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Reviving manuf(r)acturedsector…A visit to National Highway-2 in Haryanawill give a sight of indus-
tries placed one after other like shops on both sides. Some big, some
small but all contribute to the production index of the country and
give employment to many Indians. Thousands of such industrial
townships across the country these days are not only curbing their
production rate like never before, but are also downsizing their em-
ployees. The low manufacturing output has squeezed the Indian
economy. International rating agencies are lowering their ratings
for India. Leading Indian industrialists are fuming against the Gov-
ernment over its policy inaction, foreign investors are shouting
over the General Anti-Avoidance Rules (GAAR), the FDI issue is on
hold, and above all small and medium units are no longer as enter-
prising as they were.
In this edition Bureaucracy Today takes perspectives from the
leading players of the industry. Neeraj Kanwar, Chairman of the
FICCIManufacturing Committee andManaging Director of Apollo
Tyres Ltd, speaks exclusively to us and gives his outlook on the
gloomy contemporary state of the sector. Speaking on almost sim-
ilar lines is Indian Industries Association Chairman Jugal Kishore
who has presented the SME perspective on the state of affairs.
Other senior industry people have also contributed their valuable
perspectives.
Also this issue of Bureaucracy Today features five fervid police
officers of Uttar Pradesh, recommended by DGP AC Sharma who
himself believes in demonstrating administrative efficiency in
policing with sensitivity and commitment to the State.
In our State Watch column, the Mayor and the Commissioner of
the EDMC talk to BT about the trifurcation of the MCD and the
newly created East Delhi Municipal Corporation. The idea of the
story is to understand and foresee the changes that are to come in
an area of just 16% harnessing the one-third population of the na-
tional Capital.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 11
Suhaib A Ilyasi
IInnssiiddee IInnffoorrmmaattiioonn 3311..0077..22001122
28 30
34
www.bureaucracytoday.com22 JULY 2012 ◆ BUREAUCRACY TODAY
Volume 4, Issue 2
BUREAUCRACY
Editor-in-chiefSuhaib A Ilyasi
Editor-in-Charge / Investigation
Ved Parkash
Art Director
Shailani Srivastava
Graphic Designers
Pankaj Kumar
Nisha Mallik
Special Correspondents
BB Nagpal
GB Bala Subramanyam
Jugal Kishore Chib
Principal Correspondent
Vandana Vasudevan
Correspondents
Shalini Singh
Gulshan Kumar
Supriya Aggarwal
Srikant Pandey
Anil Jain
Production Manager
Waseem Khan
HR & Administration Sonam Gupta
Mithilesh Mishra
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Volume IV Issue 2 JULY 2012
Printed & Published by Suhaib Ilyasi on behalf of Suhaib
A Ilyasi (owner) and Printed at MP Printers, B-220,
Noida, Phase-II (UP) and Published at 2, Big City House,
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Editor: Suhaib A Ilyasi
DELENG/2009/30665
www.bureaucracytoday.com44 JULY 2012 ◆ BUREAUCRACY TODAY
06 BUREAUCRACY SCAN
Appointments, exits, reshuffles;
here are the major movements
that happened in the domain of
the bureaucracy throughout June
28 POLICE WATCH
Uttar Pradesh Director General
of Police AC Sharma and his
team of five commandos are on a
mission to curb crime in the
State. Bureaucracy Today
details the highlights of their
hard work
60 PERFECT COUPLE
Former Indian Ambassador to
Kazakhstan Rajiv Sikri and his
wife Veena Sikri share their
views about love, marriage and
India’s foreign policy
16 BUREAUCRAT OF
THE MONTH
Maharashtra State Excise Depart-
ment Commissioner Dr Sanjay
Mukherjee gives an insight on the
highest revenue of Rs 8,601.85
crore collected by his department
26 INTERVIEW
Department of Public Enter-
prises Secretary OP Rawat
speaks on major reforms in the
offing in an interview with
Bureaucracy Today
18 COVER STORY
The Indian manufacturing sector
is experiencing a slowdown like
never before. The largest employ-
ing sector is a source of liveli-
hood for 17 million Indians and
their families. Bureaucracy
Today analyses the challenges
and silver lining in the ecosystem
of the sector.
50 STUDENT SPACE
BT speaks to some of the senior
bureaucrats for their suggestions
and experiences for aspirants of
the Civil Services.
25 GUEST COLUMN
Experts from different fields share
their views on the current topics
being discussed in the country
16
43
42
51
60
IInnssiiddee IInnffoorrmmaattiioonn 3311..0077..22001122
54 PSU EVENTS
57 PSU VACANCIES
62 HEART TO HEART
64 ASTROLOGY
42 PEOPLE & PROFILE
Bureaucracy Today features
people from different walks of
life who are doing exceptionally
well in their respective fields.
BBuurreeaauuccrraaccyy ssccaann
VS Sampath, IAS, takes over asnew CEC Seniormost Election Commissioner
Veeravalli Sundaram Sampath, IAS (AP:
73), has taken over as Chief Election
Commissioner (CEC). He replaced SY
Quraishi who demitted office on June 10.
Air Marshal A Raha takes overas AOC-in-C, Western Air Com-mandAir Marshal Arup Raha, AVSM VM, has
taken over as AOC-in-C, Western Air
Command, IAF. He has to his credit
nearly 3,400 hours of flying mainly on
fighter aircraft.
Neeraj Kumar, IPS, appointednew Commissioner of Police,DelhiNeeraj Kumar, IPS (UT: 76), has been ap-
pointed as the new Commissioner of Po-
lice, Delhi.
A Goswami, IAS, appointedSecy, Department of SJ&EAnil Goswami, IAS (JK: 78), has been
appointed as Secretary, Department of
Social Justice and Empowerment, Min-
istry of Social Justice. He has also been
given additional charge of Secretary,
Department of Disability Affairs.
Lt Gen Chachra takes over asWestern Army Commander Lt Gen Sanjiv Chachra has assumed
charge as Western Army Commander.
P Narain, IAS, appointed Secy,WCD MinistryPrem Narain, IAS (UP:78), has been
appointed as Secretary, Ministry of
Women and Child Development.
Vice Admiral DK Joshiappointed next Navy Chief The Government has appointed Vice
Admiral DK Joshi, presently Flag Offi-
cer Commanding-in-Chief (FOC-in-C),
Western Naval Command, as the next
Chief of the Naval Staff with effect from
the afternoon of August 31, 2012.
VS Madan, IAS, appointed Addl Secy & Financial Adviser,DIPPVijay Shankar Madan, IAS (UT:81),
has been appointed as Additional Sec-
retary and Financial Adviser, Depart-
ment of Industrial Policy and
Promotion, Ministry of Commerce
and Industry
K Ratnaprabha, IAS, appointedAddl Secy, WCD MinistryK Ratnaprabha, IAS (KN: 81), has been
appointed as Additional Secretary, Min-
istry of Women and Child Development.
PK Das, IAS, appointed JointSecy, DoPT Pramod Kumar Das, IAS (MP: 86), has
been appointed as Joint Secretary in the
Department of Personnel & Training.
VP Bhardwaj, CSS, appointedSecy, BIFR VP Bhardwaj, CSS (1980), has been
appointed as Secretary, Board for Indus-
trial and Financial Reconstruction
(BIFR), Department of Financial Serv-
ices, Ministry of Finance.
JK Banthia, IAS, appointed newMaharashtra Chief Secy Additional Chief Secretary (Health)
Jayant Kumar Bhantia, IAS (MH: 77), has
been appointed as the new Chief Secre-
tary of Maharashtra.
BBuurreeaauuccrraaccyy ssccaann
AK Srivastava, IAS, appointedAddl Secy, DA Deptt Anoop Kumar Srivastava, IAS (AM: 81),
has appointed as Additional Secretary,
Department of Disability Affairs. The
orders of his appointment were issued
on June 1.
S Hussain, IAS, appointed AddlSecy, Deptt of Agri and CoopSiraj Hussain, IAS (UP: 79), has been ap-
pointed as Additional Secretary, Depart-
ment of Agriculture and Cooperation,
Ministry of Agriculture. The orders of
his appointment were issued on June 6.
P Joshi, IAS, appointed JointSecy, Deptt of DAPankaj Joshi, IAS (GJ: 89), has been ap-
pointed as Joint Secretary, Department
of Disability Affairs. The orders of his
appointment were issued on June 1.
KA Ganai, IAS, appointed JointSecy, HA MinistryKhurshid Ahmed Ganai, IAS (JK: 82), has
been appointed as Joint Secretary in the
Ministry of Home Affairs. The orders of
his appointment were issued on June 5.
LM Vas, IAS, given addl chargeas Secy, Ministry of Tribal AffairsLoretta Mary Vas, IAS (UP: 77), Secre-
tary, Ministry of Panchayati Raj, has
been given additional charge as Secre-
tary, Ministry of Tribal Affairs, for one
year. The orders of her appointment
were issued on June 15
KAP Sinha, IAS, appointed JointSecretary, AE Deptt KA Prasad Sinha, IAS (PB: 92), has been
appointed as Joint Secretary in the De-
partment of Atomic Energy. The orders of
his appointment were issued on June 4.
S Kumar, IAS, appointed Consultant in Planning Comm Snehlata Kumar, IAS (MP:79), has been
appointed as Consultant in the Planning
Commission for a period of three
months. The orders of her appointment
were issued on May 31.
Justice Lokur elevated toSupreme Court Justice Madan Bhimarao Lokur who
was the Chief Justice of the Andhra
Pradesh High Court has been elevated to
the Supreme Court
RN Choubey, IAS, appointednew head of DGH RN Choubey, IAS (TN: 81), has been ap-
pointed as new head of the Directorate
General of Hydrocarbons.
EP Nivedita, IA&AS, appointedAsstt Dir Gen, UIDAI EP Nivedita, IA&AS (93), has been ap-
pointed as Assistant Director General,
UIDAI, in Bangalore. The orders of her
appointment were issued on June 4.
R Sanjay, IPS, gets extension asSP, CBI Ratn Sanjay, IPS(BH-1998), Superinten-
dent of Police, CBI, has been given an ex-
tension for one year. The order of his
appointment was issued on June 6.
P Singh, IFS, appointedAmbassador to JamaicaPratap Singh, (IFS: 87), has been ap-
pointed as the next Ambassador of India
to Jamaica.
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BBuurreeaauuccrraaccyy ssccaann
G Singh, IAS, appointedAmbassador to Timor-Leste Gurjit Singh, IFS, has been appointed as
the Ambassador of India to the Demo-
cratic Republic of Timor-Leste, with res-
idence in Jakarta (Indonesia).
LT Muana, IFS, appointedAmbassador to Croatia LT Muana, (IFS: 77), has been appointed
as the next Ambassador of India to the
Republic of Croatia.
Navdeep S Suri, IFS, appointedAmbassador to Egypt Navdeep Singh Suri, IFS, has been ap-
pointed as the next Ambassador of India
to the Arab Republic of Egypt.
R Sanan, IRS, appointedDirector, Deptt of EA Rajesh Sanan, Indian Revenue Service
(C&CE: 92), has been appointed as Direc-
tor in the Department of Economic Af-
fairs under the Ministry of Finance. The
orders of his appointment were issued
on June 6.
Air Marshal PS Gill assumescharge of SASO, WAC Air Marshal Paramjit Singh Gill, AVSM
VM, has assumed charge of SASO, West-
ern Air Command. He has more than
1,000 hours of instructional flying and
about 4,000 hours of total flying.
PS Lokhande, IAS, appointed PSto Agriculture MinisterPrashant Sitaram Lokhande, IAS
(AGMUT:2001), has been appointed as
Private Secretary to the Minister for
Agriculture, Sharad Pawar, in the De-
partment of Agriculture & Cooperation,
Ministry of Agriculture. The orders of
his appointment were issued on June 5.
LC Goyal, IAS, appointed AddlSecy, Cab SecIC Goyal, IAS, has been appointed as Ad-
ditional Secretary in the Cabinet Secre-
tariat, New Delhi.
Lt Gen O Prakash is GOC 15Corps in Kashmir Lieutenant General Om Prakash has
taken over as General Officer Command-
ing (GOC) of the Army's Strategic 15
Corps which is based in the Kashmir
Valley and is responsible for guarding
the Line of Control.
SC Khuntia, IAS, appointedAS&FA, Petroleum MinDr Subash Chandra Khuntia, IAS (KN:
81), has been appointed as Additional
Secretary and Financial Advisor to the
Ministry of Petroleum & Natural Gas.
SP Ahamed, IAS, appointed asDirector, PMO Shakil P Ahamed, IAS (AM: 95), has been
appointed as Director in the Prime Min-
ister's Office.
PK Sinha, IRS, appointed Dir,Food & Public Distribution Deptt Prashant Kumar Sinha, IRS(C&CE: 92),
has been appointed as Director in the De-
partment of Food & Public Distribution
under the Ministry of Consumer Affairs,
Food & Public Distribution.
RBI Deputy Governor KCChakrabarty given three monthsextension The Government has extended the term
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1122 JULY 2012 ◆ BUREAUCRACY TODAY
of Reserve Bank of India Deputy Gover-
nor K C Chakrabarty by three months.
AK Sinha, IPS, appointedDirector, HA MinistryAshutosh Kumar Sinha, IPS (MT: 1993),
has been appointed as new Director, Min-
istry of Home Affairs.
S Taranikanti, IAS, appointedExecutive Director, IRDASriram Taranikanti, IAS(MT;92), has
been appointed as Executive Director
(Joint Secretary level) in the Insurance
Regulatory and Development Authority
(IRDA) under the Department of Finan-
cial Services. The orders of his appoint-
ment were issued on June 14.
A Luikham appointed PrincipalSecy (TA&Hills), ManipurAmeising Luikham IAS (MT: 81), has been
appointed as Principal Secretary (TA &
Hills, CAF & PD), Govt of Manipur
K Singh, IDAS, appointed Dir,Ministry of DefenceKanwaldeep Singh, IDAS (1996), has been
appointed as Director, Ministry of De-
fence. The orders of his appointment
were issued on June 14.
Amita Sharma, IAS, appointedAddl Secy, Higher Edu Deptt Amita Sharma, IAS (MP: 81), has been
appointed as Additional Secretary, De-
partment of Higher Education, Ministry
of Human Resource Development.
AV Chaturvedi, IAS, appointedJoint Secy, Cab SecAlok Vardhan Chaturvedi, IAS (BH: 86),
has been appointed as Joint Secretary in
the Cabinet Secretariat. The orders of
his appointment were issued on June 15.
G Mohan, IAS, will be Minister(Economic) in Indian Embassy, USGovind Mohan, IAS (SK: 89), has been ap-
pointed as Joint Secretary in the Cabinet
Secretariat. He will be Minister (Eco-
nomic) in the Embassy of India, Wash-
ington DC, US. The orders of his
appointment were issued on June 14.
J Mukherjee, IAS, appointedVice-Chairman, IWAI, NoidaJayashree Mukherjee, IAS (MH: 86), has
been appointed as Vice Chairman, In-
land Waterways Authority of India
(IWAI) at NOIDA (UP). The orders of her
appointment were issued on June 14.
SB Agnihotri, IAS, appointedAddl Secy & Fin Adv, Agri DepttSB Agnihotri, IAS(OR:80), has been ap-
pointed as Additional Secretary and Fi-
nancial Advisor, Department of
Agriculture and Cooperation, Ministry
of Agriculture.
N Kamal, IPS, given extension asIG, NCRBNasir Kamal, IPS (UP: 86), has been
given extension as Inspector General
(IG) in the National Crime Records Bu-
reau (NCRB) for a period of one year.
The orders of his appointment were is-
sued on June 15.
I Roy appointed Secy General,Global Sericultural Commission Ishita Roy, IAS (KL: 91) has been appointed
as Secretary General of the International
Sericultural Commission (ISC) for a three
-year term from January 2013.
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1144 JULY 2012 ◆ BUREAUCRACY TODAY www.bureaucracytoday.com
BBuurreeaauuccrraaccyy ssccaann
A P Pandey, IFS, appointed DySecy, Ministry of Overseas In-dian AffairsAnant Prakash Pandey, IFS (HY: 1999), has
been appointed as Deputy Secretary in the
Ministry of Overseas Indian Affairs,
New Delhi, for a period of four years.
M Ahmed gets extension as Di-rector, Min of Urban Develop-mentMahmood Ahmed, IP&TA&FS (93), has
been given extension in his central depu-
tation tenure as Director, Ministry of
Urban Development, for two years.
SK Singh appointed Director,Department of Heavy IndustrySunil Kumar Singh, ISS (98), has been ap-
pointed as Director in the Department of
Heavy Industry.
V Gagan appointed Director,Ministry of TourismVishal Gagan, IAS (OR: 98), has been ap-
pointed as Director in the Ministry of
Tourism with effect from July 1, 2012.
SP Bhardwaj, ISS, appointed Di-rector, Min of SteelSunil Prakash Bhardwaj, ISS (98), has
been appointed as Director in the Min-
istry of Steel. The orders of his appoint-
ment were issued on June 20.
MS Devi, IAS, appointed PvtSecy to Minister of State forHealth and Family WelfareM Sudha Devi, IAS (HP: 2003), has been
appointed as Private Secretary to the
Minister of State for Health and Fam-
ily Welfare (S. Gandhi Seivan). The or-
ders of her appointment were issued
on June 20.
Sanjay Garg, IAS, appointedDirector in Eco Affairs DepttSanjay Garg, IAS (KL: 1994), has been ap-
pointed as Director in the Department
of Economic Affairs under the Ministry
of Finance. The orders of her appoint-
ment were issued on June 25.
SC Choure, IA&AS, appointedJS in Deptt of DisinvestmentSangita Chandrakant Choure, IA&AS
(87), has been appointed as Joint Secre-
tary in the Department of Disinvest-
ment. The orders of her appointment
were issued on June 26.
AK Joshi, IFS, appointed Direc-tor, DoPTAditya Kumar Joshi, IFS (MT: 1989),
has been appointed as Director in the
Department of Personnel & Training
under the Ministry of Personnel, Pub-
lic Grievances & Pensions, New Delhi.
The orders of his appointment were is-
sued on June 26.
TK Majumdar, ICAS, appointedDy Secy, Urban DevelopmentMinistryTushar Kanti Majumdar, Indian Cost Ac-
counts Service (1995), has been ap-
pointed as Deputy Secretary in the
Ministry of Urban Development, New
Delhi. The orders of his appointment
were issued on June 26.
L Yaden, IRS, appointed Dir,Health & Family Welfare DepttLimatula Yaden, IRS(C&CE: 96), has
been appointed as Director in the De-
partment of Health & Family Welfare
under the Ministry of Health & Family
Welfare, New Delhi.
K Chadha, IRSME, gets exten-sion as Director, WCD MinistryKalyani Chadha, IRSME (85), has been
appointed as Director, Ministry of
Women and Child Development for a pe-
riod of one year. The orders of her ap-
pointment were issued on June 26.
R Kumar, ITS, appointed Direc-tor, WCD MinistryRakesh Kumar, ITS (1991), has been ap-
pointed as Director in the Ministry of
Women and Child Development, New
Delhi. The orders of her appointment
were issued on June 26.
