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Former Indian all-rounder <keyword id="191692" type="General" weightage="80" keywordseo="chetan-sharma" source="Orion">Chetan Sharma</keyword> is likely to continue as the chairman of the National Selection Committee, as per sources. As per sources, the Board of Control for Cricket in <keyword id="3658" type="General" weightage="100" keywordseo="india" source="Orion">India</keyword> (<keyword id="6354756" type="General" weightage="80" keywordseo="bcci" source="Orion">BCCI</keyword>) is ready to give an opportunity to Chetan Sharma once again as chief selector. He could also be representing the North Zone in the selection panel. Meanwhile, the Board of Control for Cricket in India (BCCI) three-member Cricket Advisory Committee (CAC) comprising former India cricketers Ashok Malhotra, Jatin Paranjape and <keyword id="115989" type="General" weightage="50" keywordseo="sulakshana-naik" source="Orion">Sulakshana Naik</keyword> is conducting the interview process for picking up a new selection committee at the headquarters of the board in Mumbai. A few people have already been shortlisted and a final announcement will be made soon. Earlier in November, BCCI called for applicants for the new selection committee after India's performance in the ICC T20 World Cup held in Australia, which saw Men in Blue crash out of the semifinals after a ten-wicket loss to England in the semifinal. Last year, India also faced a disappointing final four-stage exit from the Asia Cup in August-September and had also lost the ODI series to Bangladesh in December by 2-1. A release by cricket's apex governing body in the country mentioned the criteria for those who wish to apply for the positions. "Should have played a minimum of 7 Test matches or 30 First Class matches, or 10 ODI and 20 First Class matches," a BCCI release said. "Should have retired from the game at least 5 years ago and no person who has been a member of any Cricket Committee (as defined in the rules and regulations of BCCI) for a total of 5 years shall be eligible to be a member of the Men's Selection Committee," the release added. BCCI on Sunday convened the review meeting of Team India in Mumbai to review performance in the ICC T20 World Cup 2022 where the team badly lost in the semi-final match to England by 10 wickets. The board has shortlisted 20 players for the ICC World Cup 2023 in October to be held in India. The meeting was attended by BCCI President Roger Binny, secretary Jay Shah, Indian captain Rohit Sharma, India head coach Rahul Dravid, Head of Cricket at the NCA <keyword id="6363956" type="General" weightage="50" keywordseo="vvs-laxman" source="Orion">VVS Laxman</keyword> and Chairman of Senior Men Selection Committee Chetan Sharma. The issues of player availability, workload management and fitness parameters were also discussed during the meeting along with the roadmap to the ICC Cricket World Cup 2023. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/thelife/news/pope-benedict-xvi-a-man-at-odds-with-the-modern-world-who-leaves-a-legacy-of-intellectual-brilliance-and-controversy/articleshow/96699003.cms">Pope Benedict XVI: A man at odds with the modern world who leaves a legacy of intellectual brilliance and controversy</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/tech/apps/news/series-creators-want-more-money-after-ads-appear-on-netflix/articleshow/96700323.cms">Series creators want more money after ads appear on Netflix</a>

Chetan Sharma likely to get another term as chief selector of India

<ul><li><keyword id="6354919" type="General" weightage="20" keywordseo="lt" source="Orion">L&amp;T</keyword> is amongst the largest infrastructure companies in India, with its business spread across engineering, construction, manufacturing among others. </li><li>In its annual report, the infra giant revealed large pay hikes to its top management, including CEO and MD <keyword id="887018" type="General" weightage="20" keywordseo="sn-subrahmanyan" source="Orion">SN Subrahmanyan</keyword>. </li><li>Here’s how much L&amp;T’s top management took home last year. </li></ul>Infrastructure major L&amp;T’s CMD SN <keyword id="3476596" type="General" weightage="100" keywordseo="subrahmanyan" source="Orion">Subrahmanyan</keyword> received a bumper payout in 2021-22 as his salary benefits doubled to ₹24 crore, without including post-employment benefits as listed in the company’s annual reports. However, Subrahmanyan was one of top executives of the company who took a voluntary pay cut during the pandemic year. His <a href="https://www.thehindubusinessline.com/money-and-banking/covid-19-lt-group-chairman-directors-take-voluntary-salary-cut-of-up-to-53/article32150260.ece">salary had then gone down b</a>y almost 44%. In real terms, currently his salary is much higher than it was before the pandemic. The company which has also been fighting off pandemic blues has booked orders to the tune of ₹1.9 lakh crore in the last financial year – which grew at 10%. The company’s CFO Shankar Raman’s salary too almost doubled to ₹16 crore. The biggest jump in salary however was reserved for SV Desai, the senior VP of construction – whose salary went up almost three times. It is to be noted however that their former CMD and the current group chairman AM <keyword id="50744" type="General" weightage="20" keywordseo="naik" source="Orion">Naik</keyword>’s salary barely changed during the year. This is in spite of the fact that he took a 24% salary cut during the pandemic. <div type="image" title="L&amp;amp;T remuneration hike 2021-22." msid="92877137" hostid="261" sizebytes="20180" caption="&amp;lt;p&amp;gt;Remuneration of L&amp;amp;amp;T&amp;#39;s key managerial personnel in FY22&amp;lt;/p&amp;gt;"></div> It’s not just the top executives who have received hikes. L&amp;T’s overall staffing costs too went up by 20% during the year. “As a percentage to revenue, it increased by 80 basis points, reflecting manpower ramp-up in the IT &amp; TS segment and salary revision,” the company said. The company also turned <a href="https://www.businessinsider.in/business/corporates/news/all-decks-cleared-for-lts-share-buyback-as-co-turns-debt-free/articleshow/92866225.cms">debt free</a> during the year and even before that its interest costs have gone down for the year. Earlier, a Motilal Oswal <a href="https://www.businessinsider.in/business/corporates/news/indias-biggest-companies-spend-nearly-11-lakh-crore-on-employee-expense-last-year/articleshow/92690317.cms">report</a> showed that the employee benefit expenses of Nifty 500 companies surged by ₹1.2 lakh crore in 2021-22 – from ₹9.6 lakh crore in the year before. This is an average increase of 12.5%. <div type="image" title="Nifty 500 emp benefit exp" msid="92877150" hostid="261" sizebytes="38268" caption="&amp;lt;p&amp;gt;Employee benefit expenses of Nifty 500 companies&amp;lt;/p&amp;gt;"></div> The NBFC sector offered the biggest salary hikes – at an average of 23%, while tech was a little behind at 19%. India’s four largest banks – SBI, ICICI Bank, HDFC Bank and Axis Bank, apart from HDFC – also figured in Forbes’ list of top performing companies last year. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/all-decks-cleared-for-lts-share-buyback-as-co-turns-debt-free/articleshow/92866225.cms">All decks cleared for L&amp;T’s share buyback as co turns debt free</a> <a href="https://www.businessinsider.in/finance/news/why-rbi-wants-international-trade-settlement-in-rupees/articleshow/92850515.cms">Explained: International trade settlement in Rupees and why RBI is doing it</a> <a href="https://www.businessinsider.in/retail/news/dmart-gets-it-mojo-back-from-monsoons-and-school-going-children/articleshow/92796927.cms">Unlockdowned - DMart gets it mojo back from monsoons and school-going children</a>

