Shaping A New Mindset - Jul 2008 - Oct 2008

HAN E THE HOUSE MAGAZINE OF GODREJ, VOL 8, NO 4 & 5, JULY-OCT ‘O8

SHAPING A NEW

MI DSET

CONTENTS

26 9

Change the Thought Change the Mindset

Cover Story :

The

averick agician

M

The Impact of Mindset

15 1820

Patents Strategy Seminar

Brand Matters

Brighter Moments Godrej Interio bags productivity awards!

22

Vishwakarma Rashtriya Puraskar and National Safety Awards

24 25 26 2830

Godrej Appliances wins Qualtech award

Building Manufacturing Building India

Brighter Work Spaces

The Knowledge Centre

32 33 34

Green Building Congress 2008

Blood Donation Drive at G&B

G&B welcomes Lawkim And we stopped to help

35 37

36

40

Congratulations

Hillside Colony Cricket

3839

Udayachal Schools celebrate Independence Day

Godrej & Boyce Shramik Sangh(GBSS) initiatives

Celebrating the wild

FROM THE EDITOR’S DESK

The New Mindset “The term head-to-head competition is literal. Global competition is not just product vs product, company vs company or trading block vs trading block. It is mindset vs mindset, managerial frame vs managerial frame.” – CK Pralhad.

Professor Pralhad's words aptly convey why we should focus on mindset.

To become an organization that delivers on the promise of Brighter Living we must change deeply, fundamentally.

Mindset being the vital second building block of transformative change, we have chosen the theme of 'Shaping the New Mindset' for this issue of CHANGE. The concept of mindset is nebulous and fuzzy.

To provide some clarity, we have

approached the theme from two different angles; the first being the perspectives on the Editorial Team Indrapal Singh Anil G Verma Nalini Kala Rahila Athanikar Distributor Nariman Bacha Designed by Hardik Gandhi, Godrej Interio Design Team, GITL Printed by Genius Printers Pvt. Ltd.

mindset as articulated by some members of our senior management. The second approach is providing sound conceptual input as articulated by well known experts in the field, Nirdosh and Asha Reddy. These two distinctly different features read together will clarify the concept of mindset adequately to help us create a platform for further dialogue and consensus.

In this issue, Allen Antao tells us in his forthright interview about his years at Godrej and what he did for the spectacular turnaround of PED and more.

Our Strategic Marketing Group (SMG) briefs us about the progress made in the last few months in the section – Brand Matters. Do read it.

In our home base section, we have a mélange of features on the events that have taken

Published by Indrapal Singh on behalf of Godrej & Boyce Mfg. Co. Ltd., Mumbai-400 079.

knowledge building seminar in the area of Patents, CII national manufacturing summit,

For private circulation only.

Green Building convention, etc… these all make an informative reading.

place in the ensuing months after the launch. Some of the important ones being: the inauguration of the Knowledge Centre, winning of National awards in skills and safety,

We also have some more interesting features such as 'And we stopped to help', a unique human interest story, a coverage of the World Wildlife Week... Don't miss it.

The theme of the next issue is 'The New Managerial Practices'. We need to identify and communicate these practices that we would like to institutionalize to make Brighter Living happen.

Team CHANGE thanks all the contributors for their support.

Do read and send your valuable feedback to me directly or email it at ips@godrej.com or to team CHANGE at change@godrej.com.

Wishing all our readers a peaceful and prosperous new year.

- Indrapal Singh

Change the Thought : Change the Mindset Mindset can be defined as the

Unless the thinking changes, the

collective way of thinking that helps

mindset does not change and we

organise the business's approach, both strategic and operational. It also enables the organization to decide what is important and what issues

“Soch ko badlo to sitare badal jayenge, nazar ko badlo to nazare badal jayenge,

are to be given priority. This definition highlights the fact that to act effectively we have to think appropriately. We have to think anew

kyun har roj kashtiyaan badalte ho, dishaon ko badlo to kinare badal jayenge.�

to make brighter living happen.

may be directing our efforts totally in the direction which will not yield the desired result. There is no use pursuing multiple initiatives leading nowhere - instead one needs to steer the efforts in the right direction to move forward.

Here are some perspectives on

Unless we change our thinking and

-Anonymous

Mindset for our readers to dwell upon

our thoughts, we cannot create a

and develop a deep understanding

process which, if adopted, will lead to

of Mindset and its ramifications.

-Editor

deep transformational change.

Live the values you believe in. Take charge and be accountable for yourself first, and then others will follow says Kaustubh G. Shukla CHANGE: Could you please tell us something about mindset, how would you define it?

KAUSTUBH: Mindset is simply a fixed mental attitude that determines one's response to and interpretations of situations. However by 'fixed', I do not mean it is rigid or something that can't be changed.

A new desirable mindset can be developed by opening the windows of the mind.

CHANGE: In the context of brighter living, what should the new Godrej mindset be like?

KAUSTUBH: The new Godrej mindset should be positive, ambitious, contemplative, searching, process disciplined, curious, explorative, and nurturing. All these qualities would ensure that we drive home the new mindset.

CHANGE: What actions would you take yourself to migrate to the new Godrej mindset?

KAUSTUBH: I reckon that a new desirable mindset can be developed by opening the windows of the mind. These windows are locked from within. So the task is to get the mind to see the need to open the windows and change!

The good fortune is that the windows are transparent. So the mind can indeed see beyond the window and draw inspiration for changing.

I was exposed to a new thought during the VLFM course. "Teaching is a word of arrogance", says Sensei Shoji Shiba. 'You can only create a learning

2

environment'. We can live the values we believe in. We can demonstrate behaviour as per the mindset and leave it to the people around us to watch and emulate. It sure takes time, but it is better than regimentation.

A change in the mindset can at times be painstakingly slow, but we must not give up. Once we create the right mindset in the team, the team can quickly deliver a performance far beyond its true potential.

We must not whine about not being able to achieve what we desire and ascribe the reason to the 'mindset' of the people we work with. To think that someone else has a mindset problem is in itself a mindset problem!

External focus means carefully and constantly listening to our customers says Anil G. Verma

CHANGE: How would you define mindset?

designing products and services that meet their

ANIL: Simply put, mindsets are consistent patterns of

needs. We must innovate, think out-of-the-box to

thinking/responding to a stimulus of an individual which

solve everyday challenges.

are shaped by past experiences, culture, education,

We must work collaboratively and unleash positive energy

upbringing, role models, key influences and the

by sharing success stories. We must have an 'inquiry'

environment he/she operates in.

oriented mindset that questions the status quo to do what is relevant, required and right. We must be a learning

CHANGE: What according to you is the prevailing mindset

organization.

of Godrej employees?

ANIL: Organizational mindsets are shaped by the

CHANGE: What actions would you take yourself to

business and the economic environment the organisation

migrate to the new Godrej mindset?

has operated in. Godrej, like many other Indian

ANIL: Firstly, we must communicate to all employees the

corporates, has operated for years in a closed and

need to change. Employees are aware that with

regulated economy and our mindset would definitely

liberalization and globalization, customers have choices.

reflect this reality. Having said so, I believe, at Godrej, we

Godrej, or any other organization, to grow and prosper

are comfortable with the status quo. We tend to be inward

must be customer focused. Customers value design,

focused and slow to change‌ In fact our benchmark of our

quality, competitive prices and innovation. Thus change is

pace of change is always where we were a few years ago

not a choice but a necessity!

rather than the external world! We are more often reactive

The second step is in terms of asking the leadership team

than proactive. Execution is not our forte' and the thirst to

to be the role models of the change they wish to see in the

acquire knowledge and learn could be more. By and large,

organization. Leaders must exemplify the new desired

I would say, we are very contented with ourselves.

mindset characteristics.

The third step is action. All employees must add value in

CHANGE: In the context of brighter living what should the new Godrej mindset be like?

ANIL: Our brand re-positioning is all about customer centricity and being youthful so that we can connect better with the new generation.

The new Godrej mindset should encompass all

the task that they do in a way that benefits the end customer. The first step for this journey begins by answering a simple question – 'What can I do in my daily activity to add value, benefit or delight the customer'?

The final step is to put a system and structure in place to track the institutionalization of the new mindset in the

attributes that make us customer-centric. We

organization. This, coupled with a set of well thought out

must be externally focused, carefully and

incentives will drive the new behaviours, reinforced and

constantly listening to customers, business

supported by the new mindset; it will surely lead to

partners and employees and be proactive in

establishing the new culture.

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Let’s break our bondages, unleash ourselves. Along with capability and creativity, a strong character is equally important says George Menezes CHANGE: Would you please define mindset for us?

better? Am I doing it in a more productive manner? We

GEORGE: Mindset as a word is generally understood in

tend to focus on the capability of the people; along with

a negative connotation. It is like putting shackles to one's

capability you need creativity and you need a strong

thinking. We have to unleash people out of this bondage,

character.

that's what I think one needs to do.

CHANGE: To bring about this very progressive mindset, CHANGE: What according to you characterizes the so

what specific actions would you like to take in your

called prevailing mindset in G&B or in Godrej

organization?

Appliances?

GEORGE: I learnt from one of Shiba's workshop that if

GEORGE: The old mindset, operating from a support

you want to be progressive, you have to spend a lot of

environment, and protected from vagaries of the outside

time doing things differently and finding areas of

world, bred mediocrity of knowledge. And the sad part is

improvement. We spend a lot of our time on routine

that most of us never unlocked our true potential. I keep

activities. Shiba advises to divide our day into 3 parts. No

telling my boys, ask yourself honestly how much of your

matter what designation and level you belong to, 1/3rd of

potential you actually use and if somebody tells me it is

your day should be dedicated to routine, 1/3rd on

40-50% I will be surprised. My feeling is that we utilize

improvements and 1/3rd on what innovations will you do.

only 15-20% of our potential and that's a huge national

That way, 2/3rd of the day becomes real value addition.

waste. All that has however changed because today's

And all this has to be led by example. Every business

consumers are not willing to accept the old Godrej. So we

leader must set exemplary standards of performance and

have to be seen as a very progressive, modern and

conduct because you are watched closely and you need

vibrant organisation.

to practice what you preach. One should lead by example, engage people in communication and also bring accountability in the organization. Accountability is extremely important.

Today's consumers are not willing to accept the old Godrej.

No matter what designation and level you belong to, 1/3rd CHANGE: In the context of the brand re-positioning that we have adopted, what sort of changes would you like to see in the mindset of the people?

dedicated to routine, 1/3rd on

GEORGE: I would want all our actions to be customer-

improvements and 1/3rd on

centric. We will have to look at our products and services

what innovations will you do.

from the consumer's lens. We must project ourselves as

That way, 2/3rd of the day

a progressive organization that understands the changing needs of customers and is willing to serve them better than the rest. In anything and everything that we do, what is the value which I am unlocking as an individual. So if I am doing a certain job, am I doing it

4

of your day should be

becomes real value addition.

