18th issue all pages for website

CRADLE OF LEADERSHIP

An interview with the bosses of USA’s top ranked business school, University of Chicago Booth School of Business Volume 1, Issue No. 18, Pages 68 / www.corporatecitizen.in

November 16-30, 2015 / `50

Interview

Shweta and Kabir Mitra on their lifelong commitment

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Loved and Married too

BEGINN IN

Management Insights by Madhav Samant, CFO, Vodafone India Services Pvt. Ltd

Yuvaraj Srivastava

Army’s Art of Adaptability

Dynamic Duo 18 ANSHULA AND YUVARAJ SRIVASTAVA

Lifelong trip

cover inner

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2 / Corporate Citizen / November 16-30, 2015

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FEEDBACK WELL SAID, HOW DIFFICULTIES BECOME OPPORTUNITIES

Terrific and inspiring

I enjoyed reading the cover story ‘Terrific Take-off ’ in the Corporate Citizen issue of October 16-30. It describes how Indira Reddy got involved in the business. Up to the age of 40, she was just a housewife enjoying kitty parties, high teas, playing cards, other luxuries. But later, as responsibilities were given to her by her husband to look after loss-making businesses such as travel agencies, furniture making Dynamic Duo 16 Dr. G.V. Krishna Reddy and selling , managing GVK Hotels and Indira Reddy chain, one by one, she made up her mind, learned tricks of the trade by hard work and made each of them successful and profitable! This is a great inspiring story for women readers !

Also, the article highlights how DEBATE Dr G V Krishna Reddy started Leading from a humble background and Educationists debate on learnt business skills, venturing into ‘Study in India’ newer fields like power, transport, CORPORATE HISTORY Growing up airports building. To his credit, with BATA he has built the new Bengaluru LOVED AND MARRIED TOO Airport, Mumbai International Nandita Mathur and Tanuj Tandon Airport, thus, creating an empire. on their rock solid I was so engrossed that I friendship finished the article in one go!

- Dr (Mrs) Jayashree Firodia

Volume 1, Issue No. 16 Pages 68 / www.corporatecitizen.in

An in-depth Interview with the Big Boss of HR, P DWARKANATH October 16-31, 2015 / `50

Terrific Take-Off

CC makes interesting read I received my first copy of the Corporate Citizen magazine in a neatly packed plastic cover. The vibrant cover instantly grabbed my attention, tempting me to flip through the pages. Primarily, a business magazine, it covers fairly diverse topics. What I liked the most about the magazine is the simple language that makes it an interesting read. It also doesn’t fill pages with useless advertisements.

- Ms Aditi Mukherjee, Co-Founder and Yoga Instructor, YogaKult, Bengaluru

Simple language and very well designed corporate magazine I have read many corporate magazines, but never ever come across one like Corporate Citizen which has redefined the corporate media. The interviews from CEOs to the students (campus placement) are something out of the box. It is a very good read, edited crystal-clean and most importantly, it has

Dr (Col) A. Balasubramanian has rightly stated in his Editorial titled ‘Problems are Opportunities’ in the (October 16-31) issue of Corporate Citizen, how difficulties become opportunities. I admire his willpower to go through a very tough Army life.

I still remember his association with me and the IMDR. I had felt happy that he had become a Class Leader though there were so many regular senior Army officers in our class. I vividly remember how he impressed his classmates and all of us by his confidence, talent and commitment, to achieve what he wanted. I am indeed proud of him and look forward to his writing a complete book on his life and career.

His style of writing is simple, elegant and very attractive.

It is not a question of blowing his own trumpet, it is a touching guideline to all young boys and girls to develop a sense of achievement.

- Dr PC Shejwalkar, 47/16, Erandawane, Off Karve Road, Pune

simple language. The design is wonderful and the picture presentation is good. Yes, rightly said, the cooler side of business!

- Nandini Kumar, Bengaluru

Finance coverage in CC adept The article on finance that appeared, “Finance, as a profession, has evolved”, in Corporate Citizen, was a wonderful read. It was very well covered with outstanding photographs.

All the best to the journalists and the team of Corporate Citizen.

- Animesh Bagchi, Sr Vice President – Finance, EagleBurgmann India Pvt. Ltd.

CC gives the inside story of CEOs This is a magazine that stands apart from the rest. It provides knowledge and insights behind the successful companies and careers to help us

understand what these real-life heroes have to teach us. The editing is great and the language is easy and to the point. There is good balance between the technical aspects of the corporate side and other stories such as the spiritual and physical health aspects! Wishing the team a great future!

- Vipin Pawar, Mumbai

Good magazine, vibrant articles I loved the vibrancy of the articles, especially the “husband-wife duo achieving success’’ articles through productive teamwork.

Also, I liked the editor’s column wherein he has appreciated Ms Smriti Irani in one of the issues where he compared her to Late K. Kamaraj. Last but not the least, the Claps & Slaps section is a good read. Keep up the good job.

- Pompa Ghosh, Marketing Manager, Wallace Pharma, Mumbai

November 16-30, 2015 / Corporate Citizen / 3

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Sensitive Situations Place: Hyderabad.

The purpose of my presence there: To attend the National HRD Network (NHRDN) National Convention.

W

hen it was decided that the prestigious National Convention of NHRDN would be organised in Hy d e r a b a d , i t s Chapter President from Hyderabad visited us. It was mutually agreed upon that 10 of my students would be sent to Hyderabad, one month in advance, to volunteer and assist in the various activities related to the organisation of the Convention.

Thus, we sent the students to Hyderabad, at our cost (including the cost of their lodging and boarding). Subsequently, one computer lab with 60 computers, 60 mobiles, 60 landline telephones and 60 full time students under the leadership of a senior professor was provided to work from Pune as the back office of NHRDN to market the Convention all over India, for a month.

Sri Balaji Society was the Platinum sponsor.

So, besides those 60 students, another 40 students, some of the faculty members and myself, were attending as delegates from Sri Balaji Society. Not a single rupee was charged to the organisers for any kind of their expenditure. But, the ‘feeling’ that we were part of the most successful NHRDN conference was great. It was an excellent learning experience. That is what we always wanted. That is why we used to allot some budget to this kind of educative events. Dr Santrupt Mishra gave us the biggest recognition – may be the professor in him is active. During the valedictory session of NHRDN conference in Mumbai he asked the student volunteers to walk through thousands of delegates and who’s who of the industry – such as Shri Kumarmangalam Birla, Shri Mukesh Ambani and many others and acknowledged

the students which is still cherished by all of us.

Shri T Hari went one step ahead; he invited all the 100 students for a grand evening in a farm house in Hyderabad at the end of the NHRDN conference. Such great memories are attached with NHRDN events. Though we did partner with many other events, I can safely say that there is no parallel to NHRDN National or Regional conventions. Full of learning opportunities, fellowships, excitement, entertainment and what not. The next NHRDN convention is scheduled to be held in New Delhi at Taj Place on 19th and 20th Nov 2015.

But this article is not about conferences but about ‘situations’ where we fail; where we succumb to pressure; where we make mistakes and live with guilt feelings for life. If that is so, why should NHRDN crop up here? Because, I went through ‘this’ incident during the course of NHRDN convention in Hyderabad. And, when I went through the memories the positive

4 / Corporate Citizen / November 16-30, 2015

vibrations came first. And now, here comes the case study……

It was the 2nd day of the Convention at Hyderabad. At about midnight, I received a desperate telephone call from one of the girl students, residing in our girl’s hostel in Pune. She was crying, uncontrollably and it took me some time to console her (without knowing anything) and to make her speak about the reason for her distress. Finally, she said, “I have been raped.

How am I going to live in this world? And it has been done by a classmate of mine outside the campus when we went for dinner.’’ She was also giving an impression of attempting suicide. I was shocked. I explained to her that, since she has not committed any mistake, she should not blame herself. I assured her that, “I would be coming there tomorrow and will deal with the guilty student very firmly and in the way you want me to deal with it.’’

I immediately called up two lady directors

and also her hostel mates to shadow this child and to ensure that the child does not take any drastic step as she has gone through a traumatic experience. I also cautioned them to keep the matter under wraps so that the boy doesn’t run away. Maintaining her reputation was the other issue. I also asked the lady directors to find out more about the episode. I came to know that it had taken place in a flat where some of their friends were staying (non-hostelites). But, the incident was occupying my mind fully. I decided to seek the advice of veteran friends attending the convention. I utilized this opportunity to share the information with three senior directors separately in a room and also sought their advice, as to how to handle the case.

Three different opinions emerged. One was that, the girl should file a police case and the institute should help her in doing so. Two, the institute should inform the parents and we need not take any responsibility for the incident, as both of them were adults and they went for a night out, by mutual consent, outside the institute, where this incident took place. Three, the girl should be counselled and the boy involved should be rusticated, besides reporting the matter to the police.

I took a flight and returned to Pune. In the meantime, two lady directors had taken the child under their wings, consoling her and taking good care of her. Two girl students were assigned not to leave her, even when she goes to the toilet.

Although my house is close to the airport, I did not go there and reached the campus straight from the airport.

On reaching the campus, I called the High Power Committee (HPC) of Sri Balaji Society, which comprises all the Directors. They were briefed by these two learned lady directors. The committee decided to call the parents of both the boy and girl as they were supposed to have been in love. The committee also felt that we should verify the ‘love’ angle and if it is so, we should suggest marriage. All the aspects were discussed thread bare at the meeting which went on for four hours. The Students Council was actively involved in the discussion. I must say, that, I had always bowed before the collective wisdom.

The committee was in two opinion of whether to inform the parents of the girl. I also heard the affected girl but she repeatedly insisted that we should not inform her parents. “My father will kill me and also kill himself,’’ was the stand taken by the girl student.

The HPC opined that I should meet her alone, talk to her and decide the future course of action. I called the girl; she was still uncontrollably crying. It took me at least one hour to bring her to her normal senses. I was very angry with the boy, and had decided to hand him over to the police

She was crying, uncontrollably and it took me some time to console her (without knowing anything) and to make her speak about the reason for her distress. Finally, she said, ‘‘I have been raped. How am I going to live in this world?

And it has been done by a classmate of mine’’ immediately. But the girl cried and pleaded, “No Sir. You should not go to the police.’’

I told her that under the laws of the land, we have to report to the police. But since she refused, we thought of filing a case on our own. We approached the police, but they said, “Unless we have a written complaint from the affected person, we cannot file a case.’’ I called the aggrieved girl again and told her that as a responsible organization, we should inform her parents. She said, “If you inform my father, or the police, I will commit suicide.’’

I was in a fix as I was in a tricky situation. I was expected to take legal and appropriate action.

We called the parent of the boy but were delaying the call to the girl’s father due to the fear that she may take some drastic step. And at the other end, I was stonewalled by the police as, they insisted on a written complaint. So, the ball was in our court.

In the meantime, the parents of the allegedly accused boy had landed in Pune. To add fuel to the fire, the boy felt something fishy going on against him as she was not picking up his call.

Then came the shocking suicide note which he posted in his Facebok, ‘Enough is enough. Thanks to everyone who helped me. Bye.’ We had to put some students to protect the boy till such time we met his parents. His father was a thorough gentleman and was under tremendous tension.

How to open the topic was the big question. A panel comprising me and two lady Directors were nominated to deal with the parents.

After the preliminaries we told the father of the boy, “What happened is a fact. The messages shown by the girl, confirms that. Already, the news is leaking out. It is very difficult for your son to exist in this environment. So, in the interest of your own son, take him away. We will refund his entire college fees.’’

The father replied with tears rolling out from his eyes and his hands shivering, “Sir you are like God to us. If you say so, I consider that it is the right thing to do. I will take my son away.”

We were relieved of some tension. The girl expressed her satisfaction and requested us to close the matter. Two to three days passed by.

After collecting the refund of the fees, the boy came to see me in my room. Till then I had not even seen him. I had not even bothered to

call him and confront him, after hearing the complaint from the girl. In our mind he was guilty. He introduced himself and said, “Sir, I thought that you are God, but you did not do justice to me. You did not even ask me whether I have done it or not. You did not bother to find out whether the incident happened and if so, whether it was a forced one or consensual one. A person of your stature should have investigated into these aspects of the case. Your enquiry was one sided. My fault is I am not a girl. Now that I am leaving, I want to tell you that I am innocent but I am leaving because you have given the direction to do so. You may not trust me and I don’t want you to trust me but I am giving you a small audio recording on CD, where the discussion between her and me, in the week before the incident, is recorded. I am leaving it for you to hear it and once you do so, you will not be able to sleep.

You won’t be able to either reverse the decision or apologise to me. And that is the punishment which I give to you.’’

When we heard the audio, we realized that the boy was not to be blamed. Actually, it was the girl who instigated him and wanted an experience. The tape also revealed that the girl was involved in another love affair and that boyfriend of hers, came searching for her and had caught both of them red-handed. The only way the girl could get out of the situation, was to cry foul about the night out with the other one.

Time passed. The girl was in the highest of spirits; she subsequently got a good placement and was gone from the institute. But what happened to the boy? Did I kill his career? I feel guilt-ridden, whenever I think of this boy. But then, what were the other options open to me?

I still don’t know!

As a post-mortem, I feel, I was indeed put in a predicament - I could not give the boy, the benefit of the doubt and I had to unconditionally go by the girl’s complaint. Was I just or unjust? I leave to you, the reader, to introspect.

DR (COL.) A. BALASUBRAMANIAN editor-in-chief

November 16-30, 2015 / Corporate Citizen / 5

Contents COVER STORY

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BEGINN IN

28

Army’s Art of Adaptability Yuvaraj Srivastava, Chief Human Resource Officer, MakeMyTrip. com, on his eventful journey from being an Army Officer to joining the corporate world ALSO...

36

Dynamic Duo 18

Lifelong trip An in-depth and insightful conversation with Yuvaraj Srivastava and his wife, Anshula, Global Head & General Manager HR for Organisation Capability at Wipro, on what makes their marriage work

9

MANAGE MONEY

Dr Anil Lamba on Trading on Equity, How to use Fixed-Cost Assets or Funds to Magnify Returns

10

WAX ELOQUENT

Who said what and why 6 / Corporate Citizen / November 16-30, 2015

Volume 1 Issue No. 18 November 16-30, 2015 www.corporatecitizen.in

12

12

COLLYWOOD

Chatpata Chatter from the Corporate World

16

INTERVIEW

An interview with Madhav Samant, CFO, Vodafone India Services Pvt. Ltd

20

CRADLE OF LEADERSHIP

An exclusive with the heads of USA’s premier Management School, University of Chicago Booth School of BusinessWilliam W. Kooser, Associate Dean for Global Outreach, the University of Chicago Booth School of Business and Abhilash Misra, Director, India and South Asia Outreach program, Chicago

38

61

16

26

TÊTE-À-TÊTE

A candid chat with Anjali Byce, the Director Human Resources at SKF India

26

38

CORPORATE CULTURE

A panel discussion by eminent personalities from the corporate world on ‘Putting People First for Organisation Success’

44

SURVEY

‘How Happy is the World’The World Happiness Report 2015, compiled by renowned researchers John Helliwel, Richard Layard, and Jeffery Sachs, for the United Nations

48

LOVED AND MARRIED TOO

Shweta and Kabir Mitra on their lifelong commitment

48

20

50

50

HEALTH

Pulses, expensive? Eggs show you the way

52

STAR CAMPUS PLACEMENT-10

Sharad Jain on his first big break

56 November 16-30, 2015 / Corporate Citizen / 7

60 54

Editor-In-Chief Dr (Col.) A. Balasubramanian

PEARLS OF WISDOM

Never underestimate the power of your actions

Consulting Editor Vinita Deshmukh

56

MOVIE BIZ

52

A farmer makes a movie on farmer suicides; wins National Award

58

THE TAX-MAN COMETH

60

44

TRAVEL

Uttar Pradesh, the land of myriad attractions

MOBILE APPS

Best fitness bands to help you balance work and your health

Senior Business Writers Mahalakshmi Hariharan Rajesh Rao Senior Sub-Editor Neeraj Varty

‘Colourable Transactions can get Murky’ by S K Jha IRS (retd) and former Chief Commissioner of Income Tax

61

Assistant Editor Joe Williams

Circulation Officer Jaywant Patil +91 9923202560

62

CLAPS & SLAPS

Manager Circulation Mansha Viradia +91 9765387072 North : Hemant Gupta +91 9582210930 South : Asaithambi G +91 9941555389

Our bouquets and brickbats for the fortnight!

63

FEATHERLITE

Tweets from the Corporate World

66

Creative Direction Kiyan Gupta, The Purple Stroke

THE LAST WORD

54

BE A CORPORATE CITIZEN

How do you like this issue of Corporate Citizen - The Cool Side of Business?

Send in your views, news, suggestions and contributions to corporatecitizenwriters@gmail.com We would love to hear from you!

8 / Corporate Citizen / November 16-30, 2015

Bangalore Bureau Sangeeta Ghosh Dastidar Pune Bureau Suchismita Pai / Kalyani Sardesai

58

‘The English-Vinglish generation’

by Ganesh Natarajan, Vice Chairman & CEO at Zensar Technologies

Writers Delhi Bureau Pradeep Mathur / Sharmila Chand

Graphic Designer Anil Walunj Photographers Yusuf Khan/Ahmed Sheikh/Shantanu Relekar Website www.corporatecitizen.in For Advertising and Marketing queries Email: MANSHA.VIRADIA@corporatecitizen.in (Corporate Citizen does not accept responsibility for returning unsolicited manuscripts and photographs. All unsolicited material should be accompanied by self-addressed envelopes and sufficient postage) Tel. (020) 69000677 / 69000672

MANAGE MONEY DR ANIL LAMBA

Trading on Equity:

How to use Fixed-Cost Assets/ Funds to Magnify Returns

O

rganisations often make a public offering of shares to raise capital. Through this, they invite members of the public to invest in the organisation. Those who do so are called shareholders.

If you are approached by an organisation to invest in its shares, on what basis would you make a decision? There would surely be several questions you would want answered before you made up your mind. These questions would pertain to the product or service offered, the organisation’s future prospects, its past track record, the credibility of its management team, its past stock market performance, its credit rating, and so on.

But what if two organisations approach you with the opportunity to invest and they are identical on each of the above parameters?

Both operate in the same domain, their future prospects appear as bright, each one’s track record is as impressive, and the managements are equally credible.

They are alike in all respects but one. The only area of difference is in their approach towards the source from which they plan to raise the money.

Typically, businesses are funded through a combination of equity and debt. One of these organisations believes in raising a larger quantum of funds from equity. The other prefers to borrow more. This is the only difference.

Once the funds are raised, both companies would invest them in an identical fashion. They would purchase similar infrastructure, hire an identical number of people, make the same product, sell the same quantity and make the same amount of profit.

Take a look at this table: STATEMENT SHOWING CAPITAL EMPLOYED A

B

Equity shares of 100 each

1500,000

500,000

10% Loan

500,000

1500,000

= Capital Employed

2000,000

2000,000

Both A and B need a total investment of two million.

A raises 1.5 million through an equity share issue and a half million through debt which carries an interest rate of 10 percent per annum.

In the case of B, half a million comes from equity and the balance 1.5 million from debt.

Have you picked the one you prefer? Is it A or B? Now let’s try to find out who is going to be better off. As I said earlier, both companies are identical, even to the extent of the profits they earn.

But let me make sure you are clear in your mind about what exactly profit is.

The process of earning profits begins with Sales.

From the Sales figure, we deduct the direct cost (cost of sales), to arrive at the Gross Profit. We now deduct indirect costs too, to arrive at the Operating Profit or PBIT (profit before interest and tax). This is the stage of profit where we have recovered from the sales income all direct

and indirect cost, but have not yet paid interest to the lender, income tax to the government, or dividends to the shareholder.

From PBIT we first pay interest, and are left with PBT or profit before tax.

Sales (-) Direct Expenses Gross Profit (-) Indirect Expensed PBIT (or Operating Profit) (-) Interest PBT (-) Income Tax PAT DIVIDENDS

RESERVES

The government must now receive its due. Deducting taxes from PBT we are left with PAT (profit after tax).

PAT belongs to the shareholders or owners of the organization.

As you know, the entire amount of profit after tax is usually not distributed among the shareholders.

There are various reasons for this, one being the fact that profit does not mean money. To distribute dividends, an organization needs money.

As a result, only a portion of the profit gets distributed by way of dividends, and the remainder is retained within the organization.

This remainder appears on the Liabilities’ side as Reserves & Surplus. ...to be continued Dr Anil Lamba is a corporate trainer of international repute on finance management. His clients comprise several hundred large and medium sized corporations across different countries of the world. He is the author of the bestselling book Romancing the Balance Sheet. He can be contacted atanil@lamconschool.com November 16-30, 2015 / Corporate Citizen / 9

WAX ELOQUENT

India is on global WALMART’S INDIA STRATEGY-THE GOOD AND THE BAD

“One of our global initiatives is to train one million women and give them skills so they can move up at retail chains and factories. India is an important part of this initiative. This is good for business as women in business are growing.”

Jenny Grieser, Senior Director, global women economic empowerment programme,Walmart Inc.,

UN (EASINESS) OF DOING BUSINESS IN INDIA

“Even Dettol requires a drug license here, it’s like nowhere else. If these issues are not addressed then problems will arise as India’s population ages. Now is a huge opportunity to simplify regulation, make pricing mechanisms more transparent and collaboration. This will drive innovation and investment.”

Rakesh Kapoor, Global CEO, Reckitt Benckiser.

Courtesy: http://www.forbes.com

BRIDGING INTERNET AND RAILWAY CONNECTIONS

Courtesy: http://www.thehindubusinessline.com

EASE OF DOING BUSINESS IN INDIA “If the changes that we saw thus far can be kept up and strengthened a little, it is not impossible for India to be in top 100 (ranking of the ease of doing business report) by next year.”

Kaushik Basu, World Bank Chief Economist and Senior Vice President Courtesy: http://economictimes.indiatimes.com

“It is clear that India will be one of the most important countries globally of the 21st century... This new research (‘India Matters’ research report) demonstrates how through our educational and cultural links, the UK can get ahead of the competition to partner with India...

But it’s vital that our next generation recognises modern, digital, urban India and looks for the opportunities to collaborate, otherwise we won’t just miss out, but risk getting left behind. “ Rob Lynes, Director of British Council in India.

Courtesy: http://www.business-standard.com

“Government has taken a lot of micro steps in the last one year and some reforms have been politically sensitive. States have also got into action...if we continue moving up the ranks at this pace we can break into the top 100 very soon.”

Soumya Kanti Ghosh, Chief Economic Advisor, State Bank of India.

Courtesy: http://economictimes.indiatimes.com

10 / Corporate Citizen / November 16-30, 2015

“We are all so excited to bring connectivity to India in more places and to do that our access and energy team has partnered with Indian railways, to bring connectivity to India in railway stations. I remember taking the Coromandel Express every six months to IIT Kharagpur and back. So we are very excited that we are starting with 100 of the busiest stations. Ten million passengers go through them every day and we hope to expand and we hope to expand it to 400 stations by the end of next year.”

Sundar Pichai, CEO Google.

Courtesy: http://www.ibnlive.com

AMAZING AMAZON

“We’re really encouraged with what we are seeing, both on the customer side and the seller side. On the customer side, active customer accounts are up 230 percent year-over-year.We are in the middle of the Diwali season that is going really well. Sales are 4x what they were last year.”

Brian T Olsavsky, Senior Vice President and CFO, Amazon Courtesy: http://gadgets.ndtv.com

stage LIFE COACHING SKILLS AND GRASSROOTS CONNECTIVITY

A look at what leading corporates have to say about recent trends and their experiences in the biz world WAKA WAKA -THIS TIME FOR AFRICA “Indian credit has topped $7.4 billion and has led to the creation of about 137 projects in 41 countries. Don’t forget, we have been partners with Africa in capacity building since early days. We were there as the earliest peacekeepers. We were there with the major struggles that Africa had against colonialism and discrimination and apartheid.”

Navtej Sarna , Special Secretary, Ministry of External Affairs.

Courtesy: http://economictimes.indiatimes.com

“People, before they start a company should know what they are doing. Big companies started with something they cared about.”

“I have made all kinds of mistakes. It was all trial and error. You cannot be afraid of making mistakes. What you should focus on is not which mistake to avoid, but on what drives you.”

“India is one of the countries where you cannot connect the world without connecting India.”

Mark Zuckerberg, Co-founder and CEO, Facebook.

Courtesy: http://www.businesstoday.in

CYBER SECURITY AND RISKS

“Africa has the potential for development of tourism, healthcare, hospitality and ICT sectors. The Government of India supported Pan-Africa E-Network that has contributed significantly to Africa’s skill development and healthcare delivery.”

Nirmala Sitharaman, Union Commerce Minister.

Courtesy: http://economictimes.indiatimes.com

“We believe that the final statement of the (India Africa Forum) summit should incorporate how an entire continent has been brushed away from the U.N. Security Council due to old power structure of the world order.”

Ibrahim A. Ghandour, Foreign Minister of Sudan.

Courtesy: http://www.thehindu.com/news/national

SURROGACY BAN AND AFTERMATH “Banning commercial surrogacy will send some couples on to the black market and deprive other couples of the chance of children… Our research shows many surrogates do not have health insurance and are paid poorly, among other issues…”

Ranjana Kumari, Director of the Centre for Social Research.

Courtesy: http://www.theguardian.com

“Yes, there need to be strict checks and counter checks but banning foreigners is not the answer. It’s inhuman... There is no exploitation; it’s a voluntary contract between human beings involving an exchange of money.

What’s wrong with that? It’s a dignified earning. Instead of women working as maids, they can be surrogates.”

Dr Nayana Patel, Famous IVF specialist & Surrogacy Doctor.

“Due to the proliferation of connected devices like smartphones and laptops, there is an unprecedented level of personal data available online now, expanding the risk canvas exponentially,” Venkat Krishnapur, Head of Operations Intel Security Group India Development Centre.

“The good news is there are open conversations between parents and children but work is still required on ensuring that these go beyond casual chats.”

