Aiema News Aprmay2013

An ISO 9001:2008 Cer tified Association
Issue 7 April - May 2013
Mr. S. Shanmugavel, Joint Commissioner of Police - West Zone, Chennai, inaugurating the blood camp at ATC
Mr. S. Rajarathinam, Director - Autotech Industries India (P) Ltd., honouring the chief guest Mr. Vidyut Shivaramakrishnan, Ranji Trophy Player at the Valedictory function of Cricket Tournament.
ISO 9001 : 2008 Certified Associations
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Think, and dare a proper deed Dared and think is bad in need.
THIRUKKURAL
The one who controls the senses by the trained and purified mind and intellect, and engages the organs of action to selfless service is considered superior. (3.07)
SRI MATH BHAGAVAD GITA
"For whatsoever things were written afore time were written for our learning, that we through patience and comfort of the Scriptures might have hope." Rom. 15:4.
BIBLE
Who made the earth a resting-place for you and the heaven a structure, and sends down rain from the clouds then brings forth with it fruits for your sustenance; so do not set up rivals to Allah while you know.
QURAN
AIEMA I Apr-May 13 I 3
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CONTENTS
Issue 7 I April - May 2013
Industry
Empowering Indian SMEs Why Europe's Carbon Woes Matter to the Whole World 11 13
Management
Creating the Best Workplace on Earth 25 The Unmanageable Star Performer 32
Regular
Editors Page AIEMA Hall Booking President's page 5 6 7 8 9 10 10 10 44
Development
Indian Infrastructure Icons 37
AIEMA Diary From ATC Chairmans Desk
Finance
EPF grievance management: All you need to know
General
15 The Virtual Option 10 Tips for Public Speaking 42 43
AIEMA Membership Tariff Advertisement Tarrif ATC Membership Tariff CAAIIUC List of Directors
Events Technology
Wind Energy Basics 16 Blood Donation Camp Held at ATC 47 Cricket Tournament 2013 Autotech Trophy Eye Camp at ATC 48 50 50 51
AIEMA Executive Committee Members 45
ATC Executive Committee Members 46
Expert Services
Free German Senior Expert assistance available through SES. 23
CNC Training Courses 100% Govt Subsidy AIEMA Fraternity Congratulates M/s Vanjax Sales Pvt Ltd
ADVERTISERS INDEX
UNITECH ASSOCIATES PVT.LTD. CHENNAI INSTITUTE OF TECHNOLOGY CRYSTAL ESTATES 02 52 53 S & T ENGINEERS PVT LTD. HAAS AUTOMATION ACMEE 2014 54 55 56
4 I Apr-May 13 I AIEMA
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Message
Editor's Page
Editorial Board
V.RAMAN
Greetings from the Editorial Board of AIEMA News... We have pleasure in covering various events in AIEMA's golden jubilee year. We have also covered the 5th Annual Cricket Tournament, which was held in a great way. This year's tournament had the maximum number of registrations. Total number of team registrations for the tournament was more than 100. Meetings with TANSIDCO officials were also held to get their affirmations on the drainage and other maintenance activities within the scope of TANSIDCO. We congratulate AIEMA / ATC in organising various medical camps for the benefit of the employees of the association and the general public. We have also published other selected articles of interest from various publications to benefit our members. Please mail us your suggestions for improvement. Thanks & Regards,
L. VENUGOPAL
S. SHANMUGAM
GIRISH GUPTA
R. Ramchander
Hon. Editor - AIEMA News S. SRINIVASAN
Published by: AIEMA for and on behalf of Ambattur Industrial Estate Manufacturers' Association, Industrial Estate, SIDCO AIEMA TOWER, 1st Main Road, Ambattur Industrial Estate, Chennai - 600 058. Phone: 2625 0245, 2625 0489 Fax: 2625 0489 URL: www.aiema.net Email: aiema1@airtelmail.in Printed by: K. Dhamodharan at Print Zone, Chennai - 600 024. Phone: 2481 2001 / 2002 Email: info@printzone.in
Views expressed in this magazine are the personal views of the authors and do not necessarily reflect view of editorial team of AIEMA / ATC / CAAIIUC
THOMAS K. VARGHESE
AIEMA IApr-May 13 I 5
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Message
President's Page
Greetings and hope this finds your business in the pink of health. A lot of HEALTH CLINICS from leading consultancy firms have approached to organize health checkups for firms. Many banks have approached us to address the members. The new MSME policy was unveiled by the State Government.After many years the policy has something for the small industries.It has also subtly nailed the first nail in the coffin of AMBATTUR INDUSTRIAL ESTATE.The policy also gives clearance for our much awaited GOLDEN JUBLIEE TOWER. The economic revival is still awaited especially for the automobile industry. A lot of time is being spent to chase payments. When talking so much about the health of the company,AiEMA thought that the health of the employees should also be given a flip up,so a string of health check ups are being organized. Wishing you a lot of health and happiness.
Best Regards,
P.S. Ramesh
President
Many attempts to communicate are nullified by saying too much. - Robert Greenleaf, ATT
AIEMA I Apr-May 13 I 7
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Message
AIEMA Diary
19.04.2013 19.04.2013 20.04.2013 6.05.2013 to 8.05.2013 08.05.2013 13.05.2013 14.05.2013 - Met Mr. Karthikeyan, IAS, CMD Sidco, Guindy - Eye camp held at ATC for the welfare of Members (1st Batch)
- Eye camp held at ATC for the welfare of Members (2nd Batch)
- Met Mr. Hansraj Varma, IAS, CMD of TIDCO regarding IIU scheme - Met Mr. Veera Raghavan Roa, IAS regarding issuing Patta - Met Mr. K. Dhanavel, IAS, MSME Secretary and Mr. Karthikeyan, IAS, CMD, Sidco regarding MSME Policy.
Regards,
T. Nalangilli
Hon. Gen. Secretary
The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.
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Message
From
Dear Friends,
ATC
Chairmans Desk
Greetings from Aiema Technology Centre. The training programmes organized during the past 2 months viz., Waste Elimination at Shop Floor and Total Productive Maintenance were attended by 64 participants. Other programmes were organized with MSME viz., TN VAT Audit, Letter of Credit, Purchase & Stores Management. Our CNC Training Centre has been approved by the Department of Employment & Training for conducting CNC courses under the Govt's. Scheme of SDI-MES sanctioned upto 31.3.2017. MES courses are covered under 6 modules of 240 hours each viz., Turning, Advance Turning, Milling, Advance Milling, CNC Turning and CNC Milling under 100% Govt. Subsidy. The same was inaugurated on 16th May by Mr.S.Ravi Basker, Regional Jt. Director Chennai, Department of Employment Training. We expect to have 100 candidates per batch which is to commence shortly. Members are requested to utilize this opportunity in getting your employees trained in CNC field. Membership card has been issued to ATC members. The card can be utilized at the Restaurant in our premises for which a loyalty discount of 5% on the catering bill is being offered. Cricket tournament 2013 'AUTOTECH TROPHY' held from 12th April to 15th May, 2013 was a mega success with participation from 100 teams. Valedictory function was presided by Chief Guest Mr.VidyutSivaramakrishnan, Ranji Trophy Player. The Trophy was won by ACLA Team, Runner-upM/s.Alkraft Thermo Technologies and Second Runner-up M/s.Mercury Fittings. We wish to place on record our sincere thanks and gratitude to the Trophy Sponsor Mr.K.S.Jeyaraman & Mr.S.Rajarathinam and Mr.Dilip Kumbhat for arranging the Chief Guest. Due to the overwhelming response, interest and enthusiasm shown by all the employers and the players in the recently concluded Cricket Tournament we are representing two tournaments on behalf of AIEMA/ATC viz., CII Yi Tennis Ball Cricket Tournament which will be conducted at ATC grounds during June 2013 and Lucas TVS TDCA Cricket Ball Tournament 2013-14 organized by the Thiruvallur District Cricket Association. The Annual Sports Meet 2013 has been scheduled from 12th June to 22nd June 2013. Members are requested to depute their employees for the various events. The Blood Donation Camp held on 27.04.2013 which was inaugurated by Sri.K. Shanmugavel IPS, Jt.Commissioner of Police was a grand success with blood donors from 511 good-hearted employees. ENT Camp has been planned from 10th to 12thJune, 2013 at ATC in association with M/s.Hitone Hearing. ILO Score Project for productivity enhancement for SMEs with the first module of 11 Companies has been completed and the award function was held on 15th May at ATC. An interaction meeting was held with Mr. ThoralfStenvold, Counsellor, Head of Political Affairs Royal Norwegian Embassy in India on 23rd May at ATC alongwith a Press Meet.
Best regards,
K. Sai Sathya Kumar

Chairman
Sticks in a bundle are unbreakable. ~Kenyan Proverb
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AIEMA MEMBERSHIP
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Note: ~ Service Tax at 12.36% extra. ~ Only colour advertisements accepted. Advertisements supported by positives should be given by the advertiser on or before 15th for insertion in the issue for the same month. ~ Advertisement design to be approved by AIEMA. ~ Advertisement charges to be paid in favour of "AIEMA" along with the advt material. Rebate: 10% for 6 issues, pre-payment 15% for 12 issues, pre-payment
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For booking contact ATC office at 2625 8731 / 2625 8619
* Service Tax as applicable
Industry
Empowering Indian SMEs

