Passline Business Magazine Jan-2013 by Passline Business Magazine

COVER STORY

PASSLINE

Jan 31 - Feb 28, 2013

From the Editor The never-quenching thirst

here is a reason for choosing gold as the topic of this column. I came across an article which appeared in a daily immediately after the increase in import duty of the metal from 4% to 6% recently. It is amusing to know that despite the price rise during the last fiscal, India still remains the largest importer of gold to the tune of 800 tonnes worth $60 billion in value, compared to $40 billion a year ago, thanks to the slowdown in the economy and the dearth of alternative investment options. Thus gold contributed to the country’s import bill together with crude imports which widened the trade deficit to a notable high of 5.4% of the GDP as of September 2012. Editor & Publisher

Varghese Paul

Chennai Augustine Joseph Ph: 09381000534 Bangalore Jayachandran 0988699331 Manager-Marketing Sajan K 09895344485 Keethara Publications Pvt Ltd 38/125 1st Floor, Narakathara Road, Kochi-682 035, Kerala, India. Phone

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This is the national-level or macro-level scenario of the precious metal in general. It is also interesting to know how Kerala, our small state with a small population, fares in the consumption of the metal. I would request the readers of this column to recollect the speech of our Prime Minister during his visit to the state in September last year. He appealed to the people of Kerala to shed the passion for gold and urged them to convert it into cash for the nation’s growth. What prompted Dr Manmohan Singh to make the appeal is convincing for reasons given below. Among all Indian states Kerala is the largest consumer of gold and the people of the state are also the largest users of ornaments made of the glittering metal. Apart from these firsts to its credit, what is astounding is that five Kerala-based jewellery brands are doing the largest volume of business in the global jewellery market. Why are Keralites so passionate about the metal? The reason for the demand for gold is the high per capita income of Keralites who opt for an easy investment without many hassles. Moreover, the flow of foreign money to Kerala homes enables it to make more investments. And the ideal investment option is gold, gold alone. Other investments involve a lot of intricacies and risks. Gold has had its own charm from time immemorial. Traditionally all our royal families are enamoured of amassing the yellow metal which determines their status. It could also be easily converted into liquid form. Recently we saw the unearthing of the huge collections of gold from the Sri Padmanabha Swami Temple, Thiruvananthapuram, which the Travancore Rajas had accumulated as inherited assets of the temple and which they resented to part with. So the desire for possession of gold by people is not a new kind of affinity whatever community they belong to. The lure of gold is in their blood because it is a passion and fashion for them to showcase it. The Government’s worry is that the large trade deficit gap will create economic instability as India is a big importer of petroleum products too. Hence the increase in the import duty on gold. But the irony is that despite the import duty increase and the Prime Minister’s appeal, the thirst for this precious metal will never be quenched as it is assimilated into Keralites’ blood.

Varghese Paul Jan 31 - Feb 28, 2013

PASSLINE

IN BOX

Air Kerala no solution

our editorial (Dec 31-Jan 31, 2013) succinctly brings to focus real issues concerning Indians working abroad, whose remittances constitute the single largest steadily rising source of foreign exchange inflow which, according to World Bank estimates, exceeded $70 billion in 2012, the highest in the world. Considering that this huge inflow of foreign exchange comes to our country unconditionally, Indians working abroad deserve the red carpet treatment when they arrive for their brief stay or vacation in India. Sadly, these Indians are denied even the basic courtesy of enjoying a hassle-free air travel to and from India and a fair treatment by officials at our airports. Air India, which dominates the India-Gulf sector, treats passengers in this sector as cash cows while the airline incurs heavy losses in other sectors where passengers are wooed and pampered. The solution to this problem is not Air Kerala. What is needed is to liberally open the India-Gulf sector to global airlines having large fleets of aircraft. Indians working abroad and sending remittances regularly must be given privilege cards free of cost that must entitle them to superior quality of facilities at Indian airports as they are commercially important persons, as important as our breed of VIPs. The other set of global Indians residing abroad and who reach out to global investment destinations are a class apart—a pampered lot—for whom the Union Government provides several schemes for profit-maximizing and tax-dodging avenues. These Indians must not be the focus of Pravasi Bharatiya Divas. K V A Iyer, Kochi

NEWS BUSTERS Joyalukkas arrays four film stars

Joy Alukka

ine artistes from four neighbouring tinsel towns come under one `glittering umbrella’. The umbrella is spread by jewellery mogul Joyalukkas. The luminaries who come together as ambassadors for the yellow metal are Suresh Gopi from Mollywood, Madhavan from Kollywood, R Sudeep from Sandalwood and Allu Arjun from Tollywood. The brand ambassadors have signed agreements with the gold retail chain to launch extensive advertisement campaigns for Joyalukkas which is planning to add another 60 showrooms to its chain in India in the next three years.

The new drive coincides with the jewellery retail chain’s 10th anniversary in India which is simultaneously celebrating its 25th anniversary in the Middle East. “We are celebrating our 10th anniversary in India and now our global credentials are well established and understood by the jewellerybuying public here. We feel it’s time to connect with them more strongly with our new mantra, ‘Be Global, Touch Local’. For this we have signed up four regional superstars who complement our brand positioning and have very strong following within select regions of

PASSLINE

Jan 31 - Feb 28, 2013

Mediocre NRKs

or Kerala, NRKs are a dime a dozen. But those who come in the limelight are only a fistful. If we profile these, they may be all Padma title-holders. Examples are M A Yusuffali, P Mohammed Ali, P N C Menon, C K Menon, Ravi Pillai, Azad Moopen etc. Still there are a lot who are languishing in the background reluctant to jump into the bandwagon of the topnotches who obscure them by their mega-image. There is need for an earnest attempt by the rulers and the media to usher them into the front row in order to tap the potential of the shying stalwarts. I think the aspiring NRKs should come out on their own to create a row of their own and rally to the hotspot of activities. I find periodicals like PASSLINE sparing a lot of time and space to project the enterprising entrepreneurs who are in the upper strata in making investments in Kerala. The second-rung entrepreneurs may also try their tryst with destiny on their own or PASSLINE may do an earnest attempt to bring them into the limelight. Prince Charles, Dubai

India,” says Joy Alukka, Chairman and Managing Director, Joyalukkas Group. Joyalukkas has planned an extensive advertising campaign featuring each of the brand ambassadors, which will commence across the regions shortly. R Madhavan, who has been associated with the jewellery retail chain for more than three years now, says, “I believe I am a very integral part of the Joyalukkas family now and it’s been my most favourite endorsement to date. The brand stands for trust, integrity, fashion and innovation, which are the values I am thrilled to be associated with.” Says Suresh Gopi: “This is the first time I am endorsing a brand and I agreed to be a part of the Joyalukkas family only because I admire and respect Mr Joy Alukka and his phenomenal success inspires me. Brand Joyalukkas is already well established among jewellery lovers and I hope my association with it will help it to bond with its customers even more and attract more customers to its showrooms.” Kannada superstar Sudeep says: “This is a first for me too: I have never endorsed a brand before. I feel it is a privilege to start with a brand of Joyalukkas’ stature and renown. Joyalukkas is a global brand with fantastic values and I hope my association with it will help it to grow bigger and stronger.” Telegu heartthrob Allu Arjun has this to say: “It’s exciting to be a part of a globally renowned jewellery chain. Joyalukkas is an exciting brand, which understands jewellery and jewellery-loving customers the best. Its breathtaking designs and collections with the brand value proposition are a great combination I am proud to endorse.”

Best charity worker

oby Chemmanur, Chairman and Managing Director of the Chemmanur International Group, hogged the media limelight recently when Sri Sri Ravi Shankar of Art of Living Foundation, presented the best charity worker award to the group at the Anandolsavom held at Aluva. The group has launched an array of charity programmes. These initiatives include financial aid to women entrepreneurs, free wheelchairs for physically challenged people, financial support for students from financially backward families, distribution of livestock to poor families to support self-employment, pension scheme for traditional goldsmiths and ambulance service for the poor in Kannur district, among others. In addition, the group announced the extension of its free community-wedding programme to Kannur district. It also said that nearly 5,000 employees of Chemmanur International have donated organs. Moreover, Boby received rave reviews when the Argentine football legend Diego Maradona flagged off the low-cost helicopter service, launched by Chemmanur International Jewellers, at a gala function in Kannur. State Home Minister Thiruvanchoor Radhakrishnan was the first traveller in this chopper service named Boby Chemmanur Airlines, which plans to connect main business and pilgrim centres inside and outside Kerala. Maradona also inaugurated the Kannur showroom of Chemmanur International Jewellers as well as the 101st branch of Chemmanur Gold Loan

Passline News Service

ust 10 km from Thrissur city, the cultural capital of Kerala, is another Mecca many people find as fanciful and valuable. It is a mecca for students and their teachers and parents and comprises a Public School, a College of Engineering, a

Training College (BEd College) and a College of Architecture. Chittilappilly in Adat Grama Panchayat, where the campus of the

institutions is located, lies on the Thrissur-Guruvayur route, and is away from the din and bustle of the city but close to modern facilities. Lying at the foot of Vilangan Hills, Chittilappilly and the ideal campus, spread on 40 acres of land, are easily accessible by all modes of transport. Some world-famous pilgrim centres are situated around the

“Until two decades ago many people had not heard about the place,” says Mr K P Abdul Hameed, President of the Board of Directors of Ideal Educational Society (IES), which runs the institutions. “Now people think it is the centre of some of the best educational institutions in the state,” Mr Hameed adds.

At IES institutions talent hunting and encouragement can be seen from the very primary section. The milieu created there is conducive to blooming and developing the students’ individual talents. The institutions also try to nurture a strong teacher-student relationship. Activity-oriented and student-centred learning is given prominence. Students, even of KG classes, involve themselves actively in assembly and various other programmes. place—the Guruvayur Sree Krishna Temple, Malik-Bin-Dinar (Cheraman Masjid) and Lourdes Cathedral. The Thrissur-Guruvayur highway is only 2 km away.

Around 3,500 students flock to the institutions’ campus on weekdays (the strength of the Public School alone is about 2,500) not just to learn

the three R’s but to pursue postgraduate studies in engineering too. “It is a place offering education ‘from KG to PG’ ”, as Mr K M Aboobacker, General Secretary, IES, says. Dr D Sugatha Kumar, Principal of the Training College, reveals to a visiting PASSLINE team, in the presence of Mr Hameed and Mr Aboobacker, who lis-

ten to him with justifiable pride on their faces, a very interesting episode. “A young woman came to our campus recently with certificates and other documents. She had come to join the Engineering College as a junior lecturer.

Jan 31 - Feb 28, 2013 Jan 31 - Feb 28, 2013

PASSLINE PASSLINE

Auditorium

To the wonder and surprise of everybody present in the Principal’s room, she turned out to be one who had studied right from Lower KG to BTech in our institutions and was also our ‘Kalathilakam’, Dona Simon!” “This is possible perhaps only in our institutions. With the starting of the College of Engineering on the same campus, a ward admitted to the LKG class can come out as a graduate engineer at the age of 22, or as a specialized engineer with a MTech degree at the age of 24, from our institutions,” chirp in Mr Hameed and Mr Aboobacker, warmly endorsing the Principal’s statement. How does the IES Public School mould its students, we ask the Vice-Principal of the school, Mrs Beena S Nair, who talked to the PASSLINE team in the absence

No interference in academic matters All heads of the institutions run by IES are agreed on one point: there is no interference in academic administration by management. Both the President and the General Secretary of the Board of Directors, the top management functionaries of the institutions, accompanied the PASSLINE team to the heads of the institutions and heard the Principals and Headmistresses showering praises on them for this rare gesture unheard of in several other institutions.

Bus bay

Campus

2008 I have never experienced any kind of problems from management”, he says.

Echoing the same sentiments, the Engineering College Acting Principal, Dr Veeran Kutty, who has been working in the college since 2004, says that his pleasantest experience with the college has been that he has had complete administrative freedom here. “The ambience is very good, the infrastructure first-class and the atmosphere superb. What else does one want for a smooth “Recruitments are all made working atmosphere in a colby the heads of the institutions lege?” and top management only ratiMrs Raji, Headmistress fies them. Whenever we need (Secondary), Mrs Daly John, personnel or whenever posts Headmistress (Primary), and fall vacant, we just notify man- Mrs Beena S N, Vice-Principal agement. They sanction the of the Public School, all have posts and we fill the vacan- nothing different to tell. “We cies,” says the Training College are happy to have been part of Principal, Dr Sugatha Kumar. such a wonderful institution of “Since I joined the college in knowledge”, they say.

PASSLINE Jan 31 - FebJan28,312013- Feb 28, 2013 PASSLINE

of Mr V J Joseph, Principal, who had gone on an urgent official tour. “The purpose of education”, says Mrs Nair, “is not creating doctors, engineers V J Joseph and other professionals, it rather aims at the holistic development of a child. Along with the professionals we need to create upright citizens who are kind, understanding, sincere and, in all respects, real human beings. Education also aims at imparting the sense to recognize and acknowledge God-gifted talents that an individual possesses to enhance and nurture them. Often this aspect seems to be neglected today. Our aim is to allow the students to expand their selves, recognize their talent. IES tries to create musicians and singers, painters and dancers, as much as it honours academic excellence. The school magazine Idealites Beena S Nair stands testimony to it.” This talent hunting and encouragement can be seen from the very primary section. The milieu created there, says Mrs Daly John, Headmistress of the section, is conducive to blooming and developing the students’ individual talents. The school also tries to nurture a strong teacherstudent relationship. Activity-oriented and student-centred learning is given prominence. Students, even of KG classes (“there is a lot of space for their activities”), involve themselves actively in assembly and various other programmes. Daly John Emphasis on spoken English has led to very encouraging results,” says Mrs Daly John. “We also conduct outdoor classes for the students so they don’t feel like being caged”. “It is heart-warming to witness elders taking the little ones in KG and playschool to their classes. This sisterly and brotherly affection is a rare sight. The entire atmosphere is warm and both management and teachers are responsible for this,” says a proud Mrs Daly John. “Such an atmosphere makes kids confident when they enter higher classes.” LKG and UKG have five divisions each with 165 students, and there are 20 in Playschool. According to Mrs Usha Kuttan, KG Coordinator, the school’s KG division is superb. “The Montessori system is merged into it to make the classes smart. It enables the child to learn by itself through the use of didactic materials. There

There must be 50 or 60,” they said. Vehicles for the College of Engineering for both the students and the staff ply to and from Vadanapilly, Irinjalakuda, Kodakara, Kunnamkulam, Guruvayur, Chavakkad, Vadakkekad, M G Kavu, Thiroor, Mannuthy and all suburban areas of Thrissur.

The school follows the CBSE pattern of education and the medium of instruction is a park for is English. Besides English, Hindi, Malaythe students. Many alam and Arabic are the languages taught. things which are not available for There are classes from LKG to Standard kids elsewhere are available here, includ- XI and XII (senior secondary stage). A The campus of the College of Engineering spoken English. There are special residential and co-educational senior sec- ing includes the main multi-storey college ayahs,” says Mrs Usha Kuttan. “The maxi- ondary school, it is an ISO (9001: 2008)- building with 12,800 sq metres of built-up mum number of teachers sent for orienta- certified institution. area accommodating classrooms, tutorial tion courses are perhaps from our school”, Mrs Raji O A, Headmistress (Second- rooms, drawing halls, computer laborashe says. ary), speaks of how children get the plat- tory, administration office, department ofAudiovisual equipment, readers’ cor- form for the school’s growing buds to rec- fices and staff rooms. The top ambience on this world-class campus is highly conner, indoor games etc come alive dur- ognize and develop ducive to technology education. ing the lunch interval. ‘Talent Time’ is also their hidden potential organized every Friday. Displays are put in both scholastic and Since Dr N N Vijayaraghavan, who was up in every classroom and the courtyard. co-scholastic areas the Principal, left, Dr M K Veeran Kutty, a Weekly quizzes are conducted to improve and activities. “The much-experienced professor and expert, the students’general knowledge. Garden- diverse learning prois in charge of the college today. He feels ing and games are encouraged to keep gramme has been that the ambience here is wonderful and the students physical- planned by us recogthe infrastructure world-class. The college ly fit. There are spe- nizing this fact. High is conceived as a high-tech technical trainRaji O A cial classes for chess, academic achieveing institution offering six BTech degree abacus and Islamic ments are encourcourses and the MTech course. The BTech studies on Saturdays. aged in the school, with considerable stu- courses are in Applied Electronics and InStudy tours and field dent successes in various competitions as strumentation Engineering; Civil Engineertrips are undertaken well”, she says. ing; Computer Science and Engineering; to expand their horiOn the way to and back from campus Electronics and Communication Engineerzons. the PASSLINE team was surprised to see ing; Electrical and Electronics Engineering Usha Kuttan IES Public School the fleet of the institutions’ buses plying to and Mechanical Engineering. The MTech is perhaps one of the and fro. Mr Hameed and Mr Aboobacker is in Geotechnical Engineering. few institutions which have stated its mot- took us round the campus and showed us With the constantly growing and to as ‘Serve One Another’—to explore, to the large parking centre for vehicles. We knowledge-based industries now occuaim higher and forge new paths to reach counted almost 30 parked there. “Many pying centre stage in development, says the ultimate goal of life. And its mission is may be plying on the routes now. These the college management, there is an into harmonize its aims with the principles of parked ones are perhaps back after their creased demand for quality infrastructure universal brotherhood, the aspiration of its trips. We ourselves do not know the exact to accommodate and support developnumber of vehicles the institutions have. students and needs of the nation. ment activities. The need for infrastructure has forced development to take place in unsuitable ground and environmental conditions. Construction projects coming up he wonderful campus and the elegant buildings that we witness at the oncein adverse ground conditions require exremote Chittilappilly are the effort of 87 good-natured, society-loving, dedicatperts with thorough understanding of geoed and far-sighted people. It is their investment that made this possible. How did the technical engineering for providing proper idea of such a venture of monumental nature occur to you, we ask Mr Hameed and foundations for the proposed structures. Mr Aboobacker. “Some of us were in Qatar when the Iran-Iraq war was at its height It was recognizing the importance of this in the late 1980s. Middle East Educational Services (MES), which we had already and considering it as a social responsistarted there especially for expatriate Indians’ children, can be said to be the precurbility that the IES College of Engineersor to IES. Many Indians left the place for home during the war fearing its echoes in ing introduced the MTech Geotechnical the whole of the Gulf. So MES in Doha had to be wound up. Those who quit Doha Engineering course in the Department of and other places in Qatar would, we thought, find it difficult for their wards to continue Civil Engineering. Our institution is the first their studies back home. This motivated us to start a school for them in Thrissur. We self-financing college to offer this course chose Thrissur because it is an educational centre.” in Kerala and the second in the state to do so. Is there any preference for expatriates’ children? “Certainly. But we admit local children also. In fact there are large numbers of them in our school. Mr Hameed and Mr Aboobacker say new PG courses are in the offing and efMr Hameed and Mr Aboobacker say that at no time had the founders any motive forts are on to secure autonomous status other than helping society behind their starting the school. The 87 philanthropic men for the college and to develop it into a invested money not hoping for any return. None of them (some have left for their centre of academic excellence. Its departheavenly abode) have received anything in return nor are they interested in it. It is a ments also undertake consultancy work kind of sentiment that one can hardly see anywhere else,” they say. which promotes interactive cohabitation

What kick-started it to happen

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Jan 31 - Feb 28, 2013 Jan 31 - Feb 28, 2013

8 Founder members The following are the 87 founder members of Ideal Educational Society: bdul Azeez K P; Abdul Azeez P K; Abdul Ghafoor H; Abdul Ghafoor P; Abdul Hameed K P; the late Abdul Kader C M; the late Abdul Kader P A; the late Abdul Kader Y M; Abdul Karim K; Abdul Majeed K B; Abdul Rahman M K (Chalakkudy); Abdul Rahman V K; Abdul Rahman M K; the late Abdul Rahman P M; the late Aboo P V; Aboo R V, Aboobacker K; Aboobacker K M; Aboobacker K P; Aboobacker M E; Aboobacker N M; Aboobacker P A; Aboobacker T K; the late Abu Fareed P M; Abutty A M; the late Ahamed Kutty P T; Alikutty C; the late Ali Muhiadeen; Ashraf V K; Basheer Ahamed P T; the late Bhuhari P P; the late Ghulam Mohiuddin; the late Hamza P K; Hassanmon R V; Hyder P P; the late Ismail M K; the late Kader A V; Khalid T K; the late Kunhahamed K; Kunhahammed G P; Kunhi Mohamed K (Alankode); the late Kunhi Mohamed N M; the late Kunhi Moidunni K V; Kunhi Moidunni V C; Kunhimon A V (Kadayil); the late Kunhimon A V; the late Kunhimon K A; Kunhumohamed K (Punnayoor); the late Kunjumuhamed K P; Mahamood V V; the late Mammu Haji T K; the late Marakkar Thamarassery; Mashood K K; the late Mayin C H; Meeran P N; Mohamed Ali K K; Mohamed Ali K P; the late Mohamed Ali M M; Mohamed Ashraf K V; the late Mohamed Haji U P; the late Mohamed Jaleel A V; Mohamed M (Perumpilavu); Mohamed M T; the late Mohamed P K (Kohinoor); Mohamed P K; Mohamed Usman A A; Usman A T; Mohamed Usman K T; the late Mohamedunni A V; the late Moideen E M; the late Moidunnikutty R O; Mubarak Abdul Rahman; Mohamed M C; the late Mushab A, the late Musthafa R V; the late Pareekutty A A; Saidalavi K; Saidalavi P T; Said Mohamed P; Shamsudeen A; Siddique O M; the late Siddique P C; Siddique B M; Syed Mohamed P T; the late Ummer K P; Ummer N K and Usman A K.

with local industries. Approved by the AICTE, the college is affiliated to Calicut University. The student intake for the courses is 60. Besides, there are three NRI and three merit seats. What attracts visitors to the college campus is the well-spread mosque for Muslim students, including girls, to offer their prayers. There are separate hostels for men and women. The canteen, IES Food Plaza, is a large and spacious two-storeyed building providing hygienic vegetarian and nonvegetarian food at nominal rates. The college is a centre of excellence for consultancy and there is a Microsoft campus agreement programme. Though an engineering college, it imparts professional ethics and value-based and character development programmes. There is a full-time placement and career guidance division. The college also boasts all latest amenities and facilities.

