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Blog april 2014

  1. 1. Balmer Lawrie & Co.Lid.
  2. 2. 2BLOG EDITORIAL The fourth quarter of the last financial year saw Balmer Lawrie crossing yet another significant corporate milestone. We acquired Vacations Exotica, the premier Holidays Brand to ramp up our tours and travel capability. This new entity has been successfully integrated into the Company as SBU: Tours Vacations Exotica. FY2013-14 was not an easy year, and the economic slump continues. We hope businesses will be able to create more opportunities in the new financial year. We brought you glimpses of the Logistics, Greases & Lubricants and Tours & Travel business units of the Company in the previous issues of BLOG. The focus of this issue is the Industrial Packaging (IP) Strategic Business Unit - its history, its people and its products. Balmer Lawrie is the country's largest manufacturer of steel drums. We have a market share of around 36% in a total market of around 11 million steel barrels. The steel barrels market is growing at around 8-10% per annum and the plastic barrels market at the rate of 12-14% per annum and this growth is expected to continue. This augurs well for SBU:lndustrial Packaging! As always, do not hesitate to send me your suggestions/feedback and contributions for the 'Talent Unlimited' column from you and your family members. You can email them to mukhopad INDUSTRIAL PACKAGING BUSINESS OF BALMER LAWRIE~ - -~~~~~~~~--~~~~~~ LEADERSHIP SPEAKS Industrial Packaging (IP) business in Balmer Lawrie dates back to the 1950s. It has been the leading player in this domain for a very long time in the country. Over the years the IP business has evolved from a predominantly PSU focused organization to a more market oriented enterprise adopting cutting edge technologies and environment friendly processes. Around 2008, the business transformed and today 80% of our customer base is in the private sector. I believe that over time the customer experience has improved, although I am sure it can become even more responsive to customer needs. lP's overall customer acquisition and retention strategy will continue to evolve and the PSU business will remain a significant area. However, with the directive Viren Sinha to all PSUs to procure steel drums from MSMEs under the Public Procurement Chairman & Policy, we find ourselves at a crossroad, as this poses a new challenge to our Managing Director PSU sales strategy. Our endeavor of intensive lobbying with the government is likely to partially help reverse this, and we anticipate that procurement by the Defence will be relaxed shortly. When we took the decision to set up a new High Throughput Plant (HTP) at Taloja, Navi Mumbai, we were aware of this impending reservation under the Public Procurement Policy. However, we still went ahead, as we believe we will be able to maximize sales by focusing on quality and product performance. Our commitment to scale our capacity is agnostic to this policy and is linked to potential business environment change. In 2013-14 our volumes have been extremely good, and have touched an all-time high of over 42 lakhs barrels. Profitability has been thin as margin is under pressure. The new HTP is automated and is expected to make our products cost competitive. I encourage the IP team to ramp up their efforts to build a strong sales funnel to leverage its enhanced and cost efficient production capability, once the new plant comes on stream in May this year. In the meanwhile, ERPhas been implemented in lP, and it's time to start identifying opportunities to use ERP to improve productivity and process efficiency. Scaling up capacity and making processes cost efficient alone will not be able to guarantee our growth and profitability; we need to innovate and push an aggressive new value-added product development strategy to tap into the growing Indian markets. I will particularly like to mention about the Asaoti plant. I feel very proud that this plant which was set up using old equipment, is today the .best maintained amongst all the manufacturing units in Balmer Lawrie. There is learning for all manufacturing units in the organization and I encourage business leaders to benchmark their plants with the Asaoti plant. 1·:' ••••~ •• F i····~·.~~wj, . ••.4. "
  3. 3. 1- BLOG3 INDUSTRIAL PACKAGING BUSINESS OF BALMER LAWRIE I am happy to note that BLOGis featuring SBU: Industrial Packaging in this issue. SBU: Industrial Packaging (IP) has maintained its proud tradition of being the market leader in India over the past several decades. The SBU does however face challenge in market leadership by way of Government of India regulation mandating procurement of steel drums only from the MSMEsector. The SBU in anticipation of this challenge has been working for the past several years towards: i) Increasing its private sector clientele which now stands at 80% of its volumes. ii) Increasing its share in the value added segment of the market which now constitutes 34% of its total volume. iii) Reducing its dependence on the lubricating oil segment which is equivalent currently to 40% of its volume. A significant achievement of the SBU has been to aggressively gain market share in the MNC companies and a large part of its volume is derived from these quality conscious customers who look at cost benefit analysis during the procurement process. The SBU has taken trial runs at the high throughput plant set up in Navi Mumbai. The results are extremely satisfactory and the new plant is poised to deliver best-in-class quality products to the market including new products e.g. conical drums and expanded body drums. Of significance is also the implementation of ERPsolution which is progressing in the right direction. SBU: IP has always kept its focus on delivering value to the customer and this will stand it in good stead in the years to come. I wish the SBU all the success for the coming financial year. Anand Dayal Director [Manufacturing Businesses] No words to express my pleasure on dedication of the theme of April 2014 issue of BLOG to Industrial Packaging. SBU (Industrial Packaging) is the market leader in the business segment. It had fuelled the growth of the organisation. It was a major profit driver. An SBU where the people continue to be self motivated and positive. From having just two manufacturing units, it now boasts of six. However, things have changed fast in a totally different business scenario and the SBU is putting in all efforts to face the challenges. The lifeline of Industrial Packaging is closely linked to the manufacturing sector growth. With the industry's total capacity of more than twice the market requirement, the scenario is very challenging and I would say that team IP has risen to the challenge and continues to be the market leader. But being a market leader comes with its own dose of risks as we become the primary target for attack by competition. Our ability to produce volume, meet the customer's quality requirements and timely delivery has helped us in maintaining our pole position. However, there has been erosion in the market share. As our major customers and vendors are giant organisations, we are sandwiched between rising input costs and lower selling price. With more competitors getting added to the never ending list of competitors and the entry barrier being low, the SBU is always on its toes. The SBU has focused in increasing its volume year after year. The SBU commands 34% market share. A major shift in the market focus of the SBU has been from being only a supplier to PSU Companies to being a supplier to major MNC's and Private Sector Player. The SBU's share of PSU. is barely 18% and with the Government's Policy of reserving Mild Steel Drum requirement of Government and PSU Sector to Small Medium Enterprises, our supplies to PSU Companies will soon come to an end. Consequent to the shrinking of the available market, the challenges will increase. The SBU has chalked out ambitious targets and action plan to meet the challenges. The future driver for the SBU will be use of technology, innovation, increasing the product basket and creating a brand image. R Murthy coo [Industrial Packaging]
