CRADLE OF LEADERSHIP Meera Isaacs, Dean, The Cathedral and John Connon School, Mumbai Volume 3, Issue No. 13 / Pages 68 / www.corporatecitizen.in
Interview
Anika Parashar, COO of Fortis La Femme
September 16-30, 2017 / `50
Career Fest 2017
Careers in retail & lifestyle Loved & Married Too
Dr Mitali Upadhye and her tax consultant husband Deepak Upadhye on their journey together
Dynamic Duo: 58
Co-Pilots for life
Air Chief Marshal Pradeep Vasant Naik (Veteran) and his better half Madhubala, on how the Indian Air Force has been an integral part of their married life
SURVEY
Challenges of the Indian insurance industry
2 / Corporate Citizen / September 16-30, 2017
September 16-30, 2017 / Corporate Citizen / 67
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Guest Talk / S K Jha Editor-In-Chief’s Choice
Dr (Col) A Balasubramanian
The Crumbling Filial Cord
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he world is changing at a fast pace. That is not surprising, as it is commonly known that the only thing permanent is change. Nature supports change as is evident from our progress from childhood to adulthood and finally to old age. But there are some changes in human behaviour which compel us to look back and ponder. These changes may not be too many but they are disturbing. Recently there was a media report that one wellplaced NRI had not cared to know about his old and widowed mother for a considerable time and when he came back to her flat in Mumbai, he discovered a skeleton of the old lady. The skeleton was found when the flat was broken open. Even the neighbours in that colony had no clue. The NRI admitted that the last occasion when he had talked to his mother on the phone was one-and-half years ago, and on that occasion, she had told him to either keep her with him or put her in a home for the aged, as she was feeling extremely lonely.
Disturbing trends The incident noted above is testimony to the disturbing changes, which are taking place in our own families. The ancient Indian concept of family is depicted by the story of Shrawan Kumar, who carried his blind parents on his shoulders to take them on a pilgrimage to fulfil their desire. The concept of our family used to be based on love and sacrifice. Firstly, parents used to bring up their children with a lot of affection and sacrificing their own material pleasure. Secondly, when children grew up to become adults, they did their best to repay the parental debit by providing both material and emotional support to their parents. The system was so evenly balanced that all the members of the family had a role to play, and all of them were looked after. With the passage of time and with the advent of modernity, the width of the family started to narrow and nuclear families came on the horizon. The change was accepted by our society as in most of the cases, the logic behind the rise of the nuclear families September 16-30, 2017 / Corporate Citizen / 3
Guest Talk / S K Jha
The envious bond of togetherness in a joint family is a rarity now
used to be job, business and profession in far-off areas of the country and in many cases even outside the country. Emotional ties However, there used to be no grievance as parents and their now adult children living away had the emotional chord left between them. They met sometimes and stood by each other in times of need. Though joint families had broken down, the old parents and their adult children were emotionally together, living in two different parts of the world.
A family is happy if there is love in the family and similarly, a country is a progressive country if its citizens are patriotic and they have utmost love for their country The new trend where adult children break the emotional chord with their old parents is painful. It is painful to see that people forget the love and sacrifice of their parents who made them what they are today. The new concept of evolving family is ‘Me and Mine’ which in many cases do not include the parents. This issue requires our thought as it affects not only the concerned families but our society and eventually our nation. A person who has no love for his parents may logically have no love for his motherland. The 4 / Corporate Citizen / September 16-30, 2017
motherland is equated with the mother, as both are related to our birth. Motherland is the land where we are born and mother is the person to whom we are born. A family is happy if there is love in the family and similarly, a country is a progressive country if its citizens are patriotic and they have utmost love for their country. The family is the building block of our society and of our nation. If the building block is strong, the society and the country will be strong. Loveless side effects There are some serious side-effects when people become self-centred, devoid of love for other people. It gives rise to love for personal, material pleasure and consequently for accumulating more and more money. The lust for money becomes the one important reason for corruption and tax evasion. For such people, money becomes a substitute for the loss of love and emotional chord in the family. One wants to prove to himself that he is not a loser by losing the emotional chord with his parents. He tries to create an illusionary world around himself by buying so called friends with the help of his newly acquired money. But ultimately he suffers the most. He is not left with any true relationship to fall back on when he is stressed. This leads to depression and sometimes even suicide. Recently, one young IAS officer who was the Collector of Buxar committed suicide caused by marital problems, as he had nobody to share his stress with. As we all know, history repeats itself, and so the young people today become old parents of tomorrow and their children will
pay them back by the same coin. The cycle of pain goes on thus, while the actors change. We saw above some glimpses of problems in relationships in families these days. Are only children to be blamed? What is the solution? Even parents have to share the blame. The solution lies in teaching ‘samskar’ to children when they are growing up, and this is the responsibility of parents and teachers. Children today are not taught about our Indian culture and tradition. Earlier, older members in the joint family closely interacted with the growing children, and affectionately gave them lessons on our culture and traditions. Now when we have more nuclear families, there is no such system in place. Parents remain busy earning and managing the household. Things become worse when both the parents are working, and there is nobody at home to play, interact and guide the growing kids. The building of an affectionate bond between the parents and children suffers. Modern lifestyles adopted by parents when they are busy with parties and meetings also minimises the quality time they have with their children. Children may not speak, but they become lonely despite the fact that parents have tried to give all material comforts to them. Upscale parents try conveying love for their children by spending money on them. The children get costly toys but parents are not around to play with them. Children learn from the parents that the most important thing in life is money, and once they grow up, their only objective is to earn more and more money. Children miss the emotional fondling by parents when they are kids and hence once they become adults, the emotional chord takes a back seat. In schools and colleges teachers give the students more information based knowledge than wisdom. There are no classroom lessons on morality, on Indian culture, and patriotism. We have seen that in the topmost universities, slogans are raised to break our country these days. Getting a job or earning money becomes the only objective of students in most cases. Such children, when they turn adults with their own families become busy in their careers with no time for their old parents or for the country. This does not happen in all cases, as there are still many households where children learn our culture and develop into balanced human beings. They continue to remain good children even when they have acquired their own families. In similar shoes On the other side, adult children with old parents should introspect and find time for their parents. They now have small kids already, and will appreciate how their parents might have suffered many difficulties bringing them up. They should think over the fact that they were working hard to earn for their children. Today their parents are old and they will leave the world anytime and so during that limited time should be kept happy. Kids require the care of parents, as at that age they are
physically dependent on them, and similarly, old parents are also dependent on children. Old parents require physical, emotional and material care. Today you give love to your old parents and tomorrow your kids who will emulate you will give you back similar love and care. Parents are the best friends of their children, and they are the happiest when kids do well in their career. It is said that every father wants to see his children do better than him.
The solution lies in teaching ‘samskar’ to children when they are growing up, and this is the responsibility of parents and teachers. Children today are not taught about our Indian culture and tradition The discussion on this issue will go on and on, based on the personal opinion of each of us. But one thing on which we all will agree is that the actor in this family drama remains constant, though his perspectives change as he graduates from childhood to fatherhood and then to grandfatherhood. Similarly, there will be other actors in the family. The difficulty mainly arises because of the communication gap and sometimes due to ego problems of the members of the family. Jealousy between siblings also becomes a cause of tension at times when parents are bracketed with one sibling against another. There was a case before me when a son wanted to get his old widowed mother searched, as he felt that the mother being closer to the sister would give her all the property. We all will agree that there are many complexities in human relationships. It is difficult to understand human behaviour and pre-judge it. Then in such a complex situation the question is, how to proceed? There can be one answer that we must change ourselves as per the need of the situation, and so adjust with the people as we cannot change others. There are problems created by the generation gap. There are problems created by modernity and western lifestyle. There can be many problems and reasons for disjointing our families but the ultimate aim remains the same for everybody and that is personal happiness. This personal happiness can be achieved only when we understand that we have members in the family who care for us and that we are not alone. There are people around us who will cry when we are in pain and who will be happy when we are happy. This is possible when we effectively communicate amongst ourselves, professing love for each other. We should not feel shy in saying sorry or in forgiving. When in a family the DNA of members is the same and thus biologically they are of a similar composition, why should not our heartbeat together in perfect harmony? Think and be happy. September 16-30, 2017 / Corporate Citizen / 5
Contents 20
Cover story
Dynamic Duo 58
Co-Pilots for Life Air Chief Marshal Pradeep Vasant Naik (Veteran) and his better half Madhubala Naik talk about how the Indian Air Force has been part of their life, about their capacity and their strengths, the adjustments they made, and the lessons they learnt together
09 9 COLLYWOOD Chatpata Chatter from the Corporate World 13 MANAGE MONEY How to create financially intelligent organisations 14 WAX ELOQUENT Who said what and why 6 / Corporate Citizen / September 16-30, 2017
Volume 3 Issue No. 13 September 16-30, 2017 www.corporatecitizen.in
16 INTERVIEW Anika Parashar, COO of Fortis La Femme on her mission to enable women to fulfil their lives through better health awareness 28 NHRDN CAREER FEST 2017 Geethaa Ghaneckar, CHRO, Raymond Group on careers in retail & lifestyle 32 CRADLE OF LEADERSHIP Meera Isaacs, Dean, The Cathedral and John Connon School, Mumbai on how the school is making strides using technology to enhance education 38 CORPORATE RESPONSIBILITY Director, film producer and screenwriter Kiran Rao and her husband, actor Aamir Khan’s ‘Paani Foundation’ has brought in a plethora of changes giving rise to hope for a drought-free Maharashtra
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40 SPORTS BIZ ‘The Business of Sports’ summit organised by the Federation of Indian Chambers of Commerce and Industry (FICCI) in Delhi 46 CAMPUS PLACEMENT Prachi Bhutkar shares her experience of campus placement 48 LOVED AND MARRIED TOO Homeopath Dr Mitali Upadhye and her tax consultant husband Deepak Upadhye on their journey together 50 SURVEY Survey on challenges of the Indian insurance industry by Confederation of Indian Industry (CII) and PricewaterhouseCoopers (PwC)
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contents
Editor-In-Chief Dr (Col.) A. Balasubramanian Consulting Editor Vinita Deshmukh vinitapune@gmail.com Assistant Editor Prasannakumar Keskar prasanna.keskar@gmail.com
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Senior Business Writer Rajesh Rao rajeshrao.rao@gmail.com
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Senior Sub-Editor Neeraj Varty neeraj.varty07@gmail.com Sub-Editor Vineet Kapshikar vineetkapshikar@gmail.com
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Writers Delhi Bureau Pradeep Mathur, mathurpradeep1@gmail.com/ Sharmila Chand, chand.sharmila@gmail.com
54 PEARLS OF WISDOM Each one of us has a role to play in the great cosmic drama of life
Bengaluru Bureau Sangeeta Ghosh Dastidar sangeetagd2010@gmail.com
56 BOLLYWOOD BIZ Bollywood actors in the Forbes Highest Paid Actors list
Pune Bureau Joe Williams / Kalyani Sardesai / Namrata Gulati Sapra Manager Circulation Mansha Viradia +91 9765387072, circulations@corporatecitizen.in West : Jaywant Patil +91 9923202560 North : Hemant Gupta +91 9582210930 South : Asaithambi G +91 9941555389
58 HEALTH Ravindra Patil, Chief Executive Officer, VTP Foods on his philosophy on fitness 61 MOBILE APPS Smart home appliances 66 LAST WORD Building lifelong friendships-by Ganesh Natarajan
Creative Direction Sumeet Gupta, www.thepurplestroke.com
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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 / September 16-30, 2017
Graphic Designer Shantanu Relekar On Cover Page Madhubala and Air Chief Marshal Pradeep Vasant Naik (Veteran) Cover Page Pic by Yusuf Khan Photographer Yusuf Khan Website / Online Subscription www.corporatecitizen.in For Advertising, Marketing & Subscription queries Email: circulations@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
collywood
People in the news
TVS logistics set to park in Southeast Asia
Nandan Nilekani back at Infosys Of late, Infosys has been in the news for all the wrong reasons and the exit of the top guns has been the main focus. The reasons may be genuine, or it may be seen as infighting within the stakeholder campus. But the general public felt sorry for this IT company which has been the flag bearer for other IT companies in India. Nandan Nilekani has now taken over as Non-Executive Chairman and Director, after CEO Vishal Sikka called it quits. There has been discord between the founder, N R Narayana Murthy and Sikka. After Sikka put in his papers, R Seshasayee followed suit. It is given to understand that Ravi Venkatesan, who was Co-Chairman, will stay on as director while U B Pravin Rao will continue as interim CEO and MD. There have been
ripples in the stock market as well, soon after Sikka stepped down. The Infosys stock lost more than `30,000 crore of its market capitalisation. This has disturbed shareholders, as they are unlikely to be reassured that the company has a stable management until the company is able to recruit a new MD and CEO. This has also raised doubts in the corporate world, as analysts have expressed concerns about the company being able to attract talent after the manner in which Murthy took on the board in a public offensive. Sikka stepped down after a continuous assault on him and the board by Murthy, who alleged corporate misgovernance, especially in connection with the $200-million acquisition of Panaya and the severance package of former CFO Rajiv Bansal.
Going by the way things are moving, it is likely that TVS Logistics Services Ltd (TVS LSL), part of the TV Sundaram Iyengar Sons Group is looking to buying logistics firms in Southeast Asia, a region that offers an opportunity worth $500 billion to $600 billion, according to sources. The Chennai-based firm is moving with freight forwarding companies in Malaysia, Singapore and Thailand. It is understood that the acquisitions were aimed at enhancing the ability to serve customers better. The firm is looking at acquisitions in the home market, but that will not necessarily be a driver towards being a billion-dollar company by 2021. With its global revenue crossing $1 billion, TVS LSL is setting focus firmly on its India operations to achieve its billion dollar revenue target in the country. There have been some changes that this move has brought about, as the company has also restructured its business and appointed R Shankar as Chief Executive of its India operations. Besides other factors, growth will be boosted by the implementation of the Goods and Services Tax (GST) which opens up a lot of opportunities for organised logistics firms.
September 16-30, 2017 / Corporate Citizen / 9
collywood Robin Leopold named Chief HRJP Morgan Chase Robin Leopold has been appointed as Head of HR at JP Morgan Chase. Till now, she was HR head for the organisation’s corporate and investment bank. She takes charge from John Donnelly, who will now take charge as Vice Chairman and senior adviser to the Chief Executive Officer, Jamie Dimon. Donnelly has been the CHRO since 2009 and has spent 30 years with JP Morgan Chase. He will continue to work on executive succession, recruitment and coaching. Leopold, carried experience of 20 years with the Citigroup, before joining JP Morgan in 2010. She started her career with the American Stock Exchange in 1996, with degrees in psychology and business management from the University of Massachusetts. Talking about the move, CEO Dimon spoke about the firm’s attempt to boost diversity-particularly with their focus on school recruitment, retention and hiring of ‘more senior African-American talent,’ and highlighted that a Black woman runs the firm’s retail division.
Birla weighing Constellium, Aleris bids In a bid to seek growth, Indian billionaire Kumar Mangalam Birla is evaluating possible bids for Constellium NV and Aleris Corp. Things are moving at an easy pace and deliberations are at an early stage, and the Aditya Birla Group is yet to take a call, according to close associates within the firm. The conglomerate could decide to pursue an acquisition through Novelis Inc., a unit of Birla’s Mumbai-listed Hindalco Industries Ltd., according to inside sources. This saw the shares of Constellium shoot up by 8.1 per cent in US trading and closed at the highest level in more than two years. The move extended this year’s gains to 92 per cent, giving the company a market value of $1.2 billion. Constellium, the Dutch maker of aluminium products, is weighing options after drawing takeover interest. Ohio-based Aleris had agreed to sell itself to Zhongwang USA LLC for $2.3 billion including debt, but the deal was left in limbo after
US officials raised national security concerns about the Chinese bidder and the company withdrew an application for regulatory approval. “Hindalco successfully managed to turn around Novelis, which was once considered a white elephant,” commented Sanjiv Bhasin, an Executive Vice President at local brokerage firm India Infoline Ltd. “The way forward in the US, especially with an expectation of Trump protectionism, is an acquisition.” Hindalco is focusing on downstream products as it seeks to take advantage of Indian Prime Minister Narendra Modi’s promise to boost infrastructure spending in Asia’s third-largest economy. Constellium sells aircraft parts, industrial coil, window frames and car bodies to aerospace, automotive and packaging customers around the world. Aleris makes rolled aluminium sheet products at manufacturing sites in North America, Europe and China, according to its website.
Kataria to head HR at Dish TV-Videocon D2H Pushkar Singh Kataria, an electrical engineer from Jabalpur Engineering College, who started his career with Praxair in 1997, has joined Dish TV as head HR. This appointment comes in prior to the Dish TV and Videocon D2H merger, which has been approved by the National Company Law Tribunal and will be completed by October. Kataria who will head HR for the new merged entity will ensure a smooth transition of the workforce when the two entities become one. He will manage strategic leadership, oversee talent management and drive HR excel-
10 / Corporate Citizen / September 16-30, 2017
lence. Commenting on the appointment, Anil Dua, Group CEO, Dish TV, said, “Dish TV is at the cusp of significant transformation. Kataria’s experience will stand us in good stead, on both business and employee fronts.” Kataria’s career with Praxair was a stepping stone for success wherein he became the regional HR head for West India. He then moved to Vedanta, where again he spent close to ten years. His last designation at Vedanta was Vice President, Group HR. He has been the President and Chief People Officer at Reliance Capital for the last four and a half years.
Chavda joins Sodexo India
Sodexo has appointed Pradeep Chavda as the new Human Resources Director-India, as Mallika D’Souza, who after a successful stint of five years in India, has moved into a larger role in the Global Seniors Segment at Sodexo in the United States. Chavda brings with him diverse HRD skill sets and capabilities, acquired from working with large-scale Indian MNCs, in both national and international environments for over 20 years. His most recent assignment prior to joining Sodexo was with Bharti Airtel as the HR Head for the Homes Business, managing a total workforce of over 7000 employees. He also has to his credit the global award from SuccessConnect Australia, for the adoption of the best talent management tool. At Sodexo, Chavda will lead and drive the talent management strategy as an instrument of business transformation and development of agile leaders. He will be responsible for building a robust and sustainable people culture to foster creativity, innovation, performance, compliance, and good governance. He will help provide Sodexo the competitive edge to deliver on its promise of offering Quality of Life services— both to employees as well as key stakeholders. A graduate from MS University Baroda, Chavda has further earned a master’s degree in social work and two postgraduate diplomas-one in human resources and the second in industrial relations and personnel management.
Agrawala to head Tatas’ infra, defence biz In what could be termed as the second innings, a veteran in the energy-sector, Banmali Agrawala takes over as the President, Infrastructure, Defence and Aerospace at Tata Sons. In his previous assignment, Agrawala served as the President and Chief Executive of GE South Asia. He will take up his new role at Tata Sons and will report to Executive Chairman N Chandrasekaran. This will be Agrawala’s second stint at the Tata Group. At his previous stint at Tata Power, Agrawala served as a member of the Board of Directors and the Executive Director, Strategy and Business Development. He was also nominated to the Board of other Tata Group companies and joint ventures. “I’m delighted to be back as part of the Tata Group and contribute towards the phenomenal opportunities that the Tata Group has in the core infrastructure related sectors, in India as well as globally. I look forward to taking all my learning and experience from GE on to my new role at Tata Sons,” said Agrawala, on his second innings with the Tatas. Since Chandrasekaran took the corner office at the Bombay House earlier, this is the fourth high-profile appointment at Tata
Sons. In May, Saurabh Agrawal was appointed as the Chief Financial Officer of Tata Sons and Shuva Mandal replaced Bharat Vasani as the group’s general counsel, while he hired Ankur Verma, former Managing Director of Bank of America Merrill Lynch’s investment banking division in March this year. “The Tata Group has a significant footprint in infrastructure, defence and aerospace sectors. Banmali’s global experience in these industries will be very beneficial as we build scale and aspire for the next phase of growth. As part of the Tata Sons leadership team, his knowledge in several areas, including leadership development, digital infrastructure, innovation and technology will be very beneficial to the Tata Group,” said the man behind this move, N Chandrasekaran. Banmali was with the Wartsila Group for over 21 years and at the time of leaving the Group, he was the Managing Director of Wartsila India Limited and a member of Wartsila Global Power Plant Management Board. A Mechanical Engineering graduate from the Mangalore University, Agrawala is also an alumnus of the Advanced Management Programme of the Harvard Business School.
September 16-30, 2017 / Corporate Citizen / 11
collywood Garg, first independent director of PeopleStrong
Khosrowshahi to be new Uber CEO Dara Khosrowshahi, CEO of Expedia, replaced Travis Kalanick who stepped down as the CEO of Uber recently. Uber has seen high tides in the last few months with cases of sexual harassment, firing related to cultural investigation, tussle with regulators, political pressures, alleged distribution of rape victim’s record, drug abuse, car explosion, and so on, which saw the exodus of several top executives on moral grounds. While the cab aggregator was reeling under the pressure of filling the vacant positions quickly, finding the right executive was not less challenging. With several names to choose from, finally the company selected Dara Khosrowshahi as its new CEO, to replace former CEO, Travis Kalanick, who stepped down because of revolt from the shareholders. Dara Khosrowshahi, an Iranian American businessman, has been the CEO of Expedia, an American travel company. He has been with Expedia since 2005 and has helped expand the organisation globally by bringing in several online travel booking brands. It is a job cut out for him, as he will be burdened with the task of making the company operate
and function, as it used to, pre-2017. Several of the senior positions—Senior Vice President, Global Operations Head, President and President Asia-Pacific—were lying vacant. The company is yet to fill the posts of Chief Operating Officer, Chief Financial Officer and Head of Finance. The big task for Khosrowshahi will be to deal with former CEO Kalanick, the key player in Uber’s origin, who has a seat on the board with 10 per cent stock and 16 per cent voting rights in the company. Meanwhile in another move, Vishpala Reddy, Vice-President and Head HR, American Express will move to Uber as Chief People Officer for India and South Asia. The appointment is in line with the ridesharing app’s moves to strengthen its leadership bench in India. Reddy, who started her career with Cognizant Technologies, has worked as senior consultant with Hewitt Associates, in the area of performance and rewards. Reddy played an active role as a board member of the national executive board of NHRDN (National HR Development Network) 2016–17 and has also led their Young Minds Advisory Board.
