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<ul><li>The protest is into its 13th day at MRF’s factory in the outskirts of Chennai. </li><li>Workers demand removal of CCTV cameras from the production areas aside from a wage hike. </li><li>The company has defended its decision to have cameras and called the strike ‘illegal’.</li></ul>Workers’ strikes are not new anywhere in the world, but this one has a one-of-a-kind reason. MRF Limited’s factory in the outskirts of Chennai has been shut for 13 days now as the workers demand a wage hike and the removal of closed circuit television cameras (CCTV). The total number of workers in the plant are 1,025 and barring 66, all the others are on strike. “Our demand is early conclusion of wage settlement and the removal of CCTVs as it impacts our privacy," C.R. Prabhakaran, General Secretary, MRF Employees Union, told IANS on Wednesday. "Tyre production is done in a very hot environment… Workers would take some rest after hours of hard work. The CCTV cameras are fixed everywhere thereby taking away the privacy. We have no objection if the CCTV cameras are fixed at the main entrance, scrap yard and few other places," Prabhakaran explained. While MRF has said that the wage negotiations are still inconclusive, it has certainly defended the installation of CCTV cameras in the production areas. “The strike is illegal and the notice of the strike, including reasons for the same, have not been served on the company,” a statement issued to the stock exchanges said. It may also be noted that installation of CCTV cameras is a requirement under the prevailing laws in Tamil Nadu. MRF is one of the country’s oldest tyre maker incorporated in 1961. The company’s origins can be traced back to 1946.

One of India’s oldest tyre makers and its workers are fighting over CCTV cameras

Mumbai, Jan 31 () Bank employee unions went on a two-day strike on Friday to press for wage revision and other demands, hitting services like cash deposits, withdrawals and cheque clearances across the country.
 All India Bank Employees' Association claimed that around 31 lakh cheques amounting to Rs 23,000 crore remained uncleared across the country on the first day of the strike. 
 Various bank branches were closed in many parts of the country affecting services like cash deposit, withdrawal, cheque clearances, instrument issuance and loan disbursement. 
 ATMs of many banks across major parts of the country went dry, causing trouble to people on the last day of the month. 
 "In the clearing grids in Mumbai, Chennai and Delhi, about 31 lakh cheques worth about Rs 23,000 crore could not be cleared due to the strike," All India Bank Employees' Association (AIBEA) general secretary C H Venkatachalam said.
 Close to 10 lakh bank employees and officers of various public sector banks, some old generation private banks and a few foreign banks are on a two-day strike, starting Friday, after the negotiation on wage revision under 11th bipartite settlement failed, unions said. 
 However, private sector lenders like ICICI Bank and HDFC Bank were operational.
 On Saturday, bank branches will continue to remain closed, adding to woes of the public on the salary day.
 With this strike, banks would be closed for three days including Sunday. Banks will open only on Monday, February 3. 
 The strike call has been given by the United Forum of Bank Unions (UFBU), an umbrella body of nine bank unions, including All India Bank Officers' Confederation (AIBOC), All India Bank Employees Association (AIBEA) and National Organisation of Bank Workers (NOBW).
 UFBU decided to go on strike after its discussion with Indian Banks Association (IBA) on wage revision failed in the recent round of negotiations held on Thursday.
 During discussions, the IBA on Thursday improved their offer to 12.5 per cent, but this was not acceptable, the unions said. 
 "The bank managements and IBA did not come forward to settle the demands with a reasonable increase in salary looking to inflation and heavy workload on the employees," UFBU said.
 However, the IBA in a statement said despite the revised offer of up to 19 per cent hike, including performance linked incentive, made by it during the meeting on Thursday, the unions decided to go ahead with the all-India bank strike.
 Wage revision for employees of public sector banks is pending since November 2017.
 In the past wage settlement, which was for the period November 1, 2012, to October 31, 2017, employees got a hike of 15 per cent.
IBA also rejected the unions demand for five-day banking saying, "It is known to all that the economy of the country is going through testing times. Banks being the principal players in economic development, cannot afford to provide lesser number of working days for banking activities."
 The banking lobby said the country already has one of the highest numbers of public holidays and adding 26 more holidays would create more problems for the public.
 "IBA is claiming five-day banking is not possible due to the tough economic situation in the country. Then how RBI, Department of Financial Services (DFS), NCLT, Central Vigilance Commission (CVC) and other central and state departments are working for five days in a week? Are these institutions not worried about the economic slowdown?" asked a section of agitating bankers. HV MR
MR