BBuurreeaauuccrraatt ooff tthhee mmoonntthh
www.bureaucracytoday.com1166 JULY 2012 ◆ BUREAUCRACY TODAY
The excise revenue is collected by levying excise duty
on items on the State List mainly alcohol and other
intoxicants used for consumption, or for manufactur-
ing medicinal and toilet preparations. The Excise Commis-
sioner, Dr Sanjay Mukherjee, says, “The State Excise
Department has a two-pronged role; to maximize its revenue
and to enforce law regarding revenue generating matters. In
2011-12, we collected a total excise duty of Rs. 8,601.85 crore,
which is more than Rs. 2,800 crore over the previous year’s
target of Rs. 5,800 crore, a jump of over 48%. This is the
highest rise ever in the history of the department, both in
absolute and percentage terms. In the State Excise Depart-
ment my main aim was to take the revenue to unforeseen
heights. One feels happy when such challenges are met.”
Last year the department raised the duty on Country
Liquor by 46% and on Indian Made Foreign Liquor (IMFL)
and Beer by 33%. “It was assumed that the increased rates
would result in a corresponding rise in revenue. However,
in the months of April and May, sales plummeted by about
20%, and there was a spurt in cheaper liquor from neigh-
bouring States making its way into Maharashtra. Thus we
realized that checking this smuggling was the most impor-
tant thing for us to do. We carried out a heavy crackdown
on the liquor smuggling mafia in the rest of the year,”
opines Dr Mukherjee
He further says, “We ensured that no manufacturer took
out any goods without paying duty. In fact, criminal cases
were registered against two manufacturers who were
caught evading duty. In addition, we made a computerized
Excise Management System (EMS), which provided us with
a great deal of relevant information at our fingertips. This
enabled better monitoring, better economic intelligence
and hence greater revenue. We also paid a great deal of at-
tention in recovering all the pending dues. As a conse-
quence, the sales and revenue gradually picked up over the
year, and ultimately, the revenue registered a robust rise of
48%, a first in Maharashtra.”
The Department has recruited 305 Sub-Inspectors and In-
spectors by promotion to beef up its manpower. The Com-
missioner says, “Several posts of Deputy Superintendent
and Superintendent which had been lying vacant since long
were filled up. I must admit that the steps to strengthen our
manpower resulted in improved morale of our men and re-
sulted in better performance.”
An MBBS by profession Dr Mukherjee has played an im-
portant role in commencing various important projects in
The Maharashtra State Excise Department collected a record revenue of Rs.
8,601.85 crore in the financial year 2011-12. Its Commissioner, Dr. Sanjay
Mukherjee, IAS (RR:96), speaks to BBuurreeaauuccrraaccyy TTooddaayy on the rise in revenue
A doctor of record e
DR. SANJAY MUKHERJEE, IAS — EXECUTIVE PROFILE
● Supernumerary Assistant Collector, Thane (Sep.97 – Sep.98)
● Sub Divisional Officer, Dahanu, Dist. Thane (Sep 98 – Aug 99)
● Chief Executive Officer, Zilla Parishad and Chairman DRDA,Latur (Sep 99- Aug.01)
● Collector & District Magistrate, Jalgaon (Aug 01- June 03)
● Administrator, Jalgaon Municipal Corporation (Addl. charge from Mar 03 – June 03)
● Director, Textiles, Government of Maharashtra (June 03- June 05)
● Joint Managing Director, Maharashtra Airport Development Company (MADC) (Addl charge April 04 – June 05)
● Vice Chairman, Maharashtra Handloom Development Corporation, Nagpur ( Addl. charge from June 03- June 05)
● Addl. Municipal Commissioner, Nagpur Municipal Corporation, Nagpur (Addl. charge from July 03 – Dec. 03)
● Collector & District Magistrate, Nagpur ( May 05 – May 08)
● Chairman, Nagpur Improvement Trust ( June 08- June 11)
● Commissioner, State Excise, Maharashtra State, Mumbai (June 11 till date)
www.bureaucracytoday.comwww.bureaucracytoday.com JULY 2012JULY 2012 ◆ BUREAUCRACY TODAY 1177
rd excise revenueIn 2011-12, we collected a total
excise duty of Rs. 8,601.85 crore,
which is more than Rs. 2,800
crore over the previous year’s
target of Rs. 5,800 crore, a jump
of over 48%. This is the highest
rise ever in the history of the de-
partment
Maharashtra. It was during his tenure that the
GDP of Nagpur district had grown from 6% to
12.76%. He also has some challenging assignments
to his credit. He says, “I remember, as an SDM, I
had to decide against encroachment on forest land
by tribal people. It was a highly emotive issue,
both for the tribes and foresters who were on oppo-
site sides. As Collector of two major districts, I
had to deal with major issues of law and order,
water scarcity and natural calamities. I was once
posted as chief of a near defunct urban develop-
ment body, the Nagpur Improvement Trust. It had
an annual expenditure of Rs. 80 crore and an area
of 80 sq. km. But in three years, its budget swelled
to Rs. 450 crore. It became the largest planning au-
thority in the country with an area of over 3,500
sq. km, had a project profile of over Rs. 1000 crore
and also was implementing the Nagpur Metropol-
itan City and the Nagpur Metro Rail Projects.”
There are several projects in the pipeline
under his supervision including the massive au-
tomation and computerization project, namely
the Excise Management System (EMS). Dr
Mukherjee says, “This project aims to automate
the functioning of the department and use tech-
nology to replace many functions which require
the use of manpower. It also aims to use the avail-
able data intelligently (an Economic Intelligence
Unit) and also merge it with the systems of other
departments. Part of the project, namely a Man-
agement Information System (MIS), is already
rolled out. We hope to complete this project
within the next two years. Moreover, we are also
focussing on training our employees in criminal
investigation and prosecution. This year, we aim
at increasing our revenue by at least another Rs.
1,000 crore to Rs. 9,500 crore.” ■
www.bureaucracytoday.com1188 JULY 2012 ◆ BUREAUCRACY TODAY
CCoovveerr ssttoorryy
Nothing substantiates the bear-
ish sentiment in the manufac-
turing sector more than the
0.1% Index of Industrial Production
(IIP) in April 2012. The production rate
was almost zero. Euphemisms from the
Government cannot conceal the fact
that the manufacturing sector, which
employs the maximum number of Indi-
ans is going through a rough phase.
The GDP growth for the fourth quarter
of FY11 -12 was 5.3%.
Directly or indirectly, the manufac-
turing sector which registered a
growth rate of 3% last year is linked
with all other sectors and one prime
reason for arrested growth in this par-
ticular sector is a cause of concern for
The largest employing sector of India is craving for reforms. NMP 2011 and hopes
from the PMO are the only silver lining in the cloud. But well done is always better
than well said. AAbbhhiinnaavv TTrriivveeddii analyses the slowdown curve of the sector. He
speaks to industry leaders and experts in this context. AA ssppeecciiaall rreeppoorrtt
TTHHEE MMAANNUUFFAACCTTUURRIINNGG SSEECCTTOORR
MANUFACTURING:
NEERAJ KANWAR, Chairman, FICCI
Manufacturing Committee
Disgruntled kid of t
the players of the economy. The sector
presently contributes 16% to the Gross
Domestic Product (GDP) which is
much below its potential. In the previ-
ous year, its key sectors such as textiles
and chemicals registered a negative
rate of growth. The automobile sector
registered a flat growth in April 2012.
Though the manufacturing sector
prominently enjoys an FDI contribu-
tion from many countries, endless offi-
cial hurdles are blocking the
investment inflow and diminishing in-
vestor confidence.
The primary hurdle which the man-
ufacturers are facing is the lack of one-
window clearance for land allotment.
The manufacturers also feel that there
is no co-ordination amongst Govern-
ment departments. Cairn India’s KG
oil basin Block could not be given
clearance since the land allotted was a
part of a naval exercise zone. The
prime question here arises is why was
the land even bid out by the Govern-
ment? In most infrastructure projects,
a manufacturer buys land from the
Government but eventually keeps run-
ning from pillar to post to get clear-
ances. The Singur fiasco is an example.
The Tatas finally had to leave the
State of West Bengal citing protest by
farmers, led by then Opposition Leader
Mamata Banerjee. Analysts feel that the
Indian Land Acquisition Act dates back
to 1894, which is not in sync with the
contemporary social environment and
is impractical. The Land Bill, therefore,
has to be rethought so that it may be a
win-win process for the farmer, the Gov-
ernment and the manufacturer.
“The Government needs to take bold
decisions for economic reforms and
that too quickly. The decisions which
are in the domain of the executive and
do not require parliamentary approval
can be considered immediately”, says
Neeraj Kanwar, Chairman of the
FICCI Manufacturing Committee and
Managing Director of Apollo Tyres
Ltd. “The Land Acquisition Act will
further make it difficult for the indus-
try to acquire land. Companies are
now seriously looking at investing out-
side India as they find it easier and
faster to set up base in other Asian
countries”, he adds.
Getting environmental clearance is
second in the list of hurdles. The re-
cent scrapping of the POSCO green
clearance has only made it official.
The fate of the largest FDI of Rs.
52,000 crore has been hanging fire for
the last seven years. The clearance
once given by the then Environment
Minister, Jairam Ramesh, has been
suspended. The question is why was it
given in the first place when it still
had the scope of rejection?
Analysts feel that investors and
industrialists have no option but to
wonder on the tantalizing clearance
structure of our country. Indian
regulatory procedures are cumber-
some and tedious. On an average, a
manufacturing unit needs to com-
ply with nearly 70 laws and regula-
tions. In addition, the unit has to
file almost 100 returns a year
(Source: NMP document 2011).
Many manufacturers also opine that
huge interest rates and the deprecia-
tion of the rupee in the present sce-
nario are a big deterrent. The recent
decision by the Reserve Bank of India
(RBI) to keep the CRR and repo rates
unchanged has only added to the
worry of investors. The need to push
liquidity in the sector is inevitable. For
this the RBI needs to cut the interest
rate by another 100 basis points. Mar-
ket sentiment is such that tight mone-
tary policy coupled with a crippled
fiscal policy has made the overall eco-
nomic environment of India bleak.
The medium-sized enterprises which
rely on imports have a hard time. The
rupee has reached almost 58 per dollar.
The fiscal deficit for April and May
2012 was 1.73 trillion rupees (26% of
5.3
6.1
6.9
7.7
7.8
8.3
8.9
9.3
9.4
Percent Change
in Gross Domestic Product
IInnddiiaa GGDDPP GGrroowwtthh RRaattee
2200112222001111220011112200110022001100
of the Indian economy
5
6
7
8
9
1100
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TTHHEE MMAANNUUFFAACCTTUURRIINNGG SSEECCTTOORR
the full fiscal year 2012/13 target)
while the trade deficit stood at an
excess of $50 billion in the March
quarter. The two factors, along with
economic instability in Europe, have
led to a fall in Indian exports and
made the rupee deppreciate against
the dollar. Back home policy
paralysis vis- a-vis investments have
only aggravated the problem, with
capital borrowings and debts piling,
say the manufacturers.
At the receiving end are the SME en-
trepreneurs who are having a tough
time getting loans sanctioned for their
manufacturing projects. The role of
SMEs is significant in the sector. The
SMEs account for over 45 % of the man-
ufacturing output and over 59 million
jobs in 26 million units (Source: NMP
document 2011). The sector is an em-
ployment provider to many under-
skilled, skilled, semiskilled workers,
and ITI diploma holders. But the con-
temporary policy ecosystem acts as a
deterrent for many young entrepre-
neurs. “The Government of India has
been talking about simplification of
labour laws applicable to MSMEs for
decades, but is not acting on its assur-
ance due to political compulsions. Such
delays will not help the Indian econ-
omy”, says Jugal Kishore, Chairman,
Indian Industries Association (IIA).
Although the defence sector is not af-
fected by these fluctuations, the pro-
curement of defence equipment is
dependent on the manufacturing sector.
India is the largest importer of defence
equipment in the world and industry as-
sociations are not happy about it. A sen-
ior official at the Confederation of
Indian Industry (CII) says, “India’s
manufacturing capabilities have not
been put to use appropriately, especially
in the private sector. Policy is not imple-
mented in the right spirit, and there is a
very low spending in Research and De-
velopment (R&D). Private sector partic-
ipation should increase in the
procurement of defence equipment. We
have not been able to develop a strong
manufacturing base, while countries
like Turkey with low defence require-
ments have developed a strong base
with exports worth $700 million”.
NNIIMMZZss:: GGAAMMEE CCHHAANNGGEERR
OORR AA LLIIAABBIILLIITTYY??
The Government decided to act out of
policy paralysis. In October 2011 the
Cabinet cleared the national manufac-
turing policy (NMP). Although the pol-
icy has ambitious plans, time will only
determine the outcome. The NMP
aims to make India a manufacturing
hub, benchmarked against other
Asian economies. On the lines of Spe-
cial Economic Zones (SEZs), National
Investment and Manufacturing Zones
(NIMZs) will be set up to enhance the
manufacturing process, provide em-
ployment, and boost investor senti-
ment in the country. The NIMZs will
be green townships and will be bench-
marked against the best manufactur-
ing hubs in the world. The national
manufacturing policy envisages a Pub-
lic- Private Partnership (PPP) model,
CCoovveerr ssttoorryy
JUGAL KISHORE, Chairman, Indian
Industries Association
● Increasing manufacturing sec-
tor growth to 12-14% over the
medium term to make it engine
of growth for the economy.
● Enhancing the share of man-
ufacturing sector in the GDP
to 25% by the year 2022.
● Increasing the job creation in
manufacturing to have 100
million additional jobs by
2022.
● Increasing domestic value ad-
dition and technological
depth in manufacturing.
● Increasing global competitive-
ness of Indian manufacturing
through appropriate policy
support.
● Ensuring sustainability of
growth particularly with re-
gard to environment.
Objectives of National Invest-
ment and Manufacturing Zones
(NIMZs) as per National manu-
facturing policy 2011.
Source: Planning Commission
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 2211
Neeraj Kanwar, Chairman, FICCI Manu-
facturing Committee and Managing
Director of Apollo Tyres Ltd, speaks
exclusively to Bureaucracy Today on
the pros and cons of the problems facing
the manufacturing sector. Here is the full
text of the interview.
What is your take on the present
state of the manufacturing sector?
We are passing through tough times
in manufacturing. Last year the
growth of manufacturing was 3% -- the
lowest in seven years. In April 2012 the
sector barely managed to grow at 0.1%.
There are important sectors like the
textiles, chemicals and apparels that
registered negative growth last year.
Automobiles too registered flat growth
in April 2012. This is a worrisome
trend. We require a consolidated policy
push to bring the sector to normal lev-
els of growth, especially since this is
the largest employer in India and has
significant impact on overall GDP
growth and the health of the Indian
economy. The companies are now seri-
ously looking at investing outside
India as they find it easier and faster to
set up base in other Asian countries.
What steps you think need to be
taken to boost liquidity and de-
mand in the sector?
Interest rates are a huge deterrent.
They are at their highest levels and
are having an impact on both ends
with companies remaining cautious
on investments and consumers delay-
ing purchase. With little leeway on
the fiscal side, there is a need to
relook at our monetary policy to
strike a balance between growth and
inflation. The tight monetary policy
is not going to be very effective in
view of the supply side bottlenecks
which are giving rise to the inflation.
The RBI needs to cut interest rates by
at least another 100 basis points im-
mediately so as to arrest the fall in in-
vestments. At the same time the
Government should desist itself from
further doles to reduce fiscal deficit
and not to crowd out investments for
the private sector. Infrastructure de-
velopment – from roads to power and
education -- are also critical to boost
demand but for that we need to pro-
vide adequate financing for the sec-
tor which looks difficult in the
current environment.
Do you think the Government is
doing enough to boost the investor
sentiment (FDI) in the sector?
We have gone through a long period
of policy paralysis! The Government
needs to take bold decisions for re-
forms and that too quickly. The deci-
sions which are in the domain of the
Special Purpose Vehicles (SPVs), and
Government coordination at the State
and Central levels. As per the draft, these
zones will have at least 5,000 hectares of
land each. Units in these zones will enjoy
single - window clearance, a liberal exit
policy, incentives including exemptions
from capital gains tax, and incentives for
green manufacturing and technology ac-
quisitions.
The land in the zone will be selected by
the State Government and the cost of re-
settlement of the owners of the acquired
land will be borne by the State Govern-
ment. Land to the manufacturing indus-
try will be provided on a land cost plus
development charge basis with the option
of payment in instalments. The policy ex-
plicitly highlights the shortcomings and
challenges which the manufacturers face.
The SMEs have been given a separate sec-
tion in the draft of the policy. The Na-
tional Skill Development Corporation
(NSDC), Directorate General of Employ-
ment and Training (DGET) and Depart-
ment of Industrial Policy and Promotion
(DIPP) will together play a crucial role in
skill development in the region through
the PPP model.
But India Inc is cautiously optimistic.
Analysts say that China sustained 14%
growth for 30 years in order to increase
its manufacturing share in the GDP to
25%. Whether India with its complicated
political and social environment will be
able to achieve that in 10 years or not is a
point to ponder. Another ironical objec-
tive is technical upgradation and simul-
taneous creation of jobs. With technical
upliftment and more machines in use,
there would be less dependence on man-
power. Currently the manufacturing sec-
tor employs 17 million people. Increasing
the number by 100 million in 10 years is
almost impossible. How will the NIMZs
be coping with both the objectives simul-
taneously is an important factor. Also
there is a need to avoid the SEZ kind of
chaos by giving permission in excess of
such zones. Some analysts even find am-
bitions of the zones unrealistic. Achiev-
ing a 25% share in 10 years will mean a
15-16% constant growth every year,
which looks gloomy citing the current
economic environment.
Kanwar opines, “The share would be
difficult to achieve if growth continues
at current levels and is matched by pol-
Executive and do not require Parlia-
mentary approval can be considered im-
mediately. Setting up of Investment
Tracking Mechanism is one such step
in the recent past. But this needs to be
much more than just the monitoring
mechanism.
What are your views on setting upNa-
tional Investment and Manufactur-
ing Zones (NIMZs) and the ambitious
Government plans to achieve a 25%
GDP contribution from the manufac-
turing sector?
TheGovernment has set the target of
achieving a 25% share in the GDP by
2025 under the NationalManufacturing
Policy. This share would be difficult to
achieve if growth continues at current
levels and ismatched by policy inaction.
Industrial zones like the NMIZ are an
important instrument to achieve this
target. State Governments need to come
forward to build such zones as there is
immense potential in various States to
tap such an instrument. However, there
is a need to focus on other important as-
pects which impinge on the growth of
the sector like skills and land. Both are
today difficult to acquire. The current
Land Bill will further make it difficult
for industry to acquire land.
With the Index of Industrial Pro-
duction down to 0.1% where do you
think India Inc is headed?
A lot would depend on the Central
Bank’s monetary policy, the exchange
rate and reforms in other sectors and
in particular on the fiscal front. At
the moment things don’t look too
good, especially given the downturn
already apparent in the global econ-
omy, led by Europe. This in turn puts
a dampener on Indian exports, re-
stricting further growth.
What would you like to suggest to
Indian policymakers/ India Inc?
The downgrading of India’s sovereign
ratings has further affected our image.