With approximately 35 million SMEs in India, it is highly assential to ensure timely delivery, quantity conformance and a steady supply of raw material. Heres taking look at the role played by clubs and how group procument of manufacturing supplies can provide an added Impetus to the growth of the SME sector in India.
magine a scenario wherein you can easily procure the best price for the raw material required to manufacture automotive OEM parts, for construction needs or for precision engineering. Examples include chemicals ec. additives, inks, paints, polymers, cement and so on. Whatever be your requirement, buying clubs that bring buyers and suppliers on the same platform can help manufacturers find solutions to several problems at the same time. This includes the acute problem of economical and quality supply of raw material for the manufacturing sector, putting in place a consistent and sustainable supply chain and eliminating the constant worry of ensuring constant and timely supply of raw material. GROWTH MATTERS According to a research report by Zinnov Management Consulting, a frequently asked question is how buying dubs will help the overall SME sector to grow. First, let's take a quick look at where the SME sector currently stands. Today, there are an estimated 35 million SMEs in India. Together, they employ 42 million people and contribute to a stunning 45% of the industrial input and 4096 of India's total manufactured exports, informs a report by SME Chamber of India. These figures make for a sector that contributes up to 8% of India's GDP (Source: SME India. net). However, this sector is far from realising its real potential, as compared to other countries. China, in comparison, provides employment to 94 million people with a network of 37 million units.
respectively, the SIV1E sector (both existing and new enterprises) would need to quadruple its GDP contribution from the current level of US$200 billion. This would mean that both existing and newly created enterprises would contribute as much as 28% of India's GDP by the year 2020, when the overall economy is expected to reach US$2.8 trillion. With the current downward revision of the projected GDP growth rates in the range of 5.7% to 5.996 in 2012 2013, from the earlier estimate of 7.6%, its becomes extremely essential to find solutions that would reduce the problems faced by the SME sector in India. To help turn the vision of economic growth rates into reality, SMEs must be in a position to unlock their manufacturing potential and grow consistently.
BUYING CLUBS Coming back to how buying clubs can help in this scenario, let's first look at how buying clubs can work to improve the manufacturing process supply chain. The SME sector is highly fragmented as an industry and this is a major problem at the supply end of the chain. Although there are several organisations and forums that cater to the needs of SMEs, they are scattered. In this environment, SMEs have been left to fend for themselves, which is a great stumbling block in their growth and development An online buying club, using collaborative software, can work to solve all the procurement needs of SMEs; this is a bold initiative that has been introduced at the right time. This concept can turn all the Further, India is aspiring to achieve an economic growth of challenges faced by the SME sector into opportunities. How 9% or more over the next decade. To achieve this level of does this work? Buying clubs bring buyers and sellers at one platform and take on the job of negotiating bulk prices and overall GDP growth, assuming a steady growth of 15% and doorstep delivery. This allows SMEs to focus on their core 8% in the agriculture and manufacturingsectors,
Whenever you are asked if you can do a job, tell 'em, 'Certainly, I can!' Then get busy and find out how to do it. - Theodore Roosevelt
NEWS
Industry business of driving growth and expansion, rather than domestic market but also internationally. Buying clubs help dealing with daily operational issues of supply and delivery reduce the rising costs of raw material by connecting the buyer directly to the seller and offering them lower, of raw material. negotiated prices. This results in lower margins, better profits The SME sector needs a one- stop platform for their and cash flow for SMEs. The SME sector is also a highly procurement needs that can be quickly scaled up and spread undercapitalised sector in the country. Experts assess that across not only various manufacturing verticals but also the large Indian firms raised 47% of their total funding from country. In this situation, the customer is truly the king as internal sources, 19% from banks and financial institutions online platforms help SME buyers to come together in order and 5% from capital markets. The remaining 2.9% came to negotiate the best prices and. services. Online buying from alternative sources. For S/VIEs, the financing pattern clubs act as sourcing & purchase aggregators and turn the was radically different. Half of their total annual constraints faced by SMEs into opportunities. These buying clubs arc not the regular e-commerce sites; they are much funding came from alternative sources, including family and friends and credit. Only 15% came from internal sources, more than that. With low inventory business models, SMEs 2596 from banks 8c. financial institutions and 10% from will only incur the cost of in-transit inventory risk. End-to-end capital markets. In addition, the smaller the firm, the more is logistics arc essential to ensure that doorstep delivery of raw its dependence on alternate sources of finance. material is outsourced to a third party, further reducing risk MEASURES UNDERTAKEN and costs. ONLINE TRACKING Buyers can also track their order online through a service portal, which is available to them all days throughout the year. Special procurement software also allows for push notification reminders about procurement that provide critical business information about the last purchase, most frequent purchase and so on. Moreover, as everything is available online, buyers can quickly compare the best available prices and view their billing and reconciliation in a transparent manner. As this platform is online, buyers and sellers can take advantage of the Internet to further expand the network through focused search solutions and use of online platforms to discuss the procurement challenges faced by the SME sector. With over 120 million Internet users, this model can also spread to Tier 2 and Tier 3 cities, helping businesses to deploy national networks that are not constrained by the local availability of manufacturing raw materials. MONEY MATTERS This model will -also help solve one of the biggest problems faced by the SME sectorrising costs of raw material. Input costs have been steadily rising in the SME sector and this affects its ability to compete effectively not only in the The government is implementing a slew of measures to ease the pressure on cash, including directed credit programmes where the government requires banks to provide loans on preferential terms and conditions to SIVIEs for the development of the sector. As a policy, banks, especially public sector undertakings, have numerous SME development schemes, which financially help these institutions, but these measures will take long to bridge the credit gap. The industry can help itself to solve some of its problems by making use of the technologies that allow buyers and sellers to assemble online and help them achieve a national manufacturing demand and supply network at the fraction of a cost of a brick and mortar buying dub. All over the world, the SME sector is the cradle of entrepreneurial spirit and fortitude and has the potential to lift people out of poverty by creating jobs nationally. The SNIE sector is the backbone of India's manufacturing sector and is handling the twin pressures of high and inconsistent procurement costs &- processes and undercapitalisation. It is time for the sector to network and take advantage of the advancement in technology to solve these challenges. Only then will the sector be truly free to bring about an economic miracle for India. Source: Search
A good garden may have some weeds. ~Thomas Fuller, Gnomologia, 1732
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Industry
Because so many companies are below their emissions caps, they don't need to buy the pollution permits, aka carbon credits, that would allow them to exceed their allotted limits the market is awash in unwanted credits. Markets fundamentally don't work when they are "long" that is, That's right. Exceeding them. It almost sounds like a joke, but flooded with things no one wants. A tension between supply it's not. and demand is a necessity. Europe's $100 billion carbon market, an innovative force in So the European carbon market clearly has a design flaw. the powerful carbon-reduction approach known as cap and Unlike other markets, it has no mechanism for correction trade, has ceased to function the way it's supposed to. The when supply and demand are severely misaligned. The resulting chaos in Europe's energy and environmental supply of carbon credits is fixed through 2020 not by a policies is threatening carbon-reduction initiatives in regulator or a committee, but by law. A change requires Australia, Asia, and elsewhere. approval by the European Parliament and a majority of the And it's all because of a failure of political will in Europe to 27 country governments. override the market's built-in lack of flexibility and fix the European policy makers have proposed a multistep process imbalance between supply and demand. to correct the immediate imbalance caused by the weak economy. But a few weeks ago, the proposal's first step, Cap-and-trade systems are based on government-imposed targets for reducing greenhouse-gas emissions. In Europe, which would have delayed a scheduled auction of nearly a the emissions-reduction targets were set prior to the 2008 billion new carbon credits, ran smack into European politics. financial crisis, which as we all know presaged a deep Swayed by arguments, particularly from coal-reliant Eastern recession and a eurozone debt crisis. Because of the Europe, that restoring proper market pricing would increase economic slowdown, industrial activity has dropped more energy costs and possibly hinder growth during a time of than 20% in certain sectors of the Continent's economy, and deep recession, the European Parliament said no. most industrial companies are using much less energy than There's no way to determine precisely how much effect the they were a few years ago. In fact, they're operating at such a postponement would have had on carbon prices. But it comparatively low level that as things stand now, many of certainly would have demonstrated the EU's willingness to them, including utilities, will be able to emit as much carbon serve as a steward of a critically important market and as they want for the next decade without hitting their limits. reaffirm the importance of having a stable and progressive This has drastically reduced the incentives for them to invest energy-regulatory environment for the private sector. By in or deploy clean-energy technologies or to modernize their saying no, the parliament signaled that it had made a U-turn energy-infrastructure assets. Utilities are already planning to after decades of being the world's strongest and most consistent political force on climate and the environment. build new coal plants and are burning more coal, which in Europe is a lot cheaper than natural gas but emits twice as The effects were immediate: Carbon credits crashed, much carbon (as well as emitting other pollutants such as dropping more than 35%. Prices have risen a bit since German Chancellor Angela Merkel said recently that mercury and particulates).
"Prosperity depends more on wanting what you have than having what you want." Geoffrey F. Abert
ere's a very strange thing: Europe's decades-long effort to reduce carbon emissions has been thrown into a shambles because utilities and manufacturers are exceeding their carbon-reduction targets.
Why Europe's Carbon Woes Matter to the Whole World
NEWS
Industry something must be done to fix the market, but they'll remain depressed as long as no specifics are forthcoming. That means future carbon-credit auctions, which help fund cleanenergy initiatives, will yield lower revenue. Share prices for European utilities and industrial companies have fallen too, threatening a wave of credit downgrades and increasing companies' cost of capital. learned an important lesson from Europe about the necessity of establishing a floor price for carbon credits). China, the world's largest carbon emitter, is developing a series of regional carbon-trading systems that are expected to grow into a national carbon market toward the end of this decade. Will the European debacle affect China's plans? It's unclear, but Europe's market failure certainly doesn't help.
Carbon prices in Europe may remain depressed for years. But carbon markets will eventually recover. Pricing carbon remains the only scalable, long-term solution to providing incentives for shifting the global economy to a more sustainable energy mix. Even though European companies are currently below their emission caps, the world still needs to be making constant progress in developing and implementing low-carbon energy sources. With greenhousegas concentrations in the atmosphere having just now reached an ominous milestone at 400 parts per million, a But the worst effect of the vote is the uncertainty it injects weak economy can be no excuse for delaying action to into global carbon-reduction initiatives. Suddenly, doubt has reduce greenhouse-gas emissions. been cast on major initiatives such as building a Continentwide fleet of natural-gas power plants to phase out coal There is evidence that dysfunctional cap-and-trade markets generation, let alone much more futuristic schemes such as can improve: The Regional Greenhouse Gas Initiative (RGGI), the Desertec project (exporting solar power from the desert a northeast U.S. cap-and-trade system that was oversupplied countries of North Africa). And it will be much harder to from the start, is showing signs of life now that there's attract private capital to infrastructure projects through political traction to recalibrate its emissions targets and restore supply-and-demand balance. public-private partnerships. There's even a possibility that each of the EU nations will pursue its own energy and climate policies. A patchwork of 27 sets of regulations would further hurt the energyinvestment climate and lead to a less stable, less efficient, and more costly energy system in Europe. Numerous other carbon markets and national regulatory regimes are directly or indirectly tied to Europe's. For example, Australia's newly implemented carbon tax, which is set to become a traded carbon market in a few years, is directly linked to the EU's market, meaning that Australia's much smaller market could be flooded with cheap EU carbon permits, as has happened with New Zealand's market. The disarray in Europe could even slow the momentum of strong new cap-and-trade initiatives that aren't linked to the Continent, such as California's AB32 program (which has
NEWS
Even in Europe, there's hope: Now that they've had a few weeks to consider the potential consequences of their inaction, lawmakers may be willing to revisit their opposition to intervening in the market. The remedy for the market's problem is perfectly clear: Regulatory authorities must be empowered to repair supply-and-demand imbalances and restore proper price tension. As Merkel put it, it shouldn't be taboo to revise a system that's based on a set of growth assumptions that have proved false. The only question is whether European legislators can summon the political will to put the obvious remedy into place.
ALEX RAU Alex Rau is a founder and the director of Climate Wedge LLC, an investment firm focused on clean-energy technologies, carbon finance, and environmental commodities.
Courtesy: HBR
"Even if you're on the right track, you'll get run over if you just sit there." ~ Will Rogers
Finance
EPF grievance management: All you need to know

rievance or complaint with respect to employee's provident fund such as provident fund contribution, withdrawal or transfer can be initiated with the help of this system. The Employees Provident Fund Organisation ( EPFO) has an online grievance management system (EPFiGMS). Grievance or complaint with respect to employee's provident fund such as provident fund contribution, withdrawal or transfer can be initiated with the help of this system. Employees who have failed to transfer their EPF balances when they moved their jobs, or have applied for a transfer and have not got it, can use this system. Withdrawals, loans and maturity proceeds can also be tracked. Online form To register a grievance, the complainant needs to click on the tab 'Register Grievance'. This tab opens a form that needs to be filled by the complainant, who has to select the category under which the complaint falls and describe the issue. Supporting documents can be uploaded to clarify the complaint. Process: Once the complaint form is filled by the applicant and submitted online, the complainant is allotted a unique registration number to track the status of his complaint. The complaint is scrutinised and if it is found valid, the same is forwarded to the relevant party for resolution. Complaint tracking Complaint status can be tracked online and reminders can be sent using the registration number. Points to note ~ The complaint registration number must be retained for future reference and correspondence.
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
~ The online complaint registration form allows the complainant to search the establishment code, if not readily available, by entering the name and city of the establishment. ~ The EPFiGMS system also offers facility for account holders to check their provident fund account balance status. Source : Economic Times
Did you know

11% of people are left handed August has the highest percentage of births unless food is mixed with saliva you can't taste it the average person falls asleep in 7 minutes a bear has 42 teeth an ostrich's eye is bigger than it's brain most lipsticks contain fish scales no two corn flakes look the same lemons contain more sugar than strawberries 8% of people have an extra rib 85% of plant life is found in the ocean Ralph Lauren's original name was Ralph Lifshitz rabbits like licorice the Hawaiian alphabet has 12 letters 'Topolino' is the name for Mickey Mouse Italy a lobsters blood is colorless but when exposed to oxygen it turns blue ~ armadillos have 4 babies at a time and are all the same sex
"The greatest test of courage on earth is to bear defeat without losing heart." ~ Robert G. Ingersoll
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Technology
Wind Energy Basics

Basic information on wind energy and wind power technology, resources, and issues of concern. Wind Energy and Wind Power Wind is a form of solar energy. Winds are caused by the uneven heating of the atmosphere by the sun, the irregularities of the earth's surface, and rotation of the earth. Wind flow patterns are modified by the earth's terrain, bodies of water, and vegetative cover. This wind flow, or motion energy, when "harvested" by modern wind turbines, can be used to generate electricity. How Wind Power Is Generated The terms "wind energy" or "wind power" describe the process by which the wind is used to generate mechanical power or electricity. Wind turbines convert the kinetic energy in the wind into mechanical power. This mechanical power can be ~ a drive train, usually including a gearbox and a generator; used for specific tasks (such as grinding grain or pumping ~ a tower that supports the rotor and drive train; and water) or a generator can convert this mechanical power into ~ other equipment, including controls, electrical cables, electricity to power homes, businesses, schools, and the like. ground support equipment, and interconnection equipment. Wind Turbines Turbine Configurations Wind turbines, like aircraft propeller blades, turn in the moving air and power an electric generator that supplies an electric Wind turbines are often grouped together into a single wind current. Simply stated, a wind turbine is the opposite of a fan. power plant, also known as a wind farm, and generate bulk Instead of using electricity to make wind, like a fan, wind electrical power. Electricity from these turbines is fed into a turbines use wind to make electricity. The wind turns the blades, utility grid and distributed to customers, just as with which spin a shaft, which connects to a generator and makes conventional power plants. electricity. See Wind Energy Photos page for wind farm photographs. Wind Turbine Types Modern wind turbines fall into two basic groups; the horizontal-axis variety, like the traditional farm windmills used for pumping water, and the vertical-axis design, like the eggbeater-style Darrieus model, named after its French inventor. Most large modern wind turbines are horizontal-axis turbines. Wind Turbine Size and Power Ratings
Wind turbines are available in a variety of sizes, and therefore power ratings. The largest machine has blades that span more than the length of a football field, stands 20 building stories high, and produces enough electricity to power 1,400 homes. A small home-sized wind machine has rotors between 8 and 25 feet in diameter and stands upwards of 30 feet and can supply the power needs of an all-electric home or small business. Turbine Components Utility-scale turbines range in size from 50 to 750 kilowatts. Horizontal turbine components include: ~ blade or rotor, which converts the energy in the wind to Single small turbines, below 50 kilowatts, are used for homes, telecommunications dishes, or water pumping. rotational shaft energy;
Fall seven times, stand up eight. ~Japanese Proverb
NEWS
Technology
Wind Energy Resources in the United States Wind energy is very abundant in many parts of the United States. Wind resources are characterized by wind-power density classes, ranging from class 1 (the lowest) to class 7 (the highest). Good wind resources (e.g., class 3 and above, which have an average annual wind speed of at least 13 miles per hour) are found in many locations (see United States Wind Energy Resource Map). Wind speed is a critical feature of wind resources, because the energy in wind is proportional to the cube of the wind speed. In other words, a stronger wind means a lot more power. technological development or by properly siting wind plants. Supply and Transport Issues
The major challenge to using wind as a source of power is that it is intermittent and does not always blow when electricity is needed. Wind cannot be stored (although wind-generated electricity can be stored, if batteries are used), and not all winds can be harnessed to meet the timing of electricity demands. Further, good wind sites are often located in remote locations far from areas of electric power demand (such as cities). Finally, wind resource development may compete with other uses for the land, and those alternative uses may be more highly valued Advantages and Disadvantages of Wind-Generated than electricity generation. However, wind turbines can be Electricity located on land that is also used for grazing or even farming. A Renewable Non-Polluting Resource Wind energy is a free, renewable resource, so no matter how much is used today, there will still be the same supply in the future. Wind energy is also a source of clean, non-polluting, electricity. Unlike conventional power plants, wind plants emit no air pollutants or greenhouse gases. According to the U.S. Department of Energy, in 1990, California's wind power plants offset the emission of more than 2.5 billion pounds of carbon dioxide, and 15 million pounds of other pollutants that would have otherwise been produced. It would take a forest of 90 million to 175 million trees to provide the same air quality. Wind power capacity and production Worldwide wind generation up to 2010
Worldwide there are now over two hundred thousand wind turbines operating, with a total nameplate capacity of 282,482 MW as of end 2012. The European Union alone passed some 100,000 MW nameplate capacity in September 2012, while the United States surpassed Cost Issues 50,000 MW in August 2012 Even though the cost of wind power has decreased dramatically and China passed 50,000 in the past 10 years, the technology requires a higher initial MW the same month. investment than fossil-fueled generators. Roughly 80% of the cost is the machinery, with the balance being site preparation World wind generation and installation. If wind generating systems are compared with c a p a c i t y m o r e t h a n fossil-fueled systems on a "life-cycle" cost basis (counting fuel quadrupled between 2000 and operating expenses for the life of the generator), however, and 2006, doubling about every three years. The United States wind costs are much more competitive with other generating pioneered wind farms and led the world in installed capacity in technologies because there is no fuel to purchase and minimal the 1980s and into the 1990s. In 1997 German installed capacity surpassed the U.S. and led until once again overtaken operating expenses. by the U.S. in 2008. China has been rapidly expanding its wind Environmental Concerns installations in the late 2000s and passed the U.S. in 2010 to Although wind power plants have relatively little impact on the become the world leader. environment compared to fossil fuel power plants, there is At the end of 2012, worldwide nameplate capacity of windsome concern over the noise produced by the rotor blades, powered generators was 282 gigawatts (GW), growing by 44 aesthetic (visual) impacts, and birds and bats having been killed GW over the preceding year. According to the World Wind (avian/bat mortality) by flying into the rotors. Most of these Energy Association, an industry organization, in 2010 wind problems have been resolved or greatly reduced through
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power generated 430 TWh or about 2.5% of worldwide electricity usage, up from 1.5% in 2008 and 0.1% in 1997. Between 2005 and 2010 the average annual growth in new installations was 27.6 percent. Wind power market penetration is expected to reach 3.35 percent by 2013 and 8 percent by 2018. Several countries have already achieved relatively high levels of penetration, such as 28% of stationary (grid) electricity production in Denmark (2011), 19% in Portugal (2011) 16% in Spain (2011), 14% in Ireland (2010) and 8% in Germany (2011). As of 2011, 83 countries around the world were using wind power on a commercial basis. Europe accounted for 48% of the world total wind power generation capacity in 2009. In 2010, Spain became Europe's leading producer of wind energy, achieving 42,976 GWh. Germany held the top spot in Europe in terms of installed capacity, with a total of 27,215 MW as of 31 December 2010. Top 10 countriesby nameplate windpower capacity (2012 year-end)
Worldwide installed wind power capacity forecast (Source: Global Wind Energy Council) In 2010, more than half of all new wind power was added outside of the traditional markets in Europe and North America. This was largely from new construction in China, which accounted for nearly half the new wind installations (16.5 GW). Global Wind Energy Council (GWEC) figures show that 2007 recorded an increase of installed capacity of 20 GW, taking the total installed wind energy capacity to 94 GW, up from 74 GW in 2006. Despite constraints facing supply chains for wind turbines, the annual market for wind continued to increase at an estimated rate of 37%, following 32% growth in 2006. In terms of economic value, the wind energy sector has become one of the important players in the energy markets, with the total value of new generating equipment installed in 2007 reaching 25 billion, or US$36 billion. Although the wind power industry was affected by the global financial crisis in 2009 and 2010, a BTM Consult five-year forecast up to 2013 projects substantial growth. Over the past five years the average growth in new installations has been 27.6 percent each year. In the forecast to 2013 the expected average annual growth rate is 15.7 percent. More than 200 GW of new wind power capacity could come on line before the end of 2013. Wind power market penetration is expected to reach 3.35 percent by 2013 and 8 percent by 2018. Capacity factor
Country China United States Germany Spain India UK Italy France Canada Portugal (rest of world) World total
New 2012 Windpower total % world capacity (MW) capacity (MW) total 12,960 13,124 2,145 1,122 2,336 1,897 1,273 757 935 145 6,737 44,799 MW 75,324 60,007 31,308 22,796 18,421 8,845 8,144 7,564 6,200 4,525 39,853 282,587 MW 26.7 21.2 11.1 8.1 6.5 3.0 2.9 2.7 2.2 1.6 14.1 100%
Growth trends Worldwide installed capacity 19972020 [MW], developments and prognosis. Data source: WWEA
Worldwide installed wind power capacity (Source: GWEC)

