“The term head-to-head competition is literal. Global competition is not just product vs

product, company vs company or trading block vs trading block. It is mindset vs mindset,

managerial frame vs managerial frame.” – CK Pralhad.

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

To become an organization that delivers on the promise of Brighter Living we must

change deeply, fundamentally.

Mindset being the vital second building block of transformative change, we have chosen

the theme of 'Shaping the New Mindset' for this issue of CHANGE.

The concept of mindset is nebulous and fuzzy. To provide some clarity, we have

approached the theme from two different angles; the first being the perspectives on the

mindset as articulated by some members of our senior management. The second

approach is providing sound conceptual input as articulated by well known experts in the

field, Nirdosh and Asha Reddy. These two distinctly different features read together will

clarify the concept of mindset adequately to help us create a platform for further dialogue

and consensus.

In this issue, Allen Antao tells us in his forthright interview about his years at Godrej and

what he did for the spectacular turnaround of PED and more.

Our Strategic Marketing Group (SMG) briefs us about the progress made in the last few

months in the section – Brand Matters. Do read it.

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

place in the ensuing months after the launch. Some of the important ones being: the

inauguration of the Knowledge Centre, winning of National awards in skills and safety,

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

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

We also have some more interesting features such as 'And we stopped to help', a unique

human interest story, a coverage of the World Wildlife Week... Don't miss it.

The theme of the next issue is 'The New Managerial Practices'. We need to identify and

communicate these practices that we would like to institutionalize to make Brighter Living

happen.

Team CHANGE thanks all the contributors for their support.

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

to team CHANGE at change@godrej.com.

Wishing all our readers a peaceful and prosperous new year.

- Indrapal Singh

The New Mindset

FROM THE EDITOR’S DESK

Editorial TeamIndrapal SinghAnil G VermaNalini KalaRahila Athanikar

DistributorNariman Bacha

Designed byHardik Gandhi, Godrej InterioDesign Team, GITL

Printed byGenius Printers Pvt. Ltd.

Published byIndrapal Singh on behalf ofGodrej & Boyce Mfg. Co. Ltd.,Mumbai-400 079.

For private circulation only.

Change the Thought : Change the MindsetMindset can be defined as the Unless the thinking changes, the

collective way of thinking that helps mindset does not change and we

organise the business's approach, may be directing our efforts totally in “Soch ko badlo to both strategic and operational. It also the direction which will not yield the sitare badal jayenge, enables the organization to decide nazar ko badlo to desired result. There is no use what is important and what issues nazare badal jayenge, pursuing multiple initiatives leading are to be given priority. This

nowhere - instead one needs to steer kyun har roj kashtiyaandefinition highlights the fact that to the efforts in the right direction to badalte ho,

act effectively we have to think dishaon ko badlo to move forward.appropriately. We have to think anew kinare badal jayenge.”to make brighter living happen. Here are some perspectives on

Unless we change our thinking and -Anonymous Mindset for our readers to dwell upon

our thoughts, we cannot create a and develop a deep understanding

process which, if adopted, will lead to of Mindset and its ramifications.deep transformational change. -Editor

Live the values you believe in. Take charge and be accountable for yourself first, and then others will follow says Kaustubh G. Shukla

CHANGE: Could you please tell us something about mindset, how would you

define it?

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

mindset?

KAUSTUBH: Mindset is simply a fixed mental attitude that determines one's

response to and interpretations of situations. However by 'fixed', I do not mean it

is rigid or something that can't be changed.

KAUSTUBH: The new Godrej mindset should be positive, ambitious,

contemplative, searching, process disciplined, curious, explorative, and

nurturing. All these qualities would ensure that we drive home the new mindset.

KAUSTUBH: I reckon that a new desirable mindset can be developed by

opening the windows of the mind. These windows are locked from within. So the

task is to get the mind to see the need to open the windows and change!

The good fortune is that the windows are transparent. So the mind can indeed

see beyond the window and draw inspiration for changing.

I was exposed to a new thought during the VLFM course. "Teaching is a word of

arrogance", says Sensei Shoji Shiba. 'You can only create a learning

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

be like?

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

2

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

CHANGE: How would you define mindset?

CHANGE: What according to you is the prevailing mindset

of Godrej employees?

CHANGE: What actions would you take yourself to

migrate to the new Godrej mindset?

CHANGE: In the context of brighter living what should the

new Godrej mindset be like?

ANIL: Simply put, mindsets are consistent patterns of

thinking/responding to a stimulus of an individual which

are shaped by past experiences, culture, education, We must work collaboratively and unleash positive energy upbringing, role models, key influences and the by sharing success stories. We must have an 'inquiry' environment he/she operates in. oriented mindset that questions the status quo to do what

is relevant, required and right. We must be a learning

organization.

ANIL: Organizational mindsets are shaped by the

business and the economic environment the organisation

has operated in. Godrej, like many other Indian ANIL: Firstly, we must communicate to all employees the corporates, has operated for years in a closed and need to change. Employees are aware that with regulated economy and our mindset would definitely liberalization and globalization, customers have choices. reflect this reality. Having said so, I believe, at Godrej, we Godrej, or any other organization, to grow and prosper are comfortable with the status quo. We tend to be inward must be customer focused. Customers value design, focused and slow to change… In fact our benchmark of our quality, competitive prices and innovation. Thus change is pace of change is always where we were a few years ago not a choice but a necessity!rather than the external world! We are more often reactive The second step is in terms of asking the leadership team than proactive. Execution is not our forte' and the thirst to to be the role models of the change they wish to see in the acquire knowledge and learn could be more. By and large, organization. Leaders must exemplify the new desired I would say, we are very contented with ourselves. mindset characteristics.

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

the task that they do in a way that benefits the end

customer. The first step for this journey begins by ANIL: Our brand re-positioning is all about customer

answering a simple question – 'What can I do in my daily centricity and being youthful so that we can connect better

activity to add value, benefit or delight the customer'?with the new generation.

The final step is to put a system and structure in place to

track the institutionalization of the new mindset in the

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

incentives will drive the new behaviours, reinforced and

supported by the new mindset; it will surely lead to

establishing the new culture.

designing products and services that meet their

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

solve everyday challenges.

The new Godrej mindset should encompass all

attributes that make us customer-centric. We

must be externally focused, carefully and

constantly listening to customers, business

partners and employees and be proactive in

3

environment'. We can live the values we believe in. We can demonstrate

people around us to watch and emulate. It sure takes time, but it is better than regimentation.

A change in the mindset can at times be painstakingly slow, but we must not give up. Once we create the right mindset in the

team, the team can quickly deliver a performance far beyond its true potential.

We must not whine about not being able to achieve what we desire and ascribe the reason to the 'mindset' of the people we

work with. To think that someone else has a mindset problem is in itself a mindset problem!

behaviour as per the mindset and leave it to the

CHANGE: Would you please define mindset for us?

CHANGE: To bring about this very progressive mindset,

what specific actions would you like to take in your CHANGE: What according to you characterizes the so

organization?called prevailing mindset in G&B or in Godrej

Appliances?

CHANGE: In the context of the brand re-positioning that

we have adopted, what sort of changes would you like to

see in the mindset of the people?

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

tend to focus on the capability of the people; along with GEORGE: Mindset as a word is generally understood in

capability you need creativity and you need a strong a negative connotation. It is like putting shackles to one's

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

that's what I think one needs to do.

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

you want to be progressive, you have to spend a lot of GEORGE: The old mindset, operating from a support

time doing things differently and finding areas of environment, and protected from vagaries of the outside

improvement. We spend a lot of our time on routine world, bred mediocrity of knowledge. And the sad part is

activities. Shiba advises to divide our day into 3 parts. No that most of us never unlocked our true potential. I keep

matter what designation and level you belong to, 1/3rd of telling my boys, ask yourself honestly how much of your

your day should be dedicated to routine, 1/3rd on potential you actually use and if somebody tells me it is

improvements and 1/3rd on what innovations will you do. 40-50% I will be surprised. My feeling is that we utilize

That way, 2/3rd of the day becomes real value addition. only 15-20% of our potential and that's a huge national

And all this has to be led by example. Every business waste. All that has however changed because today's

leader must set exemplary standards of performance and consumers are not willing to accept the old Godrej. So we

conduct because you are watched closely and you need have to be seen as a very progressive, modern and

to practice what you preach. One should lead by vibrant organisation.

example, engage people in communication and also

bring accountability in the organization. Accountability is

extremely important.

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

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

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

a progressive organization that understands the

changing needs of customers and is willing to serve them

better than the rest. In anything and everything that we

do, what is the value which I am unlocking as an

individual. So if I am doing a certain job, am I doing it

No matter what designation

and level you belong to, 1/3rd

of your day should be

dedicated to routine, 1/3rd on

improvements and 1/3rd on

what innovations will you do.

That way, 2/3rd of the day

becomes real value addition.

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

4

Let’s break our bondages, unleash ourselves. Along with capability and creativity, a strong character is equally important says George Menezes

CHANGE: Could you please tell us something about

mindset, how would you define it?

CHANGE: So how will you

personally lead the effort

to make brighter living

happen? What actions will

CHANGE: In context of you specifically take?

having adopted a

philosophy of Brighter

Living, how would you

d e f i n e t h e n e w

mindset?

values and philosophy. We should experience everything

that we want to do first hand with enthusiasm and make

SUNDERRAMAN: Mindset is something which is deep our partners our core dreamers, express our new

inside, deep within. It is shaped over a long period of time insights, dreams and actions and continue the

by our experiences, values, skills, competencies and progression. It should become a ̀ parampara', best of the

perspectives; it is tradition, it should add new

nebulous in nature. We insights and it should

however come to know prove that better than the

o f i t b y i t s best is possib le. In

manifestations which conclusion, one could say

could be in behaviours let's make a difference,

we exhibit, the actions together.

we drive, the attitudes

we display and so on.