It is time to act, and act swiftly, in a holis-
tic manner to avoid a deeper trough. In-
dustry should be seen as a partner in
growth and development. Most impor-
tantly, there is a need to create a con-
ducive environment to boost investor
sentiment through a transparent and
stable policy regime. A few big-ticket an-
nouncements would also go a long way
in improving business sentiment.
www.bureaucracytoday.com2222 JULY 2012 ◆ BUREAUCRACY TODAY
CCoovveerr ssttoorryy TTHHEE MMAANNUUFFAACCTTUURRIINNGG SSEECCTTOORR
icy inaction. Industrial Zones like
NIMZ are an important instrument
to achieve this target. However, there
is a need to focus on other important
aspects which impinge on the growth
of the sector like skills and land.
Both are today difficult to acquire.
The Land Bill will further make it dif-
ficult for the industry to acquire
land”. Jugal Kishore adds, “The de-
velopment of NIMZs is a welcome
step. NIMZs will be helpful only if
minimum 30% land is earmarked for
setting up SMEs. However, the Gov-
ernment must ensure that it does not
render outside industries uncompet-
itive. If the Government is providing
world class supporting infrastruc-
ture, liberalized labour and environ-
mental norms within NIMZs why
should it not provide these things in
other thousands of industrial areas
in the country”?
Some analysts also opine that the
fiscal benefits and incentives should
be left for the units. There might be
many units which would be willing to
stay close to the market and not set
up plants in the zones. Incentives
might not always be the puller. Hence
the Government should also think
out of the purview of the NIMZs.
FFRROOMM PPAARRAALLYYSSIISS TTOO AACCTTIIOONNThe recent downgrading of the
economy by two international rating
agencies has dented India’s image as
an attractive investment destina-
tion. Of late the RBI, in the name of
liquidity booster has also increased
the External Commercial Borrowing
limit to $30 billion for manufactur-
ing and infrastructure firms. The
step has opened options for borrow-
ing money but has brought no relief
to markets. Industrialists opine that
the fiscal policy of the Government
and the monetary policy of the cen-
tral bank should aim to infuse liq-
uidity into the system. The latest
monetary policy left the manufactur-
ers disappointed where the key rates
were kept unchanged.
“The RBI should cut interest rates
by another 100 points immediately, so
as to arrest the fall in investments.
There is a need to create conducive en-
vironment to boost investor sentiment
through a transparent and stable pol-
icy regime. At the same time the Gov-
ernment should desist itself from
further doles to reduce the fiscal deficit
and not to crowd out investments for
the private sector. Infrastructure devel-
opment from roads to power and edu-
cation are also critical to boost demand
but for that we need to provide ade-
quate financing for the sector, which
looks difficult in the current environ-
ment”, says Neeraj Kanwar. He further
adds that “a few big-ticket announce-
ments would also go a long way in im-
proving business sentiment”.
In May this year, news agency PTI
Indian Rupee against the Dollar
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CCoovveerr ssttoorryy TTHHEE MMAANNUUFFAACCTTUURRIINNGG SSEECCTTOORR
quoted a senior Road Ministry official
as saying that 16 projects worth Rs.
15,000 crore were held up due to diffi-
culties in acquiring land. The Cairn
KG block is the leading example in this
context. The issue of such deplorable
experience of many firms in getting
clearance, which in some cases has
taken an exponential amount of time,
has been meticulously taken up by the
PMO. Sources say that the plan, which
has full support from the Prime Minis-
ter, would be executed soon.
Under the plan, any project to be bid
in a thermal, chemical or any other
manufacturing process will be housed
in with an SPV, whose job will be to get
all the clearances before bidding the
project. The all-clear project will then
be bid, and the winning manufac-
turer’s job will only be to build the
plant. If successfully implemented, the
chances of on time completion of
many pending and prospective proj-
ects will be high. The government has
done this before in case of ultra mega
power projects (UMPPs). But whether
its implementation can be extended to
others sectors or not, could be only an-
swered in the time to come.
TTHHEE RROOAADD AAHHEEAADDSo where is the Indian manufacturing
sector headed to? “A lot would depend
on an effective monetary and fiscal pol-
icy, a comfortable exchange rate, and
reforms in other sectors. We have gone
through a long period of policy paraly-
sis! The Government needs to take
bold decisions for reforms and that too
quickly. Setting-up of Investment
Tracking Mechanism is one such step
in the recent past. But this needs to be
much more than just a monitoring
mechanism. Things look gloomy at
this juncture, especially given the
downturn already apparent in the
global economy, led by Europe. Conse-
quently, Indian exports are choked”,
concludes Kanwar. Bold reforms will
therefore be welcomed by the industry
which is crying over policy paralysis
at the government’s end.
On the SME front, there has been some
agility shown. “One of the significant
and historic developments during 2011
was the Union Cabinet nod for 20% pub-
lic procurement from medium, small,
and micro enterprises (MSMEs)”, says
Kishore. “The policy makers must ana-
lyze the causes for the stagnation of the
manufacturing sector during the past 30
years in consultation with industry asso-
ciations at the grassroots level, and not
only with a few mighty ones. Once the
real cause of the problem is correctly di-
agnosed, the Government will be able to
find the correct solution”, he adds.
With shrinking growth and diminish-
ing investor confidence, the spirit of
India Inc is at an all- time low. Industry
leaders are shouting and craving for pol-
icy reforms. It is time for the policy mak-
ers and the Government to make industry
a partner in growth and development,
and not create hurdles in its path by de-
veloping a policy paralysis ecosystem. ■
abhinav.trivedi
@bureaucracytoday.com
GGuueesstt ccoolluummnn
My long association with the Centre on Inte-
grated Rural Development for Asia and the
Pacific (CIRDAP) as Director (Training) pro-
vided me an opportunity to extensively peep into the
development scenario of CIRDAP member countries.
Indonesia was one of the member countries and in-
spired me with its unique approach to rural develop-
ment. It is one country where instead of the Ministry
of Rural Development, they have the Directorate Gen-
eral of Community and Village Empowerment and that
too under the Ministry of Home. Indonesia has a pop-
ulation of 241.60 million (2007) out of which 45% consti-
tute the rural population. Indonesian territory is
divided into 33 provinces.
I still remember my two interesting experiences
which are worth sharing.
The welfare of the peasantry in general and that of
the Javanese peasants in particular (who form 55 per-
cent of the country’s total population), was a major
challenge for Indonesian development. The opera-
tional methodology included the mechanisms of UDKP
(Unit for Coordinating Development Activities) and
PDP (Provincial Area Development Programmes).
Under the UDKP, all the villages of the country were
classified, based on their levels of development, into
three categories: Desa Swadaya or traditional village,
Desa Swakarya or transitional village and Desa
Swasembada or modern village. The classification
was based on seven criteria of which a village gets one,
two or three points according to its situation. These
comprise (1) source of income, (2) village output or
yield, (3) degree of adherence to customs or tradition,
(4) village institutions, (5) levels of education, (6) mu-
tual help and (7) village infrastructure. Villages having
a score of 7-10 are classified as traditional, 12-16 as tran-
sitional and 17-21 as modern. It had developed healthy
competition among the villages to move up on the lad-
der. Even casual disclosure of the village classification
seemed to act as a spur, an urge, for upward mobility.
Secondly, while on a field visit we stayed overnight at
a village near Jakarta, which was predominantly Mus-
lim inhabited. At night, I heard loud sounds of bells at
about 9 p.m., resembling the ones we hear usually in
Hindu temples in India. Out of curiosity, I asked as to
whether the bells were from Hindu temples, and as I
learned the answer was ‘No’. I was amazed to know that
the bells were meant to remind productive young couples
not to forget taking pills for birth control. It is indeed a
unique way to control population, and such an encour-
agement can be a productive resolution for many coun-
tries facing over-sized population. ■
My Indonesian experienceBy Prof. M. ASLAM
Prof. M. Aslam is the Vice-Chancellor of
Indira Gandhi National Open University, New
Delhi. The views of the author are personal.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 2255
www.bureaucracytoday.com2266 JULY 2012 ◆ BUREAUCRACY TODAY
IInntteerrvviieeww
Rawat is heading the DPE, the nodal agency for 246 State-
run firms in the country. Hence one can easily sense con-
scientiousness in him. An IAS officer who has served in
various important ministries wants to transform the image of
the PSUs in the country. Excerpts from the interview.
In a recent directive, the Finance Ministry has asked cash-
rich public sector units to invest their superfluous capital
rather than sitting on thousands of crores of rupees at a
time when India’s industrial output has declined and the
Government is unable to plug a fiscal hole. The DPE Secre-
tary says, “We have strongly shoved the CPSEs to consider
the option of buying back their shares from the Govern-
ment. This step has been taken to boost disinvestment tar-
gets of 2012-13. These guidelines are in place and various
CPSEs are following them”. Last year the disinvestment tar-
get could not be met. This year what are the possibilities?
Rawat replies, “Actually this question should be put to the
Secretary (Disinvestment). He can better explain the con-
straints and obstructions responsible for not achieving the
target and what does he anticipate for this year.”
The national media reported about the Government’s plan
to sell the stakes of 75 PSUs to international companies. The
DPE Secretary says, “I am not aware of such a move but I
don’t see any rational reason behind this. You cannot sell the
stakes to international companies. You have to go through
the process of disinvestment in a sort of legitimate manner.
So I don’t think it is correct to say that the stakes of these 75
PSUs would be sold to international companies.”
SSLLPPEESS FFOORR NNOORRTTHH--EEAASSTT SSTTAATTEESS The DPE Secretary recently met representatives of the
North-East States and stressed the setting up of SLPEs in the
region. Sharing details of the meeting, Rawat says, “This
year we inaugurated a scheme called Capacity Building of
the executives of State level Public Enterprises (SLPEs). Si-
multaneously we brought out a State level public enterprises
survey. As per the survey results, 95 percent of the PSUs are
only in 10 States like Gujarat, Maharashtra, Andhra
Pradesh, Tamil Nadu, Karnataka and Punjab and all these
States are developed. So one can easily say that if a State
Government invests in PSEs it will give rise to employment
and economic growth .Most importantly, it will support the
overall development effort. The Northeast States have very
little investment in PSEs. This region has a good potential
and talent but because of the inapproachability these poten-
tial and opportunities are not getting tapped. Even private
players are not willing to invest in the N-E. Thus I feel that
the North-East State governments should create new public
enterprises in those sectors where private companies have
been shying away from investing. The SLPEs should be set
up in potentially good areas which will help boost their de-
velopment efforts and will also generate employment.”
SSHHOORRTTAAGGEE OOFF IINNDDEEPPEENNDDEENNTT DDIIRREECCTTOORRSSThe shortage of Independent Directors is another problem
faced by most of the PSUs in the country. Rawat opines; “We
have expedited the process of selecting Independent Direc-
tors and recently most of the recommendations of the
Search Committee were sent to administrative ministries
and we are reviewing the matter with the concerned min-
istries continuously. Recently in a span of 10-15 days 20-25 In-
dependent Directors were appointed.” Questioned about the
percentage of shortage of Independent Directors, the DPE
Secretary says, “Right now we have a shortage of about 20
percent and out of that 11 percent recommendations have
been done and are at various stages of AICC approval.”
SSTTRREEAAMMLLIINNIINNGG SSIICCKK PPSSUUSS
A recommendation has been made by the Board for Recon-
struction of Public Sector Enterprises (BRPSE) for increas-
ing the retirement age of employees of loss-making PSEs.
Rawat says, “The DPE has formulated a policy for increasing
the superannuation age from 58 years to 60 years for employ-
ees of sick CPSEs. We had an interministerial meeting. The
final draft has been made on this issue and this is going to
the Cabinet for its approval.” But is there another issue
about the pay packages of these sick PSUs most of which are
following the pay scales of 1992? He replies, “There are even
some PSEs which are following the pre-1992 pay scales. So in
order to have uniformity in the pay scales we have decided to
bring them to the 1997 level. It is just a matter of few weeks
when the revised pay scales would be regularized.”
MMIINNIISSTTEERR’’SS MMEEEETTIINNGG WWIITTHH CCMMDDSS
Heavy Industries Minister Praful Patel called a meeting of
all the CMDs of Maharatna and Navratna PSUs for their sug-
gestions and changes required in the present system of work-
ing for the PSUs. “We have constituted a working group and
based on the suggestions given by the CMDs we will bring re-
forms in our MoU system and DPE guidelines so that they
may become friendlier for the CPSEs. Major reforms in the
MoU system are expected in the coming days,” says Rawat.”■
Department of Public Enterprises Secretary OP Rawat, IAS(MP:77), in a brief
conversation with BBuurreeaauuccrraaccyy TTooddaayy speaks on various issues gyrating around
public sector undertakings and an awaited major reform in the MoU system.
BT EXCLUSIVE
Major reforms in MoU system soon-
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 2277
OP RAWAT, Secretary, DPE
©Image:Bureaucracy Today
n- DPE Secy
UUPP PPoolliiccee hheerrooeess
Demonstrating administrative ef-
ficiency in policing with sensi-
tivity and commitment to the
people of the State is my agenda in the
nutshell.” This is how DGP AC Sharma,
an IPS officer of the 1977 batch, spelt out
his task when he assumed the reins of
the UP Police, the largest civilian armed
force under the single command in the
world! With more than two lakh police-
men serving the people of UP in various
fields and functions, the span and depth
of command throws up a gamut of orga-
nizational and interfacial challenges
that make the task a daunting one. But
with a few quick initiatives, Sharma has
clearly begun translating his intent into
reality.
Sharma says, “It is futile to expect
commitment to organizational goals
from my men unless you enable them
to deliver. This belief encompasses a
hoard of human and other resource
management issues which we have
started addressing.” He pioneered the
most transparent user-friendly web-
based transfer system facilitating po-
lice constables to upload applications
seeking transfers to places of their
choice. “More than 35,000 constables se-
cured postings in the places of their
choice in the fairest possible manner
and soon this system will be made
available to other ranks as well. This
single initiative is certainly a great en-
abler, boosting the general morale of
the force. Many such initiatives to en-
sure what is due to every employee are
being taken up. The budgetary plan-
ning and resource allocations are being
given a fresh look to align the material
resources with the organizational goals
keeping in mind the changing crime
patterns and expected, appropriate po-
lice response harnessing technological
advancements,” adds the DGP
The ‘crime figures’ are the two fear-
some words in a policeman’s diction-
ary. The numbers game is often a cause
of inadequate police response to public
expectations. To eliminate the diver-
gence between crime numbers and the
public perception of the crime situa-
tion, DGP Sharma has issued clear in-
www.bureaucracytoday.com2288 JULY 2012 ◆ BUREAUCRACY TODAY
DGP AC SHARMA, IPS
Director General of Police AC Sharma’s mission foretells the emergence of a new
exemplary officers to BBuurreeaauuccrraaccyy TTooddaayy. This month BBTT features five super cops
The five heroes o
Recently transferred as Inspector General of Police,
Bareilly, DS Chauhan has been working incessantly
to bring about good governance and for curbing
crime in the district. Chauhan says, “We are using human
intelligence and technology to tackle crime in the Bareilly
Zone. This has yielded good results. Heinous crimes like
murder, dacoity, loot and kidnapping for ransom have
shown a sharp decline.” Reciting on his most challenging
assignment, the IG says. “When I was working as Senior Su-
perintendent of Police, Noida, rampant crime and labour
unrest were troubling industries there. But by making fo-
cussed efforts and building a team of dedicated officers, law
and order was brought under control in the year 1998.”
Talking about the latest initiatives taken by him as IG,
Bareilly, Chauhan says, “We have adopted a zero toler-
ance policy towards crime against women, children and
elderly people which has yielded excellent results. More-
over, immediate arrests of the accused have instilled
confidence in these sections of society. Village visits
have been undertaken to maintain communal harmony
as this zone has a large minority population residing in
rural areas. Steps have been taken to ameliorate the dif-
ficulties of policemen in the Bareilly Zone. They have
been posted nearer their homes so as to provide a ten-
sion-free working atmosphere.”
citizens along with police officers. His
fresh ‘reach out to the masses’ move en-
visages every district to be on Face-
book seeking the pulse of the people to
further sharpen police responses and
share achievements.
Undoubtedly, along with intended re-
sults, these initiatives will also help im-
prove the public image of the police
but there are certain delinquent prac-
tices which need to be curbed firmly, he
believes. His resolve is amply demon-
strated by the news of apprehension of
certain policemen who were found to
be indulging in extortion of money
from truckers on highways, in a
statewide crackdown by the anticor-
ruption wing of the police.
The DGP has aptly acknowledged
the contribution of five heroes of the
UP police in fulfilling his mission and
goals. Bureaucracy Today profiles
each of the five officers recommended
by the UP DGP.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 2299
DDSS CChhaauuhhaann BBaattcchh:: IPS (UP: 88)
PPrreesseenntt aassssiiggnnmmeenntt:: IG, Bareilly
LLaasstt aassssiiggnnmmeenntt:: IG, Special Task Force
MMeeddaall wwoonn:: The Kathin Seva Medal, 1994, the Police Medal for Meritori-
ous Service, 2006, the Director General SSB’s Silver Disc, 2010, and the Di-
rector General SSB’s Golden Disc, 2011.
w phase of policing in Uttar Pradesh. Sharma recommends his five
ps from the most populous State of India.
structions stressing cent percent regis-
tration of crime. According to him, the
most effective strategy to make a dent
into the crime scenario is to take the
investigative mechanism to its logical
conclusion in the most professional
manner. His initiatives towards this
end include clear goal setting with a
harmony between responsibility and
accountability for all supervisory
ranks. “I expect them not just to moni-
tor the performance indicators re-
motely but be involved in daily policing
with body, mind and soul,” he says.
Though the traditional crime pre-
vention mechanisms have stood the
test of the time, there is an urgent need
to bring into the police net certain dis-
cords, within the family or in the
neighbourhood, which escape police
vigil and later result in bigger offences.
With this realization, he is institution-
alizing a mechanism in day-to-day
policing to gather intelligence about
such disputes and to resolve them am-
icably at a forum involving respectable
es of UP Police
The Superintendent of Police
(City), Noida, Yogesh Singh, is
alert 24X7. Noida being a sensi-
tive area Singh and his team have to be
always on their toes to attend to every
emergency call. He says, “It is not
wrong to say that my present assign-
ment is the difficult one as people in
Noida want spontaneous action. Their
aspirations are high and they want us
to solve their cases at a blink. Every in-
vestigation takes time andwe as a team
are trying our best to create a crime-
free atmosphere in Noida.”
To curb the increasing number of
crime cases in the high-tech city, numer-
ous initiatives have been taken. Singh
says, “We have initiated community
policing to improve public-police cooper-
ation. The grievance redressal system
started byus is yielding good results and
a number of cases have been solved. We
have installed CCTV cameras at vital lo-
cations in the city to keep a watch on
traffic violators and chain snatchers.
Constant monitoring is done to keep a
check on each and every criminal activ-
ity in the city.Moreover,wehave also de-
veloped a cell to dealwith cyber crime in
the city. Special focus is to keep a tab on
migrant labourers. We are providing
unique identity cards to people who
come to live inNoida andnearby areas.”
The SP and his team are laying spe-
cial emphasis on the security of senior
citizens. Yogesh Singh says, “Consider-
ing the increasing number of crime
cases against senior citizens in the
country, we have asked all RWAs to
hand over a list of all senior citizens liv-
ing in their respective sectors. Our offi-
cers personally visit apartments and
residential complexes to explain to peo-
ple and instruct them not to open their
doors to strangers. Furthermore teams
have been formed to keep vigilance on
parks in the earlymorning and evening
when these senior citizens come for
their walk. PCR vans have been de-
ployed in front of most of the com-
plexes in order to react immediately in
the case of emergency. This initiative
may sound petite but it has led to a de-
crease in crime against senior citizens.”