Bank employees unions go on 2-day strike; troubles likely on salary day

<ul class="summary-list"><li>The idea of permanent remote work is slipping away.</li><li>Bosses of firms like Meta and Goldman Sachs are ordering employees back to the office most days.</li></ul>The work-from-anywhere era is over.After almost three years of relaxed work-from-home policies, CEOs are starting to drag their remote employees back to the office most days of the week."Companies have realized what they're losing from not having people showing up at the office," Michael Gibbs, an economics professor at the University of Chicago, told Insider."They've had enough time now trying this experiment to realize that they went too far with working from home and need to re-strike the balance."Major companies began announcing return-to-office policies late last year, and in recent months the rhetoric has started to heat up.Amazon has made it <a target="_blank" href="https://www.businessinsider.com/amazon-rto-return-to-office-policy-news-updates-2023-8">mandatory for workers</a> to show up to an office three times a week; <a target="_blank" href="https://www.businessinsider.com/goldman-sachs-return-to-office-mandate-fuels-remote-work-reckoning-2023-8#:~:text=Goldman%20Sachs%20just%20upped%20the,to%20three%20days%20a%20week.">Goldman Sachs is pressuring staff</a> to return full-time, and Meta has said employees might lose their jobs if they <a target="_blank" href="https://www.businessinsider.com/meta-rto-policy-updates-stricter-mandate-2023-8">don't turn up to the office</a> three days a week.CEOs have been citing vague reasons for the shift. Meta boss Mark Zuckerberg said early-career engineers tend to perform better when in the office three days a week, citing internal "performance data" that the firm has not made public.And Amazon's Andy Jassy described the company's push to get workers back as a "judgment" call based on internal leadership conversations and conversations with 60 to 80 other CEOs. He <a target="_blank" href="https://www.businessinsider.com/amazon-andy-jassy-no-data-return-to-office-rto-aws-2023-8">avoided questions</a> on what data the decision was based on during an internal fireside chat.But are they right?<h2>The CEO case against working from home forever</h2>Some early studies suggested that working from home had <a target="_blank" href="https://www.businessinsider.com/remote-work-wfh-productivity-impact-no-consensus-goldman-sachs-2023-8">a minimal or even positive impact</a>, with one <a target="_blank" href="https://www.hbs.edu/ris/Publication%20Files/Work%20from%20Anywhere_forthcoming%20SMJ_ee8cc7c5-c90e-4ad9-a1f4-47309d693a5c.pdf">from Harvard Business School</a> finding that it boosted productivity by 4.4%.More recent studies cast doubt on these early analyses, finding that workers are more distractible at home.<a target="_blank" href="https://www.journals.uchicago.edu/doi/10.1086/721803">A University of Chicago study</a>, published February, which collected data from over 10,000 skilled professionals at an Indian IT company during the height of the pandemic, found that worker productivity decreased 8% to 19% amongst staff working from home, even as the number of hours worked increased."We found a dramatic decline in productivity, not just immediately when the pandemic hit, but throughout the entire period," Gibbs, one of the authors of the study, said.He says employee "focus time," the amount of time they spent per day working uninterrupted, fell dramatically, despite both the company and its employees being ideally suited to make the adjustment to home working in terms of capabilities and equipment.