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Since wind speed is not constant, a wind farm's annual energy production is never as much as the sum of the generator nameplate ratings multiplied by the total hours in a year. The ratio of actual productivity in a year to this theoretical maximum is called the capacity factor. Typical capacity factors are 1550%, with values at the upper end of the range in favourable sites and are due to wind turbine improvements. Online data is available for some locations and the capacity factor can be calculated from the yearly output. For example, the German nation-wide average wind power capacity factor over all of 2012 was just under 17.5% (45867 GWh/yr / (29.9 GW 24 366) = 0.1746) and the capacity factor for Scottish wind farms averaged 24% between 2008 and 2010. Unlike fueled generating plants the capacity factor is affected by several parameters, including the variability of the wind at the site but also the generator size. A small generator would be cheaper and achieve a higher capacity factor but would produce less electricity (and thus less profit) in high winds. Conversely, a large generator would cost more but generate little extra power and, depending on the type, may stall out at low wind speed. Thus an optimum capacity factor would be aimed for, of around 4050%. hydropower with storage capacity, demand management, and interconnected to a large grid area enabling the export of electricity when needed. Beyond the 20% level, there are few technical limits, but the economic implications become more significant. Electrical utilities continue to study the effects of large scale penetration of wind generation on system stability and economics. A wind energy penetration figure can be specified for different durations of time. On an annual basis, as of 2011, few grid systems have penetration levels above five percent: Denmark 26%, Portugal 17%, Spain 15%, Ireland 14%, and Germany 9%.For the U.S. in 2011, the penetration level was estimated at 2.9%.To obtain 100% from wind annually requires substantial long term storage. On a monthly, weekly, daily, or hourly basisor lesswind can supply as much as or more than 100% of current use, with the rest stored or exported. Seasonal industry can take advantage of high wind and low usage times such as at night when wind output can exceed normal demand. Such industry can include production of silicon, aluminum, steel, or of natural gas, and hydrogen, which allow long term storage, facilitating 100% energy from variable renewable energy. Homes can also be programmed to accept extra electricity on demand, for example by remotely turning up water heater thermostats.
In a 2008 study released by the U.S. Department of Energy's Office of Energy Efficiency and Renewable Energy, the capacity factor achieved by the U.S. wind turbine fleet is shown to be Variability increasing as the technology improves. The capacity factor Windmills are typically installed in favourable windy locations. achieved by new wind turbines in 2010 reached almost 40%. Electricity generated from wind power can be highly variable at Penetration several different timescales: hourly, daily, or seasonally. Annual Wind energy penetration refers to the fraction of energy variation also exists, but is not as significant. produced by wind compared with the total available generation Because instantaneous electrical generation and consumption capacity. There is no generally accepted maximum level of wind must remain in balance to maintain grid stability, this variability penetration. The limit for a particular grid will depend on the can present substantial challenges to incorporating large existing generating plants, pricing mechanisms, capacity for amounts of wind power into a grid system. Intermittency and energy storage, demand management and other factors. An the non-dispatchable nature of wind energy production can interconnected electricity grid will already include reserve generating and transmission capacity to allow for equipment raise costs for regulation, incremental operating reserve, and failures. This reserve capacity can also serve to compensate for (at high penetration levels) could require an increase in the the varying power generation produced by wind plants. Studies already existing energy demand management, load shedding, have indicated that 20% of the total annual electrical energy storage solutions or system interconnection with HVDC cables. consumption may be incorporated with minimal difficulty. Fluctuations in load and allowance for failure of large fossil-fuel These studies have been for locations with geographically generating units require reserve capacity that can also dispersed wind farms, some degree of dispatchable energy or compensate for variability of wind generation.
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Increase in system operation costs, Euros per MWh, for 10% & 20% wind share Country 10% 20% Germany 2.5 3.2 Denmark 0.4 0.8 Finland 0.3 1.5 Norway 0.1 0.3 Sweden 0.3 0.7 A 2006 International Energy Agency forum presented costs for managing intermittency as a function of wind-energy's share of total capacity for several countries, as shown in the table on the right. Three reports on the wind variability in the UK issued in 2009, generally agree that variability of wind needs to be taken into account, but it does not make the grid unmanageable. The additional costs, which are modest, can be quantified. Solar power tends to be complementary to wind. On daily to weekly timescales, high pressure areas tend to bring clear skies and low surface winds, whereas low pressure areas tend to be windier and cloudier. On seasonal timescales, solar energy peaks in summer, whereas in many areas wind energy is lower in summer and higher in winter. Thus the intermittencies of wind and solar power tend to cancel each other somewhat. In 2007 the Institute for Solar Energy Supply Technology of the University of Kassel pilot-tested a combined power plant linking solar, wind, biogas and hydrostorage to provide loadfollowing power around the clock and throughout the year, entirely from renewable sources.[95]
Wind power is however, variable, but during low wind periods it can be replaced by other power sources. Transmission networks presently cope with outages of other generation plants and daily changes in electrical demand, but the capacity factor of intermittent power sources such as wind power, are unlike those of conventional power generation plants, being on average 70-90%,[citation needed] higher than winds, thus offering a challenge to the prospect of large wind power grid penetration. Presently, grid systems with large wind penetration require an increase in the frequency of usage of natural gas spinning reserve power plants to prevent a total loss of electricity in the event that conditions are not favorable Predictability for power production from the wind. At low wind power grid Wind power forecasting methods are used, but predictability of penetration, this is less of an issue. any particular wind farm is low for short-term operation. For A report on Denmark's wind power noted that their wind power any particular generator there is an 80% chance that wind network provided less than 1% of average demand on 54 days output will change less than 10% in an hour and a 40% chance during the year 2002. Wind power advocates argue that these that it will change 10% or more in 5 hours. periods of low wind can be dealt with by simply restarting existing power stations that have been held in readiness, or interlinking with HVDC. Electrical grids with slow-responding thermal power plants and without ties to networks with hydroelectric generation may have to limit the use of wind power. According to a 2007 Stanford University study published in the Journal of Applied Meteorology and Climatology, interconnecting ten or more wind farms can allow an average of 33% of the total energy produced to be used as reliable, baseload electric power, as long as minimum criteria are met for wind speed and turbine height. Conversely, on particularly windy days, even with penetration levels of 16%, wind power generation can surpass all other electricity sources in a country. In Spain, on 16 April 2012 wind power production reached the highest percentage of electricity production till then, with wind farms covering 60.46% of the total demand.
However, studies by Graham Sinden (2009) suggest that, in practice, the variations in thousands of wind turbines, spread out over several different sites and wind regimes, are smoothed. As the distance between sites increases, the correlation between wind speeds measured at those sites, decreases. Thus, while the output from a single turbine can vary greatly and rapidly as local wind speeds vary, as more turbines are connected over larger and larger areas the average power output becomes less variable and more predictable. Wind speeds can be accurately forecast over large areas, and hence wind is a predictable source of power for feeding into an electrical grid. However, due to the variability, although predictable, wind energy availability must be scheduled. Reliability Wind power hardly ever suffers major technical failures, since
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failures of individual wind turbines have hardly any effect on overall power, so that the distributed wind power is highly reliable and predictable,whereas conventional generators, while far less variable, can suffer major unpredictable outages. Integration with other sources The combination of diversifying variable renewables by type and location, forecasting their variation, and integrating them with dispatchable renewables, flexible fueled generators, and demand response can create a power system that has the potential to meet power supply needs reliably. Integrating everhigher levels of renewables is being successfully demonstrated in the real world: suppliers to run their plants more efficiently. Although pumped storage power systems are only about 75% efficient, and have high installation costs, their low running costs and ability to reduce the required electrical base-load can save both fuel and total electrical generation costs.[102][103] In particular geographic regions, peak wind speeds may not coincide with peak demand for electrical power. In the US states of California and Texas, for example, hot days in summer may have low wind speed and high electrical demand due to the use of air conditioning. Some utilities subsidize the purchase of geothermal heat pumps by their customers, to reduce electricity demand during the summer months by making air conditioning up to 70% more efficient; widespread adoption of this technology would better match electricity demand to wind availability in areas with hot summers and low summer winds. Another option is to interconnect widely dispersed geographic areas with an HVDC "Super grid". In the U.S. it is estimated that to upgrade the transmission system to take in planned or potential renewables would cost at least $60 billion.
In 2009, eight American and three European authorities, writing in the leading electrical engineers' professional journal, didn't find "a credible and firm technical limit to the amount of wind energy that can be accommodated by electricity grids". In fact, not one of more than 200 international studies, nor official studies for the eastern and western U.S. regions, nor the International Energy Agency, has found major costs or technical barriers to reliably integrating up to 30% variable renewable Germany has an installed capacity of wind and solar that supplies into the grid, and in some studies much more. exceeds daily demand, and has been exporting peak power to neighboring countries. A more practical solution is the Reinventing Fire installation of thirty days storage capacity able to supply 80% Energy storage of demand, which will become necessary when most of In general, hydroelectricity complements wind power very well. Europe's energy is obtained from wind power and solar power. When the wind is blowing strongly, nearby hydroelectric plants Just as the EU requires member countries to maintain 90 days can temporarily hold back their water, and when the wind drops strategic reserves of oil it can be expected that countries will they can rapidly increase production again giving a very even provide electricity storage, instead of expecting to use their neighbors for net metering. power supply. Pumped-storage hydroelectricity or other forms of grid energy storage can store energy developed by high-wind periods and release it when needed. The type of storage needed depends on the wind penetration level low penetration requires daily storage, and high penetration requires both short and long term storage as long as a month or more. Stored energy increases the economic value of wind energy since it can be shifted to displace higher cost generation during peak demand periods. The potential revenue from this arbitrage can offset the cost and losses of storage; the cost of storage may add 25% to the cost of any wind energy stored but it is not envisaged that this would apply to a large proportion of wind energy generated. For example, in the UK, the 1.7 GW Dinorwig pumped storage plant evens out electrical demand peaks, and allows base-load Capacity credit and fuel savings The capacity credit of wind is estimated by determining the capacity of conventional plants displaced by wind power, whilst maintaining the same degree of system security,.] However, the precise value is irrelevant since the main value of wind is its fuel and CO2 savings, and wind is not expected to be constantly available. Economics Wind turbines reached grid parity (the point at which the cost of wind power matches traditional sources) in some areas of Europe in the mid-2000s, and in the US around the same time. Falling prices continue to drive the levelized cost down and it has been suggested that it has reached general grid parity in
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Europe in 2010, and will reach the same point in the US around 2016 due to an expected reduction in capital costs of about 12%.Nevertheless, a significant amount of the wind power resource in North America remains above grid parity due to the long transmission distances involved. Cost trends Estimated cost per MWh for wind power in Denmark also deliver products in the same year that they are ordered instead of waiting up to three years as was the case in previous cycles.... 5,600 MW of new installed capacity is under construction in the United States, more than double the number at this point in 2010. Thirty-five percent of all new power generation built in the United States since 2005 has come from wind, more than new gas and coal plants combined, as power providers are increasingly enticed to wind as a convenient hedge against unpredictable commodity price moves." A British Wind Energy Association report gives an average generation cost of onshore wind power of around 3.2 pence (between US 5 and 6 cents) per kWh (2005). Cost per unit of energy produced was estimated in 2006 to be comparable to the cost of new generating capacity in the US for coal and natural gas: wind cost was estimated at $55.80 per MWh, coal at $53.10/MWh and natural gas at $52.50. Similar comparative results with natural gas were obtained in a governmental study in the UK in 2011. A 2009 study on wind power in Spain by Gabriel Calzada Alvarez of King Juan Carlos University concluded that each installed MW of wind power led to the loss of 4.27 jobs, by raising energy costs and driving away electricity-intensive businesses. The U.S. Department of Energy found the study to be seriously flawed, and the conclusion unsupported. The presence of wind energy, even when subsidised, can reduce costs for consumers (5 billion/yr in Germany) by reducing the marginal price, by minimising the use of expensive peaking power plants. In February 2013 Bloomberg New Energy Finance reported that the cost of generating electricity from new wind farms is cheaper than new coal or new baseload gas plants. When including the current Australian federal government carbon pricing scheme their modeling gives costs (in Australian dollars) of $80/MWh for new wind farms, $143/MWh for new coal plants and $116/MWh for new baseload gas plants. The modeling also shows that "even without a carbon price (the most efficient way to reduce economy-wide emissions) wind energy is 14% cheaper than new coal and 18% cheaper than new gas." Part of the higher costs for new coal plants is due to high financial lending costs because of "the reputational damage of emissions-intensive investments". The expense of gas fired plants is partly due to "export market" effects on local prices. Costs of production from coal fired plants built in "the 1970s and 1980s" are cheaper than renewable energy sources because of depreciation. Source : Wikipedia
The National Renewable Energy Laboratory projects that the levelized cost of wind power in the U.S. will decline about 25% from 2012 to 2030. Wind power has low ongoing costs, but a moderate capital cost. The marginal cost of wind energy once a plant is constructed is usually less than 1-cent per kWh. This cost has reduced as wind turbine technology improved. There are now longer and lighter wind turbine blades, improvements in turbine performance and increased power generation efficiency. Also, wind project capital and maintenance costs have continued to decline. The estimated average cost per unit incorporates the cost of construction of the turbine and transmission facilities, borrowed funds, return to investors (including cost of risk), estimated annual production, and other components, averaged over the projected useful life of the equipment, which may be in excess of twenty years. Energy cost estimates are highly dependent on these assumptions so published cost figures can differ substantially. In 2004, wind energy cost a fifth of what it did in the 1980s, and some expected that downward trend to continue as larger multi-megawatt turbines were massproduced. As of 2012 capital costs for wind turbines are substantially lower than 20082010 but are still above 2002 levels. A 2011 report from the American Wind Energy Association stated, "Wind's costs have dropped over the past two years, in the range of 5 to 6 cents per kilowatt-hour recently.... about 2 cents cheaper than coal-fired electricity, and more projects were financed through debt arrangements than tax equity structures last year.... winning more mainstream acceptance from Wall Street's banks.... Equipment makers can
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Free German Senior Expert assistance available through S E S.