UUPP PPoolliiccee hheerrooeess
www.bureaucracytoday.com3300 JULY 2012 ◆ BUREAUCRACY TODAY
YYooggeesshh SSiinngghhBBaattcchh:: PPS (1988)
PPrreesseenntt aassssiiggnnmmeenntt:: SP (City), Noida
LLaasstt aassssiiggnnmmeenntt:: Additional SP, Police Academy
MMeeddaall wwoonn:: The President’s Police Medal for
Meritorious Service
DIG Amitabh Yash has worked as police
chief of the districts of Kanpur, Morad-
abad, Gautam Budh Nagar, Saharanpur,
Bulandshahr, Sitapur, Maharajganj, Jalaun and
Sant Kabir Nagar and also of the Special Task
Force. Yash is recognized in the police force for his
outstanding performance in anti-dacoity opera-
tions. He also excelled in anti-terror operations,
operations against organized criminals and other
specialized groups like narcotics smugglers, fake
currency operators and wildlife poaching rackets.
Leading a team of highly motivated and dedi-
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 3311
As Deputy SP, Special Task Force Arvind
Chaturvedi has some important task
ahead. He is leading a team which is suc-
cessfully operating and has controlled the crime
rate in UP. Its DSP, Arvind Chaturvedi, says, “The
STF has proved to be very successful in capturing
criminals in UP. Through our action plan and its
execution against disruptive elements we have
managed to control crime in the State. We have
taken the help of technology to improve the effi-
cacy of the STF. The speed of the STF to react to a
situation is its strength and hence efficient data re-
trieval systems have been developed for the STF.”
Irrespective of the STF’s efforts to curb crime in
UP, special measures are also being taken against
anti-social elements in the state. Chaturvedi says,
“The UP Police is very clear in its mandate to con-
duct impartial investigation and use scientific meth-
ods to preserve evidences during the course of
investigation and carry on effective prosecution pro-
ceedings at the time of trial.”
Chaturvedi has an interesting investigation to
share. He says. “In 2001, a three-and-a half-year-old
girl, Shifa, who was born and brought up in Dubai,
was kidnapped from Lucknow when she accompa-
nied her mother to visit her grandparents. Later
on, it was discovered that a domestic was involved
AAmmiittaabbhh YYaasshh BBaattcchh:: (IPS:96RR)
PPrreesseenntt aassssiiggnnmmeenntt:: DIG, Kanpur
LLaasstt aassssiiggnnmmeenntt:: DIG, Moradabad
MMeeddaall wwoonn:: The Police Medal for Gallantry, the Police Medal for
Meritorious Service, and the UP Chief Minister's Outstanding
Services Medal.
in the kidnapping and had taken
Shifa in the jungles near Shahja-
hanpur. After nerve-biting negotia-
tions for more than two weeks, her
parents were ready to pay Rs 25
lakh as ransom money in the vicin-
ity of the Puwanyan jungles. As
part of police planning, I drove the
victim's car to get access to the kid-
napper and a strong team followed
me. It was a real-time exchange of
money in lieu of the kidnapped
Shifa. As soon as we rescued Shifa,
we attacked the kidnappers and re-
covered the paid ransom and ar-
rested three of them. Shifa was in a
state of shock. It was the most grat-
ifying moment of my life to recover
the child and hand her over safe
and sound to her parents along
with the ransom money. It will not
be out of place to mention that I
was blessed with a girl child on
May, 22, 2001, the date of the kid-
napping, and I could not attend to
my wife and daughter for more
than a week. It makes this case
even more memorable to me.”
AArrvviinndd CChhaattuurrvveeddii BBaattcchh:: PPS (1991)
PPrreesseenntt aassssiiggnnmmeenntt:: Deputy SP, Special Task Force
LLaasstt aassssiiggnnmmeenntt:: Served in the UN Mission in Kosovo
MMeeddaall wwoonn:: Awarded the Police Medal for
Gallantry by the President of India in 2010.
UUPP PPoolliiccee hheerrooeess
www.bureaucracytoday.com3322 JULY 2012 ◆ BUREAUCRACY TODAY
cated policemen, Yash brought to an
end the reign of numerous dacoit
gangs of the Bundelkhand area. In
April 2007, Yash was chosen to lead
the Special Task Force of the Uttar
Pradesh Police, with the specific pur-
pose of containing the menace of
well- entrenched dacoit gangs which
had virtually ruled the Bundelkhand
area. Under his guidance parallel
task forces were formed for anti-kid-
napping operations, anti-terrorist op-
erations, action against organized
crime which included specialized
crimes like wildlife poaching syndi-
cates and international fake currency
and narcotic drug networks. In the
two and a half years that followed, the
Special Task Force had unprece-
dented success. It wiped out all the
gangs of Bundelkhand. Heavily
armed gangs which had nearly run a
parallel government for more than
three decades were obliterated using
an ingenuous technology and field
craft. The remarkable part of the op-
erations was that very small teams of
less than two dozen officers and men
were used for confronting armed
groups with 30 to 40 members.
The police officer also had tremen-
dous success in anti-terrorist opera-
tions. He busted many modules of
ISI- backed terrorist groups, includ-
ing the HUJI, LeT and JeM. Wildlife
poaching syndicates, narcotics and
fake currency operations were also
busted in large numbers. The unit
was also immensely successful in its
anti-kidnapping operations. These
were made possible by meticulous
team and capability building efforts
on the part of the officer and also
personal participation in the most
difficult operations.
Presently posted as Superintendent of Police,
Sonbhadra district, SC Dubey has been cred-
ited with cracking many high-profile cases.
Reminiscing his past experiences, Dubey says, “Dur-
ing the short stint of my career many adventurous
tasks and operations have been executed. During
my posting as SP, Shravasti, 40 hardcore forest mafia
members were identified and later arrested along
with their leader. They were booked under the Gang-
ster Act. The worth of seized forest wood was esti-
mated to be Rs 4 crore. As SP, Ramabai Nagar, I
arrested the Director of the UP Education Board
along with 12 other accused and an amount of Rs. 1
crore was allegedly recovered from him. The ac-
cused were arrested after various attempts which
were part of string operations launched by the po-
lice to expose the education mafia in UP.”
Describing his most challenging assignment, the
Sonbhadra SP says, “Operation Chakravyuha was
quite a challenging task, as it led to the arrest of
many Naxal leaders. We feared that casualties
might occur while challenging the group of hard-
core Naxals but it was the best planned co-ordina-
tion between the team members which resulted in
the arrest of three hardcore Naxal commanders.”
Dubey states that “umpteen steps have been taken
to curb the crime rate in UP. The receipt of a com-
plaint is being given to each complainant at every
level which depicts the transparency and enforcing
responsibility of in time completion of complaints
by the police. Community policing in the inner
parts of the districts is being done and social organ-
isations are also motivated to be active in curbing
SSuubbhhaasshh CChhaannddrraa DDuubbeeyy BBaattcchh:: IPS, (RR: 05)
PPrreesseenntt aassssiiggnnmmeenntt:: SP, Sonbhadra district
LLaasstt aassssiiggnnmmeenntt:: ASP, Lucknow
MMeeddaall wwoonn:: A commendation disk received from the
Director General of Police, UP.
all sorts of social crime.” Sev-
eral initiatives have been taken
by him for Sonbhadra. Dubey
says, “District Sonbhadra is
considered to be the threshold
of Naxalites and in order to
prevent anti-social elements
from entering the district, a po-
lice team along with the CRPF
is conducting special combing
operations on a regular basis
in border area places. The
same team is also organizing
community policing in the said
area to provide all necessary
articles to the deprived people.
The Village Defence Commit-
tee (VDC) is also recognized.
All ex-government employees
are the ex-officio members of
the VDC which includes spe-
cially the village youth. On
the whole the police and civil
administration are trying to
resolve socio-economic issues
concerning common people
so that Naxalism could be
abolished permanently from
the districts.” ■
shalini.singh
@bureaucracytoday.com
Please give us a brief overview of
the life insurance industry andwhat
growth potential do you see in FY
2012-13?
The Indian life insurance industry
faced one of the most challenging
yearsin 2011-12. The market environ-
ment was very tough with perseverant
inflation, a choppy stock market and a
volatile global economic situation. In
addition, regulatory changes continued
unabated with a consequent negative
impact on ability to execute margins.
The industry growth, however, declined
only marginally in 2011-12 as compared
to the year ago period. I would also like
to point out that a comparison of
growth in 2011-12 vis-à-Vis 2010-11might
not be fair since the industry was oper-
ating under the old ULIP regime until
September 2010. The operating environ-
ment since then has been very different.
As a company we won 39 awards in
2011-12 across various dimensions of
our business, including Best Company,
HR, Business Excellence, Technology,
Marketing and Finance.
The level of life insurance protection
in India, measured by a sum assured to
the GDP ratio, is about 55% of the GDP,
as against the developed market bench-
marks of 150-250%. There are chal-
lenges in the short term, but the
long-term prospects of the industry re-
main intact and are significantly posi-
tive. None of the drivers for a higher
penetration of insurance products have
gone away -- underpenetration, the lack
of a social net, low long- term savings, a
young population and so on.
Given all themacro-economic factors
and the general uncertainty, I would ex-
pect the growth of the life insurance in-
dustry to remain anaemic in FY12–13.
The numbers for April seem to further
confirm this fear. We expect our 2011-12
growth to sustain in 2012-13.
In spite of challenges, we registered a
maiden profit of Rs 271 crore in 2011-12,
recording a 13% growth in the total pre-
mium toRs 10,202 crore led by growth in
renewal and group premiums.
In view of the contemporary capital
needs, what is your stand on the FDI
cap in the insurance sector?
Capital needs in the life insurance in-
dustry are coming down, especially for
the larger players, as they have over the
years built a sufficient scale and thus
managed to create an operating model
where the back book can easily support
new business. The recent slowdown in
growth has also helped on account of
lower capital strain.
Many private players, however, have
accumulated losses sitting on their
books. Insurance is a long-term busi-
ness and the breakeven takes a decade
or so. And India is still a hugely under-
insured country. Insurance is a vital
service in a growing economy that helps
in calibrated risk taken by individuals
and enterprises. But we still have huge
swathes of uninsured or underinsured
people across the country. It takes capi-
tal to reach them, educate them and de-
sign innovate products and services.
This capital isn’t easy to generate any-
more from domestic sources, especially
when you consider the accumulated
losses that the industry has made.
We need foreign capital and we need
long-term capital to unleash a second
wave of insurance distribution to the
underrepresented sections of society.
Foreign capital would also come with
deeper expertise in products, better
underwriting skills and superior tech-
nology transfer to India. Also, from a
short-term perspective, at a time when
there is a net outflow of capital from
the country, a positive move of in-
creasing foreign direct investment
(FDI) will help reverse the flow and
improve sentiments. Yes, the relax-
ation of FDI can bring in significant
advantages to the people of this coun-
try. But I do not see the FDI cap relax-
ation happening in a hurry.
says Amitabh Chaudhary, CEO of HDFC Life, in
an exclusive chat with BBuurreeaauuccrraaccyy TTooddaayy.
What challenges do you see coming
ahead, from a life insurance indus-
try perspective?
Cost efficiency and productivity: Insur-
ers will have to focus on reducing fixed
costs, increasing sales productivity and
capital efficiencies. This also means it
will become difficult for smaller and
newer players to build a wide and deep
distribution network. Moreover, in-
creased pressure on profit margins
would mean that smaller insurers may
opt for a change in ownership. This will
give bigger players more opportunities
to gain a market share. In the long term,
“Life insurance industry will be polarize
PARAMETERS FY 2010-11
Total premium Income
(` in crore)9,004
Renewal premium
income (` in crore)4,924
Operating
expenses ratio16.0%
Market share
in percentage12.9%
Assets under manage-
ment (` in crore)26,498
CCoorrppoorraattee wwaattcchh
AMITABH CHAUDHARY , CEO ,HDFC Life, receiving
Deputy Chairman, Planning Commission. Also seen in
www.bureaucracytoday.com3344 JULY 2012 ◆ BUREAUCRACY TODAY
the life insurance industry will be more
polarized towards the top five big play-
ers. These set of players will dominate
the market along with their effort on
building efficient distribution channels,
a competitive cost structure, customized
products targeting specific segments,
and an emerging mode of distributing
insurance to build a long-term sustain-
able business.
Renewal income and persistency:
Both are the key drivers for ensuring
the quality of business that is being un-
derwritten.This means that insurers
will have to continue to focus on inter-
acting with customers more, educate
them on benefits of insurance products,
and need-based selling to draw more
customers into this industry.
Fund performance: Maintaining a
competitive fund performance will be
another key focus area. Since cus-
tomer preference will be skewed to-
wards stable and safe investment
instruments in view of the uncertain
external environment, attracting cus-
tomers towards investment-cum-
protection products will remain
challenging. The product proposition
of players will be around the long term
with a higher element of protection.
Customer service: Last but not the
least customer service will become
more crucial than before for ensuring a
profitable business. Service standards,
need-based selling, and customer reten-
tions will become key differentiators.
Apart from all the above, the implica-
tions and implementation roadmap of
the proposed Direct Tax Code (DTC) will
be a key challenge.
What do you think about low cus-
tomer awareness in the life insur-
ance sector? Any steps your
company took to curtail this gap?
Consumer awareness is definitely
an area of concern. At HDFC Life, we
have taken several significant steps to
ensure that customers understand
their products well and make the right
product choice.
We have rolled out ‘Most Important
Document (MID),’ a one-page question-
naire on HDFC Life’s key product fea-
tures to be mandatorily filled by
customers in full and signed across, ac-
knowledging full understanding of the
product features at the time of filling up
proposal forms. The rollout of MID is a
proactive initiative from HDFC Life to
ensure that customers understand prod-
ucts well before making a decision to
purchase it.
We have launched a financial plan-
ning tool in collaboration with Credit
Rating Information and Services of
India Limited (CRISIL) to offer compre-
hensive and scientific financial advice
to customers. It empowers customers to
get a clear roadmap of their financial
future. In other words, it outlines need-
based selling through a scientific ap-
proach that leads to a right financial
plan with clear financial objectives.
Customers understand their risk pro-
file, financial position, goals and needs,
and the subsequent asset allocations, in-
cluding insurance.
We have also introduced a 30-day free
look-in as we know that customers may
need time to comprehend the products
they have purchased. We have recently
introduced a pre login call in some
channels to ensure that we walk cus-
tomers through every aspect of the pro-
posed policy before we issue the
document. These calls are recorded for
future reference. We are extremely con-
scious of these issues and will continue
to take additional steps to drive con-
sumer awareness.
What are the new scheme plans that
give HDFC Life a unique proposition
from its core competitors?
HDFC Life’s product portfolio com-
prises solutions, which meet various
customer needs such as protection,
pension, savings, investment and
health. Customers have the added ad-
vantage of customizing the plans, by
adding optional benefits called “rid-
ers”, at a nominal price. Currently we
have 25 retail and nine group products
in our portfolio, along with 10 op-
tional riders catering to the savings,
investment, protection and retirement
needs of customers.
We have one of the best online term in-
surance products in the market in terms
of premium rate and service standards.
We already have a portfolio of nine prod-
ucts available on our online platform.
Unlike other insurance companies, we
haven't restricted the online platform to
just a term plan. The online product
portfolio has a healthy mix of protection,
savings/investments and child plans.
These have been exclusively customized
for Online platform. In future, all new
product introductions will be available
on our online platform as well. ■
rized towards top five players in future”
FY 2010-11 FY 2011-12 % Change
10,202 + 13%
6,345 + 29%
11.5% - 4.5%
15.5% + 2.6%
32,254 + 21.7%
g an award from MONTEK SINGH AHLUWALIA,
in the picture is AKSHAY RAHEJA of Outlook group.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 3355
As the civic marble of the national Capital, the familiar MCD is no longer a si
Corporation. BBuurreeaauuccrraaccyy TTooddaayy speaks to the Mayor and the Commissioner of
chords, with many challenges to beat.
The East Delhi Municipal Corporation covers the
smallest region after the trifurcation. With just 16%
of land area, the EDMC has one-third of Delhi’s pop-
ulation. East Delhi faces a major challenge to match the civic
infrastructure-to-people ratio. The Corporation of the most
densely populated municipal region of the Capital is set to
transform the area.
EDMC Mayor Annapurna Mishra says that the trifurcation
was greatly required which will “give this region of the Cap-
ital a much-needed concern”. She is happy that the decision
was taken but the “slowness of the process” due to such a re-
cent change may gear down the pace. Mishra “urges the Gov-
ernment to increase the budget” for the East Delhi Municipal
Corporation, for the “amount allocated is very low consider-
ing the status of the civic structure of the area”. The East
area, like the rest of Delhi, has specific challenges of its own
and to combat them a bigger budget is the basic requisite.
Sanitation, water and parking are the biggest challenges
on her agenda. She believes that the confiscation of illegal
parkings and encroachments will pave the way for a new in-
come for the EDMC. The re-tendering will also help in addi-
tional monetary generation. “Once the budget is set in place,
it will give ample opportunity to us to work in full force”, says
the Mayor. Since the monsoon is on its way, seemingly small
tasks like gutter cleaning become very important. Thus even
the smallest of the daily tasks are highly central. She says
with the North and South Delhi areas, East Delhi is not in the
same league. “There cannot be any comparison”. “I aim to
make the East Delhi Municipal Corporation an ideal Nagar
Nigam,” says the EDMC Mayor, as she signs off.
East Delhi Municipal Corporation Commissioner Sajjan
Singh Yadav is a 1995 batch IAS officer. He believes in effi-
cient work culture as he firmly tells a colleague to adhere to
efficient service, for “I may not be lenient anymore”. As the
SSttaattee WWaattcchh DDeellhhii
www.bureaucracytoday.com3366 JULY 2012 ◆ BUREAUCRACY TODAY
ANNAPURNA MISHRA,Mayor, East Delhi Municipal Corporation
Slums in the interior parts of East Delhi
East Delhi gears up for M
si ngle body. The trifurcated MCD is now North, East and South Delhi Municipal
of the EDMC as the trifurcated division and ambitious planning strike scores of
first Commissioner of the EDMC, Yadav finds it encouraging
and difficult at the same time. It’s his first posting in the Cap-
ital’s municipal structure, and he is keen as well as thorough
with matters pertaining to the civic amenities of the coun-
try’s largest metropolis.
The main challenge to the EDMC is that of “Sanitation”,
says Yadav as he points out that the area has a “daily disposal
of 1,500 metric tonnes of garbage”. Garbage collection and its
disposal have been a major issue in the city. The Ghazipur
landfill site is under renovation and an automated garbage
processing plant will start working in the next two months.
The plant will carry “waste to an energy plant and the com-
bustible waste will feed a 12MW power plant”. “The waste seg-
regation will be in plastic, glass, metal and combustible
material” which will be “further processed to match the sell-
ing and retailing” of final products, he says. The other issues
which concern him are “greenery and afforestation of the
area, its development as part of the infrastructure and rev-
enue collection”. He says the southern part of the East Delhi
municipal area is much better planned with many posh
colonies like Mayur Vihar and Nirman Vihar as compared to
the North which constitutes many urban villages.
