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<keyword id="2523117" type="General" weightage="20" keywordseo="Online-food-delivery" source="Orion">Online food delivery</keyword> platform <keyword id="6358977" type="General" weightage="100" keywordseo="swiggy" source="Orion">Swiggy</keyword> on Monday announced the launch of an industry-first-accelerator programme for its delivery executives to transition into full-time, managerial-level jobs with a fixed salary and additional benefits. The programme, named "<keyword id="13699950" type="General" weightage="20" keywordseo="Step-Ahead" source="Orion">Step-Ahead</keyword>" is aimed at giving an opportunity to those executives who want to move from their current flexible engagement with Swiggy to a dedicated, managerial role, the company said. "Swiggy has consistently maintained that our delivery executives are the backbone of our operations; and we are proud to enable an income opportunity for over 2.7 lakh women and men across the country," said Mihir Rajesh Shah, VP, Operations, Swiggy, in a statement. "While most may consider their association with the platform as a stop gap between jobs or an education, or even an additional source of income, we realise that there are some who want more. With aStep Ahead', Swiggy is creating a unique opportunity for those interested to flip their collar from blue to white and take on a managerial role," he added. To be eligible for the role of a Fleet Manager, a Swiggy delivery executive must hold a college degree, possess communication skills and basic computer knowledge and should have been delivering with Swiggy for a few years. Managing a fleet of delivery executives, the fleet managers, will be responsible for different roles like maintaining metrics like login hours, cancellations, resolving queries, and working on special projects for delivery executives. Being well-versed with the challenges and opportunities at a ground level owing to their rich experience in delivery, seasoned delivery executives are a natural fit. Over the years, numerous Swiggy delivery executives have joined the platform as fleet managers. With 'Step Ahead', Swiggy is formalising this process and intends to reserve at least 20 per cent of all Fleet Manager hires for its delivery executives. Swiggy is also considering reducing the tenure requirement to around two years. Swiggy currently has over 2.7 lakh delivery partners across the country. They receive benefits such as accident insurance and medical cover, personal loans, legal assistance, covid income support, emergency support, income support during accident or illness recovery, bereavement leaves, period time off, maternity cover among others. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/top-universities-producing-the-most-number-of-ceos-guess-which-indian-institute-is-included-in-the-list/slidelist/91066313.cms">top universities producing the most number of CEOs — guess which Indian institute is included in the list</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/oil-prices-remain-above-100/barrel-as-russia-ukraine-crisis-deepens/articleshow/91068822.cms">Oil prices remain above $100/barrel as Russia-Ukraine crisis deepens</a>

Swiggy to upskill delivery boys to become company employees

<ul><li>Section 80JJAA of the Income Tax Act gives deduction for three years to employers for hiring new people.</li><li>The current limit of this provision is ₹300,000 a year that effectively means that the compensation of these people should be less than ₹25,000.</li><li>If the limit is increased, it could help in boosting the salaries of and the number of jobs for gig workers.</li></ul>One of the major concerns raised by the gig workers — such as <keyword id="4235145" type="General" weightage="20" keywordseo="delivery-partners" source="Orion">delivery partners</keyword>, drivers and more — who work for companies like Zomato, Swiggy, BigBasket and Blinkit (Grofers), is <a href="https://www.businessinsider.in/business/startups/news/bigbasket-flipkart-and-urban-company-may-have-paid-fair-wages-but-it-wasnt-enough-to-earn-a-living/articleshow/88946309.cms">the lack of decent compensation</a>. But what if we were to tell you that if an existing provision of the Income Tax Act is clarified and amended, it could raise salaries for the gig workers. Under Section 80JJAA provision of the Indian Income Tax Act, companies can get a tax deduction for hiring new people. If a company’s workforce increased by 50, the salary paid to these employees would make the company eligible for an additional deduction of 30% for the next three financial years, Hemal Zobalia, Partner at Deloitte Haskins &amp; Sells LLP explains. For example, if the company is paying ₹1000 annually to each of these 50 employees, it will get ₹300 as tax deduction for each of them for each of the next three years. Essentially, 90% of the first year’s salary, for each of the new employees, will be deducted from the company’s taxable profit. The goal of this provision is to create more permanent employment for those who are “low-skilled”, according to Jimit Devani, a partner at Deloitte Haskins &amp; Sells. The provision is applicable for employees whose salaries are ₹25,000 per month or less.Increasing the salary limit to ₹35,000-₹40,000 may push more companies to hire permanent employees instead of contractual ones. Meanwhile, Zobalia is of the belief that this would also help in further increasing their payout and salaries. But there is a bigger challenge here. This is not a widely availed incentive by the companies for several reasons. First, companies prefer to hire people on contract and keep them on a third party’s payroll. Such companies cannot avail tax benefit under the 88JJAA provision. Bringing people on to the payroll makes them eligible for other benefits like pension, insurance, and severance to name a few, Devani said. The third parties, however, do avail these tax benefits for employees that have been on their payroll for at least eight months, Devani added. The second issue with this provision is that the benefit is available only on the net addition of employees. Say, a company has a total of 10 employees. Five of them quit the company in a year, and six more are hired in the same year. While the company has six new employees, the net addition to the workforce is only one. And, so, the tax rebate is available only for one additional employee, and not all six. Improving this provision under the income tax law may go a long way in creating sustainable employment for people with less-valued skills, across a range of industries including the gig economy of which the likes of Zomato, Swiggy, Amazon and Flipkart are part of. The current state of salaries in the gig economy As per <a href="https://www.businessinsider.in/business/startups/news/urban-company-ola-uber-are-not-the-best-places-for-gig-workers/articleshow/88561764.cms">Fairwork India report of 2021</a>, most newage digital platforms — including Zomato, Swiggy, Uber, Dunzo, PharmEasy and Ola — do not offer fair wages to the contractual workers associated with them. Even though companies like Flipkart, Urban Company and BigBasket pay higher and better, it still may not be enough to make local living wage after costs, the report adds. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Company </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Avg income range, including cost </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Flipkart </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹14,500-₹25,000 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Urban Company </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹30,000* </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">BigBasket </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹18,000-₹24,000 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Zomato </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹20,000-₹30,000 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Swiggy </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹10,000-₹15,000 </td></tr></tbody><tbody></tbody><tbody></tbody><tbody></tbody></table>Note: Urban Company’s average salary excludes cost Source: Urban Company’s latest report, Apna.co It is important to note that there has been a further reduction in the payout for delivery executives due to decrease in rate cards and incentives, along with increased input costs of petrol and platform commissions. This has made matters worse for the Indian gig workers like delivery partners and drivers, the Fairwork report adds. Fairwork rates digital platforms on their treatment of gig workers who work for them. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/budget/news/budget-2022-why-income-tax-slabs-may-not-change-this-year/articleshow/89179572.cms">Budget expectations 2022: Here’s why income tax slabs may not change this year</a> <a href="https://www.businessinsider.in/budget/news/the-indian-government-has-spent-less-than-half-the-money-it-had-budgeted-for-capital-investments-so-far/articleshow/88852518.cms">The Indian government has spent less than half the money it had budgeted for capital investments, so far</a> <a href="https://www.businessinsider.in/budget/news/budget-2022-expectation-in-higher-standard-deduction-tax-slabs-and-covid-insurance/slidelist/88891751.cms">From higher standard deduction and change in tax slabs to clarity on Covid insurance, here’s what tax experts want from Budget 2022</a>

There’s a way government can prod Zomato, Swiggy, Uber and Ola to increase salaries of delivery partners and drivers