  4. 4. 4BLOG INDUSTRIAL PACKAGING BUSINESS - THE;;;::.:N:....:...- ~ __ ••.•• Indian Galvanizing Co. Ltd. During early 1920s when Balmer Lawrie (BL) had promoted British India Electric Construction and Bridge & Roof, the shareholders of Indian Galvanizing Co. Ltd. invited BL to be its managing agent. Indian Galvanizing had not been performing satisfactorily. On September L 1920, Indian Galvanizing was taken over and BL was appointed as Managing Agents. The Company had an equity of Rs 15 lakhs. The works were situated in Kidderpore where the accommodation was inadequate and in 1922 they were shifted to Howrah. New machines were added and BL restructured the equity of the Company in 1926. The original Company went into voluntary liquidation and a new Company, Indian Galvanizing Co. (1926) Ltd. was formed in the same year. The equity capital was also written down to Rs 4,10,510. The two main processes employed were galvanizing and welding. Among the first products to appear on Indian Galvanizing's records in 1920 were 'petrol drums'. The Company was originally a producer of galvanized buckets and tanks. In 1928, two new seam welding machines were added. It was 'seam welding' technology which, in fact, gave birth to mild steel drums and barrels. By 1930, Indian Galvanizing was the most proficient producer of drums in the country. It also had the most extensive range: from one gallon size onwards, in various heights and diameters and with a variety of fittings and closures. Indian Galvanizing (Bombay) Mr. D S Cowman, manager of BL establishment in Bombay, was able to work out an understanding with Burmah Shell whereby BL would set up a barrel plant from which Burmah Shell would procure its entire requirements. During this time there were other players in the market. A branch of Indian Galvanizing Co. (1926) Ltd. was established in 1953 at Sewri and a modern plant was installed. Van Leer of Holland provided the technical back-up with machines and experts for erection. Indian Galvanizing (Bombay) was an immediate success. However, the Company's operations were not without problems. Although, it developed considerable expertise in galvanizing and welding technologies, it did not add very much by way of new products over the years, the exceptions being barrels and steel windows. Closure of Indian Galvanizing and birth of Steel Containers Ltd. In 1958, Calcutta operations of Indian Galvanizing were closed down. On December 30, 1960, the Company went into liquidation. Sir Owain Jenkins, chairman of the Group, called it 'Operation Phoenix', after the fabled bird which burns itself to rise renewed from the ashes. And so it happened. The Bombay barrel plant was to emerge as Steel Containers Ltd. in 1959, the barrel plant in Calcutta was shifted to Paharpur and set up as Industrial Containers Ltd. Steel Containers Ltd. (Bombay) It had a capacity of 100 barrels per hour. Machines were manually fed with barrel components and the output was directly related to the efforts and motivation of operators. The workmen were young, enthusiastic and turned out excellent quality barrels maintaining high levels of productivity. A nagging problem in the 1960s at Bombay was repeated production stoppages due to inadequate steel supplies. Being a scarce commodity, a highly complicated system of controls on steel distribution had been introduced by the Government, linked to production capacity of barrel plants. In Bombay there were two other barrel plants and Steel Containers' share was a mere 15%. With the emergence of Indian Oil in the 1960s as the premier national oil company, its requirements for barrels increased substantially unlike Burmah Shell which was BC"scustomer. The other two barrel producers in Bombay with substantial installed capacities were able to take away the lion's share of the growing Indian Oil business. In 1968, Mr. A S Gilani took over as Bombay manager and he was not prepared to lose out to the other barrel units in Bombay. Under his leadership in 1973 Steel Containers won an order from Indian Oil for a period of three years. Steel Containers not only fulfilled the contract but broke all past records on profits in 1973. It was a turning point and Steel Containers never looked back. From the smallest barrel producer in Bombay, it emerged as the largest.
  5. 5. BLOG5 INDUSTRIAL PACKAGING BUSINESS - THEN Industrial Containers Ltd. (Calcutta) There was a gap of almost two years from the time Indian Galvanizing was closed and Industrial Containers Ltd. was commissioned in 1960 at Paharpur in Calcutta. During this time other than Industrial Containers there were two other players in Calcutta. The demand had not increased anywhere in relation to the increase in installed capacities, resulting in a major imbalance. Industrial Containers made a shaky start. In the mid-1960s, Industrial Containers took two steps to generate additional business. First, it raised orders for barrels from the southern region. There were no barrel plants in the south and orders came in mainly from Hyderabad and Madras. Supplies were despatched in wagonloads by rail and demand was restricted to limited users who could afford the extra freight cost. The second development, however, was a great success. This was to take up production of lacquerlined barrels. The Bombay Plant had shown reluctance because it considered that process as highly specialized and the capital investment uneconomical for throughputs then available. Calcutta was able to develop a simplified version of the process. Being' the first and, for quite some time, the only producer of lacquerlined barrels, this operation picked up quickly. Merger Effective from January 1, 1975, Steel Containers Ltd. and Industrial Containers Ltd. were merged in BL. As a result, the share capital of BL rose from Rs 1,44,03,000 to Rs 1,88,84,300. Also, a new clause 3 (a) was added to the memorandum of association of Balmer Lawrie & Co. Ltd. on August 9, 1976 to enlarge the objects of the Company and include manufacture of drums, barrels, packages, tanks and containers of every description from steel and other metals. The two units, having become 'divisions' of Bl, were renamed Container Division, Bombay and Container Division, Calcutta. The decision to merge the barrel units was entirely with the purpose of strengthening BL financially. Exports Mr. P Chawla who had been posted to Bombay from Calcutta in 1969, suggested setting up a barrel plant abroad. Around 1970 he travelled abroad for the first time and because of his efforts a small order for export of 100 galvanised barrels was received from Oman with a promise for more. These were required for transportation of water. This was followed by a series of orders for lube barrels from Petromin of Saudi Arabia which continued for two years. A product hitherto considered non-exportable was moving overseas. Many more visits were made and BL gradually came to be known in the region as the leading barrel producer. An offer was made to Petromin for setting up a barrel plant in Saudi Arabia. In December 1972, His Highness Prince Faisal Bin Turki Abdulla AI-Saud from Saudi Arabia visited the Bombay unit. The Prince had expressed interest in setting up a barrel plant in Saudi Arabia. Flower in the desert Caltex had taken up a project in 1976 for blending lubricants in Dubai and were in the market to procure lube barrels and cans. Another lube blending plant was to be set up by the Sharjah National Lube Oil Co. at Sharjah. Under the leadership of Mr. A P Verma, the then chairman and managing director, BL had succeeded in securing a long term contract with Caltex, justifying setting up a plant to produce lube barrels and cans in Dubai. In May 1977, construction of a factory had begun in Dubai. Mr. P Satish Rao was appointed the first general manager of the Dubai branch. The Dubai plant was formally inaugurated on May 27, 1978 by HH Sheikh Rashid Bin Saeed AI-Maktoum, Ruler of Dubai. BL had commenced operations in Dubai as a branch of an Indian Company. In the early 1980s His Highness Sheikh Rashid was approached for forming a joint venture and at his behest His Highness Sheikh Hasher Maktoum conveyed his consent to form a joint venture in partnership with BL. HH Sheikh Hasher retained 51% shareholding in the JV, the remaining 49% being with Balmer Lawrie. A partnership was created which acquired the assets of the branch in November 1983 at fair market value. The joint venture was named Balmer lawrie UAE.