This is to introduce to you, S E S, a German non profit organization, who have been actively supporting businesses all over the world, to modernize and grow, for the past 30 years, by sending their senior experienced experts, who give their time and advice free ,as a service to business. In the past 30 years they have done over 25000 such projects in 160 countries around the world. SES is a German non profit organization, formed in 1983, by the Association of Chambers of Industry and Commerce (DIHK). The activities of SES abroad are funded partly by the Federal Ministry for Economic Cooperation and Development (BMZ), Germany. Many other German business organizations support S E S in its worldwide activities. Senior Experts Most of the S E S experts have retired from active service, and the average age of the senior experts of is 66. Thus SES Experts draw on their own many years of professional experience They pass on their knowledge on a voluntary basis and train fellow workers in their subject fields all over the world. They come equipped with diverse knowhow from around 50 branches of business and industry, (see list at the end), along with good social skills, and readiness to adapt to the conditions prevailing in the assignment country. Their visit could be for a minimum of 3 weeks to 3 months. The type of assistance extended is in ~ Development of sales and marketing strategies/ Strengthening of your market position ~ Solution of pressing problems Workflow optimisation / involved are : 1. Board, lodging, local transport, at the assignment location plus a daily allowance of 450 RS/day 2. International travel expenses 3. Ancillary costs appr.1000 670 ~ Improvement of environmental protection and occupational safety measures ~ Quality management ~ Modernisation ~ Involvement of the Clients in financing project-handling costs and much more Their focus is to Help towards self-help. The main attraction is that the knowhow you receive is Made in Germany Clients The services of SES are mainly aimed at small and medium-sized enterprises, public authorities, professional bodies and business associations, social and medical institutions, and schools and vocational training institutions. Larger institutions may also apply. The general spread of clients based on past experience is Industry 43%, Education and training 19%, Infrastructure 15% , services 7%, skilled trades and crafts 6%, Agriculture 5%, and commerce -5%. Funding Clients fund the lion's share of the costs associated with SES assignments particularly those incurred at the assignment location. The amounts
4. Project-handling costs: 3150 The costs at the site (1) above is mandatory and has to be borne by all clients. The small enterprises bear only this cost. The other costs are shared with client on an increasing scale based on the financial strength of the client. Wherever the foreign clients are unable to meet the costs of international travel and administrative expenses, BMZ provides funds on case to case basis. In specific cases, public funds of the German Federal Government also can be made available. Request for help Clients who would like to avail this help need to apply through the local representative Mr S.Krishnaswamy, whose contact details are provided below. The Client has to go to S E S website www.ses-bonn.de and choose the English version at the top. Click on clients at the top bar. Click 'How to request an assignment'. In this new page you will find the procedure, and under Assignment head at the bottom half, against 'Do you wish to request a senior expert', click on 'here'
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The request for Assistance form- RFA, will open. The first 3 pages are the main application, and one must fill the 3rd page precisely to highlight the problems, and the type of expert required. In case you are willing to bear only partial expenses, fill up the 5th page 'Annex to RFA', which will highlight your financial status. In case you have difficulty in downloading the RFA, please contact Mr S.Krishnaswamy, and he will send you the RFA ,through mail, as a soft copy. These forms can be filled on the computer itself and then e mailed to Mr S.Krishnaswamy, at his e mail eskay2510@gmail.com ,for his preliminary clearance. Once he conveys his acceptance, the forms can be e mailed to the Project coordinator, S E S, to her e mail address u.puetz@sesbonn.de with cc to Mr S Krishnaswamy . IMPORTANT- The last page with the client's signature, must be scanned and e mailed to both of them along with the RFA.. S E S will then locate a suitable expert for the assignment, and send the C V to the client for their acceptance. If the C V is accepted, then a brief client's agreement is made and the expert's details are given to client to enable them to get in touch with him/her to provide more details. Once the agreement is accepted and returned the expert's visit is organised. If the client rejects the c v , and provides reasons for non acceptance, S E S will try and send alternate C V for acceptance. The visit is planned for a minimum period of 3 weeks and can extend up to 3 months. The client can request for repeat visits of the same expert, or different experts subsequently based on their requirements. For any further details contact S E S India Representative: Mr S.Krishnaswamy, A-1-C, Regal Palm Gardens, No 10, Velachery Tambaram Main Rd, Velachery, Chennai 600042. Phone: 9840154340 E mail: eskay2510@gmail.com
Number of experts in the following areas of activity