<ul class="summary-list"><li>Chef Andres Mendez moved to NYC and went from fast-food delivery driver to earning over $3M a year.</li><li>Mendez's income skyrocketed when he became a contract chef for Cook Unity, a meal subscription service.</li></ul>This as-told-to essay is based on a conversation with Andres Mendez, a 31-year-old chef in New York City. It has been edited for length and clarity.When I moved to the United States from Mexico in 2009, I had no idea how much my life would change.I arrived as a 16-year-old to join my brother and started working as a <a target="_blank" href="https://www.businessinsider.com/i-started-delivery-business-after-working-for-doordash-amazon-flex-2024-3">fast-food delivery driver</a>. 15 years later, I'm a chef who earns seven figures.Here's a breakdown of all my jobs and earnings and how I got to where I am today.<h2 id="577422ba-f51a-4738-86f9-e0795dcc610c">Food delivery driver, $500 a week</h2>My brother was already working in New York City when I arrived, so he asked if I would like to work at the same fast-food company he worked at. I started earning $500 a week.After two months of navigating the city's streets on a bicycle, I realized I didn't enjoy it.Everyone was always in a hurry, and I saw several delivery riders get into accidents. I decided to look for another job.<h2 id="415cfa81-8dec-4718-8083-426209e91f02">Chef's assistant, $620 a week</h2>I told a friend in the industry that I was ready to leave and wanted to get into cooking. I'm not trained as a professional chef, but I've always enjoyed cooking. As a young boy, I'd join my grandmother in the kitchen and help her make mixiote, a Mexican dish of meat and spices wrapped in a maguey leaf.My friend told me Essex World Café was seeking a chef's assistant. I applied and got the job.I learned a lot about camaraderie and teamwork. I also learned how to work with ingredients, make sauces, and prepare each type of meat.I worked eight hours a day and earned $620 a week. After three years, I felt I'd gone as far as I could in that position, so I looked for a job in a larger restaurant.<h2 id="28ac15cb-6bfb-4430-856f-d318dfedd7b1">Line cook, $710 a week</h2>My next role put me in the hot seat. Another friend also told me about this job. I became a line cook at Pacific Grill.<a target="_blank" href="https://www.businessinsider.com/guides/learning/line-cook-coding-boot-camp-online-courses-software-engineer-career-change-pandemic">Line cooks</a> work as a team. One manages the grill, another manages the fry, and, in the middle, someone handles the pans. I was in the middle in charge of pasta and sautéed vegetables.I never got bored. I loved the pressure of producing the perfect dish at a certain speed, but that pressure sometimes stressed me out.I stayed for two years but left when they closed the restaurant to remodel it in 2014.<h2 id="b69a2352-ac59-4608-ac17-038fd90aff15">Line cook, $820 a week</h2>I next joined a restaurant called Extra Virgin in the West Village in 2015.I was a line cook again, producing desserts and salads for $820 a week. I learned how to make Mediterranean foods and dabbled in making my own dressings.The owner was also the chef, so everything had to be perfect, well-arranged, and flavorful. I had a fantastic experience working in that restaurant and stayed for three years. The most challenging aspect was having the boss work alongside me in the kitchen.<h2 id="d27987ec-7878-456e-99cc-d46d39c4a31a">Dishwasher, $790 for four days a week</h2>My network grew, and another friend told me about a startup called Cook Unity in 2016. I didn't know anything about it and wasn't sure if it was for me, but my friend gave me the owner's number and asked me to call him.Cook Unity is a chef-to-customer meal subscription platform based in Brooklyn. Customers order ready-to-eat meals from an online menu and see which chef wrote the recipe. The chefs, who are private contractors, earn up to a $3 commission for every dish they sell that's prepared using their recipe.When I met the owner, he explained they were looking for chefs but didn't have any line cook positions available. I had gained a lot of experience and knew a lot of recipes, but I didn't say I was a chef. The only other job they had available was a dishwasher. I wanted to be part of the company, so I became a dishwasher.Being a dishwasher is a very tough job, as the chefs want the kitchen to be immaculate at all times. Over the next year, I saw the dynamics of how the chefs and the team worked.I earned $790 for four days a week of work, so I had extra time for my music hobby. I played in a mariachi band and still play when I can.<h2 id="e0f89e80-0768-442e-9caf-1b1998eabfba">Kitchen manager, $45,000 a year</h2>In 2017, I was asked if I would like to become a kitchen manager. My role was to work with the chefs and ensure they had all the ingredients they needed for the dishes.Each of the Cook Unity chefs has a different menu, so I had to learn about various ingredients from different parts of the world. I worked between 12 and 14 hours a day and earned a salary of $45,000 a year.I was a kitchen manager until the pandemic hit in 2020.<h2 id="1d777f39-d985-4ce0-91a0-972bd4b61fa8">Chef, $969,000 a year</h2>In 2020, I became a <a target="_blank" href="https://www.cookunity.com/chefs/andres-mendez">chef for Cook Unity</a>, transitioning from full-time employment to being a contractor. I started creating recipes, and the sous chefs and cooks made my dishes.At first, my dishes were only sold in New York, but during the pandemic, the need for food delivery services rose. My earnings started to increase.I receive a commission from the sale of each of my dishes. In 2021, I earned $969,000. Cook Unity expanded to Los Angeles, Miami, Chicago, Austin, Atlanta, and Seattle. Now, 85 sous chefs and cooks across the country produce my dishes.<h2 id="42f9f8d5-16a4-4b0e-bb11-8bb01b6ae33e">Chef, $3,000,000 a year</h2>By 2023, I was earning over $3 million. I sell 10,000 to 11,000 meals weekly in New York and Los Angeles. My goal is to sell that many in each of the other cities and continue to provide job opportunities.At first, my rise in earnings felt like a dream. It was a big accomplishment for me. My friends are extremely happy for me, and I offer advice to my friends who are chefs when they need it.During the week, I create recipes and cook, but on the weekends, I spend time with my wife and children.I bought a farm in Mexico where I employ 20 people. I plan to buy another home in Mexico or Texas. I'm extremely proud of how I can give my family a better life.

I moved to the US at 16 and went from fast food delivery driver to making $3 million a year. Here's how I did it.