  6. 6. 6BLOG INDUSTRIAL PACKAGING BUSINESS - THEN ------~--------------------~----~ Actions Misfire New demands were emerging on the horizon in 1980 for bitumen drums at Cochin and Mathura refineries. Cochin Refineries Ltd. (CRL) already had a captive bitumen drum plant. In March 1980, CRL invited offers from parties to operate its drum plant on lease. BL won the contract and an agreement was made, leasing the plant to BL. CRL had no objection to BL using the plant to serve other consumers in the region and there was also an option for BL to buy over the plant at ' a later date, along with its industrial licence. Production and supplies to CRL commenced in February 1982. However, owing to various reasons the venture was not successful and on March 31, 1986, the plant at Cochin to produce barrels and drums was closed down. Around the time when talks were first initiated with Cochin Refineries, BL was also negotiating with Indian Oil to set up a bitumen drum plant for the new refinery at Mathura. The requirement was indicated at a level of 18 lakh drums a year. The contract was won. However, this was not a good decision and the plant was wound up in future. Madras The barrel plant at Manali, Madras was commissioned in 1988, initially to produce bitumen drums and, in March 1989, additions were made for' the manufacture of 200 litre barrels. In 1991-92, the Madras unit made its maiden profit. Redefining Business &. Business Philosophy BL decided to redefine its business based on the changes in the international and domestic market place. Lacquerlined barrels, an existing product, were upgraded with improved process and superior lacquers. Asepton barrels were taken up for aseptic packaging. Composite barrels (with steel shell and plastic liner) were developed for products requiring very high security. Valerex technology for an all-plastic drum was chosen. In 1989 land had been taken on lease in Thurbe outside Bombay in response to the proposals for expansion and the Thurbe barrel plant was commissioned in August, 1991 for producing LWBs. In 1956 & 1957, there were two proposals from Van Leer and American Flange, respectively, for BL to participate in a venture to produce barrel fittings in Bombay, but this was not pursued. A few other proposals from Van Leer in the subsequent years were also rejected. Balmer Lawrie-Van Leer Ltd. (BLVL) Incorporated in 1956 it was originally known as Indian Flange & Manufacturing Company Pvt. Ltd. and was engaged in the manufacturing of Tri-sure closure systems. In 1993 it became a 50: 50 Joint Venture Company between BL and Van Leer and the name was also changed to Balmer Lawrie - Van Leer Limited along with expansion of its capacity of closure products and addition of new activities such as manufacturing and sales of plastic containers. Subsequently Greif Inc. Corporation headquartered in Delaware, Ohio (USA) acquired Van Leer Industrial and became partner with BL in BLVL. Greif Inc. Corporation is a global leader in industrial containers and products. SBU: Industrial Packaging In March 1993 the concept of Strategic Business Unit was introduced and the Container Divisions were consolidated under SBU: Industrial Packaging. Source: Footprints on the Sands of Time INDUSTRIAL PACKAGING BUSINESS - TODAY The packaging industry is the third largest in the world and is expected to grow at the rate of 9% CAGR in the next five years. In India it is expected to grow @ 15-16%. Economic Times reported on 6 th January, 2014 that: • The annual turnover of Indian packaging industry will touch $ 32 billion by 2025 from the present $ 24.6 billion • In the world scenario, the total turnover of packaging industry is about $ 550 billion
  7. 7. BLOGl INDUSTRIAL PACKAGING BUSINESS - TODAY 1st-Food, 2nd_ Energy & Petrochemicals currently valued@ ~ 3'OObn Strong demand from chemical! oil I lubricants ! pharmaceutic almarlcets In India. Packaging Industry is growing at twice the rate of GOP About Packaging Industry in India In India, it is valued over Rs 300bn and growing @ 15%-16% pa (2 X GOP) Plastics contribute more than 30% (of which 2/3'" is flexible & 1/3'" rigid) India is also expected to become global leader in FIBCexports & small bag exports by 2016-17 Packaging Classification of Indian Packaging Industry .bY,material: .by content: • ~igid packaging I .Semi-rigid packaging • Flexible . packaging -by method of packing: • Food packaging • Drug packaging • Liquid packaging • Cosmetics packaging • Powder packaging • Dangerous packaging • Others •byshape: • Vacuum packaging • Moisture- proof packaging • Gas flush packaging • Others • Heavy • Medium • Light . ' SBU: INDUSTRIAL PACKAGING ------------------------------------------------------ BL is the largest manufacturer of MS Drums in India and is the market leader in the industry with approximately 34% market share. The western region market is the largest and constitutes approximately 60% of the total market size. The total market for MS drums is 10 Million. SBU:IP manufactures MS Plain Drums, Internally Coated Drums, Composite Drums, Conical Drums and Open Headed Drums. Substitute Products include HDPE Drums, ISO Tanks, IBCs and FIBCs.