A global and noble mindset should aim to serve the larger good says G Sunderraman

CHANGE: Could you please tell us something about

values and philosophy. We should experience everything

mindset, how would you define it?

that we want to do first hand with enthusiasm and make

SUNDERRAMAN: Mindset is something which is deep

our partners our core dreamers, express our new

inside, deep within. It is shaped over a long period of time

insights, dreams and actions and continue the

by our experiences, values, skills, competencies and

progression. It should become a `parampara', best of the

perspectives; it is

tradition, it should add new

nebulous in nature. We

insights and it should

however come to know

prove that better than the

o f

i t

b y

i t s

best is possible. In

manifestations which

conclusion, one could say

could be in behaviours we exhibit, the actions we drive, the attitudes we display and so on.

This according to me defines the mindset.

CHANGE: In context of having adopted a philosophy of Brighter Living, how would you define

the

new

Our perspectives need to be global, noble, aim at the larger good, be total in nature and not be

together.

CHANGE: So how will you

partial of the repute. They should

personally lead the effort

be integrative, should address the

happen? What actions will

whole and when we focus such a

to make brighter living you specifically take?

SUNDERRAMAN: I would

mindset on our philosophy of

observe the situation, the

brighter living then we can be big,

would endeavour to gain

mindset?

SUNDERRAMAN: It

let's make a difference,

scenario very carefully. I deep customer insights

bold and bright.

and

fulfillment

of

would mean a hunger

customer’s expectations.

to acquire and practice

Perceive the changes in

new skills, gain new

the market, in the society

experiences, acquire

as a whole. Personally, I

new competencies and

would learn to listen to

develop new perspectives which will help us shape our

customers deeply, more appreciatively and also give

new mindset. Our perspectives need to be global, noble,

constructive feedback. I would learn to present my views

aim at the larger good, be total in nature and not be partial

clearly and particularly with an open mind and I would

of the repute. They should be integrative, should address

also learn to ask good questions. I would never be

the whole and when we focus such a mindset on our

impulsive or instruct anyone. I will never pretend to know

philosophy of brighter living then we can be big, bold and

everything and would welcome inputs from others to

bright. The new mindset should connect to our new

sharpen my thinking and points of view.

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The Impact of Mindset - by J. Nirdosh Reddy and Asha Reddy.

DAILY ACTIVITIES Surface

I

n high performance organizations, employees work in teams, manage with facts, improve continually, and

strive to satisfy customers. In many other

organizations, employees work individually, fight fires, point fingers, and strive to reduce the stress associated with their jobs.

What causes employees in different organizations to behave differently? How can leaders transform their organisations' work practices?

What people do daily is influenced by what their managers

Transformation of an enterprise is an involved and complex process. If done right, it is easy. If done wrong, it is almost impossible. The difference centers on whether the enterprise changes its mindset or attempts to merely use new tools. Let us explore.

review day in and day out. The basic question that needs to be addressed is – what influences the actions of managers? It is the management system – a system of reviews and reports; it is their understanding of what is expected of them, and how they are evaluated. The behavior of managers, in turn, is based on the

Model of an Organization

organization's culture, its mindset and philosophy.

Every organization can be likened to a building, as shown

Let us examine the four layers of traditionally managed

in Figure 1. When you walk by a building, you see only

enterprises.

what is on the surface. However, upon closer observation, you find that the surface is held in place by an

Traditionally Managed Enterprise

infrastructure of pillars, columns, and walls. This

The daily activities of traditionally managed enterprises,

infrastructure rests on the foundation, which, in turn, is

shown in Figure 2, are probably characterized by a lot of

built on bedrock.

fire-fighting and rushing to get the job done one way or the

Similarly, when you walk through an organization, you see what is on the 'surface' - the daily activities being performed and the tools being used.

On closer

observation you find that these daily activities are influenced by an 'infrastructure' consisting of the management system of reports and reviews. This

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Figure 1. The Anaar model of an enterprise

other. There is no time to take up improvement projects or document changes. There is a tendency to sweep problems under the rug, and there is always pressure to deliver. In spite of all this, the deliveries are invariably late, the quality is not up to expected levels, and consistency in performance is lacking.

management system has its roots in the mindset of the

What leads to this situation? The philosophy of a

management - the organization's 'foundation', which is

traditionally managed enterprise is based on the notion

built

that people need to be controlled. Decision-making is

on

the

'bedrock'

of

philosophy.

The Philosophy

?

Customer focus – A realization

The Management System

Adopt Dr. W. Edwards Deming's

by every employee that

Create an infrastructure

'14 points for management' as the

customer’s satisfaction and

consisting of methodologies for:

basis for transformation of your

delight is the preeminent goal of

enterprise. At the bedrock layer of

the enterprise.

?

Controlling your

the Anaar model, build your

?

Process

- Change management style from

focus – A firm

processes

enterprise on a win-win

conviction that when things go

managing people to managing

philosophy and a belief in

wrong, one needs to ask where

people and processes (systems).

involving people.

processes are failing instead of

Clarify that everyone's job is to

blaming people, that one needs to

control and improve those

The Mindset

improve processes in order to

processes that are assigned to

and robust

continue to satisfy customers'

them.

foundation for the enterprise by

changing needs, that one needs

?

Integrating

institutionalizing a 'Customer –

to manage with facts, not

annual business plans into

Process – People' focused

?

Lay a strong

strategic and

opinions.

daily activities

mindset. Everything that happens

?

People focus – A belief that

- Create your future by identifying

in an organization is covered by

people are the most important

what needs to be done differently

one of these three dimensions.

asset an organization has and that

in your organizational systems.

How well an enterprise performs

one needs to invest in upgrading

?

Continuous

on these dimensions strongly

their capabilities and involving

-Involve everyone in improvement

indicates

them in improving the way things

projects identified in your annual

are done.

business plans.

its

underlying

competitiveness.

improvement

only way to motivate people. The focus is on individuals to FIRE-FIGHTING RD HA RY LY E V AL G IN IDU RK DIV O N I W

DAILY ACTIVITIES

get the job done. Blaming people for not getting the desired results is common.

There is little surprise, therefore, that the enterprise's daily activities are characterized by finger pointing, sweeping problems the under rug and fire-fighting. In spite of all this,

MINDSET

some enterprises manage to make money. However, the inefficiencies erode profit margins and the profitability is

WIN-LOSE CONTROL

likely to be much lower than what is achievable.

PHILOSOPHY

Figure 2

based on the concept of a fixed pie, where if one person gets more, others get less. Hence, everyone tries hardest to win individually no matter what happens to others.

This leads to a mindset focused on getting results anyhow.

No importance is given to the means by which results are achieved. There is a tendency to be inward-focused, without much regard for customer satisfaction.

This, in turn, leads to a management system geared towards getting the job done through fear and intimidation.

The prevalent belief is that fear alone will get people to do what bosses want done. A carrot and stick approach is the

Figure 3

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High Performance Enterprise As mentioned earlier, the daily activities in high performance organizations are characterized by people

management system. Here the top management merely talks about using new tools such as control charts, sixsigma or lean production.

working in teams, working smarter, managing with facts,

What is likely to happen? Some improvement for a while,

improving continually, and relentlessly pursuing customer

perhaps. This would be followed by increased frustration,

satisfaction. The workforce is more involved.

stress and chaos. Why? Because, managers are likely to

How does one get to a High Performance State?

blame people for the problems that get surfaced from the data collected, instead of asking where the prevailing

Many organizations attempt to improve quality and

processes are breaking down; supervisors continue to

productivity by merely introducing new tools to the

resort to fire-fighting instead of continuous improvement;

workforce. Tools are necessary but not sufficient. While

managers continue to be focused on their departmental

one would definitely benefit from using newer tools, it has

matters instead of customer satisfaction; and top

been proven time and again that these efforts generally

management continues to reward individual effort instead

result in fleeting and superficial benefits unless

of team effort.

accompanied by changes to the underlying mindset and management systems. This makes perfect sense considering that what people do is influenced by the feedback they receive from their superiors. This feedback consists not only of performance reviews, but also the questions they are asked and the reports they are required to file. Unless usage of these tools is incorporated into the management system, they will cease to be used.

Why does this happen? Because the mindset of 'Customer – Process – People' focus has not yet been established.

Stay the Course Staying the course is crucial for transforming an enterprise. The Toyota Motor Corporation adopted Deming philosophy and stayed the course through successions of several CEOs. Its continued success has

Therefore, transform the enterprise from the inside out,

been attributed by many Toyota executives to the

starting with the bedrock and moving to the surface – from

teachings of Dr. Deming. On the other hand, the Ford

philosophy to mindset to management system to daily

Motor Company embraced the Deming philosophy,

activities. This transformation is not only necessary to

achieved very significant results – substantial increase in

ensure long term usage of the new tools, but will also be a

market share and highest profitability of all automakers

source of further improvements for years to come.

worldwide – but deviated from the Deming philosophy

The philosophy, mindset and management systems

after a newly appointed CEO changed the course back to

shown in Figure 3 help institutionalize daily activities which

the old mindset of 'results any which way' and 'inward

are team based, customer focused and data driven.

focus', and lost all the gains.

Usage of new tools would be sustainable.

Consequences if the Mindset is not Changed Imagine a scenario where one tries to change the daily activities of a traditionally managed enterprise shown in Figure 2, without making any changes in the mindset and

J. Nirdosh Reddy is the founder of Anaar, a consulting firm dedicated to improving and sustaining competitiveness of organizations including business, government and academic enterprises. Founded in 1989, Anaar has clients in seven countries including the USA, India, Mexico, Ireland, Taiwan, Australia and Oman.

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Therefore, institutionalize 'Customer – Process – People' mindset, ensure that the Deming philosophy is ingrained into the thinking of future leaders and stay the course to become and remain a globally competitive enterprise.

The destination is important, but so is the journey. Enjoy it!

Asha Reddy is the president of Anaar. She is a strong proponent of process improvement as a means of improving the efficiency of organizations. She participated in the development of several Anaar modules.

The

ALLEN ANTAO

averick agician

M

Allen looks boyish, brims with

CHANGE: Tell us something about your childhood, where you grew

energy, has a friendly

up and your schooling.

ALLEN: I was born and brought up in Malad. I did my schooling at St.

approachable look and

Anne's High School. My mother managed to get me into the first

greets us with a warm smile

standard without going to pre-school or KG class and as a result I passed SSC at the age of 14. Malad used to be a small place in those

into his spic and span cabin.

days. Everyone knew each other. Being a predominantly Catholic

He answers questions

locality, we played football and hockey in the evenings. In those

frankly, relating to business

formative years, apart from studies, playing competitive sports helped shape our thinking.

or his personal life. He has

I did well at school, always ranked amongst the top three. My brother

modest, unassuming ways,

and sisters also did well in their studies largely because my mother

and has a largely understated

had focussed intensely on our education.

personality. A degree of CHANGE: After schooling, which colleges did you go to?

restlessness is felt.