Melanie Duca, APAC Consumer Marketing Director, Intel Security.

Courtesy: http://www.ndtv.com

Courtesy: http://www.theguardian.com

INDIA IS CENTRE STAGE OF GLOBAL ENERGY

“What India needs are three things in order to realise what Modi has in mind - investment, investment and investment… India would need these “three things” for power sector, gas and coal and that private sector investment was crucial to support projects.”

Fatih Birol, Executive Director International Energy Agency (IEA).

Courtesy: http://www.business-standard.com

Courtesy: http://www.ndtv.com/ india-news

Compiled by Sangeeta Ghosh Dastidar November 16-30, 2015 / Corporate Citizen / 11

COLLYWOOD

PEOPLE IN THE NEWS

Jayanthi elevated as global BPO chief

Tata, AmEx to Invest in Abra US-based start up Abra said Tata Group Chairman Emeritus Ratan Tata and credit card player American Express have made an undisclosed investment in the firm -- their first such venture involving digital currency. Besides, the firm also announced entry into the online, digital cash-based merchant payments. Abra’s app will be available to all registered users in the US and Philippines in the coming weeks, with more countries to follow soon, it said in a statement. “Tata and American Express have made strategic investments in Abra as part of recently announced Series A round. These are the first investments in the crypto currency world for both Amer-

ican Express and Ratan Tata,” Abra added. Cryptocurrency is a digital or virtual currency, which uses cryptography for security.

It is also difficult to counterfeit.

One of the first cryptocurrency to hog global attention was Bitcoin, which was launched in 2009. The Abra app provides for storing digital cash, sending that money to any smartphone and using a new network of human ATMs, called Abra Tellers, who are individuals or businesses earning money by buying and selling digital cash to and from any consumer via the app. The firm has already been signing up merchants for this new solution.

Abra expects to begin the global launch of the Merchant API service also.

12 / Corporate Citizen / November 16-30, 2015

Jayanthi, CEO of Capgemini India, has been elevated as the global BPO head of the 11-billion Euro French IT company. She will oversee a business that brings close to $700 million (635 million Euro) in revenue and which has a robust footprint in areas like finance and accounting, procurement and supply chain. Former IGate HR head Srinivas Kandula has replaced Jayanthi as Capgemini India CEO. Jayanthi’s innings as CEO of Capgemini India began in the year 2011. She was part of the elite 18-member executive committee mmittee at Capgemini that sets strategic ategic priorities and resulting action tion plans for the company. She he will lead a workforce off over 1 lakh employees (post post the IGate acquisition).. BPO is part of the managed ged services business thatt contributed 26 percent or 2.7 billion Euros to Capgemini’s pgemini’s revenues in 2014.

Jayanthi’s elevation to global leadership dership is testimony to the emerging pattern attern of Indian-origin rigin leaders leading ing the way for global tech and services businesses. inesses.

Kandula’s appointmentt is a rare instancee where an HR head has been appointed ass the India CEO. At USbased IT firm m CSC, Sreekanth Krishnan Arimanithaya ya is both India MD and nd global head of workforce kforce management. nt.

Vellayan returns to helm of conglomerate Murugappa Group

A Vellayan, who stepped down as chairman of the ₹27,000 crore Murugappa Group in May, returned to the helm of the conglomerate, according to a statement from the group’s corporate board. Vellayan had stepped down a day after the Securities and Exchange Board of India (SEBI) charged him and three other individuals with insider trading. At that point, the Murugappa Group had said SEBI’s observations were based on suspicion alone and was a far-fetched tenuous conjecture.

However, it also said that Vellayan would step down as Chairman until the matter was resolved. The Group sent out a statement which stated that the Group Corporate Board of the Murugappa Group had requested Vellayan to resume chairmanship of the Group Board after an assessment of the status of the ongoing proceedings against alleged insider trading and after considering expert legal advice of Senior Counsel on this matter. It went on to state that Vellayan resuming chairmanship would provide it the requisite strategic direction and leadership for the Group’s interests. Vellayan accepted the Board’s request.

Indian-origin Roma Agrawal gets the Queen’s call Indian-origin high-fliers are making news all round und the globe in recent times. Roma Agrawal, a structural ctu tura rall engineer, has hit the headlines as she helped build Europe’s ld Eu Euro rope pe’s’s tallest building, the Shard in London, and was among mon ongg those invited to Buckingham Palace by Queen Elizabeth liz izab abet eth h II in the function held on October 26. Roma, 29, 9, was among the other female engineers at a reception being beiingg be hosted by the 89-year-old monarch to encouragee more mor oree women to take up the profession. “We need to break reak re akk tthe he stereotype of an engineer and show young girls it’s t’t’s a fun career,” Agrawal said prior to the event. The palace ce has also released a photograph of the then Princess Elizabeth beeth as as a driver and mechanic in the Auxiliary Territorial Service Service during World War II. “In part, this is born of personal rso sona nall experience. As a young woman serving in the Auxiliary uxiili liar ary Territorial Service, the Queen learnt vehicle maintenance nte tena nanc na ncee nc skills that have stayed with her to this day,” according rding n ng to an official. “She got her hands dirty, enjoyed itt and d would encourage young people today to have thee same experience. And at a time when there is a big industry push for more girls to become involved in engineering, the Queen wholeheartedly supported ed that. It’s no coincidence that some brilliant and inspiring young female engineers were present att the reception,” he said. The queen’s support comes e es as a report published this week is expected to reveal that Britain lags behind other nations in the he he status it gives to the profession. Only six per centt of registered UK engineers and technicians are women, the lowest number in Europe; just 15 per er cent of UK engineering students are female.

Francesco Gori to advise Apollo Tyres Francesco Gori joins Apollo Tyres as advisor for strategy. A part of Apollo Tyres’ Management Board, Gori will support the company in its goal of international growth and identification and development of new markets. Gori has had a long and illustrious career in the tyre industry. His last appointment was as the CEO of Pirelli Tyre, a position that he held from 2006 till he left the company in 2012. This was the culmination of 33 years of service to Pirelli, which was acknowledged by the company as a ‘significant contribution to the Group’s results and development,’ on his leaving. Speaking about his appointment, Gori said, “As a successful organisation, Apollo Tyres is accelerating its growth by strengthening its presence in its existing markets and extracting value from its recent €475 million greenfield investment

in Europe to enhance its key global brands - Apollo and Vredestein. I look forward to work with Neeraj and his team in their journey to become a significant player in the tyre industry.”

November 16-30, 2015 / Corporate Citizen / 13

COLLYWOOD Bosnian woman is Swedish education minister A Bosnian Muslim immigrant has been named the new Swedish minister for education, setting a role model for young, active Muslims. The minister, Aida Hadzialic, was named in Stefan Löfven’s new cabinet as the new minister for Upper Secondary School and Adult Education Initiative in Sweden, according to IBNlive. A law graduate from the University of Lund, Hadzialic became the deputy mayor of the Swedish city Halmstad at the age of 23. Born in 1987 in Foča, Bosnia, the 27-year-old Swedish politician is now the youngest person ever to serve as a minister in Sweden. Hadzialic was five years old when her family fled from war in Bosnia-Herzegovina.

Industrialist, Chittilappilly urges for stray-dogs-free movement Industrialist and philanthropist Kochouseph Chittilappilly demanded a ‘stray dog free’ Kerala, during his 24-hour fast.

Though Chittilappilly, who has been at the receiving end of much criticism, was careful not to advocate the culling of dogs directly, a large chunk of his audience were in support of culling all stray dogs. A controversial outfit called the ‘Stray Dog Eradication 14 / Corporate Citizen / November 16-30, 2015

Committee’ was one of the main groups backing the fast. A few weeks ago, they had landed in a soup after announcing a ₹500 reward to those who culled stray dogs. A few women’s organisations too were present at the event.

It was Latha, 28, a lottery seller, partially paralysed on her right leg, apparently after a dog bit her, who had brought these people together. “Eight months ago, when I was going back home

after work, I was bitten by a dog. It was so bad that I became unconscious and after that I did not walk again,” she said. “Dogs need to be controlled, so I came here to express my solidarity.”

There were people from different districts of Kerala who shared issues they faced with stray dogs on the streets. A huge number of children from some schools and Jana Seva Shishubhavan, were also in attendance.

Punjab will be first state with broadband: Mukesh Ambani Narendra Nayak to head BlackBerry India

BlackBerry has appointed Narendra Nayak as the managing director of its India operations to steer the Canadian handset maker’s restructuring efforts. He replaces Sunil Lalvani, who had quit the organisation in June.

Based in New Delhi, Nayak will be responsible for driving BlackBerry’s software and services business through all channels in India - direct enterprise customers, network operators, distribution partners, the company said in a statement.

Nayak will also be responsible for BlackBerry’s growing ecosystem of indirect channels in India that includes Value Added Resellers (VAR), systems integrators and reseller partners. Nayak joins BlackBerry from venture-funded software company Linguanext Technologies, where he was responsible for growing the business in India and across South East Asia, the Middle East and Africa.

Prior to LinguaNext, he has held executive roles at CSC, IBM, Motorola and Digital Equipment India. “I look forward to building our business here in India by ensuring we are helping enterprise and government organisations select and implement an end-to-end mobile security strategy - whatever the device or devices they are using,” Nayak said.

Mukesh Ambani, the Chairman of Reliance Industries is looking forward to Punjab becoming the first state in the country where every village will be covered with broadband mobile connectivity as he committed to invest towards digital infrastructure in the state. Participating in the second edition of Progressive Punjab Investor’s Summit, Ambani said Reliance had already invested ₹3,900 crore in the state. In 2013, I outlined our engagement with Punjab and how this has helped the state strengthen its leadership position. I also talked about our investment plans in manufacturing, retail, Reliance Foundation and our digital services Jio business. “I am delighted to inform you that most of these investments have been made and all our commitments have been fulfilled,” Ambani said during the event. “We had committed an investment of over ₹2,000 crore. We speak by latest counts... we have already invested ₹3,900 crore in Punjab,” said Ambani. Reliance is looking forward to making sure that this digital infrastructure gives all partners opportunity to create value and start up businesses so that they

can then create value for themselves. He added, “this is an engagement which the Jio will be looking at across the sections of the society and I hope in two years we can look back at the achievement of Punjab (wherein) farmers, traders can become role models for the rest of the country.”

Hindujas, second-most influential Asians in UK London-based NRI businessmen, Gopichand P Hinduja, and his brother Srichand P Hinduja have been adjudged the second-most influential Asians in Britain. They are next only to UK’s Business Secretary Sajid Javid, in a list of 101 prominent people including Nobel Peace Prize winner Malala Yousafzai. Javid, who retains the top slot he won last year, is described as a determined young man who has enjoyed a meteoric rise since joining politics in 2010, according to the GG2 Power 101 list. Priti Patel, Britain’s Indian-origin Minister of State for Employment, emerged as the third most influential Asian followed by steel tycoon Lakshmi Mittal. The list was released at the GG2 Leadership awards dinner in London. Malala, placed at No 10, is the youngest entry on the list, aged just 18. The Pakistan-born schoolgirl, who was shot at by Taliban militants for defending her right to education, is one of 23 women on the list.

Others in the top 10 are Ameet Gill, British Prime Minister David Cameron’s director of strategy; Labour’s London mayoral hopeful Sadiq Khan; Sir Venkatraman Ramakrishnan, Nobel winner for chemistry and artist Anish Kapoor. Priti Patel was also declared GG2 Woman of the Year, while Lord Kamlesh Patel emerged as the GG2 Man of the Year. Other recipients were Polly Harrar,

Chief Executive of the Sharan Project, the first online support network for South Asian women in the UK (Spirit in the Community Award); Sandy Rashty, Editor of the Jewish Chronicle (Young Journalist of the Year); Kwai Tsun Stanley Tse, Chairman of SeeWoo Foods Limited (World Food Award).

Compiled by Joe Williams joe78662@gmail.com November 16-30, 2015 / Corporate Citizen / 15

INTERVIEW Â MADHAV SAMANT / CFO, Vodafone India Services Pvt. Ltd

Old Rules Out, New Ways In! Madhav Samant, CFO, Vodafone India Services Pvt. Ltd, completed his Bachelor of Commerce from Bangalore University and Chartered Accountancy in 1991. He served in Hindustan Unilever Ltd as the National Remuneration Manager and then held the position of Financial Controller.

In 2008, he joined Vodafone Essar as the Financial Controller and has been associated with Vodafone since then. Corporate Citizen caught up with Samant, backstage, where he shared his work experience and his journey of over 20 years with various organisations

BY MUZAMMIL KHAN

A

“A couple of days ago, I did a session after lunch. And in corporate parlance, it’s called the graveyard shift. Why is it called the graveyard shift? This must be the easiest question you got all day,” said the dynamic Madhav Samant at a highly interactive session at a seminar recently.

The audience, largely comprised of management students, who replied with loud claps and cheers.

Speaking on the topic ‘Dynamic Business World’, Samant, now Financial Controller with Vodafone, and earlier National Remuneration Manager with Hindustan Unilever Ltd., kept his audience glued to their seats with anecdotes from the corporate world. Amidst much applause and regular doses of laughter, Samant kept his audience busy with his “interactive session” promising “no gyaan”, which he said he knew “would them to death.”

He took them on a tour of his career spanning over 20 years, his experience working in different domains, changes in the role of a Chief Financial Officer over the years and advised his youthful audience how to become good managers and leaders, as he shared his views and fielded questions on the corporate world, with elan.

Telecom industry growth unparalleled Vodafone Limited has been in existence in its various avatars for a little over 10-12 years. It was already a Rs 35,000 crore company when I joined. The pace of inflection and the growth of the telecom industry is unparalleled anywhere else in the world. And even now you see the way and the pace it’s growing – in spite of all the call drops and the data issues you get. But that is where the difference lies.

Intensely competitive environment It is an intensely competitive environment.

I don’t know if you read that article on Amazon published recently -- about the work environment in Amazon, how stressful it is and how they keep pushing you to your limits. It is not that bad, but the overall situation is very similar. Especially in management. There are various levels in all organisations, management and non-management. In management, there are these very bright MBAs, very bright engineers, very bright people from XLRI and other places.

The way they interview to select these people is an extremely tough process. And they only have people from the top leadership to interview -10-15 years of experience and more -- and each person they take would have the potential of becoming the chairman of the company, or the MD or CEO. Extremely capable, extremely good at communication, all the qualities that they have in some way, they look for it in the other person and they recruit on that basis, So, when you start off, you have people who are extremely competitive. The competition, the ‘politics’-- you have heard about politics in an organisation -the stress, is very high. But that itself becomes, in a certain sense, addictive -- because it is in a very high performing culture. Even though it is a very stable business -- and you know it’s not like telecom, where the growth path is so much -- 8-9 per cent of the topline revenue growth is steady, but they keep trying to save the same thing, relaunching the same thing and it becomes an extremely competitive environment. So that is what creates that culture. And then it becomes a pyramid.

16 / Corporate Citizen / November 16-30, 2015

Any organisation is a pyramid. The number of leadership positions keep narrowing down. Then when a person doesn’t get a position, he goes as a CFO, CEO or something in some other company.

And that’s how you export manpower.

The other thing I found was a very strong business focus. This is what I want everybody to keep in mind – whether you are in finance, in HR, marketing, or any other type of function -- you have to maintain an extremely strong business focus.

So suppose I am in finance, I cannot say I will only do XYZ, that is the process, etc., and not bother about the business. That is not a sustaining proposition. Because ultimately, it is the top line and the bottom line which pays all our salaries. So the focus should be, how do I help the business? What is the support I can give to the business? How do I not be bureaucratic? How do I make sure that the execution is absolutely perfect? These are stuff that are extremely crucial as we go along.

When you get into your corporate career, your focus on the business has to be absolutely solid. And if there is a CEO out there, a boss out there who wants to achieve something, you in your function have to help him achieve it.

Can a finance person and an HR person be best friends and do wonders to the organisation?

It’s a slightly complex answer. Look at it from an organisational perspective. If I am the CEO, I have certain functions, I have marketing which helps me market my product, I have sales which helps me go to market, sell my product, I have HR which helps me with the people agenda, I have finance which helps me with governance, etc. Finance and HR, you will find, are what we call ‘enabling functions’ in an organisation.

In any enabling function, you have an axis.

Suppose you take an L on a graph, on one axis if you plot support -- that part of the role in which you support the business. And on the other axis you plot control. HR and finance persons have two aspects to their job—one is support, the other is control. You will find finance people generally focussed on the control part of the axis.

mistake. What it does is, it builds trust. And trust is something which is in severe short supply in the corporate world.

2. Ability: Ability is something that is ingrained in you. If you are not capable people, you wouldn’t be in this room. Work on that. Keep reading. Reading is very critical. For example: If you go for an interview, based on that morning’s Economic Times, somebody might just throw a question at you: Why has China devalued the Yuan? So, read. Read on current affairs, read on management, read Harry Potter too, no problem.

But your ability is very critical. Keep honing your skills.

3. Attitude: Attitude is very critical. Cynicism is a passion killer. A person who goes with a smile at work is always valued. Cynicism drains the energy out of a team, it drains the energy out of an organisation. That is why you guys within your functions have to find something that interests you and go for that interest.

4. Adaptability: All of us are from diverse backgrounds, diverse geographies, and diverse locations. Be adaptable to an organisation, to its culture, sync in, understand what that culture is talking about, etc.

5. Value addition: A company is paying you Rs 100. How much are you giving back? Are you giving 100, are you giving 150 or are you giving 50. If the company sees you are giving it more

PICS: SHANTANU RELEKAR

But if you plot an HR person, he will be plotted really high on the support axis. That is where the point of conflict between the two functions lies. While it is largely a theoretical answer, it is important for you to recognise this internally when you get into an HR job and say that, besides creating support on my support axis, I also need to go on the control axis and vice versa for the finance people.

What makes a good manager and leader?

People who display the following qualities

irrespective of which function they are in, always stand out in an organisation.

1. Authenticity: Authenticity is being yourself.

There are various facets to it. What happens is, when each one of us goes into a working environment, we put a mask. We are different people at work, we are different people at home.

My submission to you is, be the same. Some amount of mask wearing is essential, but be yourself. Be yourself at work -- when you don’t know, say you don’t know. Say I will find out.

When you make a mistake, say you made a

Always be optimistic.

Never give up even if you fail. Persistence is equally important.

Always be enthusiastic about your job, and your role. Going to work on a Monday morning should not be a big chore than what it’s giving you, your career path will point upwards. At the end of the day, it is about value addition and about results.

There are supply chains and there are supply chains...

Let me talk about the supply chain in two contexts. One, the supply chain in FMCG which is a no-brainer. You have to have raw materials, production, finished products all the way to the villages and rural markets in India. It’s a much more complex supply chain mechanism than in

November 16-30, 2015 / Corporate Citizen / 17

INTERVIEW telecom. In a telecom company per se, supply chain is not that tricky a function. It’s basically got to do with getting capex, then you get BTSs, you have to arrange the towers. As they say, ICICI is a bank built on an IT company. Similarly, all these telecom companies are telecom networks built on IT. The entire backbone is technology and servers. It is not that complex.

Can you be a strategic partner?

Strategy is a much abused word these days.

What is strategy? Let me answer it in a different way. Think about title about this particular session: Dynamic Business World. Now I want to introduce to you the concept of VUCA. Here, strategy has no place. The world today is that sort of a world: Volatile, Uncertain, Complex, and Ambiguous (VUCA). So if you have a strategy to handle a VUCA world, it’s an oxymoron. You can’t have a long-term strategy to handle a VUCA world. For example, we draw financial plans. This is a huge exercise that starts in October and is supposed to be the financial plan for the next financial year, April to March. But before it is December, before the ink has even dried on that plan, everything has changed.

So instead of a strategy partner, I would propose a different term called ‘business partner’.

In finance, in HR, you have to be a business partner. That’s why I keep stressing on the point that both HR, finance have to assist in achieving the company’s business goals.

A finance background helps handle HR functions Firstly, it was not hardcore HR. There I was in the position of the National Remuneration Manager. And that had to do with fixing the compensation of managers across HUL. I used to go to Colgate, ITC, Nestle to find out what they are paying to an MBA with five years of experience in a marketing role to make sure the salaries at HUL was not too below or not too above the benchmark. And there’s a reason why they had a finance person in that role. It was a numbers job. HR people are intrinsically uncomfortable with numbers. And by numbers, I don’t mean manpower, I mean tax, finance, etc.

They used to have a finance person as a Reward Manager. The person would take control of the rewards that were to be paid across the organisation. And that’s what I was doing. But after I went out, they got a reward specialist.

There are such people in HR who are reward specialists.

Does Vodafone plan to roll out 4G? I might be mistaken, but Vodafone does not have 4G spectrum. It was some time ago, when 4G spectrum was available as an option. Spectrum is a certain band. There were various people who bid and procured that spectrum. In the

Flow with the change Old ways are out, new approaches are needed in this volatile, uncertain, complex and ambiguous business world. But some rules stay evergreen...

How has the role of a CFO changed over the years?

There has been a lot of change in the past 10-15 years. It’s been a positive change with high speed work, lots of information, higher expectations and even higher stress levels.

This is because the information level is high, the speed is high, the business pressure has considerable gone up in the last 15-20 years.

companies have come up. Today, they are huge in number. And this whole business of working outside India has created a lot of business opportunities in India. This is because we do a lot of stuff in India. For example, we do a lot of R&D for Google here, we do R&D for Intel here in India. Similarly for so many companies, we do R&D here in India and that gives our people a chance.

How difficult is it to cope up with this pressure now?

You have to be open to change always and respond to change in a manner that there is no resistance to it. Go with the flow, read a lot and understand the movement in technology, what is coming ahead. But most importantly, keep an open mind to change, be adaptable. Because, if you’ll resist change, you will stay behind. And whoever accepts change and goes with it, will move ahead.

There are so many Indians working abroad with reputed companies. Do you think it’s because the demand is rising for Indian-bred talent?

Not necessarily. Indians go abroad to study and then start working there. And if you see, due to the ethos and middle-class values that Indians get here, they work harder there. They are more committed and these are values that are appreciated by western countries, which is why they do well there.

Tell us about the challenges you faced then, and today.

In those days, it was a challenge of growth, challenge of information, challenge of technical capabilities. These days, it’s a challenge of over-information, it’s a challenge of dealing with so many external stimuli, which ones to react to, which ones to not react to...it’s a challenge of an uncertain and complex world. In the last few years, the challenges have only grown.

The corporate world has become extremely demanding in terms of time. Your accessibility to the company has to be almost 24x7, and demand has risen in terms of competency. In India, even if you take some time off, you will still be hooked to your laptop, checking mails.

Here, unlike the west, if you don’t respond to mails, it’s not taken well. However, that is changing slowly but it will take time.

You were in HR for two years. Tell us about your experience in the field.

I happened to come to HR as that was the only option open to me then. I was in Singapore and wanted to come back home. So they (HUL) said you want to come to HR, I said fine. But it did give me an opportunity to see something else and experience something different.

Do you think youngsters today are ready for this change or adaptability?

Of course, they are. See, the earlier generation grew up under an environment of scarcity; jobs were scarce, opportunities were scarce, educational opportunities were scarce too. I am not saying there is no such scarcity now but there are a lot more opportunities today.

The country has grown, a lot of multinational

18 / Corporate Citizen / November 16-30, 2015

And how challenging was it?

Not much. Not too challenging. It was a numbers job largely. But yes, it was good. And then I went back to finance.

What, according to you, are the challenges that students face today?

The challenges are of cultural compatibility. We should make sure we adapt to the culture of various countries. The second is acceptance of diversity: gender diversity, geographical diversity, economical diversity. They have to be open to that. And the younger generation is much more open to diversity today. For example, we have a lot more women in leadership positions working, though the number is not enough. In Vodafone, diversity is a huge agenda. A lot of work is going on in this area.

Your advice to the youth today...

Vodafone business case, though I was not closely associated with it, let me explain. Let’s say you buy spectrum. Let’s assume you pay Rs 2000 crore for 5 MGHZ. When you pay Rs 2000 crore, you have to monetize that spectrum. You have to start generating revenue from it.

It was thought -- I don’t know if it’s true any longer -- that the advent of 4G devices in this country would not be very fast. And hence, some people bid for 4G spectrum, some didn’t. Vodafone, as of now, does not have 4G spectrum.

PF contribution by HUL was 12 per cent and the minimum is 8.5 per cent as published in an article. Why did HUL put a constraint of 12 percent and did not pay more than that?

When you get into your corporate career, your focus on the business has to be absolutely solid. And if there is a CEO out there, a boss out there who wants to achieve something, you in your function have to help him achieve it Always be optimistic. Dont give up even if you fail. You should always keep trying. Persistence is equally important. Always be enthusiastic about your job, your role, any task at hand. And, like what you do. Going to work on a Monday morning should not be a big chore. Another thing is don’t criticise or crib. Cynicism is one of the biggest killers of any corporate entity and of a team. As it is, the work pressure is high. Don’t be cynical. If you don’t like it, get out. People who are there should give their 100 per cent.

Students preparing for the corporate world need not worry much about the working environment.

Remember, even the biggest of bosses today started off exactly the same way as you would, with the same concerns, same anxiety and worries. It all depends on how quickly you learn, how well you adapt, and progress. All that is the differentiator. Some people adapt quickly, some take time. But everybody is capable. Also, be well read and proactive.

I am not aware of it. But I don’t know if you have heard Arthur Conan Doyle’s famous quote: I will move into the realms of conjecture. PF is an extremely tax-saving measure. There are two aspects to PF: one is the mandatory portion and the other is the voluntary portion. The mandatory portion is what you contribute which has to be matched by the company. And the voluntary portion need not be matched by the company.

There are two concepts: One is CAGR— Compounded Aggregate Growth Rate. The compound interest is very high in PF. You get interest on your accumulation. By the time it is 15-20 years, you get quite a bit of a corpus at the end.