“The pass percentage is 70%-80%. Our students are nationally competitive. We are 12th in university ranking in Kerala and are soon to have Dr M K Veeran Kutty National Board of Accreditation recognition which will mean we will have status. There is no college in Thrissur which has this recognition”, says Dr Veeran Kutty. “Placementwise also the college is faring well. Such companies as Infosys and Sobha Developers have employed our students”. We ask Mr Hameed and Mr Aboobacker as also Dr Veeran Kutty about IES’s BArch (Bachelor of Architecture) programme as the Principal, Prof Baby Paul K, was not available.

Kindergarten & Primary Block

PASSLINE

Jan 31 31 -- Feb Feb 28, 28, 2013 2013 Jan

Architectural colleges are very rare, they say. “We are just starting it. There was some delay as the authorities insisted on a separate building for it. It is ready now.” The five-year course has been approved by the Council of Architecture and is affiliated to Calicut University. The graduate programme in architecture, design and structure of building covering the sociological, systematic and environmental aspects seeks students having skills like drawing, writing, exploration of the given topic, practical and managerial ability in identifying and solving problems and architectural presentation etc. The subjects for the course include mathematics, CADD, urban economics and sociology, history of architecture and interior design. The minimum qualification for applying for the course is plus two with 50% marks. The students should have studied mathematics with physics and chemistry in their 10+2. The aspirants should qualify in the NATA Entrance Test.

Kerala, as in other states, lack enough students. Most youngsters today choose professional colleges. Traditional courses, there- Dr D Sugatha Kumar fore, suffer,” he says.

The Training College, says Dr Sugatha Kumar, who joined as Principal in 2008, is functioning very well. “It is one of the best of its kind in Kerala, with state-of-the art facilities and equipment. However, training colleges in

Another chaotic situation is that BEd classes start only in November. They should also follow the working of schools and colleges—from June to March. Only then can there be systematic functioning of training colleges.

There should be at least 50 students for a BEd college to enable it to stand on its own, says Dr Sugatha Kumar. There are now 130 training colleges in the state. It is difficult to get enough students in these circumstances. Actually there is scope for only 50 BEd colleges in the state,” he adds. “We are however continuing to get students. Only, expansion is the problem. For starting an MEd course also the difficulty is getting students. We are therefore not considering it now”, he says.

BOARD OF DIRECTORS

Sitting (from left): R V Hassanmon (Vice-President); A M Abuty (Treasurer); Musamil Al Ali (Senior Vice-President); K P Abdul Hameed (President); K M Aboobacker (General Secretary); K P Abdul Rasheed (Secretary); A V Kunhimon (Joint Secretary). Standing (from left): N M Aboobacker; T K Nabeel; T K Khalid; K V Mohammed Ashraf; K T Mohammed Usman; Mohammed Rafeeq; M T Mohamed; C Alikutty (all Directors).

Realty

Asset Homes: 5 yrs, 5 cities, 50 projects A

sset Homes, Kerala’s most awarded builder, is known for its timely delivery and quality construction with 26 successfully completed projects in a short span of 5 years since its inception in 5 cities—Kochi, Thiruvananthapuram, Kottayam, Kannur and Thrissur—with 16 ongoing projects and 8 upcoming ones total-

Mohammed Saleem

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Sunil Kumar The huge fountain at the centre of the garden is a visual dream by itself. Now you can drink deep from the fountain of an aristocratic life; quench your thirst to become a part of an elitist community in Kerala. Let life go leisurely ever after. Another notable project of Asset Homes is Casa Grande, lakefront boutique apartments, Thevara. Asset Homes is committed to creating homes that are in perfect sync with the aspirations of the valued customers. Right from the choice of locations to the selection and sourcing of materials, the builders focus on quality which becomes evident in every sq ft of prime living space that the builder completes with competent professionals at the helm, and has kept going from strength to strength as one of the most well-known responsible builders

Awards and honours often follow meritorious services. The year 2010 witnessed Asset Homes bagging the prestigious CNBC Awaaz-CRISILCREDAI Award 2010 for the most innovative project Asset Silicon and Cyber Heights, at Kakkanad. The consequent year the builder won the Realty Plus Excellence Awards 2011. Asset Homes was honoured with Seven-Star rating by the prominent rating agency CRISIL in 2010. Asset Homes Private Limited was selected by Rotary International District 3201 for the Vocational Excellence Award 2009- 2010 in recognition of excellence shown by the company. Asset Homes stresses relationships—the bond between the promoters and the clients, among the occupants and among the promoters themselves. According to Directors Mohammed Saleem K A, Anil Varma and Sunil Kumar V, “relationships is the core of the manner we do business.” They believe in giving a creative touch to an otherwise prosaic business of construction.

The setting up of Asset Homes can be described as a visionary move, at a time when others were engaged in traditional real estate business. Mohammed Saleem, (MD of Asset Homes) who was Chief Operating Officer with BPL Mobile, says: “I know that I wanted to enter real estate; that was clear from the takeoff Kochi has witnessed in several parts. But we didn’t

Anil Varma want to go along the beaten track. We laid stress on building customer trust through honest deliverables, providing investors and employees with a fair return, and attaining and sustaining a clear preference in the property development sector in Kerala as a socially responsible company.’’ Anil Varma, who started Varma Construction in 1997, has a brilliant track record in the field. He is a stickler for quality. “Cost-wise and maintenance-wise,” says Anil Varma, “Asset Homes projects are of superior quality, and we are very particular about this.” According to Sunil Kumar V, the usual practice for private constructions is to buy some land, build a project and pre-sell it. Normally, the construction company arranges loans for clients from a bank with which it has a close relationship. “However,” stresses Sunil Kumar, “we have learnt about what the real estate market actually is. Of course, we were new to the field as a brand, which has had its advantages—we had no problems with the past.”

Casa Grande

Jan 31 - Feb 28, 2013

PASSLINE

SOCIETY

Delhi—capital of crimes against women statistics on rape: Annual rate of rape incidents in the US was around 30 per one lakh population, compared to the less than 2 of India!”

K Vijayachandran he media, Indian as well as foreign, celebrated the gang rape of a 23-year-old woman in Delhi for several weeks. Such incidents are not rare in India but they get very little media attention. Some newspapers and news services played a major role in developing the incident into global news that could eclipse debates on all other substantive issues.

A newspaper report said the incident caught even the attention of the US Government. In its edition dated

Crime statistics over the past years indicate that Delhi, as the capital of India, has a big lead over all other cities with regard to crimes and crime rates against women. Kolkata, Chennai and Mumbai, unlike Delhi, are dominated by the culture of their respective regional nationalities. Delhi is dominated by immigrants of diverse nationalities and communities, and hardly has a culture of its own. True, the city had been looked upon as the citadel of Indian patriotism for several decades in the past, but two decades of economic reforms have transformed it into the capital of crony capitalists and lumpen proletarians, who enjoy, in a big way, the patronage of the two mainstream political parties, the BJP and the Congress. January 5, 2013, the paper said: “According to (the US) State Department spokesperson Victoria Nuland, Hillary Clinton, who has not been keeping well for the last few weeks, was aware of the Delhi gang-rape case. Nuland had said,”We have as a government worked very hard around the world with regard to combating violence against women.” The newspaper report ends with a hilarious tone by quoting UN

PASSLINE

US culture has turned every bit of female anatomy into objects and subjects for commercial sex and violence. Thanks to the ongoing reforms, India has been catching up with the West, pretty fast, and crimes against women have been rapidly increasing: 24,206 rape cases were reported in 2011, an increase of nearly nine times compared with 1971, according to a recent official blog put out by the Federation of Indian Chambers of Commerce and Industry (FICCI). Crime rates (incidents per lakh population) against women continue to increase in urban areas, despite improvements in policing. In 2011, it was 21 for the 53 cities with more than 10 lakh population, taken together. This was only 18.9 for the country as a whole.

dian patriotism for several decades in the past, but two decades of economic reforms have transformed it into the capital of crony capitalists and lumpen proletarians, who enjoy, in a big way, the patronage of the two mainstream political parties, the BJP and the Congress.

you’re walking its streets that you can think, “I’m safe, I can breathe easy and enjoy the sunshine. What a lovely day!” If you have breasts, you’re fair game. It doesn’t matter who you are, where you’re from, how old you are, you can be a man’s property. You can be used for his gratification. You can be dominated. I don’t want to recount

Crimes against women registered in 2011 per Lakh population Type of crime All India Delhi Mumbai Kolkata Chennai All crimes 18.9 27.5 9.2 8.2 8.0 Rape 2.0 2.8 1.2 0.3 0.9 Kidnap, abduction 2.9 10.3 0.9 0.8 0.5 Dowry deaths 0.7 0.7 0.1 0.1 0.2 Cruelty by husband 8.2 9.2 2.1 3.9 2.6 Molestation 3.1 3.4 3.0 1.8 0.8 Other crimes 2.0 1.1 1.9 1.3 3.0 Data source: Crime Statistics 2011: Ministry of Home GOI

With Vijayawada on the top having more than 120 crime incidents against women per one lakh population and Vasai Virar at the bottom with less than six incidents, the 53 Indian cities, covered in the official database, provide an extremely diverse pattern of crime against Indian women. The hypothesis of RSS chief Mohan Bhagat that rape incidents in India are mostly confined to certain urban areas, where people in large numbers have taken to the Western style, deserves serious investigation. Obviously, there is a big cultural divide among our population centres with regard to crimes against women. With 4,489 crimes against women, Delhi was the topper in 2011, accounting for more than 13.3% of all such crimes registered in Indian cities, with more than 10 lakh population. Other leading cities were Bangalore (1,890), Hyderabad (1,860), Vijayawada (1,797), Ahmedabad (1,762) and Mumbai (1,700). The data related to the different types of crimes against women for the four metros—Delhi, Mumbai, Kolkata and Chennai—and the country as a whole is: Crime statistics over the past years indicate that Delhi, as the capital of India, has a big lead over all other cities with regard to crimes and crime rates against women. Kolkata, Chennai and Mumbai, unlike Delhi, are dominated by the culture of their respective regional nationalities. Delhi is dominated by immigrants of diverse nationalities and communities, and hardly has a culture of its own. True, the city had been looked upon as the citadel of In-

Jan 31 - Feb 28, 2013

Women are least respected today in our capital and crimes against them are on the increase, despite the far superior police forces and security infrastructure at its command, compared with the other three metro cities. Clearly, it is a cultural aberration, which has afflicted a major part of Delhi’s population. The situation is best explained in the words of Delhi womenfolk. Quoted below is an extract from a long tweet composed by a young Delhi woman in the context of the recent gang rape: “I love Delhi, the city. I love its wide, open roads, its wonderful architecture. “…I’ve made great friends in Delhi. I went to a wonderful school in Delhi. I’ve also suffered in Delhi… “I’m one of millions of women with tales to tell of how Delhi has ground our self-respect and security to dust. General descriptions of harassment can’t adequately describe the horror a woman faces every day in the city. There isn’t a single moment when

the hundreds of times I’ve been groped in crowds in Delhi. Hands moving over you, pinching your bottom, rubbing your breasts as you desperately try to find some inch of ground that will be safe. Women routinely carry sharp objects like needles and drawing instruments to dissuade such attacks but there are too many incidents to deal with… “…I accompanied my friend’s relatives to a function at Pragati Maidan. With us was her 70-year-old grandmother. The lady was a widow, dressed in the characteristic white sari. She hobbled on a walking stick. The ground was crowded and dusty. As we made our way through the crowd, a young adolescent boy shoved his hand between her legs. He felt up a 70year-old woman hobbling on a walking stick. We were unable to reconcile this incident with any semblance of logic or sense. Why did this happen? Just. It was a female with female parts, which

Housing Finance

How different are home loans for NRIs ? Passline News Service

erala’s property market is dominated by non-resident Keralites (NRKs), more than 50% being driven by them. According to real estate companies, the market is getting vigorous and enquiries are coming in. The recent property expo held in Kochi by the Kerala Chapter of the Confederation of Real Estate Developers’ Association of India (CREDAI) attracted much attention. There was also an exhibition of building products held in Kochi, which also saw many footfalls. All this shows a revival of interest in housing, especially from NRKs. It is pertinent in this context to know of the housing loan schemes for nonresident Indians (NRIs) and how they are different from those for residents. Many of the schemes for NRIs have now been simplified. There are also diverse schemes available now, making their dream of owning a home a reality. These schemes are also pushing up the property market, which had remained sluggish following the global recession, all over the country, especially in Kerala How are home loans or, rather, are they, different from loans for residents? NRI home loans are now easily available in India, subject to fulfilment of certain conditions. Home loans can be taken for any property ready for possession or under construction, construction of property on an owned plot or for alterations to existing property. Buying of a plot also qualifies for a home loan. Income and educational qualifications play an important role in deciding

the maximum amount of loan available to an NRI. Banks allow an advance of 80% to 85% of the property value, subject to the gross monthly income (GMI) of an individual. The maximum amount granted is in the range of 3640 times the GMI. Some banks also go by the ratio of equated monthly instalment (EMI) to net monthly income (NMI). For example, State Bank of India (SBI) allows an NRI with an annual income of up to Rs 2 lakh to pay only 40% of his NMI and EMI. For those earning between Rs 2 lakh and Rs 5 lakh, it is 50% of NMI, and for those earning more than Rs 5 lakh annually it is 55%. Other banks have different criteria depending on educational qualifications, place of residence etc. With ICICI Bank the minimum annual salary required is 36,000 dirhams, for those residing in West Asia, if the tenure is within five years, and for tenures between six and 10 years, the income requirement is set at 48,000 dirhams. For those residing in the US and other countries, the respective limits are $30,000 and $42,000. The criteria differ for the self-employed, depending on the educational qualifications. Again, it is important to note that only graduate NRIs can take home loans in India. While a resident can take loans with a maximum tenure of 30 years with some banks, the tenure for NRI home loans is restricted. It is available within the range of five to 15 years. Extension beyond 15 years, in exceptional cases, is at the discretion of the bank and in exceptional cases.

of course are the property of every hu- ful alone, think again. As I sat in a car man in Delhi blessed with a penis… in Delhi, a beggar came up to my window, begging for alms. A pathetic crea“…As a student in Delhi, I’d attend ture shod in tatters. He saw that I was tuitions literally across the road from a woman and suddenly his demeanour where we stayed. The proprietor was a changed. His face lit up in an evil sneer burly man with a shy 14-year-old son. and he started flicking his tongue in and Every evening, after classes dispersed, it was that young boy’s job to make out. I was so stunned I laughed. Here’s sure we girls safely crossed the street. this pathetic creature with no food or That’s all. He’d just stand outside the clothes to sustain him but so desperate gate and make sure we crossed a dis- was his sexual need and so fearless tance of 50 feet safely. He wasn’t wor- his demeanour that it trumped all else. ried about us being hit by cars. He was A woman can be fucked. Should be making sure we didn’t get molested. If fucked. Oh, and can I also have some a mob of men had shown up, the poor money for food? boy wouldn’t stand a chance. And yet, “…Delhi’s sexist culture is a festerhe’d be there every evening, standing ing cesspool that permeates its families. alert and looking responsible for us. A friend of mine lived in a joint family in

NRI home loans are now easily available in India, subject to fulfilment of certain conditions. Home loans can be taken for any property ready for possession or under construction, construction of property on an owned plot or for alterations to existing property. Buying of a plot also qualifies for a home loan. Income and educational qualifications play an important role in deciding the maximum amount of loan available to an NRI. Banks allow an advance of 80% to 85% of the property value, subject to the gross monthly income (GMI) of an individual. The rate of interest on NRI home loans is higher to cover the higher risk involved. There is generally a margin of 0.25%-0.50% charged. The documentation required for NRI loans is also different from that for resident home loans. Documents normally required are copies of the passport, valid visa and work permit, contract of employment, work experience certificate and statements of NRE/ NRO accounts. For those residing in West Asia, a copy of the employment card is also required. Salary certificates should be attested from the embassy if salary is not getting credited to a bank. It is not necessary for an NRI to wait for his next trip to India to apply for a home loan. Many banks have branches in places like Dubai, Singapore, London etc, where NRIs can apply. Banks like ICICI, HDFC and Axis

hanging out at her house, playing with Barbie dolls. Her younger male cousins barged in and started creating a ruckus. We shooed them away, treating them as a nuisance but they had a stunning response up their sleeve. These boys brought their GI Joe figurines and said, hum tumhare Barbies ka rape karenge. We were stunned. These were six- or seven-year-old boys. They probably didn’t even know what rape was. They didn’t even know how it was done.

“… There are some well-reasoned arguments why we shouldn’t trivialize the larger issues surrounding rape by laying blame at the doorstep of one city alone, but there’s a reason for this insidious association; it breeds and lives “...If you think misogyny and sexism a palatial house. Rich, educated folk. I on the fear that power creates. Let’s just are the refuge of the rich and power- remember we were nine-year-old girls, call Delhi the capital of subjugation. I

also extend the facility of online submission and status updating. NRIs would require executing a general power of attorney in favour of a resident Indian who would act on their behalf with the bank. If the power of attorney is issued while the NRI is abroad, it needs to be signed in front of the embassy official. The repayment of loans can only be through non-resident external (NRE) or non-resident ordinary (NRO) accounts with remittance from abroad. No other funds can be used for repayment of these loans. The repayment needs to be made in Indian rupees. When there is a change in status from NRI to resident the loan is reworked according to the revised income, and interest applicable is charged and the tenure is also revised.

also need to mention that I’ve never felt this CONSTANTLY afraid in any other city in India. You can quote examples of rapes in Mumbai, Kolkata or other cities and you’d have a point. This pathetic patriarchal culture pervades India, but there’s no other place quite like Delhi where patriarchy and power mingle to create a sense of male entitlement.” Testimonial by this immensely sensible woman, born and bought up in Delhi, based on her own life experience is in harmony with the statistical data on crime against women in the country brought out by the Home Ministry. Certainly this is not the Delhi of the 1970s and 1980s that I had known: Within a couple of decades, Delhi has transformed itself into the capital of crimes against Indian women

Jan 31 - Feb 28, 2013

PASSLINE

Coconut based projects

Viable ventures for venturesome A

t a time when the Government is dead bent upon creating investment opportunities, especially for budding entrepreneurs, the job-seekers are turning job-givers and the investor fraternity is groping for a viable project to invest in, here are some worthwhile proposals and their details. Nowadays, coconut farmers are finding it difficult to make ends meet because they fail to get a good price for their product. But, coconut and its contents can be put to profitable use by many. The technical and financial feasibility details can be got from the Coconut Development Board (CDB). Below are the project details: 1. TENDER COCONUT WATER Project cost (10,000 coconuts) Land

60 cents

Building - 3000 sq ft

Rs 20 lakh

Plant & machinery

Rs 40 lakh

Electrification works

Rs 10 lakh

Preliminary & pre - operative expenses Working capital (margin money)

Rs 05 lakh Rs 15 lakh

Total

Rs 90 lakh

ender coconut water (TCW) is a gift of nature which is the first soft drink in the world. It is rich in vitamins, minerals, proteins, amino acids, sugars and other biological growth factors and enzymes. It is an eco-friendly refreshing drink. TCW is a natural isotonic beverage which has almost the same level of electrolyte balance as in our blood. It is the â&#x20AC;&#x2DC;fluid of lifeâ&#x20AC;&#x2122; that promotes anti-aging, healthy cell growth and rehydration. Coconut water of 6-7 month stage is first extracted from the nut using a vacuum suction device It is then filtered through pressure filters and then mixed with the desired proportion of additives plus sugar and concentrated to the appropriate level. The water is then packed in pouches/cans and retorted in an autoclave, after which it is cooled in a stream of cold water. Ten thousand coconuts would yield about 2,000 litres of tender coconut water.

2. VIRGIN COCONUT OIL Project cost (15,000 coconuts per day) Land Building -3,000 sq ft

40 cents Rs 27 lakh

Plant & machinery

Rs 45 lakh

Electrification works

Rs 10 lakh

Preliminary & pre-operative expenses

Rs05 lakh

Working capital (margin money)

Rs. 10 lakh

TOTAL Rs

97 lakh

et processing of coconuts is a new process of oil extraction from fresh matured coconuts producing high-value, high-quality virgin coconut oil (VCO) rich in vitamin E and possessing a long shelf life of one year. This technology is capable of complete utilization of the coconut. Apart from virgin coconut oil, a number of other value-added coconut products like coconut milk, low-fat coconut

PASSLINE

Jan 31 - Feb 28, 2013

powder, skim milk and packed coconut water could be developed from the process. A plant processing 1 lakh nuts per day can produce 7.5 tonnes of virgin coconut oil, 9 tonnes of medium fat DC, 11,500 litres of matured coconut water, 16.5 tonnes of skim milk and 11.5 tonnes of coconut shell. Coconuts are deshelled followed by paring. Pared coconuts are disintegrated by passing through a hammer mill/disintegrator where shredded coconut gratings are forced out. The disintegrated coconut gratings are pressed in a screw/hydraulic press to extract fresh coconut milk. The coconut milk is filtered and passed through a high-speed centrifuge wherein the coconut oil gets separated from the coconut milk. The coconut oil is then packed in consumer packs in an automatic packing machine. Ten thousand coconuts would yield about 600 kg of virgin coconut oil.