L&T CMD SN Subrahmanyan’s salary doubles after a pandemic cut but Naik’s pay remains the same

<ul><li><keyword id="366603" type="COMPANY" weightage="20" keywordseo="Matrix-Partners-India">Matrix Partners India</keyword>, Ankur Capital, Better Capital and <keyword id="8830555" type="UNKNOWN" weightage="20" keywordseo="titan-capital">Titan Capital</keyword> also participated in the round.</li><li><keyword id="9611309" type="UNKNOWN" weightage="20" keywordseo="VeGrow">Vegrow</keyword> provides a technology platform to farmers, which can be used to get high quality farm inputs and best farming practices.</li><li>The <keyword id="3210932" type="PERSON" weightage="20" keywordseo="B2B-startup">B2B startup</keyword> is looking to expand to 100 cities, invest in technology and launch new products.</li></ul>Business-to-business (B2B) agritech startup for sourcing fruits and vegetables, Vegrow, has raised $13 million in a Series A round co-led by <keyword id="455799" type="COMPANY" weightage="20" keywordseo="Lightspeed-Venture-Partners">Lightspeed Venture Partners</keyword> and Elevation Capital. Existing investors Matrix Partners India, Ankur Capital, Better Capital and Titan Capital also participated in the round. The company had raised $2.5 million in a seed round in June 2020. Vegrow was founded in April 2020 by Indian Institute of Technology (IIT) alumni Praneeth Kumar, Shobhit Jain, Mrudhukar Batchu and Kiran <keyword id="50744" type="PERSON" weightage="20" keywordseo="Naik">Naik</keyword>, who have varying experience in the agri sector. Kumar and Jain started their career at fast moving consumer goods (FMCG) giant ITC’s agribusiness division, whereas Batchu and Naik were directly involved in farming. The company works with small-hold farmers on a profit sharing model and offers assistance across various stages of the farming cycle using technology. Vegrow provides a technology platform to farmers, which can be used to get high quality farm inputs and best farming practices. The platform also enables farmers to sell their harvest to the right buyers for the right price. The B2B startup claims to help farmers in getting higher returns, reducing supply-chain wastage and improving procurement for wholesalers. The company’s founders have emphasised that the new funding will help Vegrow to expand to 100 new cities, invest in technology and launch new products. The company claims to be one of the largest companies for pomegranates in the country in less than a year. Meanwhile, Lightspeed’s partner Vaibhav Agrawal said that companies building a tech-enabled marketplace between farmers and buyers could help eliminate inefficiencies and would have large market opportunities eventually. “Additionally, many marketplaces have scaled up on negative unit margins in this category, so we were really impressed by the growth and positive unit margin Vegrow has demonstrated using its technology-oriented approach to standardise quality, minimise inventory and retain farmers,” Agrawal added. Apart from Vegrow, other companies in India’s agritech space include Ninjakart, AgNext, Samunnati, Dehaat, Farmart, and WayCool. SEE ALSO <a href="https://www.businessinsider.in/business/startups/news/swiggy-raises-1-25-billion-in-a-mega-round-of-funding-led-by-softbank-and-prosus/articleshow/84578974.cms" data-type="tilCustomLink">Swiggy gets a $1.25 billion cheque from Softbank for the same reason Zomato went for an IPO</a> <a href="https://www.businessinsider.in/business/startups/news/globalbees-has-raised-150-million-in-few-months-of-launch-to-acquire-more-businesses/articleshow/84552291.cms">GlobalBees, a Thrasio-style startup launched by FirstCry and Edelweiss execs, raises $150 million in few months of launch</a> <a href="https://www.businessinsider.in/tech/news/how-to-find-out-if-your-phone-is-infected-by-the-pegasus-spyware/articleshow/84578193.cms">This toolkit will tell you if your phone is infected by the Pegasus spyware</a>