ALLEN: I joined Bhavan's College in Andheri, primarily because it

Yet, when it comes to

was closer to home. If you had the right marks in SSC, it wasn't a

hardcore business, he is the

problem unlike it is today. From Bhavan's College, I went on to join

man behind the spectacular

engineering colleges in Mumbai at the time, in 1979, and so getting

turnaround of Godrej PED

an admission was a fiercely competitive affair. I graduated in

the Sardar Patel College of Engineering. We had only two

Mechanical Engineering in 1984 and immediately did my

from a loss making unit to a

management from SP Jain Institute of Management.

profit making entity in a matter of a few years.

Read about Allen Antao, a maverick who resonates with

“

I first visited Godrej during an IMTEX* that was held when I was in engineering

a 'can-do-it' attitude and yet

college. I could not have fathomed then,

has no airs about himself.

what destiny had in store for me.

�

* Indian Machine Tools Exhibition

9

CHANGE: How did you join Godrej?

CHANGE: How come you opted for

ALLEN: I think we were successful in

the Goa project?

developing a very strong work ethic

ALLEN: How I joined Godrej is in fact a very interesting story. Dr. K R Hathi conducted campus interviews and I got selected. Even though I had an offer from Godrej & Boyce, I was trying to explore other options.

Nothing came through and I decided to join G&B. Some of my colleagues who joined with me are no longer around. I still am.

That makes it nearly 22 years at G&B. I first visited Godrej during an IMTEX that was held when I was in engineering college. I could not have fathomed then, what destiny had in store for me. I was placed in the Central Purchase department…

ALLEN: With nearly 8 years in

from Day 1. Goa is known to be a

procurement, I thought it was time to

“susegad” place. People left that

try my hand at something different.

attitude at the factory gate when they

So when this opportunity came

walked in. Work started at 8.30 am

around, I opted for it and was

sharp and stopped at 5.00 pm for the

selected. I was kind of attracted by

workmen. The morning half ended at

the challenges of handling

12.30 pm with no formal breaks in

independently a Greenfield

between. People took toilet breaks as

Operation. Also in a way, Goa was

and when the need arose. People

not an alien place.

were asked to put in full 8 hours of work and they did put in that level of

CHANGE: What kind of challenges

work. It was a disciplined operation.

did you face in setting up of a

On the managerial side, it was also

Greenfield Project?

very lean. For a few months after we

ALLEN: The challenges are indeed

started, I used to run the whole place

many. But it is also great fun because

alone. Carol was the first person to be

you have to overcome these

hired by me. We did not take many

challenges yourself. Specialized help

people, but whoever we took, in my

like what is available in Bombay is

opinion, was the best in class. Even

simply not around. It's both a minus

today, my heart brims with pride when

and plus. As a result, one learns

I think of the quality of their effort.

faster and better. I have found the CHANGE: What was your job like?

experience exhilarating and would

CHANGE:

recommend such an experience to

productivity at Goa compared to

ALLEN: I was put on the job right away. My portfolio ranged from bearings to brooms. Imagine a management graduate buying brooms. Yet if you look at it in practical terms, there were valuable lessons to be learnt. You had to learn to deal with different classes of vendors. Procurement is somewhat larger than merely buying. It helps you develop the ability for relating effectively with a wide spectrum of people selling drastically different items.

anyone who aspires to become a

Mumbai?

more solidly grounded manager.

You learn to keep excise and sales

ALLEN: On an average, I think productivity was higher by about

tax records yourself and deal with

25%. People were eager to learn new

those authorities. You become a well recognized face at the Income Tax, ESIC, PF, Labour Commissioners office etc. You learn to understand your Balance Sheet and P&L account in much greater depth. You don't have a centralized computer system.

And in the initial years you cannot afford one. So you start to develop a low-end computerized system yourself. You discover what needs to be done and then go out and do it yourself. It's a hugely valuable learning opportunity.

CHANGE: What were the new work practices that you established at Goa which were significantly different than those at Mumbai?

10

How

was

the

skills and they picked up proficiency faster. I think they

CHANGE: How was that business doing then and

worked more sincerely. The workforce was very

what were the main challenges it was facing?

committed. The camaraderie at workplace was solid.

ALLEN: Frankly, it was not doing very well. There were no

There was a very good work culture. The dignity of work

export orders and orders from India were fast drying up.

was well believed into and no one would refuse any

On the order front, there was a crunch. I don't think we

kind of work whatsoever. On occasions, I swept my

were facing a pleasant situation in terms of the market. But

factory (thankfully it was not too big) when the

at the same time I don't think we were looking at a pleasant

sweeper did not show up and unloaded my trucks

situation internally in terms of our execution of the orders

myself, with the help of my workmen, when the

for the little market that we had. So we had a situation

unloaders demanded more than what was fair.

wherein after a string of losses, people were not getting paid well. Morale was also a bit down. So if you looked at

CHANGE: At Goa, we believe we had many women

the business on the surface, it didn't look like a nice place

employees?

to get into. The situation surely wasn't something that one

ALLEN: Yes, because women are more nimble and can handle small components more adroitly. Besides, in Goa a large part of the workforce comprises of women.

could have overcome without substantial effort and even with it success was not guaranteed. I didn't have relevant previous experience. So I came in with an open mind, saying that I will give it a shot and work at whatever challenges that arise.

CHANGE: How many years did you spend at Goa? ALLEN: I was there for nearly eight years. However, in

CHANGE: Which are the few key steps you took in the

between I was at Bombay for about two years where I was handling some additional responsibility as well as looking

initial days?

ALLEN: We tried to understand the internal issues in great

after the Goa operations from Mumbai. In a way it was a to

depth before trying to solve the problem externally. I went

and fro journey. I went there in 1994, returned to Mumbai in

through the initial process of meeting many people, talking

1998 and again went there in 2000 and returned to

to them at length, getting to understand the issues and so

Mumbai in the year 2002 and joined the Process

on. It took me nearly 2 to 3 months to make the first move,

Equipment Division.

to restructure the organization of the division. The

11

restructuring was designed to bring in internal synergies and improve productivity.

Also we examined how the strengths can be leveraged for exploiting domestic and export markets. We passed on the message that we were in trouble and we had to do things in a different way to survive.

CHANGE: What was the first breakthrough export order that became a good reference and helped you set in motion a virtuous cycle?

ALLEN: I think we already had a large order from UDHE Germany.

Unfortunately, we couldn't make a success of it because once again our

delivery performance was not up to the mark. And yet this order gave us a pretty good reference for other orders in future.

CHANGE: Can you mention any other large order that helped the division

make

its

mark

internationally?

ALLEN: Yes, I think it was an order from Conoco Philips for two large towers which we executed well. That I believe was the real breakthrough.

We were successful in executing this on time and meeting the quality requirements. We received the order in 2003. The towers were delivered in 2004.

CHANGE: Was it a major breakthrough as regards the US

CHANGE: Timely delivery was always an issue for PED. What did you do to address that?

ALLEN: Our on time delivery performance was merely 35%.

We couldn't blame surplus orders for low 'on time' delivery performance. Some sort of dysfunctionality had set in and there was lack of synergy.We reinforced a message that customer-centricity

was

paramount. It did cost us some money at that time, but it was essential.

The platform of on-time delivery was used to align everyone and

market ?

ALLEN: Yes it was. It gave us the self belief that we had the capability to attract sophisticated customers if we could find them; it was also within us to deliver in terms of quality and timeliness. So in a way, it opened the doors for us to international markets.

It is always a challenge to keep the doors open in the international markets, because if you fall short, then those doors opened with great efforts, start shutting up very fast.

Hence the challenge was to create this mindset that we have to deliver on time every time with quality. Even today, the challenge of continuously reinforcing this mindset continues.

we improved quality step-by-step.

I spoke to customers along with

CHANGE: So today, how is your

the marketing people and tried to

on time delivery performance?

understand what the customer's

ALLEN: Currently it is upwards of 90%. And this is regardless of the quantum of exports that constitutes our business. We would strive to maintain this performance even if we had an even distribution of orders for the domestic and international markets. All customers, local or international, are treated alike.

real needs were. Customers were happy to see the decision makers interacting,with them and making commitments. We got more orders, delivered them on time and got more work and so on. A virtuous cycle got set in motion.

12

CHANGE: Has there been a major shift in the product mix over the years?

ALLEN: In a sense, yes. Initially, we were considered to be fabricators of less complex equipment, dimensionally and metallurgically.

That space was occupied by a host of small fabricators with much more competitive cost structures. Our survival necessitated that we move upwards into a more value added space where competition would be less severe, margins would be better and our internal competencies would be better leveraged. Of course the journey upwards was a step-by-step process. We assiduously took one step at a time, making sure we succeeded at each step and today we believe that we are amongst the top fabricators of extremely complex process equipment in the world. The number of global technology leaders whom we partner with today, is an endorsement of this status.

CHANGE: Tell us something about PED's growth trajectory.

ALLEN: Last year our turnover was close to Rs. 400 crores. This year, 2008-09, we have a plan to cross Rs. 560 crores. The plan for the following year is 700 crores with an aim to touch Rs. 1000 crores by the year 2010-11. Obviously, we will need to expand our resource base to achieve this. We will also have to work very hard to ensure that we are not impacted by the current global economic downturn.

CHANGE: How do you see the future prospects of PED? ALLEN: We operate in a very cyclical industry. In order to reduce the risk of this cyclicality we have diversified in terms of market geographies, industry segments, product range etc. These efforts will surely enable us to smoothen the

risks of a downturn in any one area. A lot more remains to be done. If we can successfully continue on this path, I believe that the division will weather every passing storm that it will encounter. We will have to continue to be prudent in our investments, be austere as profits are 'fleeting' in our industry and never lose the focus of consumer centricity.

13

CHANGE: What advice if any, would you give to the

exhibited by youth and the “Been there, done that,

young engineers?

worth giving it a shot” mantra of older but positive

ALLEN: I constantly tell them is that there is nothing they can’t do. And this applies to the older ones as well. Age does not matter. I think it is Henry Ford who said that, 'If you think you can, or you think you cannot, you are right'. I staunchly believe that.

people. Challenge, Creativity, Competence, Commitment and Customer Contentment are values we wear on our sleeves in PED. CHANGE: Oh! We got carried away with pure business matters. Tell us something about the anchor

CHANGE: How does Godrej PED relate to 'Brighter

in your life, your family.

