Archives: Employee Stories

At Home and the World

When it is time to say goodbye after 33 years of communication work for companies (20 for Thermax), there’s the formal job of handing over files and documents. Beyond that, there is the expected and essential transfer of knowledge: the understanding that resides not in files and folders, but in the minds and hearts of practitioners of a discipline. Happily, the remarkable editorial freedom that communication professionals enjoy within Thermax enables such a transfer.

So, what do I tell the new team of Swastika and Chitra and Akansha?

Should I borrow the words of Bernard Shaw to say that this job was a sort of splendid torch that I wanted to burn as brightly as possible before handing it on to future generations? I am no Shaw and here that would sound pompous. Should it be the Soviet era joke about succession – the one about those two envelopes that Stalin left behind for his successor Khruschev, asking him to open the first when the first real threat to his chair emerges, and the second one only in a truly hopeless situation? Years later, on opening the first envelope, Krushchev read, ‘Blame everything on Stalin.’ Much later, when he felt his time was up, he opened Stalin’s second life-saver. Again, just one line: ‘Prepare two envelopes.’ No, Thermax is a far better workplace to merit such a cynical approach. Or, should I adopt some TED talker’s line about feeling humbled to leave behind for the amazingly talented new generation, those (equally incredible) insights? That won’t do. Too phoney for my taste.

There’s no standard way of extracting some sense from that amorphous ragbag called experience. So, let me potter around my unkempt garden and gather a sheaf of remembrances. Or, lessons, if that suits the occasion.

Here’s one I learned from Ahmed, my predecessor. He used to say that communication should be contemplative action and, by way of illustrating the idea, he brought in the example of the archers of our North East. A trained archer would walk around the target, pause and take aim, change his stance, walk a few steps to another spot, view the target from another angle. This would go on, sometimes for a boringly long time. Then, with a new purpose, the archer will stride to one spot, take aim, point the arrow and release the bow. Hits the bull’s eye.

Yes, jumping into activity is all too easy, and especially so with communication which often can give the illusion of action. Like Chaplin running up the escalator… Instead, it would work better if we bring in a little thoughtfulness, ask for more – more of information, photographs, perspectives, a better brief, more of everything – and wait for ideas to mature. Now that the Alfonso season is over, many of us will again remember the difference between the disappointing taste of mangos hastily brought to the market for quick bucks, and the glorious ripeness that comes from sunlight and the quiet days of waiting.

Let me bring in another visual: of a child sitting at a window or on a wall, looking at the world, one leg inside and the other dangling outside. That image of being, at the same time, at home and the world outside – if only organisational communication can achieve that harmony while engaging with employees and the outside world. Now, websites can be accessed by anyone, employees or external public. Still, the challenge of crafting communication for different audiences remain. Much before digital communication dissolved boundaries between inside and outside, Fireside had attempted such a composite conversation by reaching out to both employees and the external public, in one go. Not many house magazines do that. This approach was not limited only to Fireside and it has had two consequences inside Thermax: one, barring some rare instance, Thermax employees get to hear about their company first from internal news platforms and not from the mass media. Secondly, the thought that a wider public will be reading the housemag, influences the choice and presentation of editorial material. Though we may not have succeeded every time, there is always a sense of care, a touch of finesse that this publication has aspired to.

Today, digital platforms and the social media have extended the communicators’ horizons. Their versatility in integrating text and video, quick access and their phenomenal reach make them exciting tools. But as with traditional forms of communication from an earlier time, they too demand the same attention to detail and fact checks. More so, especially when speed, so integral to the digital world, can also derail the best of intentions. The old sentinels of journalism – what, when, where, who, how – are still essential when we put together a story or a communique, be it on Thermax website or Twitter, Fireside or Facebook.

We must be clear-eyed about what new technologies can accomplish. Let me share this anecdote attributed to Jean Cocteau, the poet and filmmaker, as he made the crucial distinction between the medium and the message. When Cocteau in the 1950s was told that there is no future for films unless they are made for the wide screen technology of cinemascope, he remarked that next time when he writes a poem, he will ask for a bigger sheet of paper.

Finally, there is language. Though there is a surfeit of visuals in today’s world and smart phones have reduced conversations to emojis and memes, language will prevail. Even if the whole world is burning down or if astronomers discover nine more earths, and even if the cameras are live streaming these epochal events, we will still need words to tell ourselves what’s happening and why they happened.

At Thermax, we are fortunate to have the legacy of Rohinton Aga, one of those rare business leaders who could use plain English eloquently to explain, to express and to communicate. Read his articles and you will see that he used language not to fog or to confuse, but to clarify and to make things meaningful. This legacy of clear communication should continue across media, across platforms to position Thermax as a warm and living entity.

– A.M. Roshan
(Ex-Thermaxian)

The Weekend Agriculturist

Coming from the small village of Chithirampatti in the Pudukkottai District of Tamil Nadu, I had to face a lot of struggle before finding a job at Thermax in Chennai and settling down in a metropolitan city.

My father passed away when I was young and my mother raised my two sisters and me. I studied throughout in Tamil medium institutions and successfully earned an MSc in Information Technology. However, due to the lack of communication skills in English, I could not secure work in the city for a long time. Eventually, I started my professional career with a governmental project. I secured my life’s big opportunity when I was selected to work for the cooling commercial department at Thermax.

However, I longed to reconnect with my roots which were agriculture and farming in some way. Two years ago, I came across a group on Facebook called ‘The Weekend Agriculturist’ having over 16,000 members. The coordinators of the group are connected to small-scale farmers situated in and around Chennai. When they want to reach out to us for support, these coordinators create an event on Facebook, deciding the place and date. We visit the farms over the weekend and provide farmers with collective labour work through our group of volunteers. We often work in the fields with them from sunrise till 6 pm. This group not only rekindled my passion for farming but also introduced me to my husband Tamilselvan who is one of the main coordinators.