Star shines with bonanza IPL bid Cricket has again proved to be the most wanted sports in India. Star India Pvt Ltd, the broadcast rights holder of Indian cricket and the International Cricket Council (ICC), walked away with the sport’s lucrative property, the Indian Premier League, after submitting a consolidated winning bid of `16,347.5 crore (approx US$2.5bn) recently. Star was the only company among 13 bidders to submit a consolidated bid for IPL rights across all categories i n India subcontinent, digital and rest of the world territories. The previous broadcasters who held the rights for ten years, Sony Pictures Network (SPN), submitted a bid of `11,050 crore for the Indian subcontinent television rights. Social network giant Facebook’s `3,900 crore bid for digital rights turned out to be the day’s surprise. In addition to its consolidated
bid, Star also submitted bids for each category individually: `6,196.94 crore for the India subcontinent rights, `1,443 crore for the digital rights and `242.54 crore collectively for five global rights (for the rest of the world territories).The total of its individual bids added to `7,882.47 crore. So Star, the Indian arm of 21st Century Fox and News Corp, put `8,465 crore premium on the consolidated rights over the sum of the individual property rights. Star beat the rest of the territorial bidders collectively merely by a 3% margin, making it a very narrowly contested auction. In a nutshell, Star will now pay the BCCI, the parent body that governs the IPL close to half a billion dollars (`3,269 crore) every year, approximately `54 crore per game for 300 IPL matches to be played between 2018 and 2022.
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Rajul Garg joined PeopleStrong as its first independent director after it received multiple investments recently. He is an early investor in tech companies and a business professional with experience in investing and building a company. His first startup was Pine Labs. Then he co-founded Global Logic, a global services company, which was sold in 2013 for $400 million. “We are very excited to have Rajul as a part of PeopleStrong’s growth story. He brings a wealth of experience from the technology product industry, and as we take our HR SaaS product to the global stage, we look forward to his valuable inputs, which the company will gain and benefit from,” said Pankaj Bansal, co-founder and CEO, PeopleStrong. Garg has been the board member of several companies. He is counsellor for several startups, a mentor at IIT and part of TiE and NASSCOM. “I am delighted to formally join the PeopleStrong board. As the advisor, I have been observing their product and the exciting HR SaaS story they are building in India. I look forward to sharing my experiences and contributing to the future direction and growth of the company, said Garg. Compiled by Joe Williams joe78662@gmail.com
manage money Dr Anil Lamba
Creating Financially Intelligent Organisations
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Why financial mismanagement is the single biggest cause of business failures and how to ensure that your organisation does not fall victim to it
here is a crying need for organisations to be financially intelligent. For sustainable growth financial intelligence must percolate across all levels within the organisation. It is an established fact that financial mismanagement is the single biggest cause of business failures the world over. Let me today dwell upon why this happens and how to ensure that your organisation does not fall victim to it.
Why do so many business suffer on account of financial mismanagement?
This question puzzles many-that despite the best of professionals working in the finance department, how is it that they still succumb to the malaise of financial mismanagement. Let me tell you a well-hidden secret: Very little finance management happens in the finance department. Much of what happens there is accounting. Finance management or mismanagement is happening 24/7 in every action of every individual. By the time the so-called finance person comes into the picture, the good or the damage has already been done.
How to create financially intelligent organisations?
When business leaders and entrepreneurs understand the importance of good finance management and the price organisations pay on account of financial mismanagement, they are naturally curious to know what therefore is good finance management so that they can start practising it. While on the one hand understanding good finance management can take years to learn, I have condensed its essence in the form of two rules that I call as the Two Golden Rules of Good Finance Management. (Today is not the time to discuss these two rules, which I will do another day.) When I explain these rules, which sound very easy to listen to, the reaction usually is, “This is so simple. Don’t corporations already know this?” My answer is, well, many don’t. But even those who do, the implementation of these rules pre-supposes the generation of relevant data, which often does not happen. If informa-
I would recommend that organisations ensure that robust accounting systems are in place and relevant data is generated on time that customised MIS reports are designed and generated at appropriate frequency tion is generated, it is not timely. If it is timely, it does not reach the right people. If it does reach, the people are not trained to read, understand and interpret the data and take necessary action. It is such a deep-rooted problem, that it is a matter of time that organisations would suffer its consequences.
So where does the solution lie?
If one does not want to become a victim of bad financial management, the only solution in my
opinion is to become a financially intelligent organisation. I would recommend that organisations ensure that robust accounting systems are in place and relevant data is generated on time that customised MIS reports are designed and generated at appropriate frequency that the reports reach the individuals concerned with that activity that financial education is imparted across the organisation, from the senior-most management to the employees on the lowest rung that the message gets communicated at every level that financial management is each person’s responsibility. It is so important for organisations to understand that profit that a business generates is the result of financially intelligent actions/decisions collectively taken by everybody within the organisation. Dr Anil Lamba is a practising chartered accountant, financial literacy activist and an international corporate trainer. He is the author of the bestselling book ‘Romancing the Balance Sheet’. He can be contacted at anil@lamconschool.com
September 16-30, 2017 / Corporate Citizen / 13
wax eloquent
Change is Happening
Take a look at what our corporate leaders have to say about recent trends and their experiences in the business world
I’m here to unravel a very complex situation
“I am not going to run this company based on comments on Twitter and television channels. That’s not going to happen. I’m here at the request of all shareholders to unravel a very complex situation and make sure that everybody is aligned—and take this company, which is a national icon to its future.”
Values are sacrosanct
“Any transgression of values; they are sacrosanct. Violating them ‘a little’ will result in a downward spiral. Lack of performance can be remedied, not lack of values.” Ananth Narayanan,
Nandan Nilekani,
CEO, Myntra & Jabong Courtesy: Times of India
newly appointed chairman, Infosys Courtesy: Hindustan Times
I look at the glass half-full “A few good words don’t just make your day but they also give the sense of belonging and confidence to take the next big step forward. A lot is spoken about coaching an international team. This team loves the pressure they face and see it as a challenge. It is the cynicism that kills all the joy. I’m not that kind of a guy. I look at the glass half-full.”
We’ve weathered more than one storm
“We’ve weathered more than one storm, to be honest, but you get them in different forms in different ways. People for example. As the company gets bigger and you employ more and more people, you have to manage these people and ensure their interests and the company’s interests are both aligned. Sometimes that’s not necessarily easy.” Paresh Davdra, CEO & cofounder RationalFX and Xendpay
Courtesy: http://www.businessinsider.com
14 / Corporate Citizen / September 16-30, 2017
Ravi Shastri, team India coach
Courtesy: http://timesofindia.indiatimes.com
Bringing women to forefront “Becoming a mother didn’t make me any less passionate about my work, nor did being a professional make me any less excited about becoming a mother. We all have preconceived notions shaped by society, our upbringing and experiences. Everyone has the right to realise their full potential regardless of things like gender, regional origin or religion.” Terri Bresenham, president and chief executive, Sustainable Healthcare Solutions, unit of GE Health Care
Courtesy: Mint
You can get 1+1=3 “Money will be an outcome, but the focus should be on skills, personality and having a value system. The collective is more powerful than the individual. And if people believe in a value system, you can get 1+1=3” Vikram Limaye,
CEO, National Stock Exchange Courtesy: Times of India
Feel proud of our films
“When we watch films from a powerful country, we feel somewhat inferior. We think our films are not up to their level, but at present, we should feel proud of our films. We are making films with very good content here.” Nawazuddin Siddiqui, actor
Courtesy: http://indianexpress.com
Infuse AI to stay ahead of competition When will west look east…?
“I think Indian arthouse films do well internationally, but big Hindi films, not yet. It will happen in time. The Indian sensibilities, market, audience… are very different from what the west wants. Indians are emotional in a different way. They sing for everything— when they are happy, sad or in pain. Whereas in the west, they don’t show any emotions.” Gurinder Chadha,
If every state can have an Olympics vision
“If every state can have an Olympics vision and focus on few disciplines then the whole will be greater than the sum of its part. Once that happens and other things fall in place, like professionals coming on board, other discipline sportspersons also becoming celebrities, then we will see the change. A lot of people I have talked to in top sporting nations, they say that you have to manufacture medals. That requires huge investment and we will also have to match that kind of investment.”
“If companies today are not thinking about AI, they are already two years behind. They will possibly be disrupted by another startup with the same business model, which uses AI. Any business today which does not think of AI is a wrong business.” Nipun Mehrotra,
chief digital officer, IBM India/ South Asia Courtesy: www.financialexpress.com
Injeti Srinivas, Director General, Sports Authority of India Courtesy: https://thefield.scroll.in
filmmaker
Courtesy: www.financialexpress.com
I measure effectiveness by… “In a silo-driven company, people start trying to become more and more efficient and the service level goes down. But I am saying to my people, I do not want operations to be efficient, I want it to be very effective, and I measure effectiveness by the availability of the product on the shelf, the inventory with the customers. So, it’s a twofold thing, one is capability and two is the culture of decision-making speed and agility.” Bali Padda, CEO, LEGO
Courtesy: Mint
Good time to be an entrepreneur
I want to live up to my family legacy
“Honestly, I think of everything as a privilege. What’s not a privilege in my life? On the other hand, it’s a challenge to forge my own identity. It’s something that I really want to do – live up to my family legacy.” Akash Ambani,
chief strategist, Reliance Jio Courtesy: https://www.gqindia.com
“One does not look for a good time when starting a venture, you look for opportunities. If you want to start a business, start it. You cannot predict what will work, and time the market. All you can do is to seize the opportunity.” Baskar Subramanian, co-founder, Amagi Media Labs
Courtesy: Times of India
AI apocalypse “Elon Musk is worried about the AI apocalypse but I am worried about people losing their jobs. The society will have to adapt to a situation where people learn throughout their lives depending on the skills needed in the marketplace. India has a large base of tech talent and I hope with lot of AI machine learning education online, will allow Indian software professionals to break into AI.” Andrew NG, co-founder, Coursera
Courtesy: Economic Times
Impact creates change
“When someone is in a position to make an impact, that impact creates change, and change positively affects some people and displaces others. Therefore, there are always going to be naysayers, and it’s important for leaders to accept that truth. In some ways, it’s a testament that change is happening.” Jason Kothari,
chief strategy and investment officer, Snapdeal Courtesy: Times of India
Compiled by Rajesh Rao rajeshrao.rao@gmail.com
September 16-30, 2017 / Corporate Citizen / 15
Interview
Healing
Womankind
Anika Parashar, COO of Fortis La Femme, a women and child hospital chain that looks at the nurture and care of women through birth, adolescence, motherhood and menopause, has made it her mission to enable women to fulfil their lives through better health, awareness and self-worth through the ‘milk bank’ for needy infants and her initiative−Organ Receiving and Giving Awareness Network (ORGAN), India, a network for building awareness and reaching out to the organneedy. She is also an avid alternate healing practitioner and a proud single mother. Corporate Citizen shares a slice of Anika’s life through her work, her passion and beliefs... By Sangeeta Ghosh Dastidar
or someone who believes in ‘being herself ’, go-getter Anika Parashar, COO of Fortis La Femme advocates the need for women’s empowerment via her engagements through this chain of women and child hospitals. This platform offers to nurture and care for women throughout their stages of life like birth, adolescence, motherhood and menopause by prioritising clinical excellence and patient privacy in a discreet female environment. Anika’s soft allure contradicts her strength. She has challenged life itself in its bitter battles. A proud single parent, she is like any ‘mom’ who straddles her life and that of her children with great confidence. She has worked closely with women over the last decade-and-a-half and thrives on issues related to women and their health. Among her other initiatives, she is also involved in a unique donor milk-bank
initiative that provides donor human milk for sick and premature babies of mothers who are unable to lactate. She has recently been honoured as the ‘Pride of India’, one of India's leading awards and recognition platforms, which felicitated 30 women achievers across varied sectors nationwide. She also runs her NGO, Organ Receiving & Giving Awareness Network (ORGAN), India, to spread awareness on organ donation and help those in need of organs. “I’m a believer. I believe that if you intend something, you can make it happen no matter how tough the odds. I am a single working mom and yet I manage. It is important to have a strong support system in terms of bosses who understand the dual responsibilities in a woman’s life – it is not important how or where you work, but about delivering one’s commitments,” says Anika Parashar.
16 / Corporate Citizen / September 16-30, 2017
‘Mamma Mia’ – the journey begins
The Italian interjection, ‘Mamma Mia’ or "my mother", is also an expression of human joy, surprise, fear and rejection-all in one breath, but perhaps in different situations, which forms the backdrop to Anika’s journey. We all have our ‘Mamma Mia’ moments, especially women as they traverse through their individual journeys and roles, yet aspiring to hold on to the ‘girl’ or ‘woman’ that they are. The 15 years of her career span in the women-wellness and women’s health sector has seen Anika create innovative brands, which includes working with Mahindra & Mahindra, The National Childbirth Trust, BSKYB, Channel 4 and Old World Hospitality. She considers herself a global citizen who was born in New Delhi, had her primary schooling in Hong Kong, finishing high school in Canada and University education in
“It is important to have a strong support system in terms of a boss who understands the dual responsibilities in a woman’s life – it is not important how or where you work — but about delivering one’s commitments”
September 16-30, 2017 / Corporate Citizen / 17
Interview fant care, etc. In short, a ‘full service solution’ for to-be and new moms.
Weaning women back to work
“The milk bank that started in April 2016 has treated almost 173 babies since its inception. The service is only available in Delhi/ NCR at the moment, with plans to expand to Bengaluru soon. We have pioneered a collection system in which a mother can express the milk in the comfort of her home; a carrier from the bank collects the milk in specialised freezer boxes and transports it to the bank. The pasteurised and frozen milk is then delivered from the bank to any hospital in the Delhi/NCR region, whenever a premature baby needs it” London. “I have been fortunate enough to experience multiple people, places and cultures,” she says. A student of therapeutic counselling, transactional analysis and a certified coach, her inherent curiosity to understand people and create services to match their needs has been the basic dipstick for Anika to set upon her career goals. She is also a qualified reflexologist, massage therapist, Pranic healer, Reiki practitioner, lactation counsellor, birth educator, a doula and is also certified in hypno and water birthing techniques. On the need for the Fortis model she says, “Keeping in mind the needs of contemporary Indian women, the multiple roles we play, the stress levels, which all lead to illness and disease, and also to cater to the need to be pampered and cared for during the birthing stage, we have created a unique concept focused on the care of women and their children.” Fortis La Femme has been conceptualised to provide a comprehensive tailor made clinical and holistic care designed primarily for women.
The services under ‘La Femme’ are available to all patients and are not restricted to the Fortis chain of hospitals alone. The programme thus focuses on providing clinical excellence and healthcare solutions as an opportunity for women to increase their presence within the corporate landscape. Anika began her association with Fortis some five years ago when she brought in the unique concept and brand-‘Mamma Mia’, a ‘Mom’s World’-as an informative fitness and wellness initiative for expecting and new mothers. “We grew to have seven Mamma Mias’ across Fortis and then last year the management felt it apt that a woman should be at the forefront of a women–linked healthcare business. With my background in business, marketing and being a qualified birth professional, I guess I fit the bill as the COO of Fortis La Femme.” ‘Mamma Mia’ focuses on ‘value added’ services for expecting and new mothers all under one roof. “These include information, fitness and wellness for pregnant women, postnatal moms, in-
18 / Corporate Citizen / September 16-30, 2017
Fortis La Femme in an initiative with Breast Milk Foundation formulated the ‘Amaara’ Milk Bank to provide donor human milk for sick and premature babies whose mothers are unable to lactate. It provides donor milk to highrisk newborns in the neo-natal units and to babies whose mothers face lactation failure, and is currently an effort to save the lives of vulnerable newborns. This is the only one of its kind public milk bank enables and ensures that donor human milk from the bank is not only used by babies born in and across Fortis hospitals, but also distributed to any premature baby born in any of the Delhi/NCR region hospitals and operates as a collection and delivery system. “The milk bank that started in April 2016 has treated almost 173 babies since its inception. The service is only available in Delhi/ NCR at the moment, with plans to expand to Bengaluru soon. We have pioneered a collection system in which a mother can express the milk in the comfort of her home; a carrier from the bank collects the milk in specialised freezer boxes and transports it to the bank. The pasteurised and frozen milk is then delivered from the bank to any hospital in the Delhi/NCR region, whenever a premature baby needs it.” With Fortis La Femme also conducting breast feeding classes for new mothers as a part of its Mamma Mia vertical, it is seen as a step that can be encouraged further, especially with the new central directive on extended paid maternity leave. On the recent move by the Lok Sabha to increase maternity benefits from the stipulated 12 weeks to 26 weeks, she said, “With this new policy in place, women will be fitter mentally, physically, emotionally and even financially, since the health of their new born will no longer be compromised while they strive to struggle multiple roles of motherhood and work. Besides these, it is equally important to have a support system at home to ensure your family is well cared for so that you are not strewn with anxiety during work hours. It is also important to compartmentalise job work as much as possible.” On bringing women back to the active work force, the ‘Mamma Mia’ initiative has been structured to focus on ‘value added services’ for expecting and new mothers. “Mamma Mia also provides professional answers and practical handling on issues related to pregnancy, labour, breast feeding, baby care, and support to fathers in understanding how they can be involved in the entire childbirth process and child care. All sessions are conducted by internationally certified specialists-childbirth
educators, Lamaze professionals, doulas and lactation counsellors. Yoga and fitness teachers are trained to help with weight management, body strengthening and breathing workouts to encourage an easier pregnancy, labour and birth. All of these services also compliment in getting women back to work with ease.”
Thinking ahead
Anika, the businesswoman, takes great pride in her role and considers this well women business as an extremely personal platform for her. “It’s about building and creating a product and service, which means something to women, something which can enhance their lives as they juggle their multiple hats. I am blessed to have a young, passionate team who are each functional experts in their spaces. My role as COO is to keep everyone aligned to our common vision, to push deliverables and achieve our goals-be that target achievement on the top or bottom line, delivering superior patient care or capturing and monitoring clinical outcomes to establish best in practice,” she says. On the constant challenge to have woman directors on company boards, Anika believes that there has to be a complete shift in mindset. “For generations now, globally and not just in India, women have been pushed aside for top management or board roles either because of their perceived inability to handle both work and home life or simply because of being viewed as less capable than male counterparts. However, this is gradually changing. But we have a long way to go. The change means recognising and acknowledging that women have dual roles to play and that both are equally important. Therefore, organisations too are supporting both the roles by extending flexi hours and day care facilities alongside, so as not to deny women from getting promotions. Their growth too is being tailored to match with their personal lives.”
With financial independence comes the feeling of self-worth too, and the state of instant gratification in modern times have caused a spurt in divorces. “Tolerance levels have gone down, we are less inclined to compromise, so our relationships suffer. We lack patience and are faced with temptations at multiple levels. With the advent of social media, it becomes easier to access people and to meander into relationships outside our marriages. People get married to a particular person in the early twenties and then both partners change into completely different beings with different value systems, priorities and dreams. Unless there is constant communication and sharing and growing together, couples find themselves with partners they just don’t recognise anymore.”
organ donation in Delhi, which will benefit everyone, regardless of religion, age, sex, caste, or social standing." The goal to spearhead organ donation stems from Anika’s own struggles to procure an organ for her ailing mother. “My mother Kirti Parashar needed a heart transplant. She had the means, the best doctors and a family who supported her. But there was no heart to be donated in Delhi and the wait could have been endless. She then moved to Chennai, which has a well-organised network in place, to wait for a new heart. She eventually got a new heart in December, after a four month long wait period! She could afford to move and wait. ORGAN India was formed for the people of India who don’t have the option of leaving their jobs and lives and moving to another city in search of an organ transplant.”
"It (well women business) is about building and creating a product and service, which means something to women, something which can enhance their lives as they juggle their multiple hats"
Beyond the call of duty
Anika's NGO-The ‘Organ Receiving & Giving Awareness Network’ (ORGAN) India is an initiative that was launched in March 2013 by a Delhi-based NGO, the Parashar Foundation, primarily to address the dismal state of organ donation in India. “We seek to remedy this shortage of organ donors, and help create an ecosystem to facilitate organ donation in India. The Parashar Foundation was set up in 2000 by my father, the late Ashok Parashar to help the poor and the less fortunate and also to provide funds to various schools, health centres and other organisations. While our previous work was primarily in the form of donations to various causes, we now have a clear goal-to create widespread awareness on
Work-life balance
Being a single mother had its own trials and tribulations for Anika. “I am a single mother to Nirvaan and Inayat, I run an NGO and have commitments towards my mother. I have a 7am to 7 pm work routine. However, from 7 pm to 9 pm, I don’t prefer to work as that is my time with my children. After that, I go back to work if I have to. On the weekends, I only deal with what is urgent. I meditate, work out, play the piano, write and paint. If I don’t do all these things, I won’t be able to balance my life.” sangeetagd2010@gmail.com
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India’s growth rate tops among leading car markets India is the only country among the top seven car markets to grow at a double-digit rate (11 per cent) in the first five months of 2017. India is the world’s fifth-largest market for passenger vehicles (cars, vans and utility vehicles). The only market that came close to India’s growth rate is Japan, the world’s third-largest Passenger Vehicle (PV) market, which grew at nine per cent. The top two markets China and the US saw a declining trend.