Living', the essence of our repositioned Brand?

ALLEN: My family consists of my mother, my brother - a civil engineer in Bangalore, my wife Nelma, my two sons Alexei and Yannick and my two sisters who are married now. My father passed away in 1995. Alexei is in college studying science. Yannick is in secondary school.

ALLEN: Brighter Living is all about living brighter values every day. Earlier we were conditioned to develop “do not rock the boat” values from which came things like Loyalty, Respect for Rank, etc. Today, very few young people subscribe to those values. They have switched to “Rock the Boat” values where Loyalty does not come without a Quid Pro Quo. Respect for Rank has been replaced by Respect for Competence and Slow and Steady as an adage has made way for “Tomorrow Never Comes”.

At PED we recognised this trend early. Metaphorically, one can describe PED as one giant theme park. Every day is a different ride. No matter how old or young a

My wife Nelma used to be a professional; she was having a very good career at Hinduja hospital as a head nurse.

She sacrificed her career for the kids. She plays the guitar.

The kids have also taken to music.Yannick writes poetry, is into drawing, painting etc. and is creatively inclined, more like his mom. Alexei is more of a defined chap, for him black is black and white is white and there are no shades in between (laughs), he is more like me.

person is, it brings out the fearlessness one sees in kids, the “Cannot be seen as a wimp” attitude

CHANGE: Thank you for your responses.

Rapid fire Your strengths: Committed, self-driven, always positive.

Your areas of improvement: I am a little impatient. (my customers demand it), I am considered too outspoken (my conscience demands it), I myself could be less demanding.

Hobbies: Music, sports, reading.

How do you de-stress? I immerse myself into the solving the problem that is causing it. My wife says she married Adren-allen.

Favourite book: Jonathan Livingston Seagull.

Any country that you would like to visit again: Business has taken me to several countries around the world but there is no place like home. In the words of Harry Belafonte-

Sports that you indulge in: I love hockey.

Your passion: Whatever it is that I am doing at that moment.

What kind of music do you enjoy: Country, Reggae, Soft Rock.

14

“This is my island in the sun Where my people have toiled since time begun, Though I have sailed on many a sea It's shores will always be home to me.”

You dislike: Hypocrisy.

Any instrument you play: I am a bathroom player of the violin.

Your brand of humour: Tongue-in-cheek which sometimes ends up being foot-in-mouth.

Favourite food: From wild meats in South Africa, to raw oysters in North America to Sushi in Japan and good old Thali in India, I respect food (but love the wine that goes with it).

Social cause association: I feel a lot for kids.

Brand Allen: To follow the star, no matter how hopeless, no matter how far.

Intellectual Property today has established its worth as an asset to every organization. It is extremely imperative that Indian companies wake up to the fact that Intellectual Properties like trademarks, patents, designs and

PATENT STRATEGY SEMINAR PROGRESS THROUGH INNOVATION

copyrights are important and valuable assets.

Patent is one such Intellectual Property that is gaining importance in the field of inventions and innovation. A patent is akin to a property like a car or a house that can be used, sold, licensed: in short it is ownership of an asset.

Owning a patent fortifies a company with the power to stop others from using their innovation or technology.

In this world of consumers who clamour for the best, competition is stifling and to overcome it, Godrej should be

To create awareness of patents in all the business units and provide

armed with a strong patent base to protect its innovations and stand tall in the face of stiff competition.

To create awareness of patents in all the business units

impetus for the same, the Legal

and provide impetus for the same, the Legal department

department organized 'The

organized 'The Patent Strategy Seminar – Progress

Patent Strategy Seminar –

through Innovation', an exclusive two-day workshop on 6th and 7th June 2008 highlighting the need and

Progress through Innovation', an

importance of patents to protect the intellectual properties

exclusive two-day workshop on

of Godrej & Boyce Mfg. Co. Ltd.

6th and 7th June 2008

Engineers, Designers and Research and Development

highlighting the need and

Officers from various divisions were invited to the seminar.

importance of patents to protect the intellectual properties of Godrej & Boyce Mfg. Co. Ltd.

An exclusive session for Business Heads on how to leverage a patent was also included. The seminar was conducted by Ms. Sunita K. Sreedharan.

(Ms. Sunita K Sreedharan, is a renowned Patent Attorney, a registered Patent Agent and CEO of SKS Law Associates, New Delhi. Ms Sunita did her LL.B from the School of Legal Studies, Cochin and her Masters from The George Washington University Law School, Washington DC, USA. She has been a frequent speaker on intellectual property related issues like Patent law, IP portfolio management and Intellectual Asset management. The Ministry of Agriculture, Government of India, has recently empanelled her as legal counsel.)

Some of the salient points from the Program were: ?

Importance of Intellectual Property Rights (IPR) as an intangible asset, a source of revenue and the backbone of Research & Development. ?

Need for an Idea Evaluation cell for Research &

Development. ?

How to obtain patents, what are inventions, what is an

inventive step and the relation with novelty.

15

Our founders have been pioneers in the field of obtaining Patents. Ardeshir Godrej was the first to invent and introduce in the market a springless lever lock. In 1906, Pirojsha Godrej, then 24, joined his elder brother Ardeshir at Lalbaug in the Locks and Safes manufacturing business. In 1908, Pirojsha Godrej, as directed by Ardeshir Godrej, sent in his application to the Comptroller General of Patents, Designs and Trademarks in London, for “improvement in or relating to Locks”(the improvement was the springless lever lock), which was granted a Patent in 1909. Godrej proudly continues as the leader in the locks industry courtesy the Locks Division which today has around 30 patents to its credit.

Current Scenario in India: India has seen a spurt in patent filing over the past years. A survey conducted and published in the Economic Times had listed certain “IPR aware” Companies : ?

CIPLA, a medical company has developed an IPR cell for protecting innovations. ?

Larsen & Toubro has undertaken an IPR valuation and management exercise, registering

hundreds of patents. ?

TATA & Sons have spent five crore rupees for ensuring IPR protection. ?

Hindustan Lever Ltd. (HLL) has outsourced the work of hunting down counterfeiters, even as its

40-member legal team focuses on creating a nationwide strategy for protecting its brands. ?

With over 1,000 registered trademarks, Raymonds has turned increasingly vigilant in taking legal

action whenever infringement is reported. ?

Automotive Major, Mahindra and Mahindra have created Mahindra Special Services Group for

protecting organizational innovations.

?

The protection available to a patent holder under

Business Heads of various divisions had some key

prevailing laws, treaties and conventions.

learnings as follows:

?

Drafting of claims on the basis of which patents are

obtained.

?

Intellectual Property (IP)

audit as a systematic

?

Adversarial and non-adversarial approach to patent

review of IP assets owned, used and acquired by a

optimization.

business. Need for IP audit and how to go about it. ?

Management of IP portfolio.

The session on Intellectual Asset Management for

16

?

Importance of IP in a global economy.

The program was a scintillating success as it achieved the objective of making the participants think on how best they could convert the learning into action to generate results.

The seminar concluded with a session by Mr. T.S. Murali, Senior General Manager of the Locks Division, who traced the history of the Locks division as regards patents and also laid emphasis on securing as many patents as possible. His immense wealth of practical knowledge gathered over the years was deftly and briefly conveyed to the participants and he advised businesses on establishing a process

Godrej has repositioned itself and in that wake a significant initiative undertaken is the BEDHADAK BOLO slogan.

for patent registration.

Godrej has repositioned itself and in that wake, a significant initiative undertaken is the BEDHADAK BOLO slogan. Using the Megaphone, the seminar's message was conveyed to Godrejites to signify that ideas are meant to be announced and shared across hierarchies, departments and divisions and not to be stifled.

The BEDHADAK BOLO thought coupled with the intent to enhance the lives of consumers through meaningful innovations from Godrej paved the way for this seminar.

Using the Megaphone, the seminar’s message was conveyed to Godrejites to signify that ideas are meant to be announced and shared across hierarchies, departments and divisions and not to be stifled.

To ensure active participation, interesting quiz sessions were a part of the workshop on both days and exciting prizes were given to the winners - Mr. Sushil Sawant (Locks), Mr. Jogy Abraham (Interio), Mr. Nitin Mulchandani (Corporate Procurement), Mr. Abhijit Acharekar (Appliances) and Mr. N.J.Chauhan (Tooling).

To bring out the creativity of the participants, an innovative role-play was organized wherein the participants were divided into groups and were given twenty minutes to create an invention as an answer to the practical problem. The response was overwhelming and the participants came up with brilliant innovations that were low cost, affordable and could be patented.

The last words, however, belong to Mr. Phiroze D. Lam. 'The importance of Patents in today's aggressively competitive global scenario can never be underestimated. Patents will add robustness to our businesses and ensure a stream of future profits. No company can today aspire to be world class, unless it has an adequate number of patents to its credit'.

by Gauri Gandhi and Sandhya Amanna – Legal Dept.

Priya Borgaonkar (Advocate / Consultant) S. Gururaj and Natasha B. Wadia – Summer Trainees

17

Brand Now more than ever, our consumer's faith in a brighter tomorrow needs to be reinforced.

What is the feedback on the brand

terms of moving from villages to the smaller

repositioning campaign?

towns, from smaller to bigger towns and so on.

The feedback with the entire launch, internally

We frequently talk about speaking to the

and externally has been very positive. When

optimistic customer. We have known this

we say internally, we are talking of employees

customer, we can define this customer but

not just at the GMC level but across the

when you go around making products and

organization. There is a palpable sense of

media plans, how do you talk to this customer

resonance with what we said. 'Bedhadak Bolo'

as opposed to someone else. We have

term has become a part of people's day to day

identified and tracked down this optimistic

language. Employees expect that this initiative

consumer and have found that he is forward

will be taken forward in all earnest to enable

thinking‌ He will purchase new products as

them to speak their minds freely and contribute

soon as they are launched instead of

without hesitation.

purchasing them after someone's recommendations‌

Externally also, especially post the Indian Premier League campaign, the feedback has

We find that our campaign and the brand, both

been very positive. A lot of people saw different

are resonating very well with these forward

things in the college professor advertisement.

thinking consumers especially in the metros

Some assumed the professor to be Godrej who

and mini metros. This sets the agenda for the

has changed to become a younger person. In

future; that we need to go deeper and not

that context I will share with you what one consumer said. 'Earlier Godrej thought about

semi urban

us from their point of view but now Godrej will

Is Brighter Living, the essence of the

think about us from our point of view.' That is

repositioned Godrej, relevant in today's

almost like a definition of consumer centricity.

challenging times? Please comment.

A powerful message of real change.

We believe there is a consumer track research

Yes. It is very relevant. We don't see the economic scenario being that difficult,

that is being undertaken. What are the initial

especially for Indian consumer goods industry.

findings?

