Categories
News News Articles

Birla Carbon Renovates School in Italy

[fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_top=”” margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” size=”1″ content_align=”left” style_type=”default” sep_color=””]

Birla Carbon Renovates School in Italy

[/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

The commitment of Birla Carbon Europe, along with state funds, makes the renovation of the Don Milani primary school in Trecate, Italy, possible. Read more here.

[/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Categories
News News Articles

The Power of One, Interview with Birla Carbon CEO

[fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

The Power of One, Interview with Birla Carbon CEO

 

[/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

Dr. Santrupt B. Misra talks about how the global company is capturing synergies of its carbon black businesses across geographies to create value and gain competitive advantage. Read more here.

[/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Categories
News News Articles

Dr. Misra Receives Global Leader of the Year Award

[fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

Dr. Misra Receives Global Leader of the Year Award

 

[/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

CEO Magazine conferred The Global Leader of the Year Award upon Dr. Misra, the CEO of Birla Carbon and Group HR Director of the Aditya Birla Group. Read more here.

[/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Categories
News News Articles

Birla Carbon Donates $250,000 to Kennesaw State University

[fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

Birla Carbon Donates $250,000 to Kennesaw State University

 

[/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

Birla Carbon is pleased to announce that it has pledged $250,000 to support research opportunities for students attending Kennesaw State University’s (KSU) College of Science and Mathematics, located in Kennesaw, Georgia (USA). Termed ‘The Birla Carbon Scholar’s Program’, this initiative, through a commitment of $50,000 per annum for five years, will create summer research opportunities for 10 undergraduate students each year.

In recognition of the scholar program, KSU’s largest Science and Mathematics classroom is being named as the Birla Carbon Auditorium for the term of the association. This is the first of its kind initiative for Kennesaw State University and for Birla Carbon. On April 30, 2014, Senior Leaders from Birla Carbon and the Dean of Science and Mathematics College met for an official signing event at KSU’s campus. This event was attended by students and faculty from KSU, and our lab managers from Marietta.

[/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Categories
News News Articles

FM’s Thrust on Manufacturing Is a Timely Step

[fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

FM’s Thrust on Manufacturing Is a Timely Step

 

[/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

By Kumar Mangalam Birla, Chairman, Aditya Birla Group
The Economic Times
February 18, 2014

Mumbai: An interim budget, presented days before the general elections, has limited scope. Nevertheless, Mr Chidambaram’s ninth budget speech showed yet again that he has his pulse on the most pressing issues. He has rightly acknowledged the deceleration in investment in manufacturing as a key problem area; and has announced excise cuts on capital goods, consumer nondurables and automobiles, to aid recovery in investments and consumption.

Three new industrial corridors are under planning and a few investment and manufacturing zones have been approved. The FM also said that all central and state taxes that go into an exported product should be waived or rebated. That a country should not export taxes is a well-regarded principle; India must strive to remove the remaining irritants to ensure that we follow this principle in toto.

A substantial capital infusion has been proposed in public sector banks, which would enhance their capacity for credit expansion in the face of rising concern over non-performing assets. The Cabinet Committee on Investment and the Project Monitoring Group are also trying their best to unlock stalled projects. With all these measures, I hope that we will see the Indian growth story regain its flair gradually, even though the global macroeconomic uncertainties persist.

Another assuring aspect of the budget speech was the achievement of the fiscal deficit target for FY14, even though it was partly on account of compression of the Plan expenditure. Non-Plan expenditure for the year is estimated to overshoot the budget target, suggesting that the expenditure mix has worsened.

However, what is important is that the macroeconomic instability and the probable crisis that India was staring at just a few quarters back, has been averted with corrective trends in both fiscal deficit and current account deficit. The FM intends to stay on the path of fiscal consolidation next year too, reducing the fiscal deficit to 4.1% of GDP. Next year’s target is despite providing 10% additional funds for defence and making the provision for implementation of the Food Security Act. The fiscal consolidation strategy envisages cutting down fiscal deficit to 3% of GDP by 2016-17. The formation of a Public Debt Management Agency will be an important step in this journey.