Agritech startup Vegrow raises $13 million Lightspeed, Elevation

<ul><li>Due to the outbreak of COVID-19, the scope to make mistakes and take corrective measures is very limited. Consumer behaviour is constantly changing in tandem with the macro economic factors. </li><li><keyword id="9667881" type="PERSON" weightage="20" keywordseo="sarika-naik">Sarika Naik</keyword>, Chief Marketing Officer &amp; Chairperson, Diversity – India, <keyword id="10863" type="COMPANY" weightage="20" keywordseo="CapGemini">Capgemini</keyword> tells us what changes are expected in the marketing landscape as consumers' expectations evolve and how Capgemini is helping marketers in navigating the challenges that the market forces continue to pose. </li><li>She highlighted how most organisations had already invested in <keyword id="294572" type="TECHNOLOGY" weightage="20" keywordseo="machine-learning">Machine Learning</keyword> and AI tools before COVID-19 broke out, however, now there is a need to ensure that these tools work more efficiently.</li></ul>Marketers have been closely observing how the pandemic-induced lockdown has turned the market upside down and altered the way consumers are communicating, sleeping, working, consuming content or making any purchase calls. ‘What next?’ is a question that has been on their minds for a while now and is commonly discussed in group meetings. However, very few brands have been successful in closely listening to their consumers, making notes, evolving with the changing behaviour and finally tweaking their marketing strategies accordingly. To help marketers navigate the complexities engulfing upon them, Capgemini launched an AI and Machine Learning tool called COVID-19 Impact Assessment. It presents all possible market scenarios to help planners make a decision, contextual sentiment analysis through Natural Language Processing, and creates predictive models. We reached out to Sarika Naik, Chief Marketing Officer &amp; Chairperson, Diversity – India, Capgemini who told us what changes are expected in the marketing landscape as consumers' expectations evolve. She highlighted how most organisations had already invested in Machine Learning and AI tools before COVID-19 broke out, however, now there is a need to ensure that these tools work more efficiently. Excerpts: Q. The Covid-19 lockdown pushed brands and organizations to make use of technologies that while being already available, hadn't been used effectively till now. Do you think the way organizations worked till now will see a complete overhaul in the post-COVID-19 world? Even before Covid-19, most organizations would already have CRM, opportunity tracker, tools for social listening and a lot of disparate systems and tools in place either for customer outreach, to position their campaigns or assess the lifecycle of a client journey. However, these were not necessarily all tied together. In the new world, there are two patterns emerging in this regard. The first one is the need to make sure all the tools are used and leveraged more effectively. The second one is to cross-pollinate the data, one from the other. For instance, social listening tools were used only for social media listening typically for reputation management. Now there is a need for deeper analysis of areas that customers are talking about, themes, sector needs and innovation in those sectors. Further, it’s important to loop in this analysis with CRM and tie it back to how you will position it to your clients and identify the campaigns for customers. In line with this at Capgemini, we have developed a solution called COVID-19 Impact Assessment, an <keyword id="107950" type="TECHNOLOGY" weightage="20" keywordseo="artificial-intelligence">Artificial Intelligence</keyword> and Machine Learning based solution which does contextual sentiment analysis by leveraging Natural Language Processing and creating predictive models. It studies the business impact of the customer by analysing global and local news, social media and the recent economic and geographical developments of the country’s customers are present in. This works on a simulation model where business leaders can model multiple scenarios and help them to take decisions and be prepared for challenges ahead of time. Currently, there is a deluge of digital content in the form of webinars, roundtables, panel discussions etc. Physical interactions, meet and greet and touch and feel is no longer possible. Therefore, to get the right message across, it is important to ensure that the content shared or spoken is bite size, sharp and focused. To summarize, most organizations already had the tools. However, now there is a need to ensure that these tools work more efficiently. It has become important to look at the data more seriously, triangulate the data among various other tools that we had and really assess how the customer piece comes out sharper. Organizations that did not invest in tools or did not have a robust customer journey mapping <keyword id="9541880" type="COMPANY" weightage="20" keywordseo="martech-tools">Martech tools</keyword>, will be disadvantaged and will need to scale up very quickly because in these times being unaware of the customers’ needs, their behaviour in terms of what they are reading, seeing or asking will be a deal breaker. Those organizations who have refrained from investing in Martech tools will have the option to either perish or quickly ramp up in order to survive. Q. In the last few years, marketers have shifted focus on customer experience rather than product and innovation. Will this continue to be a brand's area of focus even once the lockdown is lifted? Customers are looking for partners who will support them in their growth journey and add value in different stages of their growth path. They are not looking for partners who will not be able to scale up or see them through in the long journey. For quite some years, clients have become extremely prudent in choosing who they work with and they are looking at a complete holistic experience with their partners. It’s not about one product, one engagement, one launch, one relation, customers look at the piece in its entirety and the overall value partners bring. Now more than ever before due to Covid-19, the option to make mistakes and take corrective measures is very limited. Getting it right at the first attempt has become crucial. Therefore, customers are looking for partners who will not only swim with them but also pull them further on the growth and revenue path. Clients who have ambitious growth plans are only looking at partners who will support them in the whole experience. In the past non-value-added services were often outsourced to smaller sections for cost reasons. However currently, they would either do away with it or integrate that service with an existing large partner who can provide it. At Capgemini, we serve some of the largest clients across the globe. Our focus has always been to look at the entire customer experience rather than one deal or one offering. From our initial days we have always looked at the overall client journey and therefore we enjoy some of the best and longest relationships with our clients. Furthermore, we see these clients coming back to us - to partner with them to restart their business and ramp it up again during these unprecedented times. Q. The current situation has shown us the limitations of a few mediums like OOH and Experiential. Do you anticipate more brands to take a digital-first and digital-only approach in the post-Covid world? I strongly believe that crisis leads to innovation and creativity. The human mind is such that when one door closes you are always looking at another way to achieve the outcome. What is important to note is more than the medium itself, how customers consume that medium will play a predominant role. For example, if the customer’s clients get saturated with an overload of digital engagements, they may choose to step away from it. There could be a completely new way to engage with clients. This new engagement could be through phone calls or targeted customized messages. Therefore, while physical experiences and channels will take some time to come back to their previous state, it would be wrong to think that everything will go digital. As human beings, we like some amount of touch and need to engage and that is what makes us human. While digital mediums will assume an important place, but it is not to say that physical channels will be completely wiped off. Q. How do you think this situation will change the way brands market themselves? I believe, the core principles of brand building will remain the same, which entails what you communicate, how you communicate, and your actions must all align and be true to the brand. Now more than ever brands will take more of a citizen conscious role. Brands that respect their environment, care for employees and take care of the communities that they live in and demonstrate that in action alongside words will really stand out. Actions will speak louder than words now more than ever. Capgemini’s recent CRI research on consumer sentiment during Covid-19 revealed that organisations that embody a sense of purpose and strong sustainability credentials will see greater consumer engagement. In these critical times of crisis, consumers look to organizations to step up and showcase a sense of responsibility towards the society and community. More than half of the consumers surveyed expected organizations to showcase their sense of purpose and give back to society, both during the crisis and beyond. At Capgemini, we are conscious of the communities we live in. When we communicate about the relief work, we as an organization have done with our employees and stakeholders, it only cements the association with the brand of being a truly global, innovative and environment conscious organization. Q. If you were to give a few marketing tips to brands to help them get their marketing strategies right in the times of crises, what would they be? The core principles of building a brand have not changed. Being honest, sincere and true to who you are and what you do still stands true. For instance, in times like these delivering an unfavourable piece of news in a transparent and honest manner is what will set you apart from the rest. Speed and agility are also going to be important during these times. Often brands wait months to launch a solution or a product in a big way. However, in these times waiting for a big bang launch of a campaign may not work. A better approach would be to pilot and then quickly scale up. Therefore, speed and agility will be better served compared to a big launch events. At Capgemini, we have launched multiple offers which are helping clients restart their business. However, instead of doing big country wide launches, we went to different geographies and took a sector-wise approach to deliver the offers. There was no fan fare launch, we simply took it to our clients and once the pilot was working, we scaled it to other geographies. Marketing during these times calls for a well-thought-out approach that will need to be closely observed and adjusted to respond to rapid changes. Q. Apart from this, are there any personal learnings that you would like to share? What you do during a crisis separates actors from true leaders. As the father of management, Peter Drucker said ‘the greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic’. The biggest learning is, pandemic or no pandemic, there will always be innovative ways to meet the ever evolving and changing needs of customers. It’s a question of matching and mapping them with speed and comprehensiveness and building a strong partnership. Due to the pandemic, some of the core principles of engagement have changed. Some of these rules of engagement like seeing a customer do a handshake in a deal or showcasing the whole solution to the customer so they have the confidence to support you or customers cutting back on IT spends and innovation cease to exist. These are myths that are busted. Rather it is important to serve the right solution to the customer at the right time. When you can’t meet or see your colleagues every day and there are no informal channels of communication, trust assumes a new criticality than ever before. Trust not only with your own team members but trust with your leadership, trust with your organization and trust with your clients. The concept of trust becomes more important in times of crisis. Personally, this has helped me reinvent myself and my whole team and the way they look at their roles. These unprecedented times has helped all of us unlearn a lot of things and use creativity to perform tasks differently, but with the same goal that we had set initially. Human’s ability to adapt to changing situations is phenomenal, it’s just that one needs to see the larger vision and keep the bigger picture in mind.