“In the given circumstances, in-situ development with least
disturbance is being promoted,” says the AGMUT cadre IAS
officer. The Municipal Corporation is only responsible for
roads less than 60 feet in width. The “maintenance of 40 feet
roads, street roads, drainage, community infrastructure,
schools and dispensaries is constant work” of the EDMC, side
by side “improving” the civic sense of people through “public
promotions, propagating change to better corporation-people
management and land redevelopment”. These are “some of
the focal points which need to be immediately expedited”, he
says. Yadav firmly believes in changing the “psyche of the
people towards East Delhi” as the jamuna par clutter. He aims
at improving the civic infrastructure by way of people and
corporation involvement and coordination.
Post-trifurcation, with the new allocation of staff and ap-
pointments, the IAS officer is using the time to absorb the struc-
tural and operational procedures till the Municipal Corporation
is fully efficient which ”will not take long”. Due to constraints of
area and population, East Delhi needs structures like multi-level
parking, commercial and residential complexes, a modernized
real estate, and revenue generation and monitoring. ■
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 3377
SS YADAV, IAS (UT:95), Commissioner, EDMC
East Delhi gears up for Municipal renovation
©Image:Bureaucracy Today
All is not well with Indian tobacco exportsThere has been a decline in the production of tobacco in India ever since G. Kamal Vardhan Rao,
IAS (KL: 90), became Chairman of the Tobacco Promotion Board. But he blames the WHO
obligation and foreign competitors for this decline in an interview with BBuurreeaauuccrraaccyy TTooddaayy..
The Mid-
dle East
is emerg-
ing as a key con-
sumer of Indian
tobacco exports.
Thus the To-
bacco Promo-
tion Board has
made an institutional framework for
all-round development of the tobacco
industry and to showcase Indian prod-
ucts at the global forum. Board Chair-
man Rao says, “Middle East countries
are one of the important destinations
of India’s tobacco and tobacco prod-
ucts. Of our total tobacco exports, the
Middle East has about 16 percent share.
The total exports of Indian tobacco
leaf and tobacco products to the Middle
East region in 2011 were estimated to
be of Rs 4,170 crore.”
Indian tobacco is exported to more
than 115 countries across the world
and the Board is entrusted with regu-
lating the production and curing of
Virginia tobacco. Rao says, “Since its
inception, the Tobacco Board has been
looking upon itself to coordinate and
streamline the production, internal
marketing and exports of Flue Cured
Virginia (FCV) tobacco growing in the
States of Andhra Pradesh, Karnataka,
Maharashtra and Orissa. There are
more than two lakh farmers engaged
in FCV tobacco cultivation in Andhra
and Karnataka. Our Board organizes
seed and fertilizer supplies worth Rs
150 crore every year. We also undertake
agricultural extension activity in a big
way in association with the Central To-
bacco Research Institute (CTRI). More-
over, we have even introduced the
auction system to ensure a fair and re-
munerative price to tobacco growers
and prompt payment to them. We have
a total of 31 auction platforms market-
ing 300 million kgs of tobacco annually.
The entire amount of tobacco pro-
duced is brought to auction platforms
where more than 100 registered compa-
nies participate in auction.”
He further says, “Being the second
largest producer of tobacco in the world
after China, India witnessed a golden
period when its exports went up from
Rs. 2,000 crore in 2007-08 to Rs. 3,388
crore in 2008-09. Again in the year 2009-
10 our tobacco exports reached the high-
est level of Rs. 4,402 crore. But the
exports declined in 2011 as countries
like Brazil, Zimbabwe and Tanzania are
main competitors for the Indian tobacco
leaf. Thus to promote exports the To-
bacco Board participates in interna-
tional events, leads trade delegations
and explores new destinations. Recently
the tobacco industry and the Tobacco
Board jointly put up a stall at the World
Tobacco Middle East Exhibition held in
Dubai in April.”
India has signed the WHO Frame-
work Convention and Tobacco Control
along with other 170 countries. Rao
says, “This international obligation
gives us the responsibility to regulate
the tobacco crop and advise farmers to
go in for alternative crops. In the last
two years we have reduced tobacco cul-
tivation by more than 57 million kgs.
Farmers are showing interest in going
in for other alternative crops.” ■
shalini.singh
@bureaucracytoday.com
Crop Season
Production(M.kgs.)
2007-08 252.98
2008-09 317.93
2009-10 323.25
2010-11 301.09
Year
Tobacco Tobacco Products Total
Qty. (tons)Value
(Rs./crores)Qty. (tons)
Value(Rs./crores)
Qty. (tons)Value
(Rs./crores)
2007-08 174690 1478.51 30657 544.27 205347 2022.78
2008-09 197127 2713.28 27740 675.15 224867 3388.43
2009-10 229632 3655.49 29934 746.80 259566 4402.29
2010-11 212573 3192.39 39725 1018.02 252298 4210.41
2011-12 202728 3107.02 39883 1063.51 242611 4170.53
www.bureaucracytoday.com3388 JULY 2012 ◆ BUREAUCRACY TODAY
IInndduussttrryy wwaattcchh
www.bureaucracytoday.com4400 JULY 2012 ◆ BUREAUCRACY TODAY
CCoorrppoorraattee wwaattcchh
With a turnover of about Rs
1000 crore, Jindal Alu-
minium is India’s largest
aluminium extrusion producer and
meets about 35 percent of the nation’s
aluminium extrusion demand. Its
CMD, Sitaram Jindal, says, “We are
committed to cater to the automation
segment with the most comprehensive
array of extruded profiles. We produce
more than 4,000 different aluminium
products and export them to countries
like the US, UK, Germany, Singapore
and the Gulf. Our current capacity is
60,000 tonnes per annum and in 2010-11
we produced about 44,700 MT alu-
minium extrusions.” Describing the
nature of competition being faced by
Jindal Aluminium, he says, “Presently
there are more than 100 aluminium ex-
trusion manufacturers in the country
but with our quality, reputation and
satisfactory services we are able to get
15 percent higher prices for our prod-
ucts.”
Diversifying its horizon the com-
pany is presently concentrating on its
Dabaspet plant in Bangalore. “Jindal
Aluminium has revolutionized the use
of aluminium in Indian industry. We
are currently focusing on the produc-
tion of 5.5 micron thick foils at our
Jindal Aluminium Ltd Chairman and Managing Director Sitaram
Jindal speaks to BBuurreeaauuccrraaccyy TTooddaayy on consistently leading the
Indian aluminium industry for decades and on instituting the SR
Jindal Prize to honour talented individuals in various areas.
Dabaspet plant. The first phase itself
will produce a capacity of 1,800 TPM
for foils and 1,500 TPM for coiled
sheets,” adds Jindal. Apart from being
a business magnate, Jindal is actively
involved in various social and welfare
activities. His company allocates more
than 20 per cent of its profit for CSR
programmes annually. The latest ini-
tiative by the Sitaram Jindal Founda-
tion is the SR Jindal Prize instituted
last year to accolade exceptional serv-
ice of current significance by individ-
uals or organisations for the country.
Explaining the initiative, Jindal says,
“Indian businessmen are generally
considered money-minded; they don’t
want to contribute a single penny for
the benefit of society. The idea of the
SR Jindal Prize germinated eight
years ago, but for some reason I put it
on hold. Four years ago again I dis-
cussed it with some intellectuals and
we zeroed in on this prize wherein a
corpus of Rs 125 crore was created
under the scheme. The foundation
gave 27 prizes under various cate-
gories such as rural development and
poverty alleviation, health, including
drugless therapy, education with an
emphasis on moral fortification, sci-
ence, technology and environment,
and peace, social harmony and devel-
opment to various personalities like
Anna Hazare, APJ Abdul Kalam and
Santosh Hegde for their contribution
to Indian society.”
The Jindal Aluminium CMD further
says, “This year again we are inviting
entries for the prizes to be announced
in September 2012 as I believe that the
recognition garnered to the awardees
will further catalyse their efforts to-
wards social upliftment.” ■
shalini.singh
@bureaucracytoday.com
SITARAM JINDAL, Chairman and Managing Director, Jindal Aluminium Ltd
We revolutionized the use of aluminiumin Indian industry- Sitaram Jindal
©Image:Bureaucracy Today
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 4411
All the services provided by the
Nelco are focused on the integration
of critical infrastructure like Security
devices or IT devices and monitoring
as well as the management of many of
these elements from a centralized
monitoring facility either on the
premises or remotely from its 24x7
network centre at Mahape, Navi Mum-
bai, informs the CEO as he signs off.■
aastha.rs
@bureaucracytoday.com
The Nelco has been in many busi-
ness lines, including B2C,
through TV manufacturing, but
in the last two decades it has shifted its
focus on the B2B market only. Its core
strengths are focused and aligned to
implement and manage the critical in-
frastructure of organizations of both
IT and non-IT systems. Industrial
Drives, Traction & SCADA to Cromp-
ton Greaves Ltd. (CGL) were some of
its major activities in 2011-12.
With over 25 years of experience, PJ
Nath’s conviction in the Nelco is
highly evident, as he strictly focuses
on maintaining the Tata trust and val-
ues. He says that the company is con-
scious of being part of the Tata Group,
which has immense benefits of the
larger ecosystem and puts tremendous
responsibility on our shoulders to de-
liver the values to all our stakeholders.
Currently VSAT is the most viable
and reliable mode of connectivity for
low bandwidth applications in the re-
mote locations. The Tatanet VSAT
services were earlier branded as part
of ‘Tata Indicom’, although this has
been part of the Nelco since its incep-
tion in 1995. Initially, it was started as
a captive VSAT network for the Tata
Group. Then it entered the commercial
VSAT services market in 2003.
Presently, the “Nelco has about 13%
of the market share of the installed
base. The Tatanet offers VSAT connec-
tivity solutions such as Bank ATM &
branch connectivity, Corporate WAN
and extended enterprise connectivity,
Broadband Internet for remote loca-
tions, Interactive distance learning so-
lutions and high speed connectivity
for the oil & gas sector”, says Nath,
who has a Master’s in Management
Studies from the BITS, Pilani.
The Nelco has ventured into the Sat-
com projects and physical security do-
main. It is executing
projects like INCOIS,
which comprises im-
plementing an ad-
vanced Tsunami
warning system and
integrated security so-
lutions for many sta-
tions in the South and
North-Western Rail-
ways of India. A pan-
Africa project
implemented for the
Government of India,
involved the Nelco to
set up a communica-
tions and video net-
work across 53
countries in Africa for
tele-medicine and tele-
education. “These proj-
ects require a very high
level of technical ex-
pertise and add value
for customers,” says
the CEO.
The Integrated Se-
curity and Surveil-
lance industry is still
in its infancy in India.
There is a lot of room
for growth in the secu-
rity solutions busi-
ness primarily driven
by convergence of infrastructure into
‘IP networks’. This makes the infra-
structure ready for remote monitoring
and management.
Nath says, “The depreciating Indian
rupee is certainly a cause of concern
for the industry and also impacts our
business. At the same time we are
hopeful of a much higher growth
phase for our services, particularly the
Security & Surveillance solutions,
once the infrastructure spending picks
up momentum.”
With the growing technological grand, day to day we depend on gadgets. Even a mere 9x5cm-
sized debit card holds such important information that can be accessible from all around the
world. The Nelco is one of the global solutions to these services, as credited to India.
PJ NATH, CEO, NELCO
Integrated Security & Surveillancestill in infancy in India
www.bureaucracytoday.com
With an aim to build its infra-
structure and logistics in pro-
portion to China’s infrastructure
along the Sino-Indian border,
ITBP Director General Ranjit
Sinha speaks to BBuurreeaauuccrraaccyy
TTooddaayy about his initiatives for
the force and the completion of
50 years of the ITBP.RANJIT SINHA, Director General, ITBP
PPeeooppllee && pprrooffiillee
Formed in 1962 with only four bat-
talions to guard India’s northern
borders, the Indo-Tibetan Border
Police today has 53 battalions. They are
deployed for border guarding duties
along the 3,488 kilometres of the India-
China border. The ITBP is also consid-
ered one of the icy highly acclaimed elite
border guarding forces in the world. The
ITBP is playing an active role in enhanc-
ing its surveillance measures. ITBP DG
Sinha says, “The ITBP jawans work with
the ethos of Shaurya, Drdhta and Karm-
nistha. You know that the India-China
border terrain on which we are deployed
is a difficult one. We require special type
of clothing and facilities to survive in
such environment. Despite such difficult
topography, our jawans never found it a
barrier in discharging their duties at alti-
tudes of more than 18,500 feet (above sea
level). But the main problem which we
are facing these days is that of connectiv-
ity. The ITBP has some posts where it is
extremely difficult to move men and ma-
terial through the land route. The supply
of stores and the movement of man-
power are done through airdropping and
helicopter sorties. We are regularly sub-
mitting proposals to the Centre request-
ing it to improve road connectivity to
border areas. So far 27 roads along the
India-China border have been con-
structed and the remaining ones are
under process of completion. It should
take a couple of years more to completely
connect the border areas.”
Regarding the reports of threats to
India’s security from the China bor-
ders, the DG says, “I would not say they
are correct. But the main issue is that
China has developed an outstanding in-
frastructure in its border areas. Facili-
ties are easily accessible to its forces
but on our side the situation is diverse.
Our roads are now being built but we
have set a timeframe for the completion
of our projects so that facilities could
also be accessible to us easily.”
The ITBP is not just confined to look-
ing after the India-China border. It is
also playing a pivotal role in providing
security to VVIPs of the country. Sinha
says, “Our role has been expanded and
presently we are playing a multifaceted
role-- border guarding, helping in anti-
Naxal operations, providing VVIP se-
curity, performing law & order duties
and helping foreign missions. More-
over, the ITBP is also involved in pre-
venting trans-border crime, smuggling,
unauthorized entry into and exit from
India and other illegal activities in its
area of responsibility. Thus in order to
perform well we make our jawans un-
dergo various training activities. But
the biggest problem is that we are not
equipped with latest gadgets.”
Has the Ministry of Home Affairs
given a target to the civilian armed
forces for the inclusion of five percent
women in their ranks? The ITBP DG
replies, “Looking at the nature of du-
ties and challenges at the ITBP,
presently we have the 0.5 percent fe-
male strength but we are working to
increase it to 1.5 percent.” ■
4422 JULY 2012 ◆ BUREAUCRACY TODAY
ITBP-sentinels of Indian borders
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 4433
BSurender Mohan assumed office
as Chairman–cum-Managing Di-
rector of the Neyveli Lignite
Corporation Ltd on July 1, 2012. Prior to
this, he had been holding the post of Di-
rector (Mines) of the same organization
since May 1, 2008. Surender Mohan,
with more than three decades of experi-
ence in the mining industry, passed out
from Osmania University, Hyderabad,
in 1977. He holds the First Class Man-
ager Certificate of Competency
awarded by the Directorate General of
Mines Safety, Dhanbad, and is a post-
graduate diploma holder in Business
Administration.
Commencing his career in the
Rourkela Steel Plant, a PSU under the
Steel Authority of India Ltd, Mohan
worked in the mechanized captive iron
ore mine in Orissa. He later moved to
Rashtriya Ispat Nigam Ltd where he
worked in the fully Dolomite and Lime-
stone mines in the Khamman and Kr-
ishna districts of Andhra Pradesh.
He joined the NLC on January 19,
1998 as Deputy General Manager and
was subsequently elevated to the rank
of General Manager. In the NLC, he has
headed various divisions, namely Pro-
duction, Operation and Mine Planning
of Mine-I and Mine-II. He was pro-
moted Chief General Manager in Au-
gust 2003 and worked as Unit Head of
Mine-I & IA. During his tenure as Unit
Head, both the mines exceeded the in-
stalled capacity of 10.5 million tonnes
of lignite per annum (MTPA) and 3.0
MTPA, respectively.
In May 2008, he was elevated to the
post of Director (Mines) in the NLC.
After taking over as Director, the per-
formance of mines was consistently on
the growth path and every year the pre-
vious records were broken which paved
the way for the power stations to create
new records in power generation.
Under his vibrant leadership, the
Mine-II Expansion Project (10.5 MTPA
to 15 MTPA) was completed without
cost overrun. The Construction Indus-
try Development Council, New Delhi, a
professional body established by the
Planning Commission, presented the
Vishwakarma Award (Achievement
Award for Best Project under Mining
Domain) to the NLC.
The Barsingsar Lignite Mine Project
(2.1 MTPA) was the other project which
was completed without cost overrun
during his tenure as Director(Mines).
Surender Mohan has received an ‘Ex-
cellence Award’ from the Indian Min-
eral Industry Journal for his
performance in the NLC during 2009-
10. He has bagged the Best Corporate
Director Management Excellence
Award for the year 2011-12 instituted by
the same Journal for his significant
contribution in the lignite scenario of
India. The IME Journal Golden Ju-
bilee Award was given to him on May 4,
2012 for providing valuable service in
the mining Industry.
As part of the Management Develop-
ment Programme, Surinder Mohan has
visited the US, France and Italy. He pre-
sented a case study on the NLC at the
21st World Mining Congress Expo-2008
in Poland. Being a Member of the Indo-
US Coal Working Group (CWG), he vis-
ited Washington D.C to attend the
CWG meeting .He is a Life member of
the Mining Engineers Association of
India and a Fellow of the Institution of
Engineers (India). He was also the
Chairman of this institution (Neyveli
chapter) during the period 2008-2010 pe-
riod. He has also held the position of
Chairman of the Tamil Nadu and Ker-
ala Mines Safety Association. ■
abhinav.trivedi
@bureaucracytoday.com
New chief at the NLC helm
B SURENDER MOHAN, CMD, Neyveli Lignite Corporation (NLC)
GGuueesstt ccoolluummnn
Having your ears to the ground,
one had heard but not having
your hand to your ears. In earlier
times though, the music masters used to
sing with their one hand to their ear;
even today they touch their ears while
taking the name of their guru. Today
every second person on the street is found
with a machine clinging to his/her ear. It
is a funny sight but commonplace. If the
medieval music maestro Taansen were to
visit this world, he would be immensely
pleased to find the entire world having be-
come his follower – everybody constantly
‘singing’ with his/her palm covering the
ear. The most amazing sight is that of a
biker who while very precariously sand-
wiching the mobile between his ear and
the mount of his shoulder yells to his
wife that he would not forget to bring
bread and eggs. He really has a hands-
free life. While all this is adulatory, there
are some minor difficulties. For example,
gone are the days when you could ask an
address from a passer-by on the street.
Now everyone has a contraption clung to
his ear, his mind and tongue avidly dis-
tant and inattentive to your appeal. So
how dare you break that animated tête-à-
tête without being chastised for being
such a windbag? He is most likely to give
you a muddy look or shrug off, hinting at
your inanity.There used to be tennis
elbow; now we will hear cell-phone-elbow
spreading around.
Your columnist witnessed a family of
four waiting to be served in a restaurant,
all individually connected to their respec-
tive associates through their mobiles but
detached from each other and immediate
surroundings. There are others who
while sitting in a theatre and against re-
peated requests would continue settling
their business deals in your hearing
range. Why they come to see a film or a
play is not understood if they cannot keep
some moments for enjoyment and as fam-
ily time. Some enthusiasts are found talk-
ing loudly in a sleeping coach much after
the lights have been switched off. One
wonders whether the guy has paid extra
fare than others to keep awake and en-
force sleeplessness on the fellow passen-
gers in the train. Any intervention is
responded to by the look of injured inno-
cence or by belligerent rebuke to mind
your business. Some others harass the
flight stewards by their obduracy as even
after the plane starts moving would not
let go their penchant to indulge in useless
chat like, it has now started taxiing on the
tarmac; it is warm inside; do not fail to
lock the car. One lady’s anxious last in-
struction to her husband before she was
reminded third time to switch off the mo-
bile was that he must not forget to send
the maid away after reaching home.