This according to me

defines the mindset.

SUNDERRAMAN: I would

observe the situation, the

scenario very carefully. I

would endeavour to gain

deep customer insights

SUNDERRAMAN: It a n d f u l f i l l m e n t o f

would mean a hunger customer’s expectations.

to acquire and practice Perceive the changes in

new skills, gain new the market, in the society

experiences, acquire as a whole. Personally, I

new competencies and would learn to listen to

develop new perspectives which will help us shape our customers deeply, more appreciatively and also give

new mindset. Our perspectives need to be global, noble, constructive feedback. I would learn to present my views

aim at the larger good, be total in nature and not be partial clearly and particularly with an open mind and I would

of the repute. They should be integrative, should address also learn to ask good questions. I would never be

the whole and when we focus such a mindset on our impulsive or instruct anyone. I will never pretend to know

philosophy of brighter living then we can be big, bold and everything and would welcome inputs from others to

bright. The new mindset should connect to our new sharpen my thinking and points of view.

Our perspectives need to be

global, noble, aim at the larger

good, be total in nature and not be

partial of the repute. They should

be integrative, should address the

whole and when we focus such a

mindset on our philosophy of

brighter living then we can be big,

bold and bright.

5

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

The Impactof Mindset

n high performance organizations, employees work in

teams, manage with facts, improve continually, and Istrive to satisfy customers. In many other

organizations, employees work individually, fight fires,

point fingers, and strive to reduce the stress associated

with their jobs.

What causes employees in different organizations to

behave differently? How can leaders transform their

organisations' work practices? What people do daily is influenced by what their managers

review day in and day out. The basic question that needs Transformation of an enterprise is an involved and

to be addressed is – what influences the actions of complex process. If done right, it is easy. If done wrong, it

managers? It is the management system – a system of is almost impossible. The difference centers on whether

reviews and reports; it is their understanding of what is the enterprise changes its mindset or attempts to merely

expected of them, and how they are evaluated. The use new tools. Let us explore.

behavior of managers, in turn, is based on the

organization's culture, its mindset and philosophy.

Every organization can be likened to a building, as shown Let us examine the four layers of traditionally managed

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

what is on the surface. However, upon closer observation,

you find that the surface is held in place by an

infrastructure of pillars, columns, and walls. This The daily activities of traditionally managed enterprises,

infrastructure rests on the foundation, which, in turn, is shown in Figure 2, are probably characterized by a lot of

built on bedrock. fire-fighting and rushing to get the job done one way or the

other. There is no time to take up improvement projects or Similarly, when you walk through an organization, you see

document changes. There is a tendency to sweep what is on the 'surface' - the daily activities being

problems under the rug, and there is always pressure to performed and the tools being used. On closer

deliver. In spite of all this, the deliveries are invariably late, observation you find that these daily activities are

the quality is not up to expected levels, and consistency in influenced by an 'infrastructure' consisting of the

performance is lacking.management system of reports and reviews. This

management system has its roots in the mindset of the What leads to this situation? The philosophy of a

management - the organization's 'foundation', which is traditionally managed enterprise is based on the notion

b u i l t o n t h e ' b e d r o c k ' o f p h i l o s o p h y . that people need to be controlled. Decision-making is

Model of an Organization

Traditionally Managed Enterprise

- by J. Nirdosh Reddy and Asha Reddy. DAILY ACTIVITIES

Surface

Figure 1. The Anaar model of an enterprise

6

only way to motivate people. The focus is on individuals to

get the job done. Blaming people for not getting the

desired results is common.

There is little surprise, therefore, that the enterprise's daily

activities are characterized by finger pointing, sweeping

problems the under rug and fire-fighting. In spite of all this,

some enterprises manage to make money. However, the

inefficiencies erode profit margins and the profitability is

likely to be much lower than what is achievable.

based on the concept of a fixed pie, where if one person

gets more, others get less. Hence, everyone tries hardest

to win individually no matter what happens to others.

This leads to a mindset focused on getting results anyhow.

No importance is given to the means by which results are

achieved. There is a tendency to be inward-focused,

without much regard for customer satisfaction.

This, in turn, leads to a management system geared

towards getting the job done through fear and intimidation.

The prevalent belief is that fear alone will get people to do

what bosses want done. A carrot and stick approach is the

The Philosophy ? Customer focus – A realization The Management System

Adopt Dr. W. Edwards Deming's b y e v e r y e m p l o y e e t h a t C r e a t e a n i n f r a s t r u c t u r e

'14 points for management' as the customer’s satisfaction and consisting of methodologies for:

basis for transformation of your delight is the preeminent goal of

enterprise. At the bedrock layer of the enterprise. ? Controlling your processes

the Anaar model, build your ? Process focus – A firm - Change management style from

e n t e r p r i s e o n a w i n - w i n conviction that when things go managing people to managing

philosophy and a belief in wrong, one needs to ask where people and processes (systems).

involving people. processes are failing instead of Clarify that everyone's job is to

blaming people, that one needs to control and improve those

The Mindset improve processes in order to processes that are assigned to

? Lay a strong and robust continue to satisfy customers' them.

foundation for the enterprise by changing needs, that one needs ? Integrating strategic and

institutionalizing a 'Customer – to manage with facts, not annual business plans into

Process – People' focused opinions. daily activities

mindset. Everything that happens ? People focus – A belief that - Create your future by identifying

in an organization is covered by people are the most important what needs to be done differently

one of these three dimensions. asset an organization has and that in your organizational systems.

How well an enterprise performs one needs to invest in upgrading ? Continuous improvement

on these dimensions strongly their capabilities and involving -Involve everyone in improvement

i n d i c a t e s i t s u n d e r l y i n g them in improving the way things projects identified in your annual

competitiveness. are done. business plans.

Figure 3

7

Figure 2

WIN-LOSECONTROL

PHILOSOPHY

MINDSET

FIRE-FIGHTING

DAILY ACTIVITIES

WORKING VERY H

ARD

INDIVID

UALLY

High Performance Enterprise

How does one get to a High Performance State?

Stay the Course

Consequences if the Mindset is not Changed

management system. Here the top management merely

talks about using new tools such as control charts, six-As mentioned earlier, the daily activities in high

sigma or lean production.performance organizations are characterized by people

What is likely to happen? Some improvement for a while, working in teams, working smarter, managing with facts,

perhaps. This would be followed by increased frustration, improving continually, and relentlessly pursuing customer

stress and chaos. Why? Because, managers are likely to satisfaction. The workforce is more involved.

blame people for the problems that get surfaced from the

data collected, instead of asking where the prevailing

processes are breaking down; supervisors continue to Many organizations attempt to improve quality and

resort to fire-fighting instead of continuous improvement; productivity by merely introducing new tools to the

managers continue to be focused on their departmental workforce. Tools are necessary but not sufficient. While

matters instead of customer satisfaction; and top one would definitely benefit from using newer tools, it has

management continues to reward individual effort instead been proven time and again that these efforts generally

of team effort.result in fleeting and superficial benefits unless

accompanied by changes to the underlying mindset and Why does this happen? Because the mindset of 'Customer

management systems. This makes perfect sense – Process – People' focus has not yet been established.

considering that what people do is influenced by the

feedback they receive from their superiors. This feedback

consists not only of performance reviews, but also the Staying the course is crucial for transforming an

questions they are asked and the reports they are required enterprise. The Toyota Motor Corporation adopted

to file. Unless usage of these tools is incorporated into the Deming philosophy and stayed the course through

management system, they will cease to be used.successions of several CEOs. Its continued success has

Therefore, transform the enterprise from the inside out, been attributed by many Toyota executives to the

starting with the bedrock and moving to the surface – from teachings of Dr. Deming. On the other hand, the Ford philosophy to mindset to management system to daily Motor Company embraced the Deming philosophy, activities. This transformation is not only necessary to achieved very significant results – substantial increase in ensure long term usage of the new tools, but will also be a market share and highest profitability of all automakers source of further improvements for years to come. worldwide – but deviated from the Deming philosophy

after a newly appointed CEO changed the course back to The philosophy, mindset and management systems

the old mindset of 'results any which way' and 'inward shown in Figure 3 help institutionalize daily activities which

focus', and lost all the gains.are team based, customer focused and data driven.

Usage of new tools would be sustainable.Therefore, institutionalize 'Customer – Process – People'

mindset, ensure that the Deming philosophy is ingrained

into the thinking of future leaders and stay the course to Imagine a scenario where one tries to change the daily

become and remain a globally competitive enterprise.activities of a traditionally managed enterprise shown in

Figure 2, without making any changes in the mindset and The destination is important, but so is the journey. Enjoy it!

J. Nirdosh Reddy is the founder of Anaar, a consulting firm dedicated to improving and sustaining competitiveness of o r g a n i z a t i o n s i n c l u d i n g business, government and academic enterprises. Founded in 1989, Anaar has clients in seven countries including the USA, India, Mexico, Ireland, Taiwan, Australia and Oman.

Asha Reddy is the president of Anaar . She is a s t rong p r o p o n e n t o f p r o c e s s improvement as a means of improving the efficiency of organizations. She participated in the development of several Anaar modules.

8

MThe

Allen looks boyish, brims with

energy, has a fr iendly

approachable look and

greets us with a warm smile

into his spic and span cabin.

He answers quest ions

frankly, relating to business

or his personal life. He has

modest, unassuming ways,

and has a largely understated

personality. A degree of

restlessness is felt.

Yet, when it comes to

hardcore business, he is the

man behind the spectacular

turnaround of Godrej PED

from a loss making unit to a

profit making entity in a

matter of a few years.

Read about Allen Antao, a

maverick who resonates with

a 'can-do-it' attitude and yet

has no airs about himself.

ALLEN ANTAO

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

up and your schooling.

CHANGE: After schooling, which colleges did you go to?