I strongly believe that nature provides us with enough to satisfy everyone’s needs, but certainly not their greed, which is why my husband and I have consciously adopted a sustainable and ecoconscious lifestyle. We have found that giving back to nature can be incredibly fulfilling and fun.

We grow our own food in our organic farm in Alathur, near Chennai, leased together with 10 members of our volunteer group. I cook fresh, traditional foods from our own produce, which gives me a sense of achievement. By posting my recipes on social media, I have discovered that most foodies love traditional food. I also love presenting my organically developed recipes in culinary events and am delighted when people like them.

But, sustainable living is not only about growing your own produce and cooking your food. It is about imbibing eco-friendly practices in everything you do. At home, we always ensure that I minimize waste in every possible way. I like to convert waste into useful products and this is something that I
enjoy teaching to others as well. We like to live plastic-free. Our clothes are produced from organic materials and naturally produced dyes. I love cooking in earthen pots and I also manage my home without modern conveniences, like a refrigerator. We celebrate local art and artists through a popular collective gathering that my husband and I often organize with our friends and families.

With technology taking over every sphere of our lives and detaching us from mother earth, we fervently believe that a person should be aware of where our food comes from and where our waste goes. During our volunteering activities at farms, we also organise debriefing sessions where youngsters are encouraged to care about the environment and learn simple farming techniques like collecting rice from a paddy field. By doing these simple activities, we automatically become one with nature. By living sustainably, I believe that we can give back to the community that we are all a part of.

Thank you for allowing me to share the story of my journey and my thoughts. An important thought that I would like to leave you with is that the consumption choices you make for your family and yourself are the keys to your sustainable lifestyle. In my case, my journey taught me to think, perceive and act in a holistic manner and add more meaning to the world around me. I hope you do too.

– Kalaivani
Absorption Cooling & Heating

A mentor in need is a mentor indeed!

As I penned down my thoughts on the occasion of International Men’s Day which falls in November, I took the opportunity to reminisce and acknowledge the contribution of men in my personal and professional growth. Let me explain.

I have always expressed my heartfelt thanks to the men in my family and my friends from time-to-time, whenever I had the chance to do so. But this time, I would like to extend my heartfelt thanks to my first mentor and manager, Pravin Karve; who is currently the Executive Vice President of the Boiler ” Heater division at Thermax.

I met Pravin for the first time at a mentorship programme when I joined Thermax as a management trainee in November 2006. I had heard a lot about him from my colleagues. However, when I saw him, I was pleasantly surprised by his personality, which is an epitome of grace and humility. He agreed to be my mentor, and that was the start of my professional grooming for an exciting career ahead. I was this gawky newcomer with absolutely no practical technical knowledge of a boiler, and here I was recruited for handling the international marketing and tendering of boilers. But not once during any technical discussion, did Pravin make me feel that I was immature, incompetent or a misfit for the job. Instead, he taught me the basics of professional conduct like how to organise emails, files and folders in my laptop so that any information could be easily retrieved, as and when required. It was he who also taught me how to respond to emails, not to use bold or capital letters in emails (as it seems like shouting) and to use dispassionate salutations and greetings. He suggested that if a colleague or customer expects my replies on queries pointwise, my response should be just next to each question in a different font colour. I still continue to use these methods, even after 12 years. He deeply ingrained in me the importance of developing an expertise in tools like MS Excel and MS PowerPoint, to be always curious about all the latest trends and advancements in technology and to make use of the same in day to day tasks. “Technology and efficiency go hand in hand,” he had said.

I confidently faced any professional challenge that came along my path at Thermax, while on the personal front; Pravin introduced me to ‘The Art of Living’ foundation that resulted in calming down the personal storms. I was made to understand that every person deals with their struggles that others would not be aware of, which is why it is important to be nice to all. At the same time, he also advised me not to be a pushover, not to apologise unnecessarily and never allow people to walk over me. He advised me to have the wisdom to identify people, analyse situations and avoid emotional reactions or responses to anything. I learnt the importance of turning up to work every morning with a fresh mind, fresh face, professional and clean attire, greet people warmly, and to travel light with no past baggage.

I thank Pravin for making me confident, ensuring that I pay attention to details, and practice high ethics at work.

Back in the year 2008, I recollect how during a meeting, a dear colleague complained of what he perceived as being bullied at the workplace and how given his frustration, he wanted to resign. After giving him a patient listening ear, Pravin laughed it off and shared how every person’s professional
ship will hit an iceberg once in a while. He expressed how he has undergone such hardships himself, and the only thing one could do is to grin, bear, breathe, concentrate better, work harder, and the phase would pass on its own, life is too long for such experiences to last forever!

The most important lesson of life that I have learnt from Pravin is how important it is to make other people feel good about themselves. By doing so, we automatically empower them and give them confidence. This helps them gather enough strength to fight and survive alone under any circumstance.

Because of my association with Pravin early in my career, I have developed a passion for teaching and training newcomers. I derive great pleasure when I instil confidence in the new joinees by making them feel good about themselves, guide them about the right channels and motivate them to attain greater heights in life and. This is my karma now.

– Manasi Joshi
Operations, Jabil Circuits Pvt. Ltd. and ex- Thermaxian

THERMAX -The Legacy Lives On!

Every time during my talks, discussions or business sessions, when it comes to people, processes and leadership, one common factor is always Thermax. And, I keep asking myself one question; how is it that some organisations are remembered by their ex-employees long after they have left and even after so much of water has flown down the Indrayani River?