Organisations that didn’t invest in MarTech tools will perish:  Capgemini’s Sarika Naik

<ul><li>For the quarter ending June, L&amp;T’s infrastructure orders went down by 10%. </li><li>The new orders won during the quarter too were from Saudi Arabia and Sri Lanka. </li><li>“We will be lucky if we can maintain 6.5% growth,” A M<a href="https://www.news18.com/news/business/l-says-a-6-5-growth-will-be-lucky-2254855.html"> Naik, L&amp;T’s former chairman said</a>. </li></ul> Indian biggest infrastructure company Larsen &amp; Toubro is heading to greener pastures abroad as the home turf is getting tougher, and the local economy slower. The impact of the economic downturn hurting the company is visible in L&amp;T’s share price which is down over 11% in the last one month. For the quarter ending June, its infrastructure or construction orders went down by 10%. And, even among those that they won were overseas orders. “Order wins were mainly from the airport sector, gold beneficiation award in Saudi, water supply and distribution order in Sri Lanka, a notable desalination plant order in Gujarat and an order for a defence telecom network,” L&amp;T said in its earnings press release. As of now, international orders contributed to 23% of its total inflow for the quarter. This may only increase going forward. “Company will focus more on the international market to offset the muted demand from the domestic private sector investment,” ICICI Securities said. Yet, this a near-term strategy only. In the long-run, the company which has manufacturing facilities, construction capabilities and equipment all in place will have to bank on India growth story. Where is the growth? A M Naik, the former chairman of the company valued at ₹1.94 lakh crore; and an industry doyen broke his silence to criticise the government. Not only did he reject government’s claims that the country will grow at 7%, he also punched holes in the credibility of the numbers. “We will be lucky if we can maintain 6.5%,”<a href="https://www.news18.com/news/business/l-says-a-6-5-growth-will-be-lucky-2254855.html"> Naik said</a>. While he wasn’t talking specifically of L&amp;T, it is true that the 81-year-old company’s fate is largely linked to that of government. L&amp;T has been a part of every large infrastructure project in India right from the recent moon mission Chandrayaan-2 to large defence projects to nuclear power plants in addition to highways and others. However, the slowdown is too severe and it is taking a toll on the company’s prospects. “Domestic private sector demand is under stress and the overall environment is challenging. Management believes the government will face several challenges to keep up the pace of infrastructure development in the current environment,” said an analyst report by ICICI Securities, after the company’s annual general meeting. Lost opportunities Naik had hoped that India could gain from the trade war between US and China, but those manufacturing opportunities have been lost to Vietnam and Thailand, while L&amp;T itself lost the opportunity to gain from possible trade expansion. “We were too busy with elections,” Naik lamented. And, it is not like India has no infrastructure to build. It is still in want of good roads, airports, railway stations and much more. The country which is facing heavy water crisis in cities like Chennai, and subsequent threats in Hyderabad and others might boost this infrastructure, and that too an urgent basis. “Government’s renewed focus on clean drinking water to act as a catalyst for growth in the water and effluent treatment business and ‘Make in India’ programme in defence would augur well for large players like L&amp;T. Larsen has vast experience in execution and sail through any tough macro environment,” said a report by JM Financial. L&amp;T indeed could sail the rough weather, but it sure intends to make pit stops in other countries, picking up the business it lost due to the slowdown at home.