<a target="_blank" href="https://www.nber.org/system/files/working_papers/w31515/w31515.pdf">Another study published in July</a> by the National Bureau of Economic Research similarly found that the productivity of workers randomly assigned to work from home was 18% lower than their in-office counterparts. The study assessed around 200 data-entry workers in the Indian city of Chennai."We did find there was an increase in idle time and a greater risk of distraction," David Atkin, one of the study's authors and a professor of economics at MIT told Insider."What we found was that the people who were most likely to say they'd like to work from home were the people who, when they worked from home compared to the office, were even less productive," he said.Both the studies also suggested working from home made collaboration and communication more difficult."Often some of the most innovative interactions between people come when you're at the water cooler, hanging out in the office, or bumping into each other in the lunch line," said David Atkin.<h2>But, but, but</h2>The <a target="_blank" href="https://www.businessinsider.com/return-to-office-mandates-restore-ceo-power-2023-8">bosses</a> who see face time as a stand-in for productivity have cited many of the above arguments.But the pandemic wrought such a dramatic change on our working lives that even the experts agree there's no going back, and a full reversion might damage businesses in other ways."Employees really care about flexibility, so return-to-office mandates come across as top-down and insensitive," said Raj Choudhury, a professor at Harvard Business School. A company's lack of flexible working will also make it harder to attract talent, he added, especially diverse talent."People may have rearranged their lives quite drastically around the ability to work from home," added Atkin. "You could imagine there being a lot of resistance to changing that. It's often very senior people who have made these changes to their lives, not typically 25-year-olds just arriving at the company. These are the people with a lot of bargaining power."A <a target="_blank" href="https://www.washingtonpost.com/business/2023/05/23/post-poll-remote-work-hybrid-future/">poll this year from The Washington Post and Ipsos</a> found that more than half of US workers who are fully remote would be <a target="_blank" href="https://www.businessinsider.com/us-remote-workers-would-take-pay-cut-to-keep-wfh-2023-5">willing to take a pay cut</a> rather than return to the office.The concept of productivity itself is also hazy, and could be influenced by how helpful a company was when workers went remote."Productivity in one company is not comparable to the productivity measurement in a different company," Choudhury said, adding that results might depend on a firm's management practices to support hybrid working."You can't compare productivity or just look at productivity without also looking at what kinds of hybrid arrangements are in place," he said. "There'll be good hybrid and terrible hybrid."<h2>The remote work genie is out of the bottle</h2>Influential remote work researchers, including Stanford researcher Nicholas Bloom, have been backing a flexible, hybrid approach as the way forward. Bloom previously told <a target="_blank" href="https://www.businessinsider.com/4-reasons-remote-work-will-survive-recession-stanfords-nick-bloom-2022-7">Insider</a> that well-organized hybrid work is a "win-win" for companies and workers.Everyone else Insider spoke to agreed, though some said even hybrid was likely less productive than being fully in the office."I definitely think that five years down the line hybrid will be the default," Choudhury said. "We'll probably not even debate that anymore."He added that the few high-profile examples of return-to-office mandates had been overplayed in the media."The reality on the ground is that WFH has been very stable for at least a year," said Jose Maria Barrero, an economist and cofounder of WFH Research, which tracks US working-from-home levels. "My guess is most employees at most of those companies have been de-facto in a hybrid mode for a while, and companies are mostly just formalizing that reality."