Sector of economy Number of experts Agriculture 474 Automotive engineering 695 Banks and insurances 305 Building industry 860 Charitable institutions 350 Chemistry 626 Communication technology 276 Economic and professional organisations 228 Education 1632 Electrical engineering 577 Energy 330 Environment/waste disposal 295 Food and animal feeding 430 Foundry and forging 183 Glass/Ceramics 123 Hydraulics/Pneumatics 64 Information technology 489 Law and taxes 65 Leather processing 45 Measuring & automatic control engineering 280 Mechanical engineering 408 Media, arts, culture 291 Sector of economy Number of experts Metallurgy 85 Metalworking 280 Mining 136 Optics 57 Packaging for final consumers 75 Pharmaceutics /Cosmetics 283 Plant and apparatus engineering 207 Plastic products: manufacture and processing 230 Precision mechanics 63 Printing and graphics 122 Public health 1117 Public sector 1125 Pulp and Paper 90 Rubber processing 75 Sciences 227 Services 975 Textiles 272 Tool and machine tool manufacture 212 Top management 385 Trade 393 Traffic and tourism 504 Wood processing 205
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Creating the Best Workplace on Earth
folksby 54% in employee retention, by 89% in customer satisfaction, and by fourfold in revenue growth. Recent research by our London Business School colleague Dan Cable shows that employees who feel welcome to express their authentic selves at work exhibit higher levels of organizational commitment, individual performance, and propensity to help others.
Yet, few, if any, organizations possess all six virtues. Several of the attributes run counter to traditional practices and ingrained habits. Others are, frankly, complicated and can be ~ by Rob Goffee and Gareth Jones costly to implement. Some conflict with one another. Almost uppose you want to design the best company on earth all require leaders to carefully balance competing interests to work for. What would it be like? For three years and to rethink how they allocate their time and attention. we've been investigating this question by asking So the company of your dreams remains largely aspirational. hundreds of executives in surveys and in seminars all over the We offer our findings, therefore, as a challenge: an agenda world to describe their ideal organization. This mission arose for leaders and organizations that aim to create the most from our research into the relationship between authenticity productive and rewarding working environment possible. and effective leadership. Simply put, people will not follow a leader they feel is inauthentic. But the executives we Let People Be Themselves questioned made it clear that to be authentic, they needed to When companies try to accommodate differences, they too often confine themselves to traditional diversity work for an authentic organization. categoriesgender, race, age, ethnicity, and the like. These What did they mean? Many of their answers were highly efforts are laudable, but the executives we interviewed were specific, of course. But underlying the differences of after something more subtledifferences in perspectives, circumstance, industry, and individual ambition we found six habits of mind, and core assumptions. common imperatives. Together they describe an organization that operates at its fullest potential by allowing The vice chancellor at one of the world's leading universities, for instance, would walk around campus late at night to people to do their best work. locate the research hot spots. A tough-minded physicist, he We call this the organization of your dreams. In a nutshell, expected to find them in the science labs. But much to his it's a company where individual differences are nurtured; surprise, he discovered them in all kinds of academic information is not suppressed or spun; the company adds value disciplinesancient history, drama, the Spanish to employees, rather than merely extracting it from them; the department. organization stands for something meaningful; the work The ideal organization is aware of dominant currents in its itself is intrinsically rewarding; and there are no stupid rules. culture, work habits, dress code, traditions, and governing These principles might all sound commonsensical. Who assumptions but, like the chancellor, makes explicit efforts to wouldn't want to work in a place that follows them? transcend them. We are talking not just about the buttonedExecutives are certainly aware of the benefits, which many down financial services company that embraces the IT guys studies have confirmed. Take these two examples: Research in shorts and sandals, but also the hipster organization that from the Hay Group finds that highly engaged employees doesn't look askance when someone wears a suit. Or the are, on average, 50% more likely to exceed expectations place where nearly everyone comes in at odd hours but that than the least-engaged workers. And companies with highly accommodates the one or two people who prefer a 9-to-5 engaged people outperform firms with the most disengaged schedule.
Every tomorrow has two handles. We can take hold of it by the handle of anxiety, or by the handle of faith. ~Author Unknown
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Management For example, at LVMH, the world's largest luxury-goods company (and growing rapidly), you'd expect to find brilliant, creative innovators like Marc Jacobs and Phoebe Philo. And you do. But alongside them you also encounter a higherthan-expected proportion of executives and specialists who monitor and assess ideas with an analytical business focus. One of the ingredients in LVMH's success is having a culture where opposite types can thrive and work cooperatively. Careful selection is part of the secret: LVMH looks for creative people who want their designs to be marketable and who, in turn, are more likely to appreciate monitors who are skilled at spotting commercial potential. systems or articulate a corporate policy on how employees should progress. Managers make their expectations clear, but individuals decide how to meet them. Selfdetermination means setting your own path and being accountable for your success, a senior HR official explains. Development and progression is your own business, with our support.
If this sounds too chaotic for a more conventional company, consider Waitrose, one of Britain's most successful food retailers, according to measures as diverse as market share, profitability, and customer and staff loyalty. In an industry that necessarily focuses on executing processes efficiently, The benefits of tapping the full range of people's knowledge Waitrose sees its competitive edge in nurturing the small and talents may be obvious, yet it's not surprising that so few sparks of creativity that make a big difference to the companies do it. For one thing, uncovering biases isn't easy. customer experience. (Consider the assumption the diligent chancellor made when Waitrose is a cooperative: Every employee is a co-owner who he equated research intensity with late-night lab work.) More fundamentally, though, efforts to nurture individuality shares in the company's annual profits. So the source of staff run up against countervailing efforts to increase organizational loyalty is not much of a mystery. But even so, the company effectiveness by forging clear incentive systems and career goes to great lengths to draw out and support people's paths. Competence models, appraisal systems, management personal interests. If you want to learn piano, Waitrose will by objectives, and tightly defined recruitment policies all pay half the cost of the lessons. There's a thriving club culturecooking, crafts, swimming, and so on. We have a narrow the range of acceptable behaviour. friend whose father learned to sail because he worked for Companies that succeed in nurturing individuality, therefore, this organization. In that way, Waitrose strives to create an may have to forgo some degree of organizational orderliness. atmosphere where people feel comfortable being Take Arup, perhaps the world's most creative engineering themselves. We were struck when a senior executive told us, and design company. Many iconic buildings bear the mark of Friends and family would recognize me at work. Arup's distinctive imprintfrom the Sydney Opera House to Great retail businesses depend on characters who do things a the Centre Pompidou to the Beijing Water Cube. bit differently, another executive explained. Over the years Arup approaches its work holistically. When the firm builds a we have had lots of them. We must be careful to cherish them suspension bridge, for example, it looks beyond the concerns and make sure our systems don't squeeze them out. of the immediate client to the region that relies on the bridge. To do so, Arup's people collaborate with mathematicians, Pursuit of predictability leads to a culture of conformity, what economists, artists, and politicians alike. Accordingly, Arup Emile Durkheim called mechanical solidarity. But considers the capacity to absorb different skill sets and companies like LVMH, Arup, and Waitrose are forged out of personalities as key to its strategy. We want there to be organic solidaritywhich, Durkheim argued, rests on the interesting parts that don't quite fit in...that take us places productive exploitation of differences. Why go to all the where we didn't expect to get to, says chairman Philip trouble? We think Ted Mathas, head of the mutual insurance Dilley. That's part of my job nowto prevent it from company New York Life, explains it best: When I was becoming totally orderly. appointed CEO, my biggest concern was, would this [job] Conventional appraisal systems don't work in such a world, allow me to truly say what I think? I needed to be myself to so Arup doesn't use quantitative performance-measurement do a good job. Everybody does.
Kindness is the language which the deaf can hear and the blind can see. ~Mark Twain
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Management Unleash the Flow of Information The organization of your dreams does not deceive, stonewall, distort, or spin. It recognizes that in the age of Facebook, WikiLeaks, and Twitter, you're better off telling people the truth before someone else does. It respects its employees' need to know what's really going on so that they can do their jobs, particularly in volatile environments where it's already difficult to keep everyone aligned and where workers at all levels are being asked to think more strategically. You'd imagine that would be self-evident to managers everywhere. In reality, the barriers to what we call radical honestythat is, entirely candid, complete, clear, and timely communicationare legion. Some managers see parceling out information on a need-toknow basis as important to maintaining efficiency. Others practice a seemingly benign type of paternalism, reluctant to worry staff with certain information or to identify a problem before having a solution. Some feel an obligation to put a positive spin on even the most negative situations out of a best-foot-forward sense of loyalty to the organization. organizational facilitationthat is, facilitation of the flow of honest information. A core team of facilitators (internal management auditors) with long organizational experience now regularly visit all of the company's worldwide affiliates. They interview randomly selected employees and managers to assess whether the Novo Nordisk Way is being practiced. Employees know, for instance, that they must inform all stakeholders both within and outside the organization of what's happening, even when something goes wrong, as quickly as possible. Does this really happen? Many employees have told us that they appreciate these site visits because they foster honest conversations about fundamental business values and processes. Radical honesty is not easy to implement. It requires opening many different communication channels, which can be timeconsuming to maintain. And for previously insulated top managers, it can be somewhat ego-bruising. Witness what ensued when Novo Nordisk recently banned soda from all its buildings. PeopleCom, the company's internal news site, was flooded with hundreds of passionate responses. Some people saw it as an attack on personal freedom. (I wonder what will be the next thing NN will 'help' me not to do, wrote one exasperated employee. Ban fresh fruit in an effort to reduce sugar consumption?) Others defended the policy as a logical extension of the company's focus on diabetes. (We can still purchase our own sugary soft drinks...Novo Nordisk shouldn't be a 7-Eleven.) That all these comments were signed indicates how much honesty has infused Novo Nordisk's culture.
The reluctance to be the bearer of bad news is deeply human, and many top executives well know that this tendency can strangle the flow of critical information. Take Novo Nordisk's Mads vlisen, who was CEO in the 1990s, when violations of FDA regulations at the company's Danish insulin-production facilities became so serious that U.S. regulators nearly banned the insulin from the U.S. market. Incredible as it seems in hindsight, no one told vlisen about the situation. That's because Novo Nordisk operated under a culture in which the executive management board was never Trade secrets will always require confidentiality. And we supposed to receive bad news. don't want to suggest that honesty will necessarily stop problems from arising, particularly in highly regulated The company took formal steps to rectify the situation, industries that routinely find themselves under scrutiny. We redesigning the company's entire quality-management maintain, though, that executives should err on the side of systemits processes, procedures, and training of all transparency far more than their instincts suggest. involved personnel. Eventually, those practices were Particularly today, when trust levels among both employees extended to new-product development, manufacturing, and customers are so low and background noise is so high, distribution, sales, and support systems. More generally, a organizations must work very hard to communicate what's vision, core values, and a set of management principles were going on if they are to be heard and believed. explicitly articulated as the Novo Nordisk Way. To get at the root cause of the crisis, vlisen also set out to create a new Magnify People's Strengths culture of honesty through a process he called The ideal company makes its best employees even
Management is nothing more than motivating other people. ~Lee Iacocca
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Management betterand the least of them better than they ever thought they could be. In robust economies, when competition for talent is fierce, it's easy to see that the benefits of developing existing staff outweigh the costs of finding new workers. But even then, companies grumble about losing their investment when people decamp for more-promising opportunities. In both good times and bad, managers are far more often rewarded for minimizing labor costs than for the longer-term goal of increasing workers' effectiveness. Perhaps that explains why this aspiration, while so widely recognized and well understood, often remains unfulfilled. Elite universities and hospitals, Goldman Sachs and McKinsey, and design firms like Arup have all been adding value to valuable people for a very long time. Google and Apple are more recent examples. They do this in myriad waysby providing networks, creative interaction with peers, stretch assignments, training, and a brand that confers elite status on employees. None of this is rocket science, nor is it likely to be news to anyone. But the challenge of finding, training, and retaining excellent workers is not confined to specialized, high-tech, or highfinance industries. We contend that the employee-employer relationship is shifting in many industries from how much value can be extracted from workers to how much can be instilled in them. At heart, that's what productivity improvement really means. firm also extends that effort to restaurant general managers, department managers, and shift managers who, as the dayto-day leaders on the front lines, are taught the communication and coaching skills they need to motivate crews and to hit their shifts' sales targets. The return on the company's investment is measured not in terms of increased revenue or profitability but in lower turnover of hourly managers and their crews. Turnover has declined steadily since the programs were initiated, as reflected in the Great Place to Work Institute's recognition of McDonald's as one of the 50 best workplaces every year since 2007. To get a sense of how far employee development can be taken, consider Games Makers, the volunteer training effort mounted by the London Organising Committee of the Olympic Games. LOCOG was responsible for the largest peacetime workforce ever assembled in the UK. It coordinated the activities of more than 100,000 subcontractors, 70,000 Games Makers volunteers, and 8,000 paid staff. Games Makers used bold, imaginative schemes to employ people who had never worked or volunteered before. Through its Trailblazer program, for example, paid staff learned how to work effectively with volunteers of all social backgrounds. Through a partnership with other state agencies, the Personal Best program enabled more than 7,500 disadvantaged, long-termunemployed individuals, some with physical or learning disabilities, to earn a job qualification. Games Makers' School Leavers program targeted students who have left school in east London, the host borough for the games, by granting them two three-month placements that, upon successful completion, were followed by a contract for employment until the end of the event. LOCOG's model has inspired government agencies and private-sector employment bureaus in the UK to rewrite their workengagement guidelines to enable them to tap intoand make productivea far wider range of people than had previously been considered employable.
Take McDonald's, a company founded on the primacy of cost efficiency. In an economy with plenty of people looking for jobs, McDonald's nevertheless focuses on the growth paths of its frontline workersand on a large scale. In the UK, the company invests 36 million ($55 million) a year in giving its 87,500 employees the chance to gain a wide range of nationally recognized academic qualifications while they work. One of the largest apprenticeship providers in the country, McDonald's has awarded more than 35,000 such qualifications to employees since the program's launch in 2006. Every week the equivalent of six full classes of We recognize that promising to bring out the best in students acquire formal credentials in math and English. everyone is a high-risk, high-reward strategy. It raises Every day another 20 employees earn an apprenticeship reputational capital, and such capital is easily destroyed. qualification. Goldman Sachs, for one, spent years building its reputation Like many large companies, McDonald's has extensive as the most exciting investment bank of all. That's why Greg management training programs for its executives, but the Smith's scathing resignation letter, accusing the company of
By all means use sometimes to be alone. Salute thyself; see what thy soul doth wear. ~George Herbert
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Management not living up to its own standards, was so damaging. Once a explained it this way: Back when other life insurance company heads down this road, it has to keep going. companies were demutualizing and becoming financial services supermarkets, New York Life made it very clear that Stand for More Than Shareholder Value life insurance would remain our core focus. The agents didn't People want to be a part of something bigger than like it [at first]they felt they were losing the opportunity to themselves, something they can believe in. I've worked in make more money. But Sy Sternberg, the CEO at that time, organizations where people try to brainwash me about the went to public forums with the agents and pulled no virtues of the brand, one seminar participant told us. I punches. He told us, 'We are a life insurance company, and want to work in an organization where I can really feel where we are good at it.' This is more than a business strategy, the company comes from and what it stands for so that I can Barry says. It's how we operate every day. This is not a place live the brand. where we wriggle out of claims. One man took out a life policy, went home to write out the check. It was on his desk It has become commonplace to assert that organizations when he died that night. The policy was unpaid, but we paid need shared meaning, and this is surely so. But shared the claim. The agents really buy into this. meaning is about more than fulfilling your mission statementit's about forging and maintaining powerful Current CEO Ted Mathas acknowledges that New York Life's connections between personal and organizational values. status as a mutual company gives it an advantage in claiming When you do that, you foster individuality and a strong that profit is not all that matters. But he argues that the same culture at the same time. logic applies for public firmsthat profit is (or should be) an Some people might argue that certain companies have an outcome of the pursuit of other, more meaningful goals. inherent advantage in this area. An academic colleague once Again, this is hardly a new idea. But many companies in asked us if we were working with anyone interesting. When public ownership have lost their way and with it a sense of we mentioned Novo Nordisk, he produced from his briefcase who they are, Mathas suggests, and we agree. a set of Novo pens for injecting insulin and said simply, They save my life every day. Engineers who design the side bars for BMW's mini have been known to wake up at 4:00 in the morning to write down ideas that will make the cars safer. And that might be expected of people drawn to the idea of building the ultimate driving machine. But the advantage these companies have is not the businesses they're in. The connections they forge stem, rather, from the way they do business. To understand how that works more generally, consider Michael Barry, who once was a teacher made redundant by state spending cuts. Three decades later, the experience remained vividly traumatic: It was a case of 'last in, first out,' nothing to do with merit. I decided I never wanted to lose my job like that again. I researched things quite carefully, looking for places that were clear about what they wanted. And where did this idealistic man go? He became an insurance salesman for New York Life. It is a very different companyfrom the top down, he said, when we asked him what connection he felt to the company. He further Show How the Daily Work Makes Sense Beyond shared meaning, the executives we've spoken to want something else. They seek to derive meaning from their daily activities. This aspiration cannot be fulfilled in any comprehensive way through job enrichment add-on. It requires nothing less than a deliberate reconsideration of the tasks each person is performing. Do those duties make sense? Why are they what they are? Are they as engaging as they can be? This is a huge, complex undertaking. Take John Lewis, the parent company of Waitrose and the department store Peter Jones. In 2012 it completed a review of its more than 2,200 jobs, slotting them within a hierarchy of 10 levels, to make it easier for employees to take advantage of opportunities across the organization. This sounds like a homogenizing move, and it might be at a traditional company. But at John Lewis, which operates for the benefit of its employee owners, it was a deliberate effort to match its people with the work they want to do.
No one is perfect... that's why pencils have erasers. ~Author Unknown
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Management Or consider Rabobank Nederland, the banking arm of the largest financial services provider in the Netherlands, Rabobank Group. After several years of development, the bank has rolled out Rabo Unplugged, an organizational and technical infrastructure that allows employees to connect to one another from practically anywhere while still meeting the stringent encryption standards that banking systems require. With no fixed offices or rigid job descriptions, Rabobank's employees are, like Arup's, responsible for the results of their work. But they are free to choose how, where, when, and with whom to carry it out. This approach requires managers to place an extraordinary amount of trust in subordinates, and it demands that employees become more entrepreneurial and collaborative. Beyond reconsidering individual roles, making work rewarding may mean rethinking the way companies are led. Arup's organization, which might be described as extreme seamless, is one possible model. As such, it takes some getting used to. In describing how this works in Arup's Associates unit, board member Tristram Carfrae explains: We have architects, engineers, quantity surveyors, and project managers in the same room together...people who genuinely want to submerge their own egos into the collective and not [be led] in the classic sense. That was a challenge for Carfrae, who as a structural engineer wrestled with the question of when to impose his will on the team and push it toward a structural, rather than a mechanical or an architecturally oriented, solution. To participate in such an evenhanded, interdependent environment is extremely hard, he says. There were incredible rewards when it worked well and incredible frustrations when it didn't. We don't wish to underplay this challenge. But we suggest that the benefits of rising to it are potentially very great. Where work is meaningful, it typically becomes a cause, as it is for the engineers at BMW and the agents at New York Life. We also acknowledge an element of risk: When we interviewed legendary games designer Will Wright, he told us that his primary loyalty was not to his company, Electronic Arts, but to the projectoriginally for him the recordbreaking Sims franchise and, more recently, Spore. Will ultimately left EA to start his own company, in which EA became a joint investor. The challenge is similar to that of fostering personal growth. If you don't do it, the best people may leave or never consider you at all. Or your competitors may develop the potential in people you've overlooked. When you do make the investment, your staff members become more valuable to you and your competitors alike. The trick, then, is to make it meaningful for them to stay. Have Rules People Can Believe In No one should be surprised that, for many people, the dream organization is free of arbitrary restrictions. But it does not obliterate all rules. Engineers, even at Arup, must follow procedures and tight quality controlsor buildings will collapse. Organizations need structure. Markets and enterprises need rules. As successful entrepreneurial businesses grow, they often come to believe that new, complicated processes will undermine their culture. But systematization need not lead to bureaucratization, not if people understand what the rules are for and view them as legitimate. Take Vestergaard Frandsen, a start-up social enterprise that makes mosquito netting for the developing world. The company is mastering the art of behavior codes that can help structure its growing operations without jeopardizing its culture. Hiring (and firing) decisions are intentionally simpleonly one level of approval is required for each position. Regional directors have significant freedom within clear deadlines and top- and bottom-line targets. Knowledge-management systems are designed to encourage people to call rather than e-mail one another and to explain why someone is being cc'ed on an email message. Vestergaard sees these simple rules as safeguards rather than threats to its founding values. Despite the flattening of hierarchies, the ensuing breakdown of organizational boundaries, and the unpredictability of careers, institutions remain what Max Weber calls imperatively coordinated associations, where respect for authority is crucial for building and maintaining structure. However, we know that, increasingly, employees are skeptical of purely hierarchical powerof fancy job titles and traditional sources of legitimacy such as age and seniority. And they are becoming more suspicious of charisma, as many charismatic leaders turn out to have feet of clay.
The greatest oak was once a little nut who held its ground. ~Author Unknown
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Management What workers need is a sense of moral authority, derived not from a focus on the efficiency of means but from the importance of the ends they produce. The organization of your dreams gives you powerful reasons to submit to its necessary structures that support the organization's purpose. In that company, leaders' authority derives from the answer to a question that Steve Varley, managing partner of Ernst & Young UK, put to senior partners in his inaugural address, after he reported record profits and partners' earnings: Is that all there is? (In reply, he proposed a radical new directiona program called Growing Successfully, Making the Differenceaimed at achieving both financial growth and social change.) During the past 30 years we have heard the following kinds of conversations at many organizations: I'll be home late. I'm working on a cure for migraine. Still at work. The new U2 album comes out tomorrowit's brilliant. Very busy on the plan to take insulin into East Africa. We have never heard this: I'll be home late. I'm increasing shareholder value. People want to do good workto feel they matter in an organization that makes a difference. They want to work in a place that magnifies their strengths, not their weaknesses. For that, they need some autonomy and structure, and the organization must be coherent, honest, and open. But that's tricky because it requires balancing many competing claims. Achieving the full benefit of diversity means trading the comfort of being surrounded by kindred spirits for the hard work of fitting various kinds of people, work habits, and thought traditions into a vibrant culture. Managers must continually work out when to forge ahead and when to take the time to discuss and compromise. Our aim here is not to critique modern business structures. But it's hard not to notice that many of the organizations we've highlighted are unusual in their ownership arrangements and ambitions. Featured strongly are partnerships, mutual associations, charitable trusts, and social enterprises. Although all share a desire to generate revenue, few are conventional, large-scale capitalist enterprises.
Problems are not stop signs, they are guidelines. ~Robert Schuller
It would be a mistake to suggest that the organizations are all alike, but two commonalities stand out. First, the institutions are all very clear about what they do well: Novo Nordisk transforms the lives of people with diabetes; Arup creates beautiful environments. Second, the organizations are suspicious, in almost a contrarian way, of fads and fashions that sweep the corporate world. Work can be liberating, or it can be alienating, exploitative, controlling, and homogenizing. Despite the changes that new technologies and new generations bring, the underlying forces of shareholder capitalism and unexamined bureaucracy remain powerful. As you strive to create an authentic organization and fully realize human potential at work, do not underestimate the challenge. If you do, such organizations will remain the exception rather than the rulefor most people, a mere dream.
Rob Goffee is an emeritus professor of organizational behavior at the London Business School. Gareth Jones is a visiting professor at the IE Business School, in Madrid.
Courtesy: HBR
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Management
HBR's fictionalized case studies present dilemmas faced by leaders in real companies and offer solutions from experts. This one is based on the case study Superstar Leaders, Leman Highlander had aggressively recruited Vijay eight by Abhishek Goel and Neharika Vohra (Indian years earlier to set up its operation in Mumbai. He'd been a star at McKinsey, with perfect Indian and U.S. credentials and Institute of Management, 2007).
Did you see the report from the India office? I'm just opening it now, Caroline said on the other end of the line.
The Unmanageable Star Performer