To look for an answer let me begin from the beginning. Thermax has a special place in my heart and mind. Having been a member of this organisation, it has in many ways significantly changed the way I Think, Act and Relate, and every time I think about it, I feel a strange aroma or aura gradually welling up inside me, and I become nostalgic instantly. This may look a bit dramatic, but I am trying to express my feeling as precisely as I have always felt. It is quite strange that a relatively small slice of your professional life (about five years) could have such an overwhelming influence on your life and impact your thought process so irreversibly.

Let me give you a few instances which may give you some glimpses of how organisational culture, values and beliefs are built, brick by brick. My first intersection with Thermax began with an apparently innocuous interview at the Apollo Bunder office of Thermax which at that time housed it’s regional office, in Mumbai. The interviewer was P M Kumar and he in his inimitable style never made it look like an interview. We were talking, discussing and exchanging thoughts on various issues, including HR. This meeting resulted in a chain of interviews, and I made three to four trips to Pune, during which I met about ten or more people including Business Heads, top management representatives, and my prospective ‘peer’ in HR.

My final meeting was with Mr. Rohinton Aga, and this proved to be one of the most precious moments of my life, the memories of which are still vivid in my mind. He came out of his office, invited me into his office, held the door for me as I walked in, made me sit comfortably in the sofa next to him; and not across the table of his official sitting place, and began to make tea for me.

During the ongoing discussions, again, not an interview, at one moment, he asked me that he had seen quite a few HR people start their own consulting business, after gaining enough confidence and experience. How about you? To which I replied, “I am basically an organisation man, and at this stage, I have no such intentions.” The moment I said, “organisation man”, I could see his eyes suddenly light up with a childlike curiosity; he leaned forward with a smile on his face and asked me, “Have you read The Organization Man by William Whyte?” I said ‘yes’, and we then began to discuss the book.

When I left his cabin, the thought that came to my mind was; I just met a business leader, an intellectual, a thought leader and a philosopher, all rolled into an illustrious Mr. Rohinton D. Aga. Trust me, I felt little dizzy and a lot honoured! I was selected and then came the day of my joining. My first encounter was with the lady handling the reception desk, who called me ‘Siddharth’. Having come from an organisation that was during those times mired in an overwhelming hierarchy, laborious bureaucracy and excessive niceties, this was different. In fact, being addressed by my first name was itself a first!

And then came my meeting with Anu and here is her first sentence to me: ‘My name is Arnavaz Aga, but this name is a bit of a tongue twister, so you can call me Anu. However, you may initially have some hesitation calling me Anu, so you can start with calling me Mrs. Aga, but never call me Madam.’

My next formal meeting with Anu was at the time of my confirmation, which turned out to be yet another life-changing moment, that has stayed with me even after so many years. Here is what she told me: “I am very happy with you and would like you to be part of my team. But there is only one thing which I would like to share with you as feedback, and that is; you don’t seem to disagree with me quite often, and largely say ‘yes’ to what I say?” In any other organisation it could have easily been construed as an ‘indictment’ but knowing Thermax, I clearly understood it as an ‘invitation’.

But, before that let’s ask ourselves, “How many HR Directors/CHROs, leave aside Business Owners, have the courage to say this and demand this particular behaviour from their subordinates?”

Now all these were different incidents, apparently unconnected to each other but were they really unrelated? I don’t think so. I saw a pattern emerging; a careful nurturing of what we ostensibly call culture, values or beliefs. It was, without doubt, different, and maybe that is why it has, even after more than two decades, remained etched on my mind, fresh and fragrant.

And thus, began a journey; or a quest for a meaning; for the mind, spirit and intellect. I, many times tell my audience that my five years with Thermax were much more precious and satisfying than a degree from any of the top business schools in India.

And that brings me to the next question that I ask myself: How do organisations survive and thrive? How do they ensure that perhaps insignificant, but emotionally profound gestures keep them relevant and connected not only with their current but exemployees too? And finally, how do successful organisations keep learning and growing?

Here is another example of how a small get-together turned out to be a memorable moment for us and why Thermax, and our association with it, continues to enthral us, even after so many years!

Somewhere in October last year, many of us, the exHR professionals of Thermax, had a “reunion” and to our immense delight Anu Aga, our ex-colleague and the then Director HR of Thermax, also joined in, and she hosted us at her house. For me, the additional high came from the fact that I got an opportunity to meet two of my three HR mentors – Anu Aga and Prasad M. Kumar.

There were no expectations, no agendas, no speeches, and no self-aggrandising gestures but an unbridled expression of nostalgic moments, emotional affiliations and feelings of relatedness that binds us together even after so many years (some of us were meeting after about two decades).

The group represented six waves or generations of HR professionals, separated by different timelines yet united by a unique culture; and the common thread was how Thermax had touched our lives in some way or other and how it became a 'way of life', rather than being a mere organisational milestone to be proudly displayed in our CVs. For some of us, Thermax had indeed changed our lives forever.

All of us, including Anu, shared experiences, anecdotes and memories that represented slices of our lives, but when seen in totality, emerged as a brilliant and larger than life collage of culture, built and nurtured over decades by the founders of Thermax. And for most of us, our experiences represented
a reaffirmation about how Thermax valued people and respected the contrary viewpoint.

Thermax is more of an institution; an organisation so different yet grounded, informal yet process oriented, organised yet creative, and structured yet so devoid of hierarchy.

But as the glorious moments of togetherness came to an end and as we parted reluctantly, we were filled, with a refreshing interaction on the one hand, and the other, by sadness about the beautiful moments that we had left behind and the glorious legacy that we all are part of.