The FM reported that 57 crore Aadhaar cards have been issued so far and that the rollout of the Direct Benefit Transfer (DBT) scheme is in progress. The numbers pertaining to the DBT scheme may not sound too large at the moment, but this scheme — if it becomes successful — will be a breakthrough in ensuring that subsidies reach the targeted beneficiaries, resulting in better welfare outcomes as well as fiscal outcomes.

In the area of social sector initiatives, there is a continuation of the thrust given in the last budget; this is welcome. The National Skills Development programme has been strengthened. This programme is a key component of the strategy to ensure that India’s demographic dividend is encashed in the best possible manner.

Setting up of a Research Funding Organization will also help enhance the flow of funds into scientific research projects. It is heartening to note that various measures have been proposed to deepen the Indian financial markets. This includes liberalisation of the rupee denominated corporate bond market and strengthening of the currency derivatives market that will help companies manage their exchange rate risks more comprehensively.

The budget speech mentions that India will become the third largest economy in the next three decades from being the 11th largest economy at present. The FM outlines 10 key tasks that are necessary to realise India’s true economic potential, going forward. The list is indeed comprehensive and indisputable. I sincerely hope that concrete steps adding up to these tasks are taken up quickly after the elections, along with long pending taxation reforms like GST.

     

    [/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

    Categories
    News News Articles

    Doing Business in China

    [fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

    Doing Business in China

     

    [/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

    Tanmoy Goswami

    The Smart Manager
    July-August 2012

    Dr Santrupt Misra, CEO, Carbon Black Business; Director, Group HR and Director, Aditya Birla Management Corporation Private Limited in conversation with Tanmoy Goswami

    Shanghai was not made in a day. In fact, if you were to ask the Deputy Mayor of China’s showpiece city, he would probably tell you it is work-in-progress at best, and even promptly pick your brains for suggestions to improve it. This desire to improve and the openness on which it is predicated may well be the real legend of China.

    The global reputation of China’s innovation competency is doubtful at best, with the ‘copycat’ label often tarnishing its image. Is this a fair assessment of their abilities?

    China is a transitional society. It may have started as a ‘copycat’, but I don’t use that term in the negative sense. I think being able to make a perfect copy is a highly innovative capability. If you can do that at a lower cost, you have even better innovative capabilities. So copying well is a form of innovation; not everybody can pull it off.

    Earlier even successful companies like GE have harped on ‘stealing with pride’. That is not to say that GE ever encourages violation of IPR. Not even for a moment am I saying that violating IPR etc is the right thing to do and should be encouraged. Hear in mind—we are not talking about the legal or ethical aspect of copying here. We are alluding to the capacity of a people to learn something in its exact proportion and replicate the same. I admire the fact that the Chinese are very good at this.

    There was a phase in China’s development and economic growth when perhaps they were relying heavily on copying designs. But lately, if you look at Huawei and the kind of products they are focusing on, and what Haier has done—as have most other Chinese entrepreneurs who are focusing on the cutting edge of technology—they are trying to pioneer a lot of innovations. For instance, they have been able to implement high-speed trains, which in India we have been unable to replicate.

    The Chinese mindset is also one about learning. Recently, I found some awesome evidence of this trait in a newspaper editorial in one of their English dailies. It was two or three days after a rail accident. The remarkable aspect about the editorial was that while it analyzed the problem, it ended by saying “Let us not be critical about Chinese technology. Accidents of this kind happen all over the world. This episode does not reflect on Chinese engineering, technology and management capability. We must learn from this experience and recreate, reinvent and re-institutionalize things.” Now asyou know, the media in India are often extremely critical about everything. Whereas here was a newspaper that was reflective and yet managed to say “Well we have a failure, lets learn from it and move on”.

    The spirit of learning afresh is alive and thriving there, I think that innovation’s key foundation is that people in a society are able to grow based on their learning. Look at their green buildings. I went to an area called Qingdao in Shandong Province, where we have a factory. Along the way I found several solar panels on every house. The houses use these panels for basic water heating, etc. The point to note is that we also have a real estate boom in India, but we don’t see solar panels as a part of the scene.