The other important aspect is ‘tax-free’, which is a huge benefit from that point of view. But why 8-12, frankly I don’t know.

Dealing with diverse cultures and work ethics With a lot of multinationals coming in, all of you, at some stage or the other, will have to deal with westerners like the Americans, Europeans, etc.

There are certain things that I have noted over the past 20 odd years, which, if we don’t follow, irritates them a lot. They are from a different culture, we are from a different culture. We may not conform to their culture but it helps to understand what these differences are and make sure we interact with them in a manner that helps everybody. We should help in getting that engagement to be more fruitful, build a little more trust. Here are some pointers: 1. We Indians talk a lot. And we talk when another person is talking. When I am conversing with you, even before I finish my sentence, something comes back from the other side. That irritates them a lot. You may notice that when

you talk, Europeans never interrupt. They wait for you to finish, and then speak. Similarly, you ought to wait for them to finish. We Indians, our minds work so fast we know what that person will say before he has finished his sentence. And that’s why we interrupt. So wait for a sentence to be finished before you respond.

2. Speak slowly. Indians generally speak very fast. If he is British, he will understand. But if he is French or Italian or a Portuguese, it will be very difficult for him to understand your speech.

3. Never be late for meetings. It is seen as a sign of inefficiency and non-planning.

Punctuality is important. And more importantly, if it’s a meeting from 10-10.30, they finish at 10.30. They are extremely methodical. We are not. For them, it is very critical to start and finish at the said time.

4. During an interaction, unless you know the person really well, lean on the side of formality.

Generally in European culture, and especially the Germans, the French and the British are not very informal, as opposed to the Americans.

Americans and Canadians don’t mind a little bit of informality. First names are okay, but dressing informally or formally is important.

5. The other important thing in all western cultures especially European, is that they value personal time extremely highly. So, for example, if the business hours are from 9-6.30, calls after 6.30-7 o’clock are not seen favourably. It is not taken to mean that you are working very hard.

In India, bosses will call at 8 o’clock, they will call you on Saturday at 2 o’clock, Sunday 11 o’clock, and you are supposed to pick up the phone and answer. That is not acceptable with Europeans.

Once they are finished with their day, they don’t appreciate calls, unless it’s an emergency. Their personal time is valued. I would urge that you too value your personal time, but in the Indian context and work culture, we just call up any time in the night or day and the poor person is supposed to pick up the phone.

6. There are also strange differences in culture among Europeans. For example, a British person will be different from a Dutch person. When a Dutch person wants to say No, he will just say No, I don’t agree. But if a British person wants to say No, he will say “can’t you think differently?”

He will not say No directly. A Dutch and a German person will say No directly: ‘No I don’t agree with you.’ Or, ‘This is not the point I agree.’

And then Indians are taken a little aback because we are not used to that sort of frankness in a business context. A British person is typical. If not for nothing, they have ruled our country for 200 years, they will say it in a more diplomatic manner.

(Disclaimer: Madhav Samant, CFO, Vodafone India Services Pvt, is speaking in his individual capacity) muzammilk.12@gmail.com

November 16-30, 2015 / Corporate Citizen / 19

CRADLE OF LEADERSHIP

THE UNIVERSITY OF CHICAGO BOOTH SCHOOL OF BUSINESS, CHICAGO

THE WORLD CLASS BUSINESS SCHOOL William W. Kooser, associate dean for global outreach, the university of chicago booth school of business

Abhilash Misra, director, india and south asia outreach program, chicago booth

Think Chicago Booth (The University of Chicago Booth School of Business) and it brings to the fore its illustrious past, dating back to 1898. The fervour of its distinguished faculty, Nobel laureates associated with the University of Chicago (UChicago) and eminent persons from business, social and world economic cadres continue to fuel new momentum in their respective fields.

Located in downtown Chicago on the famed ‘Magnificent Mile’, the school’s flagship campus is reflective of its programmes and collaborative work that it conducts globally either as a scientific guidance platform or as an investigation module to harness greater aspects of economics and everyday social wellbeing. The University oversees $ 1.6 billion annually in sponsored research and primarily manages two national laboratories for the

20 / Corporate Citizen / November 16-30, 2015

US. Dept. of Energy and the famed Marine Biological Laboratory.

While the Booth MBA programme is ranked No 1 by The Economist, the University takes pride in its problem solving expertise which the faculty has garnered over the past century or so - executing within the paradigm of its global engagement streams.

Chicago Booth is considered as the second-oldest business school in the U.S.A and the first such school to offer an Executive MBA programme. It was also the first to have initiated a Ph.D. programme in business. The business school was rechristened as Chicago Booth in 2008 after its eminent alumnus David G. Booth gifted a $300 million endowment to the school. Booth is said to have packed up his Valiant convertible and left

Lawrence, Kansas, to begin his doctoral programme at Chicago Booth. His arrival at Chicago is seen as a great example of perfect timing. Over the previous 10 years, the business school had emerged as a finance powerhouse and Booth said, “The work that was done in Chicago between 1963 and 1973 in finance has yet to be surpassed by any other business school anywhere.”

With many Nobel Prizes bagged by faculty members, students, or researchers at some point in their respective careers, the school itself has a line-up of seven Nobel laureates as part of its eminent faculty. With Sweden’s central bank, Sveriges Riksbank, establishing the Nobel Prize in Economic Sciences in 1968, seven Chicago Booth faculty members have since won the award; building on to the school’s dictum of ‘Inquiry’, ‘Insight’ and ‘Impact’ in its Executive MBA programme. As a ‘brand’ the school digs deeper into the experiences of its reputed faculty who have dedicated at least 20 to 40 years of their lifetime researching on relevant problems with long lasting impacts either on business or social infrastructure.

The University of Chicago Booth School Of Business’s Indian connections date back to days of yore when Nobel laureate, Rabindranath Tagore visited the University in 1913. In 1936, Dr Clifford Manshardt, eminent alumnus initiated the proposal for a school for professional social work in Mumbai. UChicago had also evinced enough interest in the then Prime Minister Pandit Jawaharlal Nehru and his illustrious daughter, Indira Gandhi who visited the university in 1949 and in 1951. The Ford Foundation funded a Comparative Civilization project at the University with an initial focus on India.

And, the India connect continues, even in recent times.

Sunil Kumar, Dean (Chicago Booth) and George Pratt Shultz Professor of Operations Management, at the helm of affairs since 2011 who is serving his second term has steered the school towards diverse student aspirations via its programmes in strategies for global economic, social and managerial developmental skills worldwide.

India-born Kumar received a bachelor of engineering degree from Mangalore University in Surathkal (Udipi district), master’s degree in computer science and automation from the Indian Institute of Science (IISc), Bangalore and a PhD in electrical engineering from the University of Illinois, Urbana-Champaign. He believes in segmentation in the structure of educational programmes, be it in MBA or an engineering degree.

Each programme according to him evokes different set of motivations for different populations.

If Milton Friedman’s (Economic Sciences, 1976) work is closely associated with the University, it is with the same passion that one can enlist Nobel Prize winner and a professor for nearly 60 years, Subrahmanyan Chandrasekhar (Physics, 1983), amongst other renowned UChicago Nobel prize awardees.

Not just socio-economic or medical, but, a project on discovering fossil remains of dinosaur, Rajasaurus

narmadensis was undertaken as a collaborative task

by UChicago professor and explorer-in-residence, Paul Sereno, along with Geographical Survey of India’s’ Suresh Srivastava and Ashok Sahni of Punjab University who assisted him in his study. Besides, other diverse programmes are initiated under UChicago’s science, energy, medical health commissions that work with the U.S. government as a concerted effort with the Indian government. These include India’s national grid computing initiative – Garuda project, the unrelenting services of Valluvan Jeevanandam, professor of Surgery and Chief of Cardiac and Thoracic Surgery (UChicago) in assisting cardiac programmes on high risk heart transplants globally and the University’s association with the IISc and the Aryabhatta Research Institute of Observational Sciences on the Ganges Valley Aerosol Experiment to study the impact of pollutants; to name a few.

The school also supports various student collaborative programmes in India such as the South Asian Civilisation study abroad programme in Pune, the Metcalf Internship programme, the Fulbright US Student Programme and Fulbright-Hays Doctoral Dissertation Research Abroad, the Tata Institute of Social Sciences and UChicago School of Social Service Administration programme that studies urban poverty and social welfare, among other exchange initiatives.

With Raghuram Rajan, Governor, Reserve Bank of India (RBI), who served as Distinguished Service Professor of Finance at the Booth School (and currently on leave from this coveted position), the line up of prominent Indians on Chicago Booth’s alumni list is impressive too.

The prominence of Navneet Kapoor, President and MD, Target India; Aditi Avasthi, Founder and CEO at embibe (Indiavidual Learning); Kartheepan Madasamy, Managing Director, Qualcomm Ventures; Ketaki Jain, Director, Customer Experience & Concierge Services, Snapdeal; Luis Miranda, Founding member HDFC who heralds various non-profit enterprises and Jerry Rao, Chairman of Value and Budget Housing Corporation, has garnered entrepreneurial directions for its current 500 strong Indian alumni.

Little wonder that the Chicago Booth School of Business celebrated its 4th annual Indian Alumni gathering from around the world in Bangalore and gracing the occasion was William W. Kooser, Associate Dean for Global Outreach.

William, spoke to Corporate Citizen on business trends and the business programmes offered at Chicago Booth and future prospects. Abhilash Misra, Director, India and South Asia Outreach programme also expressed positive vibes on the development of Booth’s many CSR projects that it runs with the Indian government. Both William and Abhilash envisage optimistic contributions from the Indian Alumni in the near future.

By Sangeeta Ghosh Dastidar November 16-30, 2015 / Corporate Citizen / 21

CRADLE OF LEADERSHIP CC: What is the current agenda of your outreach programme?

WK: It is our belief that to be a world class institution, you have to have strong relationships with organizations, alumni, media and governments all around the world.

While there are many ways to do that, we have chosen to establish campuses in different parts of the world. In 1994, we opened a campus at Barcelona, Spain where we offer our Executive MBA programme. We moved that campus to London in 2005 which now serves as our European campus. In 2000, we opened a campus in Singapore but eventually decided to move this campus to Hong Kong in 2013, which is now our main Asia campus. So, between our main campus in Chicago, campuses in London and in Hong Kong, we cover an awful lot of the world with our physical facility.

What is the aim of your global outreach programme?

WK: As a business school we offer the Executive MBA programme in London, Hong Kong and Chicago and to support that effort we also help to build visibility and connections for the entire institution. We spend a lot of time travelling through these regions meeting with companies, alumni and the media not just to talk to them about the school, but also to identify organizations that could benefit from the research work of our faculty or gain from the educational programmes of our school.

The interactions help to identify areas of interest for our faculty so that they learn more about what is going on in these regions. It is a two way street – we want to be in a position that we can learn what is happening on the ground in major economic business centers and would like to be in a position to help train and educate the next generation of business leaders in those parts of the world.

Do you have any facility in India?

WK: Chicago Booth has a small facility in Beijing and in Delhi to facilitate research work. Abhilash Misra is based here in India and is the person in charge of all our activities here.

How strong is your India alumni?

WK: We have a total of 500 alumni from all of our programmes in India. It is one of the most active groups anywhere in the world for us. We set up the India alumni base as an example for all our other alumni clubs worldwide.

AM: The Indian alumnus is called the Pan India Booth Alumni Retreat (PIBAR), now in its 4th year. It continues to grow stronger each year as more and more of our graduates decide to come back to India. We attract more students from India, particularly to our programme in Hong Kong.

Your comment on the Indian Government’s new ‘Study in India’ campaign.

WK: If you look at the Indian School of Business (ISB) model which was originally established to facilitate connections between several U.S. schools, European schools and Indian faculty; that is one workable model of a number of schools coming together to form a new school here with a physical campus; which is quite nice. There are other institutions globally that does this regularly by forging partnerships where instead 22 / Corporate Citizen / November 16-30, 2015

William W. Kooser with Abhilash Misra, Director - India and South Asia Outreach program, Chicago Booth

“It is a two-way street – we want to be in a position that we can learn what is happening on the ground in major economic business centers and would like to be in a position to help train and educate the next generation of business leaders in those parts of the world” – William Kooser of mere facilities they also have full time faculties in those local regions as well. Conceptually, this has been taking place to a larger degree in China where institutions are partnering with a local institution, building a campus or taking up a facility, attracting both Chinese and international students. I have no doubt that it could happen here in India as well.

Do you intend to collaborate with Indian institutes to further your programmes?

WK: On partnering with Indian universities, it all depends on the institutions and the nature of the tie-ups we are in.

I think the challenge for schools like ours is - who do you partner with, and the cost involved in doing so. We, as an

Chicago Booth – Ranking Full-Time MBA Programme Year

Publication

Ranking

2015

US News & World Report

#4

Financial Times (global)

#9

Bloomberg Businessweek

#3

The Economist

#1

Financial Times (global)

#9

US News & World Report

#4

2014

Credit: http://www.chicagobooth.edu

institution, tend not to send our faculty abroad for long durations. When we offer a degree, we set up our own campus, as we did in London and in Hong Kong. We do not partner with other institutions for degree programmes.

We do so for student exchange programmes and for our non-degree executive education courses. We partner with other universities and have been doing for years on student exchange programmes wherein students come to our Chicago campus for a term and those at Chicago would go to the partner universities in Europe, Asia, Australia, and South America. We have many partnerships in that area, with Oxford, Wharton, and Stanford but not for our degree programmes. We like to maintain control over those because if we want to offer Chicago MBA then we want it to be taught by our own faculty.

‘‘We are mentored by the University of Chicago and Booth School of Business alumni and so it works on all three fronts the government benefits from the faculty inputs, the alumni are able to exchange their knowledge by becoming mentors and students who participate in the scholar programmes earn valuable apprenticeships” - Abhilash Misra here in India. However, we would expect to do a lot of nondegree short courses here other than at the Delhi centre and taking it forward to say, in Bangalore and do a course with another institution here.

Does it make sense for you to start your own campus in India?

Is it still popular for Indian students to opt for MBA degrees in the U.S.?

WK: Yes and no. I am sure our alumni would love to have the offer of a campus here. We do have our research centre at Delhi so that is a good first step for us as a university where our faculty is doing research into India issues and can spend time working with their colleagues here. For us to offer another campus for our degree programme is a major undertaking. It requires an expansion of faculty and huge investments. I think, at the moment our goal is to have one campus in a continent. I don’t think there is likelihood any time soon to offer another physical centre

WK: For many years now, students have found education in the U.S. very popular and so in our fulltime MBA programme, the population of Indian students has always been large. It kind of goes back and forth with China which is one of the largest perhaps. China maybe edged ahead of India this year. Similarly, students continue to enroll in our executive part time MBA programme. We have a significant population of Indian students this year which comprises of 10 per cent of the total class strength for the part time programme.

November 16-30, 2015 / Corporate Citizen / 23

CRADLE OF LEADERSHIP Is your EMBA (executive MBA) more popular than the full-time programme?

WK: They are both designed for different markets. While the full time programme is designed for people who have had 4-5 years of full time work experience, the EMBA is for those who have 12-15 years of experience. These two programmes are distinct and serve very different markets for individuals in different stages of their career and goals in their particular work circumstances. Both are popular and designed distinctly for different purposes and we cannot compare the two. The screening process is similar.

We look at academic backgrounds, university scores, GMAT scores, interviews, essays and follow the same kind of processes as followed by other U.S. universities.

CHICAGO BOOTH AND CSR PROJECT WITH THE INDIAN GOVERNMENT On the Booth-Indian Government partnership programme

AM: Every year we take around 12 to 15 graduates from the University Of Chicago. These are bright scholars whom we enroll in the International Innovation Corps (IIC) scholar programme that is funded by the university.

They work on some projects with the central and the state government of India in various areas of education, on healthcare, infrastructure, road transport and safety and on a lot of issues that the government thinks it can do with some external help. We are involved with the IIC under the aegis of the University Of Chicago Harris School Of Public Policy, to work with the Indian Govt. We work on strategic projects related to specific policy issues and on change ideas for any particular issue.

The Booth partnership model for projects with the Indian government AM: Every year, we get two to three projects that come to us from the Government. For the students, it is an experience for them on understanding emerging markets and addressing important issues. For the government, it is a way for them to get some expert help from an academic perspective. We use the framework from academics to look at and identify problems. We are mentored by the University of Chicago and Booth school of business alumni and so it works on all 3 fronts - the government

“...It is our belief that to be a world class institution, you have to have strong relationships with organizations, alumni, media and governments all around the world. While there are many ways to do that, we have chosen to establish campuses in different parts of the world. As a business school, we offer the Executive MBA programme in London, Hong Kong and Chicago and to support that effort we also help to build visibility and connections for the entire institution” - William Kooser 24 / Corporate Citizen / November 16-30, 2015

benefits from the faculty inputs, the alumni are able to exchange their knowledge by becoming mentors and students who participate in the scholar programmes earn valuable apprenticeships.

How does the government partnership model help your scholar programme students?

WK: It is kind of a consulting project with the Indian government. Teams of students work with government agencies to identify and analyze issues, develop some potential solutions and present those solutions for execution. I don’t know how involved they are in the execution; at least not yet. For instance, the industry, academia, policy makers and the Government. kick started a sanitation drive in India for which our faculty from the business school, medical school and public health met with colleagues from other institutions in India. The important thing here in India is how you develop programmes and policies to address some of the pertinent issues.

AM: We work on projects for a year wherein the students identify the problem, also identify the gaps, and offer their recommendations which is forwarded to the government for execution. We as a business school address various issues across different parts of the world and various geographies. We tap on our intellectual capital flow by attacking a problem. We structure a framework to address a problem if that helps. The success revolves around the feedback we get from the Government. Investment for this comes in from the University of Chicago, private investors and also from U.S.Global Development Lab under the aegis of USAID, the leading U.S. Government agency that works to end extreme global poverty and enables resilient, democratic societies to realize their potential.

Do elaborate on the Booth Chicago connect with Indian Industry WK: We have entered into a knowledge partnership with the NHRDN and have recently inked a MoU with the Confederation of Retail Industry (CRI) in India. We also have connections with TiE-Global Entrepreneurship Organization. Our goal is to develop close relationship with companies, across industry segments. HR was an obvious choice; also the retail sector is a very important industry here with the spree of growth in e-commerce.

TiE’s entrepreneurship community here is strong and interesting. Our goal is to build connections, to understand more about what is happening especially in these segments within the market economy so as to provide some support and finally base our education on these interactions.

Describe your partnerships with NHRDN and CRI WK: With the NHRDN chapter here, the idea is to run training programme for HR professionals and provide them with a broader view of HR in business. Many have come up the HR path and may not have a broader view of finance or marketing. The model would comprise of our faculty coming to India and doing a course for a few days, or tap online potentials. We could do a programme with several of our faculty members from Chicago, via technology which could be supplemented by some panel

BOOTH’S ELITE CLUB

The world creates 2.5 quintillion bytes of data every day, says Dhiraj Rajaram, Founder and CEO, Mu Sigma, also a 2003 alumnus of Chicago Booth who literally interpreted ‘data’ for Fortune 500 companies while building his own multibillion dollar decision science company. Who would not agree with Satya Nadella, CEO of Microsoft Corp and a Booth alumnus - MBA batch of 1997, when he advised students to “find your superpower”, asking them to “play the long game,” and worry less about securing the highest possible salary right out of business school. With a star line-up of such global business players as part of the prestigious Booth alumni club, it undoubtedly spells a greater agenda for Chicago Booth. William W. Kooser, Associate Dean for Global Outreach, believes that over the next decade or so there will only be a handful of recognized business schools that would serve as truly world class institutions.

With this view of garnering local partnerships in the socio-economic and business domains, the school has recently forged alliances with the National HRD Network (NHRDN) and the Confederation of Retail Industry (CRI). The CRI partnership aims to understand the Indian government’s policy in adapting to the booming online retail environment and help craft the right business environment and infrastructure for supporting these companies.

Chicago Booth recently celebrated “15 Years of Making a Difference” in Asia and taking the Asian aspect forward, William shared his thoughts on Booth’s initiatives.

Pan-India Booth Alumni Retreat (PIBAR)

Sunil Kumar Dean, Chicago Booth University

“We as a business school address various issues across different parts of the world and various geographies. We tap on our intellectual capital flow by attacking a problem. The success revolves around the feedback we get from the Government” - Abhilash Misra discussion with the local alumni here. These talks are in the nascent stages. We have a similar tie-up with CRI, which could organize major conferences focused primarily on e-commerce as a tool to bring people from this sector, along with academia and policy makers to take up some of the issues faced by e-commerce companies. Idea would be to understand some of the best practices, the pitfalls and roadblocks to be effective in that space in the long run. The ultimate goal frankly is pretty simple…whenever anyone in India is asked – ‘What do you think of business schools or what business schools you know of ’, and they say…Chicago Booth! sangeetagd2010@gmail.com November 16-30, 2015 / Corporate Citizen / 25

TÊTE-À-TÊTE

Build on strengths of employees and set them to win

Anjali Byce, Director, Human Resources at SKF India, is one of India’s dynamic and vibrant corporate women, who has handled multiple-functional excellence areas including strategic HR, industrial relations, organisational development, learning and development, corporate social responsibility, health, safety and environment and administration. She speaks to Corporate Citizen in-depth about the role of HR in today’s times, her career while also touching upon her personal space

By Joe Williams

A

njali’s thrust has been in driving change through multiple business transformation programmes, implementation of a culture-based HR strategy, capability building, Six Sigma and diversity initiatives, to name a few. Her experience in HR spans across manufacturing, insurance and R&D companies, as well as start-up, acquisition and turnaround companies. She has worked with Tata Motors, Allianz Bajaj Life Insurance Co, Cummins in the past and now with Thermax. Anjali Byce has been named as one of the 100 most talented Global HR Leaders by CHRO Asia. She currently co-chairs The Confederation of Indian Industry (CII) HR & IR Council in Pune and is also a member of the CII National Committee on Industrial Relations. She has also held the position of President of National Human Resource Development Network Pune Chapter. She holds a Bachelor of Arts (Honours) degree in Psychology from Lady Shri Ram College, Delhi and a Master’s degree in Applied Psychology from Delhi University where she did her thesis on Psychological Contracting. She obtained her PGDHRD from Symbiosis Centre for HRD – Pune and has an Advanced Certificate in Marketing from Chartered Institute of Marketing (UK).

26 / Corporate Citizen / November 16-30, 2015

PICS: YUSUF KHAN

You are in a stellar corporate career. What have been your best moments, so far, in your career?

Doing what you enjoy and enjoying what you do make every profession great fun. I’ve worked in start-up companies, turnarounds and been part of acquisitions.

Each of these has taught me a lot. It’s made me realise how our fundamentals remain the same, but the application is so different, depending on the business and demographic of the workforce. All these experiences have challenged me, and pushed me into unexplored domains. I loved the thrill.

It’s an honour being a part of creating a legacy and a brick of their history. I’ve also worked across functions. This has helped me have a more balanced view of business issues and levers that impact and create high-performing organisations.

Another aspect that I cherish is the interactions with diverse

My personal experience has been that employees use HR as a sounding board and a friend who provides honest and candid feedback

people, cross cultures, generations and functions. Each of them has enriched me immensely.

How do you get the best out of your employees?

For instance, how do you motivate them during stress periods to ensure best end results?

Every individual comes with strengths and critical skills. My principle is therefore to ‘build on strengths’ of employees and set them to win. A natural spin off is that teams and businesses win. Of course, this doesn’t imply that we lose sight of development areas, which need to be continually honed as well. A second principle is to make employees ‘empowered and accountable’. This is a magical combination. One without the other dilutes the impact.

This leads to an entrepreneurial spirit that drives volition (as against a need to seek motivation from others). I have never come across someone who gets up in the morning and decides “let’s see how I can mess my day”…but things happen! In my view this is because a process breaks down.

It’s important to ensure that every time a ball drops, we reflect as an organisation on ‘what could have prevented it’.

This helps bring in sustainable processes and encourages employees to question the status quo (a key principle in continuous improvement). Additionally, it drives a culture of experimentation and tolerance for mistakes.

You always pick up the best talents. Do you feel that the present education system does have the calibre or does it need fine-tuning?

Yes, we are very proud of the talent in our company. They come with the right competence, attitude and values. This, in my view, is a result of a powerful jugalbandi between determining ‘the right talent needs’ and a strong ‘selection process’. Having said this, introduction of more practical knowledge in our academic institutes, encouraging thought leadership and staying relevant and current will help students hit the ground when they transit from campus to corporate life.

In any organisation, employees don’t really look up to their HR officials. What do you think of it?

My personal experience has been that employees use HR as a sounding board and a friend who provides honest and candid feedback. A true HR professional acts as a strong bridge between business and employees. Being an effective business partner implies driving right behaviours that create winning teams and businesses.

How do you relax?

Someone has very rightly said that all successful and unsuccessful people have one thing in common—24 hours a day! It’s how they use them that makes the difference.

I therefore don’t believe anyone who says they don’t have the time. I work hard but I play hard too. I love driving to places, listening to music, dancing, reading, having fun with family… it depends on how you prioritise and do what is meaningful.

What is the advice you would like to share with youngsters waiting in the wings…

There is a whole new world out there waiting for you. Be bold to experiment and drive positive meaningful change, be a student all your life, respect differences, and do what’s right and do it to your best ability, not just what’s easy. I’ll be here cheering in the wings!

Tell us about your family...

I belong to a Defence family. My dad retired as the Commander-in-Chief of the Western Naval Command.

This meant transfers and changing school every two years.

My dad has a principle—‘we always move as a family’. This meant moving (on many occasions), in the middle of an academic session, studying in different academic boards, changing subjects, etc. Looking back, this has helped me manage multiple degrees of change, taught me respect for differences, the beauty of varying cultures and making lots of friends. My mom has always been involved in social work—empowering women, working with special children and war widows. This is truly inspiring. I cherish all the midnight chats with my mom and my elder sister.