But the most reassuring realisation was that Thermax and its legacy lives on!

– Siddharth Dhar
Managing Partner, Saffron Strategic Consulting and ex- Thermaxian

Run4Fun #Fit4Life

I always led a lazy and carefree life until one day when my health gave up on me, and I realised I had to do something about it. Thanks to my sedentary lifestyle, I had gained a lot of weight gradually over the years and in 2013, the weighing scale swung to 92 kgs, making me realise that I fall into the obese category.

I visited my family doctor, who advised me to reduce my weight by at least 14 kgs. I tried the gym and even coupled it with crash diets for a few months. A couple of times during intensive training, I injured my lower back severely while lifting heavy weights. I was then advised to keep away from the gym for six months and before I knew it, I had gained the little I managed to lose!

After a year and a half of tireless efforts and still determined to make it happen, I started with small walks to nearby places; beginning with half a kilometre walk and run and then slowly progressed to three km each day. As days passed, I started enjoying my walks and runs and gradually ramped up to longer distances, sometimes alone or with a local running group. A few months later, with the suggestion of a local physician, I also started a structured nutritious diet plan. In due course, I felt my energy levels go up and could see my weight drop, both physically and on the scale! Towards the end of 2015, I participated in my first 10 km monsoon marathon at Chembur, Mumbai organised by the Sports United and thereafter in a half marathon run to Satara hill spanning 21.1 km. I had attained my ideal weight of 78 kg by this time.

At this juncture when I had started enjoying my participation in the marathons, I began developing injuries around my ankle owing to a flat foot which made it difficult for me to run.

I was told that like all other sports, running also has a technique and requires a specific training to remain injury free.

I did not take my chances and consulted a sports therapist, who counselled me to buy a variant of gel-based in-sole shoe for flat foot and alternatively used orthotics for firm support. Despite all of these, my ankle injury kept recurring, though not as frequent as earlier days.

In March 2017, I had planned a two-day visit to a site at Banaras, to kick start an official project. However due to committed timelines and to ensure a successful handing over, I had to extend my stay by three weeks.

Since my stay was scheduled only for two days, I did not carry my pair of running shoes. A few days of no exercise, made me restless and on the fourth day of my stay there, I decided to walk barefoot on the ghats of the Ganges. My first experience of walking barefoot was a little jittery, to be honest, but by the next morning, I was subconsciously prepared for it. That night, I experienced pain and burning sensation in my feet, but after speaking to a friend who is an experienced barefoot runner for over five years, I gave some cold therapy to my feet which brought a lot of relief. The following morning, I jogged around the Banaras roads. Even though I felt my feet brush against the hard surface of the road, I did not face any problem. For the rest of my trip, I was at complete ease, running around the Banaras University campus.

Once back in town, my experienced friend advised me to buy special shoes known as ‘Vibrams’ to ensure injuryfree barefoot running on rough surfaces. He also asked me to follow a disciplined schedule of strengthening my lower body and advised me to keep a visibility of three to four meters as against ten meters while running with shoes. It’s been over two years of running barefoot in countless events and without facing any injuries.

It is said that good things spread fast and so did the positive vibes in me stemming from my passion for running. The first ones to be influenced were my family members. My parents and wife started going for regular morning walks. Soon to follow them, was my seven-year-old daughter Shamika, who then later took to participating in short distance (three km) runs with me. Many of my office colleagues too connected with me and we formed a WhatsApp group called Run4Fun#Fit4Life.

Presently, the strength of our group is 19 members and we use this platform to mutually share our fitness plans, diets, workout schedules, footwear selection, information on upcoming events etc. It is heartening to hear my friends and colleagues share their transformational journey, after following my fitness regime. I have also been able to connect with some likeminded people at our customer front and have motivated them to adapt to a healthier lifestyle.

I want to end it by saying that running has not only made me fit but has improved my focus, overall wellbeing, ability to multitask and manage my stress levels.

– Piyush Dixit
Power

Once a Thermaxite Always a Thermaxite

Trips to Pune always make me nostalgic as I have spent most of my formative years in the city before relocating to Chennai post marriage. Boarding the flight from Chennai to Pune, I looked forward to this one being even more special as I was going to meet my mentor, all-time favourite leader and the
most inspiring woman I have ever known – Anu Aga.

Waiting at the reception of the new Thermax House, I was engulfed by a gush of memories of my association with the company as an HR business partner in the mid-‘90s, under the leadership of Anu. After that, I have been associated with several mid to large sized organisations, but my learnings at Thermax have always been my guiding light.

It was during my tenure that we went through the crisis of Mr. Aga’s sudden demise. Not letting her grief come in the way of the organisation, Anu did her best to motivate employees and not let gloom prevail among them. During the condolence meeting, she said, “The biggest responsibility from here on is in your hands and not mine because Mr. Aga trusted you all more with the company than his family.”

I admired the way Anu dealt with the HR function despite not having a formal degree in the domain; her ability to take risks and question businesses. Even back then, HR was integral to business planning, which organisations even today struggle to achieve. Being a small team that time, we often had open discussions where we shared our concerns and suggestions with Anu which were unbiasedly evaluated by her and then translated into action if need be. To name a few, she was a proponent of meritocracy and introduced a performance driven culture. She brought in the HR matrix model as a review mechanism, continually gauging the market pulse and industry benchmarks through compensation surveys and HR audits. The beauty of the processes resided in blending external expertise from consulting firms with comprehensive feedback from her team, right from field inputs to leadership views. In an era when computers were entering workplaces, we were ahead of our times in most of the people systems. Soon Thermax became a role model for HR heads of many reputed companies who often visited us to learn from our best practices.