3. DESICCATED COCONUT Project cost (15000 coconuts per day) Land (cost variable)

50 cents

Building 2000 sq ft (process area)

Rs 18 lakh

Plant & machinery

Rs 25lakh

Preliminaryand pre-operative expenses Electrification Working capital (M Money) Total

Rs 5.00 lakh Rs 5.00 lakh Rs 10.00 lakh Rs 63.00 lakh

esiccated coconut is the white kernel of the coconut, disintegrated and desiccated to a moisture content of less than 3%. It is white in colour. It is a popular commercial product having demand all over the world in the confectionery and food industries, as one of the main subsidiary ingredients of fillings for chocolate, candies etc. It is also used uncooked, as decoration for cakes, biscuits, ice cream and toasted short eats. Common grades of desiccated coconut like granulated and fancy cuts like flakes, treads etc are popular. Granulated cuts include coarse medium fire and superfine grades. The fresh matured coconuts are dehusked and deshelled manually using hand tools. The deshelled coconut kernels in the form of round balls are pared using scrapers to remove the testa. The pared kernel balls are then cut open to drain off the water and then washed thoroughly in fresh water to remove the invert sugars from the inner surface of the kernel. The kernel is then ground into a fine mass using hammer or pin mills.

The ground mass is blanched with live steam for about 20 minutes to bring down the microbiological counts. The blanched mass is then dried in hot air drier at a temperature of 80-90oC for about 10 hours so as to bring down the moisture content to below 3%. The hot air drier is provided with a drying chamber consisting of a series of trays, which hold the feed. Hot air is blown into this chamber from an external source through blowers. The dried mass is tested for moisture, free fatty acid and microbiological counts. The product is packed in polythene pouches. Raw material 10,000 coconuts will yield one tonne of desiccated coconut.

4. SPRAY-DRIED COCONUT MILK POWDER Project cost (Capacity 20,000 nuts/day.) Land

1 acre

Building-8,000 sq ft

Rs 60 lakh

Plant & machinery

Rs 175 lakh

Electrification

Rs 30 lakh

Preliminary & pre-operative expenses

Rs 25 lakh

Working capital (m money)

Rs 40 lakh

Total

Rs 330 lakh

oconut milk powder is the dehydrated form of the coconut milk. This product has a good keeping quality and retains the natural flavour, texture and taste of coconut milk. CDB in collaboration with CFTRI has developed technology for spray drying of coconut milk, which is the most potential method of preservation of flavour and texture of coconut milk with good keeping quality. The process involves deshelling, paring, disintegration of the kernel, squeezing the comminuted kernel in a screw press, standardization of coconut milk with maltodextrin and sodium cassienate, pasteurization spray drying and packing in aluminium packets. The powder is easily dissolved in water to form a milky white liquid with the flavour and texture of coconut milk. To make coconut cream, it is suggested to mix or blend 100g powder with 120 ml water. The product contains 60.5% fat, 27.29% carbohydrates, 9.6% protein, 1.75% ash, 0.8 to 2.0% moisture and 0.02% crude fibre. Coconut milk powder is whole coconut milk that has undergone five major processing stepsâ&#x20AC;&#x201D;extraction of the coconut meat to get the milk, formulation, pasteurization, homogenization and spray drying. White coconut meat, after removal of shell and paring, is passed through a rotary wedge cutter; the grated coconut meat is pressed in a screw press to extract the coconut milk.

13 The coconut milk is formulated by addition of 8%-10 % maltodextrin as carrier. This formulated coconut milk is then pasteurized, homogenized and spraydried. Twenty thousand coconuts would yield about 1,000 kg of coconut milk powder.

5. COCONUT CHIPS Project Cost (10,000 coconuts) Land -40-50 cents Building -2000 sq ft @ Rs 800 per sq ft

16.00

Plant & Machinery

18.00

Electrical Installations

3.00

Preoperative Expenses

1.00

Working Capital Margin

4.00

Total

42.00

oconut chips are a ready-to-eat snack prepared from 9-10-monthold coconuts. It can be prepared by dehydrating the intermediate moisture coconut kernel. Intermediate moisture coconut kernel is the mature coconut kernel after removing the moisture content of the kernel partially by osmotic dehydration by using osmotic mediums like sugar syrup. Coconut chips are crispy and can be packaged and marketed in laminated aluminium pouches, which will have a shelf life of 6 months. Since it is in ready-to-eat form, it could be used as snacks at any time. Coconut chips with different flavours can be prepared by adding the required flavour essence in the osmotic medium. Instead of sweet, salted coconut chips and medicated coconut chips can also be prepared by suitable change in the osmotic medium. Fully matured coconuts are used for the preparation of chips. The coconut kernel is cut into the form of chips using chipper. The cut chips are soaked in sugar or salt solution for about 40 minutes. The chips are then baked in hot air oven till the products attain golden brown colour. Ten thousand coconuts would yield about 1,000 kg of chips.

6. COCONUT SHELL POWDER Project Cost Land require 40 cents (cost variable) Building (2000 sq ft) Rs 10.00 lakh Plant & machinery Rs 25.00 lakh Preliminary & pre-oper expenses Rs 5.00 lakh Electrification works Rs 10.00 lakh Working capital (margin money) Rs 10.00 lakh TOTAL

Rs 60.00 lakh

he coconut shell powder finds extensive uses in plywood and laminated board industries as a phenolic extruder and as a filler in synthetic resin glues, mosquito coils, agarbathy industries. Coconut shell powder is preferred as substitute for bark powder, furfurol and peanut shell powder because of uniformity in quality and chemical composition and also has better properties in respect of water absorption and resistance to fungal attack.

Coconut shell powder is manufactured from matured coconut shell by using pulverizes/ball mills. Twelve thousand shells would yield around one tonne shell powder. The manufacture of shell powder is not an organized industry in India. It is manufactured in sizes ranging from 80-200 mesh. The Philippines, Indonesia and Sri Lanka are the major exporters of coconut shell powder. Coconut shells free from contamination of coir pith etc are broken into small pieces and fed into a pulverizer. The powder from the pulverizer is fed into a cyclone and the parallel product is collected in bag filters. The shell powder is then fed into a vibrating sieving machine and packed according to mesh size requirements for various end uses. The rejects from the sieving machine can be recycled in the pulverizer for size reduction. The main requirements for consistent good quality of coconut shell powder, are proper selection of shell of proper stage of maturity and efficient machinery. Twelve thousand shell will yield 1 tonne shell powder

7. SHELL CHARCOAL

per and the middle sets of holes are closed. Carbonization which starts at the bottom progresses as it goes up as well as radially from the hollow space. When carbonization is complete in a particular zone, a persistent glow can be seen in all the six holes of a set. When the bottom most set of holes indicate this situation, the middle set of holes is opened and the bottom set closed. The stoppage of air flowing into the bottom region avoids over-carbonization in that region. The progressive carbonization results in reduction in volume of contents and therefore more shells are added from the top. When the middle region is carbonized well, the top set of holes is opened while the middle set is now closed. A further addition of raw shells is done to fill the volume reduction to maximise capacity for burning. When the top region is well carbonized, the top set of holes is also closed, resulting in complete stoppage of air inflow to the drum. The drum is then cooled for about eight hours after which the product is ready for discharge. 30,000 coconut shells will yield1 tonne coconut shell charcoal.

8. ACTIVATED CARBON

Project cost (30,000 coconut shells) Land (cost variable) Building 1,000 sq ft Plant & machinery Preliminary & pre-operative expenses Rs Electrification Rs Margin for working capital TOTAL

35 cents Rs 4.0 lakh Rs 18 lakh 2.0 lakh 1.0 lakh Rs 5.0 lakh Rs. 30.00 lakh

oconut shell charcoal is manufactured by burning shells of fully matured nuts in limited supply of air sufficient only for carbonization, but not for complete destruction. The output of charcoal in the traditional pit method is just below 30% of the weight of the original shells. In India the average output in the traditional method has been found to be 35 kg of charcoal from 1,000 whole shells or about 30,000 whole shells yield 1 tonne of charcoal. Shell is converted to shell charcoal by carbonization process in mud pits, brick kilns and metallic kilns. To obtain good quality charcoal, fully dried, clean, mature shells should be used. Now several modern methods are in vogue for the production of charcoal. In the modern waste heat recovery unit the heat generated by the burning of coconut shells is used for drying copra and shell charcoal is obtained as byproduct. A MS drum kiln is used for carbonization of shells. The drum consists of three sets of six 1â&#x20AC;? dia holes provided at its bottom, middle and upper layers and a lid. A detachable chimney is provided which is installed on the lid after closing the drum. The manufacture of charcoal requires optimum carbonization of raw shells in a limited supply of air so that there is neither unburnt shell nor ash due to complete combustion. The steel drum is filled with raw shells after placing temporarily a 4-inch-diameter wooden pole in the centre of the drum. The wooden pole is then removed, leaving a hollow space in the centre which allows the flow of smoke during carbonization. To start carbonization, a piece of burning rag is dropped to the bottom of the drum through the hollow space in the centre. When the fire is well underway, the lid with the chimney is placed into position and the up-

Project cost (9 tonnes/day) Land 1 acre (cost variable) Building 12,000 sq ft Rs 60 lakh Plant & machinery Rs 300.00 lakh Preliminary & pre-operative expenses Rs 30.00 lakh Electrification Rs 40.00 lakh Working capital (margin money) Rs 70.00 lakh Total

Rs 500 lakh

ctivated carbon is a non-graphite form of carbon which could be produced from any carbonaceous material. Coconut shell-based activated carbon is considered superior to that obtained from other sources due to its small macro-pore structure which renders it more effective for the adsorption of gas/vapour and for the removal of colour and odour of compounds. It is widely used in the refining and bleaching of vegetable oils and chemical solutions, water purification, recovery of solvents and other vaporus, recovery of gold, and in gas masks for protection against toxic gases. On average 3 tonnes of coconut shell charcoal would yield 1 tonne of activated carbon. The process of steam activation is carried out in two stages. Firstly the coconut shell is converted into shell charcoal by the carbonization process which is usually carried out in mud-pits, brick kilns and metallic portable kilns. The coconut shell charcoal is activated by reaction with steam at a temperature of 900oC -1100oC under controlled atmosphere in a rotary kiln. The reaction between steam and charcoal takes place at the internal surface area, creating more sites for adsorption. The temperature factor in the process of activation is very important. Below 900oC the reaction becomes too slow and is very uneconomical. Above 1100oC the reaction becomes diffusion controlled and therefore takes place on the outer surface of the charcoal resulting in loss of charcoal. Ninety thousand shells will yield 1 tonne of activated carbon. (Land and building cost may vary depending upon actual cost) Courtesy: Coconut Development Board Jan 31 - Feb 28, 2013

PASSLINE

Tourism Events

Kochi, the event capital, is boosting business tourism

Abin K I

All the major business groups are having corporate offices in Kochi and that is one reason why events are held in the city. There are lots of venues which can hold big and small events in and around Kochi. Adequate and different categories of quality accommodation units of all categories are available, another reason for people to prefer it for events. The Cochin International Airport Trade Fair Centre is the largest venue in Kochi not connected with a hotel. However the largest event venue in Kochi is the Le Meridien Hotel and Convention Centre having 52,000 sq ft of indoor space. More and more event management companies are expanding their operations to Kochi in order to capture more share of business.

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ICE stands for â&#x20AC;&#x2DC;meetings, incentives, conferences and exhibitionsâ&#x20AC;&#x2122; providing the gamut of services to business tourism. Kochi, nicknamed the Queen of the Arabian Sea, is also the economic capital and most important industrial hub of Kerala. Renowned for its commerce, tourism and trade activities, it has been attracting businessmen and tourists from all over the world since time immemorial. The image of this commercial city is speedily transforming into an event capital because of the launching of frequent events of all forms during short intervals. Event management is the application of the management practice of project management to the creation and development of festivals and events. All the major business groups are having corporate offices in Kochi and that is one reason why events are held in the city. There are lots of venues which can hold big and small events in and around Kochi. Adequate and different categories of quality accommodation units of all categories are available in Kochi, another reason for people to prefer it for events. The Cochin International Airport Trade Fair Centre which opened in June 2012 is the largest venue in Kochi not connected with a hotel. Spread across five acres it has a total area of 43,000 sq ft with 30,000 sq ft exclusively reserved for exhibition space. However the largest event venue in Kochi is the Le Meridien Hotel and Convention Centre having 52,000 sq ft of indoor space ideal for holding conferences, conventions, exhibitions and travel marts of international standards. More and more event management companies are expanding their operations to Kochi in order to capture more share of business. Ease of access through all modes of transport and availability of diverse tourist attractions and entertainment options are other reasons why more events are organized in Kochi. The Cochin International Airport is well connected by international flights to

Jan 31 - Feb 28, 2013 Jan 31 - Feb 28, 2013

the Gulf and it enables delegates to attend the event venues with ease of access. Efforts are on to start direct flights from Kochi to Europe and this will give a great boost to the event business in the city. Recently Kochi hosted gigantic and small events having international, national and regional importance. The following events gained greater attention from local people, businessmen, academics, sports lovers and tourists in particular. International Coir Tech Expo: This was a five-day event on coir technology held at Marine Drive and its purpose was to reveal all coir industryrelated technological breakthroughs and to enable people to familiarize themselves with coir products. The occasion was also used to propagate a host of new and innovative products made from coir such as umbrellas and jackets. This was the first time that the Coir Board was holding a technology expo and it was part of the efforts to introduce substantial mechanization of the industry. Emerging Kerala Meet: The Emerging Kerala Global Connect-2012 succeeded in setting the future goals of the state. A total of 4,676 participants registered for the meet out of whom 2,512 were business delegates. A large number of them, 2,183, benefited from business-to-business and businessto-government meetings. The Confederation of Indian Industry (CII) had already announced the setting up of a Centre of Excellence in Entrepreneurship in the State. During the meet, 43 business proposals were discussed between different departments of the state and companies from the UK, the US, Japan, Canada etc. Kerala Travel Mart (KTM): KTM is the lone tourism event in the subcontinent that brings together the business fraternity and entrepreneurs behind the tourism products and services of Kerala. Its seventh edition was successfully held from September 27 to 30, 2012. It is today the largest gather-

ing designed, planned and scheduled to facilitate meetings involving buyers, sellers, the media, Government agencies and others. Besides buyer-seller interactions, tourism-related seminars, press meets, post-mart FAM tours and cultural evenings are organized and it gives the participants a firsthand experience about destination Kerala. Launched in 2000 as KTM, seven very successful editions have been successfully conducted over the last 12 years with the participation of buyers from around 50 countries and from other states of India. Kochi-Muziris Biennale: The KochiMuziris Biennale is an international exhibition of contemporary art. Currently being held in Kochi it is also the first biennale to be hosted by India. The exhibition is set in spaces around Kochi, Muziris and surrounding islands. There were shows in existing galleries and halls and site-specific installations in public spaces, heritage buildings and disused structures. National and international artists exhibited their artworks across a variety of mediums including film, installation, painting, sculpture, new media and the performing art. Through the celebration of contemporary art from around the globe, the biennale seeks to invoke the historic cosmopolitan legacy of the modern metropolis of Kochi and its mythical predecessor, the ancient port of Muziris. Besides exhibitions the biennale is offering a rich programme of talks, symposium, seminars, screenings, music, workshops and educational activities for academics, research scholars and students. Cochin Flower Show (CFS): CFS was held at Ernakulathappan Grounds from December 28, 2012 to January 3, 2013. Being a regular event of Kochi it could draw the attention of huge crowds including foreign and domestic tourists. Organized by the District Agri-Horticulture Society, it showcased diverse varieties of plants, flowers, medicinal plants, bonsai and other decorative plants from different countries.

15 Global Village Trade Fair: This was held at Bolghatty Island as part of the Grand Kerala Shopping Festival (GKSF) and was a one-stop shopping destination for GKSF. Spread over 24 acres, some 400 stalls in six pavilions showcased an array of products and services from around the country and abroad. The theme video of GKSF presented a colorful pageantry of Kerala Tourism and the opportunities available for shopping in the state. Six thematic pavilions—International, National, Kerala, Consumer, Brand and Weaves—and a food pavilion with over 40 stalls were part of the Global Village. Besides amusement activities, 3D and 4D shows, a magic world, daily entertainment, kids’ zone and a waterfront with houseboats, speedboats and various cruise services are offered. Pravasi Bharatiya Divas (PBD): Around 2,000 delegates from 44 countries participated in the PBD celebrations held from January 7 to 9. Prime Minister Manmohan Singh inaugurated the event and President Pranab Kumar Mukherjee addressed the valedictory session. The event was being held for the first time in Kerala and the theme was ‘Engaging Diaspora—the Indian Growth Story’. Issues pertaining to expatriates in the Gulf countries were discussed at the event. Chief Ministers from several states and the

Deputy Chief Minister of Punjab participated in the event. The Federation of Indian Chambers of Commerce and Industry was the partner for this threeday event. India-England Day Night OneDayer: Yet again Kochi hosted an international one-day match after a gap of more than one year. The first-ever day night international cricket match played on January 15 at Jawaharlal Nehru Stadium witnessed a full house as there are more enthusiastic and passionate cricket lovers in and around this city. Even European tour-

ists watch the match from the stands. The atmosphere inside the venue was rocking, amazing and splendid, and facilities offered at the venue were also fabulous. The earlier matches played here also witnessed spectators coming in mass numbers to support their home team. Events and tourism: Tourism is the industry which is benefited the most from events because every form of events is an attraction for the tourists. Event tourism doesn’t have any seasonality issue when compared with other forms of tourism. Besides the

major events, the award nights organized by different groups also attract large numbers of domestic tourists. Many of the delegates coming to attend the events extend their stay to engage themselves in tourism activities. Business hotels, entertainment companies and travel service providers are benefited the most from event-based tourism. The image of the destination is also enhanced as a result of events of international importance on a regular basis being conducted and which attract more foreign tourists. Kochi is undoubtedly emerging as a major centre for convention tourism in the state and it needs numerous convention centres of international quality to meet this increasing demand. As an event venue, Kochi has great potential because of its unique facilities, amenities and availability of ideal resources for developing it. The city is all set to host many more events and it will lead to business tourism development in the days ahead. (Mr Abin is Lecturer in Tourism, School of Tourism Studies, Mahatma Gandhi University, Kottayam. Mobile: 9037389084, email: abinki64@yahoo. com)

Jan 31 - Feb 28, 2013

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GROWTH COMPANIES-IV

Manappuram—energizing gold, empowering people M

anappuram Finance Limited has in recent years emerged as a leading non-banking financial company (NBFC) in India under the stewardship of Mr V P Nandakumar, Managing Director and Chief Executive Officer of the company. Manappuram’s origins go back to 1949 when it was founded at Valapad, a coastal village in Thrissur district, by the late V C Padmanabhan, father of Mr Nandakumar. Its activity was mainly pawnbroking and moneylending carried out on a modest scale. The principal asset of the company was the integrity and foresight of its founder and among the people of the area it soon acquired a reputation as a safe haven for their investments.

Mr Nandakumar took over the reins of this one-branch business in 1986 when his father died. Since then, it has been a story of unparalleled growth, with new milestones being crossed every year. Manappuram Finance Ltd was incorporated in 1992 (the original name was Manappuram General Finance and Leasing Limited) with its registered office at Valappad.

Expansion: Mr Nandakumar took over the reins of this one-branch business in 1986 when his father passed away. Since then, it has been a story of unparalleled growth, with new milestones being crossed every year. Manappuram Finance Ltd was incorporated in 1992 (the original name was Manappuram General Finance and Leasing Limited) with its registered office at Valapad. It is India’s first listed and highest credit-rated gold loan company and widely recognized as a leading wealth creator in the Indian stock

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market. Since inception, the company has maintained a consistently rapid pace of growth. Today, it has around 3,000 branches across 26 states and UTs with assets under management (AUM) of about Rs 11,000 crore, a workforce of about 22,000 and a live customer base of 16 lakh. Achievements: Soon after it commenced its operations, Manappuram Finance Limited gathered several ‘firsts’ to its credit. The company was the first NBFC in Kerala to receive a certificate of registration issued by the Reserve Bank of India. It was the first Kerala-based NBFC to get a credit rating in 1995 of ‘MA’ (current rating ‘MA+’) from ICRA, recognizing the company’s ability to make timely repayments of the principal and interest under its then existing public deposits programme. Manappuram Finance was one of the very first NBFCs from Kerala to go for a public issue of its shares in 1995. In fact, the company has been consistently making profits and consistently paying dividends from the very first full year of operations.

sionalism and in honing the skills of employees to maintain the edge in a competitive world. The company has a full-fledged training establishment where in-house training courses are regularly conducted in a professional manner to upgrade skills and to enhance functional efficiency. Moreover, the company sponsors an MBA degree programme for its employees who have completed five years of service and are keen to upgrade their professional skills and qualifications.

mum of paperwork. So, the rise of gold lending companies has been a boon to the aam aadmi. The RBI must look at these very substantial benefits, not just the risks.

The vision: Within the next decade, Manappuram Finance hopes to emerge as the largest player in the gold loan sector in India and also to expand its footprint beyond national borders. The long-term vision of the company is to unlock the value of India’s large stock of privately held gold (estimated at about 18,000 tonnes) to the benefit of the common people of India, most of whom possess savings in the form of gold jewellery. This is neatly summed up in the company’s corporate tagline, ‘Energizing Gold, Empowering People’.

2. Added 73 branches during the quarter and increased total branch strength to 3,044

Other activities: As part of its diversification, Manappuram Finance has also ventured into the foreign exchange business with the RBI having granted an authorized dealer-II licence to the company which permits it to effect outward remittances for a variety of purposes such as overseas medical treatment, higher education abroad, business travel, conferences etc. The company has also commenced instant money transfer in collaboration with UAE Xchange, Wall Street and MoneyGram.