We always eat and pray as a family. Our family motto is ‘Be bold, be brave, be the best, be Byce’. It’s my lighthouse! joe78662@gmail.com

It’s important to ensure that every time a ball drops, we reflect as an organisation on ‘what could have prevented it’.

This helps bring in sustainable processes and encourages employees to question the status quo (a key principle in continuous improvement) CC

tadka

India’s ‘fingerprint’ on history India was the first country in the world to have a finger print forensic laboratory in 1897. The first “Finger Print Bureau” in the world was officially established in Culcutta now (Kolkata) on 12 June at Writers’ Building.

November 16-30, 2015 / Corporate Citizen / 27

‘Thanks to my mother, my upbringing, despite being in small town Ballia, was very modern and broad-minded.

My mother was instrumental in guiding and ensuring all her five kids got the best of upbringing, whether in terms of imbibing the right values, culture or studies’ 28 / Corporate Citizen / November 16-30, 2015

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BEGINN IN

COVER STORY

ARMY’S

YUVARAJ SRIVASTAVA, Chief Human Resource Officer, MakeMyTrip.com made good use of his early lessons while training to be an Army Officer and tough assignments in the Armed Forces to tackle even the most difficult situations in the corporate world, turning them into successful stints – be it at Asian Paints, Oberoi Hotels, PepsiCo India, or now, MakeMyTrip.

CORPORATE CITIZEN gets some close-eye-views into his eventful journey

BY VINITA DESHMUKH

Y

uvaraj Srivastava, C h i e f Hu m a n Resource Officer at MakeMyTrip. com is an HR professional with 18 years of Corporate HR experience.

A commissioned officer with the Indian Armed forces for five and a half years, he then made a successful foray into the corporate world with renowned companies like PepsiCo India, The Oberoi New Delhi and Asian Paints.

He worked with Asian Paints Ltd for around nine years, serving in different roles across levels.

After completing three years with The Oberoi, New Delhi as Director HR, he joined PepsiCo India in 2010 as VP- HR for the West Market,

later moved to PepsiCo Foods business as Head of HR for All India Sales and Org. Capability building. In July 2013, he moved to a larger role within PepsiCo to lead Org. Capability for PepsiCo India Region. Currently he is the global CHRO for MakeMyTrip, responsible for HR strategy and business partnering for the company and all its overseas subsidiaries. He is an MBA in HR from IMT Ghaziabad and graduate in Industrial Psychology from the University of Allahabad.

Earlier in his career while with Asian Paints, besides handling welfare and people related engagement initiatives, he was involved in strategic IR interventions and statutory compliance to ensure disruption free operations. He had extensive exposure to various employment related statutes ranging from laws governing working conditions to

employee relations. His role at The Oberoi New Delhi included delivering on the people front by ensuring employee engagement initiatives tailor made for various profiles, handling employee employment life cycle, culture building and productive IR atmosphere. Exposure in the manufacturing setup, the service industry and MNCs in the FMCG space has helped Srivastava get an all-round perspective of all domains of operational and strategic HR. Yuvaraj Srivastava speaks to Corporate Citizen about the exposure he got both in the Army and the corporate world from the time of his intense training and exposure as a young Army Officer in the 66 Field (later converted to medium) Regiment in the Artillery and his impressive stint in the corporate world, linking his success to the tough training he received in formidable field postings.

November 16-30, 2015 / Corporate Citizen / 29

COVER STORY Was it your childhood dream to get into the Army?

Life in uniform for Yuvaraj Srivastava

I was born and brought up in Ballia, a small town in Eastern Uttar Pradesh. I studied in a convent school up to Std V and since it did not have a secondary section, I went to a government Hindi medium school. I was an average student as I was involved in a lot of sports and social activities. After finishing my Std XII in the Science stream, I realized that I did not have the aptitude or inclination to become an engineer or doctor. Thus, I switched over to Humanities.

It was a family tradition to move to Allahabad for graduation. I got admission into Allahabad University by virtue of doing extremely well in the entrance examination, securing the 20th position out of 10,000 students. I did my graduation in Psychology, Political Science and Ancient History. I stayed in the Muir hostel there.

My dream in life was to get into the Civil Services and be a part of the government machinery – a

‘You have to get up at 4.30 am and sleep only at 11 pm. You have a 10 km run with a 18 kg pack on your back. The second week you have to do 20 kms, and the third week, a 45 km run with a 18 kg pack on your back. And in the six weeks’ training, you also do at least four or five overnight navigation marches. You leave at 4 pm and come back only the next day at 8 am or 9 am, navigating independently, through the thick Belgaum jungles. You can’t see one metre beyond you and you have to carry on with only your compass and weapon’ trend which is very prevalent in North India.

In fact, the Muir Hostel where I stayed in, which is also known as Dr. Amar Nath Jha Hostel, is an elite hostel which produced at least 15 to 20 civil servants each year until the late eighties. Once you get admission into this hostel, you were considered 50% civil servant, and the rest 50% depended on how you developed yourself. Getting admission there was my first achievement, as, at the outset, I was not called for the interview for that hostel and I was pretty disappointed. I was, however, determined to get in. So when that interview was happening at the hostel, I went around asking all the candidates waiting there their marks in the Std X or XII Board examinations. When I realized that there were some students who had marks less than me in the entrance examination, I wrote an application on a piece of paper in my own style and sent it inside to the social secretary of the hostel and to the warden. After 20 minutes I saw Social Secretary of the hostel somebody coming out and asking who Yuvaraj Srivastava was. I went there and said it was me and he said, fine, you wait here, I also want to meet you after all these people are met. I had an interview for 4045 minutes. A lot of questions were asked and finally, the end result was that I became one of the 15 people selected for admission to the hostel. So

that was my first victory and confidence-making exercise.

While in the college, I became the youngest elected social secretary of that prestigious hostel.

In the second year of BA, I again got elected by a very large majority. I participated in various cultural festivals across the country in various institutions like IIT Delhi, IIT Mumbai, JNU and so on. I was very active with student activities.

My aspiration was to get into the civil service but at the same time I also had a fascination for the uniform. And that fascination came from the fact that I had appeared for the NDA examination but I couldn’t make it for some reason. Perhaps I did not do well in quantitative part. However, the aspiration of donning a uniform was always there. As an NCC cadet, I used to plead to the local NCC Battalion Commander and the Subedars to send me for the Republic Day Parade to Delhi. However, I was not given that opportunity because either I was not good at it or I didn’t have a tall, well-built physique needed for a good parading cadet. Despite that, I continued to dream about being an Army Officer. Once, in the year 1989, before completing graduation, it so happened that we were sitting in the hostel common hall and watching the serial, Mahabharat. Suddenly someone reminded me and said , ‘Hey, you have your examination at the

30 / Corporate Citizen / November 16-30, 2015

UPSC centre for the Combined Defence Services, Why don’t you go?’ So, three of us friends, clad in our jeans and floaters, rode on our bicycles and appeared for the exam.

And you weren’t prepared?

I was, for the most part, not prepared. I was not even sure that they would let us appear for the exam. However, I wrote the exam and it turned out that I had cleared it. So, my first success with a competitive exam was with the Combined Defence Services. I applied for a Short Service Commission. I went to Bhopal for the final interview and that’s when I realized that I was definitely not an underdog, being convent-educated, very well bred, well-spoken and smart. There were well-dressed candidates from metro places like Chandigarh, Delhi and candidates from the Army background. Thanks to my mother, my upbringing, despite being in small town Ballia, was very modern and broadminded. My mother was instrumental in guiding and ensuring all her five kids got the best of upbringing, whether in terms of imbibing the right values, culture or studies.

So, after five days of the selection process in Bhopal, I was one of the two candidates selected out of some 70 candidates. The other condidate was Ajmer Singh from Chandigarh. I was

delighted that I had been selected for the Army.

I think that was a big high in my life and I was just nineteen-and-a-half years and my graduation results were not even out. I called my parents, I called my friends. That was in 1990. The Officers Training Academy (OTA) Chennai was to be my training centre.

What did your parents say about your opting for an Armed Forces career?

I rang up my parents and they were very excited, but asked me what happened to my dream of joining the civil services. I told them, this was my opportunity to get into the Class I central government gazetted officers category. I would become a Commissioned Officer at the age of 21. What else do we want in life? I told them I was excited about taking up this opportunity.

In contrast, I would be struggling to get into the civil services until 27 years of age, all the while still unsure as to whether I would make it. So I might as well take this as an option. My mother was slightly worried but finally they relented.

I spoke to my soon-to-be-wife as we were studying together. From her side, there was a lot of inspiration and motivation. My aspiration was also to settle early and get married fast. And that was another incentive about joining the Army.

How was your experience at the OTA? It’s a different world, full of physical rigour and regimentation. How did you cope up with all that?

The ten month training in Chennai was arduous but being a sportsperson, I was able cope up well with the physical rigour. Some cadets backed out because they couldn’t sustain the rigour of Army training. But for people like us who come from a modest background , a career was very important. For an upper middle class family, there is nothing called ‘you can’t do this’ because you can’t sustain the vagaries of the overall routine. You have to do it because that is what you are expected to do. So it never came to my mind that I could not do it. I said, come what may, whether it is a 20 km run, or a 5-km run, or having your shin fractured towards the end of the training, I would still continue with the training.

I was not a swimmer, so it was a big challenge for me to learn swimming. So the whole life pattern changed. The sheer zeal to really excel and not show people that I could not do something became my mission.

Despite your determination, was there any moment when you felt you couldn’t do it, you wanted to run away?

are not, then you get relegated for the next six months. So in the final semester when we had a 50 metre swimming test, I had put in all effort to learn swimming and also to pass my test.

However, when I touched the bar to indicate that I had successfully completed the 50 metres, the officer didn’t see it and failed me. That was a big setback for me. So I was given another week to prepare. I said to myself, I had done it once; I will do it a second time also. But that was a very frustrating incident. Then, in the last four months of my training I finished with my shin getting fractured, which happens if you march a lot as you hit your feet on the tarmac with your boots and the shin bone develops an invisible crack.

After that you can’t really run fast and there is no treatment for it. The only treatment is that you have to rest. And in Army, when you have ten months’ training there is no rest. You can’t really go to the hospital and say I need rest for three weeks. If you do that your course will be extended. So I avoided going to the hospital. And I continued to tie a crepe bandage on my feet and for the last three months. I managed with that because my goal was the final moment when I would pass out from OTA. There were many such occasions when my body gave up. A lot of times, situations arose that left me disappointed. While I was training, in

May 1991, my only sister was getting married and I had played a big role in making it happen. Her in-laws too were very fond of me, but because the marriage took place when I was in the Academy, I could not attend it. I came to know that you could get special leave for such occasions but when I asked one of my commanders, he said you have to decide whether your career is important or attending your sister’s marriage is important.

And I never went back and asked again. I felt very regretful since I could have pushed further and got the leave. But at that time I did not have enough exposure to government processes and systems. All I knew then was that I should only be following the instructions of the authorities.

So, did the training in the Army, transform your personality?

Army training is ingrained with very strong ethics and processes. It has a very specific and strong principle of ‘country first’ and doing everything so that you become a strong soldier.

And when you are a strong soldier, your sensitivity to emotions, which are worldly, need to be slightly moderated. Your ability to follow instructions without questioning needs to be very high because you follow instructions at times of war. I never felt bad about it.

‘HR is about delivering productivity to the organisation, managing the performance of the people and creating an enabling environment for people to do their best. In certain industries, people bring out their best when they are put in processes and if they are trained well.

In e-commerce, the best comes out of people when they are having fun, because it has more to do with innovation and creativity.’

There was one such incident. I have never been a good swimmer. So I had to be trained for swimming at the Academy. After training, you have to swim a 50 metre length before you are declared ‘pass’ for that physical activity. If you November 16-30, 2015 / Corporate Citizen / 31

‘The Army also teaches you to be adaptable. If you have been born and brought up in a society or in a place which is very basic in its structure, it doesn’t make you arrogant. It makes you humble. When it makes you humble, then anything that you get in life, you feel is due to God’s grace and the blessings of the people rather than your own doing.’

Which was your first posting?

After finishing my tenure, I got posted at Srinagar. I got married in 1993 when I was posted in Jhansi and immediately after two months of my marriage, we had to go to Kargil sector.

My wife spent one-and-a-half months with me in Jhansi after her bidai and then the train took all of us who belonged to the 66th Field Regiment to Pathankot. She was also with me in same the train, and I dropped her at Datiya, a place in Madhya Pradesh, to her Bua’s place.

And she could only stay with me for one and half months, and this after six-seven years of knowing each other.

You were part of the anti-insurgency operations in 1993. Please tell us about that.

Yes, in 1993, we went to the Valley. We were asked to go to Siachen, but when we moved from Jhansi, we got instructions from the Army Headquarters that there was an insurgency and the whole battalion instead of going to the LoC, should stay put in Srinagar. We were required to carry out counter insurgency and anti-terrorist operations. So I worked in all the areas in Srinagar, like Pattan, Gandarbal, Kupwada and Baramulla. I have seen all the areas at the age of 22. I was involved in a lot of skirmishes with the militants. I have had plenty of interaction with the public as well as civil society and I also worked for five months on the Uri border, which India shares with Pakistan. I was deployed there for five months as the artillery officer supporting the firing of long-range guns. So my experience in the Army was very intense.

Was your wife there with you at that time?

No, my wife was at Allahabad, continuing with her education. After that she came to Delhi

and began working with Usha India. We could not stay together after marriage for at least four and a half years. And when we returned from Srinagar in 1996, we came back to Dehra Dun on a peace posting, and that’s the time when we started staying together. In ’96 I came to Dehra Dun and ’97 August – September I left the Army and came to the Corporate world.

So you were in the Army for how many years?

Five and a half years, but if you include the training period it was six and a half years. I left as a Captain, having joined the Army as a Second Lieutenant.

Did you do any commando training?

Yes. As an artillery officer, it is not mandatory for you to do commando training, whereas as an infantry officer, you are supposed to do it.

When I reached my regiment in Jhansi in 1992, I was told by my Commanding Officer that there was one course nomination for commando training and my senior officers decided to nominate me because I was the youngest. That was in December 1992. I did my training in the Commando Academy in Belgaum for 40 days and passed out successfully. This was a 35-45 days’ training course which no sane human being can go through and pass out. You have to get up at 4.30 am and sleep only at 11 pm. You have a 10 km run with a 18 kg pack on your back. The second week you have to do 20 kms, and the third week, a 45 km run with a 18 kg pack on your back. And in the six weeks’ training, you also do at least four or five overnight navigation marches.

You leave at 4 pm and come back only the next day at 8 am or 9 am, navigating independently, through the thick Belgaum jungles. You can’t see one metre beyond you and you have to carry on with only your compass and weapon.

You were a tough Army guy then and now we see you as a suave and gentle corporate leader, which is such a contrast. So tell us why you decided to leave the Army, and when was the first time you entered the corporate world?

When you work in the Army, you are very reasonable about your own expectations, because you have seen everything in life and you are also very humble in your approach towards life. It’s not that you want the best of things for yourself because you have seen the worst of things yourself. So you become a different individual.

For me, transitioning from the Army was not because of anything else. I realized that I was doing well in the Army but I thought I could do better outside. I did not want to be set in a structured organisation where my career growth can get restricted for the reasons beyond one’s own control..

I always knew I was good at handling teams and working in an environment where you have

32 / Corporate Citizen / November 16-30, 2015

to network and work with a lot of people. And after three years’ exposure in Srinagar, I saw the need for a bigger canvas. If I do well, I should get promoted quickly, why then should I wait for 18 years to become a Lieutenant Colonel? In 199697, the economy was opening up, with a lot of opportunities for faujis in the private sector. So all these put together, along with the fact that my wife, an MBA, was working in Delhi, in the vicinity of Dehra Dun where I was posted, helped me take a call. I thought that I would be a very happy person if, at the age of 40-45, I could become a senior corporate leader, settled with my own house in a place like Delhi or Mumbai. This would help in family stability and my wife could also continuously work in one place, without giving up her job or getting posted from place to place. And my son would also have a very steady education in one institution, rather than jumping from one place to another. All this put together, I felt that it made sense for me to leave the Army.

It was time to look for a bigger canvas and that bigger canvas was provided to me by Asian Paints - my first corporate job.

So how did you join there?

I joined there as an executive in the personnel Holidays are rare but when they happen, they are glorious: Yuvaraj, Anshula and Tushnim during such a break

COVER STORY department in 1997 and I was posted in a factory.

Employee welfare, contract labour, statutory compliances, Safety, Administration, were part of the portfolio. In the initial phase at Asian Paints, I did not have any Manager and Pure HR colleague and this gave me huge opportunities to learn and develop.

Tell us your experience in the factory. Was it all about dealing with lockouts by labour unions?

I was based in Asian Paints, Noida. It was a factory which had a history of strikes, lockouts and assaults. It was indeed a difficult assignment to handle. Being from a fauji background, I didn’t know what would be there on the plate for me. I realised that this position was offered to a lot of people, but they did not take it because they realised that was in Kasna, in Greater Noida, infested with land mafia, undisciplined youngsters, criminals and so on. They never

allowed people to settle down there. When I started working I realised that the personnel department was not very stable. I was in charge of two portfolios – one was Admin plus Employee Welfare and Contractual labour. The other portfolio used to be typically HR, like recruitment, training and the like. I used to be the only stable factor out there; the others kept changing because they could never get adjusted to that environment.

Do you think your Army training helped you in dealing with all these things…?

The ability to be honest and loyal to the organisation has come from the Army. Anybody talking ill about the organisation, or thinking of creating problems in the plant was, I will not say my enemy, but definitely not someone on the right side. I have always been very action-oriented, and I loved to work in such environment.

The Army also taught me to be closer to my

men. In the Army, you sleep alongside your men if you are in the field area. It is not that aapka sahib hai to kahin aur so jaega. I have slept alongside my men in the same three by three or four by four feet tent. In the Army, I have also learned that every individual has personal self-esteem and one needs to respect that. And the general courage to face tough situations came from having been in the Army. So against all odds, working in the midst of a hostile environment with goons and criminals—I was also assaulted in the plant once in 2000 in Asian Paints— did not deter me from doing the work I was supposed to do. The whole plant got transformed after 2000, and in 2003 I moved out from there. I was dealing with that plant for five years, and I was promoted twice during that time.

And then you moved on…

From there, in 2003, I got promoted as the Head of plant, HR, for the Bhandup plant, Mumbai.

‘I have slept alongside my men in the same three by three or four by four feet tent. In the Army, I have also learned that every individual has personal self-esteem and one needs to respect that. And the general courage to face tough situations comes from having been in the Army’ That’s the time when the company said, ‘Great job done; he should be promoted and given a bigger responsibility’. So I went to Mumbai, where again there were a lot of stories. I worked with NCP unions, Shiv Sena unions, etc. Being from the North, I had to struggle to understand the language and work with them in the beginning.

How long were you there?

I stayed there for three and a half years. People still remember that some transformational work happened during my tenure. From there, after nine and a half years in manufacturing, I came to Oberoi Hotels. I realised that in the nine and half years I spent in manufacturing, I worked a lot with the unions, where things were done differently. I needed to do a bit of softer HR in the hospitality sector.

So from manufacturing, you moved to hospitality with an HR job in The Oberoi Hotels? How did you adjust?

The Army also teaches you to be adaptable. And if you have been born and brought up in a society or in a place which is very basic in its structure, it doesn’t make you arrogant. It makes you humble.

When it makes you humble, then anything that you get in life, you feel is due to God’s grace and the blessings of the people rather than your own doing.

Oberoi was a good experience. After manufacturing, it brought me to the softer side of HR. When you are in manufacturing, when November 16-30, 2015 / Corporate Citizen / 33

‘When you go into the hospitality industry, you have to start looking at your employees differently, because employees are your ambassadors there. If they have good interaction with the customer, it creates a very positive impact.’ you are working with workmen and the union, you always approach things with a doubt: If employees are asking for this, the union is asking for this, what is the motive behind this? Why are they asking this? And then your HR becomes very different, your lens become very different.

When you go into the hospitality industry, you have to start looking at your employees differently, because employees are your ambassadors there. If they have good interaction with the customer, it creates a very positive impact. So you have to keep them happy. And you have to believe in them. You have to be very sure that you put your trust in your employees and let them get what they want and ensure they are delighting customers. You empower them very heavily. So that was the change.

From Oberoi you moved on to PepsiCo… I served at Oberoi till March 2010. I was the Director- HR with Oberoi, New Delhi. I was the HR for the entire property. I headed a team of 15 people, which was a good experience and after being in HR in the areas of manufacturing and hospitality, the only thing left was to work with a multinational because both these companies I had worked for were Indian. So as a God-given opportunity, I got an offer from PepsiCo, which is the best FMCG company, and one of the biggest multinationals employing best practices. I was picked up to be VP of human resources for the western and the central market for their beverage business. I was based in Mumbai and then I went back to Delhi, working with PepsiCo. I spent four and a half years with PepsiCo and did three roles: I had a role in the beverage business; I was the VP of human resource for the all-India sales team for the foods business; and then I was the DirectorOrganisation Capability for the India region. So, the last role was for the entire India region, where I was a part of the HR leadership team and I used to draw the agenda for learning development and capability building for the India region.

Tell us about your foray into the world of e-commerce through MakeMyTrip?

It is important that you get exposed to different types of industries. After the multinational PepsiCo, one thing which was missing in my overall portfolio was technology and e-commerce. After spending four and a half years in PepsiCo, I was fortunate to get an opportunity to work with MakeMyTrip as its Chief Human Resources Officer, in May 2014. Started in 34 / Corporate Citizen / November 16-30, 2015

Life in the Army, they say is mighty fine!

COVER STORY 2006, MakeMyTrip is a pioneer in e-commerce in the domain of online travel. It has been a great opportunity for me to learn technology, understand technology profiles and people and also understand the e-commerce field, which is set to boom in the next 10-15 years. It is a business field which will offer huge career opportunities for business and growth in the country. I have been with MakeMyTrip for almost 18 months and it has been a good journey, where I learn new things every day. So from manufacturing to hospitality to FMCG and to Indian online travel, technology has been the best option for me.

This is how you create a workplace which is right in terms of culture to deliver a business objective.

People working in the e-commerce industry have an average age of around 28 years. We have flexi work timings in the sense people can come in anytime between 9-10 am. We have attendance for payroll purposes and not for monitoring or policing. This is how you create an environment which is empowering for them, where accountability is important.

They want you to tell them directly and not in a sugar-coated manner.

We have an internal social platform where people can interact with each other, post messages, and talk about what is happening. So internally also you have a platform, which allows people to interact with employees in a Facebook format. Enabling the use of technology at the workplace is important for them and it makes a lot of sense for them.

Technology driven e-commerce is one place which represents the youth of this country.

What are your observations?

What is your take on attrition?

At MakeMyTrip you are still managing human resources. So how is it different?

You have to know the specific needs of this generation and the young corporate managers.

Firstly, they don’t want to be micro-managed. If you provide an environment where they are not micro-managed and they are left independent,

Here, the knowledge workforce is your biggest resource. They are the ones who basically contribute directly to the business. So any technology guy doing great innovation or creating a great product contributes greatly to business overall. Till my PepsiCo tenure, I used to work with people who would sell products and it was the product that was the revenue generator.

At MakeMyTrip, revenue is generated with the help of the best of innovations. It is important to understand that currently the technology workforce is in huge demand. Business is booming and there is huge requirement for the best of the talent. As you work with them, it is very important that you are very close to them, understand their needs and retain them.

It demands that you understand the market and at the same time your own people. How you make things simple, how you ensure that you understand their needs with a flexible approach, is what helps retain people.For a tech company it is also important how you cut red tape and achieve speed in terms of delivery.

How do you pursue HR in an informal setting like e-commerce?

HR is about delivering productivity to the organisation, managing the performance of the people and creating an enabling environment for people to do their best. In certain industries, people bring out their best when they are put in processes and if they are trained well. In e-commerce, the best comes out of people when they are having fun, because it has more to do with innovation and creativity. It has also more to do with age and the overall workforce that you have. So how to create an environment that is informal, fun at work, an open workplace culture which brings big productivity to the organisation is the challenge. While you use different levers in different organisations, your end output has to be a productive workforce which contributes to the bottom line of the business. And in e-commerce, productivity comes by letting people have what they want, letting them be themselves, and through that you drive innovation, productivity.

Attrition is a common phenomenon and has nothing to do with organisational practices. It has also got a lot to do with the external environment and market forces. If they do not like the place, they will leave in eight or nine months, rather than stick around, waiting for things to improve. Which is again a market force-driven

‘You have to know the specific needs of this generation and the young corporate managers. Firstly, they don’t want to be micromanaged. If you provide an environment where they are not micro-managed and they are left independent, they deliver their best.’ they deliver their best. The old school of thought is that managers should supervise, monitor productivity and be a guide. However, this generation is capable and in certain cases better informed than the previous generation. You have to give them work and ask them to find the best way of doing it. If you do that, they do their best and they are far more ingrained in the systems.

Secondly, you have to allow them to have their social life. With previous generations, people had very limited options for socialising. Today, the whole world has changed. Social media has given access to people at the click of the mouse and youngsters get energised by their social network.

And if you allow them to get energised through these interactions, permit them to leave early from work, provide flexibility of work time, or allow them access to social networking sites, it all helps them feel at home and get energised to perform better. So it is important to allow them social networking opportunities rather than constraining them. It should not be that you come to the workplace and now you are eight or nine hours in a different world altogether. Instead let there be a seamless transition from home to office and from office, back to home. If you do that, it works.

Thirdly, if you have to work with this generation and get the best of productivity, it is important to give them feedback. They love to get feedback. They want to get instant input that what they have done is good or bad. They are not apprehensive of getting a negative feedback.

phenomenon. Attrition does not indicate that this generation is impatient. I am saying that as an organisation, you should understand what they need and provide it.

What about the socio-familial structure among youngsters?

As everything is changing, social structures are also changing. Our tolerance to new-age thought process is very important, be it a livein relationship, or LGBT workforce or marital status of employees. All this is not at all relevant for them in the current context. As the world is evolving, the organisation is also evolving.