September 16-30, 2017 / Corporate Citizen / 19
Cover Story Dynamic Duo: 58
//// Madhubala Naik and Air Chief Marshal Pradeep Vasant Naik (Veteran) ////
Co-Pilots
for life
There is a saying that in life, you are a passenger or a pilot and Pradeep Naik chose to be a fighter pilot—flying high in the air, while his wife Madhubala Naik chose to be his co-pilot for life. The Indian Air Force has been a part of both of their lives for over forty years, which they say is a big chunk they can never get over it. As far as sharing of responsibilities is concerned, Naik proudly says that his wife looked after everything, while he looked after flying—her support he says allowed him to devote maximum attention to his profession. In a candid talk with Corporate Citizen, Madhubala and Pradeep, talk about the Indian Air Force and about their capacity and their strengths, the adjustments they made, and the lessons they learnt together By Rajesh Rao Jab We Met
Madhubala: Ours is sort of a love-cum-arranged marriage. It all started when I had gone to my cousin’s daughter’s marriage to Sharad Apte, an Air Force officer, who happened to be a good friend of Pradeep. Sharad saw me first and thought I would be a good match for his friend. Later when he asked my father, my father directly refused. Our family was from a civil background and had nobody in the armed forces, so my father was a little bit reluctant. On continuous insistence of Sharad, my father decided to go and meet Pradeep at Bidar, in Karnataka, where he was posted at that time. Pradeep’s family at that time were residing in Pune. When we went to Bidar, Pradeep kept us waiting for two days, before he met us. I complained that I didn’t want to marry such a shy guy, but Sharad assured me our meeting would happen on the third day. I had done my BSc Home Science from LAD College at the Seminary Hills campus in Nagpur. And right beside our campus was the Indian Air Force Maintenance Command. I would see Air Force officers in their smart uniforms and once had told my friend that I would love to marry an Air Force officer. Pradeep: We had our first meeting at home along with others. But, as there were a lot of people around, we could not even talk to each other. So the next day I asked Sharad if we could meet again. We met again and decided to get married. My parents didn’t know, so from Bidar, Madhu and her dad went to Pune to meet my parents. I couldn’t accompany them because I was not getting leave. A few days later, I took leave from duty, and we got married in Pune.
Life with a fighter pilot
Madhubala: After retirement also he has not come to the reality that he is 20 / Corporate Citizen / September 16-30, 2017
now on earth; he is still up in the air. I came from a civil background, where there were no late nights, no parties and my father was very strict. But after marriage in the Air Force, there was complete freedom. The first thing I learnt after marriage was…normally when any guest enters our house, we ladies stand up to welcome them—but in Air Force, Pradeep told me not to do so. I was surprised—he said that except for the President of India, ladies don’t stand up for anyone else. It took me time to get accustomed to these new manners and etiquettes. The other change was parties, which were proper sit-down dinners and I was not used to eating using fork and knife. It was very hard for me to learn, but Pradeep taught me how to do that. Though I was convent educated, I learnt to speak English fluently and confidently only after joining the Air Force crowd. As time went by, I did get accustomed to the Air Force life. One thing I taught myself was to keep my eyes and ears open, and observe—that’s how I learnt new things. There was never a time when I felt lost in Air Force. The Air Force people are very close knit, living like a joint family. Pradeep would not be there for twothree months at home, but we still felt safe and cared for. There was always someone to help you. Pradeep: In the corporate world, ladies don’t have much to do with each other, after office hour. But in Air Force, when I am a commanding officer and she is my wife, her job is to look after rest of the ladies—not only officers’ wives but there are 300-400 airmen, their wives, their welfare, their children, how the things are run. If you are the Station Commander, then your wife has that much more responsibility.
Air Force wives at work
Madhubala: We had a big welfare organisation called Air Force Wives Welfare Association (AFWWA). It was a non-government organisation, which
“Earlier days at the base, we women would calculate how many planes took off and how many landed. If both matched, it would give us a big relief. If there was a missing number, we would assume something was wrong and if a helicopter took off, we were sure that there was some mishap. This kind of dedication of wife towards her husband kept us going � - Madhubala Naik Pics: Yusuf Khan
September September 16-30, 16-30, 2017 2017 / Corporate / Corporate Citizen Citizen/ 21 / 21
Cover Story “I was totally involved with my flying. Because of her support, I could devote my time to the job. I call myself lucky that I got a supporting and an adjusting wife, that is the great strength of a wife ” - PV Naik brought all women together. A lot of Airmen wives were mostly from rural areas and less educated. Some of the airmen would not even bring their wives to the Air Force base, saying she had to take care of her in-laws. Then we senior officers’ wives would encourage the airmen to bring their wives to the base. Through AFWWA we started skilling these airmen wives in tailoring, weaving, painting and so on. With these skills, they could work and earn at home. In every Air Force station, the big problem for every women was finding a tailor. Air Chief PV Naik and Madhubala with their sons, Income is needed, so whatever the ladies would make, we younger son Vineet (L) and elder son Vivek (R) started selling. We took a small room and opened an outlet. This way we started generating income. Then we were permitted to bring products from other states. For example, if good sarees would change every two years. You get used to adjust to new surroundings were available in Pune, we would bring them to our outlet, this way we and new people—it takes a long time initially, but then you learn how to adstarted our thrift shop. The money thus collected, we started spending on just fast. Even our children learnt how to adjust; they would study in Central women’s welfare at the Base. When we started falling short of funds for School (Kendriya Vidhyalay). What supports you through this is the Air certain welfare activities, we started getting grants. Wherever, Pradeep Force family. Wherever you go, somebody or the other calls you for dinner went as Chief of the Air staff, I would also go as president of AFWWA. initially, somebody helps you settle down somewhere. The lady’s role keeps I would look into the schools, the local sick Quarters and even Military increasing as her husband’s rank keeps increasing. In a station, the first lady hospitals. For example, in Delhi we started an underprivileged school for let’s say she is my wife, she is totally in charge of schooling and she has a lot servants’ children in some vacant buildings and even today these schools of say as far as medical facilities are concerned. She has a lot of say as far as are running successfully. ladies complaints and welfare is concerned. So, it’s a parallel organisation, without the official ranks which we wear, and they don’t.
Biggest adjustment we made after marriage
Madhubala: While living as a civilian before marriage I had lived a very strict life. But coming to the Air Force, I would say I got total freedom. When Pradeep would get his salary, he would keep it in my hand. I never had any kind of restrictions. Pradeep: Every two years we had to change place, as I would get transferred to another Base in India. We had to pack the whole house and leave. Our children had to change their school every two years. Our neighbours
Air Chief Naik, with his family - (sitting L-R) wife Madhubala, mother, father, and elder son’s wife Swaroopa, with grandson Vihaan. (Back row) younger son Vineet (L) and elder son Vivek (R)
22 / Corporate Citizen / September 16-30, 2017
Strengths of being an armed force spouse
Madhubala: Air Force officer’s flying hours are erratic and there are no fixed timings. As a young newly married wife, I have had many such cultural shocks. For example, Pradeep would suddenly say he is leaving early morning at 5 am, when we have just returned from a party the night before at around 2 am. And then he insisted that I prepare breakfast for him and he wanted Parathas-took a lot of getting used to. For example, while in Bidar once, I was expecting my first child and I asked Pradeep to take me, to the doctor for check-up. He told me to go on my own. I insisted that he had to be there with me at the hospital and would call him after the time was fixed. When I made the call from our neighbour’s landline phone in the afternoon, someone informed me that Pradeep was flying. I told the person to inform Pradeep that there was an emergency and I had to go to the hospital urgently. He was messaged immediately on R/T, “Land immediately, your wife is not well.” He immediately landed, came home on his noisy scooter. When I opened the door, he asked me what Engagement day (1976) happened. I told him that we have to go
so many years, married to a fighter pilot, I have seen so many such incidents of others and never felt so much hurt. For the first time I realised what that feeling of pain was. Pradeep at that time was attending a conference. Somehow, I managed to pass on the message to him. He called me and told me not to worry as Ambala was not far from Delhi. This has been the most vivid memory of life, for both of us. Earlier days at the base, we women would calculate how many planes took off and how many landed. If both matched, it would give us a big relief. If there was a missing number, we would assume something was wrong and if a helicopter took off, we were sure that there was some mishap. This kind of dedication of wife towards her husband kept us going, there were many really dramatic experiences for us. Pradeep: I was calm when I heard about my elder son’s ejecting incidence, because I knew that when he has spoken means everything is alright. I got a chopper and went to the location. By then he was in the Military hospital. Luckily, he was safe, but he couldn’t fly fighter planes after that incidence. Because, due to ejection, sometimes the spine gets damaged, so you cannot fly fighter planes. He now flies transport aircraft. The fun part was, he was lying on the ground after ejection and this car stopped and those people helped him calling home on their mobile phone. When they asked him if he wanted any other help—he asked them if they could fetch him a cigarette to smoke. Surprisingly, they brought a cigarette for him and he smoked. One of the guys also clicked a photo of him, smoking the cigarette, lying with “Air Force is part of my life, it can’t the parachute around and that picture went viral on get out of me at all. I can’t ditch Air the net. He had promised Force... No! Never! I have been 40 years his wife that he had given smoking, and he had to with Air Force and it is a large chunk of up take a lot of flak when he returned home. anybody’s life” - Madhubala Naik
to the hospital—he said alright we will go in the evening. Immediately he walked to his scooter and drove back to work. That is when I knew that for him flying always came first. Pradeep: There is one thing—whenever I was airborne, she would get nervous and stressed out. She would never tell us. There was a time when I was in active fighter flying and my elder son was also in active fighter flying, she would be very nervous. I think all ladies have to go through that, which is a major part of their growing up.
Adjusting to the Air Force life
Madhubala: You have to be very patient and learn to be totally independent. When we decided to get married and I came to Pune, my mother-inlaw asked me three questions - Do you know driving? My answer was no and she told me to learn. Do you know banking? I said I do it sometimes. Do you know cooking? I said I am an expert in cooking. She advised me to know all these three to be independent. When I went to Bidar for the first time after marriage, it was a shock for me to know that now onwards I had to do everything and he will not be there anywhere. How to adjust depends on you—what you can do and what you cannot do, what is your capability, and how strong you are. We actually managed on our own. Pradeep: To be frank, my role as a parent was very little. I was totally involved with my flying. She has attended all the parents-teachers meetings at our children’s schools. I would say that is the great strength of a wife. Because of her support, I could devote my time to the job. I call myself lucky that I got a supporting and an adjusting wife.
Air Force is part of our life
Madhubala: Air Force is part of my life, it can’t get out of me at all. I can’t ditch Air Force…No! Never! I have been 40 years with Air Force and 40 years is a large chunk of anybody’s life.
Balancing work-life
Pradeep: Sharing of responsibilities—she looked after everything else and I looked after flying. Madhubala: We would always have an open discussion with our children on everything. In earlier days when our children were growing up, we had to live on a limited budget. My children never went to tuitions, they would in fact say that if we cannot afford why do we need tuition, we can do well without tuitions. I am happy that both my sons have done very well in their life.
Leisure time
Madhubala: Though Pradeep has never taken us on a travel holiday as such, but his service took us all over India. Pradeep is not an outdoor person. But after he became Vice Chief and Chief of Air Force, we got to travel all over the world. Pradeep: We are staying in Pune for six years now, after my retirement in July 2011. Pune has beautiful weather and all the advantages of a big city.
A vivid memory from Air Force life
Madhubala: When our elder son once while flying, had ejected. He was a fighter pilot and his engine caught fire and he had to punch out, before the aircraft crashed. He got out luckily and safely landed, somewhere in Ambala in Haryana, lying there waiting for help. One car passed by and seeing him they stopped. They helped him call home, we were staying in Delhi that time. He had totally blanked out due to the landing impact and could remember only the house number. When he rang at home, I picked up the phone. My in-laws were with us and my daughter-in-law, she was expecting her first child. He directly told me that he had ejected and he was lying in some location. I couldn’t believe and told him it is not the time to joke. He said that he is really in that situation—I went numb and didn’t know what to do. He told me to just inform his father, who would know what to do. For
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Indian languages at risk of dying out More than half of the 780 different languages that India’s 1.3 billion people speak are likely to die out over the next 50 years. The People’s Linguistic Survey of India (PSLI) raised the alarm during the launch of the latest 11 volumes in its planned 50 volume survey of the country’s languages. Of these, at least 400 Indian languages primarily are at the risk of dying in the coming 50 years.
September 16-30, 2017 / Corporate Citizen / 23
Cover Story
Info Box
Air Chief Marshal Pradeep Vasant Naik, PVSM VSM Born on 22 July 1949, in Nagpur, Maharashtra He took office on 31 May 2009 following the retirement of Air Chief Marshal Fali Homi Major and was succeeded in office by Air Chief Marshal Norman Anil Kumar Browne C ommissioned into the Indian Air Force on 21 June, 1969 as a fighter pilot Is an alumnus of Sainik School, Satara and National Defence Academy, Khadakwasla, Pune, Maharashtra Took part in 1971 IndoPak war air actions in the Eastern and Western sector He is a Qualified Flying Instructor and a Fighter Combat Leader. He was on the staff of DSSC, Wellington and TACDE and a graduate of NDC Air Chief Marshal Naik and his wife Madhubala Naik have two sons; the elder is a Group Captain with the Indian Air Force flying with the Comn Sqn, and the younger, a Captain in the Merchant Navy Awards - Param Vishisht Seva Medal, Vishisht Seva Medal
24 / Corporate Citizen / September 16-30, 2017
“In the corporate world lack of decisionmaking or bad decision leads to loss of profit and organisation suffers. In military bad decision making leads to death. So, the trick is to make good decision all the time. How does that happen? It comes from professional knowledge and out of experience”
“We need Scholar Warriors for today’s Armed Forces”
Leadership qualities have to be established in you right from the word go, says Air Chief Marshal Pradeep Vasant Naik (Veteran), who has served as the 22nd Chief of the Air Staff of the Indian Air Force. During his 42 years of service, he has served in a variety of Command, Staff and Instructional appointments. After retirement also he has not come to the reality that he is now on earth, he says he is still up in the air. In an exclusive interview with Corporate Citizen, Air Chief Naik, talks about his love for flying and his journey from being a Pilot Officer to Chief of the Air Staff. His progress in service and how his zone of influence and responsibilities kept expanding By Rajesh Rao Tell us about your 42 years journey from joining the air force as a pilot officer in 1969, to being the Air Chief Marshal of Indian Air Force. Your dream of joining Air Force—when and how did it start? My uncle was here in Pune as a Municipal Commissioner and we had come to visit him—I must have been about 6-7 years old. We had visited the National Defence Academy (NDA) at Khadakwasla, which was just getting built. I fell in love with the swimming pool over there and I told my father that I must join NDA. As a result I was put into the Sainik School, in Satara—thanks to my dad. After my schooling at Sainik School, I joined NDA and after that Air Force. My schooling—till 8th standard I was in Parle Tilak Vidhyalaya, in Vile Parle, Mumbai. From 9th standard I went to Sainik School and thereafter it was an automatic process of going to NDA and then joining Air Force. During my school days itself I had developed a love for flying, so I decided to join the Indian Air Force. So, first was the swimming at NDA, then I went to Sainik School, and I was in love with flying—that’s how I joined Air Force.
I was born in Nagpur, in a place called Bijli Nagar. My father at that time was working in Maharashtra State Electricity Board (MSEB) We are two brothers—my brother who is three years younger to me, stays at present in Toronto, Canada. We spent three years in Nagpur and thereafter we kept moving around all over India, including Mumbai for some period. No one in my family was in armed forces, except one of my uncles, who was not a flyer but an engineer.
My first flying experience
My first flying experience was in NDA, where we used to fly gliders. A glider doesn’t have an engine, it is attached to a winch with a cable. The winch pulls the glider and gives it speed to get airborne. With its wing form it used to generate lift and if you got an upward spiral—piece of thermal wind going up-it would give a gain in height for the glider, otherwise it kept descending through till it landed. That was my first experience of flying. It was enjoyable and we would look forward to it—there were two things in NDA we would look forward to, one was riding and the other was gliding.
Pilot Officer to Air Chief Marshal
I joined the Air Force as a Pilot Officer in June 1969, after that they have abolished that rank. We were commissioned at Yelahanka, a suburb in Bangalore. A Pilot Officer is equivalent to the Second Lieutenant of the Army and Sub Lieutenant of the Navy—all these three ranks are abolished now. They start with Flying Officer, or Lieutenant. So, on 21st June 1969 I got commissioned and the first 3-4 years was all about learning how to fly. In those years we flew the Vampire aircraft and the Hunter aircraft. Vampire aircraft was from end of Second World War period. Hunter was a famous aircraft—in the Battle of Longewala, which was one of the first major engagements in the western sector during the Indo-Pakistani War of 1971. The Hunter aircraft had done lot of damage to the Pakistani tanks. I along with six others were the first people to come on to MiG-21, the supersonic jet fighter. In 5-6 years, we had established ourselves and had considerable amount of experience. In 1975, I joined the flying instructor course, to learn how to teach, at Tambaram near Chennai, where they have a Flying Instructor’s School (FIS). After that, I got posted to the Air Force base at Bidar, in the north-eastern part of Karnataka state. I have a very long association with Bidar. I went there as a cadet, then I came there again as an instructor. I got married in Bidar. Later my son was posted as an Air Force cadet in Bidar. Then I took over as Air Officer Commanding, at Air Force Station, Bidar, when I became Air Commodore. In 1977, we got married and our first child was born when we were in Bidar. So, once you get married, your responsibility increases—scooter, wife, then child. I flew a lot and we moved from one place to another in India. People ask me what was your vision—as a pilot officer, you don’t have a vision, your vision is restricted to flying. Then when you become senior, you become a Flight Commander for a squadron, means you are a number two man. So, more and more responsibility, more span of control, more things of management, more leadership, came to me. As a Flight Commander you think of what the Squadron does. When you become really senior, like an Air Marshal, then you have responsibilities like what should the Air Force do, what should the country do and so on. As you progress in service, your zone of influence keeps expanding. I commanded a fighter squadron in Pathankot, 26 Squadron, had an emblem of a warrior with a shield—my squadron was known as a Warrior Squadron and I was known as Warrior One. I got about two thousand hours of flying with this squadron. Then I went to Defence Service Staff College in Wellington, Coonoor, in Tamil Nadu, for an academic course, where they teach higher management, leadership and strategy. After that we went to Jamnagar—I had done a course called Fighter Combat Leader (FCL), a very tough combat course on the lines of Top Gun in USAF. I then got posted as a staff at the Tactical September 16-30, 2017 / Corporate Citizen / 25
Cover Story Air Combat Development Establishment (TACDE), in Jamnagar. After that I took over a squadron at Pathankot. Then came to Srinagar, as an Air Commodore. Our second child was also born, three years after the first one and that time we were in Jodhpur. Being in the air force you get to see the whole country, except your own state—they never post you in your own state. After Srinagar, we did a course at National Defence College (NDC), which is the highest course for the service officers. And then I went and took over Bidar, as an Air Commodore. After that I became Air Vice Marshal (AVM), and then Air Marshal. As an Air Marshal, first I was in Western Air Command, in Delhi—looking after the entire west and north-west of the country. WAC—was a huge command. I was the the Senior Air Staff Officer (SASO)—the number two man. Then I went and took over Central Air Command, in Allahabad as AOC-in-C. Then I came to Delhi as Vice Chief of Air Staff and then became Chief of Air Staff, in July 2009 till 2011.
