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In what can be considered his response to negative speculations, Mukesh said while announcing Q3 results, “Our integrated & globally competitive business portfolio continues to help RIL derisk its business model and deliver a superior operating performance.” It’s possible to understand RIL’s ability to mitigate environmental shocks once we analyse RIL’s SBUs. Refining & petrochemicals accounted for 98% of RIL’s revenues as per the Q3 results, and refining contributed 73% of total exports. RIL has diverse product range and unrivalled performance in the petrochemical business, which provides the company with global leadership in polyester business. RIL’s acquisition of IPCL (India’s second largest petrochemical

company) has been beneficial for the company. In the oil & exploration business, RIL is making the most of the exploration opportunities in the KGD6 and PMT fields and also in the CBM and NEC 25 blocks. An analyst from India Infoline adds, “KGD6 will commence operations in H2, FY09 and with huge finds at CBM and NEC, contribution of E&P segment to both revenue and profits will surge significantly.” 

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri (Renowned Management Guru and Economist Initiative

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In the whole number game, some wonder, what about the human factor then? Well, so far as the employees are productive, the human factor remains. “I’m afraid that the obsession with quantifying employees in terms of performance metrics and skills development might lead to that attitude,” expresses Vivek Patwardhan, VP (HR) of Asian Paints.

But, the true branding of HR, or even an organisation is based on the people a company employees. As they say, the true ambassadors of a company are its employees and customers. Vivek agrees when he says, “A company must invest in creating a DNA which is reflected in every employee. Then a company can proudly say ‘mera wala employee’.” Well, as management gurus speak of value; and when value is expressed in numbers, it’s time for HR gurus to follow suit too, of course, with that human factor included. So if you were looking out for a means to delivering (measurable) high performance, you know what to do! 

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Source : IIPM Editorial, 2007 

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative 

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Centurion Bank of Punjab (CBoP) was created by the merger of Centurion Bank and Bank of Punjab in 2005. And this move, most definitely, led to the radical brand perception re-engineering of both brands in the minds of Indian consumers. Though both banks separately have a very old existence, due to the merger creating a totally new corporation, technically, CBoP came smashing into our rankings.

Tracking the genesis of the merger, while Centurion Bank had an established and growing South India based retail assets business, including leadership positions in two-wheeler loans and commercial vehicle loans, Bank of Punjab had a strong retail deposit customer base in North India, besides, a significant SME and agricultural portfolio. So the merger ensured that marketing, operational and geographic synergies combined most effectively. CBoP continues its M&A focus, recently merging again with Lord Krishna Bank (LKB) – a bank with over a hundred branches. CBoP now has 256 branches in its kitty (133 in northern India and 30 in New Delhi itself), an asset base of Rs.159 billion, compared to Rs.101 billion a year ago. As of December, 2006, even the capital adequacy of the bank stood at a robust 12.1%.

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Source : IIPM Editorial, 2007 

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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The hits just keep on rolling out from the land of the dragon. According to a United Nations World Tourism Organisation outlook forecast, China is going to be the world’s top tourist destination by 2020. Already, in 2006, the country – that has amazing tourism destinations like the Great Wall and Forbidden City other than its swanky cities that have almost become like picture-perfect showcases – it became the world’s fourth most popular tourist place (it overtook Italy that was in the fourth place the year before that). Last year, Beijing alone earned $33.5 billion from tourism revenues. Other than it’s smashing economic growth and overall development, the Beijing Olympics that are to be hosted by China’s capital in 2008, has seen the country further brush up its landscape. And one obvious fallout has been a massive expansion in the tourism sector. Here are some figures that tell the story of the future: between 1978 and 2005, the number of tourists who have visited China has increased an incredible 66 times. The revenues earned from inbound tourism have increased by an even more impressive 111 times (it is currently the sixth-highest tourism revenue earner in the world). This year, the China National Tourism Administration has said, the tourism sector will rake in a huge one trillion yuans (a healthy 10 per cent up from 2006). 

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Source : IIPM Editorial, 2007 

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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The world survived 2006 without a major economic catastrophe, despite sky-high oil prices and a Middle East spiraling out of control. But the year produced abundant lessons for the global economy, as well as warning signs concerning its future performance.

Unsurprisingly, 2006 brought another resounding rejection of fundamentalist neo-liberal policies, this time by voters in Nicaragua and Ecuador. Meanwhile, in neighboring Venezuela, Hugo Chávez won overwhelming electoral support: at least he had brought some education and healthcare to the poor barrios, which previously had received little of the benefits of the country’s enormous oil wealth. Perhaps most importantly for the world, voters in the United States gave a vote of no confidence to President George W. Bush, who will now be held in check by a Democratic Congress.

When Bush assumed the presidency in 2001, many hoped that he would govern competently from the centre. More pessimistic critics consoled themselves by questioning how much harm a president can do in a few years. We now know the answer: a great deal.  

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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