    You can say the political system in China has helped. But the fact is that they have been able to do some things that we have not been able to do. So to believe that they are any less innovative than us is perhaps taking the stereotype about the Chinese people a bit over the top.

    While we are on the subject of people–what are the broad differences you see in talent acquisition andmanagement in China as opposed to in India?

    You have to demarcate talent between management talent and workmen. The challenge with workmen is that there are inter-state movement restrictions. Therefore, if you are located in an area, which is not industrially developed, naturally you find it difficult to garner local talent. If you do not get local talent, then you are dependent on talent from other provinces getting the necessary permit to move to new locations.

    That’s one piece. The second part is that development in China has been uneven, a bit like India. So the coastal areas have developed a lot. And this has led to high wage costs in these areas. Therefore, talent mobility is high, which means retention is always a challenge. When there is a vacancy, identifying people is a challenge, because cost is always high on account of too many industries chasing too few people in the same belt.

    Because of certain urban agglomerations progressing very fast, and with the quality of life improving around Shanghai or Guangzhou or places like that, within the Chinese white collar talent, there is a distinct preference for certain preferred destinations. Consequently if you are not in a preferred location of the emerging Chinese talent, then you do have a problem.

    The other thing about working in China is that you are dependent on several outsourced services if you do not have an internal talent pool. You have a range of outsourced agencies. Some are very good, some extremely poor. If it’s not an attractive location, even the outsourcing agency will have relatively weaker people. So these are some of the challenges with talent management.

    The other issue over there is cross-cultural communication. There is a high proportion of English-speaking Chinese that is growing. But at the same time, you are not always able to find such talent, because the better ones have more opportunities in the key coastal areas and industrial centers.

    So I think the sum and substance of talent management is: do you have a strong international or employment brand? If you do, that gives you a dividend in China, just as it does anywhere else. But equally importantly, where you are located in China makes a big difference to your ability to attract and retain talent.

    The Aditya Birla group has multiple operations in China (Liaoning Carbon and a JV with Hubel JingWei Chemical Fibre Company of China). What is your brand positioning?

    Frankly, it will be hard to answer that question because Aditya Birla Group’s investment in China, as yet, is not huge enough to be able to focus on the brand on a large scale. We have two small Carbon Black locations and a couple of other businesses that are also not that big—fibre, for example. Up until now, we have not felt the need to make a grand splash. We try to remain as understated as possible, because that is part of our DNA, and continue to run the operations as efficiently as we can. Our intent in terms of the group brand is to be seen in the community that we operate in as a responsible corporate citizen.

    Of course, as we go forward and invest more and more, which hopefully is likely in the next couple of years, we will pay more attention to branding than we have so far.

    Based on your ex perience of running plants and your engagement with the local community, suppliers, etc, would you say that it is a collaborative environment that you have witnessed in China?

    It is collaborative once you have a long partnership. We are in fact inspired by the partnership concept. To our pleasant surprise and contrary to popular belief, we find that a lot of international companies have strong partnerships with Chinese state-owned enterprises. So it is possible to do business with the government, and do it well.

    Again, like every other society, China has its fair share of slippery partners. It is important for any enterprise operating there to find the right partners, and if you find the right partners you are able to do good business.

    The point is that success in the Chinese economy and industry for a foreign investor is highly dependent on its ability to connect with the government’s decision-making structure as well as with the local community. And that is not possible without significant Chinese leaders helming your business. Therefore, if you have a partner, your entry your survival is sort of easier, because a lot of your local issues are managed by your partners. Obviously language is a critical barrier. A number of documents and government papers are in Mandarin, and so is a significant measure of everyday interaction. Therefore having a familiar face and being well connected does help, and that means we have to invest in Chinese talent all around.

    In your experience, how demanding is the Chinese market?

    Every market has different price points and segments. There is a segment that is of course not very demanding, but I’m pretty confident there is one that is also very demanding. Demanding in the sense that they want to set great standards.

    I vividly recall my interaction with the Deputy Mayor of Shanghai a few years ago. We were a small group of people and he had an interpreter. Through the interpreter, he asked all of us that as visitors to his city, how did we experience the city and what feedback would we have for the improvement of the city and its services?