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

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

standard without going to pre-school or KG class and as a result I

passed SSC at the age of 14. Malad used to be a small place in those

days. Everyone knew each other. Being a predominantly Catholic

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

formative years, apart from studies, playing competitive sports

helped shape our thinking.

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

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

had focussed intensely on our education.

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

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

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

the Sardar Patel College of Engineering. We had only two

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

an admission was a fiercely competitive affair. I graduated in

Mechanical Engineering in 1984 and immediately did my

management from SP Jain Institute of Management.

I first visited Godrej during an IMTEX that

was held when I was in engineering

college. I could not have fathomed then,

what destiny had in store for me.

“

”9

averickagician

Indian Machine Tools Exhibition

*

*

CHANGE: How come you opted for

the Goa project?

CHANGE: What kind of challenges

did you face in setting up of a

Greenfield Project?

C H A N G E : H o w w a s t h e

productivity at Goa compared to

Mumbai?

CHANGE: What were the new work

practices that you established at

Goa which were significantly

different than those at Mumbai?

ALLEN: I think we were successful in

developing a very strong work ethic

from Day 1. Goa is known to be a ALLEN: With nearly 8 years in

“susegad” place. People left that procurement, I thought it was time to

attitude at the factory gate when they try my hand at something different.

walked in. Work started at 8.30 am So when this opportunity came

sharp and stopped at 5.00 pm for the around, I opted for it and was

workmen. The morning half ended at selected. I was kind of attracted by

12.30 pm with no formal breaks in t he cha l l enges o f hand l i ng

between. People took toilet breaks as i ndependen t l y a G reen f i e l d

and when the need arose. People Operation. Also in a way, Goa was

were asked to put in full 8 hours of not an alien place.

work and they did put in that level of

work. It was a disciplined operation.

On the managerial side, it was also

very lean. For a few months after we

started, I used to run the whole place ALLEN: The challenges are indeed

alone. Carol was the first person to be many. But it is also great fun because

hired by me. We did not take many you have to overcome these

people, but whoever we took, in my challenges yourself. Specialized help

opinion, was the best in class. Even like what is available in Bombay is

today, my heart brims with pride when simply not around. It's both a minus

I think of the quality of their effort. and plus. As a result, one learns

faster and better. I have found the

experience exhilarating and would

recommend such an experience to

anyone who aspires to become a

ALLEN: On an average, I think more solidly grounded manager.

productivity was higher by about You learn to keep excise and sales

25%. People were eager to learn new tax records yourself and deal with

those authorities. You become a well

recognized face at the Income Tax,

ESIC, PF, Labour Commissioners

office etc. You learn to understand

your Balance Sheet and P&L account

in much greater depth. You don't

have a centralized computer system.

And in the initial years you cannot

afford one. So you start to develop a

low-end computerized system

yourself. You discover what needs

to be done and then go out and do

it yourself. It's a hugely valuable

learning opportunity.

CHANGE: How did you

join Godrej?

ALLEN: How I joined

Godrej is in fact a very

interesting story. Dr. K R

Hathi conducted campus

in terv iews and I got

selected. Even though I had

an offer from Godrej &

Boyce, I was trying to

explore other options.

Nothing came through and I

decided to join G&B. Some

of my colleagues who

joined with me are no

longer around. I still am.

That makes it nearly 22

years at G&B. I first visited

Godrej during an IMTEX

that was held when I was in

engineering college. I could

not have fathomed then,

what destiny had in store for

me. I was placed in the

C e n t r a l P u r c h a s e

department…

CHANGE: What was your

job like?

ALLEN: I was put on the job

right away. My portfolio

ranged from bearings to

b r o o m s . I m a g i n e a

management graduate

buying brooms. Yet if you

look at it in practical terms,

t he re we re va luab le

lessons to be learnt. You

had to learn to deal with

d i f f e r e n t c l a s s e s o f

vendors. Procurement is

somewhat larger than

merely buying. It helps you

develop the ability for

relating effectively with a

wide spectrum of people

selling drastically different

items.

10

skills and they picked up proficiency faster. I think they

worked more sincerely. The workforce was very

committed. The camaraderie at workplace was solid. ALLEN: Frankly, it was not doing very well. There were no

There was a very good work culture. The dignity of work export orders and orders from India were fast drying up.

was well believed into and no one would refuse any On the order front, there was a crunch. I don't think we

kind of work whatsoever. On occasions, I swept my were facing a pleasant situation in terms of the market. But

at the same time I don't think we were looking at a pleasant factory (thankfully it was not too big) when the

situation internally in terms of our execution of the orders sweeper did not show up and unloaded my trucks

for the little market that we had. So we had a situation myself, with the help of my workmen, when the

wherein after a string of losses, people were not getting unloaders demanded more than what was fair.

paid well. Morale was also a bit down. So if you looked at

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

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

could have overcome without substantial effort and even ALLEN: Yes, because women are more nimble and can

with it success was not guaranteed. I didn't have relevant handle small components more adroitly. Besides, in Goa a

previous experience. So I came in with an open mind, large part of the workforce comprises of women.

saying that I will give it a shot and work at whatever

challenges that arise.

ALLEN: I was there for nearly eight years. However, in

between I was at Bombay for about two years where I was

handling some additional responsibility as well as looking ALLEN: We tried to understand the internal issues in great

after the Goa operations from Mumbai. In a way it was a to depth before trying to solve the problem externally. I went

and fro journey. I went there in 1994, returned to Mumbai in through the initial process of meeting many people, talking

1998 and again went there in 2000 and returned to to them at length, getting to understand the issues and so

Mumbai in the year 2002 and joined the Process on. It took me nearly 2 to 3 months to make the first move,

Equipment Division. to restructure the organization of the division. The

CHANGE: How was that business doing then and

what were the main challenges it was facing?

CHANGE: At Goa, we believe we had many women

employees?

CHANGE: How many years did you spend at Goa?

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

initial days?

11

restructuring was designed to bring delivery performance was not up to

in internal synergies and improve the mark. And yet this order gave us

productivity. a pretty good reference for other

orders in future. ALLEN: In a sense, yes. Initially, we

Also we examined how the strengths were considered to be fabricators of

can be leveraged for exploiting l e s s c o m p l e x e q u i p m e n t ,

domestic and export markets. We dimensionally and metallurgically.

passed on the message that we were That space was occupied by a host

in trouble and we had to do things in a of small fabricators with much more

different way to survive. competitive cost structures. Our ALLEN: Yes, I think it was an order

survival necessitated that we move from Conoco Philips for two large

upwards into a more value added towers which we executed well. That

space where competition would be I believe was the real breakthrough.

less severe, margins would be better We were successful in executing this

and our internal competencies would on time and meeting the quality

be better leveraged. Of course the requirements. We received the order

journey upwards was a step-by-step in 2003. The towers were delivered ALLEN: I think we already had a

process. We assiduously took one in 2004. large order from UDHE Germany.

step at a time, making sure we Unfortunately, we couldn't make a

succeeded at each step and today success of it because once again our

we believe that we are amongst the

top fabricators of extremely complex

process equipment in the world. The ALLEN: Yes it was. It gave us the self number of global technology leaders belief that we had the capability to whom we partner with today, is an attract sophisticated customers if we endorsement of this status.could find them; it was also within us

to deliver in terms of quality and

timeliness. So in a way, it opened the

doors for us to international markets.

ALLEN: Last year our turnover was It is always a challenge to keep the

close to Rs. 400 crores. This year, doors open in the international

2008-09, we have a plan to cross Rs. markets, because if you fall short,

560 crores. The plan for the following then those doors opened with great

year is 700 crores with an aim to efforts, start shutting up very fast.

touch Rs. 1000 crores by the year Hence the challenge was to create

2010-11. Obviously, we will need to this mindset that we have to deliver

expand our resource base to achieve on time every time with quality. Even

this. We will also have to work very today, the challenge of continuously

hard to ensure that we are not reinforcing this mindset continues.

impacted by the current global

economic downturn.

ALLEN: Currently it is upwards of

90%. And this is regardless of the

quantum of exports that constitutes

our business. We would strive to

maintain this performance even if we

had an even distribution of orders for

the domestic and international

markets. All customers, local or

international, are treated alike.

CHANGE: Has there been a major

shift in the product mix over the

years?

CHANGE: Can you mention any

other large order that helped the

d i v i s i o n m a k e i t s m a r k

internationally?

CHANGE: What was the first

breakthrough export order that

became a good reference and

helped you set in motion a

virtuous cycle?

CHANGE: Was i t a major

breakthrough as regards the US

market ?

CHANGE: Tell us something

about PED's growth trajectory.

CHANGE: So today, how is your

on time delivery performance?

CHANGE: How do you see the

future prospects of PED?

ALLEN: We operate in a very

cyclical industry. In order to reduce

the risk of this cyclicality we have

diversified in terms of market

geographies, industry segments,

product range etc. These efforts will

surely enable us to smoothen the

CHANGE: Timely delivery was

always an issue for PED. What

did you do to address that?

ALLEN: Our on time delivery

performance was merely 35%.

We couldn't blame surplus orders

for low 'on t ime' del ivery

performance. Some sort of

dysfunctionality had set in and

there was lack of synergy.We

reinforced a message that

c u s t o m e r - c e n t r i c i t y w a s

paramount. It did cost us some

money at that time, but it was

essential.

The platform of on-time delivery

was used to align everyone and

we improved quality step-by-step.

I spoke to customers along with

the marketing people and tried to

understand what the customer's

real needs were. Customers were

happy to see the decision makers

interacting,with them and making

commitments. We got more

orders, delivered them on time

and got more work and so on. A

virtuous cycle got set in motion.

12

13

risks of a downturn in any one area. A lot more remains to be done. If we can successfully continue on this path, I believe

that the division will weather every passing storm that it will encounter. We will have to continue to be prudent in our

investments, be austere as profits are 'fleeting' in our industry and never lose the focus of consumer centricity.

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

young engineers?