There are, of course, the utterly worth-
less myriad sales messages confronting
you every day, making you wonder
whether you were really that rich as being
cajoled to buy designer houses. Three sec-
tions deserve to be complimented for this
fate. First credit must go to the youngsters
who use all their energies (read ten fin-
gers) with so much rapt attention as to put
you to shame about your own inadequate
focus in life, lack of deftness and technol-
ogy-challenged existence. The marketing
geniuses come second who see this as a
wonderful opportunity to entice cus-
tomers. The providers of cellular services
also deserve our gratitude for making
such absurdly low offers as 3,000 messages
for Rs.79 and so on; for a little higher
amount they would perhaps permit you to
send one message each to every single soul
living in this miserable world. Last but
not the least the Telecom Regulatory Au-
thority deserves accolades for making it
happen, i.e. cheapness in cost as well as
level of conversation/messages.Let us
vote to exchange the cost of one litre of
petrol with one minute of talk time. ■
Cellular Telephone and UsBy FAIZI O HASHMI
(Faizi O Hashmi,IAS, is Managing Director, Goa Industrial Development Corporation.)
4444 JULY 2012 ◆ BUREAUCRACY TODAY www.bureaucracytoday.com
Private listed companies at least
follow on paper the rules of cor-
porate governance. Listed compa-
nies amongState-owned enterprises and
the wholly owned public enterprises, it
is said, donot andwhen they do, it is cos-
metic. Retired government servants are
appointed as Independent Directors on
audit and remuneration committees
where they reportedly passively agree to
all government proposals.
The SEBI has rules and systems for
the accountability of the company’s
management and owners to various
stakeholders. Institutional mecha-
nisms to be followed by each company
include: appointment of Independent
Directors who will fearlessly question
the management, an audit committee
to scrutinize accounting policies and
procedures and ensure transparency
and fairness, a remuneration commit-
tee to decide on remuneration to the
Managing Director and other top man-
agement officials, a nominations com-
mittee to propose new entrants to the
Board, and a shareholders’ grievances
committee to ensure that shareholders’
complaints and grievances are dealt
with satisfactorily. Related party trans-
actions have to be reported regularly.
Good corporate governance aims to
guarantee that the company is directed
and controlled responsibly, profession-
ally, and transparently. Essentially it
adds to the confidence of the share-
holders and investors in the company.
Governments bely the expectation that
they would be the first to faithfully en-
force them.
Indian private sector companies, even
under dominant family ownership, fol-
low SEBI Clause 49 requirements.
Some do it in name, not in deed. Inde-
pendent Directors are old friends (or
celebrities). Sitting fees and prestige
motivatemany appointees. They do not
want to jeopardize these by asking in-
convenient questions. The majority
shareholders run the companywithout
any director querying them.
Many private companies are trans-
parent. Independent directors are fully
informed. They find it useful and prof-
itable to have such third parties who in-
dependently examine and advise on
variousmatters relating to the company.
Good corporate governance has helped
to improve corporate performance. The
2010-11 Public Enterprises Survey
shows that the Central Government-
owned public enterprisesmade a declin-
ing contribution to the GDP. Their
growth was slower than that of the rest
to the GDP. There are no truly ‘indepen-
dent’ directors to protest this erosion in
the value of their companies. Minority
shareholders have not exercised them-
selves over their loss. The Indian citizen
(the true majority shareholder, unlike
the Joint Secretary in theMinistrywho
controls the enterprise), and his legisla-
tive representatives neither understand
nor are interested.
Coal India Limited has private share-
holders, including a British investment
fund. The fund protestedwhen the Gov-
ernment imposed a supply obligation
on Coal India. Independent Directors
had earlier protested. Clearly this is an-
tipathetic to principles of corporate
governance and against shareholder in-
terest. Coal India is an inefficient com-
pany that couldminemore coal at lower
costs if there was enoughmotivation to
use technology and incentives. But it is
an unregulated statemonopoly that has
depressed power and fertilizer produc-
tion and the nation’s economic growth.
Apart from governance, all public en-
terprises (Central and State) suffer
from interference in all major manage-
rial decisions by the all-knowing gener-
alist bureaucrat. Major decisions are
not left to the management and the
Board of Directors.
A glaring example is the merger of
Indian Airlines with Air India. There
was little or no prior preparation. Con-
sequent human relations problems
stultified the merger in practice. On
the other hand, a well-governed Tech
Mahindra and the Satyam merged
within two years and the merged com-
pany is now a superior performer.
In management, the Government
overruled the Air India management
and substantially increased the num-
ber of planes ordered, committing Air
India to a huge debt. There was no uti-
lization plan. Instead, many lucrative
routes were given away to domestic and
foreign airlines. Clearly, good corporate
governance and management auton-
omywithout bureaucratic interference
would not have landed the nation in
this costly mess in these airlines. Min-
isters and bureaucrats took Board and
managerial decisions. The issues in the
public sector are lack of corporate gov-
ernance, bureaucratic interference in
management and lack of accountabil-
ity of the bureaucrats. Many unsuc-
cessful attempts have been made to
distanceMinistries and bureaucrats by
public enterprises. But professional
managers are subservient to their con-
trolling bureaucrats. They need auton-
omy in major decisions on strategy,
investment, diversification, pricing,
marketing, top appointments, etc.
Good corporate governancewill safe-
guard minority shareholder interests
and improve performance. Managerial
autonomy will enhance performance
further. The best answer is to free na-
tional resources locked up in public en-
terprises and improve their productive
contribution to the nation by freeing
them from government ownership.
Until governments muster political
will to do that, they should strictly fol-
low rules of corporate governance. ■
(Surendra Laxminarayan Rao is a
columnist and a Distinguished Fellow
(Emeritus) of The Energy and Resources
Institute (TERI). The views of the author
are personal)
Corporate governance in State-owned enterprises
www.bureaucracytoday.com4466 JULY 2012 ◆ BUREAUCRACY TODAY
PPoolliiccyy wwaattcchh
By SL Rao
GGuueesstt ccoolluummnn
Deputation bluesBy DILIP CHERIAN
Awidely understood but largely un-
stated axiom of the India bureau-
cracy is that most babus are either
trying to hitch themselves a ride to the
Centre on “deputation” or, if already there,
trying every stratagem to hang on to their
‘deputation’ kursi. A Central posting on
“deputation”, therefore, is a worthy goal
for any determined climber of the babu
rungs of power. Out of the total authorised
strength of 6,154 IAS officers in the coun-
try, the Central Deputation Reserve (CDR)
is 1,331. So, at any given time one in every
six IAS officers is not serving the allotted
State cadre but rather the Government of
India. Though these figures as revealed by
Minister of State for Personnel V
Narayansamy in the Rajya Sabha recently
are for the IAS, the fact holds true for the
other All India Services and the Central
services as well.
Most States face a perennial paucity of
IAS officers – at last count, there were only
4,337 IAS officers in the country against
the authorised strength of 6,154 mentioned
above. The longstanding grudge of the
State service officers is that despite the va-
cancies of IAS positions, governments are
not promoting State service officers to the
IAS. In Rajasthan apparently, no State
service officer has been promoted to the
IAS cadre in 17 years! And yet Rajasthan is
among the States with the highest number
of vacant positions.
Not surprisingly, Uttar Pradesh has 216
vacancies, followed by Bihar with 128,
Madhya Pradesh with 118, Rajasthan with
112 and Jharkhand with 100 vacancies. In
many instances, the vacuum in the States
has been caused by State cadre officials
going on Central deputation and then
showing great reluctance to return from
their cushy Central posting to the ‘boon-
docks’, as it were. This has led to what are
increasingly termed babu-deficit States
and babu-surplus States. Among the deficit
States is West Bengal, where apparently
Chief Minister Mamata Banerjee had to
actually pass an order banning babus from
applying for Central deputation. Of
course, many of those hoping to exodus
from the State were babus who were per-
ceived to be allied too closely with the pre-
vious Left regime and who expected to be
ignored by the Trinamool Government or
left to potter about in unimportant posts.
Politics too exerts a powerful influence in
babu appointments and transfers. The re-
cent brouhaha between Delhi Chief Minis-
ter Sheila Dikshit and Union Home
Minister P Chidambaram, therefore, needs
to be seen in this light. The Union Home
Ministry recently ordered the “routine”
transfer of 27 Delhi officials. Unfortu-
nately, these babus included some of Dik-
shit’s favourites, who, she believes, were
crucial to the smooth functioning of her
government which faces an Assembly elec-
tion next year. She lodged a strong protest,
but till going to press, the situation was far
from resolved. The Ministry of Home Af-
fairs is clearly in no mood to retract the
transfer order, since these babus have over-
stayed their deputation periods. In fact, it
has issued showcause notices to these offi-
cials for not complying with the transfer
order. The issue is likely to fester since
Dikshit too has hardened her stand on the
transfers and declared that her govern-
ment will not “relieve” the officials until
the Centre provides an equal number of
replacements.
Just how serious the problem has be-
come is obvious from a recent observation
by the Parliamentary Standing Committee
on the Ministry of Personnel. The com-
mittee headed by Rajya Sabha member
Shantaram Naik has stated: “The Commit-
tee is of the considered view that the exist-
ing tendency of treating deputation as a
tool by persons considering certain places
uncomfortable, to ensure posting in a bet-
ter place or to get a hometown posting
should be discouraged.” It has further di-
rected the Ministry of Personnel to en-
force its earlier advisories to check
unauthorised stay on deputation posting
by officials.
Does this reflect a change in the think-
ing of the Government on the misuse of
deputation? Hard to say. ■
(Dilip Cherian, a former editor of Business India and a widely syndicated columnist,is a seasoned bureaucracy watcher and policy specialist - [email protected])
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 4477
www.bureaucracytoday.com4488 JULY 2012 ◆ BUREAUCRACY TODAY
PPoolliiccyy wwaattcchh
Why would men have any problems?
While the chauvinistic domi-
nance of men over women
needs to be rejected out-
rightly, at the same time the over-
reach of radical feminism should also
be arrested. It is appreciable that
women today feel liberated to realise
their potential in non-domestic do-
mains, but there is a tendency among
them, as a matter of right, to exercise
undeterred power. This is also conse-
quently misguiding the process of
framing law in India. The protec-
tion of women’s rights need not be
at the expense of males.
Dispassionate social analysts
opine that the advent of
women’s liberation has created
an awkward situation where
men in modern society face
reverse discrimination on
several fronts, including
laws pertaining to mar-
riage, educational re-
sources and profession.
For a man, the acceptance
of being bullied is against
his evolutionary role of a
risk-facer. It is difficult for a
man to openly face abuse di-
rected towards him by a
woman, be it marital or sexual harass-
ment. An Economic Times survey has
found that more men than women face
sexual harassment at their work-
places. Domestic violence still con-
jures images of a wife as a victim,
while surveys show men are almost
equal in number as victims of domes-
tic abuse. In the context of marital
life, the victim usually hopes for abuse
to die down, the relationship to settle
for the better and that the victim need
not always be a woman.
We as a society have been in a de-
nial mode on issues related to men.
According to the National Crime
Records Bureau, 61,453 married men
(twice than women) committed
suicide in 2010 and this number is
increasing by at least 4% every year.
Most marital laws have been
framed without considering man's
position as a victim. The popular per-
ception in Indian society allows itself
to turn a blind eye to the rampant
abuse of marital laws.
Analysts say laws like Section 498A
of the Indian Penal Code have given
arbitrary powers to a wife to declare
anyone and everyone of her matri-
monial family whom she dislikes as
criminals by charging them with ha-
rassment for dowry. Surprisingly
right from a two-month-old infant to
a 90-year-old cancer patient have
been accused under this section for
dowry harassment.
In the case of a wife having adjust-
ment disorders or lacking psycholog-
ical ease in adaptation to her
matrimonial home, it is found that
this Section has been mostly mis-
used and abused. The Centre for So-
cial Research has pointed out that
98% of the cases were found to have
been falsely filed. This is the reason
for the lowest conviction rate in
India under any law as compared to
anywhere else in the world. The
Supreme Court has declared this as
“Legal Terrorism”.
This abuse has led to the formation
of a Saas-Nanand Section in the fa-
mous Tihar Jail of Delhi. Is it not a
national shame for India that most of
these undertrials after spending
years in jail have been found to be in-
nocent? The figures clearly show that
this law has adversely affected fe-
males also. Since 98% of these ar-
rests were in false cases, it puts a
question mark on the system of laws
and prosecution in our republic.
Under these circumstances it be-
comes imperative to constitute a Na-
tional Commission for Men which
would take care of male issues and rec-
ommend corrective measures before
further bad laws are made that can
have an adverse impact on the lives of
men and their families. ■
By Amit Deshpande
Member of Protect Indian
Family Foundation
Arrests du rin g the perio d 1999-2010 under Section 498A
Total no. of arrests:
16, 06,701
No. of arrested males:
12, 40,671
No. of arrested females:
3, 66,030
Evolution had made the primary job of a man to protect his tribe and provide for his family
and the woman in turn would take care of the household. Modernity has, however, given
women the option to exercise their role as family caretakers and act as providers. This has
shifted the equilibrium between the genders at multiple levels, especially marital.
GGuueesstt ccoolluummnn
JULY 2012 ◆ BUREAUCRACY TODAY 4499www.bureaucracytoday.com
Even an outsider can witness the de-
cline of public confidence in gover-
nance and the growing disconnect
between government machinery and citi-
zens in India. The gap between what the In-
dian State is doing and what it should be
doing is increasing each passing day. The
feeling among citizens that both the Govern-
ment and the bureaucracy are no longer
performing their entrusted tasks, with the
levels of commitment expected of them, is
an all-time high. Alleged overt or covert in-
volvement of some members of the top
brass of the Central and State Governments
in corruption has intensified this thinking.
Strong opposition is the key requirement
of any democratic polity and India is no ex-
ception. The growing disarray in the main
opposition party BJP is quite disappoint-
ing. Parochial demands of UPA coalition
partners have made the functioning of gov-
ernment machinery quite difficult in India.
Common citizens have come to accept that
whatever party (or parties) is in power,
their condition will remain unchanged.
This has shaken their faith in the State ma-
chinery and a process of de-legitimization
of State institutions is taking place.
A series of market distorting policies
ranging from price control and subsidy to
a ban on cotton export, fiscal mismanage-
ment, galloping inflation, policy flip-flops
and slowing growth have reduced India’s
attractiveness as an investment destina-
tion. The recent downgrade by S&P and
the introduction of retrospective taxation
have further eroded the confidence of in-
vestors in India story.
Luxury cars and SUVs are run on subsi-
dized diesel supposedly meant for the poor
while the common citizens have to travel
in buses or trains like cattle. There are pre-
mium homes and slums residing side by
side in Indian cities. There are fully com-
puterized public schools in metros on the
one hand while roofless and teacherless
schools in remote villages on the other.
There is co-existence of rotting food (in the
absence of requisite warehousing capaci-
ties and overprocurement) and mass
poverty in India. There is a shameless dis-
play of power and wealth among well-offs.
Though there are certain exceptions, an
increasing number of politicians and
babus have stopped considering them-
selves as public servants and the distinc-
tion between public interest and personal
interest is blurred.
Every citizen including a woman has the
right to live with dignity and take deci-
sions which affects his/her life. But we
have caste panchayats that openly pre-
scribe honour killing often in connivance
with local politicians. Crime against
women limits their freedom. Those who
are entrusted with protecting them come
out with bizarre comments. Since women
comprise roughly 50% of the population,
their safety will ensure their growing par-
ticipation in workforce which will add to
India’s GDP.
Democracy thrives on freedoms of
which economic freedom is an important
component. Not allowing farmers to
choose who they want to sell and at what
price either through restrictions on intra-
State movement of goods or price controls
and export bans is like putting limits on
their freedom. Similarly, considering ban-
ning the social media on flimsy grounds is
nothing but limiting the freedom of ex-
pression. The social media has become a
pervasive reality of the world and India is
not untouched by it. Though there’s no
denying that those who are using the so-
cial media should practise restrain in their
criticism of public personalities, banning
it cannot be the solution as it will be seen
as a ploy to counter criticism by a non-
functioning government.
Freedom - economic, social or political—
is an indispensable constituent of the new
reality. It is time the Indian Government
took cognizance of this new reality and
adopted its governance style accordingly in
order to bridge the gap between citizens and
the State. India deserves better governance
and all Indians must stand up for that. ■
Growing disconnect betweencitizens and the State By RITESH KUMAR SINGH
(The author is a former government servant and is currently associated with Raymond Limited. The views are personal)
The Chairman of the Nagpur Improvement
Trust and the Joint Managing Director of the
Maharashtra Airport Development Company,
Pravin Darade, IAS (MH:98), speaks to
BBuurreeaauuccrraaccyy TTooddaayy about his determination,
dedication and devotion to become a member
of the coveted Civil Services of India.
Micro planning ofyour study is veryimportant—Pravin
SSttuuddeenntt ssppaaccee
WHEN I PREPARED FOR MY UPSC
Pravin comes from a humble background. His father
was a farmer. He did graduation in Civil Engineer-
ing. But somewhere he was not satisfied with his
career option, so he thought of trying his luck at the
Civil Services Exam. He says, “After completing gradua-
tion I opted for postgraduation in Structural Engineering
at the IIT, Powai, Mumbai. But this was not my ultimate
goal since I wanted to pursue some other career. Mean-
while, my friend suggested that I should opt for the Civil
Services Exam.
“I selected Civil Engineering and Mathematics as my
optional subjects for the examination since I had studied
both the subjects in depth during my engineering gradua-
tion as well as in postgraduation. I had a fixed schedule of
studying Civil Engineering subject, Mathematics and Gen-
eral Studies-I and II and did Essay Writing during the day
as well as for the whole month. For the CSE micro plan-
ning of your study is very important. You need to analyse
UPSC question papers of the last 10 years with your friends
so that you can predict the current year topics. A scientific
study of topics and old UPSC question papers is essential
for success.”
“If you are serious about passing the UPSC exam you
should do an analysis of your Strength, Weakness, Op-
portunity and Threat (SWOT) and can select any subject
of your choice. Moreover, the overall preparation should
become your hobby, pleasurable activity and fun, other-
wise the Civil Services Exam becomes very stressful,”
adds Pravin Sharing his experiences on facing the inter-
view board, Pravin says, “The UPSC interview generally
starts with your bio-data, hobby, optional subjects and
graduation subjects. But if you are an engineer or a med-
ical graduate and have diverted your interest in career
towards the Civil Services then explaining the reasons
for such a change of field is a must.”
The aspirant should be fully aware of current national
and international happenings. He can take the help of
newspapers and magazines (Frontier, India Today, Bureau-
cracy Today, Yojana, Kurukshetra, Spectrum and Civil Serv-
ices Chronical magazine) and should at least read one
newspaper of a regional language and English each every
day. You can also participate in mock interviews in front
of dummy panel members along with video shooting. It
can help you in improving your performance at the actual
interview. You should be simple as you are because the
panel members are very experienced bureaucrats, tech-
nocrats and educationists.