    Now when a political leader asks such a specific question, it is reflective of a certain mindset. I don’t expect that a mayor or a deputy mayor or a minister in India will quiz a foreigner, “Hello, what is wrong with my city? What could I improve, from a visitor’s point of view?”

    So my experience and understanding of Chinese society tells me that it is very forward looking and also highly conscious of standards.

    Let’s take another example. Without going into the political controversies, China had the Olympics as we had the Commonwealth Games, and they executed it flawlessly, keeping global standards as you would have seen at the Olympics anywhere in the world. That again talks about the kind of quality they demand from themselves.

    The other side of that is the high brand consciousness among the Chinese. At one level, you can say that Louis Vuitton is be ing copied. But the fact that people are buying copied Louis Vuitton means there is a certain quality aspiration.

    Or take China’s track record with assembling Apple products—notwithstanding the controversies, we are all absolutely satisfied with the iPads and iPhones. Obviously the engineering, electronics, component design and manufacturing are of a certain standard, and we cannot afford to ignore that.

    [/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

    Categories
    News News Articles

    We Create Entrepreneurs

    [fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

    We Create Entrepreneurs

     

    [/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

    Rica Bhattacharyya
    The Economic Times

    July 3, 2012

    Showing confidence is important, says Santrupt B Misra, Carbon Black Business CEO and Group HR Director, Aditya Birla Group

    Leadership Traits

    There are both common and varied traits across levels. At the top, we look for strategic thinking, networking, collaborating, decision-making and result orientation. At the entry level, interpersonal relationships and learning agility are critical, among others.

    At mid-level, the ability to manage people, diverse set of resources, conflict management and the ability to plan and allocate work matters. And, across levels, we look for value orientation.

    Our preferred model is to promote more people internally, as we work on the premise that when a manager grows within the organisation, he carries with him the inherent qualities of leadership and organisational management.

    Challenges in Leadership

    The first challenge is to accelerate leadership development to keep pace with the organisational growth. The second, as the organisation gets increasingly global, developing the right kind of or an adequate number of leaders for our growing global business is another key challenge.

    The third big challenge is fully tapping opportunities for development. For instance, when we launch a new brand, it provides a unique development opportunity: new learnings, new challenges, how to ride the market, and so on. So, the challenge here is giving several people the exposure to these opportunities. Finally, some amount of development happens through a process of structured intervention outside of core work.

    The concept of leadership itself is rapidly changing and constantly evolving. There was a time when leadership was top-down. Today, leadership is about managing a range of resources that do not necessarily belong to you or your specific department or function and are not a part of your hierarchy. Yet, you have to marshal those resources to achieve results.

    Different contexts require different types of leadership. How a person recalibrates himself to the specific demands of his/her position, organisation, business cycle are factors to be reckoned with.

    Creating Global Talent

    To groom global talent, it is critical to repose your confidence and trust in the talent, telling them they can be global leaders. In terms of preparation, we do a range of things. For instance, we have cross-cultural training, middle or junior level work stints in different cultures and interaction with foreign clients. We provide people an exposure on a wide range of subjects to equip them to work in diverse cultures and different regulatory frameworks.

    Leaders as Entrepreneurs

    We are an entrepreneurial organisation. All along, we have been making investments in new businesses and geographies. Creating entrepreneurs is a natural part of our organisational culture and existence. Also, we bet big on people, as entrepreneurship is about risk-taking. We also run ideation competitions. Teams are encouraged to pursue their dreams as long as they make good business sense. It is in the group’s DNA.

    [/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

    Categories
    News News Articles

    Aditya Birla Group Unifies Its Carbon Black Biz for Global Edge

    [fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

    Aditya Birla Group Unifies Its Carbon Black Biz for Global Edge

     

    [/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

    Sabarinath M
    The Economic Times
    December 23, 2011

    New structure will attempt to cut costs and take advantage of its worldwide leadership position

    Mumbai:  The Aditya Birla Group has unified its global carbon black business under one common umbrella, creating an organisational structure that will attempt to cut costs and take advantage of its worldwide leadership position in the business. A new management team with a CEO, COO and a CFO will be responsible for the business all across the world with a combined revenue of about $2 billion. The new structure will be effective from January 1, 2012. “It is a ‘distributed global centre’,” said Santrupt Misra, the CEO of the carbon black business. “It’s a structure that works seamlessly. We are trying out this for the first time in our group,” he added.