CHANGE: Oh! We got carried away with pure

business matters. Tell us something about the anchor

CHANGE: How does Godrej PED relate to 'Brighter in your life, your family.

Living', the essence of our repositioned Brand?

CHANGE: Thank you for your responses.

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

worth giving it a shot” mantra of older but positive

people. Challenge, Creativity, Competence, ALLEN: I constantly tell them is that there is nothing they

can’t do. And this applies to the older ones as well. Age Commitment and Customer Contentment are values

does not matter. I think it is Henry Ford who said that, 'If we wear on our sleeves in PED.

you think you can, or you think you cannot, you are right'. I

staunchly believe that.

ALLEN: My family consists of my mother, my brother - a

ALLEN: Brighter Living is all about living brighter values civil engineer in Bangalore, my wife Nelma, my two sons

every day. Earlier we were conditioned to develop “do not Alexei and Yannick and my two sisters who are married

rock the boat” values from which came things like Loyalty, now. My father passed away in 1995. Alexei is in college

Respect for Rank, etc. Today, very few young people studying science. Yannick is in secondary school.

subscribe to those values. They have switched to “Rock the

Boat” values where Loyalty does not come without a Quid My wife Nelma used to be a professional; she was having

Pro Quo. Respect for Rank has been replaced by Respect a very good career at Hinduja hospital as a head nurse.

for Competence and Slow and Steady as an adage has She sacrificed her career for the kids. She plays the guitar.

made way for “Tomorrow Never Comes”. The kids have also taken to music.Yannick writes poetry,

is into drawing, painting etc. and is creatively inclined,

At PED we recognised this trend early. Metaphorically, more like his mom. Alexei is more of a defined chap, for

one can describe PED as one giant theme park. Every him black is black and white is white and there are no

day is a different ride. No matter how old or young a shades in between (laughs), he is more like me.

person is, it brings out the fearlessness one sees in

kids, the “Cannot be seen as a wimp” attitude

Your strengths: How do you de-stress?

Your areas of improvement

Favourite book:

Any country that you would like to visit again:

Hobbies:

Sports that you indulge in:

Your passion

What kind of music do you enjoy

You dislike

Any instrument you play: Your brand of humour

Favourite food: Social cause association:

Brand Allen:

Committed, self-driven, always I immerse myself into the

positive. solving the problem that is causing it. My wife says she

married Adren-allen.I am a little impatient.

(my customers demand it), I am considered too Jonathan Livingston Seagull.

outspoken (my conscience demands it), I myself could

be less demanding.Business has taken me to several countries around

Music, sports, reading. the world but there is no place like home. In the words

of Harry Belafonte-I love hockey.

“This is my island in the sunWhatever it is that I am doing at that Where my people have toiled since time begun,

moment.Though I have sailed on many a seaIt's shores will always be home to me.”

Country, Reggae,

Soft Rock. Hypocrisy.

I am a bathroom player of Tongue-in-cheek which the violin. sometimes ends up being foot-in-mouth.

From wild meats in South Africa, to I feel a lot for kids.raw oysters in North America to Sushi in Japan and

To follow the star, no matter how good old Thali in India, I respect food (but love the wine

hopeless, no matter how far.that goes with it).

:

:

:

:

:

Rapid fire

14

PATENT STRATEGY SEMINAR

PROGRESS THROUGH INNOVATION

To create awareness of in

all the business units and provide

impetus for the same, the Legal

department organized 'The

Patent Strategy Seminar –

Progress through Innovation', an

exclusive two-day workshop on

6 t h a n d 7 t h J u n e 2 0 0 8

highlighting the need and

importance of patents to protect

the intellectual properties of

Godrej & Boyce Mfg. Co. Ltd.

patents

15

Intellectual Property today has established its worth as an

asset to every organization. It is extremely imperative that

Indian companies wake up to the fact that Intellectual

Properties like trademarks, patents, designs and

copyrights are important and valuable assets.

Patent is one such Intellectual Property that is gaining

importance in the field of inventions and innovation. A

patent is akin to a property like a car or a house that can be

used, sold, licensed: in short it is ownership of an asset.

Owning a patent fortifies a company with the power to stop

others from using their innovation or technology.

In this world of consumers who clamour for the best,

competition is stifling and to overcome it, Godrej should be

armed with a strong patent base to protect its innovations

and stand tall in the face of stiff competition.

To create awareness of patents in all the business units

and provide impetus for the same, the Legal department

organized 'The Patent Strategy Seminar – Progress

through Innovation', an exclusive two-day workshop on

6th and 7th June 2008 highlighting the need and

importance of patents to protect the intellectual properties

of Godrej & Boyce Mfg. Co. Ltd.

Engineers, Designers and Research and Development

Officers from various divisions were invited to the seminar.

An exclusive session for Business Heads on how to

leverage a patent was also included. The seminar was

conducted by Ms. Sunita K. Sreedharan.

(Ms. Sunita K Sreedharan, is a renowned Patent Attorney,

a registered Patent Agent and CEO of SKS Law

Associates, New Delhi. Ms Sunita did her LL.B from the

School of Legal Studies, Cochin and her Masters from The

George Washington University Law School, Washington

DC, USA. She has been a frequent speaker on

intellectual property related issues like Patent law, IP

portfol io management and Intel lectual Asset

management. The Ministry of Agriculture, Government of

India, has recently empanelled her as legal counsel.)

Some of the salient points from the Program were:

?Importance of Intellectual Property Rights (IPR) as an

intangible asset, a source of revenue and the backbone of

Research & Development.

?Need for an Idea Evaluation cell for Research &

Development.

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

inventive step and the relation with novelty.

Our founders have been pioneers in the field

of obtaining Patents. Ardeshir Godrej was the

first to invent and introduce in the market a

springless lever lock. In 1906, Pirojsha

Godrej, then 24, joined his elder brother

Ardeshir at Lalbaug in the Locks and Safes

manufacturing business. In 1908, Pirojsha

Godrej, as directed by Ardeshir Godrej, sent

in his application to the Comptroller General

of Patents, Designs and Trademarks in

London, for “improvement in or relating to

Locks”(the improvement was the springless

lever lock), which was granted a Patent in

1909. Godrej proudly continues as the leader

in the locks industry courtesy the Locks

Division which today has around 30 patents

to its credit.

India has seen a spurt in patent filing over the past years. A survey conducted and published in the

Economic Times had listed certain “IPR aware” Companies :

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

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

hundreds of patents.

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

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

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

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

action whenever infringement is reported.

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

protecting organizational innovations.

Current Scenario in India:

16

?The protection available to a patent holder under Business Heads of various divisions had some key

prevailing laws, treaties and conventions. learnings as follows:

?Drafting of claims on the basis of which patents are

obtained. ?Intellectual Property (IP) audit as a systematic

?Adversarial and non-adversarial approach to patent review of IP assets owned, used and acquired by a

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

?Management of IP portfolio.

The session on Intellectual Asset Management for ?Importance of IP in a global economy.

17

The program was a scintillating success as it achieved the objective of

making the participants think on how best they could convert the

learning into action to generate results.

The seminar concluded with a session by Mr. T.S. Murali, Senior

General Manager of the Locks Division, who traced the history of the

Locks division as regards patents and also laid emphasis on securing

as many patents as possible. His immense wealth of practical

knowledge gathered over the years was deftly and briefly conveyed to

the participants and he advised businesses on establishing a process

for patent registration.

Godrej has repositioned itself and in that wake, a significant initiative

undertaken is the BEDHADAK BOLO slogan. Using the Megaphone,

the seminar's message was conveyed to Godrejites to signify that

ideas are meant to be announced and shared across hierarchies,

departments and divisions and not to be stifled.

The BEDHADAK BOLO thought coupled with the intent to enhance the

lives of consumers through meaningful innovations from Godrej paved

the way for this seminar.

To ensure active participation, interesting quiz sessions were a part of

the workshop on both days and exciting prizes were given to the

winners - Mr. Sushil Sawant (Locks), Mr. Jogy Abraham (Interio),

Mr. Nitin Mulchandani (Corporate Procurement), Mr. Abhijit Acharekar

(Appliances) and Mr. N.J.Chauhan (Tooling).

To bring out the creativity of the participants, an innovative role-play

was organized wherein the participants were divided into groups and

were given twenty minutes to create an invention as an answer to the

practical problem. The response was overwhelming and the

participants came up with brilliant innovations that were low cost,

affordable and could be patented.

The last words, however, belong to Mr. Phiroze D. Lam. 'The

importance of Patents in today's aggressively competitive global

scenario can never be underestimated. Patents will add robustness to

our businesses and ensure a stream of future profits. No company can

today aspire to be world class, unless it has an adequate number of

patents to its credit'.

by

Gauri Gandhi and Sandhya Amanna – Legal Dept.

Priya Borgaonkar (Advocate / Consultant)

S. Gururaj and Natasha B. Wadia – Summer Trainees

Godrej has repositioned

itself and in that wake a

significant initiative

u n d e r t a k e n i s t h e

B E D H A D A K B O L O

slogan.

Using the Megaphone,

the seminar’s message

w a s c o n v e y e d t o

Godrejites to signify that

ideas are meant to be

announced and shared

across hierarchies,

d e p a r t m e n t s a n d

divisions and not to be

stifled.

What is the feedback on the brand

repositioning campaign?

Is Brighter Living, the essence of the

repositioned Godrej, relevant in today's

challenging times? Please comment.

We believe there is a consumer track research

that is being undertaken. What are the initial

findings?

terms of moving from villages to the smaller

towns, from smaller to bigger towns and so on.