Gold loans help the ordinary people in Kerala by providing liquidity to their investments in gold. This is the only reason why so many jewellery shops mushroomed in Kerala and they should be grateful to Manappuram and Muthoot. Maybe the banking correspondent model will reduce the difficulties in accessing banks. But for a long time, most poor people have saved in conventional financial instruments and, instead, have chosen to save in silver and gold jewellery. They can borrow against this, and sell it in times of serious need. So, the availability of gold and gold loans is an important form of financial inclusion. Our national accounts classify gold purchases as a form of saving.

Human resources: As an organization that prides itself as a pioneer and innovator, Manappuram Finance derives its strength from the dedication of its highly motivated staff. Right from inception, the company has been keen to spot and nurture the best available talent. The HR department of the company places emphasis on profes-

Companies like Muthoot and Manappuram say that the bulk of gold loans are taken to meet emergency expenditure, and are typically repaid within a few months, maybe even a few weeks. They charge reasonable rates of interest (14%-24%), far lower than traditional moneylenders or pawnbrokers. Loans are quick, and with a mini-

The company was also the first NBFC from Kerala to issue bonus shares in the ratio of 1:1 in 2007 and, then, repeat the feat twice, in 2010 and in 2011 (making it three such instances in five years). Moreover, in 2007, Manappuram Finance became the first Kerala-based NBFC to receive foreign investment from FIIs, and also get the highest short-term credit rating of ‘A1+’ from ICRA. In 2010, it became the very first Kerala-based company to offer ESOPs (employee stock option plans) to its middle and senior management functionaries.

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Major highlights of Manappuram in Q2 2012-13: 1. Gold loan outstanding (assets under management-AUM) at the end of the quarter increased to Rs 10,66,540 lakh from Rs 10,47,070 lakh in Q2 2011-12

3. PAT (profit after tax) for the quarter decreased 20% to Rs 10,770 lakh. From the investment angle, the most significant aspect is that Mr Nandakumar made 58,809 people or owners of 84,11,87,136 equity shares (of Rs 2 FV) richer by Rs 1,470 on their original investment of Rs 10, or Rs 1,47,000 on their original investment of Rs 1,000, meaning that Manappuram made others richer or it created wealth for others

by utilizing investors’ small amounts. This is capital growth of the finest variety. In addition, Manappuram helped 58,809 shareholders to participate in the industrial growth of Kerala and enabled many to get decent jobs. Now the market capitalization of the company is Rs 30,91,36,27,248 (as on December 7, 2012), grown from the original investment of Rs 3,00,00,000 around 2001. Further, a person who invested Rs 10 in 2001 would have got Rs100.60 as dividend by now. In other words, an investment of Rs 1,000 in 2001 has given a return of Rs 10,600 as dividend and Rss 1,46,000 as appreciation (Information provided by Mr Babu Vettoor. Contact No: 9895356723)

TAX GAINS

Save tax and earn more

Tax and death are the two inevitable things in life — Benjamin Disraeli

Dr V K Vijayakumar

uring British statesman and Conservative Prime Minister (1868, 1874-80) Benjamin Disraeli’s time tax planning had not yet emerged as a widely accepted fiscal practice. Hence his statement that tax is inevitable. Not so in the modern days. Now, governments give tax reliefs to citizens for achieving a variety of goals. In India it is now possible to make substantial tax savings if investments are made wisely. Britain was the first country to introduce personal income tax in 1798 as an annual tax to meet the cost of Napoleonic wars. Later it became an important and therefore a permanent source of revenue to governments the world over. For India the first budget in modern form was introduced in the Legislative Council on February 18, 1860, by James Wilson. Income tax

was introduced in India in that year. In the budget that year the rate of income tax was 2% for incomes between Rs 200 and Rs 500 a year and 4% for incomes above Rs 500. After independence we followed the British model of the annual tax exercise in the Income Tax Act 1961. With the introduction of the new Direct Taxes Code this is set to change. The wheel turned full circle in the heyday of socialism: instead of the as-

sessee paying 2% tax and keeping 98%, he had to pay 98% as tax and keep 2% by 1972. The combination of income tax, wealth tax, expenditure tax and capital gains tax made the Indian tax system oppressive. While this was ‘progressive’ in theory, in practice it encouraged widespread tax evasion. As part of the liberalization measures initiated in 1991 tax reforms were also introduced. Presently the tax rates are moderate.

1. NFOs of ETFs and MFs with 1,2, and 3 as the underlying

Income tax was introduced in India in that year. In the budget that year the rate of income tax was 2% for incomes between Rs 200 and Rs 500 a year and 4% for incomes above Rs 500. After independence we followed the British model of the annual tax exercise in the Income Tax Act 1961. With the introduction of the new Direct Taxes Code this is set to change.

Even though everyone who earns income is liable to pay income tax, there are some incomes that are exempt from tax. For example, dividends from shares. Dividends are exempt from tax irrespective of the amount. Similarly, dividends from equity-diversified funds are also exempt from tax. But dividends from debt funds are taxable. Another major attraction of stock investment is the exemption of long-term capital gains from tax. Long-term capital gains are

the gains accruing to investors when they sell stocks at a profit after holding them for a minimum period of one year. This exemption from long-term capital gains is available for equitydiversified funds also. Furthermore, investments in the equity-linked savings scheme (ELSS) are eligible for exemption under Section 80c of the Income tax Act. Apart from the excellent returns from stock market investment, these tax exemp-

tions make stocks an unbeatable asset class. The 2012-13 budget announced a new scheme called Rajiv Gandhi Equity Saving Scheme providing tax relief to new investors in the market. The Finance Ministry notified the RGESS on September 23, 2012. The scheme which aims to attract new investors to the equity market provides for tax deduction under Section 80 CCG of the IT Act. Under the scheme, investors in specified instruments are eligible for tax deduction of 50% of the amount invested. The maximum amount of investment that can be made under the scheme is Rs 50,000 a year. First-time investors in the stock market with an income of up to or equal to Rs 10 lakh a year are eligible for tax relief under RGESS. A new investor is defined as “a person who has not opened a demat account and has not made any transactions in stocks and derivatives.” “An investor who opened a new demat account before the notification but has not traded” also comes under the definition of retail investor. Investments that qualify for tax relief under RGESS are all BSE 100 stocks; all CNX 100 stocks; equity shares of Navratnas, Miniratnas and Maharatnas, units of ETFs and mutual funds which have the above stocks as the underlying: follow-on issues of the first three above;

2. IPOs of PSUs whose Government shareholding is at least 51% and sales turnover is not less than Rs 4,000 crore in the previous three years. The new retail investor should open a demat account. The new investor should submit a declaration in Form A to the DP (depository participant) and the DP will forward it to the depository for verifying the status of the new investor. The three-year lock-in period of the scheme will have two parts: one, a fixed lock-in period of one year commencing on the date of purchase and two, a flexible lock-in period of two years commencing immediately after the first lock-in period. Trading will be allowed under the scheme after the first-year lock-in subject to the following conditions: “The investor shall ensure that the demat account is compliant for a cumulative period of a minimum of 270 days during each of the two years of the flexible lock-in period.” Compliance means that the value of the investment portfolio of eligible securities is equal to or higher than the amount claimed as investment for the purpose of tax deduction. Even if the value of the portfolio falls because of market declines, the account will be treated as compliant. Exemption of dividend and longterm capital gains from tax and now the relief under RGESS make investments in stocks extremely attractive. Though risky in the short run, stocks are safe and give attractive returns in the long run. Sensex (1979=100) is currently hovering around 20,000. This translates into an annual average return of more than 18% including dividend. Indeed, very attractive returns! With India expected to emerge as an economic powerhouse in the years to come, for long-term investors, it would be realistic to expect similar returns in future. (Dr Vijayakumar is Investment Strategist, Geojit BNP Paribas)

Jan 31 - Feb 28, 2013

PASSLINE

News

CM opens up to US students on FDI, IT

n issues ranging from foreign direct investment (FDI) in retail to waste management, from information technology to tourism and land problems to infrastructure woes, Chief Minister Oommen Chandy the other day opened up his mind at a meeting with a team of management students from America’s prestigious Kansas University School of Business.

gramme with Asian School of Business (ASB), also posed queries on a variety of issues ranging from FDI to IT during their chat with the Chief Minister at his official residence Cliff House in Thiruvananthapuram.

On Kerala’s stand against FDI in the multi-brand retail sector, Mr Chandy said his Government would not take any decision that would adversely afOn their part, the students felt that fect thousands of families dependent Kerala would need to improve in the on the small-scale retail sector. When fields of transportation and waste man- told that the Congress, ruling both in the state and at the Centre, had taken contradictory stands on the issue, the Chief Minister said he had the permission of his party to take such a stand in view of the peculiar situation in Kerala.

Chief Minister Oommen Chandy with visiting students from the Kansas Business School (US) at Cliff House in Thiruvananthapuram. Mr G Vijayaraghavan, ASB Member Secretary, and Prof S Rajeev, ASB Director, are also seen.

Kerala Planning Board member G Vijayaraghavan, who is Member Secretary of the governing council of ASB, explained to the students how new technologies would help produce power from waste.

agement, the two areas which found “Kerala should have been in the ready acceptance with the Chief Minforefront in the IT sector, given its ister. strengths. But we could not capitalize Proving that he could handle manon these. We are now focusing on it to agement students with the same ease bring the state back to the top. There as he would field a battery of questions is also huge potential in the tourism from the Opposition, Mr Chandy desector for Kerala,” Mr Chandy said. tailed the problems faced by Kerala Besides Mr Vijayaraghavan, Mr Joyce and the solutions his Government was Clatterbose, faculty member of Kansas trying to address them. Business School, Prof S Rajiv, ASB DiThe 17-member team, in India rector, and Mr G Venugopal were also as part of a students’ exchange pro- present during the interface

Brite Holidays Kochi branch

iming for special tour packages in Kerala, Brite Holidays opened its office at KSHB Building, Panampilly Nagar, Kochi the other day. Brite Holidays Kuwait CEO Al Abbas

Mehboob Muhammed inaugurated it. K3A Zone President T Vinayakumar, former Deputy Mayor Sabu George, Directors K V Shaji, Anto

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Kottakkal, Benny Payyapilly Pavizham and Joshy Manickamangalam participated.Steps would be initiated through the Kuwait branch to attract more Kuwait tourists to Kerala, said

Mehboob Muhammed. Brite expects about 2,000 tourists to visit Kerala this year. Brite has drawn up special tour packages for this purpose

Jan 31 - Feb 28, 2013

Kochi to host anti-ageing meet

he Indian Nutritional Medical Association (INMA) in association with Rotary Cochin Central is organizing an ‘International Anti-ageing Medical Conference & Expo’ from April 26 to 28, 2013 at Le Meridien Convention Centre, Kochi. The purpose of the programme is to help arrest premature ageing and promote the concept of graceful ageing, according to the organizers. Launching the official logo of the event the other day, Health and Family Welfare Minister V S Sivakumar said such a conference was of great importance, particularly in Kerala, the ‘capital of lifestyle diseases’. The meet aims to bring medical professionals, scientists and researchers on a common platform for the benefit of the common man who wants to remain physically fit.

and abroad will participate in the conference. Besides benefiting the common man, the conference will also be equally beneficial to the medical fraternity who are eager to update themselves with the latest techniques emerging in the world. The expo will have stalls put up by pioneers and leaders from the areas of health, beauty, fitness, food, nutrition, medicine, biotechnology, bioinformat-

Health and Family Welfare Minister V S Sivakumar launching the logo of the Anti-Ageing International Conference & Expo. Mr Vinayakumar, Mr Sasthamangalam Mohan and Dr Sreekumar, Chairman of the expo, are also seen.

“Interactive sessions being planned with health experts in the field will help the common man to a great extent. They can look forward to important health tips from these professionals”, Dr Sreekumar, Chairman of the conference, said. Eminent medical practitioners and scientists from various parts of India

ics, genetics, environmental science and cellular engineering. The event is being organized to raise funds for promotion of rainwater harvesting, assistance of orphanage homes, Government bodies in preventive healthcare and medical aid for the poor and needy and for the creation of required infrastructure for research and training in cellular nutrition and environmental medicine

Workshop on ‘Assessment for CII HR Award’

he Confederation of Indian Industry (CII) has announced the commencement of the fourth CII National HR Excellence Award 2013. A `Workshop on Assessment for CII National HR Excellence Award’ is being organized as part of strengthening the talent pool of assessors and to develop internal facilitators in organizations for the adoption of the model from February 13-15, 2013 at Park Hotel in Bangalore. The award is aligned with several criteria of the CII-EXIM Bank Award for Business Excellence with exclusive focus on the HR domain. CII instituted the National HR Excellence Award in 2009 in an effort to partner industry in the journey towards HR excellence and collaborate with HR thought leaders to establish a

credible precedence along with a set of benchmarks and best practices that can be emulated across organizations over time. The award has been well received by the members and has now become an annual feature of CII activities. The objective is to train more HR professionals on this model and enhance the quality of assessment of the HR Excellence Award. This is essentially a peer assessment framework. This three-day workshop (nonresidential) is aimed at developing skills for assessing the effectiveness of various management approaches and their deployment for achieving HR excellence. The course is newly designed and is aligned with the EFQM Excellence Model

Coir expo: Rs 200-cr T

direct sale expected

he third edition of Coir Kerala, scheduled at Alappuzha from February 1 to 5, will witness two-tothreefold rise both in turnover and number of quality visitors, according to Revenue and Coir Development Minister Adoor Prakash. “The number of quality visitors confirmed so far has swelled manifold compared to the previous editions and the Government is expecting a direct sale of over Rs 200 crore this time,” Mr Prakash told the media at Thiruvananthapuram the other day. Coir Kerala, the biggest-ever expo of coir and natural products in the world, is being organized by the Kerala Government’s Department of Coir Development, with a view to regaining the glory of coir, the ‘gold yarn’ of the state. ``We have focused on the emerging markets like Africa and Latin America this time. The response so far has been fantastic. Delegates from 60 countries will take part in the fair this time,” the Minister said. Compared to 28 delegates last year from Europe, this time 37 have already confirmed their participation. Likewise, there is a remarkable increase in the number of quality buyers from North American, Latin American and Asian countries. Against just three last time, nine buyers from Australia have also confirmed their participation. ``The Government has taken several welfare measures to better the plight of workers in the field and support the cooperative societies. This event is also another attempt to help them find opportunities in the domestic and international markets,” the Minis-

ter said. Dr Anil K R, Director of the National Coir Research and Management Institute (NCRMI), said the event would be the biggest platform in the sector for international collaborations, buyerseller meets, exchange of ideas and technology and a fabulous display of innovative coir products from across the world. NCRMI is the nodal agency for Coir Kerala. “The last two editions were big draws. Some 150 buyers from 60 countries are gathering for the third edition, going by the response so far. We expect a counter sale of Rs 200 crore in the event, which is at the same time an expo and a brainstorming summit,” he said. “Coir encompasses every facet of human life— from doormats to rugs, rubberized coir mattresses, decorative rugs, tufted carpets and from geotextiles and garden articles to wood substitutes. Kerala should be the natural choice for supplying the products to the Indian market,’’ Mr Prakash said. “Started in 2011, Coir Kerala has emerged as the biggest, most influential and comprehensive event on coir and natural fibre products, providing ample opportunities for domestic manufacturers and overseas buyers to meet and interact on business, trading, joint ventures, strengthening of existing markets, establishing new markets, transfer of technology and technical know-how and widening of contact bases”, said Dr K Madanan, Director of the Directorate of Coir Development

Amrapali enters FMCG sector with brand Mum’s

n line with its expansion and diversification strategy, the Amrapali Group, one of the fastest-growing real estate companies in India which offers modern, luxurious and reasonably priced homes, has ventured into the FMCG industry. Amrapali Biotech India Pvt Ltd was incorporated in 2007 to produce various food categories like cornflakes, sauces, pickles and jams and operates under the brand name of Mum’s. With its vision to provide quality food products to its target market, the company has been able to carve a niche and a very strong customer base throughout the country over the last five years. Amrapali Biotech has presence in 18 states with its wellestablished network of company depot, C&F agents, CSAs, super-stockists and distributors across the country and plans to penetrate the remaining states soon. Currently it exports to Nepal and plans to soon launch its products in the Middle East a n d African countries to increase its offshore revenue and presence with an expected turnover of Rs 50 crore in the financial year 2013-2014. The company today has a production capacity of 22,000 tonnes a year from its Rajgir plant which was inaugurated by Bihar Chief Minister Nitish

Some of its reputed clients in modern trade include Big Bazaar, Vishal Mega Mart, V-Mart, Spencer’s, Walmart, Needs and Modern Bazaar. It is also in negotiation with Reliance, Namdhari’s, D-Mart, Aditya Birla Group, Metro Cash & Carry and Carrefour. It has also been catering for Government agencies like UPRKKN and Kendriya Bhandar and very near to closing deals with Central Police Canteen with plans to launch very soon in CSD Canteen. Today 48% of the company’s revenue comes from general trade, 43% from modern trade and Government agencies and 9% from export

Geojit Q3 PAT up at Rs 13 cr

he consolidated income of Geojit BNP Paribas Financial Services for the quarter ended December 31, 2012 went up by 15% from Rs 58.78 crore to Rs 67.75 crore and profit after tax (PAT) for the comparable period increased by 202% from Rs 4.3 crore to Rs 13 crore. During the quarter, the company’s assets under custody and management crossed the Rs 14,000-crore mark for the first time.

Dr Narendra Kumar, President of the American Association of Physicians of Indian Origin (AAPI), who was awarded the Bharatiya Pravasi Samman recently, is being draped with ponnada by Minister V S Sivakumar at a function organized by the Thiruvananthapuram Medical College Alumni.

Kumar on August 5 last. It is coming up with its ambitious project in Buxar, Bihar, in the name of ‘Mum’s Mega Food Park’ that will house eight food processing units such as a 100-tonne-a-day maize processing unit, a 12-tonne-an-hour rice processing unit along with units of cornflakes, grits, fruit juice, vegetable pulp, aseptic canned cattle feed, ready-to-eat numkeen and dehydrated food. With these, the company hopes to cross the Rs 100-crore mark in FY 2014-2015.

For the nine months ended December 31, 2012, consolidated income went up by 5% from Rs 184.16 crore to Rs 192.81 crore. The increase of PAT from the comparable period was up by 355%—from Rs 14.66 crore to Rs 66.77 crore, which includes an exceptional income received during the second quarter of

Rs 36 crore on account of the sale of its stake in the JV with BNP Paribas for institutional broking. About the results, Managing Director C J George says: “Improve-

ment in the market conditions and efficient cost management helped the company to report better results for the quarter.” He also said that two joint ventures of the company, BBK Geojit Securities KSCC in Kuwait and QBG Geojit Financial Services LLC in Oman, would start full commercial operations in the current quarter.”

Jan 31 - Feb 28, 2013

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Largest management meet on Feb 7 and 8

he 32nd Annual Management Convention of the Kerala Management Association (KMA) will be held on February 7 and 8, 2013, in Kochi. The theme chosen for this year’s convention is ‘Sustainability & Growth in Challenging Times’ keeping in view the prolonged global economic turbulence and its impact on Indian industry and business. To be inaugurated at 6.30 pm on February 7 at the International Convention Centre, Le Meridien, the convention will have two technical sessions and one panel discussion the next day. About 1,000 delegates, mostly company executives, professionals and industrialists including management students from across the state, are expected to participate in the biggest management meet in Kerala Dr D Purandeswari, Union Minister of State (independent charge) for Commerce and Industry; Mr Nitin Paranjpe, MD and CEO, Hindustan Unilever Ltd; Mr Prasad Chandran, Chairman, BASF Companies in India and Head, South Asia; are the speakers at the inaugural session

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi

Mr OnnoRuhl, India Country Director, World Bank, Mr Shrijeet Mishra, Executive Director and COO, Times of India Group; and Mr S Y Siddiqui, Chief Operating Officer, Maruti Suzuki India Ltd; will be addressing the first technical session on ‘Transformational Leadership’. Dr Hasit Joshipura, Vice-President (South Asia) and Managing Director (India), GlaxoSmithKline, Ltd, Mr Ullas Kamath, Joint Managing Director, Jyothi Laboratories Ltd, and Ms Sangeeta Pendurkar, Managing Director, Kellogg’s India, will address the second technical session on ‘Driving Growth Through Competitive Advantage’. In the panel discussion to be followed, Mr Subhash Menon, Chairman, Kivar Group, Bangalore, Mr K T Chandy, Partner–Tax and Regulatory Services, Ernst & Young, Mr K S Jamestin, Director–HR, ONGC, Prof Rajeev Sreenivasan, IIM-Bangalore, and Vice-President–Customer & Commercial Leadership, Coca-Cola, will partici pate. The theme is ‘Building Sustainable Businesses’. Mr Sachin Pilot, Union Minister of State (independent charge) for Corporate Affairs; and Mr D Shivakumar, President, All India Management Association and Senior Vice-President, India Middle East and

Africa, Nokia; will be the chief guest and keynote speaker, respectively, at the valedictory session on February 8. The third KMA-Federal Bank Excellence Awards will also be announced on the occasion. The best corporates in Kerala will be awarded for their excellence in the following areas during the calendar year 2012: in-house magazine published; technology innovations implemented/initiated; CSR activities undertaken; innovative HR policies undertaken; green initiatives implemented. KMA is a premier management association in the country, promoting management education and training in Kerala. Established in 1957, it is one of the oldest management associations in the country and is an affiliate of the All India Management Association (AIMA), New Delhi. KMA has over 250 companies and institutions as its corporate members and more than 1,500 professional managers as individual members. The annual management convention is KMA’s flagship event. Over the years, themes of contemporary relevance, importance and interest have been deliberated in these conventions by eminent leaders of business and industry

‘Focus should be on sustainability, growth’

n today’s fluctuating market situation, not only the survival of an entity but its sustainability and subsequent growth should also be focused on. KMA is trying to redefine old business tactics according to the emerging market trends. The annual conferences of KMA discuss things which help mitigate the concerns being faced by managers,” says Mr S R Nair, the incumbent President of KMA. S R Nair In the wake

of the simmering economic crisis in the world, particularly in Europe and the US, it is imperative to ensure the sustainability of companies whose economy primarily depends upon the tidings of the US and the European Union (EU). In 2008, when sub prime bubbles burst in the US heralding the global economic recession, several financial institutes as well as business entities, whose transactions were in the US dollar, collapsed at short notice. The global economy sunk and several countries were left debt-ridden except a few including India, whose

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economy was not dollar-dominated then. Besides, a few companies that fought diligently and eluded the recessive after-effects survived the economic menace because of the strategies and economic measures taken by their administrative managers. Only those who can foresee threats in their way of business could evolve measures to overcome struggles. Once again the world is slipping to recession. Managers and CEOs across the globe are evolving new strategies to cope with impending new financial threats. The evolved strategies can be used anywhere, with some modifications. How the strategies evolved by financial pundits can be accessed by business enK Rajan George tities when in need is a question that demands an answer for all those concerned, especially, business managers of Kerala, whose businesses are mainly based on exports to the US and the EU. The Kerala Management Association is such a platform.