The focus on driving processes was always balanced with the human aspect of our team. Once when paying a visit to a senior colleague admitted in the hospital, Anu mentioned to me, “The responsibility of a manager goes beyond approving medical reimbursement to standing by the team in times of need.”

Above all was a culture of transparency, where an employee could escalate a grievance or request directly to Anu. To cite an incident, we had a female Graduate Engineer Trainee from one of the top engineering institutes working on the shop floor who wanted to experience some processes which took place only during night shifts, where women were not allowed due to safety reasons in those days. When she expressed her desire and passion for learning, Anu made exceptions for her to work in night shifts while taking care of her safety needs.

One should experience Thermax and then other organisations to know the difference. The leaders practised an open-door policy and worked like entrepreneurs with a sense of ownership for their businesses. They encouraged young managers to pursue diverse avenues across functions, take on broader responsibilities and eventually head divisions. The emphasis on business & growth blended with a host of employee engagement initiatives. Some of my memorable events include the townhalls with the management, where the leaders remembered and called every employee by their names when asked questions. I can never forget the non-conventional training programmes such as ‘Walk on Fire’, ‘Quality of Life’ for employees and storytelling skills for managers. Thermax ladies club, Dandiya night, Fireside magazine, site engineers meet and many such platforms made work enjoyable, inculcated a practice of caring and sharing amongst us.

A sense of the culture was infused right from the time an employee joined the company through comprehensive induction programmes jointly designed by HR and businesses that reassured the employee’s decision of coming onboard concerning its culture, career prospects and learning opportunities.

All in all, the life of every Thermaxite was holistic. It comprised work, learning, fun, communication and plenty of opportunities. It was business as usual (or unusual), inclusion and diversity at its best. High performance, going the extra mile, creating success stories, learning from failures and a large community with a place under the sky for each one – all packed under the mighty ‘T’.

I was brought back from my memory lane when I heard my name being called out and was led to Anu’s office. Pristine, warm and respectful as always, just seeing her made all my senses come alive. A heartfelt and genuine conversation, plenty of memories, a whole-hearted hug and gratitude towards life is what I experienced in that brief hour with her.

It is delighting to see that even after two decades, the company continues to uphold the same ethos and quality standards in every aspect. My experience of Meher is nothing less than what her parents embodied in the organisation. Meher and her leadership team have the same zest, people focus, humility yet aggression and extremely sharp business acumen that formed the edifice of Thermax.

As I left Anu’s office with a heart full of appreciation, I told her, ‘Once a Thermaxite, always a Thermaxite’. I held on to my visitor’s identity badge with pride.

– Rujuta Rammohan
Ex-Thermaxian

Mount Stok Kangri : Stepping up to lasting impressions!

Expeditions are journeys with a purpose and arguably the most exhilarating experience a person can have!

Since 2012-2013, I had the desire to hike up the peak of Mount Stok Kangri, located in Leh & Ladakh and towering at an altitude of 20,181 feet above the main sea level. The thought first occurred to me, while I was hiking in the Sahyadris and wanted to test my threshold by attempting to climb a
high Himalayan snow-clad peak.

Apart from the Sahyadris, I had successfully summited Mount Rudugaira, 5,819 metres above the sea level in 2013 and Mount Gangotri-1, 6,672 metres above the sea level in 2014. In the year 2015, I went on a biking expedition to Leh Ladakh with my friends. Leh is nestled between deep valleys, surrounded by high passes and snow-clad mountains. Mesmerised by the beauty of this valley, I was sure that this would be my next trek.

As we walked, right there in front of us was a daunting high peak, covered in snow, standing tall and enticing me. “This is it guys,” I told my friends. My friend Atul and I chalked out a plan for an alpine style attempt (which refers to a trek without the help of any guides or porters) to Mount Stok Kangri.

We came home and started the groundwork for the journey. We traced maps, planned the route, logistics and then started our preparation for the climb with rigorous training in the form of daily exercises, pranayama, yoga and not to forget, the several practice treks to the Sahyadris carrying heavy load in our backpacks to build our stamina and strength.

After nearly six months of preparation, we were ready to take on the challenge. We left from Pune on the 8th of September, 2017 and landed in Leh the next day. It was a feeling of coming back home! A cosy little Ladakhi hotel with a fabulous view was awaiting us. We spent the rest of the day roaming in and around the local markets of Leh and buying some gear required for the trek.

The same evening, we went up to the Leh Palace. The view from there was priceless. The rays of sunset on the snow peaks made the mountains appear gold plated; further enhanced by the fusion of colours in the sky and the surrounding landscape.

On the morning of 10th September, we left our guest house for an acclimatisation trek. We drove up to South Pullu with the intent to hike 14 km uphill to Khardung La Pass, in order to attune our bodies to that altitude. Owing to the on-going Ladakh marathon, we had to alter our plan and instead decided to attempt a small three-hour hike up to the Tsemo Gompa Monastery. We were now confident of the giant climb.

The same evening we bought all the remaining climbing gear, ready-toeat food packs, obtained necessary permits, packed our backpacks and were all set. We planned to start the trek early next morning to have a glimpse of the sunrise.

Next morning we reached the base point of the trek, Stok village. We sipped hot tea, had Maggi for breakfast and started our climb to the higher camp – Manokarma. Our backpacks weighed over 15 kg, and with each step, we slowly started to find the journey challenging due to the rough terrain, bone-chilling winds coming from the valley, the altitude gain, intermittent rain and snow showers. Exhausted and tired, we finally managed to reach camp Manokarma after a six-hour long climb.