The feedback with the entire launch, internally We frequently talk about speaking to the

and externally has been very positive. When optimistic customer. We have known this

customer, we can define this customer but we say internally, we are talking of employees

when you go around making products and not just at the GMC level but across the

media plans, how do you talk to this customer organization. There is a palpable sense of

as opposed to someone else. We have resonance with what we said. 'Bedhadak Bolo'

identified and tracked down this optimistic term has become a part of people's day to day

consumer and have found that he is forward language. Employees expect that this initiative

thinking… He will purchase new products as will be taken forward in all earnest to enable

soon as they are launched instead of them to speak their minds freely and contribute p u r c h a s i n g t h e m a f t e r s o m e o n e ' s without hesitation. recommendations…

Externally also, especially post the Indian We find that our campaign and the brand, both Premier League campaign, the feedback has are resonating very well with these forward been very positive. A lot of people saw different thinking consumers especially in the metros things in the college professor advertisement. and mini metros. This sets the agenda for the Some assumed the professor to be Godrej who future; that we need to go deeper and not has changed to become a younger person. In restrict ourselves to urban and semi urban

that context I will share with you what one India.

consumer said. 'Earlier Godrej thought about

us from their point of view but now Godrej will

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

almost like a definition of consumer centricity.

A powerful message of real change. Yes. It is very relevant. We don't see the

economic scenario being that difficult,

especially for Indian consumer goods industry.

Inflation growth in relation to income growth is

slower and hence is not as bleak as it seems.We have institutionalised a pioneering effort in

our country - a consumer track - which goes What has created an issue for the market at

across to almost 30,000 consumers across large is an increase in interest rates that the

metros, mini metros, small towns and even government undertook in order to reign in the

villages. We are talking to consumers who inflation in response to political pressures.

want to upgrade or have already upgraded in However, the recent liquidity crisis has hurt the

Brand

18

buying sentiment. This is forcing the brand rollout workshops across the length and

government to reduce the interest rates and breadth of the organization. We will possibly

begin with more front-ended employees and over the next few months, consumer goods will

maybe then go over to the managerial cadre. experience the buoyancy they deserve.

As the consequence of Brighter Living, we are The overall hypothesis is that the consumer

going to do things differently in our professional remains optimistic and believes that progress

and personal lives so that the change, the is possible, desirable, needs to be expressed

consumer centricity starts happening and and experienced. Those insights continue to

everybody feels empowered rather than being be valid and hence, Brighter Living insight is

the mere recipients of directions. highly relevant.

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

planned essentially three initiatives.by the weakening of the stock markets, opting

First initiative is a 'bottom up' approach which for Godrej products makes a lot of sense.

means that through the categories that we When there is high uncertainty and things are represent, namely Personal grooming, in a state of flux, you don't grapple with the Properties, Aerospace and Interio, we will unknown or take risks. You try and latch on to make the brand stronger. We are happy to say whatever is tried and tested, a trustworthy that powerful business and brand consumer anchor or a pillar…like Godrej, a 112 year old strategy has been finalized for these trusted brand.businesses and we will have a slew of product

launches over the next six months from these

businesses. The way forward is twofold: one, as it concerns

employees and second, as it applies to Second initiative is building the brand. We are customers. going to work on 12 star brands which are

going to migrate to the new identity starting in For employees, we are planning several

January 2009. We are using the opportunity of actions on the employee front. Employee

design migration to drive business value. engagement workshops in line with the brand

repositioning are in the pipeline. Also, brighter The third initiative is that we are planning very

work spaces and frequent top, down and powerful top-down consumer campaign and

sideways communications is planned… I will activation in the market place.

not mention the details as I don't want to steal As the New Year rolls, we can look forward to a

the limelight off the formal announcement of brighter 2009 with all our visions falling in place

the same. to deliver customer centricity and make lives

On the business front, we are planning several brighter for all.

So what is the way forward from here?

19

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

Godrej & Boyce Mfg Co. Ltd bagged 2 Vishwakarma Rashtriya Puraskars and 4 National

Safety Awards for the performance year 2006 at a grand function held at Vigyan Bhavan,

New Delhi on 17th September, 2008. Mr. KH Muniyappa, Union Minister of State for

shipping, road transport & highways, presented the awards at the function.

Award category

Import substitution category

Productivity category

Kaizen Team Members

?– Operator, Machine Shop

?C.D. Pawaskar – Operator, Machine Shop

?D.G. Jagtap – Operator, Machine Shop

?P.S. Gaikwad – Inspector, QA.

?S.B. Parekh – Inspector, QA

?V.P. Deherkar – Operator, Machine Shop

?J.S. Shelar – Operator, Machine Shop

?P.R. Kadam – Operator, Machine Shop

H.G. Shinde

Project/Achievement

New Fuel Magazine project of Nuclear Reactor needed 300 “Linear Re-circulating Roller Bearings” (LRRB), imported bearings, of about Rs. 1 crore value.

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

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

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

[ ]

20

Division

Construction

Locks

Tooling division

Awards

?Lowest average frequency rate scheme (over a

period of three consecutive years ending in the

performance year).?Accident free year scheme for maximum manhours

worked without any fatal accident / non-fatal accident /

permanent disability in the performance year.

Lowest average frequency rate scheme.

Runner up for lowest average frequency rate scheme.

Sector

Construction

Manufacture of basic metals,

fabricated metals product,

except machinery and

equipment.

Manufacture of machinery

and equipments other than

electrical machinery and

apparatus.

In addition to the awards for safety, two Kaizen teams of

Godrej Precision Engineering Systems have been

awarded the prestigious Vishwakarma Rashtriya

Puraskar (VRP) 2006.

28 VRP awards were presented in three categories at the

award function, of those only three went to private sector

companies. Godrej PES is the proud winner of two of

these three awards.

Background

The Ministry of Labour & Employment,

Government of India, instituted the ‘Vishwakarma

Rashtriya Puraskar’ and ‘National Safety Awards’

in 1965. These award schemes are operated by the

technical wing of the ministry, namely the

Directorate General Factory Advice Service &

Labour Institute (DGFASLI), Mumbai. DGFASLI

renders advice/service to workers, their

representatives and management in factories and

docks to humanize industrial activities by

promoting safety and health at work. Vishwakarma Rashtriya Puraskar (VRP)

VRP is awarded in recognition of outstanding

suggestions given by a worker or group of workers

and implemented by the management during the

previous calendar year resulting in improvement in

quality, productivity and working conditions such as

safety, health and environmental conservation in

the industrial undertakings where “suggestion

schemes” are in operation.

National Safety Awards(NSA)

The NSA is given in recognition of outstanding

safety performance of industrial establishments,

construction sites and ports to stimulate and

maintain the interest of both the managements and

the workers in accident prevention programmes.

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

Godrej

21

Details of National Safety Awards are as follows:

Pirojshanagar felicitated the Godrej Family at the Dussera Diwali function on the 27th of October, 2008 at Pragati

Kendra. The theme for the function this time was 'Brighter Living' as the company has gone through a brand

repositioning exercise. The company has continued to maintain its traditions while confidently marching ahead in its

quest to remain contemporary and at a leadership position in this fast changing business environment.

The programme was organized this time by Retailing division and was interspersed with engaging performances by

students from Udayachal Schools, employees and women from the Mahila Manch, living up to its reputation of being

the most memorable annual event in the organisation.

B r i g h t e r Moments

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

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

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

Mr. Jamshyd GodrejChairman and Managing DirectorGodrej & Boyce Mfg. Co. Ltd.

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

Navroze Godrej

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

Navroze J. Godrej

22

“It's our time now! We need to be speedy in our product innovation, think big and work in teams cross- functionally to optimize business. Time and tide wait for none, let's do it now.”

Shyam Motwani VP and Business Head, Retailing

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

Anil G. VermaExecutive Director and HeadPersonnel & Admin.

Mahila Manch members singing a song for the occasion.

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

Bhalchandra JoshiPresident, Godrej & Boyce Shramik Sangh

Udayachal school children offering Dussera prayers.

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

2323

In February 2008, the Appliance Mohali Compressor Team (QA and Mfg.) won the 'Vardhaman Quality Navigator Award' at

the north-west Qualtech contest held at the Punjab Technical University's Gyan Jyoti School of TQM, Mohali. The team that

presented the project for Godrej & Boyce consisted of Hitesh Kakkar, Sunil Parekh and Neeraj Sharma. These awards

were instituted to recognize outstanding 'quality' initiatives by industry and business houses in the north-west region and

Godrej Appliance bagged the 'First Prize' where 28 companies had participated (SRF and Reliance were first and second

runners up respectively). As a culmination, the various Qualtech award winners of each region then participated in the

National Finals conducted by 'Qimpro Consultants' and ‘Best Prax Club’ at Mumbai.

Qimpro Consultants is a leading body pioneering quality movement in India through professional services that range from

Assessment to Transformation Management. Best Prax Club is a Networking and Learning Forum for member

organisations to share and grow their Generic Business Practices.

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

L&T Hajira and Reliance Hazira. The Appliance project was on 'Improvement of the First Pass Yield of the Valve Plate

Assembly by 87% using Six Sigma techniques and Shainin DOE tools.

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

- Rohinton K. PatelGodrej Appliances

Godrej Appliances wins Qualtech award

Appliance Mohali Team members Cyrus Bharucha, Hitesh Kakkar and Anil Rijhwani receive the Vardhaman Quality Navigator Award at the North-West Qualtech Contest held at Mohali.

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

24

Godrej Interiobags

productivity award!

Godrej Interio won the IMTMA SIEMENS Productivity

Championship Award 2008 for the project entry on

'Optimizing Metal Working Process'.

The Interio team comprising of Rajesh Panchal, Sagar

Patil, S V Rane, Rajan R K, Uday Singh, Shyam Shinde,

Rohan Pereira and team leader, Maneck Behramkamdin

went through a process where invited applications were

scanned by the jury and then selected for the next round.

Case studies were presented at the summit followed by a

short Q & A session. 215 entries were received for the

Championship Awards 2008. Interio's entry on Optimizing

Metal Working Process was selected for receiving the

award.