Diversity allows you to have a great perspective at the workplace. So whether the employees have different sexual preferences, or different marital statuses, it is important for organisations to be tolerant of all these and draw the best of the people who have different preferences in life.

How does one balance work and family life?

Successful professionals are those who are always in a position to strike the right balance.

Mature people are those who are in a position to strike a balance. If a husband is doing extremely well, his job is very demanding and at the same time, if his wife has very high aspirations, then how both of them balance each other’s aspirations and allow each other to prosper becomes very important. And all those who do it perhaps remain happy. vinita.deshmukh@corporatecitizen.in

November 16-30, 2015 / Corporate Citizen / 35

COVER STORY Dynamic Duo 18

Anshula & Yuvaraj Srivastava

Lifelong trip Anshula Srivastava, Global Head & General Manager HR for Organisation capability at Wipro, and Yuvaraj Srivastava, Chief Human Resource Officer for MakeMyTrip.com - are a sterling example of a successful couple who have found a fine work-life balance, who exemplify that harmony exists where there is freedom, respect and space for each other

By Vinita Deshmukh

T

heir love blossomed in college in Allahabad and seven years later culminated in marriage in 1993.

However, even after wedlock, they both had to wait for four years to be finally together, thanks to Army life. Now, both of them are corporate leaders in their own right, steering the growth of many a young corporate manager under their able leadership. But more importantly, ensuring that their marriage and family life with parents and their son, Tushnim, is full of cheer and happiness. Indeed, Anshula and Yuvaraj Srivastava are a made-for-each-other couple, going by the freedom, respect and space they have given to each other.

Anshula is the Global Head Organisation Capability & General Manager HR at Wipro, for one of the business units, while Yuvaraj is the Chief Human Resource Officer for MakeMyTrip.

Both of them are charming and affable and their pretty home in Noida reflects their warmth and energy. So, how did they meet?

States Anshula, “We were a group of boys and girls in college and we were all great friends. I found Yuvaraj to be a fun loving person and very down-to-earth, besides being good looking. He proposed to me but I wasn’t very sure at that time, as I thought if I got married I may have to compromise on my career. But he assured me that he would support me, and so did both our families. That made me agree to his proposal.”

Anshula too supported Yuvaraj firmly when he decided to join the Army. While Yuvaraj says that she came forth with the strongest support for his Short Service Commission career in the Army, it also hastened the process of marriage to her, as he got “settled” at the young age of 21. After seven years of courtship, they got married in 1993 but, says Anshula, “Soon after that he got posted to Srinagar and we had to stay separately for over three years. There were times when I got worried reading news articles about Kashmir. I feared for him, as Srinagar in those days was 36 / Corporate Citizen / November 16-30, 2015

a dangerous place. However, we used to talk regularly over the phone and I used to be reassured.”

In fact, the separation helped Anshula to pursue her MBA in Allahabad, after she graduated in Psychology. She further states, “We were very young at that point of time. We were very happy that he got through, and it all happened very fast. He was initially posted near Jhansi and then in Srinagar for three years, which was a non-family station. I was studying that time and I would often travel to Srinagar during vacations to meet him. At that time, married couples were allowed to stay together in a shared accommodation. Once he got posted to Dehradun, then I moved

there to stay with him. I have always aspired to work, and he has supported me.’’

Anshula comes from a family which believes in women’s empowerment. Says Anshula, “My parents had a mixed marriage. Both were Academicians and worked in several engineering colleges in different cities. My parents were fairly evolved in their thinking. They were forward looking and nontraditional. Yuvaraj’s family is fairly traditional, where men are men and women are women. Yuvaraj is traditional at heart and relationships are important for him.”

So, is their marriage Utopian, where no arguments take place? Says Anshula frankly, “One has to allow for difference of opinion in a marriage. One has to respect the partner’s opinion.

That doesn’t mean that couples can’t fight. They do, but so do siblings. You don’t give up on relationships because of fights.

We are individuals from different backgrounds, and we have to respect our differences.’’

One has to allow for difference of opinion in a marriage. One has to respect the partner’s opinion.

That doesn’t mean that couples can’t fight. They do, but so do siblings. You don’t give up on relationships because of fights.

We are individuals from different backgrounds, and we have to respect our differences - Anshula Adds Yuvaraj, “Successful professionals are those who are always in a position to strike the right balance. Mature people are those who strike the balance. If a husband is doing extremely well, his job is very demanding and at the same time, if his wife has very high aspirations, then how both of them balance each other’s aspirations and allow both of them to prosper becomes very important. All who do it remain happy.’’

Who calls the shots at home? Says Anshula, with a broad smile, “I think it’s me. Not that he doesn’t, but I generally take more decisions.” She is not too fond of cooking, but that’s okay with Yuvaraj, who quickly went to the kitchen and guided the cook to serve us a quick meal as it was dinner time when we met Anshula at their home.

Their home life revolves around Tushnim, their 14 year old son, who, Anshula says, wants to become a scientist, sometimes a footballer. So, how do they manage his upbringing despite their busy schedules? Reveals Anshula, “When I conceived, we had decided that I would be the lenient one and Yuvaraj would be the strict one, but it turned out to be the opposite. In the heat of anger parents tend to get upset with the child and both of them pile on to him/ her. We follow the thumb rule of one person at a time.

When one of us gets angry, the other tries to not lose temper.’’

So, who is the perfectionist between the two? Says Anshula, “I am bit of a perfectionist…that’s because I was brought up to believe that my benchmark should be myself. The management principles I use in office in terms of organizing, planning and execution, apply to home as well. “A place for everything and everything in its place” is the best way of managing home.

Regarding Tushnim, Anshula proudly says, “for a child, the parents are the two people they can depend on. My son is mature, though somewhat disorganized as kids are. He is upright, well informed and intelligent. And also has an independent view point. We keep learning from him. I have taught him to do what

is right, irrespective of who is involved and value of money. For a child he is disinterested in worldly goods. “No moh maya” Although both of them are busy corporate managers, they use technology to communicate with each other. For example, when they decided to build a house in Noida, Anshula says, “Yuvaraj was in Mumbai when we started construction. We would coordinate on email regarding decisions on design. We wanted a sleek, elegant house with straight line, nothing ostentatious, and that’s what we built, and we love it.’’

What advice would she like to give women corporate managers? Says Anshula, “ I have had an easy run so far, may be because I work in a very evolved organization. I once told Yuvaraj I treat people based on their merit, and not their gender. I have worked and completed as a professional and not as a women. In office we are all professionals, so gender does not matter.

But, yes women professionals end up working harder- they have balance between home and family. Those are real challenges.

Corporate India is still not equipped to support women employees wholeheartedly. Flexi timings and other initiatives have a long way to go before they get more widely implemented.

The whole mindset towards women professionals need to change.

Corporates will do big service if they bridge the gap between society’s patriarchal mindset and modern aspirations.’’

So, who is the better HR Manager between the two? Anshula analyses thus: “Yuvaraj is a very good HR leader. His exceptional attitude, very good interpersonal connect with all sorts of people, his high energy and diverse experience make him great at his job. He deserves to be where he is. It is a result of his hard work.

“As for me, I conceptualize and create, find solutions to problems, am very comfortable working in ambiguity…a combination of thought and business leadership. I have the ability to take people along and build credibility with the business. A colleague once said that I don’t have hidden agendas and am transparent in my interactions, which obviously helps.’’

It has been the longest stint for Anshula at Wipro as she has been working there for the last ten years. Says she, “Wipro is a great organization to be in. I have value connect with Wipro…. leaders in Wipro walk the talk. We are a down to earth organization… when Wipro says it cares, it does care.’’

Do they go for holidays often, considering that Yuvaraj is in MakeMyTrip now? Says Anshula, “There have been times when I managed to take leave with great difficulty, and then plans got cancelled at the last moment. I love travelling, so it does irk me sometimes. Unfortunately, my in-laws are ailing right now, and we need to keep them in mind when we plan holidays.

Adds Yuvaraj, “Yes, she has been complaining about not going for holidays regularly. Since I joined MakeMyTrip, we have gone on two trips- to Europe and to Bhutan.’’

What is the philosophy of life that she lives by? States Anshula candidly, “Be honest with yourself, for one cannot lie to oneself.

My father advised me to always be a good human being, although it sounds clichéd. One should never do something that one might regret later. I always listen to my inner voice.’’

For Anshula, her leisure time is spent in reading and she has an impressive library carved out for herself at home. Her future plans include, “Creating co-operatives for dyeing arts in textiles and weaving where artists are involved in a profit sharing model.

I also want to pursue a PhD in Criminal Psychology,’’ she signs off.

Indeed, the Srivastava couple give a fine example of achieving work and life balance, where success balances with love and understanding. vinita.deshmukh@corporatecitizen.in November 16-30, 2015 / Corporate Citizen / 37

CORPORATE CULTURE

BUILDING CULTURE

BY PUTTING PEOPLE FIRST

38 / Corporate Citizen / November 16-30, 2015

For any organisation to succeed, it is most important to put people first.

If you look at companies like FedEx, it has a very strong philosophy of customer first. They take care of their people, their services, which in turn takes care of the profit; precisely why it has been termed as one of the best workplaces. In light of the same, to discuss insights on ‘Putting People First for Organisation Success,’ noted industry leaders such as Vineet Kaul, CHRO, Hindalco (Aditya Birla Group), Ashwani Kumar, Chief Executive, Power Development, L&T Power Development Ltd, Professor Vijayan, Dean, Wellingkar (WE) School and Principal Consultant in ELS, with Prasenjit Bhattacharya, CEO, Great Place to Work® Institute, India, as the facilitator, present their views on the subject

PICS: YUSUF KHAN

By Mahalakshmi Hariharan and Rajesh Rao

At one level, I see that the shareholders always have an option to exit. Employees necessarily do not.

But getting back to the core of the question, I believe that the choice of values which is driving the culture, if it is only tuned towards good times and celebration, and is not having content on how to grieve and give up PROFESSOR VIJAYAN, Dean, Human Resources, Wellingkar (WE) School & Principal ConsultantELS (L to R) Judhajit Das, CHRO, ICICI Prudential Life Insurance Company Ltd, Prasenjit Bhattacharya, CEO, Great Place to Work® Institute,India,Vineet Kaul, CHRO, Hindalco (Aditya Birla Group), Professor Vijayan, Dean, HR, WE School and Principal ConsultantELS, Ashwani Kumar, Chief Executive, Power Development, L&T Power Development Ltd

Prof. Vijayan: I am taking a point of view that it is better there is no debate whether an employee comes first or not, because the title doesn’t say putting employees first, the title is ‘putting people first’. So don’t want to join the debate, I think everybody is important and supporting that, I have a couple of points.

A firm’s culture defines not just employees, customer supplies and competitors but also articulates how a firm interacts with these key actors. Thus you have people as end customers, people as customers, people as vendors, and people as employees. And as the session is ‘putting people first’, it was not written so I chose not to read that as ‘employee first’.

As organisations have become more global in character, culture provides the glue that creates trust and a sense of shared purpose. When I read this, obviously, this is somewhat focused on employees but I believe that customers are also seeking trust in the products and services that they consume. Going by another theory on culture, an organisation’s culture can be understood as the self-sustaining patterns of behaving, feeling, thinking and believing that determine how people do things around.

Another interesting dimension to this is that a vibrant culture is an emotional path by which the company’s vision and purpose are cascaded from top to bottom; it creates an emotional bond between a firm and its employees.

So you can sort of connect the town hall meetings, the organisational communication, the goal-setting processes, it’s something which I have been there and I sort of endorse this sort of a view.

Moving on to the other two or three points I want to share with you, leading management consulting services company, Chris Zook from Bain & Company said that leaders need to look deep into an organisation, using three lenses or filters, as a source of compatible advantage.

Underutilised assets which could be underexploited capability in people and we can relate to this and unrecognised assets is untapped customer insights.

So here you will again see that it’s all about people and how they are wired, how much of it they are bringing into their role into their identity, while working in a company.

When a company is facing intense competition, Chris Zook says the way to break out of a mould is to fall back on the above three with laser-sharp focus. I found this quite interesting, something I’ve not read before.

Third quick point I want to make is that there are basically two approaches to develop an organisation culture; I have been only part of one but I appreciate the other side.

One is known as an aspirant culture-driven strategy. So I would put Asian Paints, Infosys and Marico where I spent many years of my time. The other what is known as it is probably the closest to the Tata Group; for years together they never stated that these are our corporate values and people should follow it. I think it was just embedded in us.

But as they went global and now their revenues overseas are 70 per cent of their turnover, they have to state their values and philosophy and purpose much more clearly so I am saying culture can be… you first practise and then people say you are following but I think that takes probably a lot of time and in a competitive age, you need to shout out.

The aspirant culture shouts out, I want to become somebody and then that is used in EVP, training and November 16-30, 2015 / Corporate Citizen / 39

CORPORATE CULTURE development and so on. Culture has to be supportive of business strategy and the way to do is to ensure that culture is demonstrated and role modelled by leadership, particularly the top managers. Leadership styles are predictors of both competitive and innovative culture which in turn are strong predictors of performance.

Companies that strongly support innovation, capabilities like Google are open to new ideas with a healthy respect with the opinion of customers. Certain studies have also shown that certain cultures are more favourable for the development of entrepreneurial orientation than others.

I would say “without human beings there’s no culture”— that’s the statement that one can make.

If you see, nothing comes as a surprise to anyone, neither the employer, employee or the manager.

Constantly sharing insights about the business, performance, challenges, efforts made to keep the business viable should be constantly communicated to the stakeholders to prepare the organisation for such major changes VINEET KAUL, CHRO, Hindalco (Aditya Birla Group)

Vineet Kaul: It’s a clear, competitive, fierce scenario which is increasingly becoming more and more intense.

Many options and choices that you had in the past are slowly giving way. We talk of employees very often who are in remote locations, most of them have worked in the very virtual sense. In this scenario, some of the processes and way of working that we were used to and have carried our organisations till now, will have to be seen in light of these sort of challenges. Today, with the type of working, your function department and the managers with whom you work with or are required to work with are just not one or two people. So there will be quite some people to work with. Increasingly this is a type of scenario that is taking place as much as the employee is concerned. Talking about companies that look at the competitive edge, today when I look at any sector or industry, whether service or technology, or FMCG, capital is available to everyone, investments whether it is part of technology or raw material…every resource is available to every competitor in your sector. The only edge that any organisation can try to leverage on is talent or people. Now, that is the only element where there can be some amount of differentiating factor that you can build around. If that is the real resource that is going to help you in business, I think it’s encumbered. When people write in their annual report that people are an asset, trust me, it’s a fact. The only asset that they can bank on are people.

Other assets can easily be replaced. Now, how best can you develop, polish that asset is through the engagement and the culture. A BCG study that was done on two lakh employees across the globe and they try to look at the drivers of engagement and the four key drivers that emerged from this study was having a great relationship with your boss, enjoying great work-life balance, relationship with colleagues at the workplace and being appreciated for your work, which was the topmost of all. The HR practises of organisations and policies have to be enabled in such a way that they are supportive of a culture that the organisation would like to build. As HR professionals what do we do in our processes to really bring about that form of engagement we desire is all got to do with the way we practise or put our processes together. Sometimes employees get to know about the changes happening in their organisation from the media or the press, which happens in many places and I am not saying it’s right or wrong. But this shows how much the organisation look to employees or look at a culture. Very often if you are walking to a new organisation, or going to join there, how do you form an opinion of that organisation?

The way you are handled the day you go for an interview

40 / Corporate Citizen / November 16-30, 2015

or your interactions thereafter, is a very strong indication.

The way a customer or an employee is treated or inducted are very clear signals to the kind of culture followed by the company. The compensation policies are again strong indicators. The operation values also let you know about the culture. As an organisation, if we want to nurture a particular culture, we want to bring about certain value systems in the organisation, definitely our processes and the way we deal with things and the way we behave are strong indicators or symbol of the type of culture we would be.

Ashwani Kumar: The guru is actually the people in the organisation while the customer is the king or the God. Both are important but somehow you should give more importance to the people who are closer to you, like the Gurus who actually show you the way to the customer or the king. On the culture side, it is extremely important in the services sector. In any of the large projects, sometimes people tend to mistake by saying that the capital or the technology or the clearances or the fuel are more important because the cost of the people and the number of people involved in any of these large projects is very few like 100200 people and my answer is that if those 200 people who make the difference for so much capital or technology, so getting those people right and getting that culture right is probably more important, otherwise, the impact that you are going to make or the mistakes you are going to make are going to be much larger and therefore you are going to hurt probably the organisation much more. Given the whole concept of culture, a lot of people think culture is a very uniform thing. The multinational companies, effectively became multicultural companies and had to adjust, though, the core remained the same and had to adjust the culture to suit the geographies that they operated in. Adjusting to culture is most important, which is a task that the leadership faces. And when we are recruiting large number of people, at the top level, can we get people who are not only multi-skilled but they are also multi-culturists, who have worked in different culture and know to navigate most of these things to work on.

Prasenjit: There’s a saying that ‘Culture takes over when CEO goes out’ and invariably something happens and you feel and one culture of a specific company could be different from another in the same company in a different country.

The definition of great place to work within itself says that your ability to really know the business model to lead the business is an important part of creating a great place to work. What I used to think is that having said so, there must be a business strategy and then there must be a people strategy but increasingly I am confused because when I look at the best workplaces, they don’t seem to differentiate that all that much. For example, when you go to Google, it says, we want to work with great people. It does not say we want to be in the best and the most efficient and most customeroriented and all of that which other large organisations talk about. It simply says we want to work with great people, and it does seem to me that most of their products whether it is Google finance or any other, is an outcome of the fact that they want to work with great people. For example, FedEx is very keen on employee development. It gives us a huge chunk to its employee for employee development. Not all

of them take up the facility, but some of them do, and they can become a CEO even if you start at the ramp, loading packages in aircrafts. Dominos, too says people first. When I met the CEO of Dominos about the people strategy, he said, ‘either you make the dough that goes into the pizza or bake the pizza or you take the pizza to the customer or help someone who does it—that’s our business model.’ Well, that is so interesting, right…majority of their people are making it, baking it or taking it, or help someone do it right.

Are all people equally important?

Vineet: I would suggest what kind of inputs you are looking at. If you are looking at a specific opinion, you may go to a specific group, however if you are looking at a general input or feedback, or inviting suggestions from all employees, you should reach out to all employees. Finally the decision taking lies with a few people. For example, when some organisations open a brand or a contest, the way or manner we reach out to the employees in itself can be a good initiative. One could be by sending an email, other way by a poster, with some taglines and so on. The other way is how we handle and receive the inputs. The third part is how well are they reviewed. Is it only an HR person doing it? So, these are some of the ways how we can build around a lot of involvement and interest. The way we conduct ourselves, the way we do it is going to be a foreteller for the future.

The guru is actually the people in the organisation while the customer is the king or the God. Both are important but somehow you should give more importance to the people who are closer to you, like the Gurus who actually show you the way to the customer or the king

ASHWANI KUMAR, Chief Executive, Power Development, L&T Power Development Ltd

Vijayan: I think we must really ask ourselves that in the name of performance differentiation, there seems to be an impoverishment on how to involve employees. I don’t see involvement of employees as equal to performance management. So if you look at Dominos, you can help somebody to make a dough. He may not be the maker of the dough, who gets more salary…I think it’s an impoverishment in our own ideas that we run out of ideas as to how to involve people. For example, this mid-sized IT Company, just formulates any policy around people and puts it on the intranet and 8600 people can comment on it. They will then create some kind of consensus. The budget is brought at the very last and it is one of the better performing IT companies in Pune. So what I am trying to say is that when there is over focus on only top line and bottom-line as performance parameters, culture will suffer on other segments. You require the receptionist, administration, they are at least helping somebody make something.

When things are going well, like good increments, bonuses and so on, it’s all fine. But, what when things aren’t going well, and there is pressure from investors, analysts and so on leading to fall in share prices. Now, if I have a pressure on costs, do I lay off employees?

Do I let them go? So, is it falling in this philosophy of people first?

And what happens to organisation profits or bonuses, which freezes?

So how do you reconcile this contradiction in the context of

difficult times? When the going is good, people first, customer first and so on but when the shareholder is not making money, then who comes first?

Ashwani: I just think as a HR practitioner, you are not very different in your thought as the leader because most of them, as in India, there are big changes but HR still thinks itself as a function and not a strategic input to the business. So if I ask some of the business units, some of them are completely glued on with the business itself. I can actually make some of them CEOs, so they are that good. Increasingly if we go towards that cycle, you will get the answer yourself, like whether we need to downsize at this time and so on. Not only HR, but everybody down the line, comes to the same mind-set of, if as a company if we are not doing well, then collectively we should be doing “a particular thing” today.

Vijayan: At one level, I see that the shareholders always have an option to exit. Employees necessarily do not. That’s one thing that worked at the back of my mind. But getting back to the core of the question, I believe that the choice of values which is driving the culture, if it is only tuned towards good times and celebration, and is not having content on how to grieve and give up. So when times are good, actually the time is for moderation and I don’t think senior managers are a great example of moderation. At the time when the company is down, it means you will have to sacrifice. The action stands at the top. So if the CEO doesn’t take a pay cut, I don’t think it is morally or ethically right to ask a guy with a salary with ₹2 lakh, to do it. Organisations only know how to celebrate superficially. We need to learn to grieve when units are closed. I think it is completely in the hands of senior leaders.

Vineet: No company relishes an action wherein one has to really reach a point of business where one has to shut down and it is a loss of job. If you see, nothing comes as a surprise to anyone, neither the employer, employee or the manager. Constantly sharing insights about the business, performance, issues, challenges, efforts made to keep the business viable, sustainable, are some of the parameters that have to be constantly communicated to the internal stakeholders, external stakeholders to prepare the organisation for such major changes. When you go through the whole process, the way and manner in which even if you’ve to separate people, how you do it in a very respectful manner and how best can you treat people is important, rather than treating them as commodities.

Prasenjit: We all know and agree that customers and employees are important. The market for customers and market for talent are equally important. An employee is equal to your customer. In any situation, put yourself as what I will do with my employees, I will also do with my customers and that enables you a lot of flexibility and you don’t have to tackle some of these dilemmas. Let me explain.

All customers are not equally important. In any business, for that matter, you don’t want the bottom five percent of your customers, probably because they are not adding November 16-30, 2015 / Corporate Citizen / 41

CORPORATE CULTURE value to your bottom-line. They are probably reducing your bottom-line. However, you don’t have a terminology in your organisation that calls anyone an average customer.

In my opinion, when the going is tough, especially in 200809, companies like Google and Intel reduced manpower.

Globally they asked people to leave. But we didn’t do that because it didn’t impact the engagement levels. There was another top company, whose engagement score dropped to 20 points. So, it’s not what you do, but how you do it. When the going is good or the going is tough, you do have a lot of flexibility in dealing with employees.

We all know and agree that customers and employees are important.

The market for customers & the market for talent are equally important. Not all customers are talking to each other. You can customize for customer ‘A’ & customer ‘B’ doesn’t even know. But that’s not the case with employees

PRASENJIT BHATTACHARYA, CEO, Great Place to Work® Institute, India

What are the challenges in reality in getting the leadership team to buy into this particular philosophy of creating a culture, for sustained business success and putting people first as part of the culture? What are the key challenges faced?

Ashwani: Any organisation that is nothing but a collection of people, the background and the baggage that people carry, tend to be very diverse, and that probably is the biggest challenge. So once you know they are all coming from different backgrounds, getting them to the same platform, in the same ideology, same behaviour, same culture, is a difficult task. Secondly, getting them to sign on to the same motivational level. Different people with different stages of their life will come with different motivation and satisfaction levels. If you communicate about the vision and the motive well, about the organisation, what it wants to achieve and ways of doing so, is probably the easiest way to solve the issue. However, doing that is also a tough job.

Prasenjit: Particularly for the leadership team, how does the leadership demonstrate this whole idea of putting people first and how difficult is it?

Vineet: The first and foremost is that today, the times have changed more because of the business compulsions.

Perhaps in the past it was very difficult to share with people in terms of…why do you need a thing like team work, but today it is not so difficult. Reason being the way organisations are organised across geographies or in terms of sectors etc. The way we are connected, the way we have to work, the way we are dispersed, in itself puts on the demand for team work. You don’t have much of a choice. Whether it’s the leadership or senior management, very clearly it is the business imperative. Taking examples of teamwork and talent, why do people want to do so much in enabling the culture or holding on to talent, because attrition hits business. If there is a key person or good talent who have left their operation, it will take you at least six months to enable and locate someone. So for six months there is an impact of that person or that team getting impacted, which is again going to impact the business. The cost of hiring is no less these days. Firstly, the real consulting cost that you go for hiring. Secondly, every new incumbent that an organization hires is at least 30% more cost than the person who left. When you start calculating all these costs, then there is also 70% chance that the new hire may be unsuccessful. If you link up all these examples, you will find that holding on to talent is a business imperative. These are

42 / Corporate Citizen / November 16-30, 2015

three simple steps of how expensive it can be to lose talent.

As a third example, according to the Indian Companies Act, 2013, two per cent of every company profit will be CSR activity. CSR is no longer a fad or something that people think should we do it. It has become a necessity and not because of the law. Today if you have to grow your business or do your business, you need the involvement or the wellbeing of the society around you. You cannot have islands of prosperity if there is a bad environment around.

They will not allow you to survive. It is not of any charity or philanthropy that organizations look at it. It’s become absolutely a business need, add it to that the legislation part.

All these things which we felt were soft issues or something which is nice to do, have become major requirements of business. You have to invest in CSR, it is the cost of doing business. Coming to the point that whether it is culture or talent, these have become business imperatives and walking away from them is not going to allow the business to continue any further.