You're more productive in the office, say elite CEOs. Data seems to back them up.

<keyword id="3658" type="General" weightage="100" keywordseo="india" source="Orion">India</keyword> is the main priority for the United States, <keyword id="61274" type="General" weightage="50" keywordseo="us-visa" source="Orion">US Visa</keyword> officials said adding that there has been around 36 per cent rise on visa processing across the country after Covid-19 pandemic. While addressing a presser organised by Foundation for India and Indian Diaspora Studies on Tuesday, Deputy Assistant Secretary for <keyword id="757627" type="General" weightage="50" keywordseo="visa-services" source="Orion">Visa Services</keyword> in the Bureau of Consular Affairs <keyword id="16338184" type="General" weightage="50" keywordseo="julie-stufft" source="Orion">Julie Stufft</keyword> said, "India is the number one priority that we are facing right now. We are absolutely committed to getting out of this situation. Anyone in India seeking a visa appointment or visa have to wait for that's not certainly our ideal." She further stated, "So far this year, we have issued 36 per cent more visas than we did before the Covid-19 pandemic in India. And that is a huge percentage of progress." She also said that they are doing everything to reduce the wait time. "All the non-visitor time or student-visa have very very low wait times and that's really key. Our H-1B and F student's wait time were just as high almost six months ago and so we brought down the wait time," she added. The H-1B visa, under the Immigration and Nationality Act, is a non-immigrant visa that allows US companies to employ foreign workers in speciality occupations that require theoretical or technical expertise. Talking about the India-US relationship, Deputy Assistant Secretary for India <keyword id="16602602" type="General" weightage="50" keywordseo="nancy-jackson" source="Orion">Nancy Jackson</keyword> said that people-to-people is the most important tie between US and India. "As I look at the relationship it strikes me that people-to-people ties between our two nations are really the bedrock of what is one of the most consequential relationships in the world and that is the India-US relationship. And we can't underscore that enough and so addressing the view wait time that we were facing is critical. Not only to maintain these people-to-people ties but also to expand in that space. So because of that, this issue remains a top priority," she added. Earlier this month, the US Embassy in India said that Indians who are travelling abroad can get a visa appointment at the US Embassy or consulate of their destination. It cited the example of Thailand, saying that the country has opened appointment capacity for B1 and B2 visas (business and travel) for Indians. On January 21, the US Mission in India launched the first in a series of special Saturday interview days to reduce wait times for first-time visa applicants. The US Embassy in New Delhi and Consulates in Mumbai, Chennai, Kolkata and Hyderabad all opened consular operations on Saturday to accommodate applicants who require in-person visa interviews. The US Mission will continue to open additional slots for appointments to take place on select Saturdays, according to the statement released by US Embassy in India. These additional interview days are among the measures that have been taken to address the backlog in visa processing caused by COVID-19. The US Department of State has implemented remote processing of interview waiver cases for applicants with previous US visas. According to the statement, dozens of temporary consular officers from Washington and other embassies will arrive in India to increase processing capacity in January-March. SEE ALSO: <a href="https://www.businessinsider.in/tech/news/oneplus-11-concept-video-reveals-a-large-camera-and-a-rear-panel-that-lights-up/articleshow/98112845.cms">OnePlus 11 Concept video reveals a large camera and a rear panel that lights up</a> <a href="https://www.businessinsider.in/finance/news/how-upi-lite-can-make-it-faster-and-easier-to-make-small-payments/articleshow/98035931.cms">Explained: How UPI LITE makes small payments faster &amp; easier</a>