Inflation growth in relation to income growth is

We have institutionalised a pioneering effort in

18

restrict ourselves to urban and India.

slower and hence is not as bleak as it seems.

our country - a consumer track - which goes

What has created an issue for the market at

across to almost 30,000 consumers across

large is an increase in interest rates that the

metros, mini metros, small towns and even

government undertook in order to reign in the

villages. We are talking to consumers who

inflation in response to political pressures.

want to upgrade or have already upgraded in

However, the recent liquidity crisis has hurt the

Matters ASHUTOSH TIWARI, EVP, Strategic Marketing Group explains why we are best positioned to do this.

buying sentiment. This is forcing the

brand rollout workshops across the length and

government to reduce the interest rates and

breadth of the organization. We will possibly

over the next few months, consumer goods will

begin with more front-ended employees and

experience the buoyancy they deserve.

The overall hypothesis is that the consumer remains optimistic and believes that progress is possible, desirable, needs to be expressed and experienced. Those insights continue to be valid and hence, Brighter Living insight is

maybe then go over to the managerial cadre.

As the consequence of Brighter Living, we are going to do things differently in our professional and personal lives so that the change, the consumer centricity starts happening and everybody feels empowered rather than being the mere recipients of directions.

highly relevant.

For consumers, in our way forward, we have Even in case of consumers who have been hit

planned essentially three initiatives.

by the weakening of the stock markets, opting for Godrej products makes a lot of sense.

First initiative is a 'bottom up' approach which

When there is high uncertainty and things are

means that through the categories that we

in a state of flux, you don't grapple with the

represent, namely Personal grooming,

unknown or take risks. You try and latch on to

Properties, Aerospace and Interio, we will

whatever is tried and tested, a trustworthy

make the brand stronger. We are happy to say

anchor or a pillar‌like Godrej, a 112 year old

that powerful business and brand consumer

trusted brand.

strategy has been finalized for these businesses and we will have a slew of product

So what is the way forward from here?

launches over the next six months from these

The way forward is twofold: one, as it concerns

businesses.

employees and second, as it applies to

Second initiative is building the brand. We are

customers.

For employees, we are planning several actions on the employee front. Employee engagement workshops in line with the brand repositioning are in the pipeline. Also, brighter

going to work on 12 star brands which are going to migrate to the new identity starting in January 2009. We are using the opportunity of design migration to drive business value.

The third initiative is that we are planning very

work spaces and frequent top, down and

powerful top-down consumer campaign and

sideways communications is planned‌ I will

activation in the market place.

not mention the details as I don't want to steal the limelight off the formal announcement of the same.

On the business front, we are planning several

As the New Year rolls, we can look forward to a brighter 2009 with all our visions falling in place to deliver customer centricity and make lives brighter for all.

19

Vishwakarma Rashtriya Puraskar and

[

Godrej & Boyce Mfg Co. Ltd bagged 2 Vishwakarma Rashtriya Puraskars and 4 National Safety Awards for the performance year 2006 at a grand function held at Vigyan Bhavan, New Delhi on 17th September, 2008. Mr. KH Muniyappa, Union Minister of State for shipping, road transport & highways, presented the awards at the function.

Details of the Vishwakarma Rashtriya Puraskar awards won by PES Kaizen teams are as follows:

Kaizen Team Members H.G. Shinde ?

– Operator, Machine Shop ?

C.D. Pawaskar – Operator, Machine Shop ?

D.G. Jagtap – Operator, Machine Shop ?

P.S. Gaikwad – Inspector, QA. ?

S.B. Parekh – Inspector, QA

?

V.P. Deherkar – Operator, Machine Shop ?

J.S. Shelar – Operator, Machine Shop ?

P.R. Kadam – Operator, Machine Shop

20

Project/Achievement New Fuel Magazine project of Nuclear Reactor needed 300 “Linear Recirculating Roller Bearings” (LRRB), imported bearings, of about Rs. 1 crore value.

Award category Import substitution category

The team manufactured the LRRB inhouse by improving manufacturing processes and establishing means like jigs, fixtures and inspection gauges to achieve the precise requirements.

Multifold improvement in productivity by establishing use of Nitride tip spade drill for drilling 42 400 mm deep holes on each windmill hub.

Productivity category

]

Background The Ministry of Labour & Employment, Government of India, instituted the ‘Vishwakarma Rashtriya Puraskar’ and ‘National Safety Awards’ in 1965. These award schemes are operated by the technical wing of the ministry, namely the Directorate General Factory Advice Service & Labour Institute (DGFASLI), Mumbai. DGFASLI renders advice/service to workers, their representatives and management in factories and docks to humanize industrial activities by promoting safety and health at work.

National Safety Awards In addition to the awards for safety, two Kaizen teams of Godrej Precision Engineering Systems have been awarded the prestigious Vishwakarma Rashtriya

Vishwakarma Rashtriya Puraskar (VRP) VRP is awarded in recognition of outstanding suggestions given by a worker or group of workers and implemented by the management during the previous calendar year resulting in improvement in quality, productivity and working conditions such as safety, health and environmental conservation in the industrial undertakings where “suggestion schemes” are in operation.

Puraskar (VRP) 2006.

28 VRP awards were presented in three categories at the award function, of those only three went to private sector companies. Godrej PES is the proud winner of two of these three awards.

National Safety Awards(NSA) The NSA is given in recognition of outstanding safety performance of industrial establishments, construction sites and ports to stimulate and maintain the interest of both the managements and the workers in accident prevention programmes.

Rishikesh Ahirrao, Godrej Construction & Deepak D Chogle, Godrej Precision Engineering

Details of National Safety Awards are as follows:

Division

Awards

Construction

?

Lowest average frequency rate scheme (over a

Sector Construction

period of three consecutive years ending in the performance year). ?

Accident free year scheme for maximum manhours worked without any fatal accident / non-fatal accident / permanent disability in the performance year.

Locks

Lowest average frequency rate scheme.

Manufacture of basic metals, fabricated metals product, except machinery and equipment.

Tooling division

Runner up for lowest average frequency rate scheme.

Manufacture of machinery and equipments other than electrical machinery and apparatus.

21

Brighter Moments

Godrej welcomes the shimmering festival spirit and felicitates the Godrej Family, a traditional annual event.

Pirojshanagar felicitated the Godrej Family at the Dussera Diwali function on the 27th of October, 2008 at Pragati Kendra. The theme for the function this time was 'Brighter Living' as the company has gone through a brand repositioning exercise. The company has continued to maintain its traditions while confidently marching ahead in its quest to remain contemporary and at a leadership position in this fast changing business environment.

The programme was organized this time by Retailing division and was interspersed with engaging performances by students from Udayachal Schools, employees and women from the Mahila Manch, living up to its reputation of being the most memorable annual event in the organisation.

“We have more than 2000 employees who have completed 25 and more years of service, this is a fact very few companies can boast of. Most importantly, constant innovation must be our mantra. We innovate or we perish.”

“I welcome Mr. Vijay Crishna on the Board of Directors and his Lawkim team to be a part of Godrej & Boyce.”

Mr. Jamshyd Godrej Chairman and Managing Director Godrej & Boyce Mfg. Co. Ltd.

“As we have adopted the philosophy of “As we have adopted the philosophy Brighter Living, we expect everyone of to Brighter Living, we expect everyone to imbibe its spirit deeply and contribute by imbibe its spirit deeply and constantly innovating andcontribute focusing by all constantly innovating and focusing all their efforts to provide a superior their effortsto our to customers.” provide a superior experience experience to our customers.”

Navroze Godrej Navroze J. Godrej

22

“Work is worship. We must be consumer centric, be committed to our work, and speak out the truth boldly. Together we can win by setting an example for our future generations to cherish.”

Anil G. Verma Executive Director and Head Personnel & Admin.

Mahila Manch members singing a song for the occasion.

“It's our time now! We need to be speedy in our product innovation, think big and work in teams crossfunctionally to optimize business.

Time and tide wait for none, let's do it now.”

Shyam Motwani VP and Business Head, Retailing

“The GBSS promises full support from the union and individual workmen to face challenges of changing times and improve working standards and cooperate with the management.”

Bhalchandra Joshi President, Godrej & Boyce Shramik Sangh

Udayachal school children offering Dussera prayers.

Contributed by Kshama Handa and Nariman Bacha, from P&A

23

Godrej Appliances wins Qualtech award Appliance Mohali Team members Cyrus Bharucha, Hitesh Kakkar and Anil Rijhwani receive the Vardhaman Quality Navigator Award at the NorthWest Qualtech Contest held at Mohali.

Hitesh Kakkar collects the trophy for Godrej Mohali facility being adjudged 1st along with L&T Hazira and Reliance Hazira in the National Finals conducted by ‘Qimpro Consultants’ and “Best Prax Club” at Mumbai.

In February 2008, the Appliance Mohali Compressor Team (QA and Mfg.) won the 'Vardhaman Quality Navigator Award' at the north-west Qualtech contest held at the Punjab Technical University's Gyan Jyoti School of TQM, Mohali. The team that presented the project for Godrej & Boyce consisted of Hitesh Kakkar, Sunil Parekh and Neeraj Sharma. These awards were instituted to recognize outstanding 'quality' initiatives by industry and business houses in the north-west region and Godrej Appliance bagged the 'First Prize' where 28 companies had participated (SRF and Reliance were first and second runners up respectively). As a culmination, the various Qualtech award winners of each region then participated in the National Finals conducted by 'Qimpro Consultants' and ‘Best Prax Club’ at Mumbai.

Qimpro Consultants is a leading body pioneering quality movement in India through professional services that range from Assessment to Transformation Management. Best Prax Club is a Networking and Learning Forum for member organisations to share and grow their Generic Business Practices.

Amongst 50 participating companies, the Appliance team once again shared the top position with two other winners viz.

L&T Hajira and Reliance Hazira. The Appliance project was on 'Improvement of the First Pass Yield of the Valve Plate Assembly by 87% using Six Sigma techniques and Shainin DOE tools.

This is indeed a commendable performance by the Mohali Team. They have made Godrej proud!

- Rohinton K. Patel Godrej Appliances

24

Godrej Interio bags productivity award!

Godrej Interio won the IMTMA SIEMENS Productivity Championship Award 2008 for the project entry on 'Optimizing Metal Working Process'.

The Interio team comprising of Rajesh Panchal, Sagar Patil, S V Rane, Rajan R K, Uday Singh, Shyam Shinde, Rohan Pereira and team leader, Maneck Behramkamdin went through a process where invited applications were scanned by the jury and then selected for the next round.

Case studies were presented at the summit followed by a short Q & A session. 215 entries were received for the Championship Awards 2008. Interio's entry on Optimizing Metal Working Process was selected for receiving the award.