<ul><li><keyword id="3480589" type="General" weightage="20" keywordseo="meesho" source="Orion">Meesho</keyword> is the new kid on the block that has emerged as a challenger to <keyword id="18635" type="General" weightage="20" keywordseo="amazon" source="Orion">Amazon</keyword> and <keyword id="6354742" type="General" weightage="20" keywordseo="flipkart" source="Orion">Flipkart</keyword> with 120 mn users</li><li>Aims to bring 100 mn small sellers across India online</li><li>The newly minted unicorn is looking at going public in less than two years after it turns profitable.</li></ul>Shaan Ansari is a 19-year old entrepreneur who lives in the historic city of Panipat, 100 kms north of Delhi, and he may never qualify for any list celebrating under-20 entrepreneurs, but his story is no less inspiring than Ranveer Singh’s character in Gully Boy. The pandemic put his father out of work and Ansari out of school back in 2020. When crisis struck, Ansari went scouting for opportunities online that would require zero investment and he found it in Meesho, a social commerce platform that is designed to help solo entrepreneurs and small businesses sell their wares to a wider audience. Ansari sourced bath mats and door mats made locally and started selling them on Meesho. When his suppliers could not meet the demand, Ansari borrowed money to start his own factory. Today he manufactures these mats from a rented factory, employs 50 people and clocks revenues of ₹30 lakh a month. It is transformational stories like Ansari’s that keep Meesho’’s co-founder and CEO Vidit Aatrey and his team going. Recalling his trip to Panipat, Aatrey, says, “The neighbourhood that Ansari lives in is a really humble one and his home actually doubles up as a warehouse. When I visited him, his staff and family offered dry fruits with chai. Ansari kept telling us how his family’s fortunes have changed after he discovered Meesho. As a team we travel every quarter to listen to sellers like Ansari on our platform and are now attempting to solve some of their other financial needs so that they don’t have to go to money lenders for working capital needs.” <div type="image" title="Meesho_1 (1)" height="900" width="1200" msid="93702892" hostid="261"></div> 100 million sellers to reach a billion buyers Aatrey’s dream is to get a million local businesses online so that they expand their markets by selling wares across India, irrespective of where they are located. In the last two years, this new kid on the block has emerged as a challenger to the Big Boys of e-commerce. Meesho - which is a short code for ‘my shop’ - has gotten bigger after the pandemic with 120 million monthly active users (MAUs) in a short span of time. Flipkart and Amazon have 200 million registered users each. Meesho’s target is to have 100 million sellers on its platform and sell to a billion buyers. Meesho was born on the premise that for online commerce to genuinely offer value, local retailers had to go online. Unorganized retail accounts for 90% of India’s spends. But when Aatrey and his co-founder Sanjeev Bamwal discovered that the sellers were not coming online because the buyers were not all shopping online. The pandemic has enabled Meesho to bring a lot more local businesses online as it was a matter of their survival. Challenging Amazon and Flipkart In the early days, Meesho’s sales were driven by 15 million women resellers, who bought products from the platform and sold it through WhatsApp and Facebook groups. From being a social commerce platform driven by re-sellers, it today has a share of nearly 30% in total daily online deliveries. Of the 9 million e-commerce orders processed daily, Meesho accounts for 2.7 million, while the two biggies account for 5 million. Clearly, Meesho is the challenger that nobody expected would catch up with Amazon and Flipkart. Another interesting statistic says that of the 70 million shoppers online, only 10 million are digital natives. It is a no-brainer then that India’s small businesses can provide the network effect to any online commerce platform that chooses to target this segment. Meesho waded into this space back in 2015, but found it tough to convince small entrepreneurs to come online because their customers were not online either. Language barriers and quality of internet speeds were only a few reasons why sellers were not online. Even when they brought sellers online, their buyers were still not online nor was Meesho’s app on too many smartphones. This changed after the pandemic but before that it was Meesho’s army of 15 million women resellers that drove its gross merchandise value up until 2020. Meesho is called a social commerce channel because it has been built by women resellers who found a vocation and economic independence by reselling goods purchased from the platform on WhatsApp and Facebook groups. Between 2017 and 2020, 100% sales were happening through resellers. The share of these women resellers is now down to 20% as consumers have now started downloading the app. Meesho’s monthly average users stand at 120 million and 35 million users transact on the app every month. On an average, 110 million Indian shoppers bought on Meesho last year. Not surprising that investors have also queued up to invest in the company. After raising seed capital of $300,000 from angel investors in March 2016, Meesho is valued at $4.9 bn after its latest round of capital raise of $570 mn in September 2021. Its list of marquee investors include Soft Bank Vision Fund 2, Prosus, Fidelity Management and Research, Yuri Milner’s DST Partners, Sequoia, SAIF Partners and Y Combinator among others. Sellers turn brand ambassadors <div type="image" title="Meesho_2 (1)" height="900" width="1200" msid="93702936" hostid="261"></div> Currently, there are six lakh sellers like Ansari on Meesho and the start-up wants to take this to one million. This goal may be work-in-progress, but every week employees join the Meesho Sabha, a meeting where examples like Ansari are discussed at length so that the team does not take its eyes off the goal post. Even though Meesho continues with its outreach programme to help sellers, existing sellers have now become brand ambassadors who are helping others get online. The platform offers peer-to-peer learning in several languages for those who want to get started. Says Dhiresh Bansal, chief financial officer of Meesho, “We still do our outreach programmes but a lot of people are now coming to our platform, as they need to diversify by targeting newer markets. Also the younger generation is more progressive and are taking their family businesses online.” After its success in the last two years, Meesho’s working hard to resolve several issues of sellers on its platform. Most of these sellers have seen a sharp rise in demand for their products after going online and the need for working capital requirement has gone up sharply. Lucknow-based Suman Agrawal used to sell women’s fashion clothing at her boutique but has shut it down after her brand Rudraksh saw sales boom on Meesho. She currently manages 22,000 orders a month. There are several sellers in India who cannot go online because they don’t have the requisite GST number. Aatrey has been a votary of their cause for a while. In June this year, the GST Council cleared a proposal that will no longer require sellers on e-commerce platforms to have a GST registration, if their turnover is less than ₹40 lakh and ₹20 lakh for goods and services respectively. This rule will come into effect from January 2023. Aatrey believes that this will be a game changer for millions of small sellers across India. While the company is not looking to raise capital immediately, it has plans to turn profitable and then hit the markets in a couple of years. The e-commerce player is looking at tightening its belt on costs now that it has attained scale. If it has to turn profitable in under 2 years then Meesho will have to cut back on cashburn and conserve capital. Aatrey says, “This festive season will give us an indication if there is any slowdown. We have not seen that so far, so it will be something that we will learn from.” <div type="image" title="Meesho_3 (1) (1)" height="900" width="1200" msid="93703012" hostid="261"></div> SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/sensex-slips-517-points-goes-below-the-60000-mark/articleshow/93701486.cms">Sensex slips 517 points, goes below the 60,000-mark</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/not-just-ev-makers-there-are-many-more-stocks-that-can-gain-from-ev-play/articleshow/93696654.cms">Not just EV makers, there are many more stocks that can gain from EV play</a>

Meet India’s Real Gully Boy: Vidit Aatrey of Meesho is taking the entrepreneurial dream deep inside Bharat

<ul><li><keyword id="830092" type="General" weightage="20" keywordseo="zomato" source="Orion">Zomato</keyword>’s founder and CEO <keyword id="476451" type="General" weightage="20" keywordseo="deepinder-goyal" source="Orion">Deepinder Goyal</keyword> was given ESOPs worth ₹387 crore in the second half of FY2022.</li><li>However, he did not create any wealth out of it as he donated ESOPs worth ₹700 crore in May.</li><li>Goyal had also forgone his salary for three years and did not earn anything in FY2022.</li></ul>Zomato’s founder and CEO Deepinder Goyal received shares worth ₹387 crore under the employee stock option plan (ESOP) in the second half of fiscal year 2022. However, he does not personally gain from it. Goyal <a href="https://www.businessinsider.in/business/corporates/news/zomatos-deepinder-goyal-donates-stock-option-worth-700-crore-to-zomato-future-foundation/articleshow/91371003.cms#:~:text=Zomato%20founder%20and%20chief%20executive,delivery%20partners%2C%20among%20other%20things">donated all his ESOP proceeds worth ₹700 crore</a> to Zomato Future Foundation last month, which will be used towards offering free education to the children of delivery partners and other initiatives. This included the ESOPs allocated to him in the second half of 2022. <cmsannotation type="cmsannotation" annotationid="Not taking any salary till FY2024" comment="subhead" text="Not taking any salary till FY2024">Not taking any salary till FY2024</cmsannotation> Additionally, he also waived off his salary for the entire year that ended in March. He had also taken a pay cut owing to the COVID-19 pandemic. Goyal earned a basic salary of <a href="https://www.businessinsider.in/business/startups/news/checkout-zomato-top-executives-salaries-including-co-founder-and-ceo-deepinder-goyal/slidelist/82289352.cms#slideid=82289373">₹1.96 crore in FY2021</a>, compared to ₹3.5 crore earned in the previous year. As Zomato was preparing for its public debut last year, Goyal announced that he will not be taking any money home for the next three years, as salary. “Deepinder Goyal has voluntarily waived his remuneration for a period of 36 months starting from April 1, 2021 and shall continue to discharge his roles and duties as Managing Director and Chief Executive Officer during this period,” the company had said in its IPO papers. <cmsannotation type="cmsannotation" annotationid="How much did others earn?" comment="subhead" text="How much did others earn?">How much did others earn?</cmsannotation> Zomato — in its regulatory filings on Bombay Stock Exchange (BSE) — revealed that it has incurred an expense of ₹778 crore in salaries and other benefits like ESOPs between October 2021 and March 2022. Here is how much Zomato’s top management earned in the latter half of FY2022: <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Name </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Designation </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Salary </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ESOP </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Deepinder Goyal </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Founder and CEO of Zomato </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N/A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹386 crore </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Akshant Goyal </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">CFO </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹50 lakh </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹3 crore </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Sandhya Sethia </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Company Secretary </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹30 lakh </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹30 lakh </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Kaushik Dutta </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Director </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N.A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹30 lakh </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Namita Gupta </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Director </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N.A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹30 lakh </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Aparna Popat </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Director </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N.A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹20 lakh </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Gunjan Tilak </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Director </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N.A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹20 lakh </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Sutapa Banerjee </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Director </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">N.A </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹20 lakh </td></tr></tbody><tbody></tbody></table>Source: Zomato’s filing on related party transactions Notably, CFO Akshant Goyal had also forgone his salary for the months of January, February and March. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/finance/news/home-loan-rates-enter-red-zone-will-dent-affordable-and-mid-segment-sales-the-most/articleshow/92079341.cms" style=""></a><a href="https://www.businessinsider.in/business/startups/news/physicswallah-is-indias-first-profitable-edtech-startup-up-here/articleshow/92056796.cms" style="">YouTube channel to a billion dollar company — India’s first profitable edtech unicorn is here</a> <a href="https://www.businessinsider.in/business/ecommerce/news/after-amazon-flipkart-reliance-and-tata-neu-indias-133-billion-ecommerce-market-may-be-too-little-for-a-fifth-player/articleshow/92062540.cms">After Amazon, Flipkart, Reliance and Tata Neu, India's $133 billion ecommerce market may be too little for a fifth player</a> <a href="https://www.businessinsider.in/business/ecommerce/news/india-will-have-more-ecommerce-users-by-2025-than-us-population/articleshow/92062424.cms">India will have more ecommerce users by 2025 than US’ population</a>