  8. 8. 8BLOG SBU: INDUSTRIAL PACKAGING It has 6 manufacturing units across the country and a state-of-the-art High Throughput Plant is being set up at Taloja, Navi Mumbai. Customer Segments include PSU Oil, MNC Oil, Local Oil, Transformer Oil, Chemicals, Additives, Agrochemicals, Food & Fruit Pulp Companies. BL has two JVs in this domain- One in India, Balmer Lawrie-Van Leer Ltd. which was formed in 1993 and manufactures steel drum closures and plastic containers. The other is in UAE, Balmer Lawrie [UAE], formed in 1978. Business includes manufacturing of wide range of packaging media including steel drums and kegs, plastic containers, tin cans etc. IP - Kolkata Bitumen Filling Plant at Uluberia was started for supplying 200 Its barrels and this continued till 2010. Currently the unit at Kolkata has a Bitumen Drum manufacturing line and a modernized Bitumen Filling plant that produces 165 Its barrels and primarilv takes care of Bitumen Packaging for IOCL. IP - Mumbai (Sewree) IP-Sewree is the Mother Plant of SBU:IP. It was established in 1953. Total area of this plant is 2750 sqm. Presently this unit manufactures 210 Itrs MS Empty Drums of all varieties except lacquered & composite barrels. Its present manufacturing capacity is 84500 barrels per month on single shift operation basis. In 1993, dry coil steel input was converted into oiled coil steel. It attracted the pre-treatment [PT] process for the first time in IP-Sewree. Prior to that there was no PT or degreasing system. Later on in keeping with technological changes latest machinery was introduced. Helium Leak detector, a unique Industrial Packaging Plants The plant at Kolkata is one of the oldest and its history dates back to the 1960s. In December 1999, a contract was signed with IOCL for bitumen filling and thus, the
  9. 9. BLOG9 SBU: INDUSTRIAL PACKAGING machine of its kind for barrel testing in India was first introduced at IP-Sewree in the year 2001. Production was enhanced from 1200 barrels per shift to 3250 barrels per shift over a period of time in a phased manner. This plant caters to barrel needs of around 50 different customers. IP - Silvassa New Arplas Welder Indigenously developed loading conveyor in action IP-Silvassa is the highest output plant in India producing 12 Lakhs barrels per year. An IMS certified plant (QMS, EMS, OHSAS), it is equipped with state of the art technology machines like Arplas Drum Welder, Kremline Painting System, Staggered Blanking line, Largest Lacquer Baking and Paint Baking Ovens. Besides, there is a Telescopic conveyer for smooth barrel loading and two lines are dedicated for plain and coated barrels. The plant manufactures variety of Barrels like Composite, Internally coated barrels for fruit and food segments, agrochemicals and aromatic chemicals. The in-house fire hydrant system is a good safety measure. IP - Asaoti The Industrial Packaging plant at Asaoti is an ISO 9001:2008, ISO 14001:2004 and OHSAS18001:2007 certified unit. Commercial production of Bitumen Drums started on io" October, 2007 and Lube Barrel on iz" August, 2008 in a phased manner by commissioning the old machines and equipment received from Mathura and Panipat Plants. With the commissioning of a new energy efficient imported Welder in July 2012, the unit has achieved its productivity target beyond 2,200 Barrels per shift. This unit has an additional and unique facility for manufacturing GI Barrels. Its product line ranges from manufacturing and supply of Bitumen Drums, GI Barrels, Plain Barrels to Lacquer Barrels. Most of its customers are export oriented. Currently IP-Asaoti is the second largest profit making unit of SBU:IP and has been equipped with Solar Power Generating System of 130 KW.
  10. 10. 10BLOG SBU: INDUSTRIAL PACKAGING IP - Chittoor The plant at Chittoor was commissioned in the year 2010 and has been showing good growth. Located in an environment friendly and pollution free location, the plant manufactures 210 Itr TH, OH, OHIP and specialised 235 Itr OH, OHIP and TH barrels.The division also has the capacity to produce 'W' bead barrels in all the mentioned categories. This plant mainly caters to the fruit pulp industry. IP-Chittoor has women working in the manufacturing unit and this is something that the plant prides on. Also, around 150 rural families have benefitted from this plant because of the job opportunities created. IP - Chennai IP-Chennai commenced operations during the year 1988 with the manufacturing of bitumen drums. Over the years, the division diversified its product range and currently manufactures tight head, open head, lacquered, internally painted barrels etc. with varying thickness. The plant has an installed capacity of 56,750 plain barrels per month, in single shift operation. The main focus of the division is lacquer coated barrels catering to the various customer segments such as transformer oils, foods, flavours and fragrances, coil coating segments etc. It has a dedicated lacquer production line which has a capacity of 1000 barrels/shift. The division produces about 15,000 lacquer barrels per month and the unit is targeting 20,000 barrels/month from next financial year. Another significant segment which the unit caters to is the fruit pulp industry. This is a seasonal requirement and during the period from April to July the division produces 1.5 lakh barrel on an average. Recently, the division has commissioned & upgraded various new machinery like 250 T press, baking oven, seam welding controller etc. and infrastructure like new finished good shed, sales desk etc. High Throughput Plant at Taloja, Navi Mumbai A new state-of-the-art high throughput plant is being set up at Navi Mumbai for barrel manufacturing. This plant is a green plant, powered partially by a 30 KWp solar power unit.
  11. 11. BLOGll SBU: INDUSTRIAL PACKAGING Technical &. Product Development (T8tPD) T&PD was established in the year 1987 at Kolkata. T&PD is the technological and developmental wing of SBU:IP contributing significantly towards development of products, processes and machineries, automation and modernization of the IP units located across the country. The teams at all the locations of SBU: IP are highly energetic and are led by a group of able leaders. NOTEWORTHY ACHIEVEMENTS • SBU:IP is the market leader in India in Industrial Packaging. • Largest number of manufacturing units in India. • All IP plants are ISO 9001-2008, ISO 14001-2004 certified. • Balmer Lawrie revolutionized packaging by introducing Spiral Seam Technology. This resulted in major cost saving for the Customers and saving of steel for the country. • Meeting the requirement of the Defence especially during war times has been a Significant achievement of the Company. ' • Only drum manufacturer with overseas customer base. • Many multinational customers exclusively patronise IP. • In the past, the Company used to look forward to IP for a healthy bottom line. • IP Sewree's productivity of 3250 barrels per shift is the highest output in a semi-automatic plant in India. • Fully automatic barrel manufacturing facility with latest technology will soon commence commercial production at Navi Mumbai. • Only Balmer Lawrie manufactures 200 L Bitumen Barrel. • Energy Conservation Initiatives with installation of Syncron AC Device and Solar Power panels. • 200 L dispensing Barrel manufactured only by IP. • IP is the only value chain drum manufacturer in India. • Technical and Product Development Unit is nationally recognized as the in house R&D Centre by the Department of Scientific & Industrial Research, Ministry of Science & Technology, Government of India.
