will stay up and down; try not to enter into an argument with your seniors. Be truthful and loyal to your work

PISCES

Feb 20 - Mar 20

Busy is the keyword. Your work will occupy the better part of your life this month. The good part is, it will be something you like and so you will not be complaining.

At the same time the results will be a good compensation for all the hectic days that you invest in your work. It is a classic quid pro quo happening this month. Your efforts are directly proportional to your results and therefore the hard work will not hurt you.

Work-related travel is also on the card. There are also chances of overseas travel. Success leads to many jealous people and it does not take long for people to ruin a hard-earned victory by simply bad-mouthing people.

Address: 143, St Patrick’s Town, Gate # 3, Hadapsar IE, Pune 411013.

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

July 1-15, 2018 / Corporate Citizen / 65

the last word ration that is building talent in the much sought-after fields of AI machine learning, predictive and prescriptive analytics with young graduates and Master’s students, and most Ganesh Natarajan recently, a design thinking venture that will create industrial and service design expertise in the corporate as well as student community.

On the social enterprise side, the three ventures we are most excited about are Studio Coppre which is supporting the work of artisans with The question that the Bansal wannabes in the entrepreneur world-class product designs, community and the Jack Ma aspirants in India must ask Farmguru which is aiding the themselves is, “Do we want to only make tonnes of money, or Dr Uma Ganesh with process of farm inputs identido we want to change the world?” We are finding it possible Dr Parul Ganju, founder fication and procurement for of Ahammune farmers countrywide and Live through bright entrepreneurial talent to serve both agendas History India Digital which is bringing the history and culture quiet wave of positivism their first multi-crore fund raise to of capital, has progressed well on of lesser-known parts of India to is spreading across the take companies to the next level. all its milestones and is well set to a community of connoisseurs and entrepreneurial comOur own experiments and experaise adequate funds to get its first young travellers and building new riences as investors has been quite set of products tested, certified and munity in India. In the linkages of Indians to India. gratifying. It started over three launched in all markets. wake of the ‘Start-up India, Stand Up Through all these companies years ago with a startup called India’ call that the Government gave These early successes have inand our flagship company Global Beyond Core in Silicon Valley set a few years ago, a number of startups spired us to set up the investment Talent Track, we are impacting the up by an entrepreneurial Bengali sprouted all over the country with arm of our company 5F World, lives of over 2 lakh people every lad from Kolkata who traversed the usual mistakes of half-baked which has now deployed over a milyear and providing a worthwhile through Stanford, Oracle Corporaideas, inadequate capital and poor lion dollars in early stage companies mission to many young entretion and Harvard Business School teams incapable of executing lofty focused on a combination of digital preneurs. The question that the before setting up the company ideas and dreams. Inevitably, many technologies, skills as a segment and Bansal wannabes in the entrewith his Russian wife and Stanford of those early entrepreneurial firms India as the core market. The first preneur community and the Jack classmate. After raising seed monfolded up and there was a period of venture which touched all three Ma aspirants in India must ask ey from us and a few others, they gloom when venture capital seemed of our sweet spots has been Skills themselves is, “Do we want to only raised an intermediate round of to be shying away from many of the Alpha, a digital skills platform that make tonnes of money, or do we funds and finally sold the companew models of education, skills, agrienables corporate employees to inwant to change the world?” We are culture and healthcare that could be vestigate career possibilities finding it possible through bright the making of a new India! with the help of data and artiA few judicious investors ficial intelligence bots, search entrepreneurial talent to serve Fortunately, there have been a have put limited capital both agendas and nothing can few judicious and patient investors for skills and pedagogies give more satisfaction in the startwho have put limited capital but that are aligned to their own but tremendous up world than to find and support tremendous wisdom and mentolearning preference and join wisdom, and unearthed these gems through advice, venring time to work and unearthed communities of peer support, quite a few diamonds ture philanthropy and adequate quite a few diamonds in the rough. mentoring and coaching that doses of capital. One final compaThree to call out would be Powerenables them to reach their ny we set up, Kalzoom Advisors, ny to one of the top San Francisco house Ventures, Windrose Capital skills and career goals in the shortest which is again a joint venture with product firms, giving all of us early and 1Crowd, all young ventures possible time. Today this platform is a US investment bank is helping investors a 10X return on capital. started and run by experienced fullnot only deployed and growing in young companies in the US and Our second investment was in the time professionals and boasting of tech, consumer durables and foods India to scale successfully and it is parent company of 1Crowd, Zeva a high success rate of seed-funded companies, it is also being tweaked these models of scaling that comCapsol where we are seeing value ventures scaling the ladder to next to serve the needs of final-year colpanies in India will have to disappreciate every month and the rounds of funding and success. The lege students, schoolteachers and cover to make a true impact in the third in a drug discovery company journey of 1Crowd is particulareven underprivileged livelihood years to come! called Ahammune, run by an outly noteworthy, commencing with seekers in skills centres. A related standing young Kashmiri woman, a crowdsourcing, angel-funding venture has been the setting up of Parul Ganju and set up at the Venplatform, setting up an incubator to the Center for Artificial Intelligence Dr Ganesh Natarajan is Chairman ter Center in Pune. The company help noteworthy ideas blossom into and Advanced Analytics as a joint of 5F World, Pune City Connect has already raised its next round companies and recently concluding venture with an American corpoand Social Venture Partners, India.

Boosting Indian Entrepreneurs

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66 / Corporate Citizen / July 1-15, 2018

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