India’s biggest infrastructure company is looking overseas for orders because there are few at home

<ul><li>After <keyword id="90593" type="COMPANY" weightage="20" keywordseo="Larsen-and-Toubro">Larsen and Toubro</keyword>’s (L&amp;T) hostile takeover of Mindtree, the company’s leading executives have resigned and it’s taking a toll on the company’s growth trajectory. </li><li>Mindtree’s quarterly results show a 41% yearly dip in net profits and a 53% drop in quarterly net profits.</li><li>Macquarie has revised the rating on Mindtree’s stock to ‘underperform’ expecting earnings per share to drop by at least 21%.</li><li>All eyes are on AM Naik, the company’s newly appointed non-executive chairman, to turn things around.</li></ul>The dramatic takeover of India’s IT consulting firm, <a href="https://www.businessinsider.in/lt-infotech-and-mindtree-will-remain-separate-and-the-open-offer-will-be-at-980/articleshow/68477363.cms">Mindtree</a>, by Larsen and Toubro (L&amp;T) had its leading executives walking away and the company’s growth has taken a big hit. As the L&amp;T veteran and a marquee business leader in India, AM Naik, takes over as the non-executive Chairman of Mindtree, all eyes are on him to revive the firm’s fortunes. Last night, Mindtree reported a 41% dip in its year-on-year net profits from ₹158 crores last year to ₹93 crore this quarter. Its quarterly net profits showed an even larger drop of 53% from ₹198 crore last year. The share price of Mindtree was down nearly 5.5% at 10:20 am on Thursday. Mindtree’s revenue for the current quarter shows an 11% increase in comparison to last year’s first quarter from ₹1,640 crore to ₹1,834 crore. But quarter-to-quarter, the revenue growth is flat. Macquarie, an Australian financial services company, cut the rating on Mindtree’s stock to ‘Underperform’ estimating a drop of 21.6% to 24.8% in earnings per share largely due to executives leaving the company while the business slowed down amidst the takeover drama. Hostility and fear In March last year, L&amp;T — an infrastructure and construction company — instigated a <a href="https://www.businessinsider.in/mindtree-takeover-battle-lt-deals-the-first-blow-buying-coffee-baron-vg-siddharthas-stake/articleshow/68475544.cms">hostile takeover</a> of Mindtree by acquiring 20.4% stake in the company by buying shares from V.G. Siddhartha, the man behind the Cafe Coffee Day franchise in India. And, on June 27 this year, L&amp;T had 61% of the company’s controlling shares. This is reportedly the <a href="https://www.businessinsider.in/lt-has-51-8-stake-in-mindtree-after-open-offer/articleshow/69960033.cms">first time</a> that a company has successfully completed a hostile takeover in India’s IT space. The IT firms’s chief executive officer (CEO), chairman and vice chairman had to file their resignations. Subroto Bagchi, Mindtree’s co-founder, is also set to retire at the end of the month and hasn’t asked to be reappointed to the company’s board. The stock of Mindtree has lost over a quarter of its value in the last three months as the drama played out. See also: <a href="https://www.businessinsider.in/lt-has-51-8-stake-in-mindtree-after-open-offer/articleshow/69960033.cms">L&amp;T takes over Mindtree in Indian IT’s first-ever hostile acquisition</a> <a href="https://www.businessinsider.in/lt-infotech-and-mindtree-will-remain-separate-and-the-open-offer-will-be-at-980/articleshow/68477363.cms">L&amp;T Infotech and Mindtree will remain separate and the open offer will be at ₹980</a> <a href="https://www.businessinsider.in/mindtree-takeover-battle-lt-deals-the-first-blow-buying-coffee-baron-vg-siddharthas-stake/articleshow/68475544.cms">Mindtree takeover battle: L&amp;T deals the first blow buying coffee baron VG Siddhartha's stake</a>

The exodus of Mindtree executives has dented earnings and now shareholders are running for the hills — over to AM Naik

<ul><li>The recent government data shows a rise in officers voluntarily retiring from <keyword id="112134" type="COMPANY" weightage="20" keywordseo="Indian-Armed-Forces">Indian Armed Forces</keyword>. </li><li>Indian Army has the highest <keyword id="505875" type="PERSON" weightage="20" keywordseo="attrition-rate">attrition rate</keyword>, followed by <keyword id="15141" type="COMPANY" weightage="20" keywordseo="Indian-Air-Force">Indian Air Force</keyword> at the second place and <keyword id="6355100" type="COMPANY" weightage="20" keywordseo="Indian-Navy">Indian Navy</keyword> in the last. </li><li>While Indian Air Force and Indian Navy’s attrition rate dropped in 2018, Indian Army saw a rise of almost 30 more cases in the same year. </li></ul>The number of people taking voluntary retirement from Indian Armed Forces is also rising, in addition to posts lying vacant. The rate of voluntary retirements is the highest in the Indian Army, and is rising. With 412 officers voluntarily retiring in 2018, the number has been gradually increasing with 353 officers leaving in 2016 and 383 in 2017, <a href="http://pib.nic.in/PressReleseDetail.aspx?PRID=1576432">according to PIB press release</a>. Indian Air Force stands at the second place when it comes to attrition rate. In 2016, 186 officers left the force voluntarily. While the number increased in 2017 to reach 205, it came down to 184 in 2018. The attrition rate is the lowest in the Indian Navy with 102 officers retiring prematurely in 2018. This number has come down from 138 retirement cases in 2016 and 137 cases in 2017. This does not bode well with the fact that the Indian Army is already <a href="https://www.businessinsider.in/the-indian-army-is-facing-a-shortage-of-45634-posts-out-of-which-7399-posts-are-for-commissioned-ranks/articleshow/69968673.cms">facing manpower shortage</a>. As many as 49,000 posts are lying vacant which includes 7,399 posts for officers. “The government has taken a number of measures to reduce the shortages including sustained image projection, participation in career fairs and exhibitions and publicity campaign to create awareness among the youth,” <a href="http://pib.nic.in/PressReleseDetail.aspx?PRID=1576432">said</a> Mr <keyword id="347762" type="PERSON" weightage="20" keywordseo="Shripad-Naik">Shripad Naik</keyword>, Minister of State for Defence. SEE ALSO: <a href="https://www.businessinsider.in/the-indian-army-is-facing-a-shortage-of-45634-posts-out-of-which-7399-posts-are-for-commissioned-ranks/articleshow/69968673.cms">The Indian Army faces resource crunch with over 49,000 vacant posts</a> <a href="https://www.businessinsider.in/indian-army-brings-in-new-rules-for-its-officers-and-jawans-for-csd-facility/articleshow/69988073.cms">Army’s junior officers and jawans gain from new canteen store policy aimed to bring in ‘parity’</a> <a href="https://www.businessinsider.in/indian-army-places-order-for-israels-anti-tank-spike-missiles/articleshow/70175141.cms">Indian Army invokes emergency powers to buy Israel’s fire-and-forget anti-tank missiles</a>