  12. 12. 12BLOG Tete-e-tete with Joseph Mathew, VP How many years have you spent in IP and how has your experience been? I have been with IP for the last 34 years, and with lP, I too have evolved and progressed as a person/manager. My experience in IP has been challenging, fulfilling and satisfying. IP has over decades maintained its market leadership in spite of the constraints of working in a PSU environment. The rich legacy of IP division was its great leaders, and I feel blessed to have worked with them and in the process realise my own potential, under their steady guidance. How have you seen the SBU evolve over the period of time? I have seen the SBU evolve into a very dynamic unit today. Earlier we were a monopoly with total patronage of the Oil PSU's. With globalisation and increased competition, the SBU had to face great challenges. Today we can proudly say that the SBU is Customer driven and has kept pace with the times. Today the S.BUhas an insignificant share in PSU customers and is now the preferred choice of most Leading MNC's and Indian Corporate houses. What according to you is the biggest strength of IP? Our biggest strength is our unique work culture that evolved over the decades. Decision making is quick, effective delegation of Authority and Speedy response to customer grievances are some of our other strengths. Our Human Resources are the best in the Industry, which has enabled us to maintain our Market Leadership. What steps are being taken to keep pace with the changing market trends and combat competition? We are in the process of setting up High Throughput plants, which apart from consistent quality, will also enable us to achieve Cost Leadership in our Industry and further consolidate our position as Market Leaders. What will be your message for newcomers in IP? My message to newcomers in IP is that we are a wonderful orgainsation to work in. Work with passion, have a positive attitude, dream big and be a part of this great company and take it to the next level. Tete-e-tete with Ranjan Bose, VP ["Marketing], Industrial Packaging How many years have you spent in IP and how has your experience been? I joined BL and SBU:IP in August 1989 and have been with IP ever since. Initially, I was posted at Barrel Division, Chennai (BDM) as the Head of Marketing for Southern Region. Before joining BL, I was working with one of the leading Paint Companies located at Kolkata. BDM was commissioned approximately two years before my joining and initially produced Bitumen drums and later commenced production of Lube drums. The tenure at BDM was not only challenging but was also interesting in terms of expanding the Customer base for IP in the Southern Region as well as ensuring a smooth transition of servicing existing Customers of IP (which were being earlier catered from CDC) in terms of on time deliveries, better coordination and overall satisfaction being in proximity to the Market, during that period there was substantial growth in Sales for IP. Since I had come from an altogether different Industry i.e. from Paint to Packaging Industry there was a lot of learning and exposure to the challenges faced in a Packaging Industry in terms of Product requirements and Customer expectations. Subsequently, my next assignment was at Mumbai in the Coordination Dept. of IP wherein the job profile was different as compared to my earlier one. The focus was more on the softer skills of Marketing in terms of Coordination and liaising with the Oil Marketing PSU Companies who had been traditionally lP's largest Customers. This was followed by my transfer to CDC as the Regional Marketing Head of the Eastern Region which at one time was one of the most important activity centers for IP. The next assignment was also based at CDC and was radically different from all my earlier assignments as I was given the responsibility of Plant Head of CDC. I was in charge of all the activities related to Manufacturing, Commercial, Administration and HR at the Plant level. This was certainly an enriching and a new experience for me (as I have always been a Marketing person both academically and professionally) and also helped in personal self- development as it gave me a
  13. 13. BLOG13 Tete-e-tete with Ranjan Bose, VP [Marketin ], Industrial Packaging 360 degree insight of Drum Manufacturing and related activities which enhanced my knowledge and appreciation of the activity tremendously, which I could apply in my day to day working. Presently, I am located at Mumbai heading the Marketing function of IP and responsible for all India sales and marketing. Considering the vast market size spread across all the regions and the Competition essentially from local manufacturers with the Installed Capacity of the Industry being at least 2 times the demand, and with Customers who are becoming more discerning by the day, it is indeed a tough battle to maintain market leadership in the Industry. How have you seen the SBU evolve over the period of time? The introduction of Strategic Business Units in the Organization has helped in focusing on the Business with greater depth and understanding of the Market and Customer, since all across the regions the Customer profile and segments is similar primarily varying in the volume of business. The SBU concept has not only facilitated an uniform Marketing approach but has also helped in greater standardization across all the Plants. What according to you is the biggest strength of IP? There are a number of strengths in IP and in my opinion the biggest strength as compared to its Tete-e-tete with Mr. G N Mattoo Competitors would be its qualified and skilled Employees both in the areas of Marketing and Manufacturing. Apart from the above, its Brand image and dominant Market leadership status with a pan India presence. What steps are being taken to keep pace with the changing market trends and combat competition? The drum Industry has evolved from being a primarily a sellers' market to a highly competitive market wherein there are at present 53 active competitors and the total Installed Capacity being almost 2 times the demand. There is also a constant threat from substitute products e.g. PE drums, IBC, Flexi Tanks etc. which are eroding into MS drum market. Enhanced customer focus, emphasis on increasing sales of value added products, targeting higher sales growth in the Chemical segment along with technological upgradation of the Plants and continuous cost reduction exercises all across IP are some of the key measures being taken. What will be your message for newcomers in IP? The Market Scenario in the coming days will become more Challenging, however challenges also brings opportunities; thus maintaining Customer focus in terms of quality and service would be of prime importance to secure the dominant market leadership position for IP. Mr. G N Mattoo, Sr. Vice President HR, retired on 28th February 2014 after successfully completing around 26 years of service. Wehad a chat with him on his last day at Balmer Lawrie to know more about his journey and post retirement plans. Your journey at Balmer Lawrie ... I joined the Company on 3 rd June, 1988 as Manager (P&A) in Tours & Travel, Delhi. Prior to joining Balmer Lawrie I was working with Oil India at Duliajan, Assam. In 1991 I was promoted and transferred to Mathura as SM (P&A), responsible for handling HR /IR functions at CSDM and CDM. In 1994 we transferred the ownership of CSDM to Anant Raj clay products, along with all the workmen, as a going concern. This led to a very disruptive/highly volatile industrial relations situation and managing it successfully was a great challenge and a learning experience. Towards the end of 1994 I was transferred to G&L, Mumbai, as SM(P&A) responsible for HR/IR roles for G&L Sewree and Taloja. In November 1995 I was moved to Corporate HR role at Kolkata in the department then known as Corporate Personnel Department and thereafter changed different roles in HR between Corporate and Associate HR Services. My journey at Balmer Lawrie has been extremely fulfilling. BL being a legacy Company, had systems, work processes, and practices that were strongly ingrained/embedded and as such any attempt at making these processes and practices contemporary needed lot of discussions with collectives. However, I feel happy that we were able to bring about lot many changes in the work practices through LTS, making them more contemporary and performance based. Your personal and professional achieve- ments ... One of my major achievements was facilitating transfer of CSDM Unit at Mathura as a going concern. The situation was extremely difficult and volatile, giving us lot of painful moments. However, our commitment to achieve the goal was very high and together with the support from the corporate helped us to handle the situation successfully.