36% more visas processed across India after Covid-19 pandemic: US officials

<div class="KonaFilter image-container display-table"><div><div class="image on-image">GMDhivya Suryadevara.</div></div></div><ul class="summary-list"><li>Dhivya Suryadevara, 40, is the <a href="https://www.businessinsider.com/gm-becomes-first-car-company-to-have-both-female-ceo-and-cfo-2018-6">first female CFO of a major US automaker</a>.</li><li>She joins Mary Barra, CEO of <a href="https://www.businessinsider.com/category/gm">General Motors</a>, as one half of the <a href="https://www.businessinsider.com/gm-becomes-first-car-company-to-have-both-female-ceo-and-cfo-2018-6">only all-women C-suite team in the business.</a></li><li>Suryadevara was born in India, came to the US to attend Harvard Business School, and worked on Wall Street before joining <a href="https://markets.businessinsider.com/stocks/gm-stock">GM</a>.</li><li>With Barra and the GM leadership team, Suryadevara is working to transform a 111-year-old company with vast global operations and $150 billion in annual revenue.</li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories</a></li></ul>New Yorkers might not know it, but Detroit giant General Motors has an office in midtown Manhattan.It's not in the actual GM building, a mid-1960s skyscraper that the company effectively sold in the 1990s and that was later partly owned by Donald Trump. GM's views of Gotham are now found at the nearby AllianceBernstein Building, once known as Burlington House, another mid-'60s monument to American capitalism.From there, Dhivya Suryadevara, GM's chief financial officer, oversees the economic well-being of the largest US car company, often flying up to GM headquarters in Motown to connect with CEO Mary Barra and other members of the management team.It's an arrangement that emphasizes Suryadevara's critical role as the face of GM for Wall Street, more than her historic job as the first female CFO of a company that in 2014 hired its first female CEO in Barra. Suryadevara, 40, joined GM in 2004 and rapidly distinguished herself after the car maker's 2009 bankruptcy and subsequent 2010 relisting on the New York Stock Exchange as an executive to watch at the company.Following the retirement of GM veteran Chuck Stevens as CFO, Suryadevara got the job. She had worked closely with Dan Ammann, who served as CFO before Stevens and had become GM's president, overseeing deals such as a $1 billion all-in purchase of San Francisco self-driving startup Cruise Automation in 2016 and GM's sale of its Opel-Vauxhall European division to Peugeot in 2018. (Last year, <a href="https://www.businessinsider.com/gm-cruise-division-new-ceo-dan-ammann-2018-11">Ammann gave up the president's title to become CEO of Cruise</a>, now valued at nearly $20 billion after investments from Japan's SoftBank and Honda.)<h2>India to Harvard to GM: a long road traveled in a short time</h2><div class="KonaFilter image-container display-table"><div><div class="image on-image">Bill Pugliano / StringerMary Barra is the CEO of General Motors.</div></div></div>Suryadevara had come a long way. She was born in Chennai, India, and lost her father when she was a child. Raised by her mother, along with her two siblings, she studied business in college at the University of Madras and did a stint at PricewaterhouseCoopers, then came to the US to attend Harvard Business School, earning her MBA and laying the groundwork for a top-flight career in finance.She worked at UBS before joining GM when she was 25. Responsibilities came quickly, and by 2013, in the aftermath of GM's 2009 federal bailout, bankruptcy and subsequent stock-exchange relisting, she was CIO of GM Asset Management, taking care of the company's $85 billion pension fund.That New York-based role, and her performance in it, captured the attention of Ammann, who singled it out when I asked his opinion of Suryadevara in <a href="https://www.businessinsider.com/gm-mary-barra-management-helped-save-automaker-2018-10">2018 for a profile of GM's C-suite</a>. GM's leadership was already impressed by her talents when the opportunity arrived to name a new CFO, which in the process created the first all-female team in the auto industry. Suryadevara joined Mary Barra as the executive duo that would argue the 111-year-old car maker's case to Wall Street every quarter."It's been awesome," Suryadevara told Business Insider in an interview on the 20th floor of the AllianceBernstein Building, in a conference room named for GM's legendary mid-20th-century president, Alfred Sloan, the father the modern American corporation. "The role is incredibly rewarding and challenging. I've been fortunate."<h2>Getting down to first principles</h2><div class="KonaFilter image-container display-table"><div><div class="image on-image"><a href="http://www.businessinsider.com/author/troy-wolverton">Troy Wolverton</a>Former GM president Dan Ammann. He's now CEO of Cruise.