Indian Armed Forces see a growing number of those taking voluntary retirement

<ul><li><keyword id="6698812" type="UNKNOWN" weightage="20" keywordseo="A-M-Naik">A M Naik</keyword>, the non-executive chairman of L&amp;T, earned ₹194 million ($2.7 million) last year after encashing all his accumulated leaves. </li><li>His total payout, which included a base <keyword id="10876" type="PERSON" weightage="20" keywordseo="salary">salary</keyword> of ₹27.3 million, came to ₹1.37 billion for the year. </li><li>A son of a village primary school teacher in Gujarat, Naik joined L&amp;T as junior engineer in 1965, rose through the ranks. </li></ul> Indians are famous for not taking a<a href="https://www.businessinsider.in/india-ranked-as-the-most-vacation-deprived-country-in-the-world-survey/articleshow/66749566.cms"> break</a> from work. And one of the biggest examples of that could be Anil Manibhai Naik. On January 26, the now retired non-executive chairman of industrial conglomerate <keyword id="45475" type="CITY" weightage="20" keywordseo="Larsen-Toubro">Larsen &amp; Toubro</keyword> (L&amp;T), was awarded the Padma Vibhushan - India’s second-highest honour for civilians-- for his contribution to India’s corporate sector. The government honour caps a terrific 12-month period for Naik who made a staggering $3 million last year for unused leaves in his career spanning five decades. According to L&amp;T’s annual report for 2017-18, Naik earned <a href="http://investors.larsentoubro.com/upload/AnnualRep/FY2018AnnualRepL&amp;T-AR%202017-2018.pdf">₹194 million</a> ($2.7 million) last year after encashing all his accumulated leaves. His total payout, which included a base salary of ₹27.3 million, came to ₹1.37 billion for the year. His retirement gratuity benefits and the exercise of his stock options netted him more than ₹1 billion of his total. A son of a village primary school teacher in Gujarat, Naik joined L&amp;T as junior engineer in 1965, rose through the ranks, and eventually steered the construction major’s entry into the defence. The <a href="https://www.google.com/search?rlz=1C1GCEU_enIN820IN820&amp;ei=AMtOXM7cGYz2rQGWwqHgDw&amp;q=larsen+%26+toubro+share+price&amp;oq=larsen+%26+toubro+share+price&amp;gs_l=psy-ab.3..0l6.227.2088..2197...0.0..0.186.1303.0j11......0....1..gws-wiz.......0i71j0i67.5RttBKLKS0A">₹1.83 trillion</a> L&amp;T group today offers IT solutions and financial services too. Naik famously <a href="https://www.thehindu.com/news/cities/mumbai/the-man-who-took-on-ambani-birla-to-save-lt/article20553489.ece">fended off</a> takeover bids from by the <keyword id="10924" type="PERSON" weightage="20" keywordseo="Ambani">Ambani</keyword> family in the late 1990s. While he announced <a href="https://www.ibtimes.co.in/lts-am-naik-donate-75-his-lifetime-income-charitable-causes-691351">in August 2016</a> that he would give away 75% of his income to charitable causes over his lifetime-- that an executive’s unused leaves are worth $3 million will be an uncomfortable fact for millions more who slog through their lives without <a href="https://economictimes.indiatimes.com/news/economy/finance/indias-pension-system-ranked-near-bottom-among-major-economies/articleshow/61218172.cms">the assurance of a secured retirement</a>. SEE ALSO: <a href="https://www.businessinsider.in/oxfam-finds-that-indias-1-own-more-than-50-of-the-countrys-wealth/articleshow/67620424.cms">India’s billionaires saw their wealth grow by ₹22 billion every day last year while the poorest 50% only saw a 3% rise in income: Oxfam</a>

Calling in sick? Meet the Indian executive who made nearly $3 million for leaves he didn’t take

