MUMBAI | MONDAY, 16 DECEMBER 2019 ECONOMY & PUBLIC AFFAIRS 5. <

PRESS TRUST OF INDIA

New Delhi, 15 December

The government has initiated review of foreign fund flows into telecom and physical infrastructure at strategic locationsof the country, according to sources.

A comprehensive review has beenundertaken to assess the control over vari-ous forms of infrastructure at strategic loca-tions and border areas, the sources said.

Given the fact that a majority of theindustries are now under automatic routefor foreign direct investment (FDI) ratherthan the approval route, the sources said, itis required to have an idea on the foreignpresence in these areas including the northeastern region.

Keeping in view the strategic

importance, the sources said, the govern-ment decided against closure of BharatSanchar Nigam. The state-owned telecomcompany has a strong network at borderareas. Many departments and agencies,including the Reserve Bank of India (RBI),have been involved in the exercise.

The RBI is also examining the need forgreater scrutiny of the FDI coming throughthe automatic route where companies areonly required to inform the regulator aboutthe fund flow within a stipulated time.

Most countries do not allow foreignplayers to participate in strategic infra-structure projects.

Recently, Commerce and IndustryMinister Piyush Goyal said any country dis-criminating against Indian companies inthe award of contracts would not be allowed

to participate in public procurement con-tracts. “When we took the stand not to be apart of RCEP (Regional ComprehensiveEconomic Partnership), one of the majorstumbling blocks was also the fact that ourbusinesses in the areas of our strength donot get an equal and fair opportunity whenit comes to engaging with contracts or busi-nesses in other geographies,” he had said.

The minister also said he had not heardthat China ever opens up any of its govern-ment contracts. “They (China) are neveropened up for international competition inthe garb of being public procurement. Inmany other ASEAN countries, even Japanand South Korea, the kind of conditionalitiesthat they put do not allow too many of ourcompanies to participate in tenders in thosecountries,” he said.

Govt examining FDI flowsin infra at strategic places

PMC Bank depositors detained after protestPRESS TRUST OF INDIA

Mumbai, 15 December

More than 50 depositors of thePunjab & MaharashtraCooperative (PMC) Bank weredetained by Mumbai Police onSunday after they protestedoutside the residence of ChiefMinister Uddhav Thackeray,police said.

Later, Thackeray met a del-egation of depositors of the

troubled lender and assuredthat his government will takesteps to ensure justice to thebank’s customers.

Nearly 500 depositors of thetroubled bank initially gath-ered outside an office of theRBI in the BKC but they laterheaded towards ‘Matoshree’,the residence of Thackeray insuburban Bandra, to meet him,a police official said.

They assembled outside the

gate of Thackeray's residence,shouted slogans against the RBIand demanded that their dele-gation be allowed to meet theCM, the official said.

“More than 50 protesters,including some women, weredetained and taken toKherwadi and BKC police stations,” he said, adding someof them were later let off.

Later, Thackeray met a del-egation of PMC Bank deposi-

tors at his residence, heardtheir grievances and assuredall help, an official release heresaid. “The government willtake necessary steps to ensurejustice to the bank depositors.”

One of the depositors,Preetpal Singh, said since thepast three months, they havebeen posting messages on theprime minister’s Twitteraccount to put forth their woes,but their miseries are yet to end.

Cases involving ~3.75 trn cleared at IBC pre-admission stageMore than 9,600 cases involv-ing a total amount of nearly~3.75 trillion have been dis-posed of at the pre-admissionstage of the insolvency lawprocess, according to the government.

The Insolvency andBankruptcy Code (IBC), whichcame into force in 2016, pro-vides for resolution of stressedassets in market-linked andtime-bound manner. As manyas 21,136 applications have

been filed under the Code, thecorporate affairs ministry saidin a release on Sunday. “9,653cases involving a total amountof approx. ~374,931.30 crorehave been disposed of at pre-admission stage of IBC," it said.

About 2,838 cases wereadmitted into the corporateinsolvency resolution process(CIRP) and out of them, 306cases have been closed “byappeal/review/withdrawn”,according to the release. PTI

PUBLIC NOTICE NOTICE is hereby given that MRS. KHAIRUNNISA MOHAMMED SALIM SHAIKH residing at Plot No. 20-Q-7, Shivaji Nagar, Govandi, Mumbai-400 043 have agreed to sale & transfer of his Plot No. 20-Q-7, Shivaji Nagar, GovandiMumbai- 400 043 within the limits of Mumbai Municipal Corporation, together with all the benefits, rights, clear and marketable title, freefrom encumbrances and with vacant possession thereof, to my client MR. ARIF ABUMIYA FAKHI. Any person having any claim/s by any way in respect to the said property and the same are required tointimate to the undersigned together with proof thereof within 15 days of publication of this notice failingwhich my clients shall complete the sale/transaction and all such claims, if any, shall be deemed to have been waived and/or abandoned.Date: 16.12.2019

Sd/-Imran A. Siddiqui

Plot No. 25-A-15, Shivaji NagarGovandi, Mumbai-400043

Dale Carnegie very famously said, 'Keepyour mind open to change all the time. Itis only by examining and re-examining

your opinions and ideas that you can progress'.Since 1985, the Global Leadership Award hasrecognized benchmarks in progressive humancapital management. In India, the award is ajewel in the crown of people focussed organi-zations that have made development of theirworkforce a priority.