  14. 14. 14BLOG Tete-e-tete with Mr. G N Mattoo During the period, from 1995-2003 rightsizing of manpower had become an important organizational imperative. We successfully introduced Voluntary Retirement Schemes/SVSS and marketed them extremely well, with an innovative approach, across different depart- ments/units which helped us to achieve the intended purpose. Took lot of initiative in the e-enablement of HR Function. Was the member secretary of the committee responsible for taking forward implementation of online benefit administration at HO in 2005. It gave us enormous satisfaction and pride when we rolled out HRMS in a limited way at HO in 2005-06. Your most memorable moment at Balmer Lawrie •.• There are many memorable moments but the one that immediately comes to my mind is the one, when we got music of the Balmer Lawrie song composed by the famous music director, Shri Buddha Dev Gangulyand then got it recorded in the Studios by leading singers Amit Ganguly and Dola Ganguly. I feel it was indeed an emotional and a memorable moment. The love and affection of the people, the freedom and space given to individuals for working with emphasis on ethical approach to employee relations' have uniquely shaped BL's culture, which allows openness and accessibility to leadership. I will miss being part of this wonderful family. What do you plan to do post retirement? Have not seriously thought about it .at the moment. I have stayed away from my native place for more than three decades and hence shall be relocating to Delhi, so that I am nearer to my native place. I'll be in Srinagar during summers and will be in Delhi during winters. After sometime I may take up teaching assignments at some Business schools. Yourmessage for Balmer Lawriens ... Strive for excellence, have commitment and passion, build knowledge around humility and this would make the Company timeless. I'll miss the warmth of the people and the support they have given me while making my journey exciting. I wish good luck and very best to all my fellow Balmer Lawriens, so that we can take this great company to even greater heights. KNOW YOUR lEADER Mr._Prem Prakash Sahoo, Director [HR & Corporate Affairs] retires from the Company on 31st May, 2014 after a very long innings of more than three decades. Mr. Sahoo has made significant contributions to the organisation not only in the area of HR, but also in institutionalising Corporate Communications and HSE in the Company A thorough professional, who had an eye for detail, he has always striven to professionalise the HR function in the organisation. I wish him al/ the best in his future endeavors. 1.Your journey at Balmer Lawrie ... My association with Balmer Lawrie dates back to 1978, when I joined as a Management Trainee in the IBP-BL Group. As a Management Trainee, I spent 3 months in Calcutta, mostly in BL HO where the Group Personnel Department of IBP-BL was housed and then moved to IBP, Korba as Personnel Manager [Works] responsible for the total gamut of HR, IR and Admin. In 1983, I left IBP to explore the private sector. I joined Brooke Bond but the fondness for BL remained and I always felt an inexplicable pull for it. I knew the people, the organisation and there was a certain degree of comfort with the culture of BL. My ex-bosses in - Viren Sinha, C&MD IBP-BL were continually persuading me to come back. Moreover, after my success in driving the closure of the ..Aurangabad Plant of Brooke Bond, the Company wanted me to drive the same in two other Units and I was not too comfortable in being the 'hatchet man'. As a result of all this, in July 1987 I joined back BL as a Senior Manager in Corporate Personnel Department, even with a cut in salary. Since then, by the time I retire in May 2014, I would have spent around 27 years in BL. It has been a long journey. Though it has been a chequered one, with the usual ups and downs, I have enjoyed every bit of it. In the initial days the learning opportunity was immense as I had to often interact 1-to-1 with
  15. 15. BLOG15 KNOW YOUR LEADER the Managing Director and other Directors, especially during periods of transition of the HR leadership. In 1994, I was entrusted with the responsibility for closing the Cylinder Unit employing around 300 + people at Mathura. In spite of being personally assaulted, we accomplished a difficult mission. This experience truly made me courageous and thereafter I have been ever ready to face any situation in the line of duty. During my early years in BL, I rose rapidly in the Company and became a General Manager at the age of 41. In 1997, I moved to Tea Division as GM [Tea] in my quest for greater exposure. I Was in Tea for a little more than 4 years. In those days Tea business contributed around 10% to the top line of BL but was a losing proposition. In the first 2 years I tried to turn it around but when I realised that the business model was not sustainable, I tried to descale operations. The South India operations at Coimbatore was closed and Kolkata operations descaled. During my stint at Tea I learnt two things. One, I became a complete business manager learning the ropes of marketing, sourcing, finance, operations etc. The second, I became truly conscious of costs as I was responsible for the - bottom line. Earlier when I travelled, I didn't blink an eye lid to stay in star hotels but in my role as business head I preferred to stay in small places whenever guest house was not available. It was emotionally tough because the business never made profits but this assignment had its positive side as well as I had the opportunity to visit more than 10 foreign destinations during this period. In January 2002, I was entrusted with the responsibility of restructuring the organisation but before we could truly pursue the exercise, the Government decided to disinvest the Company. As a result, I had very little to do. But my self- resilience not only saw me through this difficult phase in my professional life but also gave me the opportunity to master the laptop. My comfort with technology owes its origin to this period of my life. In 2003, I moved back to the HR function as an Executive Director. Since then, my mission has been to professionalise and contemporise the HR function in BL and I have never looked back. I am grateful to the Company that it considered it appropriate to upgrade the HR function and elevate me to the Board in 2011. 2. Significant professional and personal achievements I successfully introduced technology in HR. In mid- 2000, interventions like HRMS helped to improve the service levels and reduce transaction time. E- HR is something that I can take the credit for. I was also responsible for several core HR interventions. We are one of the firsts in public sector companies to carry out competency mapping, run assessment centres, undertake 360 degree appraisal, implement bell curve rating system etc. We first implemented bell curve in PMS in 2005-06 much ahead of DPE's mandate in 2008-09. In recent times we have done a wonderful job in further making the PMS process more robust. I can take credit for making the function "more young". I have immense faith in youth and hence, encouraged hiring Executive Trainees and young managers and grooming them to become leaders. My faith in the youth emanates from my own experience as a young manager. For what I am today, I owe it to my learnings in the first 2 to 3 years of my professional life. After 4 months of training, I was sent to Korba as Personnel Manager [Works]. At the young age of 24, I had 5 officers reporting to me, a couple twice my age and the challenge to manage a difficult location. Another thing I am proud of is building the CSR structu re and introd uci ng the Corporate Communications & HSE function in the organisation in spite severe resistance. It is my belief that not only today but going forward all these functions are expected to make significant contributions to the sustainability of BL. I have "one regret", and that is our inability to institutionalise the partnership between the line management and HR. It is happening in patches but not enough. A few years back, we introduced the concept of SBU-HR through a matrix structure with the limited HR resource we had at our disposal. May be the time has come to embed the HR function fully in each business vertical in line with Finance. At the professional level, I have continuously strived to emerge as a complete business manager rather than a HR person alone. In this journey I have made significant contribution to the- deliberations of the Budget Committees of the Businesses over several years. I have been the Chief Assessor of CII for HR Excellence Award and a lead assessor for the Business Excellence Award. Speaking of awards, I have won several awards from National institutions recognising my contribution to the field of HR. I have written articles in professional magazines, been guest faculty in various educational institutions, and have addressed several professional forums and conferences. 3.Who all are there in your family? I am married to Shipra and we have two children. Our daughter Shilpa is happily married, and we are grandparents of a 3 and ~ year old boy. Shilpa, a travel professional used to work with Lufthansa but the child taking the centre space of her life, she is currently working from home. Our son Pratik, after completing his graduation, is currently dabbling in website marketing.