</div></div></div>Suryadevara alternates between youthful enthusiasm, steely management pronouncements, and expressing a broad but detailed perspective on GM's past and future. Smartly attired in white jeans and a short black jacket, she projects a modern image of Detroit, bent through the lens of New York fashion. She spends half her time in Manhattan, living with her husband and daughter on the Upper West Side. (She drives a Cadillac XT4 in the Big Apple and a Chevy Camaro in Motown.)"I like the amazing restaurants with authentic food in New York," she said, confessing to being a serious gastronome. She's also a fitness fanatic who counterbalances her dining-out enthusiasms by taking advantage of New York's "million different workout classes" and the city's never-sleep energy. But she's also a Detroiter who says the revitalization of the city, its arts and music, and its automotive DNA all inspire her.She might lean a bit more toward the Big Apple, though. Suryadevara's manner combines poise with more than a dose of New York moxie. More than once during our conversation, she thumps the table to stress a point. She takes not a minute to gaze out the windows at the midtown vistas to collect her thoughts. They're already collected and ready to go.Stevens was a steady hand on GM's post-bankruptcy business; it was impossible, even futile, to discombobulate the man, as investment-bank analysts discovered at financial events and on quarterly earnings calls. Suryadevara hadn't been tested by the media before her ascent to CFO, but she knew Wall Street. Her first interaction with analysts, at the end of October 2018, served notice: Suryadevara was going to perpetuate Stevens' focus and discipline - and intensify it.Barra has already indicated that this was what was in store for the financial community. She told me last year that Suryadevara never does anything without comprehensive preparation. She's one of those executives you don't have to worry about getting up to speed because she's already setting the pace. Or exceeding it.GM's finances aren't just complicated - they're sprawling, encompassing huge international markets and featuring eye-watering credit operations and oceans of cash. In a single quarter, the company typically notches over $30 billion in revenue and posts a profit of more than $2 billion. But do that math: In the US alone, GM sells nearly 3 million vehicles every year, and in China it's 3.6 million. In one year, $150 billion in revenue flows through the balance sheet.Faced with cash flows of that magnitude, some managers would blanch; instead, Suryadevara zeroes in on what matters to the business."I like getting down to first principles with everything, challenging assumptions and getting down to the basics," she said. "If you don't have a fundamental understanding if what you're doing, it's not a good place to be."<h2>Fundamental No. 1: Return on invested capital</h2><div class="KonaFilter image-container display-table"><div><div class="image on-image">GM</div></div></div>Fundamental No. 1 for GM under Barra has been to maximize its return on invested capital. Barra has been unwavering in her commitment to that goal since she negotiated the difficult ignition-switch recall that intensified after she became CEO. With ROIC as its North Star, GM has shed its underperforming divisions, streamlined its South Korean operations, invested in self-driving technology, and announced a thoroughgoing rework of its vehicle portfolio to shift the company to electrification.Barra has also made tough calls on GM's North American manufacturing footprint. The car maker began the process of shutting down two factories, in Michigan and Ohio, drawing the ire of the United Auto Workers and President Donald Trump before retreating in its plans as it hammered out a new four-year contract with its 49,000 UAW-represented hourly workers and endured a <a href="https://www.businessinsider.com/gm-workers-ratify-new-contract-ending-longest-strike-50-years-2019-10">40-day strike that ended right before the automaker reported third-quarter earnings</a>. (GM beat expectations with a solid profit, but Suryadevara was left to contend with a $1 billion loss for the period and a trimming-back of GM's overall expectations for 2019's margins.) The industrial logic of Barra's move was simple: GM has enough US capacity to build a million more vehicles than it can sell in that market, a market that's been running at peak levels for the past five years. That's a serious business challenge, one that encourages Barra to limit difficulties elsewhere in GM's operations. Fortunately, in Suryadevara, Barra has a financial-complexity assassin."I've spent a lot of time at GM slaying complexity," she said. "There's good complexity and there's not-good complexity."The latter has to go, or at least be correctly managed. She cited as an example the nearly $30 billion in pension liabilities GM offloaded under her supervision. (The deal, completed in 2012 when she was managing director of investment strategy, involved swapping future pension payments to retirees for Prudential annuities, effectively de-risking GM's balance sheet and reducing the type of legacy costs that had sent the company into insolvency in 2009.)