Deepinder Goyal, Akshant Goyal — here is how much Zomato’s dream team earned since October 2021

<ul><li>Walmart-owned <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword> had applied for a license to run <keyword id="8221653" type="UNKNOWN" weightage="20" keywordseo="Flipkart-Farmermart">Flipkart FarmerMart</keyword> – a food retail entity that would sell agricultural produce of Indian farmers online.</li><li>The company had applied for the license when 100% FDI in food retail was allowed. </li><li>However, since then the government’s guidelines for food retail have changed. </li></ul>Walmart-owned Flipkart had applied for a license to run Flipkart FarmerMart – a food retail entity that would sell agricultural produce of Indian farmers online. However, the Department for Promotion of Industry and Internal Trade (<keyword id="7281036" type="UNKNOWN" weightage="20" keywordseo="dpiit">DPIIT</keyword>) has rejected the application saying that the Flipkart FarmerMart would flout the regulatory guidelines. However, Flipkart intends to reapply for the license. “At Flipkart, we believe that technology &amp; innovation driven marketplace can add significant value to our country’s farmers and food processing sector by bringing value chain efficiency &amp; transparency. This will further aid in boosting farmers’ income &amp; transform Indian agriculture. We are evaluating the department’s response and intend to re-apply as we look to continue making a significant impact on small businesses and communities in India.” said a Flipkart spokesperson. According to the government, any e-commerce platform with foreign direct investment can simply be the platform for the third party sellers to reach out to buyers, but it cannot sell inventory of its own. <a href="https://timesofindia.indiatimes.com/business/india-business/govt-rejects-flipkarts-plan-to-enter-food-retail/articleshow/76126956.cms">TOI r</a>eported that the Flipkart FarmerMart’s memorandum of association would not allow it to enter food retail. “In line with the government of India’s FDI (foreign direct investment) policy, which allows 100% FDI in food retail for food produced and manufactured in India, Flipkart is applying for appropriate licences from the government,” Flipkart Group CEO Kalyan Krishnamurthy had said in <a href="https://economictimes.indiatimes.com/industry/services/retail/flipkart-to-start-selling-food-through-farmermart/articleshow/71606817.cms?from=mdr">October 2019</a>. However, since then the government has changed the guidelines, which put Flipkart’s new venture in danger. Flipkart had announced its entry into fresh produce last year when it began piloting the same in Bengaluru and Hyderabad. The development comes just days after Flipkart’s rival Amazon has announced its entry in food delivery in India. Flipkart, founded in 2007, has been a Singapore-registered entity since 2011 and is today owned by US retail giant Walmart. The US retail giant owns a 77% stake in Flipkart, which it acquired in 2018 for a whopping $16 billion SEE ALSO: <a href="https://www.businessinsider.in/business/startups/news/bharatpe-laid-off-several-employees-after-announcing-salary-hikes-in-april/articleshow/76128348.cms">BharatPe laid off several employees after announcing salary hikes in April</a> <a href="http://businessinsider.in/business/corporates/news/infosys-reportedly-plans-to-reduce-the-number-of-managers-the-ceo-and-coo-got-over-25-salary-raise-in-fy20/articleshow/76127600.cms">Infosys reportedly plans to reduce the number of managers— the CEO and COO got over 25% salary raise in FY20</a> <a href="https://www.businessinsider.in/business/corporates/news/hindustan-unilever-limited-ceo-sanjiv-mehta-says-the-product-inventory-range-will-be-smaller-and-simpler-hereon/articleshow/76128468.cms">HUL CEO says the product inventory range will be smaller and simpler hereon⁠— analysts believe others may have the same plan</a>

Flipkart will try again for a ‘Made in India’ tag to be able to sell farm produce