As a Leader
Leadership qualities have to be established in you right from the word go— because men are under you and you are never alone. You are looking after ten people, which then goes to hundred and then over thousand. Then you develop a lot of managerial skills, then you start thinking of strategy and tactics. And you make policies sometimes, when you are responsible for lot of changes. When you are at the top, you are responsible for the whole thing. You are responsible for the mission—mission of the Air Force is to guard the country against threats, arising through the medium of air and space. That is the chief responsibility. There are three core values of Indian Air Force mission, integrity and excellence, they are the three pillars of professionalism that provide foundation for the military leadership at every level. Can you elaborate on these three values and how they can be applicable to other fields also? These core values are applicable in any field. In the Air Force, I was the one who set out these three core values. The mission is your task and achieving excellence in your mission—what the government has given you, what they want you to do. Standard and sub-standard performance is not acceptable— you should always strive for excellence. These core values are emphasised here not at the cost of integrity. Keep the integrity intact—no corruption, no back-stabbing, and no shortcuts—that is what integrity means. Integrity means practising what you preach. Achieve your mission through hard work, professional knowledge and leadership qualities, but not at the cost of integrity. Integrity is mandatory in achieving your goals. What are the qualities of being an effective leader? Professional knowledge: The basic quality that a leader must have is professional knowledge. In any field, you cannot do without professional knowledge. You have to be top in professional knowledge. Decision-making: In the corporate world lack of decision-making or bad decision leads to loss of profit and organisation suffers. In military bad decision-making leads to death. So, the trick is to make good decision all the time. How does that happen? It comes from professional knowledge and out 26 / Corporate Citizen / September 16-30, 2017
MiG-21- Bis of 26 (Warrior) Sqn which Air Chief PV Naik commanded
“In these modern days, what you need is a scholar warrior and not a guy who only thinks on limited channels. He has to know history, he has to know humanities, know theory of management” of experience. There is no substitute for experience. A young person cannot have the same grasp as an experienced person. Time management: It has to do with delegation of duties also, because bad time management leads to bad decision making and it leads to stress. And lot of stress means your value is zero. Plus people end up in a syndrome called ‘Zero Error Syndrome’, which means you are so scared that you don’t trust anybody and end up doing everything yourself. This is why everything suffers—you should avoid getting into Zero Error Syndrome. Courage: It is very important in the military. You have physical courage and you have moral courage. Physical courage, you don’t know whether you have it or not. For example if you are travelling in a bus and you see four boys harassing a girl, and they are strong and are armed. Do you have the courage to tell them to not to do what they are doing, whatever the consequences may be. You know the consequences are going to be bad. That is where you need physical courage to do that. The other is moral—means the courage of your conviction. The courage to stand by what you think is right. And Moral courage can be taught and learnt. Moral courage is more important as a top leader. Delegation: Is another mandatory quality for a leader, which is also very tricky at times. When you delegate, you must not forget that responsibility is still yours. So, here you have a typical case of our bureaucracy—authority without responsibility. They have been delegated some job, they establish their authority and they exercise their authority, but responsibility is on citizens. Then there are many other leadership qualities like discipline, tact, honesty, integrity, sense of humour and loyalty. Tact means, diffusing of situation—when to say what and to whom and when not to say anything at all. Sense of Humour—if a leader has sense of humour, half of his job is done. By honesty I don’t mean only money, there are many other things like honest advice and honest opinion. What are the leadership qualities required in the 21st century? Great leader, Field Marshal Manekshaw, was the Chief of the Army Staff
of the Indian Army during the Indo-Pakistani War of 1971. He would give talks on leadership to various forums and he would describe his own experiences of the 1971 war and how he stood up against Indira Gandhi, how he took time to develop all his approaches, before he actually committed the country to war. He used to always insist that in the 21st century leadership will remain the same, qualities remain the same, only thing you need is to adapt yourself to the 21st century. My opinion is slightly different, I feel that in the 21st century, there are certain major changes that have happened, which need to be catered for by a leader. Firstly, talking about military leadership, the nature of warfare has changed. Fair and honest war, that is all gone now. Preferably you would like to stab the enemy from the back, when he is not looking, so that there is maximum damage. Even later, as far as Second World War is concerned, the war aims used to be clear, we used to fight for borders, capture territory and all such things. Nowadays, aims are not that clear, it is grey and not black and white. There are hardly any border wars, hardly any capture of territory, because world opinion comes in and stops those wars. The enemy in the olden days use to be well defined, but nowadays you don’t know who the enemy is. He may be sitting next to you in the Naxal region, in the North-East India or in Kashmir. Then how to fight these wars? The military is trained for maximum damage—one bullet-one enemy. In these situations, maximum force is not to be applied, in fact, principle of minimum force is required in terms of these wars, which are less than war situation. So, the nature of war has changed and nature of enemy has changed. Military, by and large is used to an hierarchical structure—you have platoon, battalion, brigade, division, corps, and you have an army and accordingly Major General, followed by General. Now these enemies of yours, have a flat organisation and not a hierarchal structure. In the hierarchal structure decisions take time. With the enemy, decision are taken on mobile phones, the leader is of a group of 12-13 people, between him and other there are other small groups. He can approach his top leader at the press of a button. They do not use long supply chain, they use commercially off-the-shelf material. So, your leader in the army today has to be aware of these things, he has to be aware of the social geography. Like, what is the social influence in that region? What is the geographical distribution of the social influence? Whether you are in Kashmir or North-East or Naxal areas, there is a difference in treating them. Power of the social media, technology these are somethings old time leaders don’t know that it has overtaken so many things. So, a leader must be able to adapt to technology and must ensure that his people also adapt. We are all used to reporting to work on time—if you are delayed by a minute, then you are late. Now with the technological advance, you can work from home—flexible time is used by all corporates today. So, a leader must know all these things and therefore leadership qualities need to change as per time. You have said in one of your articles that we do not possess brand India. Can you elaborate and explain. India has the dubious distinction of being the largest importer of defence items in the world. With our population, the amount of manpower and trade, technological skills, we should be able to manufacture most of these things here in India. This ‘Make in India’ concept is something I believe in. But, it has to be followed up with a lot of effort because over 50 years we have done nothing. We spent money on this DRDO, which in my opinion is a defunct organisation. Except for the missiles, where we have been very successful, we have not been able to produce anything for defence. Because of the licence raj and other reasons, the private sector has also not played the ball. They are afraid to put the money, because they don’t have a firm commitment from the Government, but I am told it is changing slowly. With our size, with our population, with our economy, we should be able to produce defence items. We haven’t been able to produce a gun, and army has not had artillery guns for such a long time. Now slowly things are improving, but like
I always say, “India is like a bell-jar, wherein you pour 90ml of water, you will see nothing. Only after you pour one litre, it will be somewhat visible. So, that is India.” With this diversity and being a democracy, everyone has to have their say—it is very difficult to make decision in a country like ours. We should be proud that we live in a country which is so diverse—it is a wonder to know how we survived for so long. This decision to open more avenues for women in armed forces and Air Force has taken a lead. What is your opinion about women being part of combat forces? It is good that they have starting recruiting women in armed forces, especially Air Force. We must observe them as to how they cope. Women in combat in army and navy are different from women as fighter pilots in Air Force. Country like the US, had women as fighter pilots for long time. Now they are reaching a conclusion that they have to rethink about it. We don’t want to do that, we want to give them full chance and check if they are able to cope with everything. People feel that going alone, they may not be able to cope with extreme stress. They are already in a multiple crew environment. So, we want to see how these girls cope and if it is good then why not. But the other question is, when you cross the border—fighter planes are expected to cross the border—if one of them ejects and lands in enemy territory, then what will happen to her. We have to think of that also—our culture is different. That is a question you have to handle. There is a hesitation, whether they will be able to cope in combat roles. In other branches, in Air Force, at
“Leadership qualities have to be established in you right from the word go—because men are under you and you are never alone. When you are at the top, you are responsible for the whole thing” present there are over 800 women and some are married to air force pilots. There are women helicopter pilots, transport pilots, engineers, there are ATC controllers. So, they are all over in the Air Force. The recent initiative to give higher education to Air Force officers, to facilitate them for second inning, in fields like management, corporate governance and so on. What is your say? In these modern days, what you need is a scholar warrior and not a guy who only thinks on limited channels. He has to know history, he has to know humanities, know theory of management. Definitely all round education is very important, not only after retirement but during the career itself. rajeshrao.rao@gmail.com September 16-30, 2017 / Corporate Citizen / 27
NHRDN Career Fest 2017
Careers in
Retail & Lifestyle
There are several initiatives aimed at generating employment and employability in our country with an aim to transform opportunities for India’s youth to move up the value chain of employment and make our demographic dividend a blessing. In this context the Mumbai Chapter of the National HRD Network had recently organised their 'Career Fest' in Mumbai, as a platform to provide the student community and young professionals an in-depth understanding of career opportunities in diverse sectors and enable them to make informed career choices. Human Resource professional, change and culture evangelist, Geethaa Ghaneckar, CHRO, Raymond Group, has a career of over 24 years across industry and function. Corporate Citizen presents her talk on career opportunities in retail and lifestyle sector, at the career fest, wherein she predicts how the world of work will change in the future, the new competence that will define the future like Digital Mindset and Mindfulness and use of predictive analytics in sharpening and customising business processes By Rajesh Rao
F
or those who are interested in branding and marketing know that Raymond is one of the three most powerful brands in the country—the top recall as you call it. There are three brands that are recalled top of the mind, Life Insurance Corporation of India (LIC), Colgate and then there is Raymond. So, these three names are highest recalled brands across India. Now for any marketing or branding professional to actually change the tenet to what completeness means, to a brand that is entrenched into the Indian psyche, is a very difficult job. So, we are known for our branding for many years now and certainly for the lifestyle business and lot of what is retail business.
What does a brand mean?
A brand means a feeling and how you associate with that feeling when you think of that name. There are many other brands that you can think of were there is a feeling that gets generated when you think of that brand. For example, Haldiram for taste, Dettol for safety and cleanliness, Lux for glamour, or Apple for its iPhones and laptops. You pay that kind of money for the product, which almost does the same thing as any other product, probably some other product may do much better job. But, you love a brand because when you carry it, it does something to your persona. The challenge for marketing or branding professionals is to create that association with the brand.
28 / Corporate Citizen / September 16-30, 2017
“You have to be better than many and you have to have specialised skills that will set you apart, to be able to sit in plum positions or to have career of your choice� September 16-30, 2017 / Corporate Citizen / 29
NHRDN Career Fest 2017 How do we transform a 90-year-old organisation into a young vibrant todays organisation?
Raymond is a conglomerate with four major divisions and the largest part of the business, which I represent, is called the lifestyle business. We have Raymond Suitings, which is a 90-yearold company now, a brand entrenched into the Indian psyche. We managed it for the last 90 years, but now the millennials’ understanding of brands is very different and moving to that transition is one big challenge that Raymond faces. The other challenge is to align to newer methods—for instance, we were always a product company, we made the world’s best suiting fabrics. But, today not many of you will be interested to pay a premium for a suit that will last for the next 20 years, it is enough for you if it goes for 20 months. Consumer today is saying that I am ready to pay two-third the price, give me something that looks fabulous on me and it’s alright if it lasts for three years, I will discard it and buy a new one. So, are we here to address that kind of consumer? We always held ourselves as epitome of quality. How can we make a product that will flare at the seams, colour would fade or something else will happen. We are vested in quality, we keep that as non-negotiable. Yet, we transform from a product company, which prided in making the world’s best product, to a consumer company, which is saying that irrespective of what we are capable of making, we will now produce what the consumer wants.
Now we are saying we will produce what the consumers want and we will sell where they want to buy—almost 60 per cent of our consumers are switching to online. It is the easiest form of completing a transaction. Suits in the past were not being bought online, because fitting was very important. But there are today mechanisms to get the fit right, in an online process. So, we have to move very quickly—we know that the new consumers who are coming in, are digitally savvy. Now we need to be more powerful digitally—in two years we have to create our digital capability that is as big as what we created for 90 years in retail space. These are some of the challenges not only for Raymond but for any organisation. How do you make a contemporary brand to remain relevant for the younger population and yet be leaders in the market? The only way to read the change is that you create the change. If you are in a leading space, that’s the privilege you have, otherwise someone else will come and break the mould for you.
Digitalisation is changing the way we do business
A company called Airbnb—is breaking the mould of the industry. The hospitality industry was shaken-up five years back, when Airbnb got launched. There was a myth that people don’t give their houses to strangers and neither a traveller want to go and live in a stranger’s house. These were some of the mind blocks we had and hospitality industry thrived on that, offering us a
home outside our home, with the right ambience and comfortability. What Airbnb does is, say if I have a house in Goa, I hire that to Airbnb. There are many people in the world who want to come to Goa and they don’t want to stay in a hotel. So, at one-tenth of the cost of the hotel, they stay in my house and Airbnb manages that. Look at the business model of Airbnb, they do not own any hotels or rooms—they are the most valued company in the world today. Digitalisation is changing the way people look at business and this is happening as we are speaking. Retail sector is where the consumer is experiencing the first level of change. For us in retail and lifestyle business, how do we keep up with this digital transformation, at the same time not lose the core of our business, is a challenge. It is not only for us, but all the major organisations in the world would experience this.
How does an organisation survive for nine decades and still goes on?
When organisations change fast, what should not change, is its culture—it is important and as HR head of the business, I am obsessed with that. We will change the ‘what’ of the business, we will change the ‘how’ of the business, but we will not change the core of the business, which is our culture. When organisation survives for nine decades and still goes on, it survives because there is something unique about it. There is something that is resilient, there is something that is transient and is moving as the time moves, but at the same time holding it back. No matter what we do, tomorrow we may become hundred per cent digital, but all of our culture pillars are something we will not compromise on.
Pics: Yusuf Khan
What is required to stay relevant?
“A brand means a feeling and how you associate with that feeling, when you think of that name. And the challenge for marketing or branding professionals is to create that association with the brand” 30 / Corporate Citizen / September 16-30, 2017
High quality talent: We are moving into a space in the next 5-7 years, where almost 30 per cent of jobs at the bottom of the pyramid is going to be automated and taken up by AI and robotics—it is real. So, there is going to be demand for high quality talent—careers that will require high quality thinking, which computers cannot simulate. Computers may begin to think better than human beings in the next 20 years time, but till then this quality of non-cognitive thinking from human beings will be in demand. If you bring high quality of curiosity, high quality of resilience, high quality of human understanding, competence and skills, then you are going to be one step above the other. Fresh thinking and not experience: Understand that the work scenario is not going to be an easy ride. You have to be better than many and you have to have specialised skill that will set you apart. Today a designer for us is irreplaceable resource, because our collection depends on him. If you have brilliance and no experience, we will pick you, because what we need is fresh ideas and
not experience. When the platform shifts, your experience was relevant for the earlier platform, now we need you to come with new thoughts, original thinking, creativity, and passion for what you are doing. And all these is more valuable for the recruiter, than your experience. Better than many: It is a great time to be young, because there are huge opportunities, but at the same time there are huge challenges, that you haven’t even opened your mind to. Some of who are doing work on future of jobs and understanding the impact of technology, it is a scary scene. But, those who are in colleges and learning, are not exposed to it yet. You have to be better than many, to be able to sit in plum positions or to have career of your choice. But, the good news is that you can do anything that you want and that you dream of—provided that you have what it takes to be able to do that. Original thinking: What I mean by original thinking? Lot of people echo what other people are saying—but do I have an original thought and do I have the courage to express it. Many of us coy down because we are either afraid of ridicule or we are not sure we will be accepted or we are too bothered about what other people will say. But that does not set you apart. Companies when they are recruiting people…I go to all major campuses in the country and the one quality that I look for is, does this person say something that is outside the regular. After you meet twenty students, you know what the tape is. There are these key words and they have all been trained in how to crack interviews. We recruiters are looking for that spark, were you have a point of view—being able to have a point of view is very important.
Career opportunities in Retail & Lifestyle
Product design: Exploration is important, curiosity is important-these are things we will encourage, because we are a company that is in the lifestyle space and it needs to be deeply entrenched in creativity. A designer, every season he is required to put out a new portfolio. It requires him to think differently, it requires him to be connected to what’s happening in the world outside. Therefore curiosity for any young person, is what will define your success. And that is what will be different from one person to other. Quality Professional: Quality is such an important aspect of product and increasingly the consumers will push companies to give quality and demand better for lesser price. So, there will be tremendous push on quality and quality professionals will have skills that computers cannot easily takeover in the future. What will define an organisation from another organisation, is how closely aligned you are to what the consumer wants. So, quality professionals who work in this space will be immensely valuable.
Digital Social Media: All the social media that you see, the YouTube that you watch, they are subtle advertising. They are not talking about the brand directly. They are beautifully told stories in small snippets. You can forward it, download it, share it and it lives a mark on you, but the brand is subtle. Somewhere in the end, it gets mentioned and these are real stories that people are sharing. This is all social media—there are marketers sitting behind this, to actually engineer it in such a way, so it looks almost incidental and real to you. So, social media is a real career, everybody who is keen on marketing as a profession, social media is the space to be. Sourcing professionals: They will continue to be important. There is a pressure on price; people are wanting better at lesser price and faster. Amazon is able to do that, because it is among the world’s most powerful sourcing engines. They are able to buy at the cheapest price anywhere
“We will change the ‘what’ of the business, we will change the ‘how’ of the business, but we will not change the core of the business, which is our culture “ Product Development: Take product development as a career if you are having passion in what you are doing and have creativity. When you have a bright new idea, don’t hold back and kill the idea before even it is born. Business HR Management: Because as lot of automation will become real, a lot of digitalisation will become real, and there will be some erosion of human in workplaces. So organisations will require, high quality HR professionals who understand the interface between technology and human beings, yet create an environment where people can thrive. Customer Relations Management (CRM): Why CRM is really big now? If you have done online shopping, you notice that the ads they display on the opening page, is more or less of what you like. It means, they are tracking you online, because you are leaving digital footprints everywhere—they know what you read, they know where you go, they know what kind of stuff you like to wear, they know what kind of friends you hang on with and lot of this is mined to present to you products, exactly the way you thought you will like. There is big data crunching happening in the background. This is real business and all businesses in the world are doing massive work on big data mining. Which is then translated into almost magically to customer relations and customer experiences. The CRM is responsible to watch out for if anybody is interested-in data, in analytics, and in consumer experiences.
in the world, because of their volumes. And the sourcing professionals sitting inside Amazon are considered to be amongst the best, because very few other people could match them, to bring a certain quality at a certain price. Brand management: This role will continue, because there will always be people willing to pay more, as you live to every brand differently. But brand management of the past will be very different from brand management of the future, because it will be digitally aligned and differently experienced by the consumer. rajeshrao.rao@gmail.com
CC
tadka
Rampant deforestation endangers native trees The survival of 13 native trees stands endangered due to rampant deforestation as per the Botanical Survey of India (BSI). The survey identified nine ‘endangered’ and four ‘critically endangered’ tree species. The list of tree species include trees spread across northeast, central and southern parts of India. Study was based on information from the International Union for Conservation of Nature (IUCN) for assigning protected status.
September 16-30, 2017 / Corporate Citizen / 31
Cradle of Leadership Meera Isaacs, DEAN,
The Cathedral and John Connon School, Mumbai
School life must be a quest for knowledge that goes far beyond the limitations of conventional curricula, text books and standardised examinations, so that when our pupils leave the school they are secure in their abilities, strong in their principles and confident to face challenges�
32 / Corporate Citizen / September 16-30, 2017
Attitude begets altitude One of the leading ISC schools of the country, The Cathedral and John Connon School, located in the elite Fort area of Mumbai, is making strides using technology to enhance education, while it shines through for the hallmarks of discipline, respect for teachers, and high moral and ethical values that it stands by. Corporate Citizen catches up with Meera Isaacs, Dean, who has served in the school the past 40odd years, to understand what makes this school so special By Vinita Deshmukh
September 16-30, 2017 / Corporate Citizen / 33
Cradle of Leadership
M Meera Isaacs, Dean of The Cathedral and John Connon School in Mumbai has served here for 40-odd years. She began as a teacher, subsequently became its Principal and now serves as the Dean of this prestigious educational institution. She states that while academics is given high prominence here, ‘school life must be a quest for knowledge that goes far beyond the limitations of conventional curricula, text books and standardised examinations, so that when our pupils leave the school they are secure in their abilities, strong in their principles and confident to face challenges.’ Isaacs, a renowned educationist and recipient of the National Award for Teachers (2004) has won this year’s Women Achievers Award at IMPACT 2017, from the Ladies’ Wing of the IMC Chamber of Commerce and Industry in April 2017. The school also gives high priority to valueswhich is aptly summed up by Bernard Gunnery,
Principal (1953-65), thus: “Indeed the School’s objective is all-round character formation and the development of proper attitudes. Consciously as well as unconsciously, pupils absorb a great deal apart from the subjects they study and in the great examination of life, it is this extra assimilation which speak of a school’s worth.”
Corporate Citizen: For how many years have you been here?
Meera Isaacs: This is my 21st year. I have worked in Cathedral for a total of 40 years. In 1977 I came here as a teacher. I never ever thought that I would serve here for more than two or three years. That’s because my husband was in the Navy, but in 1980, my husband decided to put in his papers and join the merchant navy. The school was kind enough to give me a small flat, so while my husband Sudhir sailed the high seas, my two girls and I stayed back. I enjoyed my life here. To tell you the truth, I never wanted to become a teacher; I wanted to be a journalist, because my father was one. He tragically died in an air crash while on an assignment when I was five years old, so my mother vetoed journalism.
What makes your school one of the leading ICSE Schools in the country?
Frankly, I think the hallmark of the school is its excellent DNA. Our students strive to excel, not only in academics but extra-curricular activi-
34 / Corporate Citizen / September 16-30, 2017
ties as well. They are intelligent, motivated and highly competitive. The old adage, ‘The world is your oyster’ is true of our youth. Creativity, innovation, the courage to be risk takers and to leap into the unknown characterise them. We are fortunate to have good, dedicated teachers who for the most part, are excited about their vocation. They are willing to push the boundaries and techniques in teaching; and they are learning constantly. Above all, an enlightened Board of Governors ensures that the School is always challenging itself.
Could you encapsulate the history of the school?
The story of our school begins from St Thomas’ Cathedral. In 1860, Bishop Harding and the Cathedral Chaplain decided to open a Grammar School within the walled city of Bombay. This small establishment, together with an even smaller school for girls, were to be the first of many strands which were eventually joined together to form the Cathedral School as we know it. On October 1875, a Choir School was established with the primary objective of providing choristers for St Thomas’ Cathedral. In the meantime, in 1886, The Bombay Scottish Education Society put up a beautiful building on the Esplanade naming it after John Connon, a well-known philanthropist and Chief Registrar of Bombay (which is now
our Junior School). Hence our full name of Cathedral and John Connon School. We have been through different phases. We began here, went to Byculla, even hired tents on the maidan and then we finally settled in these buildings. The school is a Christian Anglican School that belongs to St Thomas’ Cathedral. Upto 1965, we had segregated schools for Boys and Girls. When in 1965 the Board decided to merge the Schools, some parents went to Court. Fortunately, Justice Lentin ruled in favour of the School’s decision. His courageous judgement has stood us in good stead all these years.
What is the demographic profile of your school?
Our students are fairly advantaged. They are highly competitive and for many of them the ultimate goal is to be a well-respected professional. Many go abroad to study, and if that is one’s ultimate destination then you have to work hard. Our students are children of government officers, civil servants, defence personnel, industrialists, IT professionals, bankers and businessmen. We are a heterogeneous, diverse, multi-cultural and multi religious potpourri.
its lustre when they pass out of the school and grow into young men and women. More than the school, it is the ‘House’ to which they had belonged, that means everything to the children. The first question a former Cathedralite asks another is, “Which House were you in?”