Competing companies in this category were Tata Toyo Radiator Ltd. - Pune, Cummins India Ltd. - Pune and Godrej & Boyce Mfg. Co. Ltd. – Mumbai.

Interio's project was based on a Strategic Goal Plan to move from 'bending' to an advanced process of 'folding' and 'foaming'.

“The IMTMA Awards gave us confidence on our approach towards improving productivity by infusing technology in the system to suit our requirements and adopting new manufacturing systems/equipment with low capital investment,” said Maneck Behramkadin, team leader and GM Mfg. - Godrej Interio.

ABOUT THE AWARD Maneck Behramkamdin, Rajesh Panchal, K. Rajan and Rohan Pereira receive the IMTMA award.

The IMTMA Siemens Productivity Awards are held once a year to recognize, reward and encourage achievers who have contributed to productivity improvement in Indian metal working industries.

-Maneck Behramkamdin, Godrej Interio

25

7th CII Manufacturing Summit

“Building Manufacturing - Building India”

Chief Guest Mr. Ajay Shankar, Principal Secretary, Department of Industrial Policy and Promotion, Ministry of Commerce and Industry, Government of India releasing the CII Compendium on ‘Best Innovative Practices in Indian Manufacturing Industry’ at the 7th CII Manufacturing Summit

Manoj Rathi from Godrej Interio shares his experience at the summit in his own words.

The 7th CII MANUFACTURING SUMMIT nd

rd

held on 22 and 23 September 2008 at the Taj Mahal Palace & Towers, Mumbai has indeed been a good learning experience and networking opportunity with senior captains of the manufacturing sector. We got an opportunity to meet and briefly interact with them. The event saw the presence of Mr. J.N. Godrej where he spoke on the following points: How do we compete with everything, everywhere and anywhere?

Green business opportunities - how do we make the entire supply chain 'green'?

Skill development opportunity for industry by public private partnership.

Background: In the last six years, the CII Manufacturing

26

summit has successfully addressed issues related to the manufacturing sector and has provided a unique platform to the industry to put forth their views to the government and authorities concerned.

This year the summit had eminent thought leaders, industrialists, policy makers and strategists from India and abroad to help us encourage and strengthen the growth of the manufacturing sector.

The event this year also saw the presence of the world's top management gurus like Prof C K Pralhad, Professor Shoji Shiba, Chief advisor, CII-VLFM Division and Prof. Arnoud De Meyer – Director, Judge Business school, University of Cambridge.

The summit focussed on innovation, development and clusters manufacturing. The four speakers influenced me by their thoughts achievements were:

skill for who and

BHASKAR

B H AT

Titan Industries Ltd.

Mr. Bhat spoke on journey of Titan, from watches to jewellery and to eye wear. He spoke of: ?

Creating

value

through innovative

Prof.

products and services for

ARNOUD DE MEYER

BANMALI AGRAWALA

all stake holders.

Judge Business School,

Tata Power

?

Business

model

University of Cambridge

KUNWER SACHDEV

innovation - diamond jewellery manufacturing. ?

Leveraging employee

talent, commitment and skill.

He shared a TITAN innovation for studding diamonds, breaking away from traditional clay mould method and using a simple rubber sheet instead, thus increasing accuracy and speed. He

?

Presented the view of

Su-Kam Power Systems Ltd.

could save as high has

an outsider to the industry (opportunities and obstacles). ?

Frugal engineering low cost and flexible manufacturing . ?

Integration

Power sector innovations - manufacturing that

Mr. Kunwer spoke on the transformation of his company from a humble beginning to a complete solution provider in power

of

electronics.

It was an

manufacturing with

inspiring speech where

services.

he spoke about the

He also presented the 8

various failures he had

35% costs. Innovations which are not thought of are invented if the fear of failure is not there, especially, the power sector has proven this and that too where the investments are HIGH. Current financial situation in the world should be

also shared the eco

challenges for the Indian

enroute his success. The

system created for

manufacturing sector:

learnings from his

karagirs that kept alive

competition, increase in

address were:

the traditional mix of skills

R&D expenditure, skill

?

Failures

required in the jewelry

development, startup

final and if one has the

business.

financing for projects,

perseverance, one can

He invited us to visit their

information flow in the

reach the goals come

manufacturing facility at

complete value chain,

what may.

Innovations are possible

Hosur and to discuss the

domestic knowledge and

?

Begin small, learn and

in every sector & the

eco system of carpenters

securing patents, how to

then scale up.

industry has to give it a

that we are creating for

leverage top overseas

?

Dream big, this helps

PUSH to reduce costs in

the Disruptive Innovation

Indians and investment in

generate new ideas to

the current scenario and

project for Interio.

inclusive innovations.

reach your goals.

increase efficiencies.

are never

looked at by the Indian manufacturing industry as an opportunity.

Gathering of diverse minds can crack issues of national interest and industry too.

27

Brighter Workspaces Bangalore and Bhubaneswar Branches have been revamped to make them brighter and more cheerful.

Bhubaneswar Branch:

The state-of-the-art office has been designed to

The new Bhubaneswar Branch office was inaugurated on 3rd August 2008 by Mr. P D Lam and Mr. Navroze J. Godrej. The Bhubaneswar branch business had doubled between 2005 and 2008 but the infrastructure remained the same. There was paucity of space and the infrastructure needed to be improved; hence the branch was shifted to a newer location. Rs. 1.35 crore has been spent on achieving the look of the new Bhubaneswar branch. The newer look has been created keeping in line with the philosophy of brighter living. This will soon be replicated across the offices of the Godrej group.

promote expression at work and transparency at

The new Bhubaneswar branch office has a fresh and bright reception area with an exhibition space to display awards and certificates to the visitors. There is also a television set which plays the various Godrej advertisements and the Godrej film on brighter living.

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work. There are no full-height or opaque cubicles for managers and every one is seated in an 'open-plan' system which promotes openness in the office and removes barriers between the various levels of employees working in the branch.

There are many discussion rooms and a well-equipped conference hall that can accommodate 30 to 35 persons.

There is hardly any paucity of space. The entire branch office is centrally air-conditioned. The lighting for the office has been designed in a scientific manner with respect to the health of the people, the lighting is not harsh and is pleasing to the eyes. Also, this better lighting is more economical than the lighting in the old branch.

Soft, soothing music runs in the background and creates a bright and happy work ambience. The branch has a trendy

kitchenette well equipped with a refrigerator, microwave,

Also, the branch is in a location that is easily accessible

water purifier and vending machine. The kitchenette is well

from the railway station.

furnished with cabinets to stock food and cutlery. The adjacent pantry area has a warm, inviting look.

The office is furnished with state of the art videoconferencing arrangements, an excellent conference

The entire new Bhubaneswar branch has been furnished

room, 8 discussion cubicles, a canteen and lunchroom

by Godrej furniture, products and systems created by

facility. Today, the branch can welcome a new entrant,

Interio, Locks, Prima, SED, SSG and Appliance divisions.

with his/her own workplace on the very first day of

The branch is like a model that can be used to show the

reporting for duty.

strength of brand Godrej to customers and business associates.

- R. Solomon, Bangalore - Barindar Singh, Kolkatta

Bangalore Branch: The new Bangalore branch has office strength of about 180 personnel including 4 Regional Managers. Earlier, the

branch was housed in 9300 sq ft of office space in a crowded location without adequate parking facilities and amenities. On the 9th August 2008, the branch was relocated to spacious premises of 17800 sqft on 3 floors at Karnataka Film Chamber of Commerce building, a prime central location. The office has adequate car parking for more than 25 cars in a basement, and can also accomodate 140

two-wheelers. It also has a lift

exclusively for Godrej. The building comes equipped with 300 Kva of generator power and is fully airconditioned even during power cuts with auto change over system.

The state-of-the-art workstations have been designed by Godrej Interio. The soft overhead lighting provides a nice ambience and is also economical for use. The staircases and walls are artistically designed and brightly painted with our brand colours.

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The Knowledge Center The Interio Knowledge Centre is a brilliant exposition of our future, where we create modern furniture inspired from nature.

The Godrej Interio Knowledge Centre at the Vikhroli G&B campus is a sharing point for showcasing the thought process and knowledge that goes into the design and production of Interio institutional and home furniture.

The Knowledge Centre, recreated by the Godrej Interio design team, showcases the new Godrej where the future of Godrej design and conceptualization for delighting customers is elegantly presented.

The Centre was jointly inaugurated on 25th April, 2008 by Mr. J N Godrej, CMD – G&B and Mr Adi Godrej – Chairman, Godrej Industries in the presence of the Board of Directors, G&B GMC members, Godrej Interio Head – Mr. Anil S Mathur along with the DMC members, Design team and other team members from Interio.

The Godrej Interio innovations at the Knowledge Centre are presented through a fresh theme of 'engineered nature'. The story of innovation and design is told skillfully

“I am most impressed with the new Knowledge Centre. The concept is unique in design and vision.

It has been executed in a superb manner. I am sure that this Knowledge Centre will allow Godrej to be ranked as the best partner for Office Interior and Office Equipment. The team that designed and executed this project is outstanding.

My Congratulations! Keep it up and I look forward to more innovation in the coming years.”

Mr. J N Godrej

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Designing the future

by comparisons to plant morphology. With an area no less than 7000 sq.ft., it boasts of 17 distinct functional showcases - styled to set trends and create aspirations.

A Knowledge Centre is a means to trigger rediscovery of thought processes and ideas. Facts, data and information are collected over time by many people about products and processes; thus, there are many interlinked threads to follow which will reveal interconnected stories that take us from first ideation to final product.

The Godrej Knowledge Center is a celebration of the sense of discovery and heightens the way we perceive the natural and man made environment. This place is a metaphor of the Godrej philosophy to work and to workspaces, translating the insights of the natural science of plant evolution into engineered objects.

This span of time is one of the most exciting times of discovery, of advances in technology, and of creative

“Brilliant exposition of the Godrej of the future!”

Mr. Adi Godrej

“I am so pleasantly surprised and bowled over by the elegance and design of the furniture and the coherence in the look of the Knowledge Centre. My sincere congratulations to the excellent team effort and I look forward to see more and more”.

Mrs. Smita G. Crishna

application. Extraordinary searches and discoveries in the sciences have revealed the evolution of the universe, the role of DNA, the genome and extraordinary world of bioneering.

Celebrating the patterns of the universe; inventing new forms, linear twists, geometric progression that unfolding science shows, underlies the fabric of the cosmos. Today, new eyes give us a new perspective of our place in the world. Seeing the earth from above as well as super

It turns out that the engineered nature of plants and other life forms have hit on the secrets of formal organization long before humans. Nature, imaginative by necessity and a survivor by evolution has found what works, what’s appropriate – and most important - what is sustainable for the foreseeable future.