  16. 16. 16BLOG KNOW YOUR LEADER Shipra has been my tower of strength. With her around I have not had to ever bother for the. home front. She likes designing clothes and manages a boutique from home. 4. Who is the person who influenced you the most and why? Professionally there's none who has influenced me. However, I have always admired Mr. S K Sinha, our ex Managing Director for his humility and concern for people. To me he is the highest beholder of human values and conscience. I have had the privilege to work with him very closely. He has left an indelible impression on me. On the personal front too, I can't name a single person who has influenced me. I moved out of home at the age of 10 and thereafter have been a wanderer, studying and working at different places in the country. The person I am today is the by-product of various cultures, several friends and colleagues. 5. What is your favourite one liner? Just do it! Nothing can be perfect so go ahead, grab opportunity, get the job at hand done and just don't procrastinate. 6. What are your hobbies? I've always been a good sportsman. I was a University hockey player. I played cricket and football in college and office league cricket for BL until 5 years ago. I've always held fort, sometimes as wicketkeeper and sometimes as goalkeeper. I am an outdoor person. Now I dabble in some golf. I love to read fiction as that tickles my imagination. I love to write as well, and have written a few poems. I like photography but capturing shots depends on my mood. 7. Which is your favourite travel destination? None in particular. But I prefer beaches to mountains and I like the Goa beaches in particular. I love to travel and have visited around 30 countries. Most countries in Europe are small but beautiful, Russia is rich in culture and architecture. Going forward I would like to comprehend the vastness of Americas, both North & South. 8. Two things that your colleagues don't know about you I am two different persons in two different situations - at office I am formal and at times extremely demanding but outside office I am very informal. My official position holds no relevance to me beyond the work space. Therefore, post retirement, I would like to be valued by my colleagues as a person and not as a Director. 9. Your management style or mantra I am very high on task. By saying this it doesn't mean I don't care for the emotions of people but I normally don't demonstrate it in my action & conduct. Further, I don't believe in short term. In everything that I do I think of the long term and regulate my actions accordingly. 10. Message for Employees of Balmer Lawrie I don't see us not surviving for 150 years as an organisation, but the challenge is to survive for another 150 years. This can happen only if we continually reinvent ourselves and remain an agile organisation. Over the last 147 years we've perhaps not done, justice to our rate of growth. Time has come for us to take a real quantum jump. The time has come for us to think big. There will be associated risks but we have to learn to manage the risks and grow rapidly as an organisation. Lastly, even" today, the vast majority of organisational actions centre around relationships. Relationships are great to cherish, but is a sure recipe for perish if not backed by performance. We need to learn to be a more performance driven organisation. In all that I have talked about, people in the organisation, irrespective of their category and level have a role to play. I exhort all my colleagues to come forward and be an active partner in the organisational journey of this great & wonderful organisation. KNOW YOUR FELLOW BALMER LAWRIEN ... ------ Mr. Ganesh Bahadur [GB], Chargehand, IP-Sewree, was interviewed by Mr. P B Pawar [PBP], Sr. Manager [Manufacturing], IP-Sewree. Mr. Ganesh Bahadur has completed 40 years of service at Balmer Lawrie. He is a hard worker, result oriented and well accepted team leader. PBP: How long have you been working with Balmer Lawrie and currently what is your role/dept? GB: I was born in Sewree, Mumbai. My father was also an employee of Balmer Lawrie and retired as security guard.My house is a small hut, and the wall on the backside is part of the IP (Sewree) factory's compound wall close to the main gate. I joined lP, Sewree as casual labour in 1974. Now I am working as Chargehand in the manufacturing department. PBP: What changes have you seen over this long period of time? GB: When Ijoined the factory, the work was very difficult. All the machines were manual machines. The output was only 1200 barrels in a shift. Now there are automatic machines. The work is easy
  17. 17. BLOG11 KNOW YOUR FELLOW BALMER LAWRIEN... but we have other challenges. Today output in a shift is 3200 barrels. PBP: Tell us about your journey from casual labour to Chargehand ... GB: After completing 4 years in casual labour, I was promoted as Majdoor. During this period, out of self-interest and guidance from superiors, I learned machine operating. Then I was upgraded as an operator. While working as an operator, I used to observe the machine breakdowns carefully & also learnt to repair/rectify the machines. Then I became a fitter. During this period I got an opportunity to work as an acting Chargehand. I learned manning & manpower management. Finally I was upgraded as Chargehand in the year 2001. I trained many young employees in various machine operations and maintenance activities and made a new dedicated team. I tried to save resources such as electricity, water etc. With the help of my team I start the production shift well before shift timings [7.00 a.m.] i.e. by 6.30 a.m. My journey was full of hardships but was satisfying. I tried to meet daily targets by putting in hard efforts. I was nominated by our company for national level "Shramik Award". I am also proud of to be an employee of BL, IP-Sewree. PBP: What do you like in Balmer Lawrie? GB: I like the dedication & team spirit of employees in BL. People changed & the time too changed but the dedication and team spirit remained the same. It is an inspiration for me. PBP: What are your hobbies? GB: I like to do social service. I help the needy and ill people. I dedicate my time in uplifting the downtrodden and provide helping hand to helpless ones. Mr. Ranjan Ganguly [RG], Operator, Industrial Packaging, Kolkata was interviewed by Mr. Atin Mukherjee [AM], Manager [HR). Hejoined Balmer Lawrie on fj'i' September 1979. A sincere and diligent worker, he is a very amiable person. AM: How long have you been working with Balmer Lawrie and currently what is your role/dept? RG: I have been working here for approximately 35 years and currently I am working as an Operator at Industrial Packaging, Kolkata. AM: What do you like about Balmer Lawrie? RG: The thing I like most here is the work culture. The mutual relation among the Officers and Workers is very good. Workers can talk about