What is your take on discipline, with the social media being patronised by students and you have 2000 of them? How is it, administration and governance wise?
The changes in the environment and especially those brought about by social media and information technology have made youngsters more aware, curious and certainly more questioning, which is all as it should be. Keen minds are more than welcome, but disrespect, arrogance and indiscipline are frowned upon. We have a strict dress code which some may find galling and an essential set of rules of discipline and conduct which are clearly formulated to avoid possible anarchy ! I often tell the children that good manners and courtesy can never go out of fashion. Integrity, compassion, helpfulness are all
Std. XI students building built toilet blocks for an Adivasi village in Jauhar Taluka, Thane District as a part of Community Service programmes
Do you have a child psychologist?
Oh yes. Every section of the School has a Counsellor to help our children navigate the ever-changing world and the demands it makes on young minds and emotions. Remedial teachers of the Learning Resource Centre are available to help our children overcome tricky academic areas. And lastly, we have a Career Guidance Centre that is busy almost all the year round, advising students and parents on all the intricacies of both Indian and foreign university applications. It is thanks to the Guidance Counsellors and their deep knowledge of various educational systems that our students get admission to the best colleges of their choice.
Is your school song of ‘School First, House Next, Self Last’ relevant today?
Well, we try to make it relevant; we constantly talk about it. It is again a difficult proposition because the world has changed so much. I notice though that for the alumni, the school begins to regain
values that help build character. We have a strong Community Service programme to keep our youngsters grounded in a country in which disparities of wealth are so extreme. For example our Std. XI students in February this year built twelve toilet blocks for an Adivasi village in Jauhar Taluka, Thane District.
side girls helps to soften boys in some ways and to make them a gentler more civilised species. Girls too realise their true worth. The old-fashioned dictats of being seen rather than heard are no longer valid. Co-education is an excellent tool for fostering equality, transparency, freedom of thought and expression and mutual respect.
What kind of psychological counselling do they require?
All of us need emotional strength. We try to teach our children that they are not always going to be successful. Failure is an intrinsic part of life, but the fact is that one has to pick oneself up and carry on. Resilience is of the essence. When children know that they can talk to someone who
Our students strive to excel...They are intelligent, motivated and highly competitive. The old adage, ‘The world is your oyster’ is true of our youth. Creativity, innovation, the courage to be risk takers and to leap into the unknown characterise them” Computer Lab of Middle School
I have interviewed many Principals; most of them say it is more manageable to have separate schools for boys and girls; what is your opinion?
Western studies, especially in England have advocated that the best education is imparted when boys and girls are segregated. I feel that in this day and age, with men and women working together, they need to learn how to deal with each other. If girls and boys are together, right from the time they are three years old, it becomes an easy transition to the workplace. Otherwise, the girls can be giggly and silly and the boys think they must exude machismo. I also think that working alongSeptember 16-30, 2017 / Corporate Citizen / 35
Cradle of Leadership is non-judgemental, it makes life so much better for them. Timely counselling often can save the day. There are far too many pressures on youngsters these days. They have to be able to navigate through the myriad problems that life presents.
Considering these windows of opportunities that they have, what are the advantages children have, today versus yesteryears?
The advantages are manifold. Information Technology has transformed the world. That children are ‘digital natives’ is a given, so large vistas in every sphere are theirs for the taking, if it is done wisely and well. The economic upsurge has helped in myriad ways-one of the most obvious being the ability to travel to any corner of the world. Travel is a wonderful education which again unlocks new opportunities. Today’s child is well-informed, articulate and
unafraid of expressing his views. Practically no subject is taboo.
Do your community projects inculcate a sense of community service in your students?
Most definitely-many times the home and the School work together. When our own views are in sync we can do wonders. For example, the parents of a five-year-old child, who celebrated his birthday decided that they would not accept the customary gifts. Instead they chose an NGO that worked with underprivileged children. The host parents requested that if a gift was to be given, it should be a pair of shoes, which they would donate to the NGO. All the children who attended the party gave shoes as gifts. It has had such an exemplary impact that many children are doing this now. Little ones are like sponges. Their innate goodness is easily tapped. A sustained community service programme throughout the school has brought rich human dividends.
What are the other extracurricular activities in your school?
The teacher’s role is more that of a facilitator and guide who mentors students to be thoughtful in their research, critical thought and ability to separate knowledge from mere information. The teacher also has to be multi-faceted−mentor, guide and counsellor”
The question is more, “What do we not have?” On the sports front we have almost every sport barring hockey, horseriding and boxing. On the cultural front, you name it; we have it, drama, dance, music, elocution, debating, dramatics and a host of others. One of our biggest events is the Cathedral Model United Nations (CMUN), the genesis of which was a trip to Harvard to attend the HMUN in 1996. It caught the imagination of our students and they started CMUN. It has grown to include roughly 500 delegates from school across India, Dubai and Bangladesh. For the past 7 years it has been held at the Trident Hotel’s Ballroom, the ambience of which is breathtaking-a fitting atmosphere for the Model United Nations in India.
The students of Stds. 11 and 12 organise it with the help of a few school teachers. In my opinion, Std. 11 and 12 are the best years as the students try their hand at a variety of ventures. They are encouraged to find their own solutions within the larger framework of the School. For example, apart from a number of competitions that various disciplines have begun, the latest offerings from our students are the TEDx Talks-a hugely successful and well run enterprise.
Do you think the attitude of the parents these days is more aggressive towards principals and teachers?
By and large there is a good rapport with our parents. The PTA Executive Committee is extremely supportive. We have just completed a very successful series of talks on cyber crime and substance abuse under the aegis of the PTA. There is however, no doubt that the traditional status accorded to the “guru” or teacher is fast dying. But as long as there is mutual respect all is well. What we need to remember is that both parents and teachers are working in the best interests of the child.
Do you think that the role of the teacher has changed with the advent of technology?
The teacher of today has to be technology savvy as that is the way forward, and has to keep abreast of the latest global educational developments. The teacher’s role is more that of a facilitator and guide who mentors students to be thoughtful in their research, critical thought and ability to separate knowledge from mere information. This is on the professional front. The teacher also has to be multi-faceted-mentor, guide, counsellor and sometimes a surrogate parent.
What is your opinion about the RTE Act?
I definitely believe that every child has the right to education. There can be no gainsaying of this basic premise. My question is-if after 70 years of independence and crores of rupees being poured into the government school system, why is it still so woefully inadequate. The simple reason is that there is no accountability. Resources are siphoned off at every stage and the ultimate sufferers are the children. Private schools for the most part, take pride in their work and have assiduously cultivated and maintained high standards. To expect them to bear the burden of years of public school mismanagement is eminently unjust. The broken system must be mended and restored. Just passing the burden onto private schools is the easy way out.
What, according to you, is the parents’ role in children’s studies? 36 / Corporate Citizen / September 16-30, 2017
Parents and teachers are the best people to inculcate good work habits in their children. A structured environment for study at home is necessary. Most of our parents are highly educated, with many of them having studied in prestigious colleges and universities. Surely, they can supervise their children’s studies in a sensible way. The unhealthy trend of bundling children off for tuitions or for interminable after-chool classes is most unfortunate. Children, at least till Std. 10 or 11 should not be pressurised with examinations. That is why we begin having formal examinations only in Std. VII.
Renowned Alumni
Do you think the country should have one common syllabus?
JRD Tata
Educated parents demand transparency…
As a school, we believe in transparency. A glance at the School Diary will prove my point. The School’s policies and expectations are clearly defined and enunciated. Any other communication is through the PTA, the School website etc. I welcome suggestions if it benefits our children. However, unnecessary and unproductive interference is certainly not encouraged.
Ashok Birla
Dr Homi Bhabha
Ronnie Screwvala
We have a standard set of norms, which we follow. Admission time is painful and sometimes annoying. As long as we follow our practice of admissions, which are merit-based we can breathe easy. So many years of going through the process has toughened me considerably!
You won the last 2017 Impact Award. You are quite a celebrity as far as education is concerned in the city.
Really? (Laughs). Thank you! 40 years is a long time. There are some benefits that come with age!
Ratan Tata
Vasundhara Raje
Rahul Bajaj
Rahul Bose
A structured environment for study at home is necessary. Most of our parents are highly educated, with many of them having studied in prestigious colleges and universities. Surely, they can supervise their children’s studies in a sensible way”
It’s a good idea, as long as practices and standards are in place. Transfers will then not be such a burden on children and parents. Everyone would be on a common platform. The only difference would be the delivery of the curriculum. As long as we all strive for excellence, I see many advantages in a common syllabus across the country.
How do you deal with tension during admissions?
Comment on the family unit today as compared to the earlier years
There are a fair number of pressures on the modern family. Gender equality and economic pressures often dictate that both parents work. The fortunate few have older family members to help with the children. If not, they have to make do with nonfamily help. Job transfers and changes also contribute to the pressure. Through it all, parents try to do the best they can for their children.
I see the joint-family system in various avatars slowly returning in India. Those children who have grandparents to pass on family traditions and values are indeed very fortunate.
Salman Rushdie
Shiamak Davar
Alyque Padmasee
Milind Deora
What is the philosophy of life that you live by?
I believe in the dignity of every human being. Treat everyone with respect, if one wishes to be respected in turn. Integrity of character and loyalty are important to me. Shakespeare’s lines from Hamlet sum up my philosophy of life succinctly, ‘This above all: to thine own self be true And it must follow as the night the day Thou canst not then be false to any man’ Let me end with ‘the Cathedral Code of Ethics’ formulated by our Headboy of 2015, Arjun Mirani and his cohort of Prefects. It encapsulates beautifully what a Cathedralite should be. I am a true Cathedralite I play fair, I speak the truth, I give credit Because I have Integrity. I speak up, I stand up, I persevere Because I have Courage. I show courtesy, I am considerate, I am polite Because I have Respect. I reach out, I help out, I am kind Because I have Empathy. I participate, I am dependable, I am accountable Because I take Responsibility. I volunteer, I serve, I spread joy Because I value Citizenship. vinitapune@gmail.com
September 16-30, 2017 / Corporate Citizen / 37
CorPORATE rESPONSIBILITY
Shining Stars
Director, film producer and screenwriter Kiran Rao and her husband, actor Aamir Khan is a star couple that works to bring a ray of hope in the lives of people. Their non-profit people’s movement called ‘Paani Foundation’ has brought in a plethora of changes giving rise to hope for a drought-free Maharashtra By Ekta Katti
A
way from the hoopla and stardom of the B-Town, there exists celebrities who strive for the betterment of the society. Director, film producer and screenwriter Kiran Rao believes in leading by an example. Hence, Rao and her husband, actor Aamir Khan have launched a people’s movement under their NGO, Paani Foundation for a drought-free Maharashtra. It sure has brought in a plethora of changes. It all began in 2016, when perturbed by acute water shortage plaguing most parts of the state, Rao and Aamir Khan set up their non-profit company called Paani Foundation. Now it has become a mass movement. The Foundation is run by the core team members of the Satyamev Jayate TV show. The team believes that the only solution for the existing water crisis is a people’s movement. The Foundation teaches people the science of watershed management and to develop their leadership skills. To bring people together and encourage them to apply their learnings from the training, the Foundation also organises the Satyamev Jayate Water Cup competition annually. The Satyamev Jayate Water Cup is essentially a competition between villages to see which village can do the maximum water conservation work in the period of the competition. Every village in the selected talukas is eligible to participate. In 2016, three talukas of Ambajogai, Koregaon and Warud were chosen to participate in the competition. 116 villages from these talukas took part, and through
mass voluntary work or Shramdan done in the searing heat of April and May, an annual water storage capacity of 1,368 crore litres of water was created in just 45 days. Velu village from Koregaon taluka in Satara district received the first prize of `50 lakhs. Within a couple of months, the Satyamev Jayate Water Cup 2016 garnered a great response.
“Doing it yourself and being involved in it on a personal level changes the way you connect with people. It also changes your outlook towards what you are doing”
The team decided to scale up its efforts from three to 30 talukas in 2017. From April 8-May 22, over 1,300 villages took part in the competition. These villagers had only one intention in mind to do outstanding water conservation work initiative that teaches people the science of watershed management and development skills. Corporate Citizen caught up with Rao while she was in the city to spread the essence of the foundation. She candidly spoke about how being a part of this movement has brought in a positive change, not only in the villages but also in her life.
Were you always inclined towards doing social work?
Indeed. It was one of the reasons why I wasn’t doing films in college. I did my higher studies in developmental economics. Being a part of the Satyamev Jayate made me realise that within the training that we have as communicators, we can surely make a big impact. And, in the past few years, I have understood the way I can be involved in the stirring a social revolution in the society.
You’ve been doing social work since a long time. So what kind of impact does it have on you?
I won’t say it changed me per say. Because I 38 / Corporate Citizen / September 16-30, 2017
ience, amazing tenacity and most importantly they are filled with love and warmth. The journey was not only heartening, but it also inspired me.
Any incident while doing the groundwork that has been itched in your heart?
Oh, there were many such gratifying experiences. I remember, while doing the ground for Paani Foundation what stood out for me were the people who overcome their political difference and women who encouraged their men to be a part of the Shramdan. There were children and youngsters who participated in large numbers who also inspired the elders to join the movement and spread the word across the village. In Krishnapur, there was a group of Patil women, who otherwise never got a chance to get out of their house. The movement encouraged them to work together. Positivity was infectious in the movement and it easily spread across all the villagers. Also a Patil girl from another village left her job to travel across the village and inspire them to be a part of this initiative. However, the icing on the cake was when a lovely girl called Alisa Pathan postponed her wedding just to make sure that the movement creates waves. These stories of villagers coming together, women leaving their houses for Shramdan shows how powerful this movement is. There were two incredible women from Ekamba, Shushilabai and Vimlabai, who put aside their jobs to be a part of the training. They were so inspired by it that they decided to bring together village to impart what they had learnt.
Coming from a modest background you did attain stardom. How difficult is to stay humble in this day and age whilst working in the Bollywood?
It don’t think it difficult to stay humble. I have been pretty much the same since the beginning. I think what matter is the ability to know what is important to you, what people expect of you and what the world think of you. What keeps in grounded is that I keep my ethics and your ideals at the centre of what you do. And I intent to do the same in the future.
was always aware of the situation around me. But yes, it sure has an impact on me. Certainly, doing it yourself and being involved in it on a personal level changes the way you connect with people. It also changes your outlook towards what you are doing. It is easy to say, but it is a whole another thing to be on the field and to actually dig the ground, which is going to be a base for someone’s house in the village. And that impact of hand’s on experience
is unique. Being a part of this movement has changed my connection with people around me, which is indeed beautiful. I have always lived in Delhi and Kolkata but working with the team in the villages was an eye opener. Travelling for 45 days in the villages and doing the groundwork opened up my heart. Over the years, people have become cynical, but this journey has made me realise that people are capable of positivity, they have great resil-
Any advice for youngsters who wish to be a part of the movement?
They don’t need any advice. What they need is a platform and an opportunity to do what they do best. I have learnt so much from these youngsters. Their power and excitement is immense. The youngsters are already quite charged up. All I hope is that they should be provided with the right drive. Also, my request would be to allow the girls to get out of their houses and let them be a part of such movements. ektaakatti@gmail.com
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Sports Biz
The Agony of India at Sports In terms of population-size and medals won, there is no worse Olympics performer than India. But it doesn’t mean that we don’t produce good sportsmen and sportswomen. We’ve produced Sachin Tendulkar, one of the greatest-ever cricketers, but why do we fail to produce Olympic heroes? And why is the ‘Business of Sports’-a multi-billion dollar industry in terms of employment and revenue globally still a loss-making affair in India? Corporate Citizen brings you a panel discussion where stalwarts of sports and industry list them out for you By Pradeep Mathur 40 / Corporate Citizen / September 16-30, 2017
E
India won only
9 gold medals
(eight, courtesy Indian hockey, one, Abhinav Bindra) since 1912 when India first participated in the Olympics
ver since the Rio Olympics ended, people have been asking, why have we won just two medals from a contingent of 117 athletes? What’s wrong with our sport’s policy? Why does a 1.25 billion-strong India look so weak when it comes to the Olympics? Why have we won only nine gold medals (eight, courtesy Indian hockey and one, Abhinav Bindra) since 1912 when India first participated in the Olympics? Why don’t even our top athletes not have much success at the Olympic Games? One reason is undoubtedly money. But if minnows like Jamaica, Grenada, Kenya and Zimbabwe can regularly get medals, why isn’t India punching its weight? And why is the Business of Sports-a multibillion dollar industry globally-a loss-making affair in India? Why is the contribution of sports to India’s total employment just 0.05% while it contributes around four percent of total employment in developed countries? Why, despite having some of the greatest sporting brains and business leaders in the world, the growth of the Indian sports industry is so slow? Why do we fail to produce world class athletes, coaches, trainers, event managers, consultants, sporting equipment and sports promoters? Except for IPL, why have other Indian franchises in sports such as hockey, kabaddi, football, tennis, badminton, wrestling and pro-boxing leagues losing money every year? To find answers to such questions, the Federation of Indian Chambers of Commerce and Industry (FICCI) organised a summit on ‘The Business of Sports’ in Delhi which witnessed a high-powered panel discussion. Moderated by Boria Majumdar, a well-known sports journalist,
academician and co-author of ‘Playing It My Way’, Sachin Tendulkar’s autobiography, it included two Olympians and a top cricketercum-administrator. Corporate Citizen brings you excerpts of this discussion on India’s Rio failure in which over 200 top business leaders of corporate India participated. The Session began with opening remarks by former FICCI President and MD of JK Group, Harsh Pati Singhania: Harsh Pati: From the time I grew up, the predominant sport was cricket. It still remains so, and because I came from Kolkata, we also had a smattering of football. But in the last decade, we’ve witnessed a huge sporting activity in other games as well. But people also wonder what happens to sportsmen when they are past their prime? In the early days, most cricketers had a job with SBI or some PSU, but today, can you build a career and earn your living for the rest of your life through sports? That’s the question. Incidentally, FICCI was the first chamber to have brought out more than 30 knowledge papers on sports. While we enjoy and record TV eye-balls and viewership, we also think: How can sports be a sustainable business not just for TV channels but also for those who participate in it? Over to you, Boria Majumdar. Boria: Several of you have visited the Lord’s cricket ground. There is a very nice museum there. Sixty-four per cent people visiting it in the last couple of years have been Indians and 94% of these asked just one question: Where did Saurav Ganguly open his shirt? That generates enormous revenue for the Lord’s, though Saurav
September 16-30, 2017 / Corporate Citizen / 41
Sports Biz doesn’t get royalty from them. Maybe he should now ask them, as an MCC member. My second point, `306 was the bank balance of CK Naidu in 1932-I have his Allahabad Bank passbook. But don’t ask me about this other bank balance, because that tells you about the transformation that has taken place in cricket in the last 85 years. Most importantly, he taught us how to win abroad and gave Indian cricket teeth and muscle when it did not exist at the turn of the millennium. Saurav: Boria, I’m on the MCC’s World Committee and the first thing I said when I went for my first meeting was, ‘I’ve got two Test hundreds at Lord’s. Can you put that up properly so that people ask not about the shirt but about the hundreds that I made at Lord’s?’
“Cricket is a religion in our country, but we have to be secular about all other sports as well. Until and unless that happens, we’re not going to grow. We need corporate investment in other sports. We need infrastructure development” — Abhinav Bindra
Boria: India started participating in the Olympic Games in 1912, but after every Olympics, we keep hearing the same question: How many gold medals have we won in the individual events? Always, a big zero. But after 96 years everything changed in a moment when, at the 2008 Beijing Olympics, at 7.45 am, the bespectacled man from Punjab shot a 10.8 in his final shot and there came the Holy Grail. Unfortunately, he sits on the top of the podium alone since 2008 because nobody has been able to match that feat! 1.3 billion Indians and one Abhinav Bindra. Flash back to 1999-The tumours resurface. The doctors tell her she has to go in for an operation. They tell her three things—first, she will not be a good mother-answer to that-she has two daughters-one is doing her MBA and the other is doing a PhD in Disability Studies from a reputed foreign university; second, she will never drive a car, answer to that, she has taken part in the most difficult car rallies around the country; and third, and the most important-she will never ever participate for India in an international athletic competition. What does Deepa Malik do? She threw 4.61 meters in shot put at Rio to claim a silver medal for India and re-wrote the record books for the first time. Saurav, Singhania just said we love watching cricket and it’s the only sport where we’re a superpower. We love watching IPL. But will you
agree that we only love spectacles and not sports?
knows how much we lose. I wonder when he will speak about my bank balance.
Saurav: I think it’s the format. It’s also the format, which brings in the people. When I started playing Ranji Trophy, there was no IPL. There was no T-20. Yet people would come to watch Ranji Trophy matches. In my first Ranji final in 1991, we had about 20,000 people watching the match between Bengal and Delhi. But times have changed. People today want fast things. They don’t have so much time to sit and watch a fiveday Test cricket. It has accepted the T-20 format where every seat is full in an IPL. When we hosted the World Cup match at Eden Gardens in the ICC World T20 tournament in 2016, I was thinking where I could print a thousand more tickets to give to the people. Certain sports embrace certain countries. You go to England, it’s about football. You go to European countries, it’s football. You come to India, its T-20 cricket. So, that’s the way the world works and you have to live with it.
Boria: On a serious note, every football club owner in the Indian Super League is losing money. Perhaps the Pro-Kabaddi League of Anand Mahindra (Chairman, Mahindra Group) and Charu Sharma (TV cricket commentator) is also losing money. As for Mahesh Bhupathi’s International Premier Tennis league, I know it for sure that he’s seriously in debt. The Wrestling league didn’t take off and it was attributed to demonetisation. So, what’s the story about Olympic sports? Is it because of the lack of money and infrastructure that we do not win medals and don’t have another Abhinav Bindra? How long do we have to struggle for another individual gold medal?