a sharp business sense. Everyone agreed he was the right person to build the firm's presence in India, and two of the partners made it their mission to get him to sign on. Three years later, Vijay had more than proved his worth. The numbers coming out of Mumbai were fantastic, and big clients flocked to him. Companies had deserted McKinsey, Bain, and BCG for Vijay. The partners were thrilled. Only Caroline and Stefan seemed to have taken notice of the ongoing personnel troubles.
Stefan Konrad and Caroline Dougherty went way back. They had started at Leman Highlander & Company together more than 20 years before, as fresh graduates from business school. Now Stefan was the head of the consultancy's South Asia and Middle East business, and Caroline was its global We need to do something, Caroline said. human resources director. Their offices at Leman's New York I'm going to be there next week. Let me see what's going on. headquarters were just a few doors away from each other. I guess you should have a conversation with Vijay. Caroline continued, The numbers look good. Three new accounts, including NMM Technologyimpressive. Vijay's I'm not sure. working his magic as usual. You a little scared of him? she teased.
For surekeep reading, Stefan said. He waited, and then Stefan laughed. Maybe, yes, he admitted. A little. Caroline's tone changed: Again! Out of the Question That's right, he said. Turnover went up againfourth Stefan's suitcase was open on the bed. quarter in a row. We're hitting 32%, way over the industry You always amaze me with how little you take, his wife, average. And those employee survey results are abysmal. Clara, said, watching him lay two suits neatly into the carryHe's never been one to care about the people side of on. He was on the road close to 200 days of the year, so he thingsmuch to my chagrin, Caroline said. had packing down to a science. Stefan had been worried about the Mumbai office for a while. So far it had grown faster than any of the others; business was booming. And yet every time he visited, he sensed that people weren't happy. Vijay Kumar, the managing partner in Mumbai, and Aparna Nayak, his second in command, always assured Stefan that things were fine and reminded him of their growth figures.
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Where first this time? she asked. Mumbai. I've got that meeting with Vijay. Oh, right. What did his assistant say? Aparna's not his assistant, honey. I told you that. From what you said, it sounds like he treats everybody like one.
We are made wise not by the recollection of our past, but by the responsibility for our future. ~George Bernard Shaw
Management Yes, that may be part of the problem, Stefan replied. Aparna had been pretty tight-lipped on the phone. She'd said that she and Vijay were concerned about the turnover too, but it was typical for the industry right now, and Stefan shouldn't be overly worried. She couldn't tell you what's wrong? tomorrow, Stefan replied. You said having a non-Indian there would help. Then, casually, he added, And yes, I'll talk with your staff today. The usual skip-level. Vijay was silent. You still there? Stefan asked.
Yes, you go ahead with the meeting. I just got to NMM. I'll No, but she said she'd set up a meeting with some of the see you at dinner. He hung up before Stefan could say goodconsultants. That had actually been his suggestion, but bye. Aparna hadn't resisted. Aparna met Stefan at the elevator. They stopped to talk with I need to be careful, he said. You remember what a few people in the office, and then she led him to a happened last time. conference room at the back of the floor. Two years earlier, during one of Stefan's regular visits to I set up a meeting at 3:00, she said. Some of our best Mumbai, he'd asked Vijay about two consultants who had consultants, some new people, and some who have been abruptly quit, claiming that Vijay was too difficult to work for. around for a while. Vijay had stormed out of the office and immediately sent a resignation e-mail to Thomas Leman, the firm's managing I'd love to hear what you think before I meet with them, he partner. Thomas managed to talk Vijay down, but he gave said. Stefan clear orders: Going forward, he should do whatever I think we're doing our best here, Aparna said. Results he could to keep Vijay happy. India was now the brightest are even better than before, and the pipeline is very strong. star in the region, and number two in revenue for Leman We're thought of as the premier training ground for new Highlander. No one on the leadership team wanted the man consultants in the industry. Some people complain, yes. responsible for that to go anywhere. But not everyone. Anyway, I will send the group in when Plus, Stefan continued, I don't technically have authority it's time. over him, because we're all equal as partners. I'd need to get Stefan took out his laptop and looked at the office floor approval to take any formal action. beyond the large glass window. Everyone seemed busy but relaxed. It was different from the previous times he'd visited, Like firing him? when people had been rushing around, ducking in and out of That's completely out of the question. boisterous meetings in conference rooms, obviously trying to anticipate the boss's movements, moods, and demands. He Not Everyone Is Dissatisfied realized that he'd never before been in the office when Vijay As Stefan walked into the office building on Nariman Point, wasn't there. his phone rang. Seeing Vijay's number, he took the call. I wanted to welcome you, Vijay said. Unfortunately, I He's the Master won't see you until dinner tonight. I'll be with the team at Stefan opened the meeting by saying, We're concerned at NMM all day. headquarters about turnover. We can't run this office without a strong team. I need to understand what we can do Stefan couldn't say that he was disappointed. better. I hear you're checking up on me, Vijay said with a chuckle, When no one responded, he asked Amal, the most junior guy but there was an edge to his voice. in the room, for his opinion. Amal leaned forward and told I'm here for the meeting with Kerimer Engineering Stefan how happy he and his colleagues were that he'd
Big shots are only little shots who keep shooting. ~Christopher Morley
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Management asked to see them. But then he looked around and didn't say made comments about how those who complain are just not anything else. up to the standards of the consulting industry. After a very long pause, a senior consultant named Rehan cleared his throat. He spoke with great deliberation: We're all dedicated to Leman Highlander. But things have been a little difficult here. He explained that Vijay had always been a demanding boss, but Rehan and others had expected him to ease up some once the office was established. Unfortunately, he said, that hasn't happened. If anything, it's gotten worse. He seems impossible to please. Another woman spoke: He says, 'Consulting is all about hard work. First you have to get clients, and then you have to give results.' We agree, but we can't be perfect all the time. You know, Stefan, this place is starting to get a reputation.
This was what he had feared. Not only were they losing people, but those people were bad-mouthing Leman Highlander, making it more difficult to recruit replacements. Vijay's reputation had helped attract the best hires in the Then several others spoke. At first they were diplomatic, past, but now it sounded like a hindrance. emphasizing how much they loved their jobs and the firm. Growing Pains? But then they launched into complaints that all centered on Vijay: He was never satisfied. No one could work as hard as Later that evening, Stefan found Aparna in her office. he did. His creative genius was intimidating. People tried to Was that meeting helpful, I hope? she asked. He wasn't be like him, but there was only one Vijay. It felt as if he didn't sure how to answer. trust or respect anyone but Aparna and the consultants who They must've said the usual, she went on, lowering her worked around the clock. voice. But he's brilliant as well as tough. And he's the heart Don't get us wrongwe're learning tons from him, said a and soul of this place. Without Vijay, there is no Mumbai younger senior consultant. There's no one in the whole office. industry who can develop and run a consulting business the way he does. He's the master. But I'm asking myself whether Stefan knew she was right. Vijay had built the office, and he working for him is costing me more than I gain. I never see spent every waking hour thinking about how to make it my family anymore, especially if I try to keep up with his better. hours. I'm answering e-mails at four in the morning. Does Vijay know how unhappy people are? he asked. He's seen the employee survey results, Aparna said. So of course he knows. But he thinks the consultants need to grow up, and he has a point. It's become a pastime here to complain about him instead of just focusing on the work. He People went on to explain that even the highest achievers says that if we give it time, the real complainers will leave, our felt inadequate next to Vijay, and many had left. Those who strongest consultants will remain, and new blood will come stayed wanted to be part of the success story but were in. He thinks this is just a typical pain of a growing confused about how to contribute.Vijay made all the decisions. organization. It will soon subside. As the grievances piled up, Stefan started to sweat. This was worse than he'd thought. He tried to move the conversation in a more constructive direction: What have you done so far? Has anyone spoken to him? Everyone looked to Rehan. Well, several of us have spoken to Aparna, because she seems to be close to him, he said. But we don't know. Maybe she is also afraid for her job. She doesn't want to upset him. And we don't blame her. He's
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That's right, said a woman at the back of the room. No one leaves the office if he's here, because they're afraid of retribution. If he sees you leave 'early,' he's on you the next day, giving you more and more work to do.
That seems rather optimistic of him, Stefan said. Aparna shrugged. You should also know that Vijay is very sensitive about it. She told Stefan that Vijay had called her at 11:00 one night after reading the employee survey results. The firm required each office to conduct an annual survey, and the feedback had included several negative comments about Vijay's management style. Aparna said that Vijay had gone on a tirade about how he wasn't appreciated and there
Self-respect is the fruit of discipline... ~Abraham J. Heschel
Management were other firms that would value his talents. Is he talking with other firms? Stefan asked. I know he's had offers, she replied. Stefan pursed his lips. That wasn't what he wanted to hear. picture that makes others the problem, meaning he does not have to change. Allegra Jordan, managing director, Innovation Abbey
Vijay is not the problem. He is doing exactly what he is paid to do: bring in clients and revenue. The consultants need to After a moment, Aparna spoke: I know you didn't ask for my adapt to his behavior. If they cannot handle a difficult boss, advice, and this may be out of line, but if I were you, I how are they going to handle an extremely aggressive or wouldn't bring this up at dinner tonight. He will not like it. difficult client? Focus on the client meeting tomorrow. Arthur Dent, chief visionary officer, MK How can I not address this? You sent me a report with some International Management Consultants startling figures. It's my job to get answers and report back to What should Stefan say to Vijay over dinner? the leadership team. The Experts Respond : You've got your answers already, thoughright? Ishan Raina is the CEO of OOH Media, a leading outdoor Her phone rang, and she glanced at the number. advertising company in India, and the chairman of Ignitee Digital Services, an Indian internet marketing solutions It looks like your car is here, she said. Are you ready to go? provider. Actually, Stefan said, I'm going to take a walk first. I'll be Stefan and Vijay's dinner can play out in one of three ways. with the driver in a few minutes. The best-case scenario is that Stefan talks honestly yet What Would You Do? Some advice from the HBR.org carefully with Vijay, and Vijay gets the message and decides community to stay. That might sound far-fetched, but it's not impossible. Stefan should not discuss this issue at dinner; it will only end poorly and negatively impact the business in the short term. The issue should be addressed back at headquarters, with the senior partners, who can talk to Vijay once they've decided on a course of action. Another possibility is that Vijay balks at any hint of criticism and quits, leaving Stefan to quickly map out a plan for retaining clients and keeping revenue up. That would be tough, but people often assume that a star like Vijay is more important than he really is. And it's not the worst-case scenario.
Gopalam Dokka, senior manager, AT&T Global The worst is that Stefan does nothing and lets the problem Business Services India fester. In three or six months the office will be in deeper Stefan can use the dinner to hear Vijay out on his dreams for turmoil; Vijay will be losing customers, not just staff the company and himself. This will give Vijay confidence that members; and Stefan will have to pick up the pieces. If Stefan his growth and aspirations matter to Leman Highlander and doesn't talk to Vijay now, he is simply postponing the that the other partners are listening. Then, when the time inevitable. comes to talk to Vijay, Stefan can link Vijay's ambitions to the Ideally, Stefan could talk with Leman, Highlander, and the need for a healthy and satisfied staff. other senior partners, laying out the above scenarios and Karthik Duraisamy, alliance marketing manager, IBM building the firm's confidence in his ability to handle the situation and to grow a strong organization with or without Vijay has the traits of a true narcissist and is toxic to the company. He believes that others are there to support him Vijay. But he doesn't have time for that before his dinner, and and that their needs are less important than his. I would to ignore what he's just learned from the Mumbai team recommend that Stefan not even stay for dinner. Vijay would would be an opportunity lost. Stefan must do his job and most likely use the opportunity to build a false, damaging manage Vijay.
Perhaps imagination is only intelligence having fun. ~George Scialabba
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Management Of course, Stefan has to be careful. If Vijay thinks the firm is going to constrain his growth by putting him on a leash, he will leave. Instead of telling him what he's doing wrong, Stefan should appeal to his star's ego. He should start the conversation by asking Vijay what his long-term goals are and what he pictures himself doing in five years. Once Vijay says that he wants to achieve X, Y, and Z, Stefan can explain how he'll need to change in order to reach those goals. It's critical that anything Stefan suggests is focused on what Vijay wantsnot on what the partners or the complaining consultants expect. I've been in this situation myself. It happens all the time in the advertising industry. What do you do with a highflier who is great for revenue but bad for your organization? Twice when I've given honest feedback to a star like Vijay, the person has left to start another firm. Fortunately, however, in each case I was able to retain my company's clients, because I went to them and explained that although the departing executive had been the face of his team, there were very competent people behind him who could continue to do the work. The firm's partners have a decision to make: Can they build on the existing hero-centered business model, or do they need something different going forward? I use a framework developed by the company Service Performance Insight that describes five stages of growth for any professional services firm: heroic, functional excellence, project excellence, portfolio excellence, and collaborative. The Mumbai office is clearly in the first stage, which is highly effective for a new, small firm. But the high attrition rate makes it potentially unsustainable. To ask Vijay to switch models, and run the risk of losing him, is not a decision Stefan can make on his own. In fact, Thomas Leman's directive two years earlier was the oppositeto keep the star happy. If Stefan believes that change is needed, he has to start building that case back in New York. A different model might be feasible, but only if the firm can stage a comprehensive intervention that persuades Vijay to adapt or if the partners can create a team capable of replacing the revenue that would be lost should Vijay walk. Stefan can't do either of those things without buy-in from the other partners.
So what should Stefan say to Vijay at dinner? He needs to In a third case, after I had the candid conversation, the star focus the conversation on Vijay's goals for the office and how decided to stay. I was able to fix the problem and also keep to achieve them. In India there is a strong cultural bias the guy. But he didn't do it for me or for anyone else at the toward competing and winning; Stefan can appeal to this in company. He did it for himself. Vijay. He can applaud the growth they've seen so far and The conversation that Stefan is about to have is like any then describe the profile of firms that win over time. He might negotiation: If he's not willing to lose, he's not going to win. explain that those that reach the highest stage of maturity But it's a risk worth taking. If someone is likely to ruin your have lower attrition rates and higher EBIDTA, and that he's organization, you need to address the situation immediately. seen other stars hit a wall because they couldn't carry the business beyond a certain revenue point. He can tell Vijay Eric Olson is the global managing partner of leadership that this is not what the firm wants for him. consulting at Heidrick & Struggles. Instead of calling Vijay out for bad behavior, Stefan can Stefan hasn't had a conversation with Thomas Leman about present a challenge. He shouldn't ask Vijay to change, Vijay's future, so there are real limits to what he can say at because he won't. But he may be able to get Vijay excited dinner. Unless he gets backup, he can't confront Vijay about about the opportunity to expand his considerable skills to his leadership style as if it were a deal breaker. match the next stage of the office's growth. If Stefan can't do I've been in this very situation in India and elsewhere. In my that, he has a difficult message to take back to headquarters. experience, star consultants don't suddenly become team Abhishek Goel is an assistant professor of organizational builders. It's clear that Vijay would rather leave than change behavior at the Indian Institute of Management Calcutta, in his behavior, and Stefan should expect that outcome if he India. approaches him head-on at dinner. Courtesy: HBR
Invest a few moments in thinking. It will pay good interest. ~Author Unknownown
36 I Apr-May 13I AIEMA
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Development
Indian Infrastructure Icons