their problems and demands without any hesitation; this creates a healthy atmosphere. AM: What is your most memorable moment in Balmer Lawrie? RG: The most memorable moment of mine here came in the early 1980 when I was selected and sent to Bahrain [UAE] for some important work by the Company. AM: Who is your inspiration in life and why? RG: My father is my inspiration and that is because of his honesty, noble deeds and good behaviour with people. This inspires me to do well by following his ideals. AM: Whatare your hobbies? RG: I used to play football, but presently my hobby is watching football matches especially the international ones. AM: Place you belong to and who all are there in your family? RG: I belong to Hoogly, West Bengal. My small and happy family comprises my wife and son. AM: Any message for Balmer Lawrie employees. RG: Be punctual and sincere in your work. Regard the Company as your own and perform your duties honestly so that the Company can reach its zenith and maintain its status. BL on a walking stick On zs" April, 2014 a gentleman named Mr. Scott Copes wrote to Mr. R K Murthy, COO [IP] enquiring about fibre composite drums. It was indeed interesting to know how Mr. Copes became aware of Balmer Lawrie. Recently, he acquired a walking stick from the estate of an English gentleman in Charleston South Carolina. The stick looks to date from the latter half of the 19th century. On a silver plate attached to the shaft of the stick is engraved: From a Tea Bush Burpatra Teas Estate Messrs Balmer Lawrie Co. Ltd Calcutta He researched our organization and found out that Balmer Lawrie is in the business of Industrial Packaging and hoped we could provide him Composite Drums. Though we were unable to meet Mr. Copes' request, wethank him forthis wonderful archival information!
  18. 18. 18BLOG AWARDS & ACCOLADES In February, 2014 Mr. Ravishankar, COO, SBU: Tours - Vacations Exotica won the 'Most Influential Person' award in the Travel Industry, instituted by OTM - India's leading travel trade show, its sister publication - Travel News Digest and media partner NDTV Profit. He was presented a trophy and a certificate in recognition of his achievement. Congratulations! Mr. Utsav Khare, son of Mr. Manjul Khare, Associate Vice President [TT-East], T&T - Lucknow who's working with McCann, was instrumental in creating the new Orient Electric Advertising campaign featuring M S Dhoni. The Ads are being aired on television these days. Orient Electric of the CK Birla Group, earlier known as Orient decided to go in for a new brand positioning. McCann has designed the campaign to announce the new identity with M S Dhoni as brand ambassador. TALENT UNLIMITED Surprised!!! Surprised! Such an action from him was unexpected. How could he manage to do that? No one could believe what he actually did. How could anyone know about the limits of someone, when no one knows even the limit of themselves? Yet, we guarantee someone's capacity. We can learn about ourselves every day. Now, this can happen only to those who love experimenting with themselves or challenging themselves every single day. The ones who stop discovering themselves become predictable and their capacity can be measured. But this is never constant. Life puts us into so many roles & challenges, so many times that we are even surprised at ourselves while fulfilling them. And this is where a memory takes birth, when you actually felt that you did something that was once unbelievable. So, never again be SURPRISED. Still people are hesitant at experimenting, as hardly anyone desires to leave an equilibrium or protected state. But the truth of life is exploring. Exploration for beauty, exploration for God, for peace, for something unknown or it can be anything. But this exploring isn't meant for actually knowing or achieving. Exploration is a journey which brings us closer to ourselves. It doesn't mean that truth can be found, as truth is something that is either unreaching, unveiling or something that could be reasonably explained. Ooh, I got out of my context, SURPRISE. Hope to come up again in some later issue of BLOG with something on Truth or Exploration or God knows what it can be. -Girish Gupta IT, Kolkata
  19. 19. BLOG19 TALENT UNLIMITED No! A Composition She hinted that she was about to leave me. Desolate. Lonely. Few more words would barely sketch the idea what I feel I would be in her absence. I don't want to lose her, just like my existence would do without her. She means a lot to me and my existence. But have I told her this ever? No. We were always the best of friends. We shared gossips, stories, humour and more. Things started moving on in hierarchy as I started sharing secrets and it stopped to a point where I shared myself. She had become an inherent part of my mind. The sub-conscious was aware of this and continuously ranted for lack of space in the brain. I knew her well, sometimes not. But there was one thing I had known clearly: She was a part of me somewhere in my soul. But have I told her this ever? No. I could see my world shattering into pieces by the elements of ego and misunderstandings. Some relations are those complex pieces of imaginations which even the thoughts do not comprehend. Such was our relation. We had known that we won't be together for long, but 'who cares', whispered the heart every time I asked it. Parting was always difficult for me to digest. Byes are never meant to be good. She was leaving me now. But did I try to stop her even once? No. Dreams don't -die a natural death. They die painfully leaving back bodies of fond memories and skeletons of wonderful moments. They wither, strangle and suffer. And so does the heart. Blood oozes out from it continuously in the pathos of the death. Yes, we were not qualified to instil dreams about being together forever. But then unlike the seeds, dreams implant themselves on their own, their roots spread quickly as veins and when they die, the veins slit themselves. Well, I too had a dream for us. But did I disclose my dreams to her? No. People write their stories. Words do cry. Tears do take the form of inks. Somewhere I am sure this story would also reach her in a matter of time. Oblivious of the author, she would find this story fancy and praise the author. But will she ever know that this story was meant for her? No. -Sidharth Udani Logistics Infrastructure, Kolkata PAINTINGS ... Dayana George, Travel Department, Trivandrum Mousumi, dlo Mintu Dey, CHRD - Kolkata Edited by Mohar Mukhopadhyay, Corporate Communication Dept., Balmer Lawrie & Co. Ltd. Printed at Nabapress Pvt Ltd, Kolkata
  20. 20. oA2<. ~, Inauguration ofthe Dubai Plant on May 27,1978 by HH Seikh Rashid Bin Saeed AI-Maktoum, Ruler of Dubai. Mr. H. N. Bahuguna, minister of petroleum, chemicals and fertilizers, was also present. Launch of lightweight barrels at Bombay plant in 1986. Mr. R. L. Dhawan escorting visitors around the plant