Boria: FICCI says today we have five leagues and that perhaps is an index that India is moving forward in sports. But Saurav and Mr Harshvardhan Neotia (immediate past president of FICCI) who co-own Athletic League, are losing Rs 20-25 crores every year in their football club. Saurav: Let’s be careful of Boria. He knows what CK Naidu’s bank balance was in 1932; he
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Abhinav: There are several issues involved here. Cricket is a religion in our country, but we have to be secular about all other sports as well. Until and unless that happens, we’re not going to grow. We need corporate investment in other sports. We need infrastructure development. We need thorough overhauling, especially in sports science and monitoring. We need better focus on nutrition, proper planning for coaching camps. We need lots of grassroots development that needs to be done and we need people to go out and play. We need sports to become a social activity. We need to promote a society where sporting values are respected and where sporting facilities are close to your home and everybody has the chance to participate and lead a healthy and active life. Until and unless that happens, we’ll not really grow as a sporting country. When the whole
family chooses to go and play a sport over going and watching a movie on weekends, that’s when there would be some change. Until that time, your leagues will continue to lose money. Boria: Deepa, before discussing the Business of Sports per se, can you just tell us about that 1999 operation for your spinal tumours which had paralysed you from waist downwards? And you had the chance to speak to your husband who, at that point of time, was serving at the Kargil Operations? Deepa: In 1999, ten years into marriage, with two very small children, husband at the Kargil War, my tumours resurfaced, and the doctors said, ‘We give you just seven days to celebrate walking.’ When they sent me back to prepare for that surgery, I discovered that once the tumours were removed (which had already eaten into the spinal cord), chest downward, I would lose all sensation, all muscle control, and be totally paralysed for the rest of my life. My husband was already in the war-front, and I wasn’t in touch with him. At that point, it was very important for me to live. I wasn’t worried about my legs. I was only worried about getting through that surgery alive. I had to be alive for my children. I had no clue where my husband was. And I was to be taken into surgery. That day two things happened. One, the doctors asked me what wish I had, and I requested that I be allowed to walk the last steps to the Operation Theatre (OT). I did not want to be taken to the OT on a stretcher. I wanted to enjoy that feeling of walking that I was going to lose forever when I woke up after surgery. And second, I requested: Can I speak to my husband? I needed to know if he was alive or not. They took me to the hotline room of the Army Research & Referral Hospital in Delhi, and from there we were made
to speak into the war zone. It was a very awkward conversation: I took the microphone and said, “Hello Vikram, over” (because that’s what you’ve got to say after every line). “Doctors say, after the tumour removal, I’ll never walk again. Over. I’m going to be paralysed for life. Over.” And, very faintly, I heard my husband from the other end, who said, “Don’t worry about your legs. Over. I’m going to carry you all my life in my arms. Over. Just don’t die on me.” Boria: From there to Rio, and then clinching that silver—what an incredible journey of hard work, passion and perseverance! But I believe, several people still ask Deepa, “Oh, for that one medal, aapko itna paisa kyun mil raha hai?” etc, etc. Saurav, as a cricket administrator and player, who has seen the BCCI as an organisation over the last couple of decades, how has the Business of Cricket changed? Saurav: A lot of it is because of television which has come into the game in a big way. What cricket does is, it creates heroes and all sports need to do that. When you open the TV or newspaper, it’s Virat Kohli all over. The achievements of Abhinav and Malik are nothing
less. Winning an individual Olympic and Commonwealth silver or gold among so many competitors is probably a bigger achievement than winning in a team-sport like cricket which is played among 13-14 countries. So, it’s important for sports’ administrators to make the people realize that these people are the real heroes. What BCCI has done over the years is-as much as they want to control the game to be run in their own way—they’ve understood that whether it’s a matter of finance or popularity, it’s because of the players. That people don’t come to watch a BCCI president. They come to watch a Tendulkar or Dravid or Virat. It’s an example for every other sport to realise and understand that for shooting, it’s Abhinav Bindra who brings in people; in Paralympics, it’s Deepa Malik. I’ve seen a few biopics going around, I don’t think anything can be a better biopic than hers if you’ve heard what she has just told us. So, it’s about creating the heroes and getting the kids to want to be like that. You’ve got to attract young kids to the sports to be a Kohli, a Bindra or a Malik. The BCCI has done that in a very clever way.
“What cricket does is, it creates heroes and all sports need to do that. When you open the TV or newspaper, it’s Virat Kohli all over. The achievements of Abhinav and Malik are nothing less. Winning an individual Olympic and ommonwealth silver or gold among so many competitors is probably a bigger achievement than winning in a team-sport like cricket which is played among 13-14 countries” — Saurav
Boria: Abhinav, how can you make the sport of shooting televisionfriendly because you’re on the ISSF (International Shooting Sports Federation) panel and grappling with these challenges? Secondly, how isolating is it, when you prepare for 8-10 hours a day for four years and then you know that the chances of failure are far more than that of success? Abhinav: I’ll take up the second question first because I’m not the TV expert here. You are, and perhaps you could help me a bit on how we could do something to popularise shooting, though it did pretty well in the Rio. The
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Sports Biz finals were very well watched. People enjoyed it on TV. Lots of one-to-one duels are happening. People can now follow it more easily. I know as an athlete, failures are part and parcel of the game. We fail more than we win, that’s the reality. We have to learn to live with it and take it in our stride. So we try and focus on the process. It’s extremely important. I’m very process-driven and a little bit detached from the actual outcome. When I went to Beijing, I was very detached from the outcome. I didn’t care if I won a gold or silver—all that I cared about was to do my very best in every shot and to be completely immersed in the process of shooting rather than worrying about the outcome. If we learn to do the processes right, the outcome just follows.
prior to that, it was a long struggle. I myself had to fund my sports on this wheelchair. I had to be on the wheels with the JK Tyres. I took part in car rallies to generate some funding and eventually turned into a motivational speaker because corporates were ready to pay me for speaking for an hour, but not to fund my sport. But recently, during the days of demonetisation, whenever I had to go to an ATM, people would give me way and that perhaps was the power of the medal!
Boria: Deepa, has there been enough sensitisation to Paralympic sports in terms of corporate funding and injection of government funds? Have things changed? Have four medals (two gold and one silver and bronze each) that India won made any dent in people’s understanding?
Saurav: It needs a format change-five days is too long for people to sit and watch. Recently, two day-night test matches in Adelaide played between South Africa and Australia and New Zealand and Australia had huge attendance. You want people to finish work, take their families and friends and spend a couple of hours watching cricket. That’s how T-20 became so popular. Cinema is popular because you can watch it after work and still go back home and sleep. That’s the need for change the format. I’ve been an
Deepa: Definitely, but this lack of sensitisation had kept us detached. We were actually detached not because we wanted to, but because we knew nobody was watching. There were no farewell ceremonies for us. There was no mention about the Paralympics in the media. Before Rio, people were actually asking me, Para sports kaise karte hain.. hawai jahaz se parachute le ke kaise kood jaate hain?.. that was the kind of awareness—but the medals have certainly brought in a new kind of awareness, especially with a country starved of medals. PostRio, we have to give a lot of credit to the media. They immediately caught on and people noticed us, but
Boria: Saurav, besides being a cricketer, you’re a business leader. When you see the dwindling attendance at Test matches, are you concerned? As CAB President, how do you deal with it? What’s the best business model that Test Cricket needs to adopt?
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administrator for a year, and what shocked me was that the tickets were put up for sale just four weeks before the game. At the Lord’s, tickets are sold out six months before. Indian cricket takes a lot of things for granted because everybody wants to put money into cricket-the visibility, the television factor, names like Tendulkars have made it so-but that’s the problem too. Boria: Abhinav, we keep talking about the lack of infrastructure, money, corporate funding, etc., as if there is nothing in India. But in Jamaica, crime rate is 20 times that of India. Finance is just not there. Compared to India, it’s way backward. But just see the number of Olympic medal winnersUsain Bolt, Yuhan Blade, Nester Carter, Michael Frater.... Two medal winners from Croatia this time were sleeping on the floor of another athlete’s room.. There are several countries like Bosnia, Croatia, Fiji. Their economic infrastructure is worse than India, yet they’re getting medals. So, is it only about money?
“We fail more than we win, that’s the reality. We have to learn to live with it and take it in stride. So we try and focus on the process. It’s extremely important. I’m very process-driven and a little bit detached from the actual outcome. When I went to Beijing, I was very detached from the outcome” — Deepa
Abhinav: Talking about Rio, our elite athletes had a lot of access to government funding, but the money came at the very end. If you give a hundred thousand dollars to an athlete three months before the Olympics, he/she will not be able to do anything with this except perhaps go on a holiday because three months before the Olympics, you’re already prepared. You can’t do anything at that stage to prepare. Preparation doesn’t happen at the very end. The Olympic comes once in four years, but for athletes, it’s every day. The medal is not won at the Olympics. The medal is actually won on what the athlete is doing in the four years in between. Indian athletes need to have access to funding, to plan, to have access to foreign experts who could help them plan their careers in a scientific manner, so that they are in the peak of performance when it really matters. Science and technology in today’s age matters. Part of it is available in India, but part of it is not, so the question of expertise comes in. We don’t know how good that expertise is, so we need to import it. But we also need to empower
our coaches to help our athletes. But it’s a process, and it starts the day after the closing ceremony of an Olympic Games.
“We need sports to become a social activity. We need to promote a society where sporting values are respected and where sporting facilities are close to your home and everybody has the chance to participate and lead a healthy and active life. When the whole family chooses to go and play a sport over going and watching a movie on weekends, that’s when there would be some change” — Deepa
Saurav: The success of every sport or the business of every sport is based on a system. It’s a system, which has to be created. Why the BCCI stands out is because they have an unbelievable structure to produce cricketers. Abhinav Bindra or Deepa Malik are actually the persons who will create funds for the next generation. Today Virat Kohli earns about 150 crores a year, but it’s because a Tendulkar or Dravid created that mass television attraction for people. So, one Bindra creates opportunities for the next three, and that’s where the administration comes in. No sport in the world is an instant success. Every now and then, you’ll have a Bindra or Malik to take that sport forward, but to make that sport a viable business opportunity, Bindra has to support in creating another Abhinav Bindra and that’s where the administration comes in. You’ve got to keep him in the picture, make him your model, make him your source of inspiration or the source of income for the association, for the sport, and pass it on to the next generation. That’s very important. Boria: Not many know that Abhinav Bindra has set up a high-performance centre with ultra-modern technology in Chandigarh. The technology that he has there will not only put us at par with the best sporting nations of the world but help us keep ahead of the curve. But that’s not the end of the story. He has made that centre free for every high performing athlete in India. Harsh: Deepa, one thing that has tainted cricket has affected you as well-the dreaded word called ‘fixing’. Would you tell us your story? Deepa: It took me ten years to be at the
Paralympics. I started as a swimmer at the age of 36 in 2006. At the age of 39, I learnt to hold a javelin and a shot put. I could’ve been at the 2012 Paralympic Games because I’d qualified, but due to lack of quota allocation, I couldn’t. When three people qualify in my sport, one quota comes to the country.. In August 2012, when the London Paralympic Opening C eremony was going on, I was at the Rashtrapati Bhavan picking up my Arjuna award and everybody was consoling me saying, ‘koi baat nahi Paralympic nahi hua, Arjuna award toh phir bhi mil hi gaya! 42 years mei Arjuna award mil gaya aur kya chahiye, madam! Retire ho ke araam kariye.’ But I wanted to be at the Olympiclevel sport. I continued struggling. I trained very hard. In 2014, I created a new Asian record, picked up my medal in javelin, hoping to be at Rio. But when the list came out for my disability category, it was for shot put and not javelin. Now, if I wanted to be a Paralympian, I had to train all over again in shot-put. The equipment here was far heavier than a 600 gram Javelin, and I was up against two younger women. Luckily three girls qualified this time. So, one quota for women looked assured for India. But the other two girls were 20 years younger than me. They were in a different discipline, in a better disability category than mine. Mine was much more severe, and they were practicing to throw a discus, which was a one kg equipment. I was up for a much heavier equipment and at 46 people had discarded me. Besides, they were trained at the Finland Olympics Centre. When the selection trials happened for that one woman seat on 26 July, we all threw. We were in different categories, but up against our own world rankings. The other girl had secured 5th world ranking and I was at the 8th world ranking. But when I threw my shot put, it was equivalent to the 2014 world-ranking number one. So, I made it to the selections. I
was very happy that finally after ten years, my dream was coming true. I was able to defy all odds—of age, of disability, of not going abroad for training. So, the next morning, when I opened the newspapers, I thought it’ll have my name on the front page for being the first woman ever to represent India at the Paralympics. But, to my horror, the news said, Deepa Malik’s selection was challenged in the Delhi High Court by the other girl alleging it was ‘fixed’! When I should have been training seriously for Rio, I was running around the courts. August 12 was the last date for the entries for the Paralympics and at 6 pm on 11, the court cleared my name. So, the journey to become a Paralympian actually turned into clearing my name from the allegation that the big fish had eaten up the smaller one. That Deepa Malik-an Arjuna awardee, an Army General’s daughter-in-law and a Colonel’s wife-had rigged her way into the selections. I was getting weird SMSs and Whatsapps every day saying, ‘dubara 4.48 phenk ke toh dikhana, hum apna naam badal denge.’ So when I was up there at the competition, it was more a struggle for honesty-being an army officer’s wife and coming from an army background was the biggest burden on me. My second throw was 4.49. The white flag came up and I was, ‘alright I have done it’. So, I guess, for me at that time at Rio, I got over 4.48, but the medal I picked up was for 4.61 meters! Boria: A lot of guys do very well at junior-level hockey and cricket. But when they go to senior level, they get lost. How can we correct this? Saurav: Abhinav said something very right that you don’t produce champions in three months. A 1,00,000 dollars have to come year after year after year for 15 to 20 years to produce five champions in those 20 years. That’s where BCCI is different because the investment that goes for a Jayant Yadav is the same as it is for a Kohli or a Tendulkar. mathurpradeep1@gmail.com
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Earth-Space collision Ever wondered what it would be like if a huge asteroid smashed into Earth? Thanks to NASA scientists, you don’t have to. They’ve devised a program ‘Impact Earth’ that lets people simulate an asteroid collision. Several versions of the impact map exist which allow people to choose the size of the asteroid, the speed it is travelling, the angle at which it hits and the density of the material it is composed of.
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Campus Placement
‘Being
a girl is no setback’
Despite suffering from lumbar spondylitis and cervical spondylosis, village girl Prachi Yashavant Bhutkar surmounted all obstacles to achieve her goals, setting an example for all women fighting adversities By Joe Williams
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he could well be a flag bearer for the Beti Bachao Beti Padhao campaign. Prachi Yashavant Bhutkar is daughter of a school headmaster from Nimgaon Naka village in Sangamner taluka of Ahmednagar district. She faced many hurdles, but each of them strengthened her more. Besides fighting lumbar spondylitis and cervical spondylosis, she faced many obstacles, but finally made it in her sixth campus placement. She gives the credit to her parents and especially her brother, who supported her. Prachi takes Corporate Citizen on her journey from school days to the placement stage. An outstanding student in school, she secured 96.36 per cent in her SCC board exams (2010). Girls, especially from villages, are not encouraged on many counts when compared to the boys, but Prachi’s parents, and especially her brother, thought otherwise. Her parents wanted her to be the anchor of the family. Her elder brother had no issues, and on the contrary, helped his sister in all possible ways. Prachi is now a B Tech in Instrumentation and Control from the renowned College of Engineering, Pune and placed with Emerson Automation Solutions (EEEC Pune) with an annual package of `6 lakhs. She faced many stumbling blocks. Though rejected by five placement calls, Prachi, a fighter, never gave up and fought back. She finally made it with the sixth. “I could not get placement. My grandparents had to be hospitalised after hearing about it. But my father, brother and uncles encouraged me to hold on, leading to my final success. Today, I can say that one should take the setbacks as challenges, no matter what gender you are and you will attain what you want,” says Prachi. “Many people did say that since I was a girl, I should not dream big, because being born as a girl itself is a setback. That is not true, for me it is the other way round. I have to go ahead to prove that we (women) are equal on all counts with men,” she adds.
Education….
Prachi did her initial schooling, like any other
village child, from a Zilla Parishad School, up to Standard V. As she was an outstanding student, her father, who was the head master of the same school, sent her to Pravara Kanya Vidya Mandir at Dongargadh in Ahmednagar district, and got himself transferred there too. Prachi made it to the Standard X. “Daily regular studies and frequent revision and self-study were the key to my success, and I am proud to say I stood first in Ahmednagar district rural region. All this, without attending any tuition classes. That was the best moment of my life,” recalls Prachi. With over 96 per cent in her SSC board exams her father got her admitted into the prestigious Residential Junior College, Ahmednagar. “Here, I attended private tuition classes for the first time,”
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said Prachi. “Besides my father, it was Sir Vijay Kandake, my chemistry professor in the Kandake Chemistry Academy who guided me. Whenever I was in difficulty, it was Sir Kandake who would advise and motivate me,” says Prachi.
Multiple challenges…
Securing 80 per cent in her XII, she got admission at the College of Engineering, Pune (COEP) in the B Tech Instrumentation and Control course. But here it became an acid test for Prachi, starting with health issues. Although lumbar spondylitis and cervical spondylosis normally occurs among people over 50 years of age, Prachi was unfortunate to have it very early in her life. She fought both her illness
and academic challenges, but it was pressure all the way. “The worst memory I have of college life is of my class teacher, who had a personal bias against me and frequently told me to give up engineering. She was of the opinion that I wasn't capable of doing engineering. This saw me extending my semesters in engineering. The second and third year of my course were the most difficult years of my life. But I took it all in stride, and I should say that what my teacher said was a blessing in disguise for me, as I took that as a challenge. I should say her non-inspiring words inspired me.” There were struggles all the way for Prachi. “It was compounded by my health issue. I could not get out of bed. But I struggled and used to keep myself active, positive and fighting with determination every time. My friends-Kajal, Mayuri, Gaurav, Swarada, Vinayak, Ankush, Vidya, Shruti and Akshay Dada-boosted my morale. HoD C Y Patil helped me on many counts. He treated me like his daughter, and motivated me with positive talk.”
fighting his own battles against his fellow staff, and even had to go to court to settle issues. So she was battling on both fronts, academically and the home-front where things were not too rosy. “Since I did manage just 60 per cent, companies rejected me.” First it was Honeywell, followed by Vedanta Industries, BPCL, Mahindra Logistics and Indian Oil Corporation Limited (IOCL).The waiting prolonged for Prachi who in the meantime had also to fight against her illness. “I had to go home for one month to get my spinal cord issues solved. I visited over ten different specialist doctors, but in vain. With my father’s fight against the authorities, everyone in my family was worried.” Then came some ray of hope as Prachi was selected by IOCL. “My placement officer got a confirmation from the IOCL recruitment team about the selection of my candidature, where they stated that they were impressed by me and I was a final select.” However, her dream died off as IOCL finally rejected her. “Despite having a confirmation on my selection by IOCL twice, I received an email from them saying that I did not satisfy their 65 per cent criteria and hence they could not offer me the job.” Then the Emerson Automation Solutions came to the campus and Prachi finally got the nod for job with Emerson Export Engineering Centre
“My father is my mentor. He has been a fighter himself, so I see myself as a continuous fighter, the same as my father”
Placement blues…
Fighting against all odds, Prachi managed to get 63.2 per cent in her graduation. But that was not enough for companies coming to the campus for placement. At the same time, her father was
(EEEC). “My father is my mentor. He has been a fighter himself, so I see myself as a continuous fighter, the same as my father. He is the most important person in my life. He is the source of my inspiration, strength and energy.”
Keys to her success…
• Take failure as an opportunity to do better • Never regret your past mistakes but make amends • Take them as challenges • Look forward, stay optimistic even in the worst moment of your life • Think positive, always • Make friends, that will enable you to gain fame • You have to be like the Phoenix, rise each time you fall • Never underestimate your own self. Believe that you can do anything • Patience is the key to success Joe78662@gmail.com
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Trashy facts US-based researchers have confirmed the existence of a second garbage patch in the Pacific Ocean as large as 10 lakh square kilometers, bigger than France and Italy combined. The patch is located near Chile and consists mostly of plastic trash discarded in the ocean
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Loved & Married too It is not often these days that a college romance fructifies into a wedlock. Corporate Citizen unlocks the story of love that has culminated into marriage, for we believe in the stability of a relationship and family unit. We bring to you real-life romances that got sealed in marriage
On the trek of a lifetime
T
Homeopath and health coach Dr Mitali Upadhye and her tax consultant husband Deepak Upadhye are bound together by a common love of mountaineering, trekking, yoga and sports like running, cycling and swimming-apart from a resilience that comes of years spent in negotiating tricky terrain, both outdoors as well as day to day challenges. This is their story and this is how they tell it By Kalyani Sardesai
his is one narrative that starts climax first-the couple in question were on a joint trek to the Himalayas. The year was 1994 and both Mitali and Deepak were part of the Pune-based trekkers’ group Himali Trek. The destination was pretty impressive too: the Pindari and Kafni glaciers in Uttarakhand, some 14,000 sq. feet above sea level. What wasn’t all that cool though, was their meeting. “He was the team leader and pretty strict and unrelenting,” smiles Mitali. First conversation? “He curtly told me not to sit on the rock I was sitting on. I thought to myself: How rude! Here I am trying to get a bit of rest after a hard day’s climb and he does not even have the courtesy to let me be.” Then came the explanation: the place where
she was sitting on was prone to landslides; she could be no more for a moment’s carelessness. She thanked him for his pains and that was that. “Little did I imagine we would be sharing a lifetime of a journey together,” she grins. A few days later, they met again to exchange photos of the trek-but this time, managed to hit it off. Not only did the conversation flow easily, they had a lot in common: a love of music, poetry, trekking travelling and sports. So despite the cultural differences: (she’s a CKP from Mumbai, who was studying in Pune, whereas he’s a Jain from Belgaum)-they knew they were onto a good thing. Still, the differences were stark. “I came from a family that did not eat a single meal without some form of non-veg; whereas it is sacrilege to do so in their family,” says Mitali.