Competing companies in this category were Tata Toyo

Radiator Ltd. - Pune, Cummins India Ltd. - Pune and

Godrej & Boyce Mfg. Co. Ltd. – Mumbai.

Interio's project was based on a Strategic Goal Plan to

move from 'bending' to an advanced process of 'folding'

and 'foaming'.

“The IMTMA Awards gave us confidence on our approach

towards improving productivity by infusing technology in

the system to suit our requirements and adopting new

manufacturing systems/equipment with low capital

investment,” said Maneck Behramkadin, team leader and

GM Mfg. - Godrej Interio.

ABOUT THE AWARD

The IMTMA Siemens Productivity Awards are held once a

year to recognize, reward and encourage achievers who

have contributed to productivity improvement in Indian

metal working industries.

-Maneck Behramkamdin,

Godrej Interio

Maneck Behramkamdin, Rajesh Panchal,

K. Rajan andRohan Pereira

receive the IMTMA award.

25

“Building Manufacturing - Building India”

th7 CII Manufacturing Summit

Chief Guest Mr. Ajay Shankar, Principal Secretary, Department of Industrial Policy and Promotion, Ministry of Commerce and Industry, Government of India releasing the CII Compendium on ‘Best Innovative

thPractices in Indian Manufacturing Industry’ at the 7 CII Manufacturing Summit

th summit has successfully addressed issues The 7 CII MANUFACTURING SUMMIT nd rd related to the manufacturing sector and has held on 22 and 23 September 2008 at the

provided a unique platform to the industry to Taj Mahal Palace & Towers, Mumbai has

put forth their views to the government and indeed been a good learning experience and

authorities concerned.networking opportunity with senior captains

of the manufacturing sector. We got an This year the summit had eminent thought

opportunity to meet and briefly interact with leaders, industrialists, policy makers and

them. The event saw the presence of Mr. strategists from India and abroad to help us

J.N. Godrej where he spoke on the following encourage and strengthen the growth of the

points:manufacturing sector.

How do we compete with everything, The event this year also saw the presence of

everywhere and anywhere? the world's top management gurus like Prof

C K Pralhad, Professor Shoji Shiba, Chief

Green business opportunities - how do we advisor, CII-VLFM Division and Prof. Arnoud

make the entire supply chain 'green'? De Meyer – Director, Judge Business

school, University of Cambridge.

Skill development opportunity for industry The summit focussed on innovation, skill by public private partnership. d e v e l o p m e n t a n d c l u s t e r s f o r

manufacturing. The four speakers who

Background: influenced me by their thoughts and

In the last six years, the CII Manufacturing achievements were:

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

26

B H A S K A R B H A T

Titan Industries Ltd.

Prof.BANMALI AGRAWALA ARNOUD DE MEYER Tata PowerJudge Business School,

University of CambridgeKUNWER SACHDEV Su-Kam Power Systems Ltd.

Mr. Bhat spoke on

journey of Titan, from

watches to jewellery and

to eye wear. He spoke of:

C r e a t i n g v a l u e

t h r o u g h i n n o v a t i v e

products and services for

all stake holders.

B u s i n e s s m o d e l

innovation - diamond Power sector innovations jewellery manufacturing. ?Presented the view of - manufacturing that

Leveraging employee could save as high has an outsider to the talent, commitment and 35% costs. Innovations industry (opportunities

Mr. Kunwer spoke on the skill.which are not thought of and obstacles).

transformation of his He shared a TITAN are invented if the fear of ?Frugal engineering -

company from a humble innovation for studding failure is not there, low cost and flexible beginning to a complete diamonds, breaking away especially, the power manufacturing . solution provider in power from traditional clay sector has proven this ?I n t e g r a t i o n o f electronics. It was an mould method and using and that too where the manu fac tu r i ng w i t h inspiring speech where a simple rubber sheet investments are HIGH.services. he spoke about the instead, thus increasing Current financial situation He also presented the 8 various failures he had accuracy and speed. He in the world should be challenges for the Indian enroute his success. The also shared the eco looked at by the Indian

manufacturing sector: l e a r n i n g s f r o m h i s sys tem crea ted fo r manufacturing industry

address were:competition, increase in karagirs that kept alive as an opportunity.

Failures are never R&D expenditure, skill the traditional mix of skills Gathering of diverse

final and if one has the development, startup required in the jewelry minds can crack issues of

perseverance, one can financing for projects, business.national interest and

He invited us to visit their reach the goals come information flow in the industry too.

manufacturing facility at complete value chain, what may. Innovations are possible Hosur and to discuss the Begin small, learn and domestic knowledge and in every sector & the eco system of carpenters securing patents, how to then scale up. industry has to give it a that we are creating for Dream big, this helps leverage top overseas PUSH to reduce costs in the Disruptive Innovation generate new ideas to Indians and investment in the current scenario and

project for Interio. inclusive innovations. reach your goals. increase efficiencies.

?

?

?

?

?

?

27

Bhubaneswar Branch: The state-of-the-art office has been designed to

The new Bhubaneswar Branch office was inaugurated on promote expression at work and transparency at

3rd August 2008 by Mr. P D Lam and Mr. Navroze J. work. There are no full-height or opaque cubicles for

Godrej. The Bhubaneswar branch business had doubled managers and every one is seated in an 'open-plan' between 2005 and 2008 but the infrastructure remained system which promotes openness in the office and the same. There was paucity of space and the removes barriers between the various levels of infrastructure needed to be improved; hence the branch

employees working in the branch. was shifted to a newer location. Rs. 1.35 crore has been

spent on achieving the look of the new Bhubaneswar There are many discussion rooms and a well-equipped

branch. The newer look has been created keeping in conference hall that can accommodate 30 to 35 persons.

line with the philosophy of brighter living. This will There is hardly any paucity of space. The entire branch

soon be replicated across the offices of the Godrej office is centrally air-conditioned. The lighting for the office

group. has been designed in a scientific manner with respect to

the health of the people, the lighting is not harsh and is The new Bhubaneswar branch office has a fresh and

pleasing to the eyes. Also, this better lighting is more bright reception area with an exhibition space to display

economical than the lighting in the old branch.awards and certificates to the visitors. There is also a

television set which plays the various Godrej Soft, soothing music runs in the background and creates a

advertisements and the Godrej film on brighter living. bright and happy work ambience. The branch has a trendy

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

Brighter Workspaces

28

kitchenette well equipped with a refrigerator, microwave, Also, the branch is in a location that is easily accessible

water purifier and vending machine. The kitchenette is well from the railway station.

furnished with cabinets to stock food and cutlery. The The office is furnished with state of the art video-

adjacent pantry area has a warm, inviting look.conferencing arrangements, an excellent conference

The entire new Bhubaneswar branch has been furnished room, 8 discussion cubicles, a canteen and lunchroom

by Godrej furniture, products and systems created by facility. Today, the branch can welcome a new entrant,

Interio, Locks, Prima, SED, SSG and Appliance divisions. with his/her own workplace on the very first day of

The branch is like a model that can be used to show the reporting for duty.

strength of brand Godrej to customers and business

associates.- R. Solomon, Bangalore

- Barindar Singh, Kolkatta

Bangalore Branch:

The new Bangalore branch has office strength of about

180 personnel including 4 Regional Managers. Earlier, the

branch was housed in 9300 sq ft of office space in a

crowded location without adequate parking facilities and

amenities. On the 9th August 2008, the branch was

relocated to spacious premises of 17800 sqft on 3 floors at

Karnataka Film Chamber of Commerce building, a prime

central location. The office has adequate car parking for

more than 25 cars in a basement, and can also

accomodate 140 two-wheelers. It also has a lift

exclusively for Godrej. The building comes equipped with

300 Kva of generator power and is fully airconditioned

even during power cuts with auto change over system.

The state-of-the-art workstations have been designed by

Godrej Interio. The soft overhead lighting provides a nice

ambience and is also economical for use. The staircases

and walls are artistically designed and brightly painted with

our brand colours.

29

The Knowledge CenterDesigningthe future

The Godrej Interio Knowledge Centre at the Vikhroli G&B by comparisons to plant morphology. With an area no less

campus is a sharing point for showcasing the thought than 7000 sq.ft., it boasts of 17 distinct functional

process and knowledge that goes into the design and showcases - styled to set trends and create aspirations.

production of Interio institutional and home furniture.A Knowledge Centre is a means to trigger rediscovery of

The Knowledge Centre, recreated by the Godrej Interio thought processes and ideas. Facts, data and information

design team, showcases the new Godrej where the future are collected over time by many people about products

of Godrej design and conceptualization for delighting and processes; thus, there are many interlinked threads to

customers is elegantly presented. follow which will reveal interconnected stories that take us

from first ideation to final product.The Centre was jointly inaugurated on 25th April, 2008 by

Mr. J N Godrej, CMD – G&B and Mr Adi Godrej – The Godrej Knowledge Center is a celebration of the

Chairman, Godrej Industries in the presence of the Board sense of discovery and heightens the way we perceive the

natural and man made environment. This place is a of Directors, G&B GMC members, Godrej Interio Head –

metaphor of the Godrej philosophy to work and to Mr. Anil S Mathur along with the DMC members, Design

workspaces, translating the insights of the natural science team and other team members from Interio. of plant evolution into engineered objects.

The Godrej Interio innovations at the Knowledge Centre This span of time is one of the most exciting times of are presented through a fresh theme of 'engineered discovery, of advances in technology, and of creativenature'. The story of innovation and design is told skillfully

“I am most impressed with the new Knowledge

Centre. The concept is unique in design and vision.

It has been executed in a superb manner. I am sure

that this Knowledge Centre will allow Godrej to be

ranked as the best partner for Office Interior and

Office Equipment. The team that designed and

executed this project is outstanding. My

Congratulations! Keep it up and I look forward to

more innovation in the coming years.”Mr. J N Godrej

“Brilliant exposition of the Godrej of the future!”Mr. Adi Godrej

“I am so pleasantly surprised and bowled over by the

elegance and design of the furniture and the

coherence in the look of the Knowledge Centre. My

sincere congratulations to the excellent team effort

and I look forward to see more and more”.Mrs. Smita G. Crishna

The Interio Knowledge Centre is a brilliant exposition of our

future, where we create modern furniture inspired from nature.