Like a modular office system which organizes itself to imitate the optimal growth of leaves on a stalk, we at Godrej are imbibing a greater understanding about natural engineering as a form and production process.

magnified details, makes us reconceive our place in the universe.

How did the sunflower seed-head pack itself into beautiful spirals?

When did the leaf learn to turn to face the sun?

Why did the dandelion seed take flight?

What made trees grow upwards and not all fall down?

From natural symmetry we are learning how to contour comfort into a chair seat; create balanced colourlike inflorescence in a garden; morph modular systems to repeat like leaf venation...

Godrej Interio takes inspiration from the engineered ingenuity of the natural world. A living plant is a responsive organism just as our approach to designing office furniture is receptive and reiterative.

Doreen Rosario, Sagnik Biswas & Darshan Gandhi - Godrej Interio

Comments from delighted customers : “It is a leap beyond contemporary. I am sure that

our working place – this kind of set-up increases work

initiatives such as these will propel the Godrej group

capacity and also the productivity of human power”.

to an even higher global stature, which is its rightful

Ms. Arti Mehra, Mayor of Delhi

place.” Mr. Bipin Alreja “Innovations personified!” Mr. Punit Saxena, CEO, “Absolute pleasure to see the present and future of

UTI Infrastructure & Services Ltd.

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G N I D L I U B N E E GR 2008

Calling on industry and individuals to take on a more responsible role towards sustainability.

T

he 6th Green Building Congress organized from 24th to 27th September, 2008 at Mumbai was a run away success with participation of over 1200 delegates. More than 100 Green Building products were displayed, having international participation from US, Australia, Canada, UAE and UK.

The main thrust of Green Building Congress 2008 was to take forward and catalyze the Green Building movement in India.

The inaugural session of the international conference saw an impressive galaxy of industry titans, government representatives, nodal agencies and various stakeholders of national and international Green Building movement.

The Guest of Honour, Mr. Niranjan Hiranandani – MD, Hiranandani Group highlighting the small and thoughtful initiatives said, “Well thought out lighting plans in building passages, planting and nurturing trees, implementation of small sewage recycling plants at corporate and individual society level, and smart water management projects will go a long way in Mr. JN Godrej and Mr. Niranjan Hiranandani at the inauguration of the Green Building Congress.

conserving resources and will serve as a clever investment for the future.”

Mr. Jamshyd N. Godrej, Chairman, CII-Sohrabji Godrej Green Business Centre(GBC) in his address said, “CII-Godrej GBC will now focus more on issues and concerns of 'climate change'. He informed that a Water Institute in Jaipur will soon be established aiming to encourage newer techniques in water recycling and water management.

Calling on the industry to take on a more responsible role towards in water management and energy efficiency, he also briefed the audience on the CII - Code for Ecologically Sustainable Business Growth developed as part of the Mission on Sustainable Growth (MSG) initiative. Highlighting energy efficiency and cost saving as a strong business case for ecological sustainability, Mr. Jamshyd N Godrej encouraged the Industry to sign the CII - Code for Ecologically Sustainable Business Growth.

The two-day international conference on green buildings witnessed plenary sessions, panel discussions and technical sessions which included green architecture, Green Building movement, greening the cities, CDM, sustainability, national

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S S E R G CON and international case studies, parallel sessions on

Godrej & Boyce Shramik Sangh (GBSS) initiatives

energy efficiency, green building materials, indoor air

GBSS organised a function for felicitating students for

quality, etc.

academic excellence (>85% marks in S.S.C. and >80% marks in H.S.C.) in August 2008. Mrs. Pheroza

Green building practices adopted in residential buildings can substantially reduce or eliminate negative

Godrej presided as the Chief Guest. The program was attended in large numbers by parents and children.

environmental impacts. As an added benefit, green homes reduce operating costs, enhance marketability in case of residential apartments and reduce health problems resulting from indoor air quality problems.

The three-day mega exhibition on Green Building Products, technologies and services was organised from 25 to 27 September 2008 at Mumbai and was inaugurated

by Mr. Niranjan Hiranandani, Managing Director, Hiranandani Group.

The House of Godrej had put up the first green building in India in the year 2002 (CII-Sohrabji Godrej Green Business Centre) as a Centre of Excellence for energy,

Seen in the picture are Ms. Pheroza Godrej, Ms. Binaifer

water and sustainable technologies to be emulated by

Chhoga (Principal, UPS), Mr. Bhalchandra Joshi (Chairman)

rest of the industry. It generated positive response and

Mr. Rambali Yadav (Gen. Secy.), other Office Bearers of

enthusiasm in the entire building industry; 320 green

GBSS and the felicitated students.

buildings with a foot print of over 240 million sq. ft. of which 68 are green homes, came up in a short span of five years.

To make a significant impact in stopping degradation of our environment and ecology, it is of paramount importance that the existing buildings are also converted into green buildings.

The House of Godrej is taking a small step in this direction by converting our Godrej Bhavan building at Fort, Mumbai into a green building over the next two years.

- H N Daruwala, Godrej Electricals & Electronics.

A Vocational Guidance program was held for SSC students in June 2008. An aptitude test and career counseling was conducted for the students.

Dr. Bhavna Kerkar from Umang Trust conducted the program inaugurated by Mr. Anil G Verma – E.D. and Head, P&A and Mr. G.R. Dastoor – G.M. and Head, IR. This initiative was highly appreciated by parents and students alike.

- Rambali Yadav, Bhalchandra Joshi, DV Haldankar (from GBSS) Translated by Khevna Bhatt (Corporate HR)

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Blood Donation Drive at G&B

A

two day blood donation camp was organized on 8th and 9th August '08 at Pragati Kendra,Vikhroli, Mumbai, marking the 17th and 13th death anniversaries of our founders, Mr. NP Godrej and Dr. BP Godrej.

Blood is a life saving fluid and can be produced only by human body, making it priceless. The drive yielded better results this time with 528 units of blood donated as compared to 349 units in 2007. Mrs. Smita Crishna, Chief Guest and Mr. PD Lam made a fervent appeal to one and all to come forward and participate whole heartedly in this noble cause so that at some stage the gap between the demand and supply can be bridged. The blood was donated to KEM hospital.

The response was overwhelming and employees from across the business units came forward to donate blood.

Simultaneously, on 8th August '08, blood donation camps were organized in the South zone branches viz. Chennai, Hyderabad, Bangalore and Cochin. 98 employees from Chennai Branch, 63 employees from Bangalore Branch, 48 employees from Hyderabad Branch and 21 employees from Cochin Branch donated blood to save the lives of thousands of people.

KEM hospital, Red Cross Society and Indian Medical Association extended their help in conducting these camps.

- Mohan Ghadge-Pragati Kendra, Nariman Bacha-P&A and Team Commercial - South

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CONGRATULATIONS

The National Order of the Legion of Honour, the highest distinction by the French govt. to it’s citizens or foreigners, was awarded to Mr. Nadir Godrej, MD, Godrej Industries Ltd.

Mr. Anil G. Verma has been inducted into the Board of Directors of Godrej & Boyce Mfg. Co. Ltd. as Whole-time Director of the company with effect from 1st October 2008.

Mr. Vijay M. Crishna has been inducted into the Board of Directors of Godrej & Boyce Mfg. Co. Ltd. as Whole-time Director of the company with effect from 1st October 2008..

Mr. Jérôme Bonnafont, the French ambassador in India, adorned Mr. Nadir Godrej with the Knight rank of the order at a well-attended event on November 26, 2008 in Mumbai. Mr. Nadir Godrej admires the French culture and language. His love for the language resulted in a book of poems written both in English and French titled “Life & other poems”.

An IIT graduate and a post graduate from IIM Ahmedabad, Mr. Anil G. Verma joined Godrej & Boyce Mfg. Co. Ltd. on the 17th of May 1983, straight out of campus as a management trainee. After some years he was given the responsibility of heading the Furniture Business as the Vice President from March 1997 to March 2003.

A graduate in Economics from St. Stephen’s College, University of Delhi, Mr. Vijay M. Crishna handled several major brands before becoming the CEO of Lawkim Ltd. In 1991, he formed a joint venture company - Statomat Special Machines, India and was appointed to the Board of Directors, Godrej- GE Appliances in 1993.

On being conferred the award, Mr. Nadir Godrej said, “I have great admiration for France and its culture.

The news of the honour was a pleasant surprise and I express my heartfelt thanks to the French government for the same.”

He took charge of the Personnel & Administration function as the Executive Vice President and Head Personnel & Administration since April 2003.

In 2003, he extended Lawkim's activities to light engineering and IT Enabled Services. From 1st October 2008, the company merged with Godrej & Boyce Mfg. Co. Ltd.

He is now designated as the ‘Executive Director’ (Personnel & Administration).

Mr. Crishna is now designated as ‘Executive Director’ (Lawkim Motors Group).

Some famous personalities to receive this honour include Steven Spielberg and Gérard Depardieu. In India, in the past, renowned film director Satyajit Ray and sitar maestro Ravi Shankar have been bestowed this honour.

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Hillside colony cricket Sagnik Biswas from Godrej Interio talks fondly of the cricket fever that grips Godrej in the cooler months in Mumbai.

The game is on …

As the days become shorter and the shadows grow longer,

tournament is simply a knock-out one, be it its format or its popularity.

and a sudden sharp nip can be felt in the air … we all know

Godrejites – with an office from 9 to 5 and a family for the

at Hill side that it's once again time to enjoy the greatest of

rest – really transform! And how!! They become sportsmen

all games … cricket!!

in the evening! With practice sessions in full swing, children are practically driven off the field to some obscure

And we do it in style!

courtyard or garden in the evenings … at least for these 2

Historically, it was the encouragement of Mr. Naval P

months to make way for the elder members of their family.

Godrej and Ms. Soonuben Godrej that saw the first Godrej

With the parallel festival season, people are already

Cricket Festival being organized by Abhinav Cricket Club

joyous … and this comes as a bonus.

for Godrej employees and since then, it has gone on to become history itself. And recently, it's been revived with the Godrej Golden Jubilee Cup Cricket tournament.

Add to this, the very special commentary can be heard from faraway in the vehicles plying on the LBS Marg and to the casual pedestrians.

In the first few years, it was organized at the Creek Side ground. Later, with the popularity of the Kerry Packer series, arrangements were made for night cricket as well.