“The most important thing to succeed at the UPSC exam is
your determination, dedication and devotion. Remember
there is no shortcut to hardwork in life if you want to succeed.
The only gurumantra for success is a dream which does not
allow you to sleep,” signs off Pravin. ■
TIPS FOR EXAMINATION
● Do your introspection.
● Do your own SWOT analysis.
TIPS FOR INTERVIEW
● Prepare interview questions on your own.
● Practise to say no in case you do not know the
answer.
● Remember it is a personality test and not a
simple interview.
www.bureaucracytoday.com5500 JULY 2012 ◆ BUREAUCRACY TODAY
Neha Goyal
Respected Sir,
First of all & without a miss my heartiest thanks to the entire team of Ambition
Law Institute who really helped me in achieving this goal. Without Sir's guidance and timely
help each and every time, throughout my coaching, it would not have been possible . Clearing
Haryana Judiciary in my very first attempt is a dream come true and ofcourse it requires loads
of dedication & seriousness and I am very very much thankful to u sir & whole team who
showed me the right path to achieve this dream ... Vivek Chaudhary
Respected Sir,
You have been very instrumental in my success. Your classes helped me in developing conceptual
clarity and very good understanding of the subject matter. Sir, your personal attention and timely advice
helped me to maintain focused approach towards the judicial examination. Moreover, your positive and
enthusiastic interaction kept me motivated throughout my preparation. I thank you for being my guide to
success.I dedicate my success to my institute & my parents , It's their support and blessing which has made
everything possible for me...
Congrats Gitanjali
IAS
2012
Git
anja
liB
rand
onha
sdo
neit
havi
ng
law
opti
onal
,you
can
doit
too!
Mar
ks(L
aw)-
371
6th RANK (WSDP)
UTTARAKHAND JUDICIAL 2012
Priyanka SinghI.A.S. 2011
Respected Sir,
I would like to take this opportunity to inform you about my success in CSE . I am truly thankful to you for providing me
quality guidance and helping me to achieve my goal.Your unique an interesting way of teaching has made me love the subject and has
guided to attain success in a very short span of time and get 363 marks in LAW. Ambition Law Institute is really an awesome Institute. It
provided me the means to achieve my goal in life. I heartly appreciate all the efforts that the entire Ambition team has put into my success &
many others like me.Niharika Mittal Sandeep Kumar Tiwari Anita Kumari Neha Qayyum
BATCHES BEGINJUDICIAL &
INTEGRATED
CIVIL
SERVICES
thLL.B./CLAT (Common Law Admission Test): Foundation Course Begins 29 July
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110, Virat Bhawan (MTNL Building), Near Batra Cinema, Dr. Mukherjee Nagar, Delhi - 110009 Ph: 9312548656, 011 - 2765 - 5079, 3291 - 3949 Call between: 9 a.m. to 6 p.m. Email: [email protected]
Web Site: www.ambitioneducare.com hostel Facility arranged For Further Information SMS 52424
6 July & 18 July 11 July
“The question isn’t who’s going to let me; it’s
who is going to stop me.” These are the famous
words from the book Fountainhead by well-
known writer Ayn Rand. The same fearless at-
titude, courage and boldness of these words
are shown by Bandana Preyashi, IAS, in reality
Join the service forthe right reasons—Bandana Preyashi
Bandana Preyashi, a 2003 batch Bihar cadre IAS officer,
inspires women to move into the Civil Services. She is
currently the District Magistrate of Gaya and is an
alumnus of St Stephen's College, Delhi. Bandana is credited for
the peaceful conduct of panchayat elections last year and mu-
nicipal elections recently. Bureaucracy Today speaks to
Preyashi about the Civil Services Examination and her success.
“Hard work in the right direction”, says Bandana is her
secret of success in the Civil Services Examination. She feels
the CSE requires a combination of hard work and smart
work. An IAS officer is what she always wanted to be. “It was
a well-thought-out career choice,” Bandana replies when
asked by Bureaucracy Today as to why she chose the Civil
Services as her career?
The Civil Services Aptitude Test (CSAT), a new pattern in
the syllabus of the preliminary examination, was introduced
by the UPSC to choose aspirants with the right aptitude. The
UPSC is planning some changes in the 'main' examination in
2013 as well. On the pattern of the examination and selection
of civil servants, Bandana simply says. “I wish there was a
way to find out the honesty and integrity quotient”. The pur-
pose of the interview or personality test by a board of com-
petent and unbiased observers is to assess the mental and
personal suitability of a candidate. However, Bandana says.
“Personally I feel interviews are too discretionary. It’s unfair
to judge the lifetime of hard work in mere 30 minutes.”
Bandana highly recommends the Civil Services as a ca-
reer choice for women. She says, “Women command more
respect. Expectations from women are higher, which they
usually deliver.” Despite her challenging job, Preyashi keeps
her sense of humour intact. She says, “Women should get
used to being called, Sir. Now I actually like being addressed
as Sir”. Preyashi is known for her fearless attitude as she has
on many occasions stood up to politicians. She advises CSE
aspirants, “Join the service for the right reasons.”Despite
facing various challenges she loves her work and says, “The
Civil Services have offered me an amazing range of work ex-
perience. The job gives the unique opportunity to make a
huge difference in the lives of people.”
The CSE involves preparing for all the three stages of the
exam-- the prelims, the mains, and the interview. Bandana
feels that each of these stages needs to be prepared with a spe-
cific approach in mind. “Every moment of hard work which is
put during the preparation is rewarded by the immense self-
satisfaction that we get from work,” the Gaya DM concludes. ■
TIPS FOR EXAMINATION
● Be concise and to the point in the written examination.
● Cover the syllabus strategically. Focus more on marks
scoring sections.
● Have a selective approach to the IAS prelims.
WHEN I PREPARED FOR MY UPSC
www.bureaucracytoday.com5522 JULY 2012 ◆ BUREAUCRACY TODAY
BBuurreeaauuccrraaccyy TTooddaayy talks to 2009 batch Maha-
rashtra cadre IAS officer G Shrikant. He is cur-
rently the Municipal Commissioner of Nanded.
His journey from a ticket collector in the Indian
Railways to the Municipal Commissioner is truly
encouraging and inspiring.
“Come and be part of the system tochange the system”, G Shrikant
TIPS FOR EXAMINATION
● FFoorr tthhee mmaaiinnss:: Practise writing by solving old question papers
● FFoorr pprreelliimmss:: Solve as many question papers as you can.
● FFoorr iinntteerrvviieeww:: I completely relied on my friends for mock
interviews as they are the right critics and advisors.
WHEN I PREPARED FOR MY UPSC There were many incidents which inspired
Shrikant to choose the Civil Services as
his career. But there are two which he re-
members the most. His seniors, colleagues and
railway passengers always used to taunt him.
“Don’t try to be a District Collector. You are just
a ticket collector”. Such sarcasm hit him hard
and these words were always there in his mind.
He partly owes his success to his girl friend.
“She always motivated me to do something
great and that great thing turned out to be my
being an IAS officer”, says Shrikant.
Shrikant welcomes the Union Public Service
Commission’s new format of aptitude test intro-
duced in the Civil Services (Preliminary) Exam-
ination 2011. He feels the need for a change in
the mains as well. “Remove all optional subject
papers. Uniformity should be brought in which
will remove the general apprehensions of an as-
pirant”. For the interview, he says, “It should
not be limited to 45 minutes. The interview
should go on for seven days like in the case of
commandant selection in the armed forces”.
While in Government service and preparing
for the Civils must be really hard. Remembering
his preparation days, Shrikant says, “I took two
attempts to clear this exam. I used to study a
minimum eight hours per day and did a revi-
sion every Saturday and Sunday”.
What is your success mantra? Shrikant sim-
ply replies. “The secrets of success in the Civil
Services Examination are self-belief, self-confi-
dence, smart hard work and a high degree of pa-
tience.” He advises CSE aspirants, “Come and
be part of the system to change the system. Al-
ways have a high self-belief and continuously
strive for success. Shed all negative thoughts.”
Shrikant is very much content with his job.
“The IAS is a very challenging and interesting
job. Every day and every hour are different. I be-
lieve one must become part of a system if one
wants to change and improve it. This job is giv-
ing me enough resources, so I can contribute my
little part in changing the system for good.”
Through Bureaucracy Today, he wishes the
aspirants of Civil Services all success in their
career. ■
SSttuuddeenntt ssppaaccee
www.bureaucracytoday.com5544 JULY 2012 ◆ BUREAUCRACY TODAY
PPSSUU eevveennttss
ONGC excels at Petrofed Oil &Gas Industry Awards 2011 event
The Oil and Natural Gas Corporation excelled at
the Petrofed Oil and Gas Industry Awards 2011
event held in New Delhi on June 13, 2012. The
ONGC won three awards in the categories of “En-
vironmental Sustainability Company of the Year”,
“Human Resource Management Company of the
Year” and “Innovator of the Year Team”.
Union Minister of Petroleum and Natural Gas S
Jaipal Reddy presented the awards to ONGC CMD
Sudhir Vasudeva, who was accompanied by the
Board of Directors – AK Hazarika, Director (On-
shore), KS Jamestin, Director (HR), UN Bose, Di-
rector (T&FS), SV Rao, Director (Exploration) and
AK Banerjee, Director (Finance).
MRPL signs investment MoU with
Karnataka Govt
Mangalore Refinery and Petrochemicals Limited Managing
Director UK Basu has signed an MoU with the Karnataka
Government in regard to the company’s new investments in
the State. The MoU was signed in the presence of the Kar-
nataka Chief Minister and MRPL Chairman Sudhir Va-
sudeva at the Global Investors’ Meet 2012 held in Bangalore
on June 18.
Speaking on the occasion, Vasudeva confirmed that the PSU
aims to invest nearly $1.7 billion to expand the MRPL capacity
from 15 mmtpa to 21 mmtpa and for the production of LAB
(Linear Alkyl Benzene).
ONGC signs MoU with CNPC of ChinaOil and Natural Gas Corporation Chairman and Managing Director Sud-
hir Vasudeva signed an MoU with China National Petroleum Corporation
Chairman Jiang Jiemin for hydrocarbon cooperation between the global
energy giants in New Delhi on June 18, 2012.
With this MoU, the companies have agreed to foster their cooperation ei-
ther directly or through their subsidiaries in upstream E&P areas, refin-
ing or processing of crude oil and natural gas in midstream or
downstream projects, marketing and distribution of petroleum products
and construction and operation of oil and gas pipelines. The areas of co-
operation between ONGC and CNPC will also extend to joint participa-
tion in suitable hydrocarbon projects in other countries of interest by
exchanging information and working for mutual growth and benefit by
extending cooperation in hydrocarbon sectors globally.
Bharat Heavy Electricals Limited signed a deal with the Punatsangchhu Hydroelectric Project Authority, for the electro-
mechanical equipment package for a 1,020MW (6x170 MW) hydroelectric project on the Punatsangchhu river in western
Bhutan, in New Delhi, on June 26, 2012.
Valued at Rs. 950 crore, the order envisages manufacture, supply, erection and commissioning of the electro-mechanical
equipment for the project. The project is under bilateral agreement between the Government of India and the Royal Govern-
ment of Bhutan.
BBHHEELL bbaaggss RRss.. 995500 ccrroorree 11,,002200MMWW hhyyddrrooeelleeccttrriicc pprroojjeecctt iinn BBhhuuttaann
NTPC signs MoU with IIT, Delhi
National Thermal Power Corporation Director (HR) SP
Singh signed an MoU with Prof. RK Shevgaonkar, Direc-
tor of the Indian Institute of Technology, Delhi to en-
courage its employees to obtain higher education,
develop research skills and accomplish scientific studies
for development in the energy sector.
The MoU was signed in the presence of D K Agrawal, ED
(NETRA), NTPC, and other senior officials of both the
organizations, as the “Maharatna” NTPC plans to en-
sure M.Tech. programme degrees in selected domains to
two more batches of 10 engineers each.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 5555
NLC makes a record Rs. 1,411.33 crore profitThe Navratna PSU Neyveli Lignite Corporation Limited made a net profit of Rs. 1,411.33 crore in FY 2011-12 which is an
all-time record in the 56-year history of the organisation. This was disclosed by the then NLC Chairman and Managing
Director AR Ansari, at a Press conference held in Chennai on May 28, 2012.
Other NLC officials who were present at the conference included B Surender Mohan, new CMD, earlier served as
Director (Mines), SK Acharya, Director (HR), R Kandasamy, Director (P&P), Rakesh Kumar, Director (Finance), and
J Mahil Selvan, Director (Power).
SAIL’s Chandrapur Plant set for expansionThe Chandrapur Ferro Alloy Plant, which is a unit of the Steel
Authority of India Limited, is all set for expansion. Its ferro alloys
production capacity will be increased by about 70 percent over the
existing level of 1,00,000 tonnes per annum. In this connection a
Bhoomi Pujjan function was organised which was attended by G.S
Gill, Executive Director, SAIL-CFP, Chandrapur. The GM (Pro-
jects), the GM (Works), the GM (P&A), the GM (MM & Mktg) and
the GM (F&A) were also present at the ceremony held in Chan-
drapur on June 22, 2012.
MMAAIILL YYOOUURR LLAATTEESSTT EEVVEENNTTSS AATT:: iinnffoo@@bbuurreeaauuccrraaccyyttooddaayy..ccoomm
www.bureaucracytoday.com5566 JULY 2012 ◆ BUREAUCRACY TODAY
Ennore Port Limited
PPoosstt:: Chairman and Managing Director
DDaattee ooff IInntteerrvviieeww:: May 30
CCaannddiiddaattee RReeccoommmmeennddeedd:: MA Bhaskarachar
CCuurrrreenntt ppoossiittiioonn hheelldd:: Deputy Chairman, KPT
Bharat Earth Movers Ltd
PPoosstt:: Chairman and Managing Director
DDaattee ooff IInntteerrvviieeww:: June 21
CCaannddiiddaattee RReeccoommmmeennddeedd:: P Dwarakanath
CCuurrrreenntt ppoossiittiioonn hheelldd:: Dir (Metro &Rail), BEML
Hindustan Newsprint Ltd
PPoosstt::Managing Director
DDaattee ooff IInntteerrvviieeww:: June 26
CCaannddiiddaattee RReeccoommmmeennddeedd:: KK Suresh Kumar
CCuurrrreenntt ppoossiittiioonn hheelldd:: Director (Marketing), HLL
Balmer Lawrie & Co. Limited (BLC)
PPoosstt:: Director (Finance)
DDaattee ooff IInntteerrvviieeww:: May 29
CCaannddiiddaattee RReeccoommmmeennddeedd:: Prabal Basu
CCuurrrreenntt ppoossiittiioonn hheelldd:: General Manager, BLC
Heavy Engineering Corporation Limited
PPoosstt:: Director (Marketing)
DDaattee ooff IInntteerrvviieeww:: June 12
CCaannddiiddaattee RReeccoommmmeennddeedd:: AV Krishna
CCuurrrreenntt ppoossiittiioonn hheelldd:: GM, AAI
ONGC Limited
PPoosstt:: Director (Technology & Field Services)
DDaattee ooff IInntteerrvviieeww:: June 18
CCaannddiiddaattee RReeccoommmmeennddeedd:: Shashi Shanker
CCuurrrreenntt ppoossiittiioonn hheelldd:: GM, ONGC
Mazagon Dock Limited (MDL)
PPoosstt:: Director (Corporate Planning & Personnel)
DDaattee ooff IInntteerrvviieeww:: June 19
CCaannddiiddaattee RReeccoommmmeennddeedd:: CMDE Rakesh Anand
CCuurrrreenntt ppoossiittiioonn hheelldd:: General Manager, MDL
Shipping Corporation of India Ltd
PPoosstt:: Director ( P&A)
DDaattee ooff IInntteerrvviieeww:: June 22
CCaannddiiddaattee RReeccoommmmeennddeedd:: Capt BB Sinha
CCuurrrreenntt ppoossiittiioonn hheelldd:: SVP, SCI
Bharat Sanchar Nigam Ltd
PPoosstt:: Director (HRD)
DDaattee ooff IInntteerrvviieeww:: June 25
CCaannddiiddaattee RReeccoommmmeennddeedd:: AK Jain
CCuurrrreenntt ppoossiittiioonn hheelldd:: SGM, BSNL
RReeccoommmmeennddaattiioonnss ffoorr ttoopp ppoossiittiioonnss iinn mmaajjoorr ppuubblliicc sseeccttoorr uunnddeerrttaakkiinnggss iinn tthhee mmoonntthh ooff JJuunnee 22001122..
RECOMMENDATIONS RECENT APPOINTMENTSAPPLICATIONS INVITED
RECOMMENDATIONS RECENT APPOINTMENTSAPPLICATIONS INVITED
B SURENDER MOHAN
Takes charge as CMD, NLC
B. Surender Mohan, assumed of-
fice as Chairman and Managing
Director of Neyveli Lignite Corpo-
ration Ltd.
RP SINGH, IAS
Appointed Chairman, NHAI
Rajinder Pal Singh, IAS (AP:76),
has been appointed as the next
Chairman of the NHAI.
A SINGH, IAS
Appointed CMD, FCI
Amar Singh, IAS(MP:81), has been ap-
pointed as Chairman and Managing
Director, Food Corporation of India.
KC PUROHIT
Appointed CMD, NPCIL
Kailash Chandra Purohit has been
appointed as Chairman and Man-
aging Director of Nuclear Power
Corporation of India Limited.
S CHANDRA,IRSME
Appointed CVO, NPCIL
Sushil Chandra, IRSME(83), has
been appointed as Chief Vigilance
Officer in the Nuclear Power Cor-
poration of India Limited(NPCIL).
AMIT MOHAN PRASAD, IAS
Appointed CVO, Oil India Ltd
Amit Mohan Prasad, IAS(UP:89)
has been as Chief Vigilance Officer
(CVO) in the Oil India Limited.
PPSSUU rreeccoommmmeennddaattiioonnss
PPSSUU vvaaccaanncciieess
SShhiippppiinngg CCoorrppoorraattiioonn ooff IInnddiiaa LLttdd
Post: Chairman and Managing Director
Applications are invited for the post of Chairman and
Managing Director, Shipping Corporation of India Ltd.
The last date for filing applications is July 26.
NNaattiioonnaall TTeexxttiilleess CCoorrppoorraattiioonn
Post: Chairman and Managing Director
Applications are invited for the post of Chairman and
Managing Director, National Textiles Corporation Ltd.
The last date for filing applications is August 7.
NNaattiioonnaall SSeeeeddss CCoorrppoorraattiioonn LLiimmiitteedd
Post: Chairman and Managing Director
Applications are invited for the post of Chairman and
Managing Director in the National Seeds Corporation
Limited. The last date for filing the applications is
September 4.
NNaattiioonnaall HHaannddlloooomm DDeevveellooppmmeenntt CCoorrppoorraattiioonn LLttdd
Post:Managing Director
Applications are invited for the post of Managing Direc-
tor, National Handloom Development Corporation Ltd.
The last date for filing applications is August 30.
EElleeccttrroonniiccss CCoorrppoorraattiioonn ooff IInnddiiaa LLttdd
Post: Director (Finance)
Applications are invited for the post of Director (Fi-
nance), Electronics Corporation of India Ltd. The last
date for filing applications is July 20.