It was only four o’clock in the evening, and the weather outside was already cold. Within an hour, we managed to put up our tents at Manokarma, followed by sipping some hot tea prepared by my friend Atul, a welcome relief from the shudders.

Manokarma, at an altitude of 14,000 feet, has far less amount of oxygen, which makes it difficult to breathe. Your fitness and mental strength are what helps you in such harsh conditions. After tea, it was time to give some rest to our legs. We had some delicious vegetable biryani for dinner and slept
by nine.

On 12th of September, we woke up at six in the morning. The sun was out, but because of surrounding high mountains, it took a while for its warmth to reach us. Post breakfast, we packed and geared up for our climb to the Stok Kangri Base camp – 4,980 metres above the sea level which was a three-hour journey.

As we progressed with our climb, the gain in altitude was slowly beginning to affect us. I started having a mild headache and decided to rest for a couple of hours. We spent the next two days – 13th & 14th of September acclimatising for the higher climb by trekking the nearby slopes, which were at
an altitude of 5,300 metres.

We returned to the base camp on the afternoon of 14th and after napping a while, we decided to start the climb to the summit at eleven that night. Night hours are usually the best for a climb, given that the snow doesn’t melt and the weather is much calmer than early morning hours. We carried some hot water with us for the journey and after having upma for dinner; we began our journey to climb the summit. The temperature outside was freezing at -50 C. Braving the snowfall, we reached the advance base camp at one o’ clock in the morning.

Though the sky was clear and filled with stars, it was chilly because of the wind’s speed. The fresh snowfall was another hurdle in front of us. My fellow trekker developed some breathing troubles and owing to the freezing temperatures ahead; he decided to return. I was now left with the choice to either join him or move ahead. After taking stock of his health and his assurance of reaching the base camp safely, I decided to continue with the trek.

Awaiting us was a long stretch of glacier, which had many hidden crevasses, not visible due to a thick layer of snow covering them, one thing that mountaineers fear the most.

Safely negotiating these, I reached the top of the glacier, where the temperatures had dipped to – 100 C. The winds were gaining speed. The progress was becoming slower. It was four in the morning when it started snowing, making it a challenge for me.

The altimeter read 5,550 metres and at that point, I decided to abort my summit and not move further. It was a hard decision, but as the saying goes “Getting to a summit is optional, getting down is mandatory.” I took some pictures before my downward journey. After three hours of a tiring downhill climb, I reached the upper point of the base camp. The first light on the nearby mountains was a beautiful sight to behold.

In the next half an hour, by seven in the morning of the 15th, I was at the base camp. From there, I informed my wife about my wellbeing and my companion’s safety. My friend was happy to see me back safe, and so was I to see him healthy.

After a couple of hours of rest, we decided to get back to Stok village and then Leh and by seven in the evening after a continuous six hours of downhill trek, we made it back to our cosy beds, with a delicious spread of hot food awaiting us.

The best way I could summarise our journey is by remembering the quote by the Famous French climber Lionel Terray – “On this proud and beautiful mountain we have lived hours of fraternal, warm and exalting nobility. Here for a few days, we have ceased to be slaves and have really been men. It is hard to return to servitude”.

– Shrikant Khandke
Power MPP

The heart to run and live healthy

This article is about my husband Terence (Terry), fondly referred to as ‘Runner with a Big Heart’ by his close band of runners and friends. As he turns 50 this April, I’d like to share his journey of transformation from a heart attack survivor to a marathon runner, inspiring others to lead healthier lives.

It was on our marriage anniversary day in 2013 (February 2) that Terry had a pain in his chest and felt uncomfortable. We were on our way back from a church service, and we stopped at our family physician’s clinic for a checkup. As I waited in the car for want of parking space on a crowded Saturday evening, I got a call from the clinic, asking me to come over immediately. I knew something was wrong.

The doctor told me that Terry’s ECG showed that he had suffered a heart attack, maybe a day earlier and that he should be admitted at a hospital immediately. As a diabetic, Terry probably did not show the classic symptoms of a heart attack – pain in the left shoulder, breathlessness, sweating and
dizziness. Angiography confirmed blockage in three coronary arteries, one a 95% block. He underwent an angioplasty, where two stents were inserted, and a balloon angioplasty cleared the third.

I thank Almighty Lord that Terry was lucky to get medical treatment on time. He was awake throughout the procedure, but in a state of shock even after being discharged from the hospital. While recuperating, listening to our son Adrian’s emotional talk, Terry realised he has to remain healthy for the sake of his family too. He promised to himself that he would get fit, soon.

Overweight by nearly 20 kg, after the angioplasty, Terry had to follow a new diet regime. It helped him shed around 15 kg in three months. He also met a rehabilitation physiotherapist who advised him to start with 10 minutes of brisk walk, at least four times a day and then gradually increase the duration as well as speed, while maintaining an average heart rate of 130 beats per minute (bpm).

After following the fitness schedule religiously and tracking his heart rate with the help of a monitor, Terry knew he was getting fitter. He had never run before his attack, so he had to be very careful and took all precautions before his first run. In a few weeks, Terry could jog one km easily. Within a couple of months, he could jog five km at a stretch, and there was steady improvement in his heart rate. Then there was no looking back. He ran longer distances, joined a running club to stay motivated and focussed. In October 2013, eight months after his heart attack, Terry ran his first half Marathon (21.097 km) organised by Pune Running Beyond Myself. I fondly remember some of the placards we had displayed there to cheer the tired runners, which read, “There is Beer at the Finish Line”, “Success tastes Salty, not Sweet”, “Your place in History is almost secure”.

