July2012

from the editor-in-chief

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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Editorial Team can be contacted at:

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Marg, New Delhi 110001. Ph.: 011-

23073004, 23073042 Telefax: 011-

23074386

[email protected]

For marketing queries contact:

S P Singh

Phone: 011-23073004, 23073042

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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,

Masjid Kasturba Gandhi Marg, New Delhi 110001

Editor: Suhaib A Ilyasi

DELENG/2009/30665


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.


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


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


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


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.

Book your advertisement for this space

call us now: 011-23073004/42


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


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


call us now: 011-23073004/42


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


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


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


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.


call us now: 011-23073004/42

1144 JULY 2012 ◆ BUREAUCRACY TODAY www.bureaucracytoday.com


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-


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-


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


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


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


BBuurreeaauuccrraatt ooff tthhee mmoonntthh


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.” ■

[email protected]


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



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


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.


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


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. ■

[email protected]

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.



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.”■

[email protected]

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-


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-


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.


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.”



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-


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.



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


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


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. ■

[email protected]

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.


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


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. ■

[email protected]


SS YADAV, IAS (UT:95), Commissioner, EDMC

East Delhi gears up for Municipal renovation


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


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


IInndduussttrryy wwaattcchh


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


SITARAM JINDAL, Chairman and Managing Director, Jindal Aluminium Ltd

We revolutionized the use of aluminiumin Indian industry- Sitaram Jindal



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


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.” ■

[email protected]


ITBP-sentinels of Indian borders


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


New chief at the NLC helm

B SURENDER MOHAN, CMD, Neyveli Lignite Corporation (NLC)


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.)

[email protected]

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


PPoolliiccyy wwaattcchh

By SL Rao


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])

[email protected]



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.


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)

[email protected]

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. ■

[email protected]

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.


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

AEPL

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. ■

[email protected]


● 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


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


● 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. ■

[email protected]

SSttuuddeenntt ssppaaccee

5th July and 12 July


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.


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


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


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)


CCaannddiiddaattee RReeccoommmmeennddeedd:: AV Krishna

CCuurrrreenntt ppoossiittiioonn hheelldd:: GM, AAI

ONGC Limited

PPoosstt:: Director (Technology & Field Services)


CCaannddiiddaattee RReeccoommmmeennddeedd:: Shashi Shanker

CCuurrrreenntt ppoossiittiioonn hheelldd:: GM, ONGC

Mazagon Dock Limited (MDL)

PPoosstt:: Director (Corporate Planning & Personnel)


CCaannddiiddaattee RReeccoommmmeennddeedd:: CMDE Rakesh Anand

CCuurrrreenntt ppoossiittiioonn hheelldd:: General Manager, MDL

Shipping Corporation of India Ltd

PPoosstt:: Director ( P&A)


CCaannddiiddaattee RReeccoommmmeennddeedd:: Capt BB Sinha

CCuurrrreenntt ppoossiittiioonn hheelldd:: SVP, SCI

Bharat Sanchar Nigam Ltd

PPoosstt:: Director (HRD)


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


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



Managing Director, National Textiles Corporation Ltd.

The last date for filing applications is August 7.

NNaattiioonnaall SSeeeeddss CCoorrppoorraattiioonn LLiimmiitteedd



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.


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



nance) in the National Buildings Construction Corpora-

tion Ltd. The last date for filing applications is July 25.

IInnddiiaann RRaaiillwwaayy CCaatteerriinngg && TToouurriissmm CCoorrppoorraattiioonn LLttdd



nance) in the Indian Railway Catering & Tourism Corpo-

ration Ltd. The last date for filing applications is August 2

NNaattiioonnaall JJuuttee MMaannuuffaaccttuurreerrss CCoorrppoorraattiioonn.. LLttdd



nance), National Jute Manufacturers Corporation Ltd.


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.


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



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.


MMaahhaannaaddii CCooaallffiieellddss LLiimmiitteedd



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



nance), Western Coalfields Ltd. The last date for filing

applications is August 30.




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.”■

[email protected]

©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


PPeerrffeecctt ccoouuppllee


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.


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. ■

[email protected]

HHeeaarrtt ttoo hheeaarrtt


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.


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


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


Messages from loved ones for bureaucrats who celebrate their birthdays in July

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AAssttrroollooggyy


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

Want to know more about your horoscope? Astrologer Anil Kumar Jain may be contacted at:

[email protected]

July2012

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