It's hard to believe that a song about a corrupt superhero who was murdered from the inside out via an "ass bomb" would get nominated for an Emmy, but that's par for the course for Amazon Prime Video's diabolical drama series "<a href="https://www.insider.com/category/the-boys">The Boys</a>."Based on Garth Ennis and Darick Robertson's comic-book series of the same name, and executive produced by <a href="https://www.insider.com/category/seth-rogen">Seth Rogen</a> and Evan Goldberg, "<keyword id="11916582" type="UNKNOWN" weightage="60" keywordseo="the-boys" source="Orion">The Boys</keyword>" is a fresh take on the superhero genre that garnered critical acclaim after its premiere in July 2019. <a href="https://www.insider.com/the-boys-season-2-details-references-2020-9">Season two</a>, released in September 2020, doubled down on the show's unapologetic look at a world in which superheroes, known as supes, are owned by a nefarious corporation called Vought International.But before finding a way to top season one's famous dolphin scene - due to <a href="https://www.insider.com/the-boys-amazon-season-2-fun-facts-behind-the-scenes-details">another gory sea creature casualty</a> - the season two premiere opened with <a href="https://www.insider.com/the-boys-erin-moriarty-starlight-suit-challenges-season-two-interview-2020-10">Starlight/Annie January</a> (<a href="https://www.insider.com/category/erin-moriarty">Erin Moriarty</a>) being forced to deliver an award-worthy performance at the funeral for the aforementioned supe, Translucent (Alex Hassell). "The Boys" composer Christopher Lennertz received very clear directions from showrunner and executive producer Eric Kripke before he wrote the song: "He said, 'I need you to write me an Adele-meets-Celine-Dion-meets-Whitney showstopper, over-the-top power ballad," he recalled. The result was "Never Truly Vanish," an unabashedly grandiose song that's equal parts heartfelt and ludicrous in its delivery by Moriarty (yes, that is actually her singing the track).Writer and co-executive producer Michael Saltzman said that's what made the song and accompanying visuals so hilarious - it's the conjunction of how "ridiculous" the production was paired with "the absolute conviction and sincerity with which they're doing the song.""And the writing of the song had to be approached the same way, it's gotta be a legit, authentic song that would be in this situation," Saltzman added.Ahead of the <a href="https://www.insider.com/category/emmys-2021">73rd Primetime Emmys</a> next month, Lennertz and Saltzman spoke to <a href="https://www.insider.com/">Insider</a> about how Starlight's anthem came together and landed the "The Boys" a <a href="https://www.insider.com/emmys-nominees-winners-list-2021-7">nomination</a> for outstanding original music and lyrics.<div type="image" title="Erin Moriarty performing as Starlight on season two of &quot;The Boys.&quot;" height="1184" width="1578" msid="85514232" hostid="261"></div>The idea for Starlight's musical moment started in the writers' room while mapping out season two.Although the show's head writer, Kripke penned the episode, "The Big Ride," Saltzman described the process as "a real group effort" in which all the writers pitched story ideas and contributed to the outlines.Saltzman, who joined the show in its second season after one of his scripts caught Kripke's attention, "dabbled" in songwriting throughout his three decades working in <keyword id="11898468" type="UNKNOWN" weightage="60" keywordseo="tv" source="Orion">TV</keyword>. As a fan of the comic-book genre and musicals, the former "Murphy Brown" showrunner was eager to try his hand at writing lyrics for Starlight to sing at Translucent's funeral. "I volunteered to Eric and I said, 'I love writing song lyrics and I have a real take on this if you'd let me do it,'" Saltzman recalled. "He said, 'Yeah, knock yourself out.'"Saltzman's goal was to write the lyrics "with a degree of sincerity and authenticity." "You can't be making fun of the thing you're doing while you're doing it," he said. "You have to write it as if it's a legit version of the song that Celine Dion is going to sing at the 'In Memoriam' segment at the Oscars. It had to have that kind of gravitas to it."One phrase from the writers' room served as the crux for his lyrics: "You'll never truly vanish from our hearts." The phrase was a play on Translucent's power of invisibility, which would inspire other satirical lyrics like: "And though we could see through you, it seems we hardly knew you."Another comic-book character also served as inspiration for Saltzman's lyrics."If Translucent had been a character like Angel in the X-Men with actual wings, 'Wind Beneath My Wings' would have been the perfect song for his memorial," Saltzman said. "That was kind of the template that I had in my head when I was writing."<div type="image" title="Erin Moriarty performing as Starlight on season two of &quot;The Boys.&quot;" height="1190" width="1586" msid="85514234" hostid="261"></div>Lennertz said that he "rolled over laughing" when Kripke, whom he met while studying music at USC, first mentioned the song idea. The composer received the script for the episode approximately six to eight months before they started shooting season two.The direction he got from the showrunner, aside from channeling iconic powerhouse singers, was that it needed to be "ridiculously cheesy, over-the-top, but it also has to be something that Starlight would sing in the modern world. It has to be something that Vought would produce."Because Kripke wanted the song to have lines that seemed serious on first listen, but are far more ridiculous upon closer inspection, Lennetz received a script with lyrics like "our heroes never die" and "your spirit fills the sky.""It's the straighter the better whenever it comes to song parodies like that. And they're hard to do," Lennertz said."It's like a ski jump or something. If you don't commit to it, you're going to hurt yourself, always," he added. "It's one of those things where you've got to just be like, 'No, no, this is what we're doing and we're going to sell it till the very end of it. There's no wink. There's no cracking a smile. It is serious, as serious as can be.'"With Saltzman's ideas and the visuals written into the script, Lennertz began composing "Never Truly Vanish," which took approximately six months mainly because Lennertz had to work around Moriarty's availability and other production factors.Kripke and the "Boys" crew knew that the song was going to begin at the funeral, and would include visuals like young Translucent's bar mitzvah photos showing a floating yarmulke over his invisible head. Starlight would sing to an empty glass casket and the whole setting would feel "extremely patriotic with religious overtones," Saltzman said. Then the scene would cut to The Deep (<a href="https://www.insider.com/category/chace-crawford">Chace Crawford</a>) watching the funeral from a TV in a bar in Sandusky, Ohio. "We had to make sure there were perfect sections in each part of the song so we could make that work in the show," Lennertz said, explaining that the verses needed to compliment Kripke's planned visuals.Additionally, Lennertz said that the song needed to have a "huge bridge moment where she really belts it out and we needed the big drum fill that gets us back into the chorus, which every big power ballad has to have."And that bridge had to be accompanied by Starlight's eyes lighting up as she dramatically raised her glowing hand.<div type="image" title="Erin Moriarty performing as Starlight on season two of &quot;The Boys.&quot;" height="1188" width="1584" msid="85514236" hostid="261"></div>Lennertz said that the final version heard on the show is quite similar to the first demo, sans Moriarty's vocals. After getting Kripke's seal of approval on the demo, which was completed in spring 2019, Lennertz worked with Moriarty to tailor the song to her range. "Everybody wants something to sound the best it can sound," the composer said, adding that no matter how great a vocalist is, "if something's not in their range, it's gonna be terrible.""We've all seen it on TV when some amazing singer sings the National Anthem and it's just one step too high and they can't hit the big note," he explained. "So luckily, Erin was really down with the entire approach."Lennertz determined the top of Moriarty's range over the phone as he played the piano. Then he adjusted the key to fit her vocal ability. After Moriarty rehearsed the song and minor adjustments were made to accommodate room for breathing and other aspects, it was time for her to record."When Erin finally came in to sing, it was where it all sort of came together and everyone went, 'Oh, this is special,'" said Lennertz, describing the recording process as "magical." <div type="image" title="Erin Moriarty performing as Starlight on season two of &quot;The Boys.&quot;" height="1196" width="1594" msid="85514237" hostid="261"></div>Moriarty had never been in a recording studio prior to singing "Never Truly Vanish" so there was some skepticism about whether she'd be able to fully deliver. Any doubts were squashed when the actress began recording. "It took two minutes, literally. And she was like, 'All right, let's go,'" Lennertz remembered. "She got in the booth and she absolutely sold the concept just like she did on-screen and said, 'I'm going to commit to this.'""Within 10 minutes she was fully acting the part and singing to the microphone as if she was Whitney Houston or Adele," he added. "She just jumped right in and nailed it. We were giddy."Lennertz said the rough mix of Moriarty's vocals on the track proved to everyone "that it was going to work" musically and within the context of the show. "Eric played it for us after it had been recorded and everyone kind of looked around and went, 'Wow, this is amazing. Who's doing the vocals?' And he was like, 'Erin is,'" Saltzman recalled. "She blew us all away."Kripke decided that they needed a bigger stage and larger auditorium for the funeral because of how grand the song turned out, Lennertz said. By the time they were ready to film the scene, all Moriarty had to do was lip-sync and channel all the emotions that she brought in the studio. "My jaw was on the floor when I finally saw what they shot," Lennertz added. "I was like, 'This is better than it read in the script.' And it read great in the script." That led to making a <a href="https://www.youtube.com/watch?v=Rw_OHwI5dUQ">black-and-white music video,</a> starring Moriarty's character, surrounded by a bunch of invisible dancers. "It's just such a ridiculous idea," Lennertz said. "Eric and I always talk about the fact that they literally are paying us to be this ridiculous is just... We never would have thought of this when we were sitting in film school together."<h2 style="text-align: center;"> </h2>The brilliance of "Never Truly Vanish" lies in how comically serious the song is, but it's also a precursor to Starlight's season two journey.When viewers first met her, she was a starry-eyed supe who wanted to save the world with her ability to absorb electricity and emit energy blasts. So when she earned a coveted spot in the prestigious Vought-run supes group, known as The Seven, Starlight thought she hit the jackpot.The illusion was quickly shattered when she realized that her colleagues were far from the clean-cut heroes that they pretended to be in public. On her first day as part of the Seven, she was sexually assaulted by The Deep. When she went to cry in the bathroom afterward, Translucent was lurking inside and misusing his power of invisibility to spy on women.Throughout the season, Starlight would toe the line between her duty to Vought and her desire to make a real difference with the help of The Boys, a rag-tag vigilante group that includes her love interest, Hughie Campbell (Jack Quaid). <div type="image" title="the boys 203 starlight" height="1089" width="1452" msid="85514239" hostid="261"></div>Starlight's previous experiences, along with being forced to perform a tribute to a perverted supe at the opening of season two, set the stage for her to <a href="https://www.insider.com/the-boys-erin-moriarty-starlight-dark-side-season-2-interview-2020-10">summon "a dark side of herself,"</a> Moriarty previously told Insider. "It was always going to be a Starlight moment," Lennertz said of "Never Truly Vanish.""One of the things they really wanted it to do was comment on the fact that she made a huge transition from the beginning of season one to the end of season one," he continued, "both with her relationship with Hughie and with her empowerment of 'I'm not going to take s--- anymore.'""And here was this guy Translucent, who she knew was this creep that used to hang out in the bathroom. And the real honest truth about Vought is, 'That's too bad. You gotta sing this thing because you're part of The Seven and we pay your salary.' It's that gross over-commercialization, sellout thing that had to be in there to set up the rest of season two."Historically, superhero series and movies have largely been shut out of major award shows. In recent years that's changed thanks to groundbreaking projects like "Black Panther," which earned Marvel its first three Oscars in 2019.In its freshman season, "The Boys" nabbed one Emmy nomination, for outstanding sound editing for a comedy or drama series (one hour). By the time the show returned for season two, more people caught onto its <a href="https://www.insider.com/the-boys-aya-cash-colby-minifie-season-2-racism-interview-2020-10">clever commentary on real-world events</a> and ability to completely flip the superhero genre on its head.Barack Obama even <a href="https://www.instagram.com/p/CI8RF86AxVo/">named "The Boys" as one of his favorite shows of last year</a> and told <a href="https://ew.com/books/barack-obama-a-promised-land-interview/">Entertainment Weekly</a> that he watched the series when he needed a break from writing his memoir, "A Promised Land.""When President Obama singled the show out as one of his favorite of the year that blew my mind," Saltzman said, calling "The Boys" a "zeitgeist show" that's become part of the larger "cultural conversation."<div type="image" title="the boys season 2 supes" height="1233" width="2500" msid="85514240" hostid="261"></div>Given the continued reach of "The Boys," the five total Emmy nominations this year weren't out of the blue. Still, Lennertz said it was a "total shocker" to those involved in the making of the show."All of us just assume that superhero shows aren't going to get award nominations because they haven't in the past," Lennertz said.In addition to the nomination for "Never Truly Vanish," the series got a nod for drama series and was recognized in categories honoring sound mixing, special visual effects, and writing.Saltzman admitted he was completely clueless about how best song nominations work because he had never written anything that had a shot at one. In fact, he wasn't even planning on waking up early for the Emmy nominations, since he didn't expect much from them. But when his wife came into their bedroom that morning, he had exciting news to share."She saw me sitting up in there and she goes, 'Oh, you're up?' I said, 'Yeah. Hey, guess what I have in common with Robert Lopez and Bo Burnham?' And she said, 'What?' I said, 'That we're all Emmy nominees for best song. And she was like, 'What?'" he recalled with a laugh."It was a huge thrill to be in that company. And such a delightful surprise."For fans who enjoyed Starlight's "Never Truly Vanish" and speedster A-Train's "lit" anthem "Faster" (performed by actor Jessie T. Usher, featuring Aimée Proal) from season two, Lennertz said "there's a lot of songs" in the <a href="https://www.insider.com/the-boys-season-3-amazon-details-information-2020-9">upcoming third season</a> - but he didn't reveal who will be singing. "I can't tell anybody what they are or how many, but Eric did let everybody know that there would be more supes singing this year," he said. "I'm really excited about who's singing those."The composer added: "What we haven't done yet is a duet and I would love to do a duet. That's all I can say."<div type="image" title="the boys 202 a train starlight" height="1505" width="2007" msid="85514242" hostid="261"></div>For Lennertz, getting to work with Kripke for nearly 30 years and compose original tracks for the characters of "The Boys" is a full-circle moment that makes the recent Emmy nomination even more rewarding."It was like somebody handed me the job that I didn't even know I wanted five years ago," he said. "And now I've got my dear friend being like, 'Hey, do it for us and let's have fun with it and go over the top.'""I will keep writing as many songs for Eric as he wants me to write."