Vijayan: I don’t think organisations are able to clearly optimize the long term and short term reward systems on the top and even across the organisation. So if you have ESOPs or variable pay and the horizons of those payments are two/three/five years…there is a misalignment that there is no premium to stay…is I think is one challenge. Security, we completely misunderstand thinking only workmen need security. I also want security, I can manage if am out of job, but I am not loving insecurity. Secondly, sometimes we choose values and give it a limited spin. Companies do talk about growth and development, but why can’t there be a metric which says how many non-management employees became managers. There is one public sector company, where in the last ten years 600 people have crossed the line and one joined the board. If FedEx can be successful with a CEO who started off as ramp leader, I think there are gems in all companies. But, no company wants to get out of that collective mind-set. Then I think you are paying some sort of fractured lip-service to growth and development, only for managers. Last point is, organisations are arguing till death on differences between GenX and GenY and one of the casualty unfortunately of this discussion is the feeling that loyalty is no more valued. Companies also want loyalty, now that loyalty may not be blind loyalty to your boss.

Loyalty is a human value, you cannot anchor if you are not desiring loyalty. These are the reasons why the culture is struggling three steps forward and one step backward, but organisations which are struggling are better that which are not even trying.

Prasenjit: I won’t call it double standards but clear standards for employees and for customers. I have asked this question to thousands of middle managers and some of the examples that I get are that customer is always right and employees are sometimes right.

We take a lot of pride in going to a customer and saying that I am going to customise this solution for you. Consultants do it all the time. We have five things in pocket and we will put it in different order and we will say that we have customised this for you. How many of us go to an employee and say with lot of pride that I am going to employise this for you. There is no such word as employisation.

There is this company called RMSI, which came as number one in our list of best companies many years back.

When I went to their office, they showed me something called policy exception site, which meant that there are policies but for some reason if you want an exception, instead of doing it behind close doors with your manager, why don’t you login and within 48 hours we will give a response, whether we accept it or not. I was surprised that what is the point in having a policy if you are creating a policy exception site. Giving me an example they said have you been to Amazon and I said yes. They said that second time I go to Amazon, suppose you I bought a book for the first time, the books on that subject will already be there on my screen. This is because they are tracking us as an individual customer and they say that they have to, because in the talent market gone are the days when we can think of employees just as our customers who are very different from each other. So we would like to look at them and their unique needs.

I was surprised when I went to Mahindra Auto. Suppose I am a graduate engineer trainee in R&D department, it takes me 15 years to become the head of R&D, but being very ambitious and very bright, I would say that I want to become the head of R&D in 10 years. I login to a system, kind of a simulation game wherein I say can I be head of R&D in 10 years. The system responds saying not possible.

Then I say let me reduce my expectations a little and ask in12/13 years. Then the system probably tells me how I can do that if I am a high performer and potential, and says after three years you will have to get out of R&D and move to manufacturing and guess what the manufacturing locations are not in major metros, so your social life is going to be impacted a little bit. It talks about all the moves that you can potentially make and there are multiple moves that you can make, which accelerates your development in line with the target. Assuming off course that you are found to be competent at different stages. Which is not in your hand, somebody else will decide, but you can play around and plan your career. When I asked them, why are you doing this, making things so incredibly complicated for you, because as an organization you may not even have those roles. So he said it’s our job to create those career paths. We ask our employee what model you want, but there multiple models with multiple price points, are you willing to pay the price.

That was a really beautiful way in which I understood the meaning of employee is equal to customer.

It’s all democratically elected process, so what happens to sense of fairness in a culturally driven organisation?

Prasenjit: Reality is that not all customers are talking to each other. You can customize for customer ‘A’ and customer ‘B’ doesn’t even know that. But that is not the case with employees.

Vineet: This point is very common sense in organizations called as discretion, it is a good word, and the way it is used differs from organization to organization. This equity and fairness to my mind, the moment it turns into socialism again it will be a demodulator to the people. They will say how I have been looked at differently, I am been asked to

put in more efforts, I am being told you are high potential… everybody is high potential. Somewhere this balance will have to be seen in terms of how we continuously motivate people for higher levels of performance, the aspects of differentiations will come in, because we also have the performance, the bell curve or whatever it is. At the same time there would be certain very specific deeds.

One thing we simply see in organization is where there is some special needs and requirements organizations go that extra mile and some of it gets known and some of it doesn’t get known. Not everything is linked to performance.

Definitely organizations make exceptions. There may be a point of view sometimes some employees may have, so what, the type of job we are doing is the same. My only recommendation here is, whatever is possible in terms of making the information available to employees that this is the operation available, is what operations can do.

Vijayan: Particularly when you are a self-financed institution, there is a strong belief that students are our customers. Now the question is whether the students know what they want, because in B-School education the customers are the ones who are going to give them a job.

There is this constant tussle that how much should you respond to students. The students say I don’t want to come to class, but the regulator is not allowing them. Or if he say I want only projects, no end of term and AICTE says 60% exams is required. I find this as an equal challenge, very tough one. The way education is going, there would be probably more these type of models. There is some sort of a customer-supplier relation coming into education, which is a big challenge. Secondly in many competency framework you have somewhere called ambiguity, which I think is a very good one. But I see many of those definition are more about managing the ambiguity outside the company.

Managers should also be able to be accessed how they can manage these ambiguous internal situations. I think there is a way out, like in the PMS you know the more you drive the PMS towards the quantification, the more problems you have. So finally you have to tell people PMS is also of discretion. Management of PMS is also an ambiguous process, but I don’t see the competency focus that managers should be trained internally to manage ambiguity with customers, it is very much externally oriented.

Prasenjit: The maturity level of people, probably in some industries is not like where you can very proudly say ‘People First’ because you first need to educate people and say now you are first. Is there an issue in terms of not blindly talking about People First or educating the people.

Any thoughts on that?

Vineet: Putting the expectation set quite clearly in terms of what can be expected from the organization what cannot be; setting forth the communication in terms of what can he/she expect and what they cannot expect, it would be good to have the dialogue much in advance than later.

(The panel discussion is part of the NHRD & BMA event that took place in Mumbai) Mahalakshmi.H@corporatecitizen.in rajeshrao.rao@gmail.com

At the time when the company is down, it means you will have to sacrifice. The action stands at the top. So if the CEO doesn’t take a pay cut, I don’t think it is morally or ethically right to ask a guy with a salary of Rs two lakh to do it

PROFESSOR VIJAYAN, Dean, Human Resources, Wellingkar (WE) School & Principal ConsultantELS

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Universal Appeal?

Atal Bihari Vajpayee is the only politician in India’s history who has won from six different constituencies: Balrampur - 1957, 1967, Gwalior - 1971, New Delhi - 1977, 1980, Vidisha- 1991, Gandhinagar - 1996, Lucknow - 1991, 1996, 1998.

November 16-30, 2015 / Corporate Citizen / 43

SURVEY

How

A country’s progress can be viewed in many ways. Traditionally, Gross Domestic product (GDP) or Per Capita Income (PCI) have been commonly used tools to determine a country’s progress.

But at a time when stress is omnipresent in people’s lives around the world, income is not the best way to measure progress. A more accurate metric is happiness. Happiness is increasingly being considered a proper measure of social progress and a goal of public policy. The first World Happiness Report was published in support of the April 2, 2012 United Nations High Level Meeting on Happiness and Well-Being. It was so well received, that this has since become an annual trend. Corporate Citizen presents the World Happiness Report 2015, compiled by renowned researchers John Helliwel, Richard Layard, and Jeffery Sachs, for the United Nations.

HAPPY

is the world

By Neeraj Varty Why happiness as a metric?

Happiness is an elusive trait. It is also perhaps the most telling symbol of progress of a civilisation. While wealth and infrastructure are usually reliable hallmarks of progress, developed countries also come with their own set of problems, which may lead to dissatisfaction and in some cases even depression among its citizens. It became necessary to find some other criteria to measure development and progress of a country. This is where the happiness metric comes in. It has been almost unanimously agreed that happiness is directly linked to satisfaction and well-being, which lies within the purview of the elected government. Using happiness as a measuring stick, holistic development of a country can be accurately recorded.

Happiness Rankings As per the report, the survey measures happiness or subjective well-being of an individual as per the Gallup World Poll, which is arrived based on zero score at the bottom and 10 at the top. The top of the ladder represents the best possible life and the bottom represents the worst possible life. Here is a list of top ten and top bottom countries in the list.

44 / Corporate Citizen / November 16-30, 2015

1. Switzerland (7.587) 2. Iceland (7.561) 3. Denmark (7.527) 4. Norway (7.522) 5. Canada (7.427) 6. Finland (7.406) 7. Netherlands (7.378) 8. Sweden (7.364) 9. New Zealand (7.286) 10. Australia (7.284) 11. Israel (7.278) 12. Costa Rica (7.226) 13. Austria (7.200) 14. Mexico (7.187) 15. United States (7.119) 16. Brazil (6.983) 17. Luxembourg (6.946) 18. Ireland (6.940) 19. Belgium (6.937) 20. United Arab Emirates (6.901) 21. United Kingdom (6.867) 22. Oman (6.853) 23. Venezuela (6.810) 24. Singapore (6.798) 25. Panama (6.786) 26. Germany (6.75) 27. Chile (6.670) 28. Qatar (6.611) 29. France (6.575) 30. Argentina (6.574) 31. Czech Republic (6.505) 32. Uruguay (6.485) 33. Colombia (6.477) 34. Thailand (6.455) 35. Saudi Arabia (6.411) 36. Spain (6.329) 37. Malta (6.302) 38. Taiwan (6.298) 39. Kuwait (6.295) 40. Suriname (6.269) 41. Trinidad and Tobago (6.168) 42. El Salvador (6.130) 43. Guatemala (6.123) 44. Uzbekistan (6.003) 45. Slovakia (5.995) 46. Japan (5.987) 47. South Korea (5.984) 48. Ecuador (5.975) 49. Bahrain (5.960) 50. Italy (5.948) 51. Bolivia (5.890) 52. Moldova (5.889) 53. Paraguay (5.878) 54. Kazakhstan (5.855) 55. Slovenia (5.848) 56. Lithuania (5.833) 57. Nicaragua (5.828) 58. Peru (5.824) 59. Belarus (5.813) 60. Poland (5.791) 61. Malaysia (5.770) 62. Croatia (5.759) 63. Libya (5.754) 64. Russia (5.716) 65. Jamaica (5.709) 66. North Cyprus (5.695) 67. Cyprus (5.689) 68. Algeria (5.605) 69. Kosovo (5.589) 70. Turkmenistan (5.548) 71. Mauritius (5.477) 72. Hong Kong (5.474) 73. Estonia (5.429) 74. Indonesia (5.399) 75. Vietnam (5.360) 76. Turkey (5.332) 77. Kyrgyzstan (5.286) 78. Nigeria (5.268) 79. Bhutan (5.253) 80. Azerbaijan (5.212) 81. Pakistan (5.194) 82. Jordan (5.192) 83. Montenegro (5.1922) 84. China (5.140) 85. Zambia (5.129) 86. Romania (5.124) 87. Serbia (5.123) 88. Portugal (5.102) 89. Latvia (5.098) 90. Philippines (5.073) 91. Somaliland region (5.057) 92. Morocco (5.013) 93. Macedonia (5.007) 94. Mozambique (4.971) 95. Albania (4.959) 96. Bosnia and Herzegovina (4.949) 97. Lesotho (4.898) 98. Dominican Republic (4.885) 99. Laos (4.876) 100. Mongolia (4.874) 101. Swaziland (4.867) 102. Greece (4.857) 103. Lebanon (4.839) 104. Hungary (4.800) 105. Honduras (4.788) 106. Tajikistan (4.786)

HAPPINESS FINDINGS A) Most Happy Countries (with their rankings in brackets) 1. Switzerland (7.587) 2. Iceland (7.561) 3. Denmark (7.527) 4. Norway (7.522) 5. Canada (7.427) 6. Finland (7.406) 7. Netherlands (7.378) 8. Sweden (7.364) 9. New Zealand (7.286) 10. Australia (7.284 The Happiness rankings have been the first experiment of its kind to explore global progress through human happiness. Which is why the World Happiness Survey 2015 has outs some very interesting findings, some of which have been very unexpected. For example, Switzerland is the happiest country in the world and three of the top four countries are Scandinavian (Iceland, Denmark and Norway). In fact, Denmark also boasts of the lowest crime rate in the world and almost 100 percent employment. The reasons for the high level of happiness in these countries can be attributed to satisfactory governance, a thriving domestic trade, low taxation, rising tourism, and peace with neighboring countries.

In fact, low taxation has been one of the primary reasons of satisfaction for people around the globe, and conversely high taxation has caused unrest in other countries.

0

1

2

3

4

5

Explained by: GDP per capita

Explained by: generosity

Explained by: social support

Explained by: perceptions of corruption

Explained by: healthy life expectancy

Dystopia (2.10) + residual

Explained by: freedom to make life choices

95% confidence interval

6

7

INDIA’S POSITION ON THE LIST 16.

64.

84.

113.

117.

Brazil (6.983) Russia (5.716) China (5.140) South Africa (4.642) India (4.565)

In Global comparisons, India is usually clubbed along with BRIC countries (comprising of Brasil, Russia, India and China), which have developing economies and great potential. However, India’s position on the happiness report is dismal compared to the rest of the BRIC countries, as displayed above.

India ranked 117th on the list, which is an abysmal ranking, whichever way you look at it. Even Pakistan is ranked higher (at 81). This low happiness quotient in India is due to a combination of corruption, rising unemployment and poverty. Uneven distribution of income, rising disparity amongst economic classes, and communal unrest contribute to the dissatisfaction. High taxation, bureaucratic red tape and a lack of transparency in government functioning has added to the common Indian’s woes.

India ranked 117th on the list, which is an abysmal ranking. Even Pakistan is ranked higher (at 81). This low happiness quotient in India is due to a combination of corruption, rising unemployment and poverty. Uneven distribution of income, rising disparity amongst economic classes, and communal unrest contribute to the dissatisfaction November 16-30, 2015 / Corporate Citizen / 45

SURVEY

It has been almost unanimously agreed that happiness is directly linked to satisfaction and wellbeing, which lies within the purview of the elected government.

Using happiness as a measuring stick, holistic development of a country can be accurately recorded

MOST UNHAPPY COUNTRIES (scored from 1-10, in the ascending order of happiness) 158. Togo (2.839) 157. Burundi (2.905) 156. Syria (3.006) 155. Benin (3.340) 154. Rwanda (3.465) 153. Afghanistan (3.575) 152. Burkina Faso (3.587) 151. Ivory Coast (3.655) 150. Guinea (3.656) 149. Chad (3.667) The 10 countries with the lowest scores in 2012-2014 span a range twice as large as the 10 top countries, with the three lowest countries having happiness averages of 3.0 or lower.

Eight of the 10 are in sub-Saharan Africa, like Rwanda and Burundi, while the remaining two are war-torn countries in other regions (Syria in the Middle East and Afghanistan in South Asia). Civil unrest, war, poverty and illiteracy are the major reasons for unhappiness in these countries.

107. Tunisia (4.739) 108. Palestinian Territories (4.715) 109. Bangladesh (4.694) 110. Iran (4.686) 111. Ukraine (4.681) 112. Iraq (4.677) 113. South Africa (4.642) 114. Ghana (4.633) 115. Zimbabwe (4.610) 116. Liberia (4.571) 117. India (4.565) 118. Sudan (4.550) 119. Haiti (4.518) 120. Congo (Kinshasa) (4.517) 121. Nepal (4.514) 122. Ethiopia (4.512) 123. Sierra Leone (4.507) 124. Mauritania (4.436) 125. Kenya (4.419) 126. Djibouti (4.369) 127. Armenia (4.350) 128. Botswana (4.332) 129. Myanmar (4.307) 130. Georgia (4.297) 131. Malawi (4.292) 132. Sri Lanka (4.271) 133. Cameroon (4.252) 134. Bulgaria (4.218) 135. Egypt (4.194) 136. Yemen (4.077) 137. Angola (4.033) 138. Mali (3.995) 139. Congo (Brazzaville) (3.989) 140. Comoros (3.956) 141. Uganda (3.931) 142. Senegal (3.904) 143. Gabon (3.896) 144. Niger (3.845) 145. Cambodia (3.819) 146. Tanzania (3.781) 147. Madagascar (3.681) 148. Central African Republic (3.678) 149. Chad (3.667) 150. Guinea (3.656) 151. Ivory Coast (3.655) 152. Burkina Faso (3.587) 153. Afghanistan (3.575) 154. Rwanda (3.465) 155. Benin (3.340) 156. Syria (3.006) 157. Burundi (2.906) 158. Togo (2.839)

46 / Corporate Citizen / November 16-30, 2015

0

1

2

3

Explained by: GDP per capita

Explained by: generosity

Explained by: social support

Explained by: perceptions of corruption

Explained by: healthy life expectancy

Dystopia (2.10) + residual

Explained by: freedom to make life choices

95% conďŹ dence interval

4

5

WORLD POSITIVE EXPERIENCES BY GENDER AND AGE

.7

.8

.5

.5

.6

.6

.7

.7 .6 .5

.5 .3

.5

.4

.6

.7

.7

.8

Interesting .6

Rested

.8

Safe at Night

.6

Incidence of Feelings

Enjoyment .8

Laugh

.8

Happiness

.5

The world over, younger women report significantly more frequent experiences of happiness, laughter, enjoyment and feeling rested than do young men, but in all four instances the reported frequency drops significantly as women approach middle age, at which time there is a gender cross-over. Thereafter, both genders become better rested, but men significantly more than women, with the gap approaching 10 percent when both are over 70. For laughter and enjoyment, after middle age both genders trend downward at roughly the same rate, although enjoyment levels are generally significantly greater for men than women at ages over 50.

20 30 40 50 60 70+

20 30 40 50 60 70+

20 30 40 50 60 70+

5-Year Age Groups Men Women

95% CI 95% CI

Note: Averages of Regional Averages with Fixed Regional Population Shares

HAPPINESS BY GENDER AND AGE CEE & CIS

.6 .8

.2

.4

.4

.6 .8

1

.4 .6 .8

N.A. & ANZ

1

W.Europe

E. Asia 1 .6 .8 .4

.4

.4

.6 .8

.6 .8

1

S. Asia

1

S.E. Asia

20 30 40 50 60 70+

.6 .8 .4

.4

.4

.6 .8

1

SSA 1

MENA

1

LAC .6 .8

Incidence of Happiness

From the graph, we can see that the global happiness boost for young women has its main sources in SE Asia (+2 percent), East Asia (+1 percent) and the countries of the Middle East and North Africa (+1 percent). In general, men and women report feeling happy yesterday in almost equal proportions, with a small but statistically significant difference favoring women (+0.5 percent). Women report significantly less frequent happiness yesterday in Western Europe (-1 percent) and Latin America (-3 percent). It is also worth noting the difference in happiness trends by age (for men and women combined) among the regions. For happiness, as for the other positive Experiences, the largest downward trends with age are in the CIS and Eastern Europe. In four regions – Western Europe, Latin America, East Asia and

20 30 40 50 60 70+

20 30 40 50 60 70+

5-Year Age Groups Men Women

95% CI 95% CI

Note: Weighted by Countries' Total Population

SE Asia – the incidence of happinessis high for both men and women (about 80 percent) and constant across

age categories. In South Asia, the incidence of happiness is also about 80 pertcent for the young age groups, but falls

fairly steadily to about 60% at the older end of the age spectrum. neeraj.varty@corporatecitizen.com

November 16-30, 2015 / Corporate Citizen / 47

LOVED & MARRIED TOO

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

Corporate Citizen unlocks the story of love that has culminated into marriage, for we believe in the stability of a relationship and family unit. We bring to you real life romances that got sealed in marriage.

Two States one soul

By Kalyani Sardesai When 2 States released last year, audiences came away charmed by a modern couple Hindi cinema that never seen before. A high achieving couple that went to MBA college, he from Punjab; she from Tamil Nadu, different as chalk and cheese, and yet deeply in love. Both chose their careers and took their own decisions about the life partner they wanted--- even though their parents were far from pleased about the difference in backgrounds. But then, the hero took it upon himself to convince the girl’s parents of his determination to marry their girl-in that most Indian of ways-- respectful of elders’ opinions, despite the fact that both could have walked out together, hand in hand.

Even as the audience had a hearty laugh at the absurdities of cultural prejudice and the comedy of errors ---one young couple probably enjoyed the longest laugh of all--to say nothing of a deep satisfaction at having made it together.

Where there’s love there’s a way--even cultural backgrou across seemingly nds. He is a Benga diverse li fr om N as hik, she a true blu Punjabi. Together e Delhi , they’ve made th eir marriage and life work Meet Shweta and Kabir Mitra...

Back to the beginning Undoubtedly, Kabir and Shweta Mitra (both 32) feel like it was their story being played out on screen. He is a Bengali, she Punjabi--both met during their respective MBA courses. (He has a degree in MBA (HR); she’s an MBA marketing-but that was not how and where love happened.

“She had heard I was a big flirt, and kept a firm distance from me,” grins Kabir.

But then, both were placed at Ramco Systems, Chennai and had little choice but to get along. “I told her: look, we’re both newcomers to this city

48 / Corporate Citizen / November 16-30, 2015

and job; either we choose to stay aloof and make things tough, or we can choose to get along. She saw my point,” says Kabir.

Gradually, both found themselves thrown together in different ways. “I discovered that she had several qualities that I admired. She was friendly and helpful whenever I needed help, yet utterly professional. I liked her clarity of approach, her patience and maturity,” he says.

For her part, Shweta slowly grew to suspect that maybe there was more to Kabir than his outgoing persona. “He is persistent, committed,

Honestly, we have no issue with it. Each to their own. If couples want to know each other before tying the knot--so be it. However, even there, commitment is important. Don’t do it, if you do not intend getting married - Shweta focussed and loyal. Those are amazing traits in qualities. anyone,” she says.

However, convincing her papa was the biggest Both took their time getting to know each hurdle of all. They, the Sehgals were business other-- it was a year before Kabir proposed--people and Punjabis, how would their daughter on a beach at that. Despite the romantic setting, adjust to such a different home post marriage?

Shweta non-commital. “Honestly, I did not think “I remember this dinner with her family my parents would agree,” she says. and relatives where they had ordered a big, However, Kabir had made up his mind. He fat meal complete with tandoori chicken and was more serious about her than anything else other delicacies. There was much laughter and in his life. bonhomie--everyone was kind to Kabir, except “I have always been this easy going person,” for one thing---no one was ready to discuss the says Kabir, currently working with Newgen shaadi. Finally, he broached the subject directly Software Technologies as head of the consulting with papaji. To which he replied casually: “Forget practice. “Be it studies or anything it, my boy. That won’t happen.” else, things always fell in place But it did. One by one Kabir met for me. Not this time. If I wanted Shweta’s relatives--and everyone Shweta in my life, I had to make it loved him on sight. The final happen.” authority who gave her approval Besides he was soon to be was Shweta’s papaji who passed transferred out of Chennai. z Don’t him with a: “kitna sona munda “I would have ideally liked to let cultural hai.” (What a fine lad he is!) move to Mumbai, having lived differences Papaji agreed--and the couple in Maharashtra all my life. But become a enjoyed a destination wedding in Shweta’s parents were in Delhi--and 2011 in Goa. “It was a fun Punjabi stick to beat I had to win them over. So I chose wedding with lots of noise, colour each other a posting to Delhi instead,” he says. and laughter--and everyone’s Shweta, meanwhile stayed back in with. Enjoy the blessings.”

Chennai, hopeful yet unsure that differences he would be able to convince her A cultural potpourri businessmen dad. “In retrospect, z Marriage So how does a kitchen work between his bold decision to go to Delhi--a works if the two a Punjabi and Bengali post shaadi? city he knew nothing about--for of you want it to. “Perfectly well,” they reply. “We my sake, was the proverbial game No third person really don’t understand this fuss changer,” she says. about tera and mera. It causes so is responsible much unnecessary tension. There for either its are so many educated, modern A few controversies and a success or couples who have wasted time wedding failure on this trivial matter. When you It was not enough to move to Delhi. get hitched, everything becomes Kabir had to plan his strategy hamara (ours.) Celebrations should carefully. “Any Durga Pujo Bhakt z Balance work have strands of both cultures--even will have you know that one must and home as you simultaneously add a third, never touch in the middle where it new flavour to both your lives. is the hottest--one must begin from z Trust and That’s how you bring harmony to the coolest Kichree side,” he says. space make life your life.”

He first met Shweta’s mom--and easy So, even as the Punjabi khana enlisted her to his side. “She liked with dollops of ghee enjoys a me, and soon became a partner in z Both sets special place on their table, other crime, “he grins. With one caveat-of parents are veg and non-veg preparations of while she would support the young important.

Bengali and Maharashtrian origin couple, she would ultimately go Respect eldersjostle for space too. Each festival is with whatever her husband said. celebrated with double the fun.

On the other hand, Kabir’s -they are a Living in Gurgaon with their parents had taken to Shweta at the valuable aspect three- year-old boy Vivaan, life is first meeting-declaring her to be of your family busy and happy. While Shweta’s a fine mix of assertive and loving life

Mitra Marriage Mantra

parents are on hand to help out, she divides her time at home and work (she’s employed as a senior business analyst with Wipro.) Kabir helps out at home.

The approach applies to careers as well.

“We have decided that whoever is soaring in his/her career at that point should be given all help by the other partner,” she says. So even as Kabir is travelling frequently these days, given his demanding schedule, he is prepared for the demands of Shweta’s career as well, in the days to come. Given the short term nature of corporate romances, how does their relationship pan out?

“When you decide to get married, you must be prepared for adjustments. Spend time with each other, demarcate office and family time, and above all, remember that the success of marriage is between two people alone--and no third party can be blamed or credited with the same. It’s upto you to decide to what extent someone else can and should have an influence in your life,” says Shweta. “Another reason that marriages collapse is that the partners are not able to balance career and family time. Extremes never work.”

Kabir seconds her on this. “We are particular about taking short trips, watching movies and frequenting restaurants--in short spending quality time with each other,” he says.

Parenting is another area where the couple needs to be in sync with each other. “Vivaan is the first grandchild from both sides of the family.