As he never wanted to see himself as a `heart patient’, a recipient of others’ sympathies, Terry kept up his determination. Within a year of his heart attack, he dared to run his first full marathon (42.195 km). His cardiologist was initially sceptical of this idea, so he took advice from a senior cardiac rehabilitation specialist at the Asian Heart Institute, Mumbai. In January 2014, he ran his first full marathon at the Standard Chartered Mumbai event. He completed it in 5 hours and 22 minutes.It was a memorable as well as an emotional moment for Terry, and as he crossed the finish line, probably no one noticed the tears of joy on his sweat drenched face.

I am glad, in this strenuous journey, he was not alone. His two great buddies, Richard Alphons and Joy Abraham had assured me they would be with him and that he would be fine. They ran their first full marathon along with him in 2014 and they continue to be with him on practice runs and running events.

I remember the difficult 5-hour long wait for Terry to complete his Mumbai full marathon and tell me he was okay. On their return, at the Pune railway station, we surprised our husbands with garlands and sweets that left onlookers wondering who these great men were!

By now Terry has run over 20 half marathons (best time 1 hour 58 minutes) in and around Pune, Goa, Hyderabad, Bangalore and the Mumbai Marathon (best time 4 hours 40 minutes) consecutively for the last five years. So far, he has logged over 7000 km of running. Far away in Switzerland, inspired by Terry’s example my sister, Priscilla ran the Geneva Marathon, twice.

These had been exceptional years for Terry as he changed his life with dedication, determination and willpower. He was also fortunate to have the able guidance of his coach who pushed him to his limits and was with him while Terry ran his first marathon. Besides losing weight, running has helped
Terry keep his blood pressure under control and he hasn’t taken any medicine for diabetes for the last four years.

He is part of the Pune Road Runners Group (www. puneroadrunners.com). Terry now motivates people to achieve allround fitness by running and also through his lectures to corporate executives on the importance of staying fit.

– Connie Miranda
(Corporate Finance)

Doing business in India today: does it call for compromises?

Why do companies find it tough to take a stand against corruption? There is always the fear that they could lose business if they don’t indulge in, or at least turn a blind eye to corruption. Of course, there’s a cost involved in not taking short cuts. But even after the cost benefit ratios are worked out, we are still left with the question – is it worthwhile to indulge in corruption?

The answer will depend on your value system and whether you define business as merely maximising shareholder value, or, while you make profits you also uphold some principles. In the short run, a corrupt company may succeed and earn profits but the quality of our national life could suffer.

We business people are very clever. When it comes to corruption we think that it belongs to street level politicians and when it relates to business we try to take the sting and stink out of that word by using euphemisms like “governance deficit.”

Transparency International defines corruption as “the abuse of entrusted power for private gain.” In today’s world, governments and business houses wield enormous power and the nexus between them encourages and fosters corruption.

Earlier, it was believed that corruption is a by-product of certain societies, especially the developing nations. But today, we know that corruption can exist in any society, in countries under authoritarian governments as well as in advanced liberal economies and democracies.

In the pre-liberalised India, in a government-controlled economy, crony business houses profited from closeness to the political class. Only sectors like IT which had minimal engagement with the government or export oriented companies could thrive without the blessings of governments. Though we embarked on economic liberalisation in the 1990s, and moved away from the Licence Raj, corruption has found new forms of practice and patronage. Thanks to our popular practice of Jugaad – that untranslatable Hindi word to convey a curious mix of innovative thinking, bypassing of approved channels, and fixing – ethical standards of doing business remains very pliable, capable of infinite adjustments.

Today, every walk of Indian life – politics, bureaucracy or business – is tainted with corruption. Over the years we have become immune to corruption. For example, while selecting our electoral representatives, dishonesty has become a non-issue. All-pervasive corruption, certainly, is the biggest challenge before the country as it erodes the effectiveness of resource allocation and strategy for development. However, we look to someone or the other to clean up the mess. Can we respond differently? Instead of expecting others to change can business owners make a start?

While there are business leaders who syphon off large amounts from their companies for personal gain, there are also honest organisations forced to make payments to deal with harassment by politicians and bureaucrats. They also have to use ‘speed money’ to get things done that should have happened normally. It is difficult for individual companies to resist this kind of harassment. Here, business associations can initiate a dialogue between corporates, bureaucracy and political representatives to check this menace.

Independent directors are expected to assure corporate governance. But if critical information is not shared and if their opinions are not respected and followed, how can they succeed in their duties? Media continues to highlight “respectable” companies who won awards, had high powered independent directors and yet, swindled the shareholders. Facades often mask unpleasant realities.

For companies to say ‘No’ to certain questionable practices and yet do better than competitors, their products and services have to stand out. They have to focus on outstanding quality, on-time deliveries, constant upgrades through innovation and be ahead of the competitors in all aspects of business. If this happens, in most cases, there will be no need for under-the-table exchanges and it will lead to win-win business for all concerned.

It is alright to get employees sign the Code of Conduct or Business Ethics. But the demonstration of intent for ethical business has to come from the top management and it cannot be a fair weather conviction. A company’s determination to stay on and do ethical business is tested in times of business adversity. It won’t do for us to use the old Groucho Marx line, “Those are my principles, and if you don’t like them …. well, I have others.” It is only when individual conscience speaks firmly and with conviction that government and companies will pause to listen, act and reform their time-tested and questionable ways of doing business.

Corporate governance is not window dressing and business ethics is not another public relations practice to enhance corporate reputation or the company’s brand. Ethical business goes beyond profit maximisation and envelops the entire society in a virtuous wrap.