A deep dive into Starlight's unabashedly over-the-top, Emmy-nominated power anthem 'Never Truly Vanish' from 'The Boys'

<ul><li><keyword id="3080230" type="PERSON" weightage="20" keywordseo="gig-economy">Gig economy</keyword>, which constitutes for over 1.4 million working professionals in India, has added 40,000 more women gig workers, according to an ET report. </li><li>According to Employment Outlook Report by TeamLease Services, the total number of women gig workers in India stands at 67,900. </li><li>The wage bracket of such employees ranges from ₹15,000 to ₹30,000.</li></ul>More women are finding work, thanks to the increasing gig economy but they are being paid less, widening the gender parity. India’s 1.4 million strong gig economy added 40,000 women this year, according to an <a href="https://economictimes.indiatimes.com/jobs/women-bag-frontline-roles-in-gig-economy-but-lag-behind-in-wages/articleshow/70442660.cms?from=mdr">ET report.</a> But, they are making 10% less than men. On an average, women make an average of ₹15,000 to ₹30,000 per month in the newly emerging gig economy. According to Employment Outlook Report by TeamLease Services, the total number of women gig workers in India stands at 67,900 — including employees at delivery hubs and fulfillment centres. In 2017, the percentage of women in salaried jobs stood at nearly 52%, as per the data by <a href="http://www.mospi.gov.in/sites/default/files/publication_reports/Annual%20Report%2C%20PLFS%202017-18_31052019.pdf"> Periodic Labour Force Survey (PLFS) 2017-18</a>. Startup Hiring Food-tech and <keyword id="35621" type="PERSON" weightage="20" keywordseo="e-commerce">e-commerce</keyword> players such as Uber, Ola, <keyword id="830092" type="COMPANY" weightage="20" keywordseo="Zomato">Zomato</keyword> and Swiggy, account for nearly 90% of the total gig workers in India. It includes workforce that is remotely managed by online platforms. Walmart owned e-commerce platform Flipkart has around 300 women working at sorting centres, packaging and in charge of hubs. Flipkart offers the best wages and provides for safety and health at workplace for gig workers in India, as per <a href="https://www.businessinsider.in/in-india-flipkart-tops-the-fairness-quotient-for-gig-economy-workers-report/articleshow/68593359.cms">Oxford Internet Institute</a>. It is followed by food delivery platform Foodpanda, cab services platform Ola and Uber. Food aggregators like Swiggy and Zomato too have female delivery partners, thanks to flexible working hours. Swiggy has over 700 women employees at its delivery hubs while Zomato has 500 all across. E-commerce platform Amazon has nearly 1,200 women employees in operational and managerial roles. India is the fifth largest country in terms of growth in flexi staff — which includes leased employees, contractual workers and temps hired from agencies. The country added nearly 1.2 million flexi workers in the last three years. See also: <a href="https://www.businessinsider.in/in-india-flipkart-tops-the-fairness-quotient-for-gig-economy-workers-report/articleshow/68593359.cms">In India, Flipkart tops the ‘fairness’ quotient for gig economy workers: Report</a> <a href="https://www.businessinsider.in/6-million-indians-will-be-in-the-gig-economy-within-two-years-thats-nearly-twice-the-current-size/articleshow/69854133.cms">6 million Indians will be in the gig economy within two years -- that's nearly twice the current size</a>