Naturally, his grandparents dote on him. But neither of us are pampered--and we make sure he is not either,” says Shweta firmly. “Things must be given to him at the right time, and for the right reason.”

While they both are committed family people what do they think of the increasing trend of live in relationships. “Honestly, we have no issue with it. Each to their own. If couples want to know each other before tying the knot--so be it.

However, even there, commitment is important.

Don’t do it, if you do not intend getting married eventually,” says Shweta. kalyanisardesai@gmail.com

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Small Wonder The Tata Nano holds the Guinness World Record for the longest road journey in a country. The expedition was accomplished in 10 days (March 21-30 2013) covering 10,218 km from Kanyakumari in Southern Tamil Nadu to circumnavigate the country and return to Bangalore

November 16-30, 2015 / Corporate Citizen / 49

HEALTH

Pulses, expensive?

Eggs show you the way Poultry India is going all out with its Protein Awareness Campaign to create awareness on eggs as the solution to meet protein requirement.

This is in the backdrop of prices of pulses which have sky-rocketed

Y

By Suchismita Pai ou may not know which came first -- the chicken or the egg -but you can be certain that they both are great sources of protein.

Never has the protein debate been more relevant than today, when the prices of regular every day pulses are skyrocketing beyond the reach of the common man.

While the jokes about the prices of pulses may be doing the rounds, there is also a need to look at other sources. “It is surprising that no one yet looks at eggs as a viable and extremely healthy alternative. We are so used to thinking of vegetarian as cheaper that the alternative does not occur to most people. I understand that not everyone in the country will eat eggs, but it is one of the most easily available and cheapest sources of protein”, says O P Singh, a Core Committee Member, Poultry India. “The cost per gram of protein is the least when it comes to eggs.” So if you want to get your daily requirement of protein, you can use chicken (₹15/ per 100 gm) or egg (₹9/ per 100 gm) which is lower than that of the commonly used dals or lentils like moong, urad, or tuvar, all of which are over ₹ 16/ per 100 gm at the time of going to print.

The Poultry industry has emerged as the fastest growing segment of the livestock sector both globally and in India. India’s poultry industry is one of the largest in the world and employs over 25 million people. It contributes ₹95,000 crore to the economy each year. In order to ensure that all stakeholders get the best possible outcomes, all those with interests in the poultry industry came together and formed Poultry India. It is a unique platform where the collective wisdom of all those involved in poultry farming can come together to share their experiences and the knowledge they have gained. They can ask and find solutions for their problems.

It all begins with education and towards this end Poultry India is dedicated to educating people on the goodness of proteins -- from any source, vegetarian or non-vegetarian. Proteins are the building blocks of the body and play a

huge role in supporting day-to-day health, fitness and general well-being. However, not everyone is aware of it, says Singh. In today’s world most of the work is sedentary and you need fewer but more efficient calories. Poultry India’s Protein Awareness campaign and its sustaining theme ‘Eat Right. Eat Healthy’, is to educate people on how much protein the body needs every day.

“Your body needs 1 gram of protein for every kilo of your body weight everyday” says Singh. The per day per capita consumption of protein in the USA for instance is 95 grams and in China is 85

50 / Corporate Citizen / November 16-30, 2015

The per day, per capita consumption of protein in the USA is 95 gram and in China is 85 gram compared to a measly 37 gram per person in India

PROTEIN (12.7gm)

Synthesis of body cells, tissues, enzymes, hormones and antibodies

CHOLINE (31.5mg)

Poultry India’s table of protein content and prices of various foods Item

Helps in the reduction of homocysteine in the blood.

Egg

VITAMIN-A (239μg)

Weight in gms

Protein per 100gms

Commodity price per 100gms (Rs approx.)

100 (2 eggs)

13.2

9

Chicken

100

30

15

Essential for growth; cell differentiation and eyesight development

Mutton

100

26

40

*Milk

100

3.2

5

Yogurt

100

5

13

FOLATE (97μg)

*Paneer

100

11

35

Growth and maintenance of healthy cells

ZINC (0.5mg)

Building and developing muscle tissue and internal organs; immune function LONG CHAIN OMEGA-3s Infant growth and development; behaviour, attention and learning in children

IODINE (43μg)

Proper mental development; metabolism

IRON (1.7mg)

Healthy blood cells and promoting growth *One serve: 2x60g eggs (104g edible portion). All the nutritive values of eggs as indicated above are on One serve* basis The contents have been taken from the report submitted Egg Nutrition Roundtable Report for Healthcare Professionals 2010, Australia

grams compared to the measly 37 gram per head in India. “If we want to compete internationally in athletics and sports we need to eat better as a nation. Obesity and diabetes too are fast growing scourges in our country and again, the answer to that is a better designed diet basket which has ample proteins and the right fats”. Studies show that 37 percent of the Indian population suffers from high protein deficiency and its debilitating effects.

Poultry India also addresses the need to explode the myths and wrong beliefs associated

Fish

100

22

30

Urad Dal

100

24

16

Moong Dal

100

24.5

16

Tur Dal

100

22

16

*Full fat

Courtesy: Poultry India

with eggs. While experts acknowledge that they are great sources of protein, there is also the shadow of high cholesterol that they cause.

The experts at Poultry India however debunk this myth. “A whole egg has more nutrition as the yolk has all the vital nutrients and half the proteins of eggs. Studies recommend one whole egg daily for a healthy adult and you can balance cholesterol by adding more fiber in the diet in the form of fruits, vegetables and whole grains.”

However the approach is not unilateral and while driving up sales, Poultry India addresses the concerns of the farmer as well. India is the third largest producer of eggs and the state of Andhra Pradesh leads the country. But as production burgeons, so do new challenges, which create new pressures on the national industry,- the irregularities in supply and pricing of raw materials and farm produce, the environmental challenges of manure disposal, the hardship of finding competent and regular farm help and the emergence of newer disease profiles that affect the farmer and eventually the consumer as well.

At the annual international exhibitions organised by Poultry India, global experts on nutrition, breeding, poultry-equipment and animal health provide insights into latest trends and best practices in poultry farming and breeding. The main aim is to create awareness of the latest developments and practices in poultry management, health and nutrition of birds, breeding and quality of eggs and new techniques in feed manufacturing and poultry production.

The programmes are run in conjunction with those run by schools and governments in almost all states in India to ensure children and youth are aware that they need to have good, healthy wholesome proteins as part of their daily diet

every day. Poultry India has provided eggs to school children in Mumbai, Pune, Hyderabad, Vijayawada, Lucknow as part of the World Egg Day celebrations.

They have also begun campaigns in schools in Mumbai and Pune to ensure the message of protein is imbibed. Teachers and parents have been sensitised through leaflets and danglers.

Since food decisions are often made by parents and adults in the family, Protein Awareness Campaign Workshops have been conducted in corporate offices.

So that the birds and eggs meet the highest health standards, students of Veterinary colleges and institutions in Mumbai and Pune have been part of the focus groups to enhance their knowledge on the goodness of proteins. These lectures are conducted by senior professors and doctors. Consumers are often left with a bad taste in the mouth when they visit sale outlets and to this end, live poultry outlets in Pune, Nashik, and Hyderabad have received danglers in Hindi and vernacular languages to display at their shops through their distributors.

The owners/workers of these outlets have been sensitised to maintain clean and hygienic spaces. To enable good healthy buying patterns, plans are afoot to involve Medical Representatives who in turn will discuss the Protein Awareness Campaign with doctors, so that they can educate their patients on the goodness of proteins.

“Nutritionists are empanelled to take our message to their clients directly, and through the media”, says Singh.

“It can boost our economy as well and backyard poultry farming is a very viable and profitable proposition” adds Singh. There are many government schemes that can be availed to jump start your own business, says he. It can also function as a tool for women’s empowerment and livelihood as 38 percent of those employed in the industry are women and more can join as entrepreneurs. “Eggs can be the building blocks to a healthy nation and add to the financial health of many” says Singh. We just need to crack the potential they contain! paisuchi@gmail.com

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tadka

Voting disparity The highest voting percentage in any general elections in India has been 62.2 per cent in 1957, whereas the lowest was in 1967 when only 33 per cent cast their vote.

November 16-30, 2015 / Corporate Citizen / 51

STAR CAMPUS PLACEMENT-10

Have a

goal in life!

Sharad Jain, who completed his postgraduation from a leading management college in India, talks about his first break

BY MAHALAKSHMI HARIHARAN

T

oday, Sharad Jain, student of a leading management college, is successfully placed in the department of CDP (Consulting and Domain Practice), with IT major, Infosys Ltd, with a good package, coupled with incentives and perks.

Campus Placement “Getting placed in my dream company was a tight rope walk.

But planning and preparing for it methodically, right from my first year, helped me crack it. I completed my Internship with TCS where I researched about the scope of M-commerce market in India ,” says Sharad.

When Sharad heard that IT giant, Infosys, is coming over to the campus for recruiting students, he immediately got in touch with his seniors who were already placed there and started preparing himself on the interview process flow.

“In just three to four days, I thoroughly went through the company website, went through my notes, revised my subjects, and got a hold on my concepts on marketing and telecom. The process was tough but I was fully prepared and focused,” noted Sharad.

Sharad with his wife, Ritica

Below were some of the questions asked during the interview: z Tell me about yourself. What are your strengths? z Why would you like to work with Infosys? z Define your learning curve z Tell us about COTS Products z Tell us about the billing and mediation process There was also a discussion on the latest gadgets in market. Most of the questions asked were from Sharad’s graduation and internship project.

52 / Corporate Citizen / November 16-30, 2015

Experience at the campus “I have a lot of memories attached with my college. Today, when I look back, I feel it was a dream.

I must say that those two years completely changed my life.

When I joined the institute, I never valued practical knowledge in my life and also didn’t have a goal. But my college created a passion in me to achieve something in life.

In this journey and experience, I made a lot of friends who helped me in making what I am today,” reminisces Sharad.

Sharad was also actively

involved in managing and coordinating college events, corporate seminars for the college and cultural fests. “Studying hard, focusing on my target (getting well placed), and being part of placements team helped me in achieving my dream of getting placed with one of the top IT majors in the country,” says Sharad.

Not just professionally, but on the personal front too Sharad felt blessed when he found his soulmate, Ritica Mathur, who was also studying with him, in the same batch. Today, they are

Sharad with his friends

happily married.

“I married Ritica in July, 2014, after dating her for four years. We were from the same batch, same team and got placed in the same organisation at same time. I would say, without my family and wife’s support, I wouldn’t have been what I am today,” says Sharad.

Education and family background ‘Simple Living High Thinking’ is something Sharad always believes in. “I come from a joint and middle class business family. My parents are

When I joined the institute, I never valued practical knowledge in my life and also didn’t have a goal. But my college created a passion in me to achieve something in life. In this journey, I made a lot of friends who helped me in making what I am today

born and brought up in a village but they moved to the nearest city just for my education. My grandfather is my inspiration. I completely owe it to him. He is the one who always motivated me to do well in my studies, especially my MBA. I completed my B.Tech from Jaipur in 2010 and decided to pursue post-graduation. I have always had a strong academic background. I also received a gold medal during my post-graduation. I always had a positive attitude towards life and the ability to exert a positive influence on others,” says Sharad.

A quote by George Bernard Shaw has always helped Sharad to look beyond the obvious - You see things; and you say, ‘Why?’ But I dream things that never were; and I say, “Why not?”

Hobbies Sharad is simple, reliable, happygo-lucky and full of life. He is cheerful and easy going. He loves to interact with people, hang out with friends, explore new places and also meditate. A little humour in life is something that always keeps him going.

Piece of advice to juniors Just remember ‘Where there’s a

will, there’s a way’. You must have some Lakshay in your life. Go, get it, before someone else tries to snatch it from you.

Sharad’s thoughts on the education sector in India More and more Government schools must be added in rural areas and their education quality should be par with that of private schools. Fee structure of private schools must also be controlled.

Mahalakshmi.H@corporatecitizen.in

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tadka

Bright idea The Indian government sanctioned a move to erect floodlights along the terrain separating India and Pakistan in 2003. This was 1022 km across Rajasthan, 176 km along the Jammu international border, and 202 km through Gujarat.

This was to prevent smuggling and arms trafficking. This stretches are so brightly lit that it can be seen from space!

November 16-30, 2015 / Corporate Citizen / 53

PEARLS OF WISDOM

Never underestimate the of your actions With one small gesture, you can change a person’s life. God puts us all in each other’s lives to impact one another in some way.

Look for God in others. Yesterday is history.

Tomorrow is a mystery. Today is a gift.

By Anonymous

O

One day when I was a freshman in high school, I saw a kid from my class walking home from school. His name was Kyle.

It looked like he was carrying all of his books. I thought to myself, “Why would anyone bring home all his books on a Friday? He must really be a nerd.” I had quite a weekend planned (parties and a football game with my friends tomorrow afternoon), so I shrugged my shoulders and went on.

As I was walking, I saw a bunch of kids running towards him. They ran at him, knocking all his books out of his arms, tripping him so he landed in the dirt. His glasses went flying, and I saw them land in the grass about 10 feet from him.

He looked up and I saw this terrible sadness in his eyes; my heart went out to him. So, I jogged over to him as he crawled around looking for his glasses, and I saw a tear in his eye. As I handed him his glasses, I said, “Those guys are jerks. They really should get lives.” He looked at me and said; “Hey, thanks!”

There was a big smile on his face. It was one of those smiles that showed real gratitude. I helped him pick up his books, and asked him where he lived. As it turned out, he lived near me, so I asked him why I had never seen him before.

He said he had gone to private school. I would never have hung out with a private school kid.

We talked all the way home, and I carried some of his books. He turned out to be a pretty cool kid. I asked him if he wanted to play a little football with my friends. He said yes. We hung out all weekend and the more I got to know Kyle, the more I liked him; my friends thought the same of him. Monday morning came, and there was Kyle with the huge stack of books again. I stopped him and joked, “Boy, you are gonna really build some serious muscles with this pile of books everyday!” He just laughed and handed me 54 / Corporate Citizen / November 16-30, 2015

power half the books.

Over the next four years, Kyle and I became best friends.

When we were seniors we began to think about college. Kyle decided on Georgetown and I was going to NC State. I knew that we would always be friends, that the miles would never be a problem. He was going to be a doctor and I was going for a business degree on a football scholarship.

Kyle was valedictorian of our class. I teased him about being a nerd and thought to myself how lucky I was NOT to be the one having to prepare a graduation speech.

Kyle looked great at graduation. He was one of those guys who really found himself during high school. He filled out and actually looked good in glasses. He had more dates than I had and all the girls loved him. Boy, was I jealous!

Today was one of those days.

I could see that he was nervous about his speech, so I smacked him on the back and said, “Hey, big guy, you’ll be great!” He looked at me with one of those grateful looks and smiled. “Thanks,” he said.

As he started his speech, he cleared his throat, and began: “Graduation is a time to thank those who helped you make it through those tough years. Your parents, your teachers, your siblings, maybe a coach… but mostly your friends. I am here to tell all of you that being a friend to someone is the best gift you can give him or her. I am going to tell you a story.”

I looked at my friend in disbelief as he told the story of the first day we met. He told the audience how had planned to kill himself over the weekend when we first met. He talked of how he had cleaned out his locker so his mom wouldn’t have to do it later and was carrying his stuff home.

He looked hard at me and gave me a little smile.

“Thankfully, I was saved. My friend saved me from doing the unspeakable.” I heard the gasp go through the crowd as this handsome, popular boy told us all about his weakest moment. I saw his mom and dad looking at me, smiling that same grateful smile. Not until that moment did I realize its depth.

Never underestimate the power of your actions. With one small gesture you can change a person’s life. God puts us all in each other’s lives to impact one another in some way.

Look for God in others.

Yesterday is history. Tomorrow is a mystery. Today is a gift.

K As I was walking, I saw a bunch of kids running towards him. They ran at him, knocking all his books out of his arms, tripping him so he landed in the dirt.

His glasses went flying, and I saw them land in the grass about 10 feet from him. He looked up and I saw this terrible sadness in his eyes; my heart went out to him

(This story has been sourced from www.malankaraworld. com. The Editor’s Note states: This story had been floating through the internet for a few years now. But every time I read it, it still brings goose bumps. It reminds us that even a small action we do may have a major difference on someone else. These random acts of kindness can, in the long run, can make a big difference. Enjoy.)

November 16-30, 2015 / Corporate Citizen / 55

MOVIE BIZ

FARMER MAKES FILM ON FARMER SUICIDES The Marathi film Khwada has won the national award. The story that deals with the burning issue of land acquisition rings true even more so, because it has been made by a farmer Bhaurao Karhade, who sold his land to bring his dream to life. Truly, entrepreneurship comes in different avatars, and knows no boundaries

By Kalyani Sardesai

A

dream is not a pleasant interlude between sleep and reality. It is that disturbing vision that refuses to allow you sleep till you put in your blood, sweat and tears to

make it a reality.

Thirty-year-old Bhaurao Karhade would know. How and why else would this erstwhile farmer lad from Shirur sell his land to make a movie?. Fittingly enough, the story on the burning issue of land acquisition is called Khwada or obstacle. And sure enough, the obstacles in the making of this movie were many.

Bhaurao had zero background of either theatre or cinema, and no connections either; it was nothing short of madness to tread into such treachorous territory. But he did. Thereby scripting a success story beyond his wildest imagination.

Get this, the Marathi film that released on Dusherra has, in its kitty, a Special Jury Mention as well as an award for Sound Sync at the recently concluded 62nd National Award Ceremony.

Besides this, the film has also won state awards for Best Debut Film Production, Best Rural Film, Best Costume Design, Best Rural Director and Best Make-Up. In 2015’s edition of Pune International Film Festival, Karhade bagged the accolades for Best Director. The film also won Best Film, Best Director, Best Debutant Actor, and Best Actor in a Negative Role at Prabhat Film Awards this year. And the cherry on the cake? The movie has more than recovered its money, running to almost full houses across

56 / Corporate Citizen / November 16-30, 2015

Bhaurao, a farmer, had zero background of either theatre or cinema, and no connections either; it was nothing short of madness to tread into such treachorous territory.

But he did. Thereby scripting a an awardwinning film, beyond his wildest imagination

Maharashtra, and is well on its way to becoming a hit.

“In my wildest dreams, I never expected this.

But I knew we had made a film from the heart,” expresses Bhaurao. Made on a budget of ₹ 1.20 crore, Bhaurao’s personal investments adds up to ₹90 lakh. He sold some portion of his land and then some more as the costs mounted. But he remained undettered.

The seeds of a dream Growing up in Shirur, the young Bhaurao saw every movie, Marathi and Hindi--that came to the local movie hall. Born with a natural felicity for words and telling stories, he, unlike other lads his age, did not aspire to become an actor but a writer-director. “I wanted to tell stories that people hadn’t heard before,” he said. “I knew what’s happening in urban Maharashtra and other parts of the country, sitting in Shirur, but they have little clue about the realities of rural life.”

He did not necessarily want to make a film on a farmer’s life, but he definitely wanted to highlight issues faced by village folk. “The idea of doing a screenplay came in bits and pieces. I have closely observed the nomadic life of the shepherd community and how they have to constantly relocate in quest of a livelihood. What I especially admired about the community is that they have remained true to their culture and customs right through the march of time,” he says.

He wrote a screenplay and showed it to a couple of noted theatre and film folk, who told him it was a well-written piece, but warned that direction was an entirely different ball-game. But he was firm he was going to wield the baton for his first venture.

He needed capital for that and the one thing he had was his family land. “Of course, my parents thought I was crazy. Everyone did. But I convinced them that we would make a film to remember,” he says.

Soon, he roped in the support of theatre stalwart Shashank Shende, and one by one, the cast was finalised. With the exception of Shende, none had acted before.

Not the hero, not the villain, not the heroine.

“But we overcame that little problem by doing intense reading and workshops,” says Shende.

The cast has Bhausaheb Shinde as the protagonist and Anil Nagarkar as the local goon, apart from Yogesh Dimbale, Rasika Chavhan, Vaishnavi Dhore, Chandrakant Dhumal, Prashant Ingale, Vaishali Kendale, Amol Thorat, Nana More, Hemant Kadam and Surekha.

Also, Chandrakant Raut is a co-producer

A still from the film

Costs escalated, schedules got delayed, it was a new team, and a whole, new venture.

But they persevered. First Bhaurao sold three acres of land, then another two. His ‘hero’ also a did his bit--by selling his truck to raise some d more capital m o this film while Mangesh of Jondhale is the executive Jo producer. p Apart from the unique story, the attention to detail is st staggering: the sound of dry st leaves rustling in the wind le and crumpling underfoot, the an true blue village landscape, to tr say nothing of the authentic sa ‘Nagari bhasha’ or dialect ‘N typical of Ahmednagar district. “The screenplay and dialogues maintain the consistency which is so important if the film is to be believable.

Otherwise the commercial cinema has four different members of one family speaking in different accents--which just does not gell,” says Shende.

Team Khwada Costs escalated, schedules got delayed, it was a new team, and a whole, new venture. But they persevered. First Bhaurao sold three acres of land, then another two. His hero also did his bit by selling his truck to raise some more money.

Friends and families rallied around, it was their dream, and they had to keep it alive.

And sure enough, this passion and commitment moved none other than noted Bollywood art director Chandrashekhar More (of Rock On! Happy New Yea, Dil Dhadakne Do and Zindagi Na Milegi Dobara fame) to present the movie. “I was so touched by this debutant

director’s vision and passion that I had to do something to make the movie reach out to a vast audience,” he says. “I am an artist too and I know what madness is all about. He is also a very gifted film-maker and deserves a chance.”

Even as Bhaurao finds acceptance as a maker of mettle, he is clear he will continue to tell stories that resonate with him. “I dont believe it is true that only glamour sells. Marathi cinema has phenomenal potential, steeped in the sheer vividness of cultures that are part of the soil,” he says.

He will also buy his land back, sometime soon. kalyanisardesai@gmail.com

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tadka

India’s economy on the upswing India has the ninth-largest economy in the world by nominal GDP and the third-largest by purchasing power parity (PPP). By 2030, India will become the world’s third-largest economy with projected GDP (PPP) at $13,716 bn

November 16-30, 2015 / Corporate Citizen / 57

THE TAX MAN COMETH-4

BY S K JHA (IRS (retd) and former Chief Commissioner of Income Tax)

Colourable transactions can get murky

Unlike the regular tax desk which is manned by a tax officer whose job is to levy tax on you, this desk is manned by a non-serving tax officer who wishes to share his experience of 35 years in the tax department, while discussing tax provisions.

It is advantageous to know how the tax department thinks and acts when, as said

by Benjamin Franklin, “In this world nothing is certain except death and taxes”

A

ll over the world, taxation legislation is normally difficult.

Einstein subscribed to this view when he said, “The hardest thing in the world to understand is the Income Tax Act.” If the law is complicated, the prudent thing to do is to keep the facts of our case simple, to avoid any confusion.

The simple things we should do is make a list of our expenses and then look for provisions of the Act which are applicable. Taxable income should be worked out and online return of income should be then filed by the due date. The income-tax department would process the return and refund, if any, and it will be credited to the bank account of the taxpayer within four months.

As per the latest information, about 4.5 crore people file returns of income and out of which in only three lakh cases, (which works out to less than one percent), notices for scrutiny are issued.

The balance 99 percent of returns of income are accepted. However, some taxpayers do not like keeping the process simple and indulge in colourable transactions which result in protracted litigation. I will discuss a few cases where I was personally associated as a tax administrator.

death can be used as a tool for money laundering?

We observed this in a few cases in Mumbai. We also discovered a leading advocate, who is no more today, as the architect behind this. The advice given by the advocate and practised by a few of his clients was to locate people who were in their death bed and then talk to them and their immediate family members to solicit his Will for a specified amount of cash and jewellery. The author

Wealth from death Death is always a sad thing but can you believe that

Death is always a sad thing but can you believe that death can be used as a tool for money laundering?

58 / Corporate Citizen / November 16-30, 2015

Some other acts of colourable transactions detected by us related to round-tripping like sending the black money outside the country and then bringing it back for investment in the shares of the companies

of the Will is assured that he will not part with any of his personal assets and that he would only be a name lender for which a commission would be paid to him and to his family. The financial status of the person giving the Will was never a condition. The beneficiary of the Will would credit the cash and valuables in his books as his capital received in consequence of such a Will after the death of the author of the Will. The black asset of the beneficiary would thus become white.

Spawning shells In one case where a search action was conducted against an industrialist, it was observed that he was running 30 other companies in addition to his main company. These other companies were virtually shell companies and his employees were

shareholders and directors. One registered office address was the address of employees, though the documents and books related to these shell companies were kept and maintained by the industrialist. These shell companies did paper transactions amongst themselves and also with the main company of the industrialist. Because of the cyclic transaction with twenty-five shell companies, the main company was able to present a huge inflated turnover in its published account. This high turnover was used to attract credit facility from creditors and loan givers.

The directors of the shell companies were loyal employees as drivers, peons, secretaries and so on of the industrialist. Loan taken became bad debt

for creditors and banks.

Round and round Some other acts of colourable transactions detected by us related to round-tripping like sending the black money outside the country and then bringing it back for investment in the shares of the companies through the taxconvenient Mauritius route or taking loan from friends abroad against hawala money reached to them. In one case, we found that an important person managed to get full scholarship for his son from a well-known business school in the U.S. against a cover provided to the university. We also detected in some cases of foreign shows where our

Between tax planning by legitimate means and tax evasion comes a category of aggressive tax planning. Apparently, aggressive tax planning is not illegal but it gives rise to litigation. It is not advisable for individual taxpayers to go for aggressive tax planning as the cost of litigation may be more than the tax saved celebrities from the film industry had participated, that things were not very clear. There is a provision for substantial deduction in the Income-Tax Act against the income of actors earned abroad from shows and this worked as incentive in a few cases to show higher income in foreign exchange than actually earned. The human mind is a genesis of new ideas and we in the tax department are provided with good opportunities to see them and investigate them.