30

application. Extraordinary searches and discoveries in the It turns out that the engineered nature of plants and other

life forms have hit on the secrets of formal organization sciences have revealed the evolution of the universe, the long before humans. Nature, imaginative by necessity and role of DNA, the genome and extraordinary world of a survivor by evolution has found what works, what’s bioneering.appropriate – and most important - what is sustainable for

Celebrating the patterns of the universe; inventing new the foreseeable future.

forms, linear twists, geometric progression that unfolding Like a modular office system which organizes itself to

science shows, underlies the fabric of the cosmos. Today, imitate the optimal growth of leaves on a stalk, we at

new eyes give us a new perspective of our place in the Godrej are imbibing a greater understanding about natural world. Seeing the earth from above as well as super engineering as a form and production process.magnified details, makes us reconceive our place in the

From natural symmetry we are learning how to contour universe.comfort into a chair seat; create balanced colourlike

How did the sunflower seed-head pack itself into inflorescence in a garden; morph modular systems to beautiful spirals? repeat like leaf venation...

When did the leaf learn to turn to face the sun? Godrej Interio takes inspiration from the engineered

ingenuity of the natural world. A living plant is a responsive Why did the dandelion seed take flight?organism just as our approach to designing office furniture

What made trees grow upwards and not all fall down? is receptive and reiterative.

“It is a leap beyond contemporary. I am sure that our working place – this kind of set-up increases work

initiatives such as these will propel the Godrej group capacity and also the productivity of human power”.

to an even higher global stature, which is its rightful

place.”

“Innovations personified!”

“Absolute pleasure to see the present and future of

Ms. Arti Mehra, Mayor of Delhi

Mr. Bipin Alreja

Mr. Punit Saxena, CEO,

UTI Infrastructure & Services Ltd.

31

Comments from delighted customers :

Doreen Rosario, Sagnik Biswas &Darshan Gandhi - Godrej Interio

2008he 6th Green Building Congress organized from 24th to 27th September, 2008 at Mumbai was a run away success

with participation of over 1200 delegates. More than 100 Green Building products were displayed, having Tinternational participation from US, Australia, Canada, UAE and UK.

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

The inaugural session of the international conference saw an impressive

galaxy of industry titans, government representatives, nodal agencies and

various stakeholders of national and international Green Building

movement.

The Guest of Honour, Mr. Niranjan Hiranandani – MD, Hiranandani Group

highlighting the small and thoughtful initiatives said, “Well thought out

lighting plans in building passages, planting and nurturing trees,

implementation of small sewage recycling plants at corporate and individual

society level, and smart water management projects will go a long way in

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

Mr. Jamshyd N. Godrej, Chairman, CII-Sohrabji Godrej Green Business Centre(GBC) in his address said, “CII-Godrej GBC

will now focus more on issues and concerns of 'climate change'. He informed that a Water Institute in Jaipur will soon be

established aiming to encourage newer techniques in water recycling and water management.

Calling on the industry to take on a more responsible role towards in water management and energy efficiency, he also

briefed the audience on the CII - Code for Ecologically Sustainable Business Growth developed as part of the Mission on

Sustainable Growth (MSG) initiative. Highlighting energy efficiency and cost saving as a strong business case for

ecological sustainability, Mr. Jamshyd N Godrej encouraged the Industry to sign the CII - Code for Ecologically Sustainable

Business Growth.

The two-day international conference on green buildings witnessed plenary sessions, panel discussions and technical

sessions which included green architecture, Green Building movement, greening the cities, CDM, sustainability, national

32

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

Mr. JN Godrej and Mr. Niranjan Hiranandani at the inauguration of the Green Building Congress.

and international case studies, parallel sessions on

energy efficiency, green building materials, indoor air

quality, etc.

Green building practices adopted in residential buildings

can substantially reduce or eliminate negative

environmental impacts. As an added benefit, green

homes reduce operating costs, enhance marketability in

case of residential apartments and reduce health

problems resulting from indoor air quality problems.

The three-day mega exhibition on Green Building

Products, technologies and services was organised from

25 to 27 September 2008 at Mumbai and was inaugurated

by Mr. Niranjan Hiranandani, Managing Director,

Hiranandani Group.

The House of Godrej had put up the first green building in

India in the year 2002 (CII-Sohrabji Godrej Green

Business Centre) as a Centre of Excellence for energy,

water and sustainable technologies to be emulated by

rest of the industry. It generated positive response and

enthusiasm in the entire building industry; 320 green

buildings with a foot print of over 240 million sq. ft. of which

68 are green homes, came up in a short span of five years.

To make a significant impact in stopping degradation of

our environment and ecology, it is of paramount

importance that the existing buildings are also converted

into green buildings.

The House of Godrej is taking a small step in this direction

by converting our Godrej Bhavan building at Fort, Mumbai

into a green building over the next two years.

- H N Daruwala, Godrej Electricals & Electronics.

Godrej & Boyce Shramik Sangh (GBSS) initiatives

33

GBSS organised a function for felicitating students for

academic excellence (>85% marks in S.S.C. and

>80% marks in H.S.C.) in August 2008. Mrs. Pheroza

Godrej presided as the Chief Guest. The program was

attended in large numbers by parents and children.

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

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

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

GBSS and the felicitated students.

A Vocational Guidance program was held for SSC

students in June 2008. An aptitude test and career

counseling was conducted for the students.

Dr. Bhavna Kerkar from Umang Trust conducted the

program inaugurated by Mr. Anil G Verma – E.D. and

Head, P&A and Mr. G.R. Dastoor – G.M. and Head, IR.

This initiative was highly appreciated by parents and

students alike.- Rambali Yadav,

Bhalchandra Joshi, DV Haldankar (from GBSS)

Translated by Khevna Bhatt (Corporate HR)

two day blood donation camp was organized on 8th and 9th August '08 at Pragati Kendra,Vikhroli, Mumbai,

marking the 17th and 13th death anniversaries of our founders, Mr. NP Godrej and Dr. BP Godrej. ABlood is a life saving fluid and can be produced only by human body, making it priceless. The drive yielded better results this

time with 528 units of blood donated as compared to 349 units in 2007. Mrs. Smita Crishna, Chief Guest and Mr. PD Lam

made a fervent appeal to one and all to come forward and participate whole heartedly in this noble cause so that at some

stage the gap between the demand and supply can be bridged. The blood was donated to KEM hospital.

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

Simultaneously, on 8th August '08, blood donation camps were organized in the South zone branches viz. Chennai,

Hyderabad, Bangalore and Cochin. 98 employees from Chennai Branch, 63 employees from Bangalore Branch, 48

employees from Hyderabad Branch and 21 employees from Cochin Branch donated blood to save the lives of thousands of

people.

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

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

Blood Donation Drive at G&B

34

35

CONGRATULATIONS

The National Order of the Legion of Mr. Anil G. Verma has been inducted Mr. Vijay M. Crishna has been

Honour, the highest distinction by into the Board of Directors of Godrej inducted into the Board of Directors

the French govt. to it’s citizens or & Boyce Mfg. Co. Ltd. as Whole-time of Godrej & Boyce Mfg. Co. Ltd. as

foreigners, was awarded to Mr. Nadir Director of the company with effect Whole-time Director of the company

Godrej, MD, Godrej Industries Ltd. from 1st October 2008. with effect from 1st October 2008..

Mr. Jérôme Bonnafont, the French An IIT graduate and a post graduate A graduate in Economics from St.

ambassador in India, adorned Mr. from IIM Ahmedabad, Mr. Anil G. Stephen’s College, University of

Nadir Godrej with the Knight rank of Verma joined Godrej & Boyce Mfg. Delhi, Mr. Vijay M. Crishna handled

the order at a well-attended event on Co. Ltd. on the 17th of May 1983, several major brands before

November 26, 2008 in Mumbai. Mr. straight out of campus as a becoming the CEO of Lawkim Ltd. In

Nadir Godrej admires the French management trainee. After some 1991, he formed a joint venture

culture and language. His love for years he was given the responsibility company - Statomat Special

the language resulted in a book of of heading the Furniture Business as Machines, India and was appointed

poems written both in English and the Vice President from March 1997 to the Board of Directors, Godrej- GE

French titled “Life & other poems”. to March 2003. Appliances in 1993.

On being conferred the award, Mr. He took charge of the Personnel & In 2003, he extended Lawkim's

Nadir Godrej said, “I have great Administration function as the activities to light engineering and IT

admiration for France and its culture. Executive Vice President and Head - Enabled Services. From 1st October

The news of the honour was a Personnel & Administration since 2008, the company merged with

pleasant surprise and I express my April 2003. Godrej & Boyce Mfg. Co. Ltd.

heartfelt thanks to the French He is now designated as the Mr. Crishna is now designated as government for the same.”‘Executive Director’ (Personnel & ‘Executive Director’ (Lawkim Motors

Some famous personalities to Administration). Group).

receive this honour include Steven

Spielberg and Gérard Depardieu. In

India, in the past, renowned film

director Satyajit Ray and sitar

maestro Ravi Shankar have been

bestowed this honour.

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

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

As the days become shorter and the shadows grow longer,

Godrejites – with an office from 9 to 5 and a family for the and a sudden sharp nip can be felt in the air … we all know

rest – really transform! And how!! They become sportsmen at Hill side that it's once again time to enjoy the greatest of

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

And we do it in style! courtyard or garden in the evenings … at least for these 2

months to make way for the elder members of their family.Historically, it was the encouragement of Mr. Naval P

Godrej and Ms. Soonuben Godrej that saw the first Godrej With the parallel festival season, people are already Cricket Festival being organized by Abhinav Cricket Club joyous … and this comes as a bonus.

for Godrej employees and since then, it has gone on to Add to this, the very special commentary can be heard

become history itself. And recently, it's been revived with from faraway in the vehicles plying on the LBS Marg and to

the Godrej Golden Jubilee Cup Cricket tournament.the casual pedestrians.