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But the spark they shared was strong enough for the couple to consider marriage in sometime. And thereby hangs a tale. “We knew that we would open a Pandora’s box of doubts and questions from our families once we told them about the presence of a special someone. So we decided to put off the question until I had finished my final year medical exams. But then, along came my mother with the picture and profile of an alliance she had shortlisted for me. It was a typically coveted alliance with a US based professional. I had no choice, but to spill the beans,” says Mitali. Deepak was away on a trek-so she asked for an urgent meeting on the University of Pune grounds-where she told him about how she had told her mom about him. His response? Silence. “He said literally noth-
ing for 2 or 3 minutes. Those were the longest 3 minutes of my life. I thought I had blown it.” But then, he spoke. “Did you actually speak marriage? I mean, that’s great!” (He had never thought they would make it thus far, given the difference in backgrounds.” However, Mitali wasn’t about to let him off that easily. A formal proposal on the backdrop of the Sinhagadh fort followed. “There was fresh air, laughter, a beautifully composed poetry and roses as he proposed her on Wind Point their favourite spot. It was perfect.”
The building blocks of a marriage
In spite of the differences in upbringing and circumstances, adjustment wasn’t an issue at all for Mitali. “He has a large and wonderful family that extended a warm and heart-felt welcome to me. Besides, he had been mature enough to book a flat for the two of us, from the very outset. This gave us both the security of a big family as well as the necessary space,” she expresses. For his part, Deepak says he does not much care for the word ‘adjustment.’ “I would say the word is wrong. Choose instead, to understand your partner and all that he or she stands for; everything else falls into place. The journey becomes smoother and the differences seem to dissolve.” Mitali has been a working lady from the beginning of her married life-something that did not change even with the birth of their son, Harsh (now 20). “He has always been very supportive of my career and aspirations,” she says. Perhaps the above is best illustrated by the early challenge of handling little Harsh. “He was a colic baby and suffered from the most awful tummy aches. What’s more, this continued for quite some time. I had just set up my clinic and it was a critical time for me. Had I shut shop then, I would never have had the guts to start again. Had it not been for Deepak, I would not have been able to manage. My clinic would start by 6 pm. Deepak would be home by then
days and weekends may entail work and one has to accept that,” he says. As a woman, Mitali says, “Striking work-family balance and prioritising things helps, at the same time one has seek to out some ‘ME TIME’ and nurture self-growth and development.” Nevertheless, quality time includes going on treks, running, cycling, swimming and yoga. “I would definitely claim credit in this area of our life,” he says. “Both my wife and son love exercise and are particular about their diets. I am happy that I have been able to instil importance about that.” Speaking of their son, parenting is a significant arena of team work for any couple. So how do they divide the duties? “I am the lenient one, whereas Deepak is strict. However, we both are particular about certain things: such as respect, commitment, being independent and doing reasonably well on both in academics, sports and extra-curricular activities for a well-rounded personality,” says Mitali. Appreciating each other’s good points is an important aspect of any partnership and both have much to share about the other. “He is loving, caring, disciplined and very committed to the task on hand, apart from being straightforward.” Even as Deepak values her for The Pillars her “clarity of thought, boldness and of a depth of character. “ to take over. Both Mitali and Deepak point to He would literally push me to the marriage trust, shared responsibility, love and door and ask me not to worry about respect as foundations for a relationhome,” she expresses. Trust, love ship. “Focus on what’s important; all Similarly, when it came to houseand sharing rest is mere detail,” stresses Mitali. hold dinners that saw massive guest responsibilities Both would credit a simple manlists-he would help her make the tra for their smooth sailing. “We are chappatis. “I would roll them out and Choosing to similarly hot-headed. So, a couple of he would roast them to perfection,” pursue a hobby or years ago, we decided to live by the she smiles. passion together 24-hour deadline for responding to “I firmly believe that respect for delicate and controversial issues,” a lady should be the credo of every Responding shares Deepak. This means, whenevman. A woman is more than a perto conflict and er a partner takes up a not-so-pleasson-she is a distinct shakti, a veridifferences ant subject, the other does not react table force of nature, so to speak. I objectively instead or respond immediately, but simply would advise every young man to of emotionally listens-choosing to say his two bit a love, respect and cherish the ladies day later. “This way, you concentrate in their life,” says Deepak. on conflict management and leave Respecting and out the negativity and temper out of A love that endures cherishing your it. It has taken time, effort, practice Married for over 21 years, the duo partner’s dreams and patience, but this works beautihas undoubtedly balanced home along with your fully for us.” and work with considerably dexterown Mitali shares, “We have code ity. No easy task this, given that both words for managing volatile siturun their own set-ups. While she has ations. The moment anyone of us is behaving her own clinic and is a certified Homoeopath out of league, we remind each other by saying Healing Therapist and Health Coach, Deepak is INNER PEACE. Simple ways and methods ina tax consultant with his own office. “When you corporated in the family fabric help smoothen are self-employed, both the pros and cons are out the journey of life , and makes it enjoyable many. There are no fixed working hours, On the and worthwhile. plus side, you can go grocery shopping anytime kalyanisardesai@gmail.com you like. On the other hand, though, even festive September 16-30, 2017 / Corporate Citizen / 49
Survey
Challenges of the Indian Insurance Industry
50 / Corporate Citizen / September 16-30, 2017
The insurance industry in India is in the midst of tremendous changes. On the one hand Indians are more aware about the need for insurance and increased digitalisation is making it easier for customers to shop for new policies, and on the other, the cost of reaching out to Tier II and Tier III cities and maintaining brick and mortar stores is putting a burden on insurance provider’s bottom line. With a view to address these challenges, the Confederation of Indian Industry (CII) and leading professional services network PricewaterhouseCoopers (PwC) have come up with a comprehensive survey. Corporate Citizen brings you the excerpts Compiled by Neeraj Varty
The Current Scenario in the Insurance Market India’s insurance sector is undergoing unprecedented modernisationit is digitising rapidly, adopting modern techniques to tackle fraud, and exploring new avenues for risk management, customer engagement, operating models, investment and distribution. The new-age customer is demanding simpler terms, transparent underwriting, easily comprehensible benefit structures and minimal human interaction. The government is actively driving digitisation through India Stack, direct benefit transfers and other initiatives under the Digital India umbrella. Given the unprecedented increase of smart phone penetration and ease of internet access through the competition of network providers, insurance companies will need to strategically adopt the technological infrastructure required to launch products that meet customer needs. The newer instruments and techniques will bring in their wake newer challenges and risks, and the regulator will no doubt need to weigh in the benefits visà -vis the risks to the industry. However, if the industry has to move forward and offer better products as well as produce risk-hedged returns, newer horizons have to be explored with expert help. The insurance sector needs to quickly understand these trends, expedite digitisation of processes, leverage data and technology to prevent digital fraud and make efficient investments to mitigate risks and stay one step ahead of the competition. September 16-30, 2017 / Corporate Citizen / 51
Survey Three in four players (74%) acknowledge ongoing disruption For the common man, insurance represents a complex world of legal conditions, obscure claim processes and even more opaque payout structures. This often leads to chaos and a general distrust in buying an insurance product. For companies, the cost of administration of these products is high beyond the initial years. New entrants are disrupting the industry by adopting digital technologies such as telematics for auto insurance and simplified pricing models for health insurance.
32%
of insurers do not deal with fintech at all
67%
50%
of consumers surveyed would be willing to have a sensor attached to their car or home, if it could result in reduction in premiums
of consumers surveyed would be prepared to provide their insurer with additional personal and lifestyle information to enable them to seek the best deal for relevant services on their behalf
Today, the insurance marketplace is clearly demarcated by an aging population on one end and Digital Natives on the other. Digital Natives are characterised by their attention deficiency, impatience and expectation to get served 24x7 at any location through any device. They are used to receiving information really fast, and are constantly parallel processing and multi-tasking. They prefer graphics to text and like random access. They function well when networked. Reaching out to this market needs the implementation of new channels to reach to them and innovative strategies to engage them. Attracting their attention to traditional channels for dissemination of information, policy selling and claims processing is consequently a herculean task. Since 2006, they are the primary target of insurance companies. In 2017, the world has 7.3 billion mobile phone connections and 3.5 billon internet users. The ubiquitous presence of connected devices has opened up a new generation of Digital Natives, who can only be reached through technology. This people in this generation are not afraid of sharing personal information through sensors (wearables and IoT devices) if this will benefit them by a reduction in insurance premiums. They are willing to experiment with insurance if it is easily accessible in their channel of choice, there is a direct correlation between what they see and the benefits they get without sweating out too much to buy, claim or pay for insurance.
The manner in which the Indian population is distributed makes it expensive for Indian insurers to operate brick and mortar shops across Tier II and Tier III cities, either directly or through distributors. Digital technologies will help them address this challenge by reaching out to their customers directly through self-service options.
Profitable growth in the digital age 100 90 80 70 60 50 40 30 20 10 0 2000
2002
2004
2006
2008
traditional consumers
2010
2012
Source: PwC Analysis Increasing degrees of digital fitness are required to play and win!
52 / Corporate Citizen / September 16-30, 2017
2014
Year digital converts
2016
2018 digital natives
2020
2022
2024
Customer servicing cost (USD)
Online banking
68% of consumers surveyed would be willing to download and use an app from their insurance provider
0.04 0.09
IT only
0.14 0.19 Contact centere IVR ATM
0.14 0.16
0.61
Contact entre agent Branch teller
1.78 0.29
4.04
1.36
10% of a traditional in the bank transaction. This is a strong case for insurance companies to opt for digital distribution channels and introduce low-value insurance products that cover specific events.
Customers are willing to engage with the insurance providers digitally if it gives them a discount.
Banks have shown the way by introducing internet banking and mobile banking, thereby reducing their cost of transaction. Internet banking and mobile banking cost less than
Insurance cannot be rocket science to the end user. The language and process needs to be simplified. Opting for a Home Insurance policy that protects the contents of one’s home cannot be as complex as taking an All Risk policy for a factory that manufactures fragile products. Digital Natives want easy access to insurance policy-related details at any time. Therefore, it is not feasible to disseminate this information through traditional means.
What would help insurer improve customers' experiences ?
Accessibility Tailor to customer needs Content explanation Variety of insurance services/ products More onine access Loyalty points redeemable at customer stores/ outlets 0%
While digitalisation has changed Indian customer’s tastes significantly, majority of customers still prefer going to the bank branch to renew or choose a new policy. Hence, providers must ensure that they continue to service the brick and mortar stores while simultaneously expanding their digital presence.
Labour plus IT
10%
20%
30%
40%
50%
60%
Which of the following companies would you be wiling to buy an insurance policy from? Bank Branch High Street broker Internet search engine Major retail brands Healthcare provider Internet retailer Technology and internet provider Bank telemarketing Customer support websites and forums Mobile phone operator Social networks 0%
5%
10% 15% 20% 25% 30% 35% 40%
neeraj.varty07@gmail.com September 16-30, 2017 / Corporate Citizen / 53
Pearls of Wisdom
By Dada J P Vaswani
Play Your Part Well
Each one of us has a role to play in the great cosmic drama of life. This drama is unfolding itself day by day. But, of course, there’s a catch. In the cosmic drama of life, you have to play a double role. You have to be an actor and you also have to be a spectator
54 / Corporate Citizen / September 16-30, 2017
W
Why do we often feel upset, frustrated, disappointed? Because we are attached, because we are involved. When we expect others to satisfy our desires, and they disappoint us, as they inevitably must, we experience distress. And this distress takes the form of anger, frustration, disappointment and depression. If I do my work, if I live my life as if I am playing a part, I would not be upset. All the world’s a stage, and all the men and women merely players, they have their exits and their entrances; said Shakespeare. If something happens in a play, do you feel troubled? Supposing another ‘character’ in the play shouts at you or speaks ill of you, do you get angry? No! You know in the heart within that it is just an act and you have to play your part well. If you don’t play your part well the entire drama will be spoiled. I remember, when I was a little boy scout, we had a variety entertainment show. And in this show, I was made to play the part of Napoleon, the great emperor. There I stood in my imperial majesty. In a succeeding scene I was given the part of Taatiya. I was supposed to be a boy ser-
“What affects us is the sense of attachment. I get attached to an individual. Now that individual drops me out and I feel disappointed, I feel sad. We have to get over this attachment” vant to a Zamindar. Now, this Zamindar, this landowner was one of my common soldiers when I played the part of Napoleon. Now, this landowner tells me fiercely, ‘Taatiya, bring me a glass of water’. I felt tempted to tell him, ‘What do you mean? Five minutes ago, I was the great emperor Napoleon; you were one of my common soldiers. How dare you tell me to bring you a glass of water?’ But I’m happy I did not yield, I did not succumb to the temptation. Otherwise, the whole drama would have been spoiled. You have to play your part well. That is all you’re required to do. What affects us is the sense of attachment. I get attached to an individual. Now that individual drops me out and I feel disappointed, I feel sad. We have to get over this attachment. Therefore, life gives us such experiences so that we grow in the spirit of detachment. Man has come to this earth plane to become a master man and you cannot become a master until you grow in the spirit of detachment. Therefore, al-
ways regard yourself as an actor on the stage of life, playing your part to the best of your ability. A famous actor once remarked, “In a particular film, I was made to play the role of the husband of a woman whom I disliked strongly. I would not like to see her face at all but in that film I had to play the role of her husband and I played it very well. I showed that woman that I loved her immensely and she was the only one whom I cared for in the whole world. But that was only for so long as we were facing the camera. When we got out of the studio, I would not even look at her or speak to her.” Each one of us has a role to play in the great cosmic drama of life. This drama is unfolding itself day by day. But, of course, there’s a catch. In the cosmic drama of life, you have to play a double role. You have to be an actor and you also have to be a spectator. You have to watch the play unfolding before your eyes and you also have to act. If you are able to do this well, you will not lose your peace of mind. Why is it that we lose our peace of mind? Because our wishes, our desires, are crossed. We want a particular thing to be done in a particular manner. When it happens in a different way, perhaps in exactly the opposite way, our peace is lost. If only we can realise this, that we are all actors in the drama of life; that the role we are playing have been given to us by the Cosmic Director we will never feel distressed. It is not easy to do this-maintain your inner equilibrium at all times and in all situations. Gurudev Sadhu Vaswani used to tell us, “God upsets our plans to set up His own. And His plans are always perfect.” If I have the faith that whatever has happened to me is according to the plan of the Highest, that there is some hidden good in it for me, I will not be upset. Once you realise this, there is no more frustration, no more unhappiness. You abide in a state of tranquillity and peace. You may not be able to achieve this straight away. It is a process through which you must move.
CC
tadka
Young Pune Pune, the 9th largest metropolis in Pune, has added another feather in its cap. Today, it is one of the youngest cities in the world, with 73 per cent of its total population is below 50 years of age. Traditionally known as a Pensioner’s Paradise, the city is no longer so. It is increasingly emerging as the city for the young and the restless.
September 16-30, 2017 / Corporate Citizen / 55
Bollywood Biz
Bollywood’s highest paid stars of 2017 The Forbes Highest Paid actors list has just been released, and it proves that when it comes to earnings, Bollywood actors are some of the most handsomely paid professionals in the world. So who grabs the coveted top spot this year? Corporate Citizen brings you the results By Neeraj Varty
1
Shahrukh Khan
Earnings - $38 million
Bollywood titan King Khan banked $38 million this year, grabbing the top spot on Forbes’ inaugural tally of Bollywood's Highest-Paid Actors. The bulk of his earnings come from starring roles in movies such as Raees and Jab Hary Met Sejal, for which he earned upfront fees and a cut of profit. He also pockets millions from lucrative endorsement deals and profitable productions helmed by his Red Chillies Entertainment.
Salman Khan
Earnings - $37 million
2
Salman Khan comes at No 2 with $37 million in earnings. Salman Khan, who usually tops the list in recent years, came down a peg due to the failure of his latest film Tubelight. However, a slew of endorsements as well high profile upcoming movies like Tiger Zinda Hai will ensure that Salman is in contention for the top spot next year. 56 / Corporate Citizen / September 16-30, 2017
3
Akshay Kumar
Earnings - $35.5 million
While SRK and Salman release one or two films a year, no one can beat the sheer volume of films that Akshay Kumar stars in this year, not to mention their impeccable record at the box office. Akshay earns a paycheck of $35.5 million, thanks to a busy schedule that saw him appear in five movies in the scoring period, such as Jolly LLB 2, Toilet: Ek Prem Katha, Naam Shabana and Dishoom.
Aamir Khan
Earnings - $12.5 million
4
Aamir Khan, with the exception of Dangal, has been exceptionally low key this year, with hardly any endorsements to his credit. His payday is comprised almost entirely of his cut of profits from the wrestling drama, which has become the highest grossing film in India with earnings nearing 400 crore. However, what comes outside the scoring period is the unprecedented `1100 crore that Dangal earned in China, and the huge opening it has seen recently in Hong Kong. With Dangal having raked nearly `2000 crore and counting, out of which Aamir as a producer will receive a sizable cut, we may just see him topping the list next year.
5
Deepika Padukone
Earnings - $11 million
Deepika Padukone earned $11 million this year, thanks to an international role in XXX: the return of Xander Cage, as well as endorsing over a dozen products in the Indian market. Deepika is the top grossing female actor in Bollywood, and is in top demand with big budget projects like Padmavati to her name. In fact, she has earned even more than Priyanka Chopra ($10 million), who earned almost all of that money in Hollywood this year. September September 16-30, 16-30, 2017 2017 // Corporate Corporate Citizen Citizen // 57 57
Health
Being healthy is a lifestyle
Ravindra Patil, Chief Executive Officer, VTP Foods believes that doing everything in moderation is the key By Sharmila Chand
58 / Corporate Citizen / September 16-30, 2017
A
postgraduate in Agriculture and MBA (Finance), Ravindra Patil - Chief Executive Officer for VTP Foods, holds the responsibility of setting up process and techniques for Agro diversity. He is responsible for overall company development in all kinds of market penetration as well as into organic food, e-commerce platforms, retails and hospitality. He spearheads the company’s strategies, planning, profits, centre operations, sales and marketing, implementation of organic certifications to Earth Food. He is a top management professional in Agribusiness-fruits and vegetables (processing/ farming/out grower farm-
ing) sector with 25 years of experience with well-known organisations in Asia, Africa, and Middle East. He has to his credit the achievement of successfully planning and developing 35 processing/Agro projects, installing cumulative processing capacity of 2000 Mt/day including IQF, juice concentrate, fresh cut, wheat, rice and soya processing. He has also successfully developed Agro companies from the scratch and demonstrated strong analytical, problem solving and decision-making skills at top management level as he went on developing companies from scratch to profit making units. Thus he has played a pivotal role in developing organic farming and processing projects. He has worked with well-known Ion Exchange and Jain Group of Industries in the past.
Your philosophy on Fitness?
Eating right and staying active is my fitness philosophy. I strongly believe that doing everything in moderation is the key. You should enjoy a healthy balance of exercise, food and sleep to be fit and active. Good health is the greatest wealth for every family.
Your idea/mantra about keeping fit?
My fitness mantra is taking a breather from the daily hustle of life and dedicating an hour on doing something good for own self. I do challenge myself everyday yet not in a restraining way. My idea is to enjoy the workout I do and the food I consume. After all, being healthy is a way of life.
What keeps you fit and healthy?
I swear by Yoga. I find it serene, safe and holistic. As it demands concentration and focus, it calms the mind thereby reducing stress and anxiety which is so prevalent in this competitive age. Additionally, regular practice of Yoga helps me sleep better, improves my immune system and keeps me energetic throughout the day. Food and exercise go hand in hand. I try to consume only farm fresh produce, which are less in pesticides and chemicals. Since these
“Food and exercise go hand in hand. I try to consume only farm fresh produce which are less in pesticides and chemicals”
vegetables and fruits retain their nutrients, vitamins, antioxidants and fibre, they have many health benefits and keep the body, mind and soul hale and hearty.
Your stress busters?
Yoga and meditation!
Your Food Philosophy?
My food philosophy is eating clean. I buy locally grown produce, which comes from the farm to my fork in less than a day and hence it retains its freshness and nutrition. Also, these produce can be stored at home for a longer time as they have a lot of life left because they don’t undergo any abuse due to them being residue free. Regular steamed salad, residue free fresh and nutritionally rich vegetables, good quality food, sprouts, and proteins. Eat one fruit every day. Have low calorie food.
Your Exercise Fundamentals?
I wake up early, do some yoga, some breathing exercises, and a walk or run around my locality and I am ready to face the day. Very particular in exercise – morning walk/cycling – 60 minutes Yoga – 45 minutes Meditation – 10 minutes Minimum utilisation of lift in office and residential building Like to walk during farm visit.
Your Diet Fads?
I don’t believe in fad diets. Being healthy is a lifestyle one needs to adopt and have as a long term goal. I eat clean and fresh and avoid the junk. That doesn’t mean I don’t indulge in an occasional dessert but I try to keep them to the minimum. I keep myself hydrated throughout the day by drinking three to four litres of water. Besides, I consume fresh juice and coconut water, especially during the summers.