“In a business empire, sustainability is the footing for growth, but achiev-

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ing sustainability in modern times is no cakewalk,” says Mr Rajmohan Nair , Chairman of KMA’s Convention Committee.

“Now most of the businesses are market-determined. After the opening up of the Indian economy our markets have become vulnerable even to international happenings. Conditions in the US or Europe reflect on our day-to-day business affairs irrespective of their nature. To achieve sustainability in a minimum period after the commencement of the business will naturally fetch strength and credentials. This year’s KMA Convention theme, ‘Sustainability & Growth in Challenging Times’ certainly will give some impetus to our managers and entrepreneurs with regard to sustainability in their respective professions,” Mr Rajmohan says. “The word recession or slowdown gives sleepless nights to people across the globe. Irrespective of the size, right from the mighty nations to small traders, they all become prey to recession,” says Mr Rajan George, Secretary of KMA. “Our Commerce Minister, Mr Anand Sharma, recently warned against a recession in 2013. According to him, it will be the mother of all past recessions. In this scenario how can our economy survive the shock?

Or how can we float or sustain in this turbulent times?” The KMA Convention is debating these and other related iissues and is sure to make suggestions to help business find solutions, according to Mr Rajan George. “We have S Rajmohan Nair erudite speakers who have inspired our fraternity. Our symposia and seminars have excelled in imparting novel ideas, our competitions have encouraged young and aspiring managers to catch the limelight and our annual conventions have become mega-management events,” says Mr S R Nair. It has aptly recognized and honoured leaders by bestowing on them the coveted annual Leadership Award. “We were always quick to react to situations, whether it is a tsunami disaster or environmental pollution. Our past and the experience and wisdom of our members will serve us to meet any contingency,” says Mr S R Nair

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Kerala becoming an expensive destination What are the challenges?

Kerala is becoming an expensive destination. Other states are emulating Kerala with power to spend more money on the marketing and better infrastructure.

K N Shastry

‘S

ustainability & Growth in Challenging Times’ is the main theme of the 32nd annual Management Convention to be held at Le Meridien Convention Centre on February 7 and 8, 2013. This annual event of the Kerala Management Association (KMA) is keenly awaited by the professional management and corporate fraternity in Kerala. The theme reflects the concerns of the citizens during these difficult times. This concern is equally true in the tourism industry. The tourism industry in Kerala is considered a model for the rest of the country and other Third World countries.

Europe, the traditional strong market of international tourists, is on a decline economically. Domestic tourists from upcountry look more and more to neighbouring countries as cheaper options. The state is becoming an expensive destination. In no way can we reduce the higher cost unless the Government intervenes with positive action, the tax structure on hotels and food and the excise policy, to name the glaring issues. The policies with regard to these two issues are used to milk the socalled rich cow of tourism rather than as an instrument of growth. In spite of numerous representations from the industry the Government has not reacted positively to these crucial matters. Kerala has poor air connectivity both domestically and internationally which itself makes the destination expensive.

For example, from Delhi to Bangkok one can have a holiday at half the cost including flights compared to Kerala. States like Gujarat, Tamil Nadu, Karnataka and Maharashtra are aggressively closing in on Kerala. These are states with better infrastructure, resources and history, a blend of which is conducive to attracting people. Sri Lanka has settled the internal political and ethnic issues and is now aggressively marketing itself. Again the destination is less expensive. Having lost the technological edge and manufacturing base to Asia, the European states are in a state of flux. Holidaying is part of the European culture making it a strong market for us. But the present economic crisis is causing a shift in trends. There are shorter holidays within Europe, choosing destinations which burn a smaller hole in their pockets. How to sustain in these challenging times is the question. Diversifying the supply source. Fortunately both the industry and the Government are on this path. China, the Middle East, Russia, Australia, New Zealand and the US

Women can do better

hy do so few women, who excel in their chosen fields, join a relevant business association? Is it because they have too many domestic commitments?

I have found that it is rarely that you find women at Kerala Management Association (KMA) lecture meetings in the evenings. Surely, working out a work-life balance would enable women to participate and make a positive difference in these associations. We need to do a better job of putting ourselves higher on our own ‘to-do’ list—Michelle Obama How high have you put yourself on your list? Women in management can shine because of their patience and multitasking ability and because they are less likely to be associated with corruption. There are many enterprising women doing extraordinary jobs and yet they never come to notice and so are never in a position to be a source of motivation to those women who aspire to be managers. Why do so few women, who excel in their chosen fields, join a relevant business association? Is it because they have too many domestic commitments? I have found that it is rarely that you find women at Kerala Management Association (KMA) lecture meetings in the evenings. Surely, working out a worklife balance would enable women to

participate and make a positive difference in these associations. And here is some evidence. In the 55-year history of KMA, Ms Pamela Anna Mathew, Managing Director of OEN India Ltd, has been the only woman elected to the Management Committee and Executive Committee, holding many other positions, before being elected President of KMA in 1992-93. So, what is my story? First of all, being a woman, it wasn’t easy to get an education, while getting a job was a Big NO NO! I was a late entry into the corporate world, a male chauvinistic world in which I thought I never would be able to survive. Yet, I’ve achieved my current position as General Manager of the Flora Airport Hotel, having earlier worked as a hospitality professional for 17 years with the Taj Group of Hotels and a few years with other chains. This achievement was made possible by determination,

commitment and lots of persistence on my part over all those years and some family sacrifices. I had been an inactive member of KMA for several years but, over two years ago, I was invited by Mr Prem Chand, then KMA Secretary, to stand for election to the Management Committee. I was hesitant at first, as KMA is a huge corporate body with very highprofile male members. To my surprise I was elected, which was a great boost to my confidence, as KMA is a very professionally run association with very high-quality senior officers. Later, I was elected to the position of Joint Secretary of the Executive Committee and re-lected this year. I also have additional roles as Chairperson of the Women’s Forum and Chairperson of the Young Managers’ Forum. The Women’s Forum conducts many lecture meetings, as well as a Women’s Conclave, which is a one-day workshop very well received by corporate members and entrepreneurs alike.

are targeted. This also calls for other fresh inputs in logistics like the guides who can speak Chinese, Russian and other languages, new safety and security support and standards. Finally, being a large country with rising incomes, the domestic market will be the mainstay of tourism in Kerala as most of the large countries have experienced. It is not about maximizing the tourism potential in the state but rather it is about the optimizing of the resources that will address the concerns of the socially conscious citizenry of Kerala. Concern for ecology, preserving our arts and culture and maintaining the pluralistic social fabric will be the main challenge of the future. A continuous debate on this issue among the various stakeholders and thought leaders is already on. This dialogue will continue to address the concerns to have the least negative impact on the state in every respect. Tourist not at any cost but at the best cost. (Mr. K N Shastry is Ex President of KMA) One of the many awards given by KMA annually is Manager of the Year Award. It is with great pride and pleasure I can say three women have been among the recipients. They are Ms Sushamma Srikandath in 2003, Ms M S Sreekumary Nirmala Lilly in 2006 and Ms Pamela Anna Mathew in 2011. Since joining KMA, I must admit my outlook on business has changed. KMA is a superb forum for networking, updating oneself on current issues and meeting and listening to renowned personalities. It is definitely a forum to see professionalism in action. So why not join this prestigious organization? You will reap the rewards of membership just like I did and who knows one day you may well be crowned Manager of the Year. And even more importantly, in the meantime, you will motivate more and more women to follow your example and move into management. And you will have put yourself higher on your personal ‘to-do’ list just as Michelle Obama asks. (Ms Nirmala Lilly is Joint Secretary, KMA, andGeneral Manager, Flora Airport Hotel)

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Management education—the India story I

n India, from fewer than 10 B-schools, engineering and medical colleges, the number has shot up to over 100 for B-schools and engineering colleges and 40 for medical institutions. The number is still growing. The investment in this sector in the last 10 years has been over Rs 50,000 crore, almost equal to the annual budget of Kerala. The intake of students every year is around 50,000 and the direct employment generation 20,000. The increased future cash flow and value additions from these new-generation young professionals will be 10 times the present NRK remittance of Rs 60,000 crore. They would invariably find jobs mostly outside Kerala.

Dr P K Abraham Management practice is as old as organized and collective human endeavours. The pre-historic human groups, expert hunters and fishers, planned, organized, and executed their hunting expeditions deploying their strong, facing their threats and exploiting the opportunity to catch their game (goal). This is what modern corporates do to reach their objectives or the practice of 21st century management. They plan, organize and execute.

From old Chanakya and medieval Machiavelli, management as a subject of study was started early by the late 19th century. The first management degree was offered by Harvard Business School in 1921 only. By the 1950s business and management schools were widespread in the United States and most universities began offering graduate programmes in management. Canada in North America and France and the UK in Europe started management schools in the 1960s and 1970s but they were few in numbers, and were rather elitist and exclusive, compared to over 1,700 in the US by that time. The US was leading in this number game till recently, but India, a late starter, overtook all countries in the world with the staggering figure of 4,000-plus B-schools by 2012. By 1987 we had the All India Council for Tech-

agement to cater to this need but soon found inadequate. It is at this time that IIMs were envisioned and the first IIM was established in Calcutta in November 1961, followed in December 1961 by the second in Ahmedabad. Both were established by the Government of India based on the study of Professor George Robins of the University of California. IIM-C followed closely the MIT Sloan School of Management whereas IIM-A followed Harvard Business School. Subsequent IIMs and other Bschools followed these patterns. Today we have 13 IIMs (Calcutta, Ahmedabad, Bangalore, Lucknow, Kozhikode, Indore, Shillong, Rothak, Ranchi, Raipur, Tiruchirappalli, Udaipur and Kashiapur). Till 1990, India had fewer than 100 B-schools, but these shot up

Harnessing muscle power from animals, slaves and soldiers needed enormous management skills. Alexander’s conquest had over a hundred thousand soldiers on horseback and their supply line was stretched from Macedonia in Europe to Sind in India. Without top-class management practice it was impossible to clothe, feed, motivate and make them fight till they died. Alexander commanded and his generals executed his winning strategy. Thus management practice was involved in all human achievements in the past. However its theory and organized teaching was started in a systematic manner only from the beginning of the last country, though there were a few exceptions. Chanakya wrote Arthashastra around 300 BC to educate the young Prince Chandra Gupta Maurya. It contains elaborate instructions for a ruler to manage his empire, including the rulers’ social responsibility. Vishnu Sharma’s Panchatantra is as old as Chanakya’s work, but was told as animal tales each containing strategic wisdom to be used in difficult decision-making. Much later, in Europe, we have The Prince by Nicolo Machiavelli, advising the rulers on statecraft and how power is amassed, controlled and used for enforcing the will of the State (King).

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nical Education (AICTE) by an Act of Parliament to regulate and control the establishment and running of all management and technical institutions. With planned economic development and industrialization starting in the 1950s, the need for business managers to lead these enterprises has become acute. The ICS and successor IAS bureaucrats were found inadequate for the task. The answer was creation of professional managers with management education and training at the university level on the US pattern, the only model for business education available at that time. By the mid-1950s some universities in India started graduate programmes in man-

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to 700 by 2000 and 4,000 by 2012. Kerala also followed a similar pattern. We started management studies at Kalamassery under Kerala University in the early 1960s and the first School of Management Studies under the Cochin University of Science and Technology (CUSAT) started before IIM-B under management guru M V Pylee. The subsequent growth of management schools was slow. While our neighbouring states went around establishing large numbers of B-Schools, we kept away from this global trend on ideological anachronism and pushed our MBA and other professional aspirants in droves to other states. The

demand for higher professional education in medicine, engineering, technology, management and paramedical and nursing services was so pressing that the State Government by 2001 changed its ostrich policy and started allowing private initiatives in higher professional education. The subsequent years saw a watershed. From fewer than 10 B-schools, engineering and medical colleges, the number shot up to over 100 for Bschools and engineering colleges and 40 for medical institutions. The number is still growing. The investment in this sector in the last 10 years has been over Rs 50,000 crore, almost equal to the annual budget of Kerala. The intake of students is around 50,000 and the direct employment generation 20,000. The increased future cash flow and value additions from these newgeneration young professionals will be 10 times the present NRK remittance of Rs 60,000 crore. They would invariably find jobs mostly outside Kerala. The question and criticism now levelled is whether we need so many professional institutions. The answer is competition will weed out the weak and quality will pick up. Just as supply will create its own demand, these professional graduates will find or create jobs in the growing economic tide in the state, India and the world. The boundaryless movement of all factors of production including labour globally has become a reality. A professional sitting at Infopark; Technopark or Infosys is doing a job for a company in Alaska or Moscow, so much so employment has become global. To work for General Motors you need not go to Detroit; you can do it even from your home. So where is the lack of job opportunity? What is the role of professional organizations like the Kerala Management Association, chambers of commerce, universities and business in this area? They should be facilitators, mentors and guides. After all the fruits of these institutions are used by all these organizations to achieve their goals and it is in their interest to handhold them. (Dr Abraham is Chief Editor, Veekshanam daily)

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Grab opportunities and grow parts of the world and for employing over 18,000 Keralites in all his enterprises. This great manâ&#x20AC;&#x2122;s heart is always on the ground and he is available to any visitor either seeking a job, donation or a sponsorship. His Lulu

Rabindranath Athri

t a seminar titled â&#x20AC;&#x2DC;Excellenceâ&#x20AC;&#x2122;, conducted back in 1978 by the Centre for Excellence, Mumbai, two interesting prescriptions evolved which are valid even today in the context of growth: recognize your core competency and grow by design rather than by chance; opportunity is all around us, recognize, grab and exploit it. Luck is nothing but opportunity charged with effort. If you see the few large corporates which have grown and are still growing, these are the ones which recognized opportunity and went all out to exploit it. Most others see others grabbing opportunity and copying the pattern. Open minds who are creative see and recognize opportunity quickly and the innovative among them find ways to exploit it and give the best to the customer and naturally grow. The phenomenal growth in the telecommunication field is an excellent example of opportunity exploited. The pioneers recognized the opportunity of a mobile in the Indian market; most of the others just followed it and exploited the advantage of scale. Some of the innovative companies offered extra functions in line with customer needs (opportunities) and the industry grew exponentially. The education industry has also displayed the acumen of opportunity recognition. The scores of institutions offering education in the distance education format, online format, one year in India and one year abroad, one year in India, one year abroad with internship, leading to a job etc formats are surely examples of making the best use of opportunities. Our extremely enterprising NRI brothers and sisters who saw greener pastures all over the world are the best examples of opportunity grabbers. They went abroad and became business leaders, establishing their leadership qualities even in politics. They happen to be the backbone of the Kerala economy. The name of Yusuffali stands first for establishing his empire in many

ping brains totally repaired and put back to sea a ship which was junked by New Zealanders. The rebuilt ship was taken back to New Zealand and people there raised their hands in awesome appreciation of the fantastic redoing of it.

The demographic advantage we have now will shortly come to the fore with positive youth power who with their idealism, energy and get-things-done attitude will take our country to great heights. The youth have every possible lesson in governance, management, politics etc. enterprise of hypermarkets is a role model for any such business. P N C Menon is a unique and unusual businessman who says that money can only be a byproduct of success; it cannot be the motivator for success. To say that he is a construction business tycoon is not really fair, because he is a philanthropist with an attitude of never taking the credit for the good work he does.

We have a lot of destinyconscious people who justify their not looking at opportunity because they believe that everything will happen in time. Some others justify that everything happening around us is due to kali kaalam. The demographic advantage we have now will shortly come to the fore with positive youth power who with their idealism, energy and get-things-

done attitude will take our country to great heights. The youth have every possible lesson in governance, management, politics etc. The generation which bent down to the British and the present generation will soon disappear from the scene and the India which survived every possible onslaught will stand up stiff and straight. No scams, no corruption, no rapes, no suppression of women or men. Just imagine if 50% of our population discover the nectar hidden in them. Our youngsters are seeing this opportunity. Now they are just waking up. Management leaders are those who recognize it and grow by design rather than by chance. (Mr Rabindranath Athri is CEO, Softskill Initiative, Kochi)

G D Naidu is the one who brought industrialization and technical education for the first time in Coimbatore. He was an extremely straightforward person and would refuse to bend to any kind of pressure. It is said that he produced a car for Rs 2,000 in 1952. He requested the Government to eliminate the excise duty on the car so that it would be available to the common man. When the Government refused, he took the hammer himself and destroyed the car as a protest. Dr T M A Pai was an allopathic doctor and educationist (massive range of educational institutions). He was a true pioneer who received the Padma Bhushan in 1972. He is also the founder of Syndicate Bank. K M Mammen Mappillai was an entrepreneur. From a toy shop to MRF Tyres to the Malayalam Manorama was a path-breaking journey. His grit and commitment were such that not only he but his siblings and nephew got Padma Bhushan. This shows obvious leadership. Dr P J Antony, an extremely innovative and passionate shipping engineer in Kochi, is an unsung hero in Kerala. When you hear this man talking about the outstanding ability of the Indian brain for repair, maintenance and reuse, you get a hint about what is in his mind. He is proud to be Indian because according to him Indian shipJan 31 - Feb 28, 2013

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Sustainability buzzword Intersight diversifies, for business growth, success widens operation Identifying problems or the root causes of crises is the first and prime requirement during turbulent periods in one’s business. It needs care and a lot more precision. Discussions with employees, especially with the core team of the organization, are necessary at this stage. A good manager or the entrepreneur himself should also be a good listener. He should always welcome the new or innovative ideas appropriate for his business.

K A Mohammed Saleem

he word sustainability has great importance not only in business but in everyday life, impacting the environment, the energy sector etc. The sustainability of a country or its society is staying afloat during turbulence and moving ahead without damage or with minimum damage to the economy. For business or entrepreneurship, sustainability is the buzzword for growth and ultimate success. In the post-liberalization era, the world has shrunken into a global village. This means our enterprises and services are easily accessible to the markets of the advanced countries and vice versa. Naturally our economy will be prone to recessions occurring in Europe, the US, West Asia or the Far East. In such challenging times, how can an entrepreneur sustain growth with his available resources?

lar group, and once this is identified, he should retain them. It means nothing but finished goods. They must be customer-centric or customer-oriented. Upgrading products from time to time is also a challenging task for a successful entrepreneur. This needs research and advice from market experts. A wise entrepreneur will not hesitate to alter, remodel or change his product or service. But invariably the entrepreneur has an emotional attachment to his product or service and he hesitates to change or remodel it, which may see the collapse of the business. In modern times mergers and acquisitions are the mantra for success and most big corporate bodies believe in ‘build, operate and sell’. The small and medium enterprise (SME) sector is yet to adopt such a practice. The main reason for this is that most of these enterprises are family-oriented and the emotional bond of the owner with the existing business is deep-rooted. A businessman should always be consciously competent. He must be aware of his strength and weakness in the market and should be a keen observer of the market conditions. Removing flab and cost-pruning are inevitable steps for the success of the business. Most businesses run on wafer-thin margins. Cutting of unwanted expenses coupled with efficient manpower use will boost efficiency. Human resource is the backbone of any business/industry. Availability of an efficient and a result-oriented workforce and maintaining them well determine the success of every business. (Mr Mohammed Saleem is the Managing Director of Asset Homes and a member of the Managing Committee of the Kerala Management Association)

Identifying problems or the root causes of crises is the first and prime requirement during turbulent periods in one’s business. It needs care and a lot more precision. Discussions with employees, especially with the core team of the organization, are necessary at this stage. A good manager or the entrepreneur himself should also be a good listener. He should always welcome the new or innovative ideas appropriate for his business. Consultancies or advice from competent authorities and experts will certainly minimize the gravity of the problem and enable smooth functioning of the business. Segmentation is the key to success. An entrepreneur should consider segmentation of customers for his finished products or services. He must know for which segment of society he should cater. It may be for individuals, companies or a particu-

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ntersight Tours & Travels Pvt Ltd, Kochi, with an enviable track record of about two decades in the holiday management segment, has emerged today as a highly preferred service provider for its domestic and foreign clients numbering over a lakh a year. It has widened its area of operation with offices in Delhi, Mumbai, Chennai, Bangalore, Kolkata, Kovalam and Thrissur, associated offices all over the country and overseas offices in the UK and Canada. Abraham George Intersight has also diversified into travel documentation and airline ticketing, MICE, luxury car division, holiday management, hotel reservations etc to ensure its customers a complete holidaying experience. Rated as the best handling agent for Kerala and inbound tourism, Intersight enjoys the best possible rates and services from some finest hotel chains in Kerala. Its customer-centric approach has been further accentuated with an excellent 24 X 7 customer support service manned by the best qualified and trained professionals. It is today the official handling agency for India’s national carrier Air India for executing some of the highly acclaimed flyway packages in South India and has entered into strategic alliances and tie-ups with the largest hotel chain in Kerala managed by the Kerala Tourism development Corporation (KTDC), Axis Bank, Amrita Institute of Medical Sciences etc. Recognized by the Union Ministry of Tourism and the Kerala Government as an accredited tour operator, Intersight is a member of several travel organizations and trade and commerce bodies. Mr Abraham George (Johny), its Managing Director, is a member of the Kerala State Tourism Advisory Committee, Kerala Chapter, Chairman of the Association of Domestic Tour Operators of India (ADTOI), Vice-President of KTM, President of the Confederation of Accredited Tour Operators Association (CATO) and Vice-President of CKTI.