    The Aditya Birla Group was among the earliest Indian groups to invest in a variety of industries all across the world. Aditya Birla, the father of the current chairman Kumar Mangalam, started a carbon black plant in Thailand in the early 1980s. Since then, the group has expanded its presence with plants in other places such as India, Egypt, China and now South America.

    Atlanta-based Columbian Chemicals was acquired by the group last year for Rs 3,923 crore, helping it leapfrog Cabot Corporation of US and become the world’s biggest carbon black producer. These entities will continue to operate as separate legal entities, but will report to the top management team in India and other places.

    Kevin Boyle, the existing CEO of Columbian Chemicals, will be the new chief operating officer responsible for managing the day-to-day operations. Each region will be headed by a president who will report to Boyle. Boyle will report to the CEO. Several home-grown executives were elevated to key roles in the current re-organisation. Surendra Goyal, part of the carbon black business, will be the CFO of the combined business, while Madhurima Gupta will be the new chief sourcing officer for the combined entity.

    The new arrangement signals the group’s efforts to bring together a cohesive structure for its traditional businesses that are becoming bigger in terms of size and truly global in nature. The move to create a common structure arose after the acquisition of Columbian Chemicals. “There are anxieties in a large acquisition,” said Misra. A task force was formed to identify synergies and put together an effective management structure.

    The carbon black businesses largely remained unorganised till the early 90s. Kumar Mangalam Birla brought the business under the direct control of group’s director Mahesh Bagrodia in 1992. Though the business acquired new global dimension with the takeover of Chinese firm Liaoning Carbon in 1992, it had remained unorganised till Misra took over as the global head in 2009. “There is lot to be derived from the coming together of Aditya Birla Group and Columbian Chemicals,” Kumar Mangalam Birla had said. The new changes are part of efforts to provide single unified interface to global clients.

    “Any global corporation to be successful has to be able to operate effectively in geographies where they exist, leveraging on global culture and capability and also harness their might and assets to grow the business. For example, if you have introduced good practice in a particular geography, it can be replicated in other geographies as well. Even activities like sourcing can be looked at in a collective manner,” said Sunil Chandiramani, head, advisory business, Ernst & Young.

    READYING FOR THE BIG PUSH
    Birla’s Carbon Black Team
    Regional Heads
    SS Rathi: South Asia & Middle East
    Sanjeev Sood: Far East & S-E Asia
    Eric Gregoire: Africa & Europe
    John Loudermilk: North America
    Ronaldo Duarte: South America
    Rahul Kohli: Chief Marketing Officer
    Jas Sandhu: Head, Specialty Black Business
    Suresh Dad: Chief Risk Officer
    Arun Gaur: Chief People Officer

    [/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

    Categories
    News News Articles

    Birla Carbon’s US$900M Three-Part Financing Is IFR Asia’s Loan of the Year

    [fusion_builder_container admin_label=” ” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” class=”cb-interior-main” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.4″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_size=”0px” border_style=”solid” padding_top=”5%” padding_right=”5%” padding_bottom=”2%” padding_left=”5%”][fusion_builder_row][fusion_builder_column type=”2_3″ layout=”2_3″ spacing=”yes” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”no” class=”” id=”” background_color=”” background_image=”” background_position=”left top” undefined=”” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”100 20 0 0″ margin_top=”” margin_bottom=”0″ animation_type=”” animation_direction=”left” animation_speed=”0.1″ animation_offset=”” last=”no”][fusion_title margin_bottom=”20″ hide_on_mobile=”small-visibility,medium-visibility,large-visibility” size=”1″ content_align=”left” style_type=”default”]

    Birla Carbon’s US$900M Three-Part Financing Is IFR Asia’s Loan of the Year

     