The purpose of this column is to enlighten the readers that every year amendments come in the I-T Act to deal with colourable transactions. Once caught, penalty, together with tax penalty which may go up to 300 percent of tax, is collected. Cases are also processed for prosecution. Section 56 of the I-T Act has recently been amended. Gifts other than gifts from close relatives have to be taxed in the hands of beneficiaries after a prescribed amount. Also immovable property received without consideration or for a consideration less than the stamp duty values will be taken for taxation in the hands of beneficiaries unless received from close relatives.

To curb a recent trend to receive huge premium by closely-held companies against issue of their shares, it has now been provided under Section 56 that any excess receipt over the fair market value of shares will be taxed at the hands of the company.

Loan received by a taxpayer can be a subject matter of scrutiny and the burden will be on the beneficiary of the loan to prove the genuineness of the transaction. He will also have to prove the creditworthiness of the loan-giver. In fact, any cash-credit in your books, whether received in

cash or by cheque, can be looked into by the tax department.

In one case, a lady, who was a homemaker and not much educated, showed in her return of income that she received huge money as she won a jackpot at the Mahalaxmi Race Course, Mumbai. The money was received by cheque after deducting tax at source. Money so received was held as unexplained income as she failed to prove the genuineness of the transaction in the races to win the jackpot.

It is true that as a businessman, your objective is to earn income but income earned honestly with hard work gives more satisfaction than income earned dishonestly.

Payment of tax is our duty and it should be just seen as a cost of earning income. Saving tax by legitimate means under the various provisions of the I-T Act is always advisable. Tax evasion is illegal and is punishable with penalty and prosecution.

Between tax planning by legitimate means and tax evasion comes a category of aggressive tax planning. Apparently aggressive tax planning is not illegal but it gives rise to litigation. It is not advisable for individual taxpayers to go for aggressive tax planning as the cost of litigation may be more than the tax saved. Big companies go for it and in a sense, the I-T Act benefits from it. Aggressive tax planning is based on loopholes in the law as found by clever tax advocates and after litigation, the law gets corrected by amendments.

The I-T Act gives incentives by granting taxholidays in certain business sectors. Taxpayers should keep those provisions in mind while starting new business or while expanding their business. Do not concel income and paying less tax creates fear which does not allow you to enjoy fully.

Finally, I will advise successful taxpayers to go for philanthropy as it gives true satisfaction while at the same time it saves tax. The Gandhian philosophy of trusteeship -- that the rich are the trustees of wealth for the poor -- should be followed for inner happiness.

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tadka

This is the longest running government The German state of Bavaria has been ruled by the rural-conservative Christian Social Union (CSU) without a break since 1957, which makes it the longest-ruling government in the world!

November 16-30, 2015 / Corporate Citizen / 59

TRAVEL

Land of

myriad attractions

Vrindavan Temple

The mystical Arc takes you on board through a kaleidoscopic journey of monuments, architectural wonders, pilgrimage centres, spiritual experiences and natural trails where flora and fauna is seen in abundance By Sharmila Chand

H

eartland of India, Uttar Pradesh, is a delightful state of India with a rich cultural heritage. Home to the world’s best monuments, not to forget the majestic Taj Mahal; and charming flora and fauna; the state is gifted with two mighty rivers Ganga and Yamuna blessing its land.

There are many enchanting facets to be experienced for a visitor in Uttar Pradesh. Follow ‘The Heritage Arc’ and explore the state in all its glory. It covers the entire stretch of the state through three prominent cities - Agra, Lucknow and Varanasi with several exciting destinations along the way. These regions form the essence of Uttar Pradesh signifying its heritage in terms of cultural, historical and natural aspects.

The mystical arc takes you on board through a kaleidoscopic j ou r n e y of m onu m e nt s , architectural wonders, pilgrimage centres, spiritual experiences and natural trails where flora and fauna is seen in abundance.

Agra: Blessed with one of the seven wonders of the world, Taj Mahal, Agra is one of the most prominent tourist destinations of the state.

Besides Taj Mahal, there are several other monuments worth a visit.

Agra Fort: The massive fort is semi-circular in shape, flattened towards the east with a long, nearly straight wall facing Yamuna river. One must see Pearl Mosque, Jahangir’s Palace, Diwan-e-Am, Diwan-e-Khas, Sheesh Mahal, Musammam Burj and the Khaas

Mahal inside the Fort.

Itmad-ud-Daula Tomb: An exquisite marvel of architecture, the walls of the mausoleum are built in white marble and embedded with semi precious stones. The cenotaphs of both the father and mother of Noor Jahan lay side by side in the tomb.

Fatehpur Sikri: Fatehpur Sikri served as the capital of the Mughal Empire during the years 1571-1585.

Said to be home for the birth of Navratnas (9 jewels), it is made of red stones.

Sikandra: The last resting place of Akbar, 13 km away from the Agra Fort, the Sikandra fort is located in the western periphery of the city.

Jama Masjid: Built by Shah Jahan, Jama Masjid stands facing the Agra Fort and overlooks the Agra Fort Railway Station. It is said to be built by Shah Jahan in dedication to his favorite daughter, Jahanara.

It stands on a high plinth and has five arched entrances leading to the courtyard.

Lucknow: The capital of Uttar Pradesh and popularly called as ‘The

Taj Mahal

60 / Corporate Citizen / November 16-30, 2015

city of Nawabs’, Lucknow retains its old world charm. It served as the capital of Nawabs of Awadh and the city flourished in music, literature, arts and crafts.

Major attractions: Bara Imambara, British Residency, Chhota Imambara, Lucknow Zoo, Hazratganj, Lucknow Museum, Rumi Darwaza, Chattar Manzil, Begum Hazrat Mahal Park Allahabad: A beautiful city located at the confluence of three rivers namely Ganga, Yamuna and Saraswati, is also called as Prayag. It is in this holy city that Kumbh Mela is organised once every 12 years.

Major attractions:Triveni Sangam, Khusro Bagh, Allahabad Museum, Allahabad Fort, Patalpuri Temple And Akshaya Vat, Jawahar Planetarium, Anand Bhavan Kanpur: A major industrial center, Kanpur is now referred to as the commercial capital of UP. Major attractions:Bithoor, Jajmau, Boodha Bargad, Kanpur Gardens, Shri Radhakrishna Temple, Jain Glass Temple, Mecca Masjid, Allen Forest Zoo, Agricultural Gardens

Spiritual Destinations In UP

Varanasi: A significant religious retreat, tourists from all parts of the world visit this city. Located on the banks of the river Ganga, the city has many spots not to be missed.

River Ganga Ghats: Kashi Vishwanath Temple, Sarnath, Manikarnika Ghat, Archaeological Museum, Ramnagar Fort, Chunar Fort Mathura: Birthplace of Lord Krishna, Mathura is one of the major pilgrimage centers for the Hindus. It is situated at a distance of 58 km from Agra. Shri Krishna Janam Bhumi, Vishram Ghat, Dwarkadheesh Temple, Gita Mandir are some of the places which find a connection to life of Krishna and are visited by their followers.

Vrindavan: Located near Mathura, Vrindavan is a holy city.

Major attractions: Yamuna River, Govind Dev Temple, Iskcon Temple, Kesi Ghat, Bankey Bihari Temple, Shahji Temple, Rangaji Temple. Whether you are looking at weekend trips or eco tourism destinations, the state of UP has lots to offer.

Chand.sharmila@gmail.com

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MOBILE APPS

‘BAND’ TOGETHER FOR FITNESS

In the Corporate world, time is a commodity in short supply. When you are juggling several things at once, it becomes difficult to concentrate on your fitness. It’s a good thing, then, that there are fitness bands to monitor your wellness for you. Fitness ne bands record your steps, monitor your sleep, measure your heart rate and even recommend a diet for you.

Thee best part pa (and the reason they hold an edge over Smartwatches) is that they can go on for an entire month on a charge! Corporate Citizen presents the best fitness bands to help you balance work and your health single cha

By Neeraj Varty

MI BAND Price: ₹9999 Xiaomi has become one of th the most popular technology gy companies withing an year of its entry into india. It’s fitness band called ‘Mi Band’ is the perfect example of why the company is doing so well in India. Costing just ₹999 The band is waterproof and comes with an IP67 certification. You can shower or even swim with it on.

It monitors your daily activities including steps taken, distance travelled, calories burnt and the amount of sleep you enjoyed. The band can also be set to vibrate on incoming calls and notifications.

It has an intuitive alarm, which when set, will activate 30 minutes before your alarm time, and wake you up when it recognises that you are move to light sleep from the deep sleep mode, so as to not disturb you from deep slumber.

You can set daily fitness goals such as the distance you want to run or the calories you want to burn, and the band will prod you gently to help you achieve them. The best part is that once charged, the band easily runs for over a month before you need to charge it again.

FITBIT CHARGE ₹7,990 If you are a serious fitness enthusiast, Fitbit Charge is the fitness band for you. Fitbit Charge not only records your steps and sleep patterns, it has a dedicated exercise tracking mode, in which it recognises and tracks your entire workout, and recognises based on your body movements whether you are training with weights or using the treadmill, the amount of repetitions you do on an exercising machine and which part of the body it benefits, and the exact number of calories burnt during the workout. It highlights areas of improvement as well as customs makes a workout programme for you based on your weight, age and height and your daily routine.

All in all, the Fitbit Charge is an excellent option for all your fitness tracking needs.

MOOV NOW POLAR LOOP Price ₹4,999 Polar Loop is one of the best looking fitness bands available. It has a futuristic LED display, which lights up to show you notifications as well as the time. The band tracks your sleep patterns and lets you know the time when you were in deep sleep. A detailed record of data is there on the companion app on your Smartphone. You can get detailed charts and graphs that track your daily routine, and plan your daily and weekly fitness targets. The band also monitors your heart rate, so you can plan your workout accordingly in order to not overwork yourself.

Price ₹6,500 Moov Now is a small, round element, which you clip into a strap and wear around your leg and pair with a smartphone. The aim of the device is advanced sports training plans at which it excels, with actionable running, swimming and cycling data aimed at making you better at the sports you love. While Moov Now has the basic functionality of all fitness bands, it truly excels at tracking swimming and cycling data, such as laps swam, strokes used, and the best routes mapped for cycling. If you are a biking enthusiast or are a regular swimmer, Moov Now is the band you should be investing in. neeraj.varty@corporatecitizen.com

November 16-30, 2015 / Corporate Citizen / 61

CLAPS & SLAPS Gautam Gambhir Manoj Tiwary

Corporate Citizen claps for Pakistan’s Edhi Foundation for looking after Geeta after she accidentally crossed the border and moved to Pakistan, 11 years ago

Corporate Citizen Slaps cricketers, Gautam Gambhir and Manoj Tiwary for having an ugly spat between them, during the recent Ranji Trophy match

We are glad that humanity still prevails in our society. A big round of applause to Pakistan’s humanitarian organisation, Edhi Foundation who have been looking after Geeta, ever since she was found at the Lahore railway station. Geeta, 23, a deaf-mute Indian woman forced to live in Pakistan after accidentally crossing the border, 11 years ago. She was believed to have strayed into Pakistani territory by mistake, but could not remember or explain exactly where she was from. The army handed the girl to a well-known Pakistani charity that ran a number of homes for orphans. Geeta spent most of her time in Pakistan staying at an Edhi shelter home. She was about 11 when she somehow crossed the militarized border between India and Pakistan.

The Indian government had pledged in August to bring her home after the hit Bollywood film ‘Bajrangi Bhaijaan’ returned the case to the spotlight. On 26 October, Geeta landed at the New Delhi airport escorted by official and charity workers. The ministry then sent photographs of them to Pakistan. “We are happy that finally she is going home”, said Faisal Edhi, son of Edhi Foundation chief Abdul Sattar Edhi.

Geeta’s homecoming is being seen as a rare example of humanitarian cooperation between the two hostile neighbours. Geeta was greeted with flowers, crowds of well-wishers and representatives from India’s Ministry of External Affairs as she arrived in New Delhi from the southern Pakistani city of Karachi. While welcoming Geeta, Indian Prime Minister, Narendra Modi said, “It is truly wonderful to have you back home. Was truly a delight to spend time with you today and all of India will take care of you.” He also assured her that efforts would be made to ascertain whereabouts of her family.

Modi also announced the donation for the Edhi Foundation, which took care of Geeta during her prolonged stay in Pakistan. However, the Foundation turned down the Rs one crore donation announced

by Modi. Describing the Edhi family as the apostle of kindness and compassion, Modi thanked them for taking good care of Geeta. He also complimented Bilqis Bano Edhi, founder of Edhi Foundation, and said, I don’t think any amount of words is enough to thank the family for taking care of Geeta with love and affection for so many years.

A game for gentlemen, Cricket is now played by hothead cricketers.

Once again the bat-and-ball game took a beating when Bengal’s cricket star Manoj Tiwary and Delhi captain Gautam Gambhir got down to on-field fracas during the recent Ranji Trophy match.

The Delhi skipper, Gautam Gambhir, externally a quite looking man proved that that he has a temper that rises to the top with regularity on the cricket field. It is alleged that Gambhir made racist remarks about former Indian captain Sourav Ganguly and Bengalis.

Gambhir and Tiwary had nearly came to blows on Day 3 of the Ranji Trophy match between Delhi and Bengal at the Feroz Shah Kotla stadium and umpire K Srikanth had to step in to defuse the situation.

The two players were summoned for a hearing after the day’s play by Match Referee Valmick Buch. Buch has said that detailed report has gone to BCCI and they will now decide the quantum of punishment.

The incident happened in the eighth over, of the day when Partha Sarathi Bhattacharjee got out of Manan Sharma’s bowling and Tiwary came in to bat at No.4 wearing a cap. Tiwary first took guard and was about to take strike.

But he stopped the bowler and signalled at the dressing room to bring his helmet as a pacer was operating from the other end. Delhi players felt that it was a deliberate time wasting tactic. Manan ticked off Manoj and he told him to lay off. All of a sudden, Gambhir, at first slip, got into the action and started abusing the Bengal skipper, who then retaliated.

“He made racist remarks made about Sourav Ganguly and Bengalis. I spoke to Sourav Ganguly and he is very upset that his name has been dragged in the matter. We will never accept anything against Sourav Ganguly,” Tiwary said.

“Gautam Gambhir is not saying the truth. If I had done what Gambhir is saying why have I been fined 40 percent and him 70 percent,” the Bengal cricketer added.

Meanwhile, Gambhir dismissed Tiwary’s allegations that he made racist comments against the Bengali community and Sourav Ganguly as a “figment of imagination”, saying the Bengal captain should concentrate on his game rather than making sensational claims.

62 / Corporate Citizen / November 16-30, 2015

FEATHERLITE

CORPORATE TWITTERATI Agenda Maharashtra 2015

The Devendra Fadnavis government just completed one year in power, and IBN Lokmat organised a big #agendamaharashtra programme to involve political leaders in Maharashtra in a debate about development in Maharashtra. Corporate Citizen brings you the most interesting tweets about the event.

CMO Maharashtra@CMOMaharashtra Achievements...

LAUGH ALOUD An employee goes to see his supervisor in the front office.

“Boss,” he says, “we’re doing some heavy house-cleaning at home tomorrow, and my wife needs me to help with the attic and the garage, moving and hauling stuff.”

“We’re short-handed,” the boss replies. “I can’t give you the day off.”

“Thanks, boss,” says the employee “I knew I could count on you!”

The owner of a company tells his employees: “You worked very hard this year, therefore the company’s profits increased dramatically. As a reward, I ‘m giving everyone a check for $5,000.”

Thrilled, the employees gather round and high five one another.

“And if you work with the same zeal next year, I’ll sign those checks!”

There’s a story about a manager interviewing three prospects, a mathematician, a physicist and an accountant. As a final question he asks each one what is two plus two.

The mathematician replies “Well, assuming we are talking standard base 10 arithmetic, I’d say 4”. The physicist replies “Well, ignoring effects of relativity, I’d say 4”. The accountant gets up, walks over and closes the door, then comes back and whispers in the manager’s ear “How much would you like it to be?”

Manoj Singh@TheManojSingh great show #AgendaMaharashtra is an effort to bring positivity in the political discourse! @ ibnkhabar @ibnlokmattv Vinita Deshmukh@VinitaDeshmukh Raj Thackeray to be soon on Twitter. I was surprised when he personally assured me at IBN Lokmat function now. It was in response to my question.

Abe and Esther are flying to Australia for a two week vacation to celebrate their 40th anniversary.

Suddenly, over the public address system, the Captain announces, “Ladies and Gentlemen, I am afraid I have some very bad news. Our engines have ceased functioning and we will attempt an emergency landing. Luckily, I see an uncharted island below us and we should be able to land on the beach.

However, the odds are that we may never be rescued and will have to live on the island for the rest of our lives!”

Thanks to the skill of the flight crew, the plane lands safely on the island. An hour later Abe turns to his wife and asks, “Esther, did we pay our $50,000 mortgage payment check yet?” “No, sweetheart,” she responds. A be, still shaken from the crash landing, then asks, “Esther, did we pay our American Express card yet?” “Oh, no! I’m sorry. I forgot to send the check,” she says.

“One last thing, Esther. Did you remember to send checks for the Visa and MasterCard this month?” he asks. “Oh, forgive me, Abie,” begged Esther. “I didn’t send that one, either.”

Abe grabs her and gives her the biggest hug 40 years.

Esther pulls away and asks him, “What was that for?” Abe answers, “Now they will surely find us!”

November 16-30, 2015 / Corporate Citizen / 63

ASTROTURF ARIES

SAGITTARIUS

Mar 21- April 20

Your career is on the upswing.

Real progress will be seen.

Healthy and energy remain good.

Since the planetary movement is overwhelmingly fast and this is very unusual, its the perfect time to start new projects.

TAURUS

April 21 - May 20

Health and energy will remain good. There is good news in finances. Be caring towards others and building up solid relationships. You will be able to go after what you want and desire and achieve your dreams.

This period is also a period of resurrection. Get involved in projects involving personal transformation.

GEMINI May 21 - June 21 Pay attention to your health.

Avoid any kind of strenuous activities around your work place or home. Those involved in sports could experience a drop in their performance. Be prepared for all kind of dramatic events happening to you or around you with family or friends. Your focus nevertheless needs to be on career.

CANCER

Jun 22 - July 23 favuorable period for job seekers. Focus on your health.

Romance and love life remains good. Finances looks promising.

Money could be coming in from foreign resources. Spend freely and you will see rise in income too. Money comes regularly through work.

Socially connections become more important as they would indirectly benefit your finances.

Parents will demand your attention, explaining yourself clearly will help you and them.

Nov 23 - Dec 22

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FORTUNE FAVOURS THE BOLD AND THE LUCKY

Your attitude is your altitude, says Dolly Mangat, our renowned Astrological Expert and believes she helps people create their own prophecies rather than live predictions

LEO

July 24 - Aug 23

This month heralds plenty of opportunities for those of you who are seeking jobs. Build up your mood to work and employers should not hesitate towards revamping their work scenario. This period is perfect for getting things out of your way.

Eery conducive for travelling and if you are planning a holiday.

Health and energy remain good.

Overall you are in a prosperity cycle that continues well into next year. Keep a check over your finances and curb your desire to spend on luxuries, spend on only what you need.

VIRGO

Aug 24 - Sept 23

This period you will sort out family affairs and your entire attention would be devoted to handling and sorting out issues important for the growth of the family. It is a period when we can come to terms with the past. Health still needs watching, make sure you get enough rest and sleep and you dramatically will find an improvement in your health. Love will keep being tested. Rid yourself of material that obstructs the financial life.

Keep the financial interests of others, foremost in your mind.

64 / Corporate Citizen / November 16-30, 2015

LIBRA

Sept 24 - Oct 22

It is important to maintain your calm and be patient with loved ones. Arguments confrontations are not going to yield any kind of results. Temper tantrums and risky activities best be avoided.

Though your spouse or partner remains devoted and loyal to you even support to whatever your thoughts or ideas are. You need to focus your energies on your personal finances, review your status and make a realistic assessment of yourself. Make wise investments to secure your future.

Job opportunities come your way, do not neglect them.

SCORPIO

Oct 23 - Nov 22

Take charge of your own happiness, there is no need to seek approval of others. As long as you are responsible of your own actions, others will adjust and adapt to your way of thinking. This is the time to live life on your own terms.

The financial peak is also there. Wealth and prosperity is happening and you will be able to not only reap benefits but also enjoy the creations you create.

Financial goals will be achieved and good progress is seen all around.

There is happiness and prosperity surrounding you this entire month. You are at the peak of personal independence and personal power. Your personal goals are garnering a lot of cosmic support.

CAPRICORN

Dec 23 - Jan 20

This period is good jobs seekers or wanting to change your line of profession. Romance will be good. Finances look good and on the upswing. You may receive money from abroad as your business flourishes.

AQUARIUS

Jan 21 - Feb19

You will receive all support that you need in regards to your career or professional life. Health and energy remain good. Social networking gains importance.

Good time to involve yourself with likeminded people. Avoid any kind of temper or tantrums.

PISCES Feb 20 - Mar 20 Keep a watch on your health.

Remain ambitious but be careful of overworking yourself. Pursue your career calmly, delegate tasks wherever you feel you can. All your career goals may not be achieved but you will see solid progress being made. You need to be happy seeing the long-term view. Finances remain good and you will need to work harder and over come obstacles. Try to pay off your debts. Be prepared for short term financial disruptions.

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November 16-30, 2015 / Corporate Citizen / 65

THE LAST WORD

The English-Vinglish generation Ganesh Natarajan

S

ay the word “cosmopolitan city” and the immediate name that springs to mind is Mumbai, though one could argue that it’s probably more the suburbs South of Bandra in the city, like New Alipore in Kolkata and Lutyens’ Delhi which have that truly cosmopolitan feel.

The “maximum city does represent most of India as indeed do many of the larger cities in the country. In the city of Pune where I have lived and worked for the past fifteen years, my first experiences at the Zensar campus at Nagar Road were of a company that was very visibly and audibly Maharashtrian with the demographics revealing that nearly ninety percent of the seven hundred people employed were from Pune itself. Fast forward fifteen years and the Zensar campus and its adjoining buildings in Kharadi house nearly five thousand associates, but as a true microcosm of what the city has evolved into, Marathi is just one of the languages you will hear in the canteens. Telugu Kannada, Hindi, Tamil, Bengali, Oriya and surprise surprise, even English emerge as languages spoken though the official language for a company with over ninety-five percent global clients remains predictably English. It’s interesting to see how managers cope, particularly when their own English is impeccable and they have teams which are more comfortable in languages other than the Queen’s chosen one!

Where is the “English-Vinglish” generation coming from? The average Zensarian, representative of nearly four million associates of IT and BPM companies in the country comes from a small town, in our case typically a Jabalpur or Bhubaneswar or Kakinada or similar towns from all over the country and while most

How does one build teams in an environment that expects nothing but the best English – in proposals, documentation and conference calls, when the team is not entirely conversant with the language? Read on… would have schooled in the English medium, that would not be the language of day to day conversation.

In my own case, I was fortunate, or should I say unfortunate to have been schooled at Bishop Westcott in Ranchi where the slightest hint of any language other than English spoken within the school premises at any point was a sure shot recipe for a cane to land rudely on soft body parts at assembly the next morning.

It would surprise many of the readers that my Hindi when I went to the Birla Institute of Technology,

conversant with the language? A case in point is Ruchi Mathur, Head of Zensar Foundation and now the CEO of our collaborative enterprise Pune City Connect, Ruchi’s schooling in Mumbai and Pune, college at Ferguson’s and management qualifications from IIM Ahmedabad made her a natural fit in earlier roles heading Organisation Development and Corporate Strategy. In her chosen roles today in Corporate Social Responsibility, her team consists of extraordinarily talented and social sector oriented young

It’s interesting to see how managers cope, particularly when their own English is impeccable and they have teams which are more comfortable in languages other than the Queen’s chosen one!

Mesra was atrocious and it took a fair amount of ridicule and derisive remarks to enable me to articulate full paragraphs in Hindi with any sense of comfort. But for most young people today, it is English which is the more difficult language to get comfortable with.

How does one build teams in an environment that expects nothing but the best English – in proposals, documentation and conference calls, when the team is not entirely

66 / Corporate Citizen / November 16-30, 2015

associates in Pune and Hyderabad who have a vernacular and social welfare background. Ruchi clearly sees the best in the team she works with and is able to leverage their skills beyond their comfort or lack of it, with the English language, a reason for the team’s extraordinary success in creating true social impact in recent times. Like Ruchi, there are managers across Zensar Pune Hyderabad NOIDA Bengaluru and Navi Mumbai and in every company in the

country who face this challenge to a lesser or larger extent. The important lesson that leaders have to learn is that the intrinsic worth of a person in their team is the knowledge and attitude they demonstrate and excellent English communication skills, while undoubtedly an asset, should not be seen as a pre-requisite for success ahead of solid intrinsic capability and worth. Having recognised this, it is up to each leader to develop her team in the soft skills and communications area while leveraging their strengths in other technical skills. My own experience over thirty years, initially managing a unionized blue collar shop floor team and local staff at Crompton Greaves Nasik and then diverse teams of training and software engineers in Delhi Mumbai and now Pune and globally, has shown that every individual responds to love, collaboration and mentoring and is willing to learn if a true nurturing environment is provided.

Managers too should be conscious of the fact that “what got them here may not always get them there.” Developing and honing communication skills will always help in rising to higher levels of career success, but there is no need to be diffident if their skills in English is not the best. They and their bosses should see English competency as something to be worked on, but not a deterrent to any role with a little bit of support from their colleagues in the organisation. In India we are a true multi-culture, multi-language society. Let us take pride in it and hold our heads high as we take our teams, companies and country forward!

Dr. Ganesh Natarajan is Vice Chairman & CEO of Zensar Technologies and Chairman of NASSCOM Foundation and Pune City Connect.

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68 / Corporate Citizen / November 16-30, 2015