Your Healthy Dose as Parting Shots?
I think we should be healthy in a natural way. There are a lot of fad diets, weight loss programs, mass gain modules, etc available today which people are flocking towards. While they are good to have, change actually begins from within. Start with small steps. People tend to take a leap in the first go and find it difficult to sustain in the long run. Eat fresh residue free produce, be active, do some exercise/ yoga and get proper rest. Outdoor activities like swimming, basketball, tennis, martial arts, etc. do wonders to one’s fitness regime and overall well-being. Take up a sport you like and dedicate one hour every day to pursue it. chand.sharmila@gmail.com
Photo by Brenda Godinez on Unsplash
September 16-30, 2017 / Corporate Citizen / 59
Claps & Slaps Corporate Citizen Claps for Bangla Sahib Gurudwara in Delhi for upholding their ‘good samaritan’ values
Corporate Citizen slaps the horrifying impacts of the now popular and socially disruptive ‘Blue Whale Challenge’ on youngsters globally
In fact, keeping up to the benevolent teachings of Sikhism; the global Sikh community has always upheld the humanitarian traditions the world over, be it the gory attack in London, celebration of Ramzan in Pakistan or rough situations in Syria. The Sikhs have always opened their doors, their hearts and Gurudwaras in times of need. Delhi’s Bangla Sahib is no different. It broke the ‘North Indian’ and ‘South Indian’, psychological divide when the Delhi Sikh Gurdwara Management Committee (DSGMC) opened the Gurudwara’s kitchen to the Tamil Nadu farmers, who ‘homed’ in at Jantar Mantar in Delhi, staging a protest to demand loan waivers and drought-relief packages. “These protesters come from far places. Neither do they know the language nor where to go to eat. So we delivered langar food twice a day to them. We would have provided them accommodation too but they did not ask for that service,” said Manjit Singh, President of DSGMC. The Gurudwara served to the protesting farmers and around 10,000 visitors everyday a wholesome langar lunch comprising of chapatis, dal, sabzi and kheer at regular intervals. “We initially took the same food for the farmers but soon realised they prefer rice over chapatis. So now we send rice too. After all, this is Guru ka Langar and we don’t discriminate. Some consider it our allegiance to their protest but no, we are just serving those who seek Guru’s help,” Manjit Singh added. With 60% deficit in rainfall, Tamil Nadu witnessed its worst drought in 140 years. The farmers are demanding `40,000-crore drought relief package, farm loan waiver and setting up of the Cauvery Management Board by the center, crop insurance for individual farmers and remunerative prices for their produce. A TN farmer expressed his gratitude saying, “Our families are hungry back home and we are fighting for our survival here. You volunteers (DSGMC) are godsend.” Another farmer said, “The bank has confiscated my wife’s jewellery, our savings. My family of four gets only one meal a day. We need to stay here to maintain pressure on the government to act and that is only possible if our stomachs are filled.” While the food from langar has become the lifeline for the farmers’; will the TN farmers get their lifelines from the government is a long drawn battle. But, for now their protests wouldn’t be on an empty stomach!
The snowballing impacts of this 50-day task-based game, originally from Russia, has reportedly seen more than 100 deaths in China, United States and other nations and has now reached to Indian youths. The scary part is that the game actually causes suicides and suicidal attempts. While everyone was reeling under the shocking death of a 14-year old, Mumbai schoolboy Manpreet Singh Sahani, who took his own life as a consequence of the game, another lad from West Bengal, Ankan Dey and a 10th grader has since allegedly committed suicide. And the game’s toll continues unabated. Media awareness on this has helped to save some young lives as in the case of another 14-year-old boy from Solapur, who left home to complete a task given to him and was rescued by the police on his way to Pune. In Indore, a 13-year-old boy tried jumping off the 3rd third floor of his school building but was saved by fellow students. This 50-day long Internet game originated in 2013 and consists of a series of tasks assigned by the administrators, which includes players self inflicting injuries or psychedelic and scary videos late at night and all this culminating to committing suicide. The game targets children and youths inciting players to indulge in daring, self-destructive tasks for 50 days, filming and sharing the evidence, before finally taking the “final” step of killing themselves. These occurrences also point to the more grave situations for a need to reinstate a mental health programme. Experts say that teenagers are more vulnerable because the virtual world allows them to act without restrictions that exist in the real world and provides an adrenaline boost. “Teenagers generally take these risks because they are vulnerable and prone to seek validation. Also, it makes them feel like they are a part of something that is bigger than them,” said Samir Parikh, Director of Department Mental Health and Behavioural Sciences at Fortis Healthcare, New Delhi. These incidents emphasise on the critical need to constantly engage with the youths. There is a need is for more face-to-face communications for proactive and positive actions in schools, workplaces and homes. There is also a need to build a programme to get the youths involved in life skill developments to tide over their need to be appreciated-not ‘virtually’ but ‘literally’ on and live life positively! (Compiled by Sangeeta Ghosh Dastidar)
60 / Corporate Citizen / September 16-30, 2017
Mobile apps
Internet of Things at Your Home Internet of Things (IoT) is the buzzword of 2017, and it’s just around the corner. Simply put, an IoT device or a smart device is a device that can be assigned an IP address and have the ability to transfer data over a WiFi network. There are certain IoT devices that we come in contact with every day, such as a smart thermometer, a smart scale and pretty much everything that makes a smart home. Corporate Citizen takes a look at some of the smart appliances you can use today to make your home smarter By Nupur Chaube
LG SmartThinQ LG has deployed the power of IoT in home appliances with the launch of the SmartThinQ line of products. You can find LG SmartThinQ line of smart refrigerators, washing machines, dryers, and ovens that are connected to the home Wifi to let you control them remotely through your smartphone. These LG appliances create a truly connected home. Now you may use your smartphone to pre-heat the oven before you arrive home, turn on the washer, remotely switch on your air conditioner, and other smart appliances while not at home.
Oakter
WeMo Belkin Home Automation
The WeMo family of smart devices from Belkin include light switches, motion sensors, baby monitors, and NetCams that will let you watch and control your home. WeMo also works with IFTTT, so you could do much more amazing stuff with Belkin’s IoT devices.
Philips Hue
Philips Hue is the smart lighting system that makes it possible to control and create the right ambience for every moment. It includes starter kits, lamps, bulbs and light strips that can be connected by your smartphone.
This kit makes it possible to control your existing home appliances such as AC, geyser, water pump, lamps, heater, coffee machine and TV using your smart phone and the WiFi at home. It contains one smart-home hub that can connect up to 50 smart plugs, door latches, and cameras. Together they make a plug and play solution for IoT. Using Oakter plugs, you can also schedule routine on/off of appliances on the app, set timer, and view on/off history.
Aria WiFi Smart Scale by Fitbit The Aria smart scale tracks your weight, body fat percentage, and body mass index. It connects wirelessly to Fitbit devices and syncs your stats. Aria recognises up to eight people in the family but it does so with discretion. It also employs gamification to keep you motivated, as you can earn badges with achieving milestones. Besides this, if you want, you can receive alerts on your smartphone when you’re nearing your goals. September 16-30, 2017 / Corporate Citizen / 61
Dr (Col) A Balasubramanian
From The Mobile
Who are Parents? One who loves until her eyes close, is a Mother One who loves without an expression in the eyes, is a Father Mother: Introduces you to the world Father: Introduces the world to you Mother: Gives you life Father: Gives you living Mother: Makes sure you are not starving Father: Makes sure you know the value of starving Mother: Personifies care Father: Personifies responsibility Mother: Protects you from a fall Father: Teaches you to get up from a fall Mother: Teaches you walking. Father: Teaches you walk of life Mother: Teaches from her own experiences Father: Teaches you to learn from your own experiences Mother: Reflects Ideology Father: Reflects Reality Mother's love is known to you since birth Father's love is known when you become a Father Dedicated to all parents
62 / Corporate Citizen / September 16-30, 2017
You are a Masterpiece
A
little boy went to his grandpa and asked, "What's the value of life?" The grandpa gave him one stone and said, "Find out the value of this stone, but don't sell it." The boy took the stone to an orange seller and asked him what its cost would be. The orange seller saw the shiny stone and said, "You can take 12 oranges for the stone." The boy apologised and said that the grandpa has asked him not to sell it. He went ahead and found a vegetable seller. "What could be the value of this stone?" he asked the vegetable seller. The seller saw the shiny stone and said, "Take one sack of potatoes and give me the stone." The boy again apologised and said he can't sell it. Further ahead, he went into a jewellery shop and asked the value of the stone. The jeweller saw the stone under a lens and said, "I'll give you one million rupees for this stone." When the boy shook his head, the jeweller said, "Alright, alright, take two, 24 karat gold necklaces, but give me the stone." The boy explained that he can't sell the stone. Further ahead, the boy saw a precious stone shop and asked the seller the value of this stone. When the precious stone's seller saw the big ruby, he lay down a red cloth and put the ruby on it. Then he walked in circles around the ruby and bent down and touched his head in front of the ruby. "From where did you bring this priceless ruby from?" he asked. "Even if I sell the whole world, and my life, I won't be able to purchase this priceless stone." Stunned and confused, the boy returned to the grandpa and told him what had happened. "Now tell me what is the value of life, grandpa?" Grandpa said, "The answers you got from the orange seller, the vegetable seller, the jeweller and the precious stone seller explain the value of our life. You may be a precious stone, even priceless, but people will value you based on their intellectual status, their level of information, their belief in you, their motive behind entertaining you, their ambition, their risk taking ability and ultimately their calibre. Don't fear you will surely find someone who will discern your true value. Respect yourself. Don't sell yourself cheap. You are rare, unique, original and the only one of your kind. You are a masterpiece! No one can replace you.
Be happy always
Celebrate our everyday Sometimes I feel I want to go back in time... Not to change things, but to feel a couple of things twice Sometimes I wish I was a baby for a while... Not to be walked in the pram but to see my mother's smile Sometimes I wish I could go back to school... Not to become a child but to learn how to be cool Sometimes I wish I could be back in college... Not to be a rebel but to understand what I studied Sometimes I wish I was a fresher at my work... Not to do less work but to recall the joy of the first pay cheque Sometimes I wish I could marry again all over... Not to change the partner but to understand the ceremony better Sometimes I wish my kid was younger.... Not because she grew fast but to play with her a bit more Sometimes I feel I still had some more time to live... Not to have a longer life but to know what I could give Since the times that are gone can never come back, let's enjoy the moments as we live them from now on.... Let's celebrate our everyday life . . . Every day, every minute and every second.
Happiness can be divided into three categories: 1. Physical happiness 2. Mental happiness 3. Spiritual happiness These are brief summary of steps to achieve happiness in our lives:
For Physical Happiness
Regular and proper DIET Regular and proper REST Regular and proper EXERCISE
For Mental Happiness
Minimise Expectations Minimise Ego and Pride Minimise Negative Thoughts
For Spiritual Happiness
a) Recognise your SOUL as a separate entity from the body b) Do not live in the PAST Free yourself of past memories and experiences Do not worry about the FUTURE But, plan for it Free yourself in PRESENT of any attachments and hatred c) Help all living beings without any expectations d) Meditate regularly and surrender to the Supreme Soul Dentist: Your tooth is broken!! How did it happen? Man: Chapati, which my wife made was very hard, Doctor! Dentist: If it was so hard, you should have refused to eat it.... Man: That's what I did...!!! Husband sat in his room throwing darts at his wife’s photo but not even a single one hits the target. From another room wife asks the husband, “What are u doing?” Husband, “MISSING YOU!”
September 16-30, 2017 / Corporate Citizen / 63
astroturf You will receive the much-needed support required to uplift your career. So take advantage of the opportune period. Health requires your attention. Love life seems improved over last month.
Aries
Mar 21 April 20
Greatest days: 16, 17, 25, 26 Hectic days: 20, 21, 28, 29 Honey days: 16, 17, 20, 21, 28 Money days: 16, 17, 20, 21, 28, 30 Profession days: 16, 17, 26, 27, 28, 29 For job seekers, all kind of opportunities are available; you just need to keep your eyes and ears open. Health remains good yet you need to focus and get into preventive regimes and diet. other.
TAURUS April 21 May 20
Greatest days: 18, 19, 28, 29 Hectic days: 16, 17, 23, 24, 30 Honey days: 16, 17, 18, 19, 23, 24, 28, 29 Money days: 18, 19, 20, 21 Profession days: 17, 27, 30 This is the month to get involved with family and siblings. Your personal creativity will be strong; this is a good time to express and give vent to all your ideas. Love life remains happy and much improved.
GEMINI May 21 June 21
Greatest days: 20, 21, 30 Hectic days: 18, 19, 25, 26 Honey days: 16, 17, 20, 21, 25, 26, 28, 30 Money days: 19, 20, 21, 30 Profession days: 23, 24 You need to take care as health needs your attention; from the 22nd of last month the health planet has been ineffective. Finances remain status quo. Though stability is seen in finances during the entire month.
CANCER June 22 July 23
Greatest days: 23, 24 Hectic days: 20, 21, 28, 29 Honey days: 16, 17, 26, 27, 28, 29 Money days: 16, 17, 19, 20, 21, 30 Profession days: 18, 19, 28, 29
(www.dollymanghat.com)
Fortune favours the bold and the lucky
Your attitude is your altitude, says Dolly Manghat, our renowned Astrological expert and believes she helps people create their own prophecies rather than live predictions Finances remain important but the emphasis winds down. For investors, telecommunication, transportation and health fields this period is very conducive for growth. Health remains good. Level of confidence will be higher than usual.
LEO
July 24 Aug 23
Greatest days: 16, 17, 25, 26 Hectic days: 23, 24, 30 Honey days: 16, 27, 28, 30 Money days: 18, 19, 20, 21, 28, 29, 30 Profession days: 16, 17, 28 This is the time to gather your strengths for the next career push, which happens next year. Now is a period when you need to get your emotional strength in place. Health is excellent. If you feel under the weather, just relax.
VIRGO
Aug 24 Sept 23
Greatest days: 19, 28, 29 Hectic days: 25, 26 Honey days: 16, 17, 20, 21, 28, 30 Money days: 16, 17, 20, 21, 28, 30 Profession days: 18, 29 Health and energy remain good. Mercury brings in self-confidence, self-esteem and happy career opportunities. Life over all is good. Finances play a major role in your relationships.
64 / Corporate Citizen / September 16-30, 2017
LIBRA
Sept 24 Oct 22
Greatest days: 20, 21, 30 Hectic days: 28, 29 Honey days: 16, 17, 18, 19, 28, 29 Money days: 16, 17, 18, 19, 28, 29, 30 Profession days: 19, 30 Your personal goals, happiness receive a strong cosmic support. It’s a period when you can have things turned to your way of liking. You do not require anybody’s support.
SCORPIO Oct 23 Nov 22
Greatest days: 23, 24 Hectic days: 16, 17, 30 Honey days: 16, 17, 28 Money days: 20, 21, 25, 26, 30 Profession days: 16, 17, 19, 30 The focus on career tapers off and situations on the work front will be less hectic. Along with these movements come big improvements in health and overall energy. Social life is prominent.
SAGITTARIUS Nov 23 Dec 22
Greatest days: 16 Hectic days: 18, 19 Honey days: 16, 17, 18, 19, 28, 29 Money days: 16, 17, 20, 21, 26, 27, 28, 29, 30 Profession days: 18, 19, 28, 29
CAPRICORN Dec 23 Jan 20
Greatest days: 18, 19, 28, 29 Hectic days: 20, 21 Honey days: 20, 21, 27, 30 Money days: 17, 20, 21, 27, 30 Profession days: 16, 17, 20, 21, 28 Your health is good yet self-esteem and confidence could be much better. Your personal weakness allows for other strengths to come through. Career is major headline this month.
AQUARIUS Jan 21 Feb19
Greatest days: 20, 21, 30 Hectic days: 16, 17, 23, 24 Honey days: 16, 17, 19, 28, 30 Money days: 20, 21, 23, 24, 30 Profession days: 18, 19, 23, 24, 28, 29 Your professional life becomes powerful. It is time for taking steps to give a push to your career. Emotional well-being will come from achieving your goals.
PISCES
Feb 20 Mar 20
Greatest days: 23, 24 Hectic days: 18, 19, 25, 26 Honey days: 16, 17, 18, 19, 28, 29 Money days: 18, 19, 20, 21, 28, 29, 30 Profession days: 20, 21, 25, 26, 30 If there is harmony in your relationships there will be money, health, and emotional well-being. The social life is very active this month. Love opportunities for the singles are plenty. Address: 143, St Patrick’s Town, Gate# 3, Hadapsar IE, Pune-411 013. Tel.: 020-26872677 / 020-32905748 Email: connect@dollymanghat.com/ info.dollymanghat@gmail.com
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CRADLE OF LEADERSHIP
PROF. SUDHIR K SOPORY, VICE CHANCELLOR, JAWAHARLAL NEHRU UNIVERSITY (JNU) Volume 1, Issue No. 21 / Pages 68 / www.corporatecitizen.in
January 1-15, 2016 / `50
CORPORATE CULTURE
Chanda Kochhar, MD & CEO, ICICI Bank on women in leadership and gender diversity
INTERVIEW
An in-depth interview with Vishal Parekh, Marketing Director India with Kingston Technology and Rajeev Bhadauria, Director, Group HR, at Jindal Steel & Power
Dynamic Duo 21 MEERA SHANKAR AND AJAY SHANKAR
UNFLINCHING SUPPORT
September 16-30, 2017 / Corporate Citizen / 65
the last word
Ganesh Natarajan
Building lifelong friendships As the saying goes, the speeding bullet and the spoken word can never be taken back and we all need to be mindful to communicate with care and after some thoughtful deliberation in these days of instant responses through multiple media
N
othing gives one as much satisfaction as the joy of having sixty of your best friends come from all parts of the country and some from outside India to celebrate a special occasion with you. And on a lovely August evening in Pune, three score plus friends actually decided to make me feel special a month after my birthday. Basking in the love and fraternity we enjoyed that evening, it would be easy to walk down memory lane and talk about people who came, sang and danced with us and the love that flowed throughout as old bonds of friendship were renewed and new partnerships struck. But what would be more useful is to reflect on a world where friendship and camaraderie is being replaced by social media and divisiveness and rediscover the Zen of love and friendship! Think of this-would any of the crazy reality shows on the global stage that are breaking all around us have happened if there had been a genuine willingness to eschew hatred and arrogance and work on building relationships? The unfortunate Infosys dramas that have been hitting the newspapers and television screens with alarming regularity over the last year came to a head with the resignation of CEO Vishal Sikka. The build-up to the saga started after a weak
Ganesh Natarajan with his friends at a business school reunion
al and political loggerheads with the loyal Trump followers and it is almost impossible to predict the end to a drama that is seeing a new and unpleasant climax almost every week. Hopefully, it is not going to be a Greek tragedy for the US, which has for decades been the true champion of the free world! In the midst of these national and international storms, a word of praise for one man who has really demonstrated that he knows what it takes – collaboration and friendship, to get things done. Pune Municipal Commissioner Kunal Kumar recently completed three years in office. I recall meeting him with MP Vandana
business period and the appointment of KV Kamath as Chairman. Vishal Sikka was appointed, the promoter-CEO relationship slowly declined and a Board which had big names on it failed to really play its role in keeping the hostilities out of the Press. After relationships broke down between the promoters, the Board and the former CEO and other shareholders and a three-day loss of over 33,000 crores of market value hit the headlines, the appointment of veteran Think of this−would any Infoscion and indusof the crazy reality shows try stalwart Nandan on the global stage that Nilekani might prove are breaking all around us to be the balm that heals many wounds, have happened if there had but surely, we could been a genuine willingness have prevented matto eschew hatred and arroters from getting to gance and work on building this crisis. Could relationships? mature people not have used personal relationships to come up with a Chavan at the inauguration of a constructive partnership in the Digital Literacy Centre in Pune interest of all stakeholders in an soon after he took office. Enthused iconic Indian company? by the Digital Literacy Mission In the USA, after failing to adehe exhorted us to do more for the quately condemn the Charlottescity. The wheels that were set in ville incidents, President Trump motion for us at Pune City Conmade an amazing ninety-minute nect have seen Digital Literacy, speech in Phoenix Arizona where Skills Lighthouses and Municipal he harangued against the “crooked School Transformation go to new Press” and deepened the fissures heights and we have always known in an increasingly divisive nation. that we a friend in Kunal like we Things have come to such a pass have always had in Vandana, who that the two Coasts are at emotionwill help in doing whatever can be
66 / Corporate Citizen / September 16-30, 2017
done collaboratively for the good of the city and the country. What can one learn from all this, for our own society and families? There are ample provocations happening all around us and it would be easy to adopt an “I’m OK you are not OK” stance which all of us tend to do at times. A nasty e-mail or WhatsApp message sent in the heat of anguish can set off a sequence of words and deeds, which take relationships to a precipice. As the saying goes, the speeding bullet and the spoken word can never be taken back and we all need to be mindful to communicate with care and after some thoughtful deliberation in these days of instant responses through multiple media. And finally, back to the friendship theme, a big shout out for my business school mates who came from Dubai, Muscatn Hyderabad, Mumbai and even Pune to enjoy the friendship evening and celebrate our bonds of over thirty-five years. Dev Bhattacharya, a classmate and friend for decades, who was one of the comperes, singers and dancers of the evening said, “We all go back a long way and have many stories we cannot tell and some we will relish always.” Isn’t that what friendship is all about? Let’s not forget that when all is done and dusted, we will be remembered not by the epitaphs on our tombstones but the thoughts words and deeds we have shared with truly good friends on the planet! Dr. Ganesh Natarajan is Chairman of 5F World, Pune City Connect & Social Venture Partners, Pune.
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