    [/fusion_title][/fusion_builder_column][fusion_builder_column type=”1_1″ layout=”1_1″ spacing=”” center_content=”no” hover_type=”none” link=”” min_height=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” background_image=”” background_position=”left top” background_repeat=”no-repeat” border_size=”0″ border_color=”” border_style=”solid” border_position=”all” padding=”” dimension_margin=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” last=”no”][fusion_text]

    Loan of the Year
    IFR Asia Review of the Year 2011

    By Prakash Chakravart

    In volatile markets and with liquidity at a premium, Asian companies needed to pull out all the stops to complete overseas acquisitions. For its triumph over complexity and political upheaval, Birla Carbon’s US$900mn three-part financing is IFR Asia’s Loan of the Year.

    When India’s Aditya Birla Group announced it had agreed to acquire US-based Columbian Chemicals for US$875mn at the end of January 2011, few would have anticipated the challenges that lay ahead.

    The acquisition was completed through three different Aditya Birla Group units in Thailand, Egypt and Singapore, minimising the pressure on the parent company’s own balance sheet. The resulting US$900mn financing was also split three ways and came with a collateral and guarantor group spread across at least eight countries. Although unusually complex, the structure helped the Indian conglomerate achieve certainty of funding, maximise liquidity, achieve favourable pricing in volatile markets and retain operational flexibility via an optimal covenant package.

    A non-recourse financing was already a bold strategy, considering that Double B rated Aditya Birla Group had taken a different track on its previous North American acquisition – the US$6bn buyout of Canada’s Novelis in 2007, which was funded through a mix of recourse and non-recourse debt.

    To complicate proceedings further, when mandated leads ANZ, Bank of America Merrill Lynch, HSBC, RBS and Standard Chartered launched the three-tranche non-recourse financing into syndication, the Arab Spring revolution was in full swing. The civil unrest that erupted in Egypt in mid-December 2010 put an end to President Hosni Mubarak’s 30-year rule on February 11, complicating the syndication of the Egyptian tranche.

    A successful syndication, however, and diversification of the company’s investor base, more than vindicated the unusual approach.

    The financing was split into two US$175mn five-year tranches – one each for Alexandria Carbon Black (ACB) and Thai Carbon Black (TCB) – and a US$550mn facility at CCC (enlarged from an initial size of US$500m). The latter tranche was further split into a US$150mn five-year term loan A, a US$325mn seven-year term loan B and a US$75mn revolver.

    The three facilities were independently structured and syndicated, with the only common covenants being for cross-default provisions and that the Aditya Birla Group had to maintain at least 51 per cent ownership and management control of the borrowers.

    The CCC facility, offering an all-in of high 300bp over Libor, drew a strong response, luring 18 participants.

    More eye-catching, however, was the outcome of the Egyptian and Thai tranches, both of which attracted unusually strong levels of participation from Asian lenders for a US dollar facility. Thai banks swarmed to the TCB financing – an impressive result, considering the deal was from an Indian sponsor.

    One Thai lender also committed to the Egyptian tranche in size, pointing the appeal of the facility. Although ACB is a wholly privately owned entity, it is the only supplier of carbon black in the Middle East. TCB, meanwhile, is listed in Thailand and is well banked in the country.

    Bangkok Bank took a combined exposure of US$175mn in the two facilities, while other Thai and Indian lenders took another US$60mn combined across the two tranches. The five mandated leads achieved a selldown of 80 per cent on the Egyptian and Thai tranches, and 70 per cent on the CCC facility.

    The Egyptian tranche paid an all-in of 313bp over Libor, based on a 3.1-year average life, while the Thai tranche paid 261bp over on a 3.2-year average life.

    The syndication on the CCC facility closed in late April, while the Egyptian and Thai loans closed in early May – straddling a timeframe during which the global crisis assumed greater proportions. The acquisition of CCC would transform the Indian conglomerate into the world’s biggest producer of carbon black, a form of pure carbon used in the production of rubber, plastics and pigments.

    [/fusion_text][fusion_widget_area name=”avada-custom-sidebar-articlesback” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” /][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]