In the first few years, it was organized at the Creek Side But nothing can make this experience complete, without

ground. Later, with the popularity of the Kerry Packer the special mouthwatering delicacies, that one can sample

series, arrangements were made for night cricket as well. – thanks to the great culinary efforts and entrepreneurship

Over the years, it has changed from being a plant level of the supportive bahus, bhabis, maushis and didis – from

the numerous food stalls, that happily mushroom during affair to a major sporting event led by the Company and

this period. As the game draws to a close, many gather today it is motivating and encouraging employees across

around – ranging from the die-hard fan to the the group. Times have changed, so have faces, ideals and

contemplative philosopher – to support and cheer their dreams – but against all odds, this cricket fever has never

team. For the next 2 months – there will be no other once failed to maintain its grip on Godrejites.appointments in the evening…

All the Godrej businesses – now over a hundred years old, And so the show goes on – with the vibrant colors, teeming and a size to match its years – participate with gusto!! The people, boisterous shouts, masala pav and the occasional

tournament runs for about 2 months … easily putting the howzzat? – you know that it's all happening again at

hectic schedule of any IPL, ICL etc. to shame. Hillside … you know that the game is on.

This year 56 teams have participated, under various Acknowledgements:

permutations and combinations. Each match is 8 overs an

Sikandar Khan, Godrej Interioinning – which in this era of ever diminishing versions of Mangesh Ambre, Godrej Prima

the game – could actually be looked upon as the format of Sanghamitra Sen, Godrej Archivesthe future! With all its teams and rules and regulations, the Doreen Rosario, Godrej Interio.

37

Hillside colony cricket

And We Stopped.... to help

ife is so unpredictable. On the 4th of September, team of dedicated doctors and nurses administered first-

my husband picked me up from work. Just as we aid to this man immediately. He was very serious with slim Lwere turning left to take the flyover towards Thane chances of survival. We contacted his family. Soon, the

on the Eastern Express highway from Vikhroli station police arrived. I got a first hand experience of what an FIR

road, we had to slow down since there was a traffic jam was. The police inspector was very helpful and

caused by a motorbike accident. From our car, we could considerate. He took down all the details from us,

not make out if it was a man or a woman, dead or alive. permitted us to leave and also thanked us profusely for

Suddenly, my husband observed a movement in the doing our duty.

person's body and wondered if it would be sensible to get What a night! It turned out that the man was just 22 years

out and help. He was very apprehensive of the regular old and had recently lost his father. His mother was looking

police 'harassment' that we hear about. I immediately out for a job as a maid. This man needed an immediate

informed him about a recently introduced law regarding brain surgery and the family was not in a position to afford

helping road accident victims. It said that any person who it at all. The only solution seemed to shift him to a

would help such victims would not even need to step into a municipal hospital. After many enquiries, it was found that

police station. On hearing that, my husband wasted no there was no bed available in any ICU with an artificial

time at all in jumping out of the car. I followed him too, just ventilator. It was a very tense moment. Time seemed to be

incase the victim was a woman. My husband turned the running out. But God has his own ways. The hospital

victim who was lying face down. He was a young man who informed the Godrej Memorial Trust and they were

was bleeding profusely, with serious head injuries and convinced of the genuineness of the case. The surgery

what seemed like multiple fractures. We asked the was performed successfully. Though the man did not

onlookers to help us put the man in our car. Thankfully, regain consciousness for more than a week, he did

three of them helped us.eventually recover and was put off the artificial ventilator.

We were soon rushing to the nearest hospital, which was After nine days of the accident, he was shifted to a

the Godrej Memorial Hospital (GMH). I was extremely municipal hospital.

anxious whether a private hospital would admit a road The motive behind sharing this experience will be

accident case. I had heard of various formalities one has achieved, if it gives even a single reader of this write-up,

to deal with in such cases. But God is great. As the famous the courage to stop and help…

hymn goes 'Jyot se jyot jagate raho…' one good deed led

to another. The hospital did not waste a second in taking Neena ManchandaUdayachal Primary Schoolthis young man under their care. What a sight it was! A

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

– Chinese Proverb

38

And We Stopped.... to help

39

Wildlife Week was celebrated from 1st to 5th October at habitats, food habits, migration etc. were described to

the Godrej Mangrove Centre (Soonabai Pirojsha Godrej the enthusiastic participants.

Marine Ecology Centre).On 3rd October, Mr. Kaivalya Varma from Reptile

On 1st October, an informative presentation was made Rescue Study Centre presented a slide show titled

by Dr. Shrirang Bakhale and Mr. Sudhanshu Nulkar ‘Snakes - our Friends’ at Pragati Kendra. He informed the

called 'Rescue of injured animals' with special reference participants about types of venomous and non- to birds. The presentation addressed topics like first aid venomous snakes found near us, their habits and for injured birds, feeding, handling and other habitats, myths and facts about snakes, first aid for precautions. This was followed by a film on common snake-bite etc. On the same day, an exhibition on Wildlife birds. Several enthusiastic nature lovers from Godrej

Conservation was organised. Six environmental Colony along with NGOs, students and other animal

organisations namely Godrej Mangrove Centre, BNHS, lovers participated in this program.

WWF, Srushtidnyan, Sparrow's shelter and Gangajal

A Nature Trail for bird watching was organized on 2nd Nature Foundation participated in the same.

October. The day began at 7.30 am with 103 nature Butterfly Nature trail was organised on 4th October under

lovers from G&B, colony residents, Garden Enclave the guidance of Dr. P.R. Arun, a butterfly expert. The

residents, and nature lovers from different parts of participants were thrilled to observe more than 20 types

Mumbai visiting the Godrej mangroves. Participants of colourful butterflies. The participants enjoyed the trail were led by Dr. Maya Mahajan and Mr. Hemant as well as the colourful slide show presented thereafter.Karkhanis (from Mangrove Centre) and also by Mr.

Shashank Dalvi (bird expert) and Mr. Adesh Shivkar. The celebration concluded with a pledge by all to

conserve nature and its wonderful creatures and spread Around 25 types of birds were observed, some of them

the message of nature conservation among the society. being the Long tail Shrike, Fantail flycatcher, Green bee-

The programme got media coverage by DD News and eater, Parakeets, Drongo, Koyal, Barbet, Tailor bird,

Weaver bird etc. The different types of birds, their appeared in DD Metroscan on 10th October at 6.30 pm.

Celebrating the wild

- Dr. Maya Mahajan

On this auspicious occasion, Udayachal schools

organized a celebration with the theme 'Industrialists

and their role in the development of India' to expose the

minds of the children to the great men, who, through

their selfless commitment, laid the foundation of a

progressive India.

The day began with the Tricolour being unfurled by the

chief guest - Mrs. Panna Adhvaryu. Students of Std. III

presented a disciplined march. The higher classes

enacted scenes from the lives of the Tatas, the Bajajs,

the Kirloskars, the Murthys and of course the Godrejs,

aspiring for a powerful India and a happy global

citizenry for all.

An introduction to the programme-'It takes courage to answer a call' - was a musical introducing these

great men and their vision, which changed the outlook of business in India.

Starting with the life of Pirojsha Godrej, the children recounted the story of a barren land, turned into a

sprawling, bustling township. Naoroji Godrej's sterling qualities were also highlighted in this play and so

were Soonuben's and Jaiben's roles. We were taken through the history of the various Godrej products

and their foray into the Indian market.

Jamnalal Bajaj was next in line, a man who loved his

country and contributed both to the freedom struggle and

to Indian industry. The educational institutions built in his

memory are testimony of his passion to see India

progress.

We glimpsed next at Kirloskar's contribution to

agriculture, the backbone of our country, which

modernised the life of a rural farmer, giving an impetus to

the green revolution.

J.R.D. Tata, a stalwart among many… his integrity in business and humanitarian appproach with his

workmen were subtly brought out, so was his desire to have a happy nation.

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

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

The finalé struck a chord when, in unison, the children promised to make India's future brighter and to

walk forward, united.

A spectacular show indeed!

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

fulfilled well.

Priya, Sujata, Tandra and NamitaUdayachal Schools

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

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Salvadora persica (Meswak) is a 'mangrove associate' plant

that can tolerate high levels of salinity. Generally found in

areas of low tidal influence, at Creekside in Pirojshanagar it

is found in close association with Gray Mangroves

(Avicennia marina).

Leaves of this species are thick shiny green and coated with

a waxy layer. The plant flowers between February and March

and bears bright wine red or white fruits in April and May.

Secondary fruiting is seen between October and December.

The berries are beautiful, edible and attract birds like

Bulbuls, Rosy Pastors (migratory bird) etc.

The leaves of Meswak are an important food for the

caterpillars of Salmon Arab butterflies, the common butterfly

of the Pirojshanagar Mangroves.

The fruits are edible and slightly narcotic. Ripe fruits of the

Meswak plant are eaten during famines in Gujarat and

Rajasthan. Oil from the seeds is used in soap industry. The

Meswak plant also possesses antibacterial properties. The

astringent root of this plant is used as a 'toothbrush'. It has a

religious importance in Islamic communities as the Meswak

'toothbrush' is used to clean the mouth before prayers.

The Meswak root has been scientifically proven to be very

useful in the prevention of tooth decay even when used

without any other cleaning agent. Meswak toothpaste (with

the root extracts) is popular in India.

- Dr. Maya Mahajan

To know more about the Mangroves Section of the Soonabai Pirojsha Marine Ecology Centrevisit www.mangroves.godrej.com.

Salvadora persica(Meswak)

Know Your Mangroves