<h2>Making big and important decisions, and not realizing how big and important they were</h2><div class="KonaFilter image-container display-table"><div><div class="image on-image">Chevy</div></div></div>Direct, relentless questioning is how Suryadevara eliminates as much intricacy as possible. "Why are we doing X?" she asked. The common answer, especially at a gigantic conglomerate, is "because of Y and Z" - a familiar, entrenched sequence of received thinking.Suryadevara's reaction is to ask, "Why is Y Y and Z Z?" Once this issue has been raised, Suryadevara and her team can decide if the process actually still makes sense."We talk through what's really important," she said. "We distill and then we make recommendations."This can be an uncomfortable experience for people who've been cranking out PowerPoints since freshman year."You don't have to put anything together for me. Let's just chat. If we have to get some data, we'll obviously get it."If one mistakenly assumes that attitude means Suryadevara is conducting chill seminars in first principles, she's ready to dispel misconceptions with a little table pounding."There needs to be a path to making a reasonable return on capital," she says, punctuating the message with three or four thumps. "It all comes back to this simple concept, at the end of the day."Pulling herself back again and again to this fundamental notion, Suryadevara even uses it to frame her memorable moments in her 15 years at GM. "It's been a series of important decisions we've made," she adds. "When we made the decisions, we knew they were big and important. But looking back we didn't realize how big and important."<h2>Keep putting proof points on the board</h2><div class="KonaFilter image-container display-table"><div><div class="image on-image"><a href="https://www.flickr.com/photos/dexxus/3822382189/in/photolist-cCTs3j-6PLH4c-8S2BDt-nmXbDy-iiaTAe-bQuFYp-bm6piy-8VCW4d-8af7a5-7fzu3E-otirrW-njPmn9-i3QdAy-h39SUT-gTKiX7-gvuc3L-fLVF73-7QxWsb-54cABU-fTc24E-ftw1Qe-fmFb8L-eWpB83-eWpAJj-eJRNjw-erq2n7-ejbMUE-edezwK-dHZxx4-cbHERd-c9Grnh-c8B1N3-bxUJ7K-bjwS7C-bpuFRi-booP6B-9riPS1-8KfGJW-8aJrP5-7YJCFE-79inng-77ZWJx-6iCgWY-5VhtAE-58Y5dy-54Xma4-3KDKXM-n2G13-8zoW4-eVHzKq">Flickr / paul bica</a></div></div></div>GM has been steadily profitable since its 2010 IPO, but the company's stock has been off its trading highs of about $45 for more than a year. Before the UAW strike, shares appeared to be setting a floor at $37, but despite five years and a gain of around 15%, the stock's 10-year performance, at 6%, has lagged behind the broader markets by a notable margin.The company has compensated investors with a multibillion-dollar stock-buyback program, now winding down to a final $3.5 billion tranche, and a 4% dividend yield. Several analysts are bullish on GM and have praised its efforts with Cruise, creating a $20 billion company that's tied to a $50 billion one. But Wall Street has been anticipating a US sales downturn for four years, and though the market has instead set records or near-records, skepticism has been difficult to overcome.Suryadevara summarizes GM's position, one that has been articulated most forcefully by Mark Reuss, GM's president and main product guy."We've been putting proof points on the board," she said. "And we want to keep posting proof points."Additionally, Suryadevara believes GM has to tell two compelling stories."We want to be great at our core business and great at the future," she said. "It's not an or - it's an and." (The table was spared her fury for that insight.)Given that, it might be a good thing that she lives in the city that never sleeps and brings that relentless ethos to Detroit. Reflecting on her time at the largest US automaker and the No. 4 worldwide (behind the VW Group, Nissan-Renault-Mitsubishi, and Toyota), Suryadevara says she doesn't always have restful nights, in either metropolis."I lie awake at night thinking about how we're going to set this company up to be successful for decades to come." <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/chevrolet-corvette-c8-2020-mid-engine-supercar-sports-car-2019-9">How the new Chevrolet Corvette went from sports car to supercar</a></h3> <div> </div> </div>

You Searched For "MRF Chennai workers strike" and got 5 results

One of India’s oldest tyre makers and its workers are fighting over CCTV cameras

Sriram Iyer

Bank employees unions go on 2-day strike; troubles likely on salary day

PTI

You're more productive in the office, say elite CEOs. Data seems to back them up.

Tom Carter,Beatrice Nolan

36% more visas processed across India after Covid-19 pandemic: US officials

ANI

GM's first female CFO explains how she's made it her mission to 'slay complexity' at the largest US automaker

Matthew DeBord

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