Gig economy added 40,000 new women workers, but at low wages

<ul><li>According to Kanter Worldpane, <keyword id="34523" type="CITY" weightage="20" keywordseo="fmcg">FMCG</keyword> sector in India is expected to report a 4-5% volume growth in FY21, driven by rural areas that are expected to grow two percentage points ahead of the urban regions that are hit harder by COVID-19 pandemic. </li><li>This is expected to impact Q1FY21 earnings of FMCG companies, however, it will be better than some of the consumer discretionary sectors like apparel, retail, paints etc.</li><li>The pandemic has also led to resurgence of the good old nearby <keyword id="6425985" type="COMPANY" weightage="20" keywordseo="kirana">Kirana</keyword> store which offered the most convenience (home delivery and credit) to consumers where maintaining social distancing and restriction on out of home trips are the norms in urban centres.</li></ul> As COVID-19 started to spread across the nation, the lockdown announced in the last week of March did have a knee jerk reaction on the overall demand for the FMCG sector. The pain continued to be seen until the first week of April after which relaxations in terms of continuing manufacturing operations for essential products started to get streamlined as situations improved in terms of manufacturing and supply, although issues with labor availability and logistical challenges continued, which now have normalized to a very large extent. According to Kanter Worldpane,l FMCG sector in India is expected to report a 4-5% volume growth in FY21, driven by rural areas that are expected to grow two percentage points ahead of the urban regions that are hit harder by COVID-19 pandemic and which continue to battle with the lockdown flip-flops at the local level. This is expected to impact Q1FY21 earnings of FMCG companies, however, it will be better than some of the consumer discretionary sectors like apparel, retail, paints etc. During the gharbandi period there has been change in consumer buying behavior towards purchasing more of essential products and cut down on discretionary spends due to continued lockdown, job losses and salary cuts in urban areas. The money was largely spent on essential products like food (biscuits, milk, noodles), immunity boosting foods (chywanprash, honey etc), drinks &amp; beverages, health &amp; hygiene (sanitizers, masks) and even on homecare &amp; skin cleansing products (floor, toilet &amp; surface cleaners, anti-bacterial soaps etc). Personal care and grooming products, however, took a hit both in urban and rural India given the discretionary nature. Also, preference has clearly been for value packs and smaller SKUs across product categories especially in rural regions. While, in urban regions it’s a mix of value and premium products depending on the income pyramid. Moreover, owing to the fear of contracting the virus by going out, a notable shift is being observed of doing purchases online resulting in tie ups between FMCG companies and various e-commerce platforms like <keyword id="964794" type="COMPANY" weightage="20" keywordseo="BigBasket">BigBasket</keyword>, Grofers, Amazon, <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword>, <keyword id="3275685" type="LOCATION" weightage="20" keywordseo="dunzo">Dunzo</keyword> etc. The pandemic has also led to resurgence of the good old nearby Kirana store which offered the most convenience (home delivery and credit) to consumers where maintaining social distancing and restriction on out of home trips are the norms in urban centres. While the frequency of trips to the grocery store has reduced to 30.5 in May from 34.4 in March, there has been a rise in basket value by 4.3% YoY to Rs. 3,734 between March and May 2020 as against previous year. Rural India contributes to ~36% of FMCG spends and is thus an important growth element. Managements across organized FMCG companies thus have their eyes on the rural economy to drive growth in the current trying times that have displayed relative resilience. Driving distribution expansion by increasing stockist network and direct reach could therefore be a tactical growth driver. Besides distribution, the rural economy has been relatively resilient owing to a lower impact of <keyword id="8764262" type="COMPANY" weightage="20" keywordseo="covid">COVID</keyword>. Despite the migrant labour issue, the hinterland has shown relative strength all through the gharbandi supported by government proactive measures of increased allocation to MGNREGA (led to more jobs), higher farm incomes due to aggressive MSP fixation, good monsoon, higher Kharif acreages, lower disruption in retail channel and other social sector schemes (PM-KISAN, PM Garib Kalyan, distribution of free foodgrain through PDS etc). This is also reported in a surge in demand for products like agrochemicals, hybrid seeds, fertilizers, tractors, tillers and even entry level two-wheelers alongside FMCG products. Further, rising aspirations and an improved standard of living in the rural areas could direct a faster than expected recovery in FMCG volumes and also the Indian economy. We believe for a sustained growth in FMCG sector, structural administrative reforms like amendments to Essential Commodities Act, creating a law to allow free inter-state movement of farmer’s goods and strengthening the post harvest agri-infrastructure backed by effective implementation will give the much needed boost to agri sector and rural economy thus doubling farmers income resulting in increased consumption for FMCG and other products. (The article was written by Suvarna Joshi. Suvarna is a Senior Research Analyst at Axis Securities with over a decade of experience in fundamental research. She is an expert in tracking FMCG, Speciality Chemicals, and Mid-cap stocks &amp; sectors.) SEE ALSO: <a href="https://www.businessinsider.in/science/health/news/coovid-vaccine-from-oxford-serum-institute-and-astrazeneca-shows-promising-immune-response/articleshow/77069321.cms">The COVID-19 vaccine from Oxford and AstraZeneca shows 'promising' results in early human trials</a> <a href="https://www.businessinsider.in/entertainment/news/dil-bechara-kissing-booth-2-and-other-movies-you-can-watch-on-netflix-amazon-prime-disneyhotstar-this-week/slidelist/77142498.cms">Dil Bechara, Kissing Booth 2 and other movies you can watch on Netflix, Amazon Prime, Disney+Hotstar this week</a> <a href="https://www.businessinsider.in/business/startups/news/work-from-home-effect-these-companies-are-shelling-out-for-employees-power-bills-internet-cost-and-more/articleshow/77139229.cms">WFH effect – These companies are paying for employees' power bills, internet cost and more</a>

An FMCG analyst shares a picture of what's selling in rural India and what's not

New Delhi, Jan 29 () The NGT asked the Central Pollution Control Board on Wednesday to submit a fresh report on Amazon and Flipkart's compliance of plastic waste management rules, a day after the CPCB said the e-commerce giants need to collect the waste generated due to packaging of their products.
Hearing a plea filed by a 16-year-old boy to stop Amazon and Fli pkart from excessive plastic use in packaging, the National Green Tribunal said it is for the regulator CPCB to enforce the rules.
Advocate Balendu Shekhar, appearing for CPCB, told the bench headed by NGT Chairperson Justice Adarsh Kumar Goel about the non-compliance of plastic waste management rules by the e-commere giants, saying the e-commerce firms need to fulfil their extended producer responsibility under the rules.
They use excessive plastics for packaging but have not registered with CPCB, Shekhar said, adding the companies should obtain registration as brand owner after submitting relevant documents.
Advocate Sanjay Upadhyay, appearing for Amazon, told the green tribunal they will comply with all formalities on extended producer responsibility by June 30.
The bench, however, asked them to approach the CPCB and posted the matter for hearing on April 22.
On Tuesday, the CPCB told the NGT that as per provisions 9(2) of the Plastic Waste Management Rules, 2016, "Primary responsibility for collection of used multi-layered plastic sachet or pouches or packaging is of producers, importers and brand owners who introduce the products in the market.
"Amazon Retail India Private Limited and Flipkart Private limited are involved in packaging and selling of other companies' products and thus introducing plastic packaging in the market. They need to fulfil their extended producer responsibility under PWM Rules and should obtain registration as brand owner after submitting proper documents," CPCB said.
Aditya Dubey, the petitioner in the case through advocate Divya Prakash Pande, has pleaded the NGT to direct Amazon and Flipkart to stop excessive use of plastic in packaging.
Responding to the plea, Amazon India said it has been "relentlessly" working to reduce single-use plastic in its supply chain and is committed to eliminating its usage in their buildings by June 2020.
"Towards this, we have introduced 'paper cushions', which have completely replaced plastic dunnage across our fulfilment centres in India. We also ensure that packaging material in the form of corrugate boxes and paper cushions contains as high as 100% recycled content and is also fully recyclable. To reduce packaging waste and use of plastic, 'Packaging Free Shipment' (PFS) has now expanded to 20 cities within a year," an Amazon India spokesperson said Tuesday.
Flipkart said it has been "constantly striving to find eco-friendly alternatives for plastic packaging which is resilient and keeps the product safe during transit".
"The company firmly believes in the principle of 'business with a purpose' and we are aware of our responsibility towards the environment," a Flipkart spokesperson said.
Dubey's plea has contended that the companies deliver items in cardboard boxes, which are too large when compared to the size of the items being delivered.
The plea has also said that though the home-delivery service of e-commerce companies have been very useful for consumers, they have given rise to serious environmental challenges. Once goods are delivered, the plastic waste is thrown away in garbage and it ends up at landfill sites, it said.
"Single-use plastic has emerged as one of the biggest environmental challenges for our planet. It is cheap, useful, ubiquitous and very deadly," the petition has said. PKS PKS ABH
ABH