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Children losing out on childhood. Save them sweets and the breaking of coconuts in places of worship. Isn’t there some little love we can give them, a little hope, a little better life? The right to live and earn with dignity? R Balachandran he wanderer must have been hardly two years old. A scraggly, dark-skinned naked boy with a leaking nose.

Under a makeshift awning of a castaway Louis Vuitton flex banner, a little girl of five slept in a state of stupor. Her dress was torn and tattered. A little fly kept hovering around her leg which festered a sore. The girl’s mother was a coolie, striving under the burning sun to earn her meagre daily wages. Straightening her back she leaned against the edge of the pit, her eyes half-closed in exhaustion. Drops of sweat glistened on her face. Dragging herself out of the pit, she picked up her kid and pulled a ragged, torn vest over his head. Through the glass partition at the swanky airport, her eyes flickered around the figures thronging the arrival lounge. The eyes focused on a corpulent lady, piled with jewels. A little boy, probably her son, was perched on a chair near her. His dress and manners projected the persona of a rich and pampered child accustomed to getting what he wanted. Irritably, he was trying to dodge the ‘fussing-over’ of his mother. The creamy chocolate donut forced into his mouth was spat out in exasperation. The little one behind the glass spotted the yummy-yummy chocolate discard. With a sparkle lighting up his face and lips, drooling, he reached forward to snatch up the chocolate. Thud! His head banged against the glass. He cried in pain. He suffered from hunger. He was one among the million children beginning a journey into the new India. I remembered that haunting UNICEF poster which said, “I cried for more shoes, Till I saw the boy with no feet.” The little child’s face choked me. What have we, the citizens, our country to offer this innocent child? Isn’t it a sheer biological accident that he was born poor? Not all are born in the best maternity hospital. Not all get their entry into this world heralded by

any time to play. Children are losing out on their golden years of childhood. Pressurized by parents and peers to constantly compete and be the best as it is a social status symbol for them!

Can we give the children of today the courage to dream? Can we give them a childhood to remember? Can every businessman, every salaried employee set apart a small percentage of their annual income to make a difference in the life of someone else? An initiative that can have a direct impact on the beneficiary? Surely, the money spent every month on cosmetics or cigarettes or that evening peg should be enough to maintain a child or an abandoned elder on the barest nutrition levels. To give them an education and develop skills that makes them a productive member of society. There is a need for a new consciousness amongst those who have the power to make a difference.

Why has education become so oppressive today? The first six years of a child are the most crucial when he is feeding his brain with vital informa-

tion of all that registers in his mind through his eyes. A school gets a child for 14 years—from Kg to Plus II. If a school cannot mould a child during the schooling years, it is too much to expect a college to change the individual in under four years with so many distractions and disruptions in place. Let us be honest to ourselves. Let us rise above our mediocre selfishness. Let us give our children a chance to understand the meaning of childhood. Let our schools focus on the holistic development of the child rather than just on academics. Let us not gloat on the fact that we are a 100% literate state. The question to ask ourselves is, Are we just literate or are we educated? (Mr Balachandran is CMD, SB GLOBAL, Kochi)

It is ironical to read that the High Court has to intervene to force action against ill-equipped and badly run professional colleges. The dropouts after joining a professional college are high. The failure rate is higher. The Government blames the administration and the managements. The managements blame the uncontrolled proliferation of such colleges. Students blame the lack of infrastructure and the quality of the faculty. The faculty blame the pressure of the curriculum and the indifference of the students. It has just become a case of passing the buck. The country needs over 500 million skilled personnel if it has to feed a growing GDP. Irrespective of whether it is 6% or above 8%, we as a nation need a continuous supply of qualified and well-trained professionals. What is education?’ However, we can start thinking about the purpose of education. Is it to educate youth to be responsible citizens? Is it to develop individuals, as well as society, in order to ensure a society’s economic success? Or is the purpose of education to simply focus on developing individual talents and intelligence? Perhaps it is the balance of all three that defines education. Education has become a cesspool of atrocities, today. There is a mad scramble for admissions to schools, and, only to find their enthusiasm and joie de vivre crumbling under a heavy load of books and homework. It is always studies and more studies. Hardly Jan 31 - Feb 28, 2013

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DIST—timely vision, timeless values S

ince its inception in 2002 at Angamaly, De Paul Institute of Science & Technology (DIST) has passionately pursued educational excellence. The past decade has been a committed effort towards concretizing its vision of creating an ambience for this on a lush green campus in a prime location, equipped with the latest infrastructure, experienced faculty and international tie-ups with prestigious universities. DIST is managed by De Paul Educational Trust, the educational arm of Vincentian Congregation, a Catholic religious community. The institute derives its title and inspiration from St Vincent de Paul, the patron saint of the Vincentian Congregation, inspired by whom its members undertake educational/charitable/ spiritual activities for uplifting society, especially the marginalized sections. DIST’s vision is to mould outstanding young professionals in relevant fields. Each of DIST’s five schools—Management, IT, Social Work, Commerce and Media and Communication—is self-sufficient with its own teaching departments, latest-in-class infrastructural facilities, training and placement activities, add-on courses, research projects and consultancy and extension services. The learning-teaching process in each school is multidimensional. Apart from classroom presentations and assignments, students also participate in national- and international-level seminars, conferences, students’ meets etc. IT-enabled training, group research models, latest reflective practices for student enrichment, student-led projects, students’ associations and clubs and job-related placements/fieldwork practices with international faculty are some of the teaching-learning methods.

The School of Management, started in 2006, provides education rooted in human values and social concerns and brings out aspiring managers’ full potential. It offers two-year Residential MBA and MHRM (Master of Human Resource Management) programmes.

De Paul Institute of Science & Technology Launched in 2002, the School of Computer Science offers Master of Computer Applications (MCA) and Bachelor of Computer Applications (BCA) courses, both of three years’ duration. The school recently started a two-year PG programmme in Computer Engineering and Network Technology (MSc CE & NT). The School of Social Work, started in 2004, offers a four-semester PG in Social Work (MSW), which is designed with unique specialities. The School of Multimedia & Communication offers two two-year PG programmes, MA in Multimedia and Master of Communication & Journalism, and two UG programmes, BA in Multimedia and BA in Communication, Journalism & English, of three years’ duration. The school was started in 2011.

The School of Commerce moulds business and commerce profesRev. Fr. Alex Chalangady sionals. Started in 2002, (Principal) it offers three courses: MCom (Finance), BCom (Computer Applications—BCom Comp) and BCom (Finance & Taxtation—BCom Tax). DIST has also developed centres for coordinating and supporting activities of the schools. DCRD (Depaul Centre for Research and Development) tries to promote research initiatives and orientation among the faculty and students. DES (Depaul Extension Services) is engaged in social service like women and child development, environmental protection and health awareness. D’Soft Solutions develops software applications and assists IT students to carry out their projects. Centre for Cultural Exchange and International Collaboration provides opportunities to students to build rapport with students from other institutions/universities. It also accepts and accommodates students of other universities/institutions to make them familiar with our cultural heritage. The centre has tie-ups with foreign universities such as De Paul University, Chicago, US, and James Cook University, Australia, for facilitating overseas exposure to the students. Consistent and effective support systems to parents, students and alumni is a distinguishing mark of DIST. Trained counsellors at its Centre for Educational Counselling can handle any queries regarding admission, fee payment, scholarships etc. Spacious and comfortable hostel accommodation is provided to both boys and girls. There is a cafeteria and a health club too

SNGCE helping create next-gen technocrats S

ree Narayana Gurukulam College of Engineering (SNGCE) was established in 2002 by the Kunnathunadu SNDP Union, headquartered at Perumbavoor, to accomplish the ideals of Sree Narayana Guru, the great social reformer and philosopher-scholar. The functioning of the institution is steered by the Sree Narayana Gurukulam Trust which is committed to providing world-class facilities to up-and-coming technocrats. The members of the trust hail from various professional fields, and they have a set objective of opening avenues to the youth in world-class higher education in engineering, technology and allied disciplines. The college has been approved by the AllIndia Council for Technical Education (AICTE) and is affiliated to M G University. It has separate hostels for gents and ladies. The ladies’ hostel is located within the campus. SNGCE increased the MBA seats from 60 to 120 in 2011 and inducted MTech courses in three

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streams. Its placement service could get 228 students employed in 2011 and 158 in 2012. The college envisages more courses in computer science and electrical engineering in future, says Mr T A Vijayan, Executive Director.

T A Vijayan

The team of MBA students from SNGCE represented by Arun Kurian, Avanish M R, Renjith Pad-

manabhan and Divya K Joy had won the Third Best Overall Award at The Young Indians (Yi) National Innovation Run-Road 2 Ideas held from November 1-4, 2012. The Innovation Run passed through four states that have over the years demonstrated entrepreneurship and excellence. Twelve teams from various colleges across the country took part in this run wherein they got an opportunity to meet 12 innovators from Indore, Vadodara, Pune and Goa. Two teams from SNGCE and the Toc H Institute of Science and Technology had participated from Kochi

7 -- 88 FebFeb-2013 2013 International InternationalConvention ConventionCentre, Centre,Le LeMeridien, Meridien,Kochi Kochi

Smart City, SEZ: ambiguities must go

Smart City is now a very sensitive subject which cannot be digested by the common people. Prima facie, we are not aware whether it is controlled by the Central Government or the State Government and to what extent either Government is involved in managing the affairs of the project. The sight doesn’t carry all relevant information for the public. Since the idea of the State Government is to attract investment, it should have gone for corporates like Wipro, Infosys or Tata from India which were also in the reckoning for the Smart City project. The people therefore fail to understand what made the State Government compromise on many provisions of the law of the land for a foreign group without drawing lines as it is done in the case of private sector SEZs all over the country.

EZ (special economic zone) status to an industrial cluster means providing leasehold infrastructure to an industrialist for setting up shop, exclusively for exK K Pillai port activities, with minimum Government control. The single-window mechanism is implemented in SEZs, especially in the Cochin Special Economic Zone (CSEZ), to enable entrepreneurs to function smoothly. State and Central Government clearances are provided on the fast-track route. Customs clearances for export and import activities are liberalized. The Development Commissioners concerned are empowered to settle labour issues without the involvement of outside officials. This is a milestone in the history of Kerala. Electricity, water supply and waste water treatment, disposal of solid waste etc are major issues for industrial clusters for which SEZs have inbuilt facilities and expert management. There is a senior civil servant with all statutory powers, appointed by the Central Government to head each zone. For all practical purposes, the State Government is not directly involved in SEZ-sector industries. Smart City is now a very sensitive subject which cannot be digested by the common people. Prima facie, we are not aware whether it is controlled by the Central Government or the State Government and to what extent either Government is involved in managing the affairs of the project. The sight doesn’t carry all relevant information for the public. Since the idea of the State Government is to attract investment, it should have gone for corporates like Wipro, Infosys or Tata from India which were also in the reckoning for the Smart City project. The people therefore fail to understand what made the State Government compromise on many provisions of the law of the land for a foreign group without drawing lines as it is done in the case of private sector SEZs all over the country. SEZs are given to entrepreneurs for a maximum period of 15 years in the beginning and further extension is

permitted only for five years at a time. Periodic increase of lease rent is also loaded onto the shoulders of the promoters of the industries. The extension of the term for five years is purely based on the performance of the unit. If the unit does not function as envisaged in the initial approval, it will be served with a show-cause notice. If the explanation is not satisfactory and further performance of the unit is not in line with the commit-

The question is whether 99 years’ lease is as good as giving the title to a party. The company which occupies the land can easily transfer the land to a second, third or fourth party without the knowledge of the Government bodies after a decade.

a different management of the present group. The newcomer may join `the enterprise as a legal entity and later the first party may resign, leaving the second party as the owner of the property.

It is also not clear whether the activities at Smart City will be owned by Indians or other nationals. If the land allotment policy remains the same as that for other zones, then what is the speciality of Smart City? A 100-year lease, in today’s calculations, is too long a period as the whole universe is entering a fast era and our calculation is certain to go wrong. There may be many grey areas to be addressed for transparency.

The 248 acres of land for Smart City is divided by the Kadampara river into two pieces. The Union Government was not in favour of sanctioning it as one EPZ zone probably for security reasons. Certainly there is a lacuna in assessing the security aspect as the river is flowing in the middle and building walls on the bank of the river to protect it from entry from the river may not be economical or practical.

The authorities should open their eyes to the realities and refrain from criticising the positive efforts of experts in developing and improving the state’s economy. Certainly the time, effort and continued patience exercised by the personalities involved in this project are laudable. And the people of Kerala who have a positive outlook are waiting to see the flag fluttering in Smart City in the days to come.

The river is open on both sides. The local people who want to use the waterway will become trespassers as the river is in the centre of the EPZ protected area. Secondly, there is every chance of the river being used to smuggle goods from other areas to the subject EPZ and/or it could be the other way round. Anything can be taken out from the EPZ. Neither the Best

ment, it will be checked out of the SEZ, and the area will be allotted to a new unit. This statutory power is vested with the Central Government. Once such a situation arises, promoters become panicky about their investment. Disposal of their assets inside the zone will take time and normally proper prices for their assets will not be realized because of limited buyers.

promoter nor the Government might have thought of this.

(K K Pillai is anindustrialist in the CSEZ)

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The public is not aware whether such clauses are incorporated in the agreement in the case of Smart City. The question is whether 99 years’ lease is as good as giving the title to a party. The company which occupies the land can easily transfer the land to a second, third or fourth party without the knowledge of the Government bodies after a decade. By then the state’s political scenario may change. The transfer need not be officially announced. An internal agreement is more than enough. There are many such transfers taking place in the industrial parks. If any consequences arise the area can be divided into pieces and each section can be under

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SCMS—standing out from the rest

Passline News Service

he SCMS Group of institutions, one of the foremost names in the country’s higher education sector, had its beginning with Prathap Foundation for Education and Training launching the School of Communication and Management Studies (SCMS) at Kalamassery in Kochi in 1976. SCMS-COCHIN, as its business school is known t o d a y, has since grown to be one of the very few Bschools in the country with all the credentials and acDr G P C Nayar creditations that most others look forward to with awe. Besides the B-school, the foundation has established numerous other institutes of global standards, par-

MBA

ticularly in the fields of engineering, technology, mass communication and biotechnology. “SCMS stands out from institutions because of its quality, attainments and high performance levels. It is the only accredited B-school in the state. According to the All India Council for Technical Education (AICTE), accreditation is the final test of quality for a business school. Most of the PGDM (Postgraduate Diploma in Management) B-schools claim that their PGDM is equivalent to MBA (Master of Business Administration). This claim is illegal as long as they do not have an order from the Association of Indian Universities (AIU) to that effect. We are the only autonomous B-school in Kerala which has got MBA-equivalent recognition from the AIU for our PGDM programme. We are, again, the first B-school to get ISO certification for quality management and teaching system. We are also the lone recipient of a grant from the AICTE for our excellent performance record,’’ says Dr G P C Nayar, Chairman of the SCMS Group. “We provide an ethical dimension to management teaching with emphasis on

(2 Year Full Time)

good behaviour and social responsibility. Ethics is taught as a full course at SCMS,’’ Dr Nayar adds.

The foundation has expanded its reach and opened its new centre in Bangalore—SCMS COCHIN Bangalore Centre. The group has also applied for university status for it. “We do

Rs 150-cr complex soon on Smart City campus The SCMS Group plans to develop an academic complex on Smart City campus at Kakkanad in Kochi with an investment of Rs 150 crore, says Group Chairman G P C Nayar. “The Kakkanad region has about 50,000 people working in various industries and the number is expected to touch 4.5 lakh by 2020. SCMS will render state-of-the-art academic service to the working executives of this fast-developing information technology hub of Kerala,” says Dr Nayar. The plan is to start a higher secondary school and a management and technology training institute to cater to the children of the executives working in Smart City. The first phase of the project will be complete by 2016.

not deviate from the moral and ethical principles that are dear to us. We will, perhaps, be the only group which does not charge capitation or levy any amount other than that prescribed for our programmes,” says Dr Nayar.” In Karukutty, near Kochi, is situated the group’s engineering college on 32 acres of land. There is a plan to start a new engineering college there. A feature that makes SCMS unique as a business school is its tie-up with great foreign institutions like La Trobe University, Deakin University, the University of Canberra, University of Applied Sciences-North-Western Switzerland, North Carolina Central University and the University of Colorado. “Presence of faculty members from across the globe provides our students with a global perspective. Professors from foreign and other universities take classes as part of this tie-up. SCMS has also established a chair on climate change with Professor Cleo Pascal of Chatham House, UK, as consultant professor and Dr C K Rajan as professor,’’ says Dr Nayar. According to him, SCMS is the only institute which had achieved 90% placement even during the recession. “Almost 95% of our students have been getting placement, in reputed companies, ever since SCMS was established in 1992. Curriculum innovation and periodic upgradation of the teaching and training system make SCMS different from other B-schools. Our academic committee reviews the curriculum every six months and brings in innovative areas,’’ he adds.

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“SCMS aims at grooming leaders of tomorrow who will uphold the philosJan 31 - Feb 28, 2013

ophy of social commitment and ethical behaviour while creating wealth for the nation. Specialized training is provided at SCMS to improve students’ communication skills, public speaking and presentation skills and interpersonal relations skills. Students shed their shyness and inhibitions so that they can get on with all sections of people,’’ he

says. SCMS also focuses on development of the analytical ability of individuals so that they take intelligent business decisions. All these programmes aimed at personality development are conducted by special experts who come from different parts of the country. SCMS has an annual budget of Rs 1.5 crore for this purpose. To further extend its social responsibility, SCMS has established a charity foundation, the ‘G P C Nayar Foundation’, with an initial corpus of Rs 1.5 crore for offering scholarships to financially poor students who join institutions under the SCMS Group. SCMS-COCHIN offers MBA-equivalent PGDM, and one-year postgraduate diplomas, recognized by the Kerala Government, in Marketing Management, Human Management, Materials Management, International Management, Foreign Trade Management, Public Relations, Advertising and Journalism. The other institutes that constitute the group are SSET-Cochin (SCMS School of Engineering & Technology); SSTM-Cochin (SCMS School of Technology & Management) offering MBA and MCA; SSET Bioscience and Technology Division SCRCT-Cochin (SCMS Centre for Research, Consultancy and Training); NSIPADS-Cochin (NORKA-SCMS Institute for Paramedical and Development Studies); SSHM & CT-Cochin (SCMS School of Hotel Management & Catering Technology); SAAMS-Bangalore (SCMS Academy for Animation and Media Studies); SSIS-Cochin (SCMS School of International Studies) and SCMS-Cochin Trivandrum Centre

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BMIM:moulding managers with social commitment ence for nurturing and nourishing entrepreneurial spirit among its students.

harata Mata Institute of Management (BMIM) of Kochi is one of the leading B-schools in Kerala with a different approach to managerial education and training. It is not turning out economy-oriented managers but socially committed human beings.