<ul><li>In Mumbai, almost <a href="https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/uber-ola-drivers-on-strike-heres-the-impact-on-different-cities/articleshow/63361106.cms">60,000 cabs are reportedly off the roads</a> in the city today leaving most commuters stranded. </li><li>The companies initially offered huge overhead payouts to them, but now takes approximately 25% cut from each of their trips. </li><li><keyword id="488032" type="PERSON" weightage="20" keywordseo="Maharashtra-Navnirman-Vahatuk-Sena">Maharashtra Navnirman Vahatuk Sena</keyword> has reached out to the police to get the ‘decision makers’ from these companies to meet them and the government, in order to come to an amicable decision </li></ul><keyword id="6354720" type="PERSON" weightage="20" keywordseo="Ola">Ola</keyword> and <keyword id="1042120" type="PERSON" weightage="20" keywordseo="Uber">Uber</keyword> drivers have gone on an indefinite strike starting midnight 18 March, organised by the <keyword id="13126" type="COMPANY" weightage="20" keywordseo="Maharashtra">Maharashtra</keyword> Navnirman Vahatuk Sena (MNVS). Though the strike is primarily affecting commuters in Mumbai, there have been some instances of cab unavailability in Delhi and Bangalore too. In Mumbai, almost <a href="https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/uber-ola-drivers-on-strike-heres-the-impact-on-different-cities/articleshow/63361106.cms">60,000 cabs are reportedly off the roads</a> in the city today leaving most commuters stranded. We spoke to a couple of drivers in Delhi who seemed to be blissfully unaware of the strike and claim they are happy and have 'no problem' with the company. Uber itself says that only Mumbai and Pune have been affected by the strikes and it’s business as usual in other cities. In a statement to the press, an Uber spokesperson said: We regret the disruption caused to our rider and driver community by a small group of individuals. We remain committed to serving the city, ensuring driver partners can continue to access stable earning opportunities, while giving riders a convenient option to get around their city. The Hon’ble Bombay High Court issued an injunction prohibiting unions, their leaders and anybody else from obstructing the activities of Uber driver partners. We welcome this, and hope that it will enable drivers to stay behind the wheel, something many have been telling us they wish to do. We have been listening to our driver partners all along and are committed to ensuring that Uber remains an attractive entrepreneurial opportunity for them. While the authorities have taken steps to ensure minimal disruption to our rider and driver communities, we hope that they will continue to enforce the order passed by the High Court. However, it's no secret that disgruntled cab drivers who bought in on the rosy picture painted by Uber and Ola, promising a lucrative career and a chance to squeeze into the middle class have today realised that it was nothing but a pipe dream. Initially promised earnings over a lakh per month, people from various walks of lives decided to give up their full-time jobs and even land to cash-in on this. However, today these drivers are finding it difficult to scrounge up enough money to pay up the loans taken to buy their cars. But this isn’t the first time we’ve heard this story. Drivers in India have been complaining about reduced incentives and overall earnings from Uber and Ola for a while now. The companies initially offered huge overhead payouts to them, but now takes approximately 25% cut from each of their trips. While both companies still do have some incentives in place, drivers say they are more difficult to achieve and working for Uber and Ola isn’t the “joyride” it once used to be. Examples overseas... When strikes against Uber first broke out in London back in 2016, Uber’s impact on Black Cab drivers’ income was one of the cornerstones of the movement. “Unite, the union that represents many black-cab drivers, claims the government is biased against their trade and claims light-touch regulation will threaten passenger safety as well as drivers’ incomes,” <a href="https://www.theguardian.com/technology/2016/feb/10/black-cab-drivers-uber-protest-london-traffic-standstill">the Guardian</a> wrote at the time. These strikes have become somewhat commonplace and except for one big win for Uber drivers in the UK in November last year, the results, for the drivers at least, have always been wanting. In the UK, a panel ruled that <a href="https://www.usatoday.com/story/news/world/2017/11/10/british-panels-rules-uber-drivers-employees-not-contractors/851388001/">Uber drivers are employees and not contractors</a>, and therefore entitled to basic protections such as minimum wage and vacation pay. In September last year, Uber was <a href="https://www.theguardian.com/technology/2017/sep/22/uber-licence-transport-for-london-tfl">denied the licence to operate by Transport for London</a> (TfL) claiming that the company was not a “fit and proper” operator. Uber’s failure to report ‘serious criminal offences, obtaining medical certificates and driver background checks’ was the main reason behind this decision. This move affected the 40,000 people who worked for Uber, not to mention its 3.5 million users. In 2015, local <a href="https://www.theguardian.com/world/2015/jul/24/rio-de-janeiro-uber-protest-taxis">cab drivers in Rio de Janeiro protested against Uber</a> because they claimed they were the “official” drivers who were strictly regulated and fewer overhead costs gave them a ‘competitive advantage’. In 2016, Uber decided to cease operations in Austin, Texas because it didn’t find it feasible to comply with the regulation to fingerprint and run thorough background checks on all its drivers. In 2014, both Berlin and Hamburg, Germany voted to ban Uber because it did not <a href="https://www.theguardian.com/technology/2014/aug/14/uber-taxi-service-banned-berlin-safety-grounds">‘do enough to protect its passengers from unlicensed drivers’</a>. The common thread of grievance is a predictable trio -- local taxi operators revolting against Uber’s competitive advantage, security concerns based on Uber’s slack regulation over the choice of drivers with regards to proper background checks, and unethical treatment of drivers. All of these complaints have been cited in India as well, but this is the second time such protests have sprung in as many years. Last year, the Sarvodaya Driver Association of Delhi (SDAD) called for a strike in Delhi against Uber and Ola on similar grounds, though the companies escaped unscathed at the time. Taking cues... The current strike in India hopes to achieve similar results. “This time things will be different because they have partnered with us,” says <keyword id="165480" type="PERSON" weightage="20" keywordseo="Sanjay-Naik">Sanjay Naik</keyword>, president of Maharashtra Navnirman Sena's (MNVS) transport wing. He believes that the <a href="http://indianexpress.com/article/india/maharashtra-taxi-rules-discriminates-between-black-and-yellow-cabs-and-app-based-taxi-services-bombay-hc-4780461/">privileges that are mandated by law to the Mumbai Kaali Peeli’ (black-and-yellow) taxi drivers</a> should also be applicable to Ola and Uber cabs so that all drivers can benefit from them. He wants the implementation of the <a href="https://www.thehindubusinessline.com/news/national/some-relief-for-cab-taxi-operators-in-maharashtra/article9921977.ece">BC Khatua Committee’s proposal</a> that includes ‘relaxation of several provisions of the Maharashtra City Taxi Scheme, including lowering the permit fees for all types of cars to a flat ₹10,000 instead of a graded system ranging from ₹75,000 to ₹2.6 lakh under the City Taxi rules.’ He also accused the companies of giving preference to cabs owned by the companies instead of driver-owned cabs. In India, Uber offers to buy cabs that are then passed on to drivers. Drivers effectively work off their debt to the company, by paying a monthly instalment to them. What Naik is insinuating is that Uber gives these drivers more rides than those who register their own cars on the service. What is most interesting, however, is that MNVS hasn’t ruled out going into business for themselves. Naik told us that if things don’t work out, they will consider bringing all the drivers together under one umbrella and take out the middlemen (Ola and Uber). However, for now, the organisation has reached out to the police to get the ‘decision makers’ from these companies to meet them and the government, in order to come to an amicable decision that will not only benefit the drivers monetarily but also implement regulations so that all drivers come under the same law and benefit from it. With the predictable spate of grievances by Uber drivers, commuters and local taxi operators, will Maharashtra take a cue from international events and tighten the leash on the private taxi operators? If it does, will that, in turn, set the precedent for the rest of the country? UPDATE: Ola shared the statement below with us today. “Interest of our driver partners and customer convenience is of paramount importance to us. While, we have seen a slight improvement in our services in Mumbai, however for the situation to improve significantly it is imperative that intimidation of driver partners and vandalism of their cars by vested interests be stopped. New economy companies like us are counting on the police for normalcy to return.”