But nothing can make this experience complete, without the special mouthwatering delicacies, that one can sample – thanks to the great culinary efforts and entrepreneurship

Over the years, it has changed from being a plant level

of the supportive bahus, bhabis, maushis and didis – from

affair to a major sporting event led by the Company and

the numerous food stalls, that happily mushroom during

today it is motivating and encouraging employees across

this period. As the game draws to a close, many gather

the group. Times have changed, so have faces, ideals and

around – ranging from the die-hard fan to the

dreams – but against all odds, this cricket fever has never

contemplative philosopher – to support and cheer their

once failed to maintain its grip on Godrejites.

team. For the next 2 months – there will be no other appointments in the evening…

All the Godrej businesses – now over a hundred years old, and a size to match its years – participate with gusto!! The tournament runs for about 2 months … easily putting the hectic schedule of any IPL, ICL etc. to shame.

And so the show goes on – with the vibrant colors, teeming people, boisterous shouts, masala pav and the occasional howzzat? – you know that it's all happening again at Hillside … you know that the game is on.

This year 56 teams have participated, under various

Acknowledgements:

permutations and combinations. Each match is 8 overs an inning – which in this era of ever diminishing versions of the game – could actually be looked upon as the format of the future! With all its teams and rules and regulations, the

Sikandar Khan, Godrej Interio Mangesh Ambre, Godrej Prima Sanghamitra Sen, Godrej Archives Doreen Rosario, Godrej Interio.

37

And We Stopped....

And We Stopped.... totohelp help

L

ife is so unpredictable. On the 4th of September,

team of dedicated doctors and nurses administered first-

my husband picked me up from work. Just as we

aid to this man immediately. He was very serious with slim

were turning left to take the flyover towards Thane

chances of survival. We contacted his family. Soon, the

on the Eastern Express highway from Vikhroli station

police arrived. I got a first hand experience of what an FIR

road, we had to slow down since there was a traffic jam

was. The police inspector was very helpful and

caused by a motorbike accident. From our car, we could

considerate. He took down all the details from us,

not make out if it was a man or a woman, dead or alive.

permitted us to leave and also thanked us profusely for

Suddenly, my husband observed a movement in the

doing our duty.

person's body and wondered if it would be sensible to get out and help. He was very apprehensive of the regular police 'harassment' that we hear about. I immediately informed him about a recently introduced law regarding helping road accident victims. It said that any person who would help such victims would not even need to step into a police station. On hearing that, my husband wasted no time at all in jumping out of the car. I followed him too, just incase the victim was a woman. My husband turned the victim who was lying face down. He was a young man who was bleeding profusely, with serious head injuries and what seemed like multiple fractures. We asked the onlookers to help us put the man in our car. Thankfully, three of them helped us.

What a night! It turned out that the man was just 22 years old and had recently lost his father. His mother was looking out for a job as a maid. This man needed an immediate brain surgery and the family was not in a position to afford it at all. The only solution seemed to shift him to a municipal hospital. After many enquiries, it was found that there was no bed available in any ICU with an artificial ventilator. It was a very tense moment. Time seemed to be running out. But God has his own ways. The hospital informed the Godrej Memorial Trust and they were convinced of the genuineness of the case. The surgery was performed successfully. Though the man did not regain consciousness for more than a week, he did eventually recover and was put off the artificial ventilator.

We were soon rushing to the nearest hospital, which was

After nine days of the accident, he was shifted to a

the Godrej Memorial Hospital (GMH). I was extremely

municipal hospital.

anxious whether a private hospital would admit a road accident case. I had heard of various formalities one has to deal with in such cases. But God is great. As the famous hymn goes 'Jyot se jyot jagate raho…' one good deed led to another. The hospital did not waste a second in taking this young man under their care. What a sight it was! A

The motive behind sharing this experience will be achieved, if it gives even a single reader of this write-up, the courage to stop and help…

Neena Manchanda Udayachal Primary School

If you want happiness for an hour, take a nap. If you want happiness for a day, go fishing. If you want happiness for a year, inherit a fortune. If you want happiness for a lifetime, help somebody.

– Chinese Proverb

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Celebrating the wild Wildlife Week was celebrated from 1st to 5th October at the Godrej Mangrove Centre (Soonabai Pirojsha Godrej Marine Ecology Centre).

On 1st October, an informative presentation was made

by Dr. Shrirang Bakhale and Mr. Sudhanshu Nulkar called 'Rescue of injured animals' with special reference to birds. The presentation addressed topics like first aid for injured birds, feeding, handling and other precautions. This was followed by a film on common birds. Several enthusiastic nature lovers from Godrej Colony along with NGOs, students and other animal lovers participated in this program.

A Nature Trail for bird watching was organized on 2nd October. The day began at 7.30 am with 103 nature lovers from G&B, colony residents, Garden Enclave residents, and nature lovers from different parts of Mumbai visiting the Godrej mangroves. Participants were led by Dr. Maya Mahajan and Mr. Hemant Karkhanis (from Mangrove Centre) and also by Mr. Shashank Dalvi (bird expert) and Mr. Adesh Shivkar.

Around 25 types of birds were observed, some of them being the Long tail Shrike, Fantail flycatcher, Green beeeater, Parakeets, Drongo, Koyal, Barbet, Tailor bird, Weaver bird etc. The different types of birds, their

habitats, food habits, migration etc. were described to the enthusiastic participants.

On 3rd October, Mr. Kaivalya Varma from Reptile Rescue Study Centre presented a slide show titled ‘Snakes - our Friends’ at Pragati Kendra. He informed the participants about types of venomous and nonvenomous snakes found near us, their habits and habitats, myths and facts about snakes, first aid for snake-bite etc. On the same day, an exhibition on Wildlife Conservation was organised. Six environmental organisations namely Godrej Mangrove Centre, BNHS, WWF, Srushtidnyan, Sparrow's shelter and Gangajal Nature Foundation participated in the same.

Butterfly Nature trail was organised on 4th October under the guidance of Dr. P.R. Arun, a butterfly expert. The participants were thrilled to observe more than 20 types of colourful butterflies. The participants enjoyed the trail as well as the colourful slide show presented thereafter.

The celebration concluded with a pledge by all to conserve nature and its wonderful creatures and spread the message of nature conservation among the society.

The programme got media coverage by DD News and appeared in DD Metroscan on 10th October at 6.30 pm.

- Dr. Maya Mahajan

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The Indian Independence Day coincides with the Founder's day for Udayachal Schools.

On this auspicious occasion, Udayachal schools

Udayachal Schools celebrate Independence Day

organized a celebration with the theme 'Industrialists

40

and their role in the development of India' to expose the minds of the children to the great men, who, through their selfless commitment, laid the foundation of a progressive India.

The day began with the Tricolour being unfurled by the chief guest - Mrs. Panna Adhvaryu. Students of Std. III presented a disciplined march. The higher classes enacted scenes from the lives of the Tatas, the Bajajs, the Kirloskars, the Murthys and of course the Godrejs, aspiring for a powerful India and a happy global citizenry for all.

An introduction to the programme-'It takes courage to answer a call' - was a musical introducing these great men and their vision, which changed the outlook of business in India.

Starting with the life of Pirojsha Godrej, the children recounted the story of a barren land, turned into a sprawling, bustling township. Naoroji Godrej's sterling qualities were also highlighted in this play and so were Soonuben's and Jaiben's roles. We were taken through the history of the various Godrej products and their foray into the Indian market.

Jamnalal Bajaj was next in line, a man who loved his country and contributed both to the freedom struggle and to Indian industry. The educational institutions built in his memory are testimony of his passion to see India progress.

We glimpsed next at Kirloskar's contribution to agriculture, the backbone of our country, which modernised the life of a rural farmer, giving an impetus to the green revolution.

J.R.D. Tata, a stalwart among many‌ his integrity in business and humanitarian appproach with his workmen were subtly brought out, so was his desire to have a happy nation.

Narayan Moorthy, his courage and determination were brought out clearly through the skit on his life.

His wife Sudha's constant support was highlighted too. The IT revolution owes much to this man.

The finalĂŠ struck a chord when, in unison, the children promised to make India's future brighter and to walk forward, united.

A spectacular show indeed!

We as teachers strive to create such leaders for the future! Somewhere, if they are motivated, our role is fulfilled well.

Priya, Sujata, Tandra and Namita Udayachal Schools

Our achievers

Name: Poonam Nivrutti Barve Daughter of: Nivrutti D. Barve (Godrej Precision Equipment) and Shaila Barve Achievement: Poonam has scored 94.61% in SSC board exam 2007-08. She stood first in Vikas High School and was felicitated for the same.

Congratulations Poonam!

Name: Shubham Rajendra Sangle Son of: Rajendra S. Sangle (Godrej Tooling) and Kavita Sangle Achievement: Shubham had appeared for the Maharashtra state primary school scholarship examination for the year 2007-08 as a standard 4 student.

He stood 1st in Mumbai division and 4th in Maharashtra state merit lists with a fabulous score of 298 out of 300.

Congratulations Shubham!

Name: Prasad Sunil Parab Son of: Sunil Bhagwaan Parab (Godrej Tooling) and Snehal Parab Achievement: Prasad had appeared for the Maharashtra state primary school scholarship examination for the year 2007-08 as a standard 4 student.

He stood 8th in Mumbai division merit list with a fantastic score of 284 out of 300.

Congraulations Prasad!

Name: Lakshmi S. Menon Daughter of: C. Surendranath Menon (Cochin Branch) and Sumam Menon Achievement: Lakshmi stood second in the Bachelor of Business Management examination 2007-08 of M.G. University, Kerala from Chinmaya Vidyapeeth, Ernakulum.

Congratulations Lakshmi!

Know Your Mangroves

Salvadora persica (Meswak) Salvadora persica (Meswak) is a 'mangrove associate' plant that can tolerate high levels of salinity. Generally found in areas of low tidal influence, at Creekside in Pirojshanagar it is found in close association with Gray Mangroves (Avicennia marina).

Leaves of this species are thick shiny green and coated with a waxy layer. The plant flowers between February and March and bears bright wine red or white fruits in April and May. Secondary fruiting is seen between October and December.

The berries are beautiful, edible and attract birds like Bulbuls, Rosy Pastors (migratory bird) etc.

The leaves of Meswak are an important food for the caterpillars of Salmon Arab butterflies, the common butterfly of the Pirojshanagar Mangroves.

The fruits are edible and slightly narcotic. Ripe fruits of the Meswak plant are eaten during famines in Gujarat and Rajasthan. Oil from the seeds is used in soap industry. The Meswak plant also possesses antibacterial properties. The astringent root of this plant is used as a 'toothbrush'. It has a religious importance in Islamic communities as the Meswak 'toothbrush' is used to clean the mouth before prayers.

The Meswak root has been scientifically proven to be very useful in the prevention of tooth decay even when used without any other cleaning agent. Meswak toothpaste (with the root extracts) is popular in India.

- Dr. Maya Mahajan To know more about the Mangroves Section of the Soonabai Pirojsha Marine Ecology Centre visit www.mangroves.godrej.com.