``BMIM believes that what human mind can conceive can surely be achieved. We are holistic in whatever we do. We empower our students to achieve more. Our watchword is flex-

In this era of globalization where the economy is the supreme power for sustainable development, management experts serve as an axis power. The development of industries and the economy is vested in the hands of management professionals. Analysing each Fr (Dr) Varghese Kalaparambath minute change in the economy and creating new tactics for develibility, planning, patience, commitopment are not easy tasks in a comment, humility and networking. We petitive economy. A successful mangive comprehensive training to stuagement expert is the outcome of an dents with special emphasis on makexperienced management resource. ing them responsible citizens having BMIM has been established to serve a secular outlook, moral values and as a centre for training future manageabiding faith in God expressed in acrial experts. tive concern for others,” says Rev Unlike most well-known B-schools Dr Varghese K V, Director of BMIM,

about the institution’s secret of success. MNCs and other companies like Max New York Life Ltd, Reliance Telecom, Apollo Tyres Ltd and Tata-AIG Life are the college’s industry partners. A dynamic and vibrant placement cell guarantees 100% job assur-

ance. The coaching given is meant to create managers with a wide vision of social commitment and humanitarian considerations for fellow beings. The experienced faculty members also focus on shaping the students into first-rate citizens, apart from providing the usual curriculum-oriented

training. They also help them acquire soft skills. Thus BMIM is preparing for a revolution in the field of management studies with a different approach to training students. ``Today’s students are tomorrow’s citizens. The future of the nation should be safe in their hands. It does not matter whether the students are from man-

agement or technology wings. Social commitment and a humanitarian approach go a long way in making good citizens. BMIM’s role is to help its students become good citizens. We want to make the coaching that we give a brand in itself,” this is what the college says

which produce just management robots, BMIM engages itself in shaping socially committed management professionals. And the college knows that bringing out socially committed managers is just like extracting diamond from coal. But this is what it has been doing since its establishment in 2005. BMIM comes under the decadesold Bharata Mata College, is affiliated to Mahatma Gandhi University, Kottayam, and approved by the All India Council for Technical Education (AICTE). A nationally accredited institution of higher learning, BMIM is owned and managed by the archdiocese of Ernakulam-Angamaly. Hemmed in on all sides by a developed township of Greater Kochi, proximity to the industrial hub of Kerala backed by the prestigious Smart City, nearness to the Cochin International Airport at Nedumbassery—with all these facilities and future opportunities, BMIM provides the best ambi-

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7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi

AIM moulding the best MBAs bers are a blessing for this institute,” says Rev Dr Clement Valluvassery, Manager of AIM.

he Albertian Institute of Management (AIM), Kochi, is one of the best B-schools in Kerala. Coming under the auspices of the great educational heritage of the Archdiocese of Verapoly, AIM imparts high-quality, value-based, industry-focused management education. The objective of AIM’s MBA programme is to acquaint the students with the dynamics of the business environment and the principles and practices of management and to develop their analytical skills, strategic thinking and decision-making capabilities with emphasis on the holistic development of the individual, imbibing the mission of the institute. AIM has already achieved remarkable success in the field of management studies through its highly systematic system of coaching. Dr George Sleeba, former Chairman of Fertilizers and Chemicals Travancore (FACT), serves as the Director of the institute and Dr George Thomas as the Dean. ``AIM focuses more on fieldwork and industrial visits and this helps the students to know the intricacies and challenges in the field. The committed faculty mem-

The courses at AIM are affiliDr Clement Valluvassery ated to Mahatma Gandhi University, Kottayam, and approved by the All India Council for Technical Education (AICTE), New Delhi. Applicants will have to appear for MAT/CMAT, attend a group discussion and personal interview. A bachelor’s degree, recognized by M G University, with minimum 50% marks in aggregate is a must. Final-year students can also apply. Apart from the core papers, the fourth semester course includes electives in Marketing, Finance, Human Resource Management, Information Technology and Operation Management. AIM brings out Erudition, a publication that incorporates articles on various areas of management, business and research. Students are actively involved in a string of corporate social responsibility (CSR) activities which include organizing rural camps. Reflections, a monthly newsletter, is also in the account.

management-allied jects.

sub-

The institute gives topmost priority to placement of the students. AIM has nearly 50 prominent firms as their recruiters. Reprographic service is available Dr George Sleeba in the library. The online database includes Emerald and J-Gate. D-Space is also available. The classrooms are designed to promote and facilitate participative learning. The campus is Wi-Fi-enabled and the institute has a modern, air-conditioned computer lab managed by a single Fedora Core 7 server with a student-computer ratio of 2:1 The students of AIM are members of professional bodies like the Kerala Management Association (KMA), National Institute of Personnel Management (NIPM) and Indian Society of Training and Management

Ten percent of the classes are handled by industry experts. Case studydriven MBA programme is the highlight of the institution. The course structure includes four semesters dealing with

MACFAST grooms masters in all fields M

ar Athanasios College For Advanced Studies Tiruvalla (MACFAST), a postgraduate and research institution, was started in 2001 with the objective of offering specially designed courses in Business Management, Information Technology and Biosciences. MACFAST is owned and managed by the Corporate Educational Agency of the Catholic Archdiocese of Tiruvalla, with His Grace Dr Thomas Mar Koorilos as the President and Patron. In the past 76 years this educational agency has contributed to the establishment of a large number of schools, colleges, hospitals and medical and paramedical institutions throughout Fr Pradeep Vazhatharamalayil the country. The college offers MBA, MCA, MSc Phytomedicals Science and Technology, MSc Food Science and Technology, MSc Plant Biotechnology, MSc Bioinformatics, MSc Biochemistry and MSc Biotechnology. MACFAST owns the state’s first on-campus community radio station, Radiomacfast 90.4, called `Nattukarku Koottayi’, Fr Pradeep Vazhatharamalayil,

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Principal of MACFAST, being its Chairman. The college also has the first solar campus in India, with the solar project having a capacity of 30KW. It envisages the use of alternative sources of energy. The college undertakes some clean and green community projects like ‘Tiruvalla—A Clean and Green City’—from NIMBY (Not In My Backyard) to IMBY (In My Backyard), which aims at segregation of resources and greening in a decentralized method at the micro level.

MACFAST has also made a mark in philanthropic deeds by launching ‘Hrudaya Spandanam’ offering 50 free heart surgeries for the poor and needy. It also started a movement against the abuse of drugs,`War Against Drugs—Awareness for Healthy Habits in People. MACFAST’s mission is to transform young people into value-driven agents who would significantly contribute to improving their immediate community, the state, the country and the world at large. A research journal titled Journal of Science, Technology and Management (JSTM) was also initiated in 2008. JSTM is dedicated to bringing together research in these three fields from around the world. The key strength of MACFAST is its high-tech IT infrastructure. It plays a pivotal role in the functioning

A view of the college of all departments. Every discipline taught in the college is highly IT-centered. Additionally, developing the right attitude towards a career is of utmost importance. The Career Management Centre provides a complete training package to ensure a good career start and sustained growth. The MACFAST Industry Interface (MII) functioning at Technopark, Thiruvananthapuram, and now at Infopark, Kochi, is a unique initiative to bridge the industry-academy gap. Academy to industry, industry to academy, corporate badging, corporate scholar and entrepreneurship development initiative are its innovative programmes. In keeping with India’s Vision 2020, students are equipped to be the changing agent that will revitalize and sustain this revolution. MACFAST is striving to inculcate a flair for leadership, dynamism, courage of conviction and unwavering commitment to excellence.

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi

Holy Grace is different ‘W

ith a difference’ is the slogan for all the courses the Holy Grace Group of Educational Institutions, Mala, in Thrissur district, offers. What Holy Grace strives for is the overall development of the students, making them professionals rather than mere scholars. The institution recently diversified into the engineering stream, with the inauguration of the BTech course for women. The Holy Grace Group came into existence in 1999 under the banner of Holy Grace Foundation, a registered charitable and educational society, with the slogan ‘Committed to God and the Country’, under the visionary leadership of educational entrepreneur Raju Davis Perepadan, an advocate. Raju Davis is a 2007 winner of the Swami Vivekananda National Award for his contribution to innovation in the academic field. He is also the recipient of the Nehru Award and the Gandhian Award for his novel ideas in the education sector.

The Holy Grace Public School was started in 2000. Its objective, is to offer world-class programmes, designed to help each pupil realize his/her full potential at affordable cost. Coming after the school and the MBA College, the engineering college, started in August 2011, has a lot of innovative ideas. The BTech course is affiliated to Calicut University and is approved by the AICTE. It is a complete industry-endorsed package, and all that the industry needs are strategically wrapped around as super-competency add-on modules. There are a host of exceptional features or ‘differences’ in the institution. The students of Holy Grace are enriched with visits by high-profile and skilled faculty, including those from abroad. Its ‘child-friendly’ CBSE School and ‘B-School with a difference’ are both the first of their kind in India. Grace Public School, the very first attempt in the education sector by Raju Davis, has now gained wide attention

after pupils from faraway places came to study in the school after realizing the school’s uniqueness. The school has classes from LKG to XII, and there are about 3,000 pupils in the CBSE Residential School. The institution offers foundation courses for IIT and IAS from Standard IV onwards, and 30% of the time has been set apart for co-curricular activities. Its Plus-Two course has been integrated with entrance coaching conducted during the class time itself.

the best 100 colleges in the country in various ratings. It also boasts an unbeatable record of Raju Davis Perepadan placement. The college is affiliated to Calicut University and is approved by the AICTE.

The faculty at the MBA College, started in 2005, includes former ViceChancellors. A majority of the teachers are those who have passed out from either foreign universities or the IIM. This is the only college in India offering world-class SAP-ERP along with MBA. The facility is offered absolutely free of cost.

Yet another remarkable service by Holy Grace is the Learning Disability Research Centre, which provides regular training to those pupils who have difficulty in learning.

The institute gives opportunity to all management students to visit industries in China and Singapore at no extra cost. It has been ranked one among

Raju Davis is the President of Sevanagiri Sevanalaya, an orphanage, having 50 inmates. Holy Grace conducts many charitable activities, including daily food supply to economically weaker patients in the Government Hospital at Mala

Jan 31 - Feb 28, 2013

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The college is headed by the electronics wizard, Dr di Shankara Institute of Engineering & S G Iyer, the Principal, who is ably assisted by a Technology (ASIET), established at Kalady group of young, dedicated and competent faculty. in 2001 with the aim of providing value-added technical education, soon became the most-soughtAdi Sankara Trust was set up with the blessings after institute in the technical education sector in of His Holiness Jagadguru Sri Sri Sankaracharya Kerala. The college is run by Adi Sankara Trust, a Mahaswamikal of Sringeri Sarada Peetham and registered trust which has made an indelible imprint guided by the great vision of Adi Sankara. The trust in the educational arena. The college is affiliated today owns five prestigious educationto Mahatma Gandhi University, Kotal institutionsâ&#x20AC;&#x201D;Sree Sankara College, tayam. In 2011-12, 298 students got Sree Sarada Vidyalaya, Adi Sankara employment through placement facility. Institute of Engineering and TechnolThey were absorbed in TCS, Godrej, ogy, Adi Sankara Institute of ManageHCL, UST Global, South Indian Bank, ment and Technology and Bharathi Federal Bank and ICICI. The pass perTheertha Education Society. centage never falls below 67% in any semester. Now 87% of the students Inspired by the ancient philosophy become eligible for placement recruitof Adi Sankara, the trust keeps the light ment. Industry institute-interaction has burning for the generations to come. It signed a memorandum of understandhas been a pioneer for the last 50 years ing (MOU) with Sree Ram Group, Infoin catering to the growing demands of Dr B S Krishnan sys and ISCC Labz. highly specialized science graduates Special workshops on robotics, ethical hacking and signal processing are conducted by experts from IIIT-Bangalore and IIT-Kharagpur. Special refresher courses on information security are conducted under the auspices of C-DAC, Thiruvananthapuram, for the staff of the college. Every year the college conducts a national technical cultural festival called Brahma. Brahma2012 was conducted from March 15-17. A total of 1,391 students from 69 colleges participated in various competitions in Brahma-2012. One day of the festival was devoted to pure classical arts and this was for creating interest in all classical arts forms in professional students. The institute has been accredited with ISO 9001:2008 certification. This is the first new-generation engineering college to get the prestigious international standards certification for the quality system of technical education. ISO standards control the quality aspects from the moment a student enters campus. From that moment, the transformation of the student into a totally competent engineer is the responsibility of the institution. The certification is done by KPMG Quality Registrar and accredited by the Dutch Council of Certification. At present the management of ASIET is in the hands of Dr B S Krishnan, the Managing Trustee.

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and technologists. The objectives of the trust include the bringing of excellence in engineering, agricultural and medical fields by organizing higher education courses in these areas. The trust also plans to run educational institutions and hostels akin to the ancient `gurukulasâ&#x20AC;&#x2122;. It stands for secular moral values, giving importance to Indian culture. Popularizing Sanskrit education and indepth study of Vedanta thought is another objective. The institution envisages providing an apt environment for individuals to transform into technologically superior, socially committed, spiritually elevated and nationally responsible citizens. It aims to build a strong centre of excellence in engineering and technology targeting global standards. The Department of Management Studies of ASIET has an amiable environment which stimulates learning and encourages overall development of the individual. The noble quality inculcates ethical and spiritual values and innovative thinking in the students. The college consistently aims to impart quality education based on empowerment of participants through involvement and guidance of the faculty members. The students are given an active role in the teaching-learning process through live classes. The students get periodic industry visits. Personal-

ity development, communication and presentation skills and group discussions are the regular features. Invitees from the manufacturing and service sectors address the students frequently on current management developments. The campus recruiters include national and multinational organizations and the college targets job placements for all students by the end of the programme. The faculty comprises experts with good academic qualification and extensive industry experience.

Courses offered: Affiliated to Mahatma Gandhi University, Kottayam, and approved by the All India Council for Technical Education (AICTE), New Delhi, the college offers value-added education in the following disciplines: Undergraduate courses: 4 Year (8 semesters) BTech degree courses in Applied Electronics and Instrumentation; Electronics and Communication Engineering (two batches); Computer Science and Engineering; Electrical and Electronics Engineering; Information Technology; Mechanical Engineering; Civil Engineering (approval awaited).

Dr S G Iyer

The total intake per batch is 60, making a total of 420 students in the first-year BTech class.

Fee waiver scheme: From (2008-09) a new

scheme has been launched. Meritorious but economically backward students will be exempted from paying any tuition fee at all. Two seats are reserved for girls and one for a physically handicapped student in each branch of the BTech class.

Special features of MBA courses: Eminent faculty having industry and academic experience; guest lectures by experts from the fields concerned, industrial visits to facilitate industry interactions; case method of teaching and learning to impart practical knowledge; frequent conduct of seminars on various management topics

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi â&#x20AC;˘ Effective participation in management fests; placement training by accredited trainers; placements offered by reputed organizations for performing candidates.

Department of Management Studies: The MBA course was started

in the institute in 2001 and the program is recognized by AICTE and affiliated to Mahatma Gandhi University, Kottayam. At present fourth and fifth batches of MBA students are being skilled in various disciplines of management. The Department of Management Studies, a part of ASIET, has at present eight permanent faculty members and another four visiting professors with industrial and teaching experience ranging from 8 to 30 years in their respective disciplines. Almost all faculty members have undergone the Faculty Development Programme at IIMs in their respective areas. MBA at ASIET offers specializations in Marketing Management, Human Resource Management and Financial Management. The institute is also planning to offer noncredit papers in contemporary areas of management like logistics, entrepreneurship management etc.

Salient features of ASIET: Highly qualified and dedicated faculty; state-of-the-art laboratory, library and workshop facilities; ultramodern classrooms with latest teaching aids like P3 ceramic boards, public address system and LCD projectors; fully air-conditioned and well-furnished seminar hall and conference rooms; ample provision for sports, games and cultural activities; institution-industry interaction; mandatory regular industrial visit; guest lectures by industry/commerce experts. Research Centre: The Centre for Research in Infor-

mation Security in ASIET is meant to inculcate innovative practices among students. The instituteâ&#x20AC;&#x2122;s intention is to make it a centre of excellence in the horizon of advanced computer science and engineering. The centre is equipped with state-of-the-art facility in design, development, testing and evaluation of research projects. The main areas of focus are information security, image processing and data mining. The infrastructure of the research centre will cater to the needs of various research projects of the engineering students.

The centre will function in collaboration with various industrial establishments, educational institutions and research organizations of esteem.

PG courses in engineering: MTech Computer Science was started with the first batch having 18 students. The Research Centre in Computer Science was inaugurated by Dr A P J Abdul Kalam on October 13, 2010; M Tech in Electronics & Communication: specialization VLST & Embedded System; MTech in Electrical & Electronics: specialization in Power System & Power Electronics; MTech in Communication Engineering (awaiting approval)

Corporate social responsibility As a part of its corporate social responsibility (CSR), Adi Shankara has set up a computer lab of 20 machines in the Jana Seva Sisu Bhavan at Aluva. Batches of 60 students frequent the Bhavan every Sunday to teach the inmates computer programmes. Moreover, the institute is undertaking electrification work of 93 houses of the poor. Students from the institute directly go to the houses and do the wiring for electrification in Vengoor panchayat and Moodakuzha. In addition to this, 400 students in 100 batches go to residences in and around Kalady and Angamaly to give awareness to the public to curb electricity consumption. The institute, in association with Amrita Institute of Medical Sciences, Kochi, is to conduct free medical camps in paediatrics, dental care, ophthalmology and gynaecology on February 9, 2013 for about 1,500 people.

Companies which visited ASIET till 2012 Oracle, Infosys, Perot Systems, TCS, CTS, Caritor, Convergys, Sonata Software, Hexaware, Trivitron Biomedicals, NeST, Sify, UST Global, Reliance Communications, HCL, Wrench Solution, PCIL, L&T Infotech, Lycatel, Sutherland Global Services, IBM, Tata Elxsi, Godrej Infotech, Appollo Tyres, Slash Support, Shri Ram Group of Companies, Subex Azure, Fifth Generation, Financial Technologies, Erbis Biomedical, Syntel, Federal Bank, South Indian Bank, HCL Technologies, Orion India, ICICI Bank, IGate Patni, HDFC Standard, IBS, Sysbiz, Thyrocare

Placement track records ASIET in its endeavour to strive for academic excellence has crossed the thousand mark in placement offers in the first decade. Software Core Industry

2005 160 10

2006 170 20

BPO Total

170

190

2007 175 13

2008 180 20

2009 190 30

200

210

230

Jan Jan 31 31 -- Feb Feb 28, 28, 2013 2013

2010 100

2011 198 41

2012

17 100

256

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Agile project management—a methodology mantra An agile project is completed in small sections called iterations. Each iteration is reviewed and critiqued by the project team, which may include representatives of the client business as well as employees. Each project iteration is typically scheduled to be completed within two weeks. It requires empowered individuals from the relevant business, with supplier and customer input. also links to lean techniques, Kanban and Six Sigma. Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes. Prof Job K T gile project management is an iterative method of determining the requirements of engineering and information technology development projects in a highly flexible and interactive manner. An agile project is completed in small sections called iterations. Each iteration is reviewed and critiqued by the project team, which may include representatives of the client business as well as employees. Each project iteration is typically scheduled to be completed within two weeks. It requires empowered individuals from the relevant business, with supplier and customer input. There are

The idea of agile project management was originally conceived by Jim Highsmith, where he states, “Many agile teams are now caught in a dilemma. On one hand they are told to be agile, flexible and adaptable, but on the other they are told to conform to pre-planned framework of scope, schedule and cost. Agile teams are striving to meet one set of goals and managers and executives are measuring against another set”. Software development is a complex endeavour. The process is entirely intellectual, with all intermediate products being marginal representations of the thoughts involved. The materials used to create the end product are

extremely volatile. Scrum is a simple set of practices and rules that encompasses the transparency, inspection and adaptation requirements. Scrum addresses the complexity of software development projects by implementing the inspection, adaptation and visibility requirements of empirical process control in a set of simple practices and rules. Scrum employs an iterative, incremental process skeleton on which hang all of its practices. The skeleton operates this way: at the start of each iteration, the team reviews what it must do. Then, it selects what it believes it can turn into an increment of potentially shippable functionality by the end of the iteration. The team is then left alone to make its best effort for the rest of the iteration. At the end of the iteration, the team presents the increment of functionality that it built so that the stakeholders can inspect it and make timely adaptations to the project. The heart of Scrum occurs within the iteration. The team takes a look at the requirements, the technology and evaluates each other’s skills and capabilities. The team then collectively devises the best way it knows to build the functionality, modifying the approach daily as it encounters new complexities and difficulties. The team figures out what needs to be done and determines the best way to do it. This creative process is the heart of the Scrum’s productivity. Scrum implements this iterative, through three roles: the Product Owner, the Team and the Scrum Master. All management responsibilities in a project are divided between these three roles. The Product Owner is responsible for representing the interests of everyone with a stake in the project and its resulting product. The Product Owner achieves initial and ongoing funding for the project by creating the project’s initial overall requirements, return on investment objectives and release plans. The list of requirements is called the Product Backlog. The Product Owner is responsible for using the Product Backlog to ensure that the most valuable functionality is produced first and built upon; this is achieved

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by frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next iteration. The Product Owner is responsible for the success of the product. The Team is responsible for developing functionality. Teams are self-managing, self-organizing and cross-functional.