The ?rst Dale Carnegie Leadership Awardwas presented in 1985 to The Ford MotorCompany. Previous winners also include:Coca-Cola, Adidas, The Boeing Company,Wal-Mart, Campbell Soup and The FourSeasons Hotel. Wipro Technologies was the?rst Indian recipient of this award in 2007,followed by the Union Bank of India, AxisBank, Piaggio Vehicles and Mahindra &Mahindra in later years.

The Dale Carnegie Global Leadership Awardevent that took place on 4th December 2019saw a celebration of learning & development asa catalyst for agility and progress in the face ofthe dynamic environment of the economy. Thisyear, Otis Elevators Company (India) won theaward for their inventive learning initiatives thatwere not just aligned to their organizationalobjective but were also driven by empoweredpeople within the organization. Jana SmallFinance Bank was declared runner up for theirstructured and comprehensive programdesigned to touch every last team memberthrough an internal mentoring network calledthe Drona program.

Presented annually, the award winner isdecided based on parameters of excellencegoverning business performance throughpeople development.The judging criterioninvolves a thorough assessment of recentinvestments in coaching, training and orga-nizational development linked to people per-formance. The factors taken into considera-tion include key goals and initiatives under the3 broad categories of Organizational

Structure, Learning & Development (L&D)and Employee Engagement.

This year, initiatives that were gearedtowards making the workforce agile played abig part in the winning applications. An idea thatis at the heart of Dale Carnegie's belief is thatit takes more than smart people and good datato become agile. Along with good tools andprocesses, it takes the right combination ofresilience, social intelligence and capacity foraction, aligned with a clear organizational pur-pose, to create a strong foundation for agili-ty.That is why it is typically seen that organiza-tions that have made people development anideal have been successfully able to tide theuncertain waves of the marketplace.

Dale Carnegie's whitepaper onOrganizational Agility highlights the importanceof customer focus for an agile organization.The research identified a subset of particularlysuccessful companies and examined how theirattitudes and actions differed from the rest.One of the ways in which senior leaders atthese winning organizations thought different-ly from those in other companies was theirstrong emphasis on the customer.A clear pur-pose, focused on creating value for customers,enables agility in several ways.

A customer-centred purpose is the com-pass that allows employees to continue to nav-igate toward the ultimate objective, even as thepath there takes unexpected turns. A clearfocus on creating value for the customer pro-vides a true north for everyone in the organi-zation and supports agility in several ways.

Organizations that focus on trickling theideal of customer focus right down to the lastemployee are effectively able to give the work-force a sense of purpose along with engagingand uniting them in times of doubt and uncer-tainty. After all, the Dale Carnegie survey pointsthat 44% people say that their role has alreadybeen impacted by Artificial Intelligence andmore than 48% expect their job to be affectedby it in the near future.

What is even more interesting is that closeto 80% Indian executives consider agility to bethe most important characteristic of successfulorganizations.

The winning organizations demonstratedtheir commitment to agility by promoting ini-tiatives that reached all levels of employeesand focussed on imparting the workforce withskills that would make them adaptable to thechanging requirements of the workplace.

Through internally driven initiatives thatempowered employees from departments likeHR & Operations to train and facilitate learn-ing and the active involvement of leaders inpromoting transparent communication andencouraging learning activities, the winningorganization Otis India was able to impact alarge number of people across all senioritiesand knowledge. On the other hand, JanaSmall Finance Bank identified and developeda large scale L&D program that helped themcreate an ecosystem of internal coaches andmentors who would have a multiplier effecton their colleagues.

In both the organizations, the focus was onservice excellence and customer delight. Thishelped them align the workforce to a unitedgoal and give the tools required to sail the tur-bulent times. Having a shared goal (the cus-tomer-centered purpose) that supersedes func-tional metrics helps break down silos and alsohelps people work through conflict. When dis-agreements arise over strategy and tactics, ashared commitment to delivering on the orga-nization's purpose can help keep people in dia-logue, working together toward a solution.

When competing priorities threaten tocomplicate the decision-making process, acustomer-centered purpose provides peoplewith a reliable way to assess their relativeimportance, make trade-off decisionsand then explain those decisions to otherswith confidence.

Agility requires accepting a certain level ofrisk. Resilience, therefore, is essential.Thesuccessful implementation of change dependson trust in leadership, but creating and main-taining trust can be a challenge forsomeorganizations. The Dale Carnegie survey onAgility revealed that almost 80% people inIndia trust their leaders to make the right deci-sions when it comes to implementing AI. Thewhitepaper concludes that leaders have theimportant responsibility of determining whereeach of their employees falls on the chang-ereaction continuum.

Apart from trust in leadership, some of theessential factors required for organizations tobe agile are a socially intelligent workforce, anenhanced capacity for action and the ability togather good quality data.

The winners of Dale Carnegie GlobalLeadership Award demonstrated a commit-ment to empower their people and engagethem and connect them to a customer centricpurpose. A great marriage of engagement andlearning is what made these learning initiativeswidely successful towards achieving theirintended goals.

OTIS INDIA BAGS THE COVETED DALE CARNEGIE

GLOBAL LEADERSHIP AWARD 2019!

Advertorial

(Team Otis India receiving the award from Ms.Pallavi Jha, Chairperson & Managing Director, Dale

Carnegie India and Ms.Noha El Daly, Vice President, Growth, EMEA & APAC, Dale Carnegie and

Associates)