NNaattiioonnaall BBuuiillddiinnggss CCoonnssttrruuccttiioonn CCoorrppoorraattiioonn LLttdd
Post: Director (Finance)
Applications are invited for the post of Director (Fi-
nance) in the National Buildings Construction Corpora-
tion Ltd. The last date for filing applications is July 25.
IInnddiiaann RRaaiillwwaayy CCaatteerriinngg && TToouurriissmm CCoorrppoorraattiioonn LLttdd
Post: Director (Finance)
Applications are invited for the post of Director (Fi-
nance) in the Indian Railway Catering & Tourism Corpo-
ration Ltd. The last date for filing applications is August 2
NNaattiioonnaall JJuuttee MMaannuuffaaccttuurreerrss CCoorrppoorraattiioonn.. LLttdd
Post: Director (Finance)
Applications are invited for the post of Director (Fi-
nance), National Jute Manufacturers Corporation Ltd.
The last date for filing applications is August 3.
SSttaattee TTrraaddiinngg CCoorrppoorraattiioonn LLttdd
Post: Director (Marketing)
Applications are invited for the post of Director (Mar-
keting) in the State Trading Corporation of India Ltd.
The last date for filing applications is August 3.
EEaasstteerrnn CCooaallffiieellddss LLiimmiitteedd
Post: Director (Technical)
Applications are invited for the post of Director (Tech-
nical) in the Eastern Coalfields Ltd. The last date for fil-
ing applications is August 6.
NNaattiioonnaall PPrroojjeeccttss CCoonnssttrruuccttiioonn CCoorrppoorraattiioonn LLttdd
Post: Director (Engineering)
Applications are invited for the post of Director (Engi-
neering), National Projects Construction Corporation
Ltd. The last date for filing applications is August 7.
SSccooootteerrss IInnddiiaa LLTTDD
Post: Director (Technical)
Applications are invited for the post of Director (Tech-
nical), Scooters India Ltd. The last date for filing appli-
cations is August 12.
CCeennttrraall WWaarreehhoouussiinngg CCoorrppoorraattiioonn
Post: Director (Personnel)
Applications are invited for the post of Director (Person-
nel), Central Warehousing Corporation. The last date
for filing applications is August 13.
SStteeeell AAuutthhoorriittyy ooff IInnddiiaa LLttdd
Post: Director (RM&L)
Applications are invited for the post of Director ( Raw
Materials & Logistics) at the Steel Authority of India.
The last date for filing applications is August 16.
MMaahhaannaaddii CCooaallffiieellddss LLiimmiitteedd
Post: Director (Technical)
Applications are invited for the post of Director (Tech-
nical) in the Mahanadi Coalfields Ltd. The last date for
filing applications is August 23.
BBhhaarraatt EEaarrtthh MMoovveerrss LLttdd
Post: Director (Human Resource)
Applications are invited for the post of Director (HR),
BEML Limited. The last date for filing applications is
August 24.
WWeesstteerrnn CCooaallffiieellddss LLttdd
Post: Director (Finance)
Applications are invited for the post of Director (Fi-
nance), Western Coalfields Ltd. The last date for filing
applications is August 30.
RECOMMENDATIONS RECENT APPOINTMENTSAPPLICATIONS INVITED
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 5577
5588 JULY 2012 ◆ BUREAUCRACY TODAY
CCrreeaattiivvee SSppaaccee
Joseph’s first book, Dome over India- a book on Rashtrapati Bhawan, had
some interesting and untold stories. Now with his second one, Sentinels
of Raisina Hills, Joseph, along with former Home Secretary Dhirendra
Singh, has penned the story of North and South Block in New Delhi that
stand as sentinels guarding Rashtrapati Bhawan. Joseph says, “Through
this 144-page coffee table book, I and my co-writer Dhirendra Singh cou-
pled our experience of working in these two blocks. With our rigorous ef-
forts and research we got exciting facts on the planning and construction
of these two important monuments of the country. Unlike other coffee
table books which were also released when Delhi completed 100 years as
India’s capital this book stands out primarily because of the originality
of its contents. The 700 rooms built on the hills of Raisina are the place
from where the country is virtually running. So penning these places
took a good effort.”
Being a civil servant it was difficult for Joseph to devote quality
time to researching for the book but with the help of Dhirendra Singh
this task was made easy. He says, “While working at former President
KR Narayanan’s Secretariat, I was asked by the President to write a
book on Rashtrapati Bhawan. While researching for my first book I
came to know about the commemorative stones in the chambers of
North and South Block. These chambers were initially used as a
store house since nobody had their keys. We had to break open their
doors. It was then that I met the former Union Home Secretary who
helped me with the restoration of these chambers. We mutually
decided on writing a book on these two blocks after the completion
of my first book. Years passed by but the idea of writing a book
was still a thought due to my busy work schedule. Knowing the
fact that 2011 was the year of Delhi completing 100 years as
India’s capital, Dhirendra Singh told me that we should now
complete the book as this is the correct time to bring it out. It
was Dhirendra Singh who did most of the research.”
Joseph further says, “During the process of selecting pictures
related to the book we were quite confused as we didn’t want
them to be huge unlike those in other coffee table books. Then we
thought of using black and white sketches which went well with the
theme of the book. The sketches are exquisitely done and highlight
the timeless architectural beauty and design integrity of these struc-
tures.” When asked about his next book, Joseph said, “Well, I am doing
research on some ideas but it’s too early to say anything about it.”■
©Im
age:Bureaucracy Today
Sketchesof the pastPrincipal Chief Controller of Accounts in the Central
Board of Excise and Customs MJ Joseph, ICAS: 1979,
speaks to BBuurreeaauuccrraaccyy TTooddaayy about his passion for
writing books on important Indian monuments
www.bureaucracytoday.com
PPeerrffeecctt ccoouuppllee
6600 JULY 2012 ◆ BUREAUCRACY TODAY
The former Indian Ambassador to Kazakhstan, Rajiv Sikri, is a 1970
batch IFS officer. He retired in 2006 as Secretary (East), Ministry of
External Affairs, New Delhi. Sikri is also the author of a book, Challenge
and Strategy: Rethinking India’s Foreign Policy (Sage: 2009). His wife,
Veena Sikri, also joined the distinguished Foreign Service in 1971. She
has served as India’s High Commissioner to Bangladesh and Malaysia.
BBuurreeaauuccrraaccyy TTooddaayy speaks to the Sikris about their love, marriage and
India’s foreign policy.
Love and romance didn't begin in 21st centurccording to Henny Youngman,
the secret of a happy marriage
remains a secret but according
to Rajiv Sikri, “The principle of
a good marriage is not to dis-
agree too much with your wife”.
But on a serious note he feels
marriage is having your partner help you grow and also help
your partner to grow. It is an evolution and a process where
one should have a compromise approach towards life, work,
and marriage. Veena Sikri smiles and reveals her secret of
perfect marriage, “Friendship and understanding”. Accord-
ing to her, sharing is very important. To that Rajiv quickly
adds, “Not only sharing the responsibility of family and
bringing up children but also sharing interests such as trav-
elling, sports, seeing movies, going out for a meal and of
course, sharing common interests”.
On the question of quality time together, Veena says,
“Quality time is very crucial for couples but importantly for
children and we made conscious efforts for it. We used to
share subjects of our children. I would take care of their
Mathematics. Rajiv took care of their subjects like Science,
English and History”. Rajiv at his best of humour says, “Will-
ingness to accept the other’s point of view is very important
in marriage. For example, I don’t share her interest of shop-
ping but for her I go along”.
“She is a wonderful woman with a tremendous vitality and
tremendous zest for life”, says Rajiv. But her ability to juggle
half a dozen balls in the air, and being supportive of his work
is what he appreciates the most. In a nutshell he says, “I know
I can count on her”. Veena spontaneously answers, “Tremen-
dous patience I like the most in him along with his personal
qualities”. She appreciates his passion for photography and
his writings on Indian foreign policy. “I am dependent on him
when it comes to modern gadgets and technology”, Veena
adds in the list of her likes.
Veena couldn’t think of anything that she doesn't like about
Rajiv whereas Rajiv knew his answer, “She bugs me regarding
health issues like don’t eat this, don’t eat that. Though she is
very organized with her work but disorganized with her fi-
nances and personal papers which I have to do.” On their ex-
perience of being married to an IFS officer, Rajiv explains,
“How the spouse behaves is an element that goes in an assess-
ment about the diplomat. In that case I didn’t have this prob-
lem because she understood the profession well”. Veena feels
that it was positive since they shared the same profession.
www.bureaucracytoday.com JULY 2012 ◆ BUREAUCRACY TODAY 6611
Love and romance didn't begin in 21st century: Rajiv Sikri “Foreign Service officers have to do a lot of official entertain-
ing so we had to do it too. In fact it was double for us, because
we understood each other’s work we could share and coordi-
nate and were able to organise it well.” But everything wasn’t
so simple. They had their difficult and tough times too.
“When I joined the IFS, a woman officer had to be single
and she couldn’t marry without permission though over
time the Government removed this restriction. But my
major hitch in joining the service was the very question how
would the marriage and children be if we were posted in dif-
ferent countries? Will we be posted together?” Expressing
her concern Veena wrote a letter to then Foreign Secretary
TN Kaul who encouraged her to join the IFS. Veena, remem-
bering Kaul’s words, says, “He said I should join the IFS not
only in my own right but also as the wife of an IFS officer.”
Rajiv feels that in difficult times the spouse can only give
you moral and emotional support, empathy and sympathy.
Veena adds, “When we were posted in different countries, it
was difficult but we planned our time well together. When I
was posted in Hong Kong and he was the Ambassador in
Kazakhstan, we planned to meet on the silk route and trav-
elled there together”.
Rajiv and Veena have been married for 40 years and knew
each other for five years before they got married. They met
through common friends at a university and then their jour-
ney began together. Rajiv Sikri remembering his old days
says, “Love and romance didn't begin in 21st century”. Their
love for each other and common passion for India’s foreign
policy make their journey simply beautiful and worth it. ■
HHeeaarrtt ttoo hheeaarrtt
www.bureaucracytoday.com
Send in your birthday greetings to show you care. Bring a smile on the face of your near and dear
ones. Send your greetings at iinnffoo@@bbuurreeaauuccrraaccyyttooddaayy..ccoomm and we will publish them for you.
Ashok Kumar SinhaIAS (BH:1976)DDeevveellooppmmeenntt CCoommmmiissssiioonneerr,,
BBiihhaarr UUrrbbaann DDeevveellooppmmeenntt
JJuullyy 11
Many many happy returns of the day.
My best wishes will always be with
you. Have a prosperous life ahead.
Bimla Sinha (Wife)
Dr Manoj Kumar SharmaIPS, (MH:2005)SSPP,, NNaaggppuurr DDiissttrriicctt,, MMaahhaarraasshhttrraa
JJuullyy 33
Happy birthday. May every single
wish of yours come true. May all
your life be filled with loving memo-
ries. You have made us all very proud.
Many many happy returns of the day.
Manas and Shradha Sharma (Sonand Wife)
Pratyaya AmritIAS, (BH:1991)SSeeccrreettaarryy aanndd MMiissssiioonn DDiirreeccttoorr,, RRooaadd CCoonn--
ssttrruuccttiioonn DDeeppaarrttmmeenntt ((PPuubblliicc WWoorrkkss)),, BBiihhaarr
JJuullyy 77
On this special day, I send you all my
love and wishes of happiness, today
and always. Thank you for being the
best dad ever. Happy birthday Papa.
Apporva Srivastava (Daughter)
Niraj Kumar BansodIAS, (CG:2008)CChhiieeff EExxeeccuuttiivvee OOffffiicceerr,, ZZiillaa PPaanncchhaayyaatt,,
DDaakksshhiinn BBaassttaarr,, CChhhhaattttiissggaarrhh
JJuullyy 1166
Happy birthday! We love you. We
pray to God to shower His blessings
upon you and grant you health and
happiness forever. Wish you all the
best in life.
Swara and Kiran Niraj Bansod(Daughter and Wife)
CK MathewIAS, (RJ:1977)CChhiieeff SSeeccrreettaarryy,, GGoovveerrnnmmeenntt ooff RRaajjaasstthhaann
JJuullyy 2266
Many happy returns of the day. Wish
you all the very best for future. Wish
you lot of time for your writings.
Happy birthday!
Geeta Mathew (Wife)
Rakhee Gupta BhandariIAS, (PB:1997)PPrriivvaattee SSeeccrreettaarryy ttoo MMiinniisstteerr ooff SSttaattee
ffoorr RRaaiillwwaayyss
JJuullyy 2288
Many many happy returns of the day.
May God bless you with all you aspire
now and always. With lots of love.
Meena & VK Gupta (Mom & Dad)
Nagendra Nath SinhaIAS, (JH:1987)PPrriinncciippaall SSeeccrreettaarryy,, DDeepptttt.. ooff PPeerrssoonnnneell,,
AAddmmiinniissttrraattiivvee RReeffoorrmmss && RRaajjbbhhaasshhaa
VViibbhhaagg,, JJhhaarrkkhhaanndd
JJuullyy 2299
Happy birthday! Many many happy re-
turns of the day. I pray to God for all
you want. I wish you all the health and
happiness forever in life.
Nikita Sinha (Wife)
Rajpal Singh TyagiIAS, (CG:2001)CCoolllleeccttoorr,, KKoorrbbaa,, CChhhhaattttiissggaarrhh
JJuullyy 2299
I wish you a healthy and happy life.
Serve the nation and work for the poor.
Always succeed in life. I wish you a
very promising service and an even bet-
ter life. My hearty blessings are always
with you. Happy birthday!
Kamlesh Tyagi (Wife)
Ridhim AgarwalGuptaIPS, (UK:2005)SS..PP.. ((VViiggiillaannccee)),, UUttttaarraakk--
hhaanndd PPoolliiccee
JJuullyy 2299
Happy birthday. Many
many happy returns of the
day. May you always fly
high in life and achieve
your goals. With love and blessings.
Meena & VK Gupta (Ma & Pa-in-law)
Sanjay Pratap SinghIAS, (UT:1984)MMaannaaggiinngg DDiirreeccttoorr,, DDeellhhii KKhhaaddii aanndd
VViillllaaggee IInndduussttrriieess BBooaarrdd
JJuullyy 3300
Happy birthday Dad! Thank you for al-
ways being there for us. From all the
family members, we wish you the best
for the days to come.
Sidharth, Shantanu, Avantika &Aparna (Sons, Daughter & Wife)
Dr S Bharathi DasanIAS, (CG:2006)CCoolllleeccttoorr,, SSuurraajjppuurr,, CChhhhaattttiissggaarrhh
JJuullyy 3311
Happy birthday dear Appa! You are a
true blessing to us. And we want to wish
you a birthday filled with love, laughter,
achievement and the choicest of things
you enjoy the most. We love you.
Raksh, Yishaanth & Menaka (Sons & Wife)
Compiled by:
Aastha R.S. & Parul Goswami
6622 JULY 2012 ◆ BUREAUCRACY TODAY
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www.bureaucracytoday.com6644 JULY 2012 ◆ BUREAUCRACY TODAY
ARIES: Bureaucrats may find this month most difficult
from the professional point of view. You may not be in a po-
sition to achieve set targets and will get support from au-
thorities. Expenses will threaten to go through the roof. A
deal of immovable property should not be finalized in July.
You are likely to suffer from backache. There may be dishar-
mony on the domestic front too. However, moderate finan-
cial gains are expected in speculation.
TAURUS: This will be a memorable month for bureaucrats
from the professional point of view. Most of your expecta-
tions will be met and you will surge ahead with confidence
and optimism. Unbelievable financial gains are indicated
in your profession. A raise in your official status is almost
assured. You will remain vibrant and health will remain
normal. The success of your child in a competitive exami-
nation will be a source of pleasure for the family.
GEMINI: No new developments are indicated during this
month for bureaucrats. Vibrancy will be missing and no
respite is expected from mental agony. You should not enter
into unnecessary arguments with your bosses. Unproduc-
tive expenses may lead to financial imbalance. The verdict
in a dispute of immovable property may be in your favour.
Bureaucrats suffering from high blood pressure need to be
under medical supervision.
CANCER: July is an excellent month from the professional
point of view. Your expectations may be met and you are
likely to get a transfer or a posting of your choice. You will
remain happy and vibrant and will get full support of au-
thorities. Financial gains will be unbelievable. This is the
right time to finalize a deal of immovable property. Roman-
tic ties may lead to permanent bond. A windfall is on the
cards in speculation this month.
LEO: Bureaucrats may get life-time opportunities this
month and may be in a position to grab those. Most of your
wishes will get fulfilled and smile will be maintained on
your face throughout the month. You are likely to invest in
movable property. Your health will remain normal an there
will be total harmony on the domestic front. You may also
plan a foreign visit with your family. Most of your time will
be spent in partying and socializing.
VIRGO: Your fortune will be at zenith and you are likely
to be gifted with a surprise offer in your profession. This
will be in appreciation of your efforts. A raise in official sta-
tus with a place and posting of your choice is assured. Your
health will remain normal. You are also likely to be shifted
to better residential accommodation. Planets indicate a long
pleasant journey with your family. Huge financial gains are
indicated in speculation.
LIBRA: You may find the first fortnight of July disastrous
from the professional point of view. You are likely to be
charged with serious irregularities in your profession.
However, you may get providential help during the second
half of the month and may gradually get respite from men-
tal tension. Planets also indicate a financial loss by theft.
The bad health of your spouse may be a cause of concern.
You should not enter into any deal of immovable property.
SCORPIO: This may be a memorable month for bureau-
crats from the professional point of view. Many pleasant sur-
prises in office will make you happy and vibrant. You may
supersede your seniors and get an important assignment
which will enhance your career prospects. Financial gains
will be unbelievable. Huge gains are indicated in a deal of
immovable property. You may also move higher on the spir-
itual plane. Huge financial gains are indicated in speculation.
SAGITTARIUS: Bureaucrats may find the road ahead
jerky which will be difficult to negotiate. You have to be
extremely careful while signing important documents.
However, support from a colleague of the opposite sex will
be helpful in mitigating the problem. You may be required
to put in extra effort. There may be disharmony on the do-
mestic front. If you are planning to shift your residential
accommodation, it should be postponed. Losses are indi-
cated in speculation.
CAPRICORN: July will be an excellent month from the
professional point of view. You may be in a position to give
physical dimensions to most of your plans. A raise in offi-
cial status or a posting to a desired place is assured. Offi-
cially you may be part of a delegation visiting abroad. The
success of your child in a competitive examination will be
a source of pleasure for the family. The bad health of your
father or an elderly member in the family may be a cause of
concern. A windfall may be on the cards in speculation.
AQUARIUS: Many pleasant surprises are in store for sen-
ior bureaucrats in their profession. Old pending issues may
get resolved and you may get necessary respite from mental
tension. You may get the support of your bosses. You will
be in a position to score perfect ten and most of your wishes
will get fulfilled. Huge gains are indicated in a deal of im-
movable property.
PISCES: This will be a reasonably good month from the
professional point of view. You will march ahead with con-
fidence and optimism. You will also be in a position to
achieve set targets. Your efforts will get recognition and ap-
preciation. New opportunities are indicated during the
third week of the month. However the unusual behaviour
of your spouse may be a cause of concern. A long pleasant
journey will be a source of pleasure.
Bureaucrats inJULY 2012 ANIL KUMAR JAIN
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