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Risk Management: A Policy Framework
Making the Rupee Speak
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A Strategy that Worked
Rajkumar Sipani
Chairman, Sipani Fibres Ltd., Bengaluru
Sipani Fibres started out as a partnership concern in the year 1970 with a very limited production and a humble turnover of less than Rs. 1 crore per annum. However, we always believed that we need to continuously keep investing in our company and make it grow gradually year after year. In 1986, we incorporated Sipani Fibres into a Limited company with the vision of scaling the business and becoming a market leader in the given industry.
To make our business grow, it was very important for us to understand the customer needs and cater to their required specifications. We kept product quality as the focus of all our activities as we began to realise that if we were out of quality, we would soon be out of business. After a series of trials and errors over the months, we began investing our time and resources towards R&D so that we could set certain parameters and standards for the company to abide by. We set in-house systems through which we would manufacture a quality product that would assure to keep the packed product safe and secure.
Over the years, we gradually increased our production lines to cater to different fields and understood more about various markets. Since the competition was also increasing every year in the dynamic market space, we had to become more competitive in order to thrive in the market. There were limited avenues we could use to cut down our costs without compromising on our product quality, and this led us to investing in solar power to cut down our electricity costs. It was a game-changer move as we were the first in the state of Karnataka to install the rooftop solar system which we converted and used completely for self-consumption; our current installed capacity being 2.5 MW. This really helped us to reduce our day-to-day manufacturing costs and have a competitive edge over the other manufacturers.
Today we can proudly say that we are one of the leading manufacturers of HDPE / PP woven sacks and leno bags, having a daily production capacity of 100 MT per day.
Some Dreams
Can Transform India
Bishnu Kumar Agarwal
CMD, Samarth Fablon Pvt. Ltd. / Samarth Ad Protex Pvt. Ltd., West Bengal
The initiative to establish a manufacturing unit at the location of P.O. Jhalda, District Purulia, which is the most backward, remote and industrially underdeveloped area of India and was affected with Maoist activities at the time, was the most challenging and daring decision taken in our business endeavours.
The manufacturing units thus established were not only able to generate huge employment opportunities for the local populace, but also proved to be a catalyst in eradication of the Maoist activities in the region. Today, these units are considered to be the largest manufacturing units of PP woven sacks, PAN India.
Furthermore, we came forward with the establishment of the block bottom valve bags manufacturing facility for the first time in India by importing the patented technology from Europe, which not only made us the pioneer in this field, but changed the concept of packaging cement in India. These block bottom valve bags were the most technologically advanced bags for packing of bulk commodities like cement, which were moisture-proof, free from pilferage and seepage, and provided the opportunity of more sophisticated branding of the bags to the cement manufacturers. In fact, within a span of 1 decade, almost 30% of the cement is now being packed and marketed in the block bottom valve bags by all the leading cement manufacturers in India; this not only increased the margins for them, but has also stopped the spurious cement market in India, including considerable decrease in pollution. The manufacturing units thus established were not only able to generate huge employment opportunities for the local populace, but also proved to be a catalyst in eradication of the Maoist activities in the region