Infrastructure projects, such as urban public transport systems like metros, expressways, superiorquality highways, flyovers and airports, enable us to make our country world-class. However, these projects need to be envisioned with a long-term perspective. Here, we study a few Iconic projects across the country, which metamorphose India's image on the global platform.
Section II: is a 1,684-km stretch from Kolkata to Chermai. It consists of NH6 (Kolkata to Kharagpur), NH60 (Kharagpur to Golden Qiacirilateral (GQ) is a network of highways Balasore) and NH5 (Balasore to Chennai) and passes connecting India's four top metropolitan citiesDelhi, through the states of West Bengal, Odisha, Andhra Pradesh Mumbai, Chennai and Kolkata; which form a quadrilateral. and Tamil Nadu. GQthe largest highway project in Indiawas launched in 2001 as part of National Highways Development Project Section III: is a 1,290-km stretch from Chennai to Mumbai. (NHDP). The overall length of the quadrilateral, consisting of It constitutes parts of Nh4 (Mumbai to Bengaluru), Nh7 four/six lane express highways, is 5,846 km. The project was (Bengal to Krishnagiri, Tamil Nadu) and NH46 (Krishnagiri to estimated to cost 600 bn, but was completed at about half of nearby Chennai). It passes through Maharashtra, Karnataka, the estimated costs, i.e., at no 308.58 bn. GQ became Andhra Pradesh and Tamil Nadu. operational by January 2012. An efficient road network is essential for a large country like India to maintain national integration and socio-economic development. India has a large network of highways maintained by the National Highway Authority of India (NHAI). These highways altogether account for a mere 2% of the country's total road infrastructure, but carry 40% of the total national traffic. NHAI'S UNIQUE PROJECT The GQ project establishes transportation links between major Indian cities, such as New Delhi, Jaipur (Rajasthan), Ganclhinagar (Gujarat), Mumbai & Pune (Maharashtra), Bengaluru (Karnataka), Chennai (Tamil Nadu), Visakhapatnam (Andhra Pradesh), Bhubaneswar (Odisha), Kolkata (West Bengal) and Kanpur (Uttar Pradesh). The project has four sections: Section I: is a 1,454-km stretch of National Highway 2 (NH2) from Delhi to Kolkata. It sans through Delhi, Haryana, Uttar Pradesh, Bihar, Jharkhand and West Bengal. It connects major cities in these states, such as Delhi, Faridabad, Mathura, Agra, Firozabad, Kanpur, Allahabad and Varanasi. Section IV: is a 1,419-km stretch between Mumbai and Chennai. It constitutes parts of NHS (Delhi to Kishangarh), NH79A (Ajmer bypass), NH79 (Nasirabad to Chittaurgarh) and NH76 (Chittaurgarh to Urlaipur). It passes through Maharashtra, Gujarat, Rajasthan, Haryana 8c. New Delhi and connects major cities including Delhi, Gurgaon, Jaipur, Ajmer, Udaipur, Gandhinagar, Ahmedabad, Vadodara, Surat & Mumbai. Planning and construction The planning for the GQ project was executed in 1999. Officially, the project started in 2001. It was planned for completion by 2006, but land acquisition issues and renegotiations with contractors delayed the project. The project was almost completed by January 2012, with a few smaller sections being renovated. NHDP, which would stretch 66,590 km at a cost of Z2.2 Iakh crore, is planned to connect cities and rural areas across the country. The government has favoured implementing the plan through Public Private Partnerships (PPP) to increase the speed at which the roads are built. Delays in buying land, obtaining environmental clearances and complications in contracts with builders have consistently dogged the project.
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GOLDEN QUADRILATERAL HIGHWAY NETWORK
A man can stand a lot as long as he can stand himself. ~Axel Munthe
Development INDIRA GANDHI INTERNATIONAL AIRPORT (IGIA) 'CIA has undergone a major transformation. Under the stewardship of Delhi International Airport (P) Ltd (DIAL)a consortium led by GMR Groupthe airport has been modernised with the addition of new terminals, runways and other passenger convenience infrastructure. The airport with a traffic throughput of 23.4 million passengers is the second busiest airport in the country. Currently, the airport is served by nearly 70 domestic international airlines connecting over 110 destinations across the country and the globe. Additional infrastructure has been developed to increase traffic capacity at IGIA, which includes: Construction of New Integrated Passenger Terminal Building The most important step in the modernisation of Delhi Airport is the construction of new integrated passenger T3, which was inaugurated by the Prime Minister on July 3, 2010. This phase had a total project outlay of Z9,000 crore. T3 features 78 aerobridges for passenger embarkation and disembarkation. T3 is a state-of-the-art complex featuring common use terminal equipment and an advanced five-level in-line baggage handling system with explosive detection technology for greater efficiency and security. The check-in area has 168 check-in counters.
T3 was indeed the first phase of the airport expansion. In New Domestic Departure (Terminal ID) 8t expansion of subsequent stages, the airport is further developed with the Domestic Arrivals (Terminal 1C) The new Departure Building increase in passenger demand and more terminals and (TID) is located between the existing Terminal IA and runways will be added in a modular manner to form a UTerminal 1C. With this new terminal, domestic departures shaped complex. It is estimated that the passenger traffic at now have the capacity to handle 10 million passengers per Delhi Airport would rise to 46.2 million passengers per annum. The new building is a two-level structure where annum (mppa) by 2015 and touch 80 mppo. by 2025. At the passengers check-in at the upper level and proceed to the same time, aircraft movements are expected to cross 0.38 security hold area. The check-in process will be streamlined million a year by 2015 and touch 0.6 million by 2025_ Cargo by the induction of an advanced in-line baggage handling volumes are also expected to increase at a steady rate and system. This system not only accelerates the check-in process touch 2.13 mil/ion tonne a year by 2025. In later phases, another runway will be built and the existing secondary for passengers but also makes it more secure and efficient. runway (09-27) would be realigned to form a fourth parallel The improved Domestic Arrivals Building (Terminal IC) has runway to cater to the growth in passenger and air traffic. been expanded to allow an increase in baggage claim areas. The airport is being designed with an ultimate capacity of 100 mppa. Commissioning of the new runway A new chapter in India's aviation history unfolded in August 2008 when the inaugural flight landed on IGIA's brand new runway 11-29. This is IGIA's third runway. With it, Terminal 3 (T3) becomes India's first and among the very few civilian airports in Asia to have three operating runways. In addition, the runway is also equipped with CAT IIIB Instrument Landing System at both ends, allowing compatible aircraft to land even when the visibility is as low as 50 m. The runway site was the discharge site of excessive water flow from five nearby villages. In addition, several other obstacles threatened to delay the runway's construction. Despite that, India's longest runway was completed six months ahead of schedule and is now fully operational.
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Facing the challenges DIAL achieved these milestones despite numerous challenges; the main reasons being that the modernisation work had been carried out, while the airport continued to remain in operation, round the clock. It has been an enormous task to execute this project while causing minimum inconvenience to passengers or any disruption to the airport operations. In addition, numerous encroachments on the airport property had to be cleared before work could commence. Some part of the airport land was also home to some wild animals that had to be relocated to a sanctuary. Moreover, several existing facilities within the airport had to be relocated for the expansion works, which was a major logistical challenge.
Few minds wear out; more rust out. ~Christian N. Bovee
Development THE DELHI METRO Delhi Metro, the grand project of Delhi Metro Rail Corporation (DMRC), is a rapid transit system serving Delhi, Gurgaon, Noida and Ghaziabad in NCR. It is India's first modern public transportation system, which has revolutionised travel by providing a fast, reliable, safe and comfortable means of transport. The network consists of six lines with a total length of 189.63 km with 142 stations (35 underground, five at-grade, and the remaining elevated). MIRO is a state-owned company with equal equity participation from the Government of India and Government of NCT of Delhi. However, it falls under the administrative control of Ministry of Urban Development. All stations have escalators, elevators and tactile tiles to guide the visually impaired from station entrances to trains. It has a combination of elevated, at-grade & underground lines, and uses both broad gauge & standard gauge rolling stock. Besides the construction and operation of Delhi Metro, DMRC is involved in the planning and implementation of metro rail, monorail & high-speed rail projects in India and in providing consultancy services to other metro projects in the country as well as abroad. As of November 2010, Delhi Metro has around 2,700 trips daily. The trains are mainly of four coaches, but due to the increase in the number of passengers, six-coach trains arc also added on the Yellow Line (Jahangirpuri to HUDA city centre), Blue Line (Lhvarka Sec 21 to Vaishali/Noida City Centre), Violet Line (Central Secretariat to Badarpur) and Green Line (Tnderlok/Kird Nagar to Mundka). Yellow Line is the first one with eight coach trains. The power output issupplied by 25-kilovolt, 50-hertz alternating current through overhead catenary. The metro has an average daily ridership of 1.8 million commuters. DMRC has been certified by the United Nations as the first metro rail and rail-based system in the world to get 'carbon credits for reducing greenhouse gas emissions' and help in reducing pollution levels in the city by 630,000 tonne every year. The Delhi Metro railway's Phase-III expansions are progressing steadily with the survey and gco-technical investigation works having been completed on the proposed line connecting Dwarka to Najafgarh. According to government sources, DIVIRC has taken steps to prepare tender documents for starting physical work on this corridor. The Blue Linean extension of the existing Blue Line (Dwarka Sector 21Vaishali/Noida City Centre)will have four stations, viz., the existing Dwarka station along with Najafgarh Depot, Municipal Corporation and Najafgarh stations. The last station is located on the main NajafgarhNagloi Road. ATC TOWER OF CHHATRAPAT1 SHIVAJI INTERNATIONAL AIRPORT, MUMBAI From the stocky, uninspired concrete blocks of yesteryear to modern-day transparent polymer structures, ATC towers around the world are going through a renaissance of sorts. And with its futuristic design, Mumbai Airport's new Air Traffic Control (ATC) Tower is set to grab eyeballs. It will be the tallest structure in the vicinity. According to Mumbai International Airport Pvt Ltd (MIAL), the tower, set to be a striking landmark, will be 83 m from ground level (approximately as high as a 30-storey building). The existing ATC tower, which stands uncomfortably close to the secondary runway of Murnbai Airport, is a modest 60 m. Unlike skyscrapers, ATC towers cannot afford to be too ambitious while scaling new heights because of their proximity to low-flying aircraft. While the old tower was tucked away on the airside, the new one is at a more prominent location owing to its unique design. The cost of the fully equipped tower is estimated at T400 crorc. Once the structure is completed, the Airports Authority of India will installnew equipment as well as control And monitoring systems. This will be followed by a testing period, which is expected to take few months. The new ATC is likely to be inaugurated towards the end of this year. According to officials at Mumbai Airport, the tower is likely to be ready for handing over to the ATC soon. BENGALURU INTERNATIONAL AIRPORT Bengaluru International Airport is one of the fastest growing airports in the country. This airport currently handles dose to 12.8 million passengers and is expected to reach 17-20
You cannot plough a field by turning it over in your mind. ~Author Unknown
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Development million in traffic by 2017. It is, therefore, the right time to expand the facilities at the airport. The existing terminal is being expanded due to the increasing passenger and air traffic. The expansion work of Terminal 1, which began in August 2011, involves the extension of the terminal building in both directions. The work will be completed in phases in 2013. The enhanced Ti will be spread over an area of approximately 150,556 sqm. As part of the expansion plan, the terminal building design takes into account existing core strengths, i.e., short walkways, east and convenience of usage, linear flow and flexible design. When expanded, the terminal will more than double the current floor space. The airport terminal will have more check-in counters, seating areas, a large security hold area and more aerobridges. The expanded terminal is aimed at significantly improving thepassenger experience. It will facilitate access to seating, amenities and commercial facilities. Additionally, it will help airlines improve their operational performance. MUMBAI METRO Mumbai Metro is a rapid transit system under construction in Murnbai. The system is designed to reduce traffic congestion in the city, and will be built in three phases over a 15-year period, with overall completion expected in 2021. When complete, the core system will comprise three high-capacity metro railway lines, spanning a total of 63 km. The Mumbai Metro's operator is Murnbai Metro One Pvt Ltd (MMOPL), a joint venture company formed by Reliance Infrastructure, Veolia Transport and the Mumbai Metropolitan Region Development Authority (MMRDA). In June 2006, the Prime Minister of India inaugurated the first phase of the Mumbai Metro project. Its construction began in February 2008, and the system's first line is expected to be completed in mid-2013. Giving a bird's eye view of the Mumbai Metro rail project, GR Madan, Director, MRTS, says that this will be the biggest project based on a PPP model, and the first phase of the project will complete soon. The nine corridors of the metro rail, which will cover 1463 km will approximately cost ?500 billion. However, the progress on the mega project had been very slow and several mishaps reported in the first phase of the construction. The project has been criticised by several infrastructure experts and eminent architects since the project has been tabled. Many of the architects did not approve the idea of 'elevated metro' amid the alreadydeveloped, crowded, busy localities of .Mumbai. "There have been violations of DC rules, fire brigade norms, CRZ regulations, railway authority permissions and civil aviation clearance, while executing the project. It is an unrealistic project according to me," opines Nitin Killawala, one of the top architects in India. Hafeez Contractor, the numero uno architect of India, too echoes the same views. "The highaltitude construction for the I110110 &metro rail projects will only create more air and noise pollution. No developed country would opt for this kind of construction in today's age. An added few hundred crore rupees along with good engineering could offer a safe and stable underground metro for Murnbai," he condudes.
SUDOKU - Solution
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No road is long with good company. ~Turkish Proverb
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Across 1. French preposition 4. Electrified atom 7. Player 12. FBI employee (abbr.) 13. Cloistered one 14. Over 15. Covy's comment 16. Values deeply 18. Gun owners' ord. 20. Loathe 21. Long-distance prefixes (2 wds.) 25. Nuclear 26. Soft belt 30. Pen 31. Skirt border 33. Flat bread 34. Went fast 35. North African 37. Holiday hunter's prize(2 wds.) 39. Biblical mountain 43. Apple color 44. Card game for one 47. Gotcha! 50. Marry clandestinely 51. Angeles preceder 52. Hunting dog, for short 53. Change 54. Florida island 55. List abbr
Down 1. Water barrier 3. Caveman's time (2 wds.) 5. Belonging to us 7. Freon and oxygen 9. Extra 11. Take five 19. Rushed 22. Gather crops 24. Gown 27. Large terrier 29. Dangle 36. Religious dissent 38. _________glance (2 wds.) 40. Rock's partner 42. Mellow 46. Salmon eggs 49. NBC's The secret of success in life is for a man to be ready for his opportunity when it comes. ~Benjamin Disraeli 2. Sense of self 4. Unbroken 6. Wind direction (abbr.) 8. Adjoin 10. Nights before holidays. 17. Fruity refresher 21. Circle segments 23. Impressed utterance 26. Bowling term 28. Bachelor party 32. Wrestling pad 37. Diner 39. Not ashore 41. Thanks______! (2wds.) 45. Kind 48. Bonnet
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General
The Virtual Option A

fter being laid off four times in 10 years, Kdee Leinaar decided to take control of her own career. She combined a formal education in journalism, graphic design and photojournalism, with her practical experience as an executive assistant in the financial industry and opened her own business as an on-demand virtual assistant (VA). Rather than being an assistant who reports to one supervisor, she rebranded herself as a service provider responding to the needs of multiple clients.
notch customer service. It is important to make your client feel like they are important and valued." Being a virtual assistant is attractive to many people because of the flexibility in the hours and the location of the work. Harding, who loves working from home, lives in Guatemala but has clients in the United States. "I love working from a foreign country, and 1 love that my usefulness is not dependent on people 'liking' me but rather in the outcomes I produce," she says. When asked to provide advice to those looking to enter the virtual assistant career field, Leinaar advises that the new entrant should "join groups, such as Linkedln and IVAA, and learn all you can by listening to other Vas. Courtesy: Span
tual assistant varies between $2 to $50 an hour, depending on the location of the assistant and the client, and the type of services requested and delivered.
With ongoing technology advancements and the ubiquitous presence of the Internet, thousands of former "9 to 5" employees like Leinaar have been empowered to depart their corporate jobs in order to provide support services to individual professionals and businesses that they often never physically meet faceto-face.These, often home-based, workers provide a wide range of services including but not limited to book-keeping, customer service, travel arrangements, calender management , technology support,data entry and web design. The common modes of communication and data transmission between virtual assistants and their clients include e-mail, phone conferences, online work spaces and fax machines. Sierra Harding, who has been a virtual assistant for three years, says that "VAs can work for any company or organization; however, they are often utilized by small to medium businesses." Virtual assistants are independent contractors rather than employees, so clients are not responsible for employer-related taxes, insurance or benefits. Clients are also able to avoid the logistical problem and costs of providing office space, equipment or supplies. The cost of a vir42 I Apr-May 13I AIEMA
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"While there is no specific education that is required to become a VA, it is important to have experience in the work that you offer your clients. Experience and skills depend on the type of work that you provide, but in general, a VA needs to be independent, self-motivated, diligent and detail oriented," Harding says. Leinaar, who lives in Seattle, Washington, adds that a virtual assistant needs to "have a vast amount of skills to be successful. The most important quality a virtual assistant needs is first-rate, top-
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No one can whistle a symphony. It takes a whole orchestra to play it. ~H.E. Luccock
General
10 Tips for Public Speaking