Submit fresh report on compliance of plastic rules by Amazon, Flipkart: NGT to CPCB

<keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword> is now looking forward to consolidating business of its in-house supply chain arm, <keyword id="2675352" type="UNKNOWN" weightage="20" keywordseo="ekart-Logistics">Ekart Logistics</keyword>. The e-commerce company has already suspended the customer-to-customer courier service within months of its launch and has also pulled the plug on hyperlocal delivery services being piloted across Bengaluru since March last year. 
 "Beginning February 5, <keyword id="2057197" type="UNKNOWN" weightage="100" keywordseo="eKart">Ekart</keyword> no longer operates its customer-to-customer courier service started in May 2016, that gave people the option of having documents and parcels packed by Ekart's delivery boys and shipped to end-addresses. The move is aimed at consolidating the service offerings of Ekart, to sharpen its focus on its core business model," the company told ET. 
 
Nearly 30,000-40,000 orders a day are processed by Ekart for third-party businesses excluding the volumes generated by Flipkart and Flipkart-owned fashion portal Myntra. 
 
It will continue its core ecommerce offerings, including third-party logistics services to ecommerce players such as Paytm and ShopClues. It will also continue to provide warehousing and fulfilment facilities to larger retail clients such as Madura Garments.

Flipkart plans to consolidate Ekart, suspends month-old services

The issue of pay package and increase in compensation to top level employees between founders and the board members in <a href="http://www.businessinsider.in/searchresult.cms?query=infosys&amp;sortorder=effectivedate">Infosys </a>is refusing to die. 
 
<a href="http://www.businessinsider.in/searchresult.cms?query=narayana+murthy&amp;sortorder=effectivedate">Infosys founder NR Narayana Murthy</a>, in a letter to media, said giving compensation hike of around 60-70% to a top level person is grossly unfair to other employees. 
 The issue of compensation hike cropped up when in October, <keyword id="6354512" type="CITY" weightage="100" keywordseo="Infosys">Infosys</keyword> said it was raising<a href="http://www.businessinsider.in/searchresult.cms?query=pravin+rao&amp;sortorder=effectivedate"> Infosys COO UB Pravin </a><a href="http://www.businessinsider.in/searchresult.cms?query=pravin+rao&amp;sortorder=effectivedate">Rao</a>’s salary to include a fixed compensation of Rs 4.62 crore and variable compensation of Rs 3.88 crore per annum. 
 
 
This was put to vote and the postal ballot also asked shareholders to vote on the appointment of DN Prahlad as independent director and to approve an amendment to the company's Articles of Association to allow it to buy back shares. 
 
Rao's salary hike passed with 67% of votes cast being in favour of it. About 33% of the votes cast were against the raise. About 74% of shares held by public institutional shareholders also voted on Rao's salary. Of those, 25% were against the increase. Of the 46% of shares that were voted by public- non-institutional shareholders - 67% were against the increase. 
 
In this backdrop, Murthy wrote the increase will erode the trust of the rank-and-file employees. 
 
“Giving nearly 60% to 70% increase in compensation for a top level person (even including performance-based variable pay) when the compensation for most of the employees in the company was increased by just 6% to 8% is, in my opinion, not proper. This is grossly unfair to the majority of the Infosys employees including project managers, delivery managers, analysts, programmers, sales people in the field, entry level engineers, clerks and office boys who are toiling hard to make the company better,” he wrote. 
 
Apart from Rao, <a href="http://www.businessinsider.in/searchresult.cms?query=vishal+sikka&amp;sortorder=effectivedate">Infosys CEO Vishal </a><a href="http://www.businessinsider.in/searchresult.cms?query=vishal+sikka&amp;sortorder=effectivedate">Sikka</a>’s pay package was also in limelight. 
 
"This abstention has nothing to do with Pravin. Those of us who have always stood for fairness in compensation and practiced it, right from the day Infosys was founded, will have to demonstrate it when needed. This is a time when it is needed. Nothing more and nothing less,” Murthy said in the email sent to reporters. 
 
Read his full letter here: 
 
Dear Folks, 
 
If you use the contents of this mail, please quote me verbatim and in full. Please do not paraphrase. 
 
I have lots of affection for Pravin. Let me state you the facts. 
 
I recruited Pravin in 1985 and had nurtured him throughout my stay at Infosys since then. 
 
He had been sidelined. He was not even a member of the Executive Council at Infosys in 2013 when I came back. Kris, Shibu snd I encouraged him, elevated him to the board, and made him the COO when we recruited Vishal as the CEO. So, this abstention has nothing to do with Pravin. 
 
Those of us who have always stood for fairness in compensation and practised it, right from the day Infosys was founded, will have to demonstrate it when needed. This is a time when it is needed. Nothing more and nothing less. 
 
I believe in striving towards reducing differences in compensation and equity in a corporation. You may not know that my Infosys salary at the time of the founding of Infosys was just 10% of my salary in my previous job. I ensured that my younger, co-founder colleagues got 20% higher salary over their salaries in their previous job even though I was 7 levels above them in my previous job and was 11 years older than them. I gave them huge equity compensation the like of which has never been replicated in this world. So, this abstention comes from somebody who has walked the talk. 
 
I have always felt that every senior management person of an Indian corporation has to show self restraint in his or her compensation and perquisites. He or she has to fight for maintaining a reasonable ratio between the lowest salary and the highest salary in a corporation in a poor country like India. The board has to create a climate of opinion for such a fairness by their actions. 
 
This is necessary if we have to make compassionate capitalism acceptable to a majority of Indians who are poor. Without compassionate capitalism, this country cannot create jobs and solve the problem of poverty. Experts tell me that capitalism may come to an end in the not-so-distant future if the current corporate leaders do not heed this advice in India. 
 
Further, giving nearly 60% to 70% increase in compensation for a top level person (even including performance-based variable pay) when the compensation for most of the employees in the company was increased by just 6% to 8% is, in my opinion, not proper. This is grossly unfair to the majority of the Infosys employees including project managers, delivery managers, analysts, programmers, sales people in the field, entry level engineers, clerks and office boys who are toiling hard to make the company better. The impact of such a decision will likely erode the trust and faith of the employees in the management and the board. With what conscience can a decent person like Pravin ( a man schooled in Infosys values for over 30 years) tell his juniors that they should work hard and make sacrifice to reduce cost and protect margin? I have got so many mails from these people asking whether this resolution is fair. No previous resolution in the history of the company has received such a low approval. 
 
Finally, given the current poor governance standards at Infosys, let us also remember that these targets for variable pay may not be adhered to if the board wants to favor a top management person. 
 
Thanks.

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