A Team is responsible for figuring out how to turn the Product Backlog into an increment of functionality within iteration, and managing its own work to do so. The Team members are collectively responsible for the success of each iteration. The Scrum Master is responsible for the Scrum process, for teaching it to everyone involved in the project, for implementing it so it fits within an organization’s culture and still delivers the expected benefits and for ensuring that everyone follows its rules and practices. A Scrum project starts with a vision of the system and a simple baseline plan of cost and timeframes. The vision may be vague at first, stated in market terms rather than product terms. The vision will become clearer as the project moves forward. The Product Owner is responsible to those funding the project to deliver the vision in a manner that maximizes their return on investment. The Product Owner formulates a plan for doing so which includes a Product Backlog. The Product Backlog is a list of functional and non-functional requirements that, when turned into functionality, will deliver this vision. The Product Backlog is prioritized so that the items most likely to generate value are top priority. The Product Backlog is divided into proposed releases. This is a starting point and the contents, priorities and grouping of the Product Backlog into releases are expected to and

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi usually do change the moment the project starts. Changes in the Product Backlog reflect changing business requirements and how quickly or slowly the Team can transform the Product Backlog into functionality. All work is done in Sprints. Each Sprint is an iteration of one month. Each Sprint is initiated with a Sprint Planning meeting, where the Product Owner and Team get together to collaborate about what will be done for the next Sprint. The Sprint Planning meeting has two parts. The first four hours are spent with the Product Owner presenting the highest priority Product Backlog to the Team. The Team questions about the content, purpose, meaning and intentions of the Product Backlog. When the Team knows enough, but before the first four hours elapses, the Team selects as much Product Backlog as it believes that it can turn into a completed increment of potentially shippable product functionality by the end of the Sprint. The Team commits to do its best to the Product Owner. During the second four hours of the Sprint Planning meeting, the Team plans out the Sprint. It creates a design within which the work can be done. Scrum requires Teams to build an increment of product functionality every Sprint. This increment must be potentially shippable, for the Product Owner may choose to immediately implement the functionality. Each increment must consist of thoroughly tested, well-structured and written code that has been built into an executable one. The user operation of the functionality must be documented, either in Help files or user documentation. This is the definition of a ‘done’ increment and it should factor into how much work a team can take on in a Sprint. It takes some development organizations awhile to be capable of building something this ‘done’. Since the Team is responsible for managing its own work, it needs a tentative plan to start the Sprint. The tasks that comprise this plan are placed in a Sprint Backlog; the tasks in the Sprint Backlog emerge as the Sprint evolves. At the start of the second four-hour period of the Sprint Planning meeting, the Sprint has started and the clock is ticking towards the month-long Sprint time-box. Note that Sprint Planning meetings cannot last longer than eight hours. They are time-boxed to avoid

too much hand-wringing about what is possible. The goal is to get to work, not to think about working. Every day the team gets together for a 15-minute meeting called a Daily Scrum. At the Daily Scrum, each Team member answers three questions: 1) What have you done on this project since the last Daily Scrum meeting? 2) What do you plan on doing on this project between now and the next Daily Scrum meeting? 3) What impediments are in the way of you meeting your commitments toward this Sprint and this project? The purpose of the meeting is to synchronize the work of all Team members daily and to schedule any meetings that the Team needs to forward its progress. The team members are inspecting each other’s work in the light of the team’s commitments and making adaptations to optimize their chance of meeting those commitments. At the end of the Sprint, a Sprint Review meeting is held. This is a four-hour time-boxed meeting where the Team presents what was developed during the Sprint to the Product Owner and any other stakeholders that wish to attend. This is an informal meeting, with the presentation of the functionality intended to foster collaboration about what to do next based on what the Team just completed.

product exists, the Product Backlog also exists. A burndown chart shows the amount of work remaining across time. The burndown chart is an excellent way of visualizing the correlation between the amount of work remaining at any point in time and the progress of the project team(s) in reducing this work. The intersection of a trend line for work remaining and the horizontal axis indicates the most probable completion of work at that point in time. The burndown chart helps to ‘what if’ the project by adding and removing functionality from the release to get a more acceptable date, or extending the date to include more functionality. The burndown chart is the collision of reality (work done and how fast it’s being done) with what is planned or hoped for. The Sprint Backlog defines the work, or tasks, that a Team defines for turning the Product Backlog it selected for that Sprint into an increment of potentially shippable product functionality. The Team compiles an initial list of these tasks in the second part of the Sprint Planning meeting. Tasks should

have enough detail so that each task takes roughly 4 to 16 hours to finish. Tasks that are of longer estimated time are used as placeholders for tasks that haven’t been finely defined. Only the team can change the Sprint Backlog. The Sprint Backlog is a highly visible, real-time picture of the work that the team plans to accomplish during the Sprint. Scrum is revised specifically to wrest usable products from complex problems. It has been used successfully on thousands of projects in hundreds of organizations over the last 16 years. Scrum is not for those who seek easy answers and simple solutions to complex problems; it is for those who understand that complex problems can only be met head on with determination. (Prof Job is a senior faculty member at the Centre for Management Development, Thiruvananthapuram)

The Product Owner and stakeholder inspect the Team’s work in the light of project goals and make adaptations to optimize their chance of reaching those goals. After the Sprint Review and prior to the next Sprint Planning meeting, the Scrum Master holds a Sprint Retrospective meeting with the Team. At this three-hour, time-boxed meeting the Scrum Master encourages the team to revise, within the Scrum process framework and practices, its development process to make it more effective and enjoyable for the next Sprint. Collectively, the Sprint Planning meeting, the Daily Scrum meeting, the Sprint Review meeting, and the Sprint Retrospective meeting implement the empirical inspection and adaptation practices within Scrum. The requirements for the product being developed by the project(s) are listed in the Product Backlog. The Product Owner is responsible for the Product Backlog, its contents, availability and prioritization. The Product Backlog is never complete and the Product Backlog in the project plan only lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used emerge. The Product Backlog is dynamic, in that management constantly changes it to identify what the product needs to be appropriate, competitive and useful. As long as a Jan 31 - Feb 28, 2013

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Emerging global competition and challenges to sustainability, growth

Dr Francis Cherunilam

tupendous developments are taking place in the global business scenario. Two of the most conspicuous are the geographical shift in the market potential and the growing presence of dynamic firms from emerging economies. The advanced countries—North America, Western Europe and Japan—are relatively shrinking in the market while the markets of the emerging and developing countries, particularly the BRIC* and the N-11*, are growing explosively. Driven by several economic, social (particularly demographic) and political forces, the business landscape of the world has been fast changing and by the middle of this century the global economy will have undergone a far-reaching restructuring. Gone are the days when large well-established companies from the developed countries (described as ‘incumbents’ by Sirkin, Hemerling and Bhattacharya in the book Globality: Competing with Everyone from Everywhere for Everything dominated the global business scenario. Firms from the developing economies

(termed challengers) are challenging the dominance of the incumbents and increasing their share in many industries.

unskilled, skilled and talented—entrepreneurial dynamism etc. The easy access to foreign capital and technology helps level the playing field.

The last few decades have seen the rapid and widespread rise of new enterprises in developing countries and many old firms, large and others, have grown dynamically and expanded globally. As a reflection of these, the number of developing country firms in the Fortune Global 500 has been on the rapid rise. In the 2011 Fortune 500, a developing country (China) had the third largest number (73—up from 46 in the previous year) of firms. India, which made an entry into the Fortune 500 in the recent past with Indian Oil Corporation, had eight companies in 2011 consisting of five public sector and three private sector firms. In 2011, India ranked 13th among the Fortune 500 companies (and third among the developing countries). Indeed, ‘go global’ has become a manta even with numerous medium and small enterprises of developing countries. Further, the policies of the governments of several of these countries supported the growth of the domestic firms, both state-owned and private, into MNCs. An important objective of conferring the Ratna status by the Union Government on well-performing public enterprises by giving them greater functional and financial autonomy was to encourage them to emerge as global giants.

The situation for the developed country firms today is very different from the past when they could expand into the developing markets with hardly any challengers. The incumbents today face a dual challenge: defending the home market from the challengers and effectively competing with the challengers in the foreign market.

The challengers from developing countries are strongly slashing at the incumbents. According to Sirkin et al, “it is like a tsunami—a series of low-powerful waves caused by an undersea disruption that crashed against the shore and surge for inland— Special Features: than the single sharp crest of a Ÿ Direct Contact with potential tidal wave.” They are fast-growing, clients. hungry and have access to all the Ÿ Highly Qualified visitors with decision making authority. world’s markets and resources. Ÿ Fast Developing State. The challengers are showing up Ÿ Very affluent society. Ÿ Great Indian Market. everywhere—in each other’s marŸ Start or Expand your presence in kets throughout the world, in marthe growing market. kets that are less developed than Ÿ Increase brand visibility and build brand image. their own, and, increasingly, in the developed markets of Japan, western Europe and the United States.

Contact: 796 09446595

2 ND EDITION

INDUSTRIAL MACHINERY EXHIBITION 12th to 14th February 2013 VJT Hall, Trivandrum Organized by District Industries Centre, Trivandrum - Govt. of Kerala

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The incumbents are facing the growing threat form the challengers at a time when their home markets are showing signs of saturation or decline in many industries because of the drastic decline or saturation of the population. In other words, the challenges are eating away an increasing share of even the shrinking cakes at a time when at least maintaining the aggregate level of sales is essential for survival. The challengers in many cases are better pitched than the incumbents—low-cost domestic environment, fast-expanding domestic market, increasing supply of human resources of all categories—

The developing country firms are no more the typical labour-incentive, low-tech producers. Many of them are highly innovative. The categorization of industries into glooming sunset and booming sunrise industries has not deterred the developing country firms from building up strength in the sunset industries while many incumbents appear to have preferred to exit these industries. The challengers have grown enormously by acquiring such businesses of incumbents and also organically so that they have become major global players in several of these industries. The good fortune of the challengers is that in their home markets most industries are growth industries. Several of the challengers have been globally consolidating their commodity business. Challengers have been globally expanding their businesses organically and inorganically in the sunrise industries and knowledge economy too. In all categories of economies—low-, middleand high-income—a major part of the incremental income and employment is generated by the service sector. Developing country firms present an impressive performance in sectors like IT and ITES (incumbent- challenger differentiation is irrelevant in such industries). Not only that Indian firms like TCS, Infosys, Wipro and several others are globally well known, a significant part of the requirements of the IT professionals of multinationals (both in their home market operations and offshore businesses) are supplied by developing countries like India. While several large and well-known incumbents in the financial sector collapsed and weakened under the global financial crisis of the last years of the previous decade, the financial sector of countries like India has shown great resilience, strength and substantial growth impulses. Several banks from developing countries, including State Bank of India, are in the Global Fortune 500. The aggressive foreign thrust by the developing country firms is reflected in the booming FDI outflow from them boosted by rising volumes of cross-border M&As (mergers and acquisitions). Many developing country firms, including Indian, have been on an overseas buying spree. Cross-border mergers and acquisitions are major globalization and competitive strategies employed by companies across industries and regions. One of the interesting things recently is that the big fish swallowing small fish theory is not always true. Tata Steel’s acquisition of Corus and Tata Tea’s (now Tata Global

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi Beverages) acquisition of Tetley are examples of small fish swallowing big fish. A number of companies have grown very big by acquisitions. There are several Indian companies which have entered the list of global top companies in the respective industries by inorganic or both organic and inorganic growth like Tata Steel, Tata Tea, Essel Propack, Bharat Forge etc. A significant share of the total revenue of many Indian companies now comes from foreign markets. TNCs from developing countries share a number of common features. The World Investment Report 2010, for example, highlights the following points in respect of the TNCs from BRIC: They have developed various ownershipspecific advantages that allow them to be competitive in foreign markets as well as in their own markets.

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Initially, firms tend to expand mainly into their own region, often into countries with which they had close cultural links. A growing number of TNCs have ventured further afield, however, in search of new markets and resources

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A large number of TNCs from BRIC are motivated by strategic considerations rather than by short-term profitability, reflecting the role of state-owned enterprises in the outward FDI of the group.

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Many of the TNCs have become truly global players, as they possess—among other

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Supportive Government policies have backed the rise of outward FDI.

The market shift referred to above, caused by the economic and demographic trends et al and the trends in the supply chain management and technological developments impacting business process structuring, has ushered in a new era described by Sirkin, Hemerling and Bhattacharya as globality, “a different kind of environment, in which business flows in every direction. Companies have no centres. The idea of foreignness is foreign. Commerce swirls and market dominance shifts. Western business orthodoxy entwines with eastern business philosophy and creates a whole new mindset that embraces profit and competition as well as sustainability and competition.” A salient feature of the current business environment is the unprecedented access to everyone, everywhere and everything thanks to the universal liberalization and technological revolution. This level playing field liberates the new firms from several handicaps which would have otherwise affected them. In other words, the challengers are enjoying several benefits which were not available to the incumbents during their development stage. There is, however, no denying the fact that the global liberalization has substantially benefited the incumbents by enabling them to leverage their dominance and strengths so as to find alternatives to the domestic market constraints and to exploit the expanding opportunities of the emerging and developing markets. They are also benefiting by accessing the talent pool, low-cost labour and other resources of these

economies. To a significant extent the incumbents have sought to fight the challengers, by accessing the low-cost environment and growth impulses of the emerging and developing markets, by restructuring the supply chain and business process and collaborating with challengers. *BRIC is an acronym for Brazil, Russia, India and China, used for the first time by the global consultant firm Goldman Sachs (GS) in 2001. Late in 2005, GS introduced the concept of the Next Eleven (N-11), with a view to identifying those countries that could potentially have a BRIC-like impact in rivalling the G7. Their main common ground—and the reason for their selection—was that they were the next set of large-population countries beyond the BRICs. The N-11 is a very diverse grouping that includes Bangladesh, Egypt, Indonesia, Iran, Korea, Mexico, Nigeria, Pakistan, the Philippines, Turkey and Vietnam. (Dr Francis Cherunilam is Director, Kochi Business School, Kakkanad, and former Professor and Chairman, Marketing Area, IIM-K; Director, School of Management Studies, Cochin University of Science & Technology; and Director, Albertian Institute of Management, Kochi)

Proof of the Pudding is in the Eating Quality and value of a product or service is assessed and evaluated on the basis of its net effect on the consumer. In the matter of academic performance extolling non academic virtues and claims will only mislead the gullible. The internationally accepted criteria for judging a business school is the placement activities that take place in the campus. SCMS COCHIN SCHOOL OF BUSINESS is way ahead of its competitors in this key aspect of quality.

PGDM of SCMS

54 Companies visited SCMS campus for placement in 2011-12 This year 28 Companies visited SCMS campus for placement upto 20th Jan. 2013. 5 more months are there to complete the course. ELIGIBILITY: MAT / CMAT /

Visit our website www. scmsgroup.org/scms to

ATMA /XAT / CAT score accepted. 7KRVH ZKR DUH LQ ¿QDO GHJUHH programme and planning to write any of the above admission tests can apply. Selection is based strictly on merit.

know more about us and for applying online or downloading application.

Apply before 15.02.2013

SCMS COCHIN SCHOOL OF BUSINESS

created by: www.fullmoon.co.in

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things—global brand names, management skills and competitive business models.

Cochin-683 106, Kerala, India. Tel: 0484 - 2623803 (30 lines) E.mail:admissions@scmsgroup.org Website: www.scmsgroup.org

Jan 31 - Feb 28, 2013

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FISAT— South’s hot education destination F

ederal Institute of Science And Technology (FISAT) is the brainchild of Federal Bank Officers’ Association Educational Society (FBOAES), an initiative of Federal Bank Officers’ Association (FBOA). Superb guidance and support by the dedicated team led by Mr P V Mathew, Chairman, Mr Anthony Johnson, Vice-Chairman, and other office-bearers help FISAT, situated at Hormis Nagar, Mookkannoor, near Angamaly, birthplace of the late K P Hormis, great visionary and founder of Federal Bank, achieve its goals. In an interview, Mr Mathew discusses the institution’s vision, how it rose to the top and its future plans. Excerpts: What do you say about this year’s admission? Why do you think a majority of students opt for FISAT? FISAT has emerged as one of the most-soughtafter engineering colleges in the South. It has gained high acceptability in the professional education sector within a decade. After the completion of final allotments of engineering seats under the Government quota in 2012-13, FISAT is the only self-financing engineering college in Kerala where not even a single seat is lying vacant. This when more than 15,000 seats in the state for the engineering stream are lying vacant this academic year. Top-ranking students in entrance examinations have opted for FISAT in the centralized allotment. In management admissions too, many topranking students have joined FISAT. The institute has attracted students from all over the state, and from other parts of the country and abroad. The total intake of the BTech stream in the college is 504. The total number of students in BTech, MTech, MBA and MCA courses is above 2,500. We have seen a proliferation of self-financing engineering colleges in Kerala. How is FISAT unique? In a competitive world, students are looking for quality educational institutions. Each student is confident about FISAT. The quality of students coming in directly reflects on the results as well as the placements. Better students bring better results and better placements. This will attract better students again. From its first batch in 2006 onwards, FISAT has secured colourful results and this year also four FISATians have been ranked among the top four in BTech and MCA. FISATians have also brought laurels to the institution by setting new records in placements. The Placement and Training Centre grooms students through a series of skill enhancement programmes to be the best. FISAT’s library is contributing much to the institution’s quality. It has 235 print periodicals and

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40 publications from IEEE, Springer, J-Gate etc. The fully automated library has more than 50,000 volumes of textbooks and reference books in over 12,000 titles. It provides online databases carrying peer-reviewed articles and course pages for students and can also be reached by phone and e-mail.

What is your outlook for FISAT as a research centre? The management’s vision is to develop FISAT as a Centre for Doctoral and Postdoctoral Research very soon. Our ECE Department and CSE Department have already received funding from the All India Council for Technical Education (AICTE) for strengthening their research activities. FISAT

P V Mathew—great visionary and institution builder Mr P V Mathew, Chairman of the governing body of FISAT, is the Secretary of the Federal Bank Officers` Association Educational Society (FBOAES). Mr Mathew is best known for his contributions to the trade union movement in the banking sector and has been the General Secretary of the Federal Bank Officers Association for the last 25 years. The Senior Vice-President of the All India Bank Officers Confederation, he has also officiated in various other capacities in numerous organizations including as General Secretary of the All India Private Sector Bank Officers’ Federation, member of the AIBOC National Negotiating Team, Trustee of Fed Bank Hormis Foundation and member of the Director Board of Little Flower (LF) Hospital. A visionary and institution builder, Mr Mathew has for some time now concentrated on the educational sector. He has made seminal contributions as a progressive educationist with foresight and is the driving force behind FBOAES’ vision of developing an engineering college. FISAT draws much of its inspiration from his acumen and organizational skills. From a humble beginning in 2002, FISAT started classes with 240 students and 26 staff members. Today it has over 2,500 students and 300 staff members and is ranked one of the top 50 engineering colleges in the country. The campus is vibrating with top-class curricular, co-curricular and extracurricular activities. With its B-school having the MBA course, and MCA and MTech courses, FISAT has already become a postgraduate institution in engineering and management. Mr Mathew is also the founder President of Federal House Construction Cooperative Society which is constructing a project of 300 apartments at Karayamparambu, an emerging landmark of Angamaly. This is the fourth such cooperative venture under his leadership. In 2012, he won the Educational Excellence Award instituted by Deepika. A native of Thycattussery in Cherthala, Mr Mathew has been settled at Aluva for the last 30 years. He had his schooling at SMSJ HS, Cherthala, graduation with gold medal from St Thomas College, Palai, and LLB from Law College, Kochi. Married to Philo, Assistant Manager, Federal Bank, the couple are blessed with two daughters, Meera Ann Mathew and Dr Minu Liz Mathew.

7 - 8 Feb- 2013 International Convention Centre, Le Meridien, Kochi Science & Technology Park and Research Centre, an ambitious project, was recently launched by Union Cabinet Minister Kapil Sibal. FISAT is the only self-financing engineering college in Kerala having a supercomputing system developed in-house. The research team is now working on a new edition with increased storage capacity and double speed. HPCbased mobility backend and androidbased high-performance computing and porting message passing interface to android are the recent projects completed by CHPC. Realizing the growing importance of automation in process industries, IRACC is established under the Department of Electronics and Instrumentation Engineering for promoting research in process instrumentation. The centre has facilities to simulate computer-controlled process plants, distribute computer control systems and implement control techniques. Facilities are extended for doing projects by students in FISAT and other institutions. Signal processing techniques play a significant role in fostering engineering and technology as evidenced by the plethora of electronic devices available in the market and which employ simple to complex signal processing circuitries. The centre has TMS kits, signal processing stations etc and aims to be a host to research in signal processing with particular emphasis on digital signal processing. The FISAT Free Software Cell (FFSC) is dedicated to promoting computer users` rights to use, study, copy, modify and redistribute computer programs. It promotes development and use of free software, particularly the GNU operating system, used widely in its GNU/Linux variant. Now the cell extends its help on technical basis by doing need-based projects for the visually challenged people. FFSC conducts classes in the Linux operating system, kernel programming and Web application development. For FFSC it was a dream come true when free software evangelist Richard M Stallman visited the campus for a distinguished lecture when he released one million lines of codes written by its students to the free software community. This involved more than 100 projects devel-

oped by the students under the GNU General Public Licence. The millioncode project is hosted in the website millioncode.fisat.ac.in . It is learnt that FISAT has been selected as a remote centre of IIT Bombay. What about tie-ups with others? FISAT could become a proud partner of the ‘Ekalavya’ Project by IIT Bombay, a programme funded by the Union Human Resource Ministry. FISAT had hosted a two-week ISTE workshop on research methodologies in June 2012, a two-day ISTE workshop on Aakash for education in November 2012 and a two-week ISTE workshop on thermodynamics in December 2012 for teachers. The classes which were online were handled by professors from IIT Bombay and IIT Madras. Forthcoming workshops scheduled on this project are a two-day ISTE workshop on research methods in educational technology in February 2013, a two-week ISTE workshop on embedded system and a two-week ISTE workshop on object-oriented programming. Recently CHPC partnered with Tata Elxsi to successfully complete a project under the Industry Institute Partnership programme lasting three months. The objective was to develop ‘secure tablet integration for automotive network’. The project was completed and handed over in November 2012. Tata Elxsi appreciated the centre for the quality of the work and its timely completion.

chapter award in 2009, 2010 and 2011. The ISTE Student Chapter and IEEE Student Chapter were also selected for Best Student Chapter Dr K S M Panicker Awards in the Principal past on the basis of their excellent performances. The college conducts cultural festivals to showcase the talents and creativity of the students. FISATians have won prizes in arts and sports at university-level competitions. FISAT is well known for its social commitment. How is your vision translated through FISAT? IT Vision 2012 was a joint venture of FISAT and MAS Club, Mookkannoor, to bring computer awareness to the rural areas of Angamaly. Its beneficiaries included students, social workers, housewives, labourers and the local community. The goal is to make Mookkannoor a completely computerliterate village. Society for Communication and Overall Personal Enhancement (SCOPE) aims at betterment of lives by carrying out community de-

velopment programmes. ‘Kazhcha’ is a charity programme of SCOPE. The Road Safety Club INSIGHT is working to create awareness among students about road safety measures and traffic rules. The nature club SWAN aims at creating a new generation of youth, which recognizes the importance of preserving nature and creates ecofriendly and green solutions. Decennial homes for the homeless and a training centre for differently abled children are the new projects launched by FISAT. How do you run the institution so smoothly without any donation and capitation fee? It is absolutely possible to run the institution and look after all its developmental activities this way provided all the seats are filled. No seats are left vacant in any branch in FISAT. It is the first engineering college to implement the AICTE tuition fee waiver scheme in the state for economically backward meritorious students. Further, the management offers full fee concession to top-rankers up to entrance rank 2000. Over 150 students at FISAT are studying under various scholarships. Managed on a ‘not-for-profit’ basis, FISAT has an unwavering commitment to serve society with a focus on excellence.

In pursuit of the Academic Interface Programme, Tata Consultancy Services (TCS) organized a FDP on software testing at TCS office, Kochi. The FDP included overview on testing in the software industry, trends in testing, functional testing, mobile testing and accessibility testing. FISAT is now an online examination centre for GATE, MAT, CMAT, VIT, AIEEE, TCS, TOI, HAL, IBPSCWE etc. What are FISAT’s co-curricular and extracurricular activities? Professional student bodies like ISTE, IEEE, ISA and CSI and technical forums like Thyra, Echo, Electra, Idea, Matrix, Forum, MCA Association and Rolling Stone are very active in the college. The IEEE Student Forum hosted the All Kerala Student Congress (AKSC) and Women in Engineering (WIE) Forum ‘IndustyUS’ from August 10 to 12. The Student Congress attracted 300 participants from 30 colleges all over Kerala. The CSI Student Chapter consecutively won the best student Jan 31 - Feb 28, 2013

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RN 65561/94 Reg. No. KL/EKM/116/2009-2011

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