hildren begin to communicate at a very early stage of their lives. Why is it then that people hate to get up on stage even to deliver a short speech? Why is public speaking regarded as one of the things that people dread most? The answer, my friend, is simple; our inhibitions. We condition our subconscious into believing that we are bound to fail when we step up to speak. Nervousness, sweat, dread in the pit of the stomach and weakness in the knees are common feelings. The question that arises is, "how do we un-condition ourselves?" How do we get ourselves to go on that stage and deliver without worrying? When a child learns to walk, he stretches his arms out and starts taking one step at a time. Often he falls, but gets up again. Public speaking is similar. There will be times when we fall or fail to deliver. The secret is to get up one more time and keep working at it. . Keeping that in mind, here are 10 tips for public speaking. 1. Keep it short and simple: For the message to reach all audiences uniformly, it is necessary that we use simple words that are easy to understand, remember and recall. 2. Know your material: If you have to talk about something, he sure you know the subject. Do your homework. 3. Know your audience: Who are the people you are going to deliver to? What are their interests, backgrounds, qualifications? What is the occasion? This will help you keep your material on track. 4. Vocal variation adds variety: it is meaningless telling people in a monotone that you are delighted to be with them. Vary the pitch, volume, cadence, rate and rhythm and you will have people engaged with every word. 5. Eye contact and facial expressions: Frowning, shrugging or smirking never helps. Feel what you say and /et the expressions say it all. And remember to maintain eyecontact with a large audience to make everyone feel included.
It's not what you look at that matters, it's what you see. ~Henry David Thoreau
6. Body language and movement: Have you ever come across speakers who have a brilliant presence on stage? Such people seemingly own the stage. Know the size of your stage and position yourself at different places, shift during transitions in your speech to bring about that effect of effortless gliding. 7. It's only wards: Or is it? Facts tell, stories sell. Telling someone repeatedly not to be greedy may or may not work. Quoting the example of the goose that laid the golden egg worked wonders in my case. 8. How did you make them feel? People may forget what you said, but they will never forget how you made them feel. Are your talks centered on yourself or on them? 9. Personalize: Trainers all over the world swear by the fact that the audience responds better if they can relate to you. Start with a personal story they can relate to. Once they arc hooked, you can have them eating out of your hand. 10. Practice, practice, practice: When we rest, we rust. Get out there and start practising. Speaking is like driving. Reading atone will not help until you start putting it into practice. So get behind the wheel and enjoy the ride. The road may be bumpy at times, and you may face minor hiccups, but in the end, the journey will be worth it. Courtesy: Span
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CHENNAI AUTO ANCILLARY INDUSTRIAL INFRASTRUCTURE UPGRADATION COMPANY(CAAIIUC)

Sidco Administrative Office, Annex Building , 2nd Main Road, Ambattur Industrial Estate, Chennai-600 058.
LIST OF DIRECTORS
SL.NO 1. 2. 3. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. NAME Mr. K.S. JEYARAMAN Mr. A. JAYAPRAKASH Mr. S. THYAGARAJAN Mr. V. RAJU Mr. S. SRINIVASAN Mr. K. SAI SATHYA KUMAR Mr. R. SRIDHARAN Mr. P .S. RAMESH Mr. V. PARTHASARATHY Mr. V. VENKATESH Mr. C.G. MERCYLIN Mr. R. KALEESWARAN Mr. V.D KRIUPAKARAN DESIGNATION CHAIRMAN VICE CHAIRMAN DIRECTOR THIRUMAZHISAI DIRECTOR AMBATTUR DIRECTOR AMBATTUR DIRECTOR AMBATTUR DIRECTOR AMBATTUR AIEMA REPRESENTATIVE DIRECTOR AIEMA REPRESENTATIVE DIRECTOR DIRECTOR THIRUMAZHISAI DIRECTOR THIRUMAZHISAI DIRECTOR THIRUMUDUIVAKKAM DIRECTOR THIRUMUDUIVAKKAM MOBILE NO 98400 33993 98410 48909 94440 28677 94440 14240 98400 51441 93810 12467 99625 39792 94440 88562 98844 87633 96000 34902 98410 45945 94441 69592 98400 92422
DIRECTORS FROM CENTRAL AND STATE

14. Dr. S.S. Gupta Senior Development Officer, D.I.P .P . NEW DELHI DIRECTOR - GOVERNMENT OF INDIA NOMINEE Industries Commissioner and Director of Industries & Commerce, Government of Tamil Nadu, Chennai. NOMINEE The Chairman & Managing Director(AI), TANSIDCO Ltd. & Chairman TNPCB. Govt of Tamilnadu, Chennai. NOMINEE
99711 57031
15.
Mr. Harmender Singh I.A.S
2852 5312
16.
Mr. D. Karthikeyan I.A.S
2250 0398
CAAIIUC STAFF AND THEIR PORTFOLIOS

SL.NO NAME DESIGNATION CONTACT NO
1. 2. 3. 4. 5. 6.
Mr. N. PALANIRAJA Mr. M.S. SUKUMAR Mr. V. PRABU Mr. T. R. VENKATESAN Mr. C. VAIDYANATHAN Mr. R. KISHORE
NEWS
PROJECT ENGINEER PUBLIC RELATION OFFICER PROJECT ENGINEER PROJECT CO ORTINATOR ACCOUNTANT OFFICE ASSISTANT
99406 34932 99406 34927 98416 44966 98842 87740 98400 94388 99406 34930
AMBATTUR INDUSTRIAL ESTATE MANUFACTURERS' ASSOCIATION

SIDCO AIEMA TOWER , 1St Main Road, Ambattur Industrial Estate, Chennai 600 058.
MEMBERS OF THE EXECUTIVE COMMITTEE

President Mr. P .S Ramesh Off.: 2625 0423, 2625 1895 Fax.: 2625 0423 Mobile : 80560 60203, 94440 88562 Vice President Hony. Gen. Secretary Mr. V. Parthasarathy Mr. T. Nalangilli Off.: 45048484, 64538982 Fax: 45048484 Off.: 26241123 Fax: 25506833 Mobile: 9884487633 Mobile: 80560 60403, 98400 23659 Hony. Joint Secretary Hony. Treasurer Mr. R. Ramchander Mr. K. Jayaraj Off.: 26880022 Fax.: 26880220 Off.: 26259418 Fax: 26357594 Mobile: 94440 44144 Mobile: 99404 94752 Executive Committee Members Mr. R. S. S. Satish Babu Mr. C.S. Vijaya Kumar Mr. V. Raman Mr. G. Ravichandran Mr. A. N. Gireeshan Mr. S. Shanmugam Mr. D. Ravi Mr. K. Dhavamani Mr. G. Aravind Mr. L. Venugopal Mr. Ashok Chordia Ex Officio Members Mr. K. Ayyappan Imm. Past President-AIEMA Mr. M. Balachandran Imm. Past General Secretary-AIEMA Mr. K. Sai Sathya Kumar Chairman-ATC Mr. A.N. Sujeesh Hony. Gen. Secretary-ATC Mr. S. Gouthaman Mg. Trustee-AIEMA Silver Jubilee Trust Mr. K.S. Jeyaraman Chairman-CAAIIUC Mr. A.L. Chidambaram Chairman-Asset Management Committee Office 65384696 26253110 26247856 26880696 / 26880365 42254995 26250582 42189495 26243994 26233272 26880038 26520990 / 26520991 4207 7908 / 4207 7909 2635 8001 / 2625 1201 2688 0185 / 87 2625 6204 2656 4649 2688 0141 2625 7696 / 2625 8470 Mobile 98400 39574 9840193070 9841292185 9444787777 93810 09070 99622 87307 98410 76004 98400 55351 94444 66788 94444 50440 9840144422 96001 77555 98410 49951 93810 12467 94440 14469 9444125572 98400 33993
Member in-charge of Various Portfolios Administration........................................................Mr. T. Nalangilli AIEMA Common Creche...................................Mr. S. Shanmugam AIEMA News.....................................................Mr. R. Ramchander Website....................................................................Mr. G. Aravind CAAIIUC/Police/TANSIDCO Corporation of Chennai.............Mr. P . S. Ramesh & V. Parthasarathy EB .....................................................................Mr. K. Dhavamani ESI / PF.....................................................Mr. C.S. Vijaya Kumar Pollution Control ....................Mr. V. Raman & Mr. G. Ravichandran Service Tax / Central Excise..............................Mr. A. N. Gireeshan Treasury & Accounts................................................Mr. K. Jayaraj Sales Tax...............................................................Ashok Chordia Interactive with other Association.......................................D. Ravi Public Relations..........................................................R.S. Satish
ASSISTANT MANAGER - ADMINISTRATION Mr. A. SRINIVASAN Phone: 26250245, 26250489, Fax: 26250489, Email: mail@aiema.net
NEWS

First Cross Road, Ambattur Industrial Estate, Chennai 600 058.
OFFICE BEARERS & EXECUTIVE COMMITTEE MEMBERS 2012 - 2013
Chairman Mr. K. Sai Sathya Kumar Off.: 26880185 / 87 Mobile: 9381012467 / 80560 13339
Vice Chairman Mr. G. Venu Off.: 26257067 / 9004 Mobile: 9841049004 Hony. Joint Secretary Mr. Girish Gupta Off.: 26250357 Mobile: 98400 179575 Hony. Gen. Secretary Mr. A.N.Sujeesh Off.: 26256204 Mobile: 9444014469 / 87545 85009 Hony. Treasurer Mr. R.Kuppuswamy Off.: 26880696 / 26880365 Mobile: 94441 25758
Executive Committee Members

Mr. M. Dinesh Kumar Mr. V. Pandiaraman Mr. S. Srinivasan Mr. E.B. Joe Mr. V. Manimaran Mr. Thomas K Varghese Mr. R. Ashok Kumar
Office
26241064 / 26523575 26572817 26230772 / 26255400 26248279 / 42083824 42611107 / 26258321 26523364 / 42077716 26259844 2625 0423 / 2625 1895 45048484 / 64538982 26241123 65384696 26880038 2663 2191 / 2663 0569 2625 3844 26257696
Mobile
98419 71075 98407 80845 93810 53101 98407 34903 94440 14870 98401 36997 98410 33046 94440 88562 98844 87633 9176943444 98400 39574 94444 50440 96772 20022 98401 51200 98408 22336
Ex - Officio Members
Mr. P .S. Ramesh President-AIEMA Mr. V. Parthasarathy Vice President-AIEMA Mr. T. Nalangilli Hon. Gen. Secretary-AIEMA Mr. R. S. S. Satish Babu Imm. Past Chairman-ATC Mr. L. Venugopal Imm. Past Secretary-ATC Mr. K.S. Shetty Managing Trustee-ATCET Mr. S. Chandrasekaran Chairman-ACMEE 2014 Mr. AL. Chidambaram Chairman-Asset Management Committee
Member in-charge of Various Portfolios

Administration..........................Mr. A.N Sujeesh Finance.......................................Mr. R. Kuppuswamy Industrial Training & HRD.............Mr. Dinesh Kumar Sports.....................Mr. Pandiaraman Restaurant.......................................Mr. S. Srinivasan CNC Training...............Mr. E.B. Joa Maintenance.......................Mr. V. Manimaran ISO/Website/ABIC..........................Mr. Thomas K Varghese Hall Booking....................Mr. Ashok Kumar
GENERAL MANAGER - Ms. REGENA ANTONY (Mobile: 99402 70011) Phone: 2625 8731, 2625 8619 Fax: 2652 0814 Email: aiematech@gmail.com Web : www.aiema.net
NEWS
BLOOD DONATION CAMP HELD AT AIEMA TECHNOLOGY CENTRE - 27.4.2013
Mr. S. Shanmugavel, Joint Commissioner of Police - West Zone, Chennai, inaugurating the blood camp at ATC
Mr. K. Sai Sathyakumar, Chairman ATC addressing the gathering.
President AIEMA Mr. P. S. Ramesh donating blood
Chairman ATC Mr. K. Sai Sathyakumar donating blood
Members donating blood
NEWS
CRICKET TOURNAMENT 2013 - AUTOTECH TROPHY
Sri. K. Sai Sathya Kumar, Chairman ATC, addressing the gathering at the inaugural function.
Mr. V. Pandiyaraman, Sports Convener, honouring the sponsor Mr. S. Rajarathinam, Director of Auto Tech Industries India (P) Ltd.,
Mr. R. Kuppuswamy, Sports Coordinator and Hony. ATC Treasurer honouring the chief guest Mr. K. Iyyappan, Past President AIEMA
Introducing the players
Players in action 48 I Apr-May 13 I AIEMA

NEWS
CRICKET TOURNAMENT 2013 - AUTOTECH TROPHY
Mr. S. Rajarathinam, Director - Autotech Industries India (P) Ltd., honouring the chief guest Mr. Vidyut Shivaramakrishnan, Ranji Trophy Player.
During the function
Introducing the players
Man of the Match Mr. Shibu of Ambattur Clothing Private Limited receiving the award.
Spectators enjoying the game
NEWS
EYE CAMP AT AIEMA TECHNOLOGY CENTRE - 19.4.2013
Mr. P. S. Ramesh, President AIEMA presenting a momento to chief guest Mr. S. Sivaganam, Addl. Industrial Advisor MSME - DI Chennai, Government of India at Eye Camp
Mr. T. Nalangilli Gen. Sec. AIEMA addressing the gathering at Eye Camp Inaguration
Screening at the Eye Camp
CNC TRAINING COURSES - 100% GOVT SUBSIDY
Mr. S. Ravi Baskar, Regional Jt. Director Chennai Department of Employment Training, lighting Kuthuvilaku at the VTP Inaugural Function at ATC. 50 I Apr-May 13 I AIEMA
NEWS
Mr. K. Sai Sathya Kumar, Chairman ATC, lighting Kuthuvilaku at the VTP Inaugural Function at ATC.
AIEMA Fraternity Congratulates M/s Vanjax Sales Pvt Ltd
NEWS
NEWS
NEWS
NEWS
Platinum Sponsors
Academic Partner
Gold Sponsors
Silver Sponsors
Exhibition Partner
ACMEE 2014 - AIEMA Technology Centre

ATC Road, Ambattur Industrial Estate, Chennai - 600 058. Phone: +91-44-2625 8731 / 2625 8619. Email: info@acmee.in Website: www.acmee.in

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An ISO 9001:2008 Cer tified Association

Issue 7 April - May 2013

ISO 9001 : 2008 Certified Associations

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AIEMA Diary From ATC Chairmans Desk

AIEMA Executive Committee Members 45

ATC Executive Committee Members 46

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t oun c s i d Spl. for ers emb M ATC

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AIEMA TECHNOLOGY CENTRE

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President AIEMA Mr. P. S. Ramesh donating blood

Chairman ATC Mr. K. Sai Sathyakumar donating blood

Members donating blood

CRICKET TOURNAMENT 2013 - AUTOTECH TROPHY

Introducing the players

Players in action 48 I Apr-May 13 I AIEMA

CRICKET TOURNAMENT 2013 - AUTOTECH TROPHY

During the function

Introducing the players