At Thermax, we decided to say no to compromises while securing orders and focus only on taking clean orders. Of course, it meant foregoing some business opportunities, which means a degree of loss in the short term. To compensate for loss in domestic business, Thermax has started focusing a lot more on globalising our operations. From a single digit figure at the turn of the century, we have reached 40% in the international share of our business.

We are a capital goods company and over 60% of our business comes from repeat orders. I am convinced that there are enough business houses keen on adopting transparent business practices as we are. Though we still experience difficulties with a few corporates and several government arms, as far as possible, we will continue to resist harassment, strengthen our processes and, with growing confidence, walk the talk.

What gives me joy is to listen to our employees say they are proud of being part of an organisation that has a great culture and is by and large honest. Today, youngsters are looking not just for pay and perks but also for occupation that’s meaningful and fulfilling. I am sure open culture and ethical conduct will go a long way in helping business houses attract talent.

Corporates need to be profitable and yet we have to find a larger purpose. What is the purpose of business? To me, the business of business is not just business, but human well-being. If we find a larger purpose, we will not be obsessed with profit at any cost. My late husband, Rohinton, expressed the idea aptly when he said, “Profit is not only a set of figures, but of values.” In business, we are used to listening to the voice of the shareholders. Can we also listen to that small voice within each of us that tells us what is right and wrong?

– Anu Aga

Lonely in a connected world

Lonely and lost in the big city: it is a theme that has been appearing in Hindi film songs over the decades. Gulzar’s Ek akela is shehar mein (film Gharonda) is a popular example. Shahryar’s little known Seene main jalan ankhon main toofan sa kyun hai (Gaman) asks in the next line: why everyone in this city is so troubled.

Though romantic feelings hover nearby in songs of loneliness, these songs speak not about just a person or of love lost. They are about life where people are cut off from friendship or love, feeling adrift from all human connection – like an astronaut alone in the vastness of space. In today’s sprawling metropolis, one can indeed live for years in a housing complex as a stranger, or as it happens in the Mumbai local, one can be surrounded by people and yet feel utterly alone.

While people in villages too can feel lonely, cities are the epicentres of loneliness. Big city alienation has been the subject of study by social psychologists, doctors and criminologists as they examine from health, crime and public policy perspectives, the devastation caused by loneliness. So is the link between alienation and terrorism.

As people migrate for better opportunities and towns grow, as old ties of families and communities weaken, everyday more and more people join the swelling ranks of the lonely. “Look at all those lonely people…where do they all come from,” sang the Beatles in their classic, Eleanor Rigby.

Earlier, loneliness was something that affected the elderly – retired people suddenly without the comfort of a set routine, pensioners troubled by illnesses, aging parents whose children have left home to live far away, and widowers whose partners of decades are no more. The problem is also becoming acute, as the number of the aged grow in India. But it’s also the young in today’s times who are prone to the loneliness epidemic. Indian media has highlighted the dislocation and emotional turmoil of young people from small towns coming to cities in search of better opportunities, how they feel lost and depressed. Cut off from homes and familiar signposts, the daily commute, work pressures and the sheer impersonality of a harsh new city wear them down.

The grey cloud of loneliness settles over anyone, of any age or class. The successful professional in Vikram Seth’s great verse novel, Golden Gate is only 26 and yet feels miserable in vibrant San Francisco : “…Dragged from his cove, not knowing why,/ He feels an urgent riptide drawing/ Him far
out, where, caught in the kelp/ Of loneliness, he cries for help.”

In cities, children find their own unique ways to cope with feelings of being alone. Psychotherapist R. D. Laing has written about a child in a London slum slicing an earthworm into two, saying, ‘… there, now you have a friend…’ Recently, the British PM announced the country’s first Minister for Loneliness. A Ministry of Truth or a Ministry of Justice is usually the stuff of dystopian novels or dysfunctional dictatorships, fabricated for propaganda. So, in this age of spin, we should be thankful the British didn’t name it the Ministry of Sunniness or Gaiety to wish away unpleasant facts.

Obviously, they are serious, even as issues like Brexit and multiculturalism dominate their discussions. Based on the Jo Cox Commission on Loneliness, the government is planning to tackle the issue in all earnestness. The move is expected to help around nine million Britons who experience the misery of loneliness. Through this policy initiative, Britain is acknowledging a growing problem of both developed and developing societies.

Ironically, ours is the time of 24×7 connectivity when Wi-Fi is as essential as water for many. With our good mornings, endless jokes and motivational lines delivered non-stop on WhatsApp and Facebook posts, we are supposedly never alone. We love to lose ourselves in the bylanes and back alleys of the virtual world. And yet, in the middle of these distractions, do we feel lonely? Some of us find that our fabulous lives on social media make our return to real lives such a boring and lonely trip.

Pascal, the French mathematician and theologian wrote in the 17th century, “All of humanity’s problems stem from man’s inability to sit quietly in a room alone.” Probably he had in mind the destructive energy of the political class that sent rampaging hordes on wars and conquests. Today, we are immobile in front of our screens and yet we know the restlessness, the urge to be on the move, the feeling that life is elsewhere, the impossible wish to find that perfect antidote to boredom.

We can only wish UK’s Loneliness Minister loads of good luck. In the meantime, earlier answers to the problem, and many of them known to work, have always been around. They range from creating a sense of belonging, presence of friends and family to a nourishing community life and meaningful work. Companies certainly can take care to make workplaces friendlier and stable, discourage toxic behaviour from bosses and redesign work to make it interesting and relevant. They can also resist the temptation to be too helpful – like appointing a Chief Loneliness Officer or using big data to sniff out the lonely with the noble intention of helping those poor lost souls.

– A.M. Roshan
Ex-Thermaxian

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