Indian drivers may finally be taking cues from global movements against on-demand cab services

"I have been giving public lectures for last 25 years but never encouraged terrorism," controversial Islamic preacher <keyword id="174568" type="PERSON" weightage="100" keywordseo="Zakir-Naik">Zakir Naik</keyword> told TNN. 
 
The preacher has been in news for past few days, since several reports are claiming that he is the inspiration for one of the terrorists involved in the <a href="http://www.businessinsider.in/NSG-team-to-travel-to-Bangladesh/articleshow/53098392.cms">Dhaka cafe attack</a>. 
 
"My statements have been taken out of context and doctored," Naik said in his press conference via Skype. He was talking to the reporters from Medina. 
 
The press conference was started with a condemnation of the <a href="http://www.businessinsider.in/Everything-we-know-so-far-about-the-Nice-attack-suspect-who-killed-84-people/articleshow/53225937.cms">recent attacks</a> in Nice, France. 
 
"I will be giving pen drives that have answers to all allegations against me. Look at it with an unbiased mind, you'll see I'm innocent," Naik added. 
 
"Suicide bombing is not permitted in Islam where innocent people are killed. It is wrong," he said. 
 
For several years now, Naik’s sermons are telecast on Peace TV, which is run by Islamic Research Foundation, run by Naik himself. 
 
<a href="http://quintype-01.imgix.net/thequint/2016-07/70b83d7c-db70-4c9d-b5cd-b9f2afce381b/Zakir-naik-1.jpg">Image source</a>

Zakir Naik condemns France attacks, denies encouraging terrorism

As <keyword id="45475" type="CITY" weightage="20" keywordseo="Larsen-Toubro">Larsen &amp; Toubro</keyword> Chief <keyword id="173852" type="PERSON" weightage="20" keywordseo="AM-Naik">AM Naik</keyword> is due to retire next year in 2017, he has pledged to give away 75% of his lifetime income to charity. 
 
Naik has two charitable trusts - the Naik Charitable Trust for education and skill training and the Nirali Memorial Medical Trust. 
 
According to the ET Intelligence Group, Naik took home nearly Rs 200 crore in compensation in 2010-16. 
 
"Charity is a personal desire. In my case, giving has continued for three generations. My grandfather and father did not have money so they lived their lives for poor people. I have committed to use 75% of my income for charitable purposes," Naik told ET. 
 
Presently, Naik is engaged in building a school and hospital close to L&amp;T's Powai campus and is also keen on setting up a fire station there. 
Naik joined L&amp;T as a junior engineer and was promoted to the ranks of CEO in 1999. 
 
Naik told ET how his father asked him to explain where he got Rs 4 lakh to donate to a hospital in his village in 1995 to add a floor. 
 
"He was such a principled man that he wanted to know the source of every penny. I had to show him my passbooks! I started charity when I did not have much money," Naik told ET. 
 
Naik added, “My son is with Google and my daughter has a medical practice. Both of them are well settled in the US, and it is unlikely that they will return to settle down in India. As a father, I will always continue to hope that they will return to live in India.”

This is how L&T Chief AM Naik is planning to spend his income after retirement

Much to the surprise of the academic circles, <keyword id="6698812" type="UNKNOWN" weightage="100" keywordseo="A-M-Naik">A M Naik</keyword> chairman of <keyword id="6354919" type="CITY" weightage="100" keywordseo="LT">L&amp;T</keyword> has stepped down as the chairman of the Indian Institute of Management, Ahmedabad. In a letter addressed to the HRD minsitry, A M Naik is understood to have officially cited time constraints behind his decision to quit the post. Naik was the first chairman directly appointed by <keyword id="79002" type="ORGANIZATION" weightage="100" keywordseo="IIMA">IIMA</keyword> I 2012 as part of an MoA between the centre and the institute. He was re-appointed as chairman after his three year term ended in Februrary 2015. 

	"Naik brought in better collaboration between the academia and corporate sectororate sector together," an IIMA official told ET on conditions of anonymity. Naik has also been rooting for better compensation packages to attract good quality and global faculty.
 

	Naik is adored especially for his contributions towards the growth of IIMA. During his first three-year term as the chairman of IIMA, he convinced Ashish Nanda to leave the Harvard Law School and take charge of IIMA as its first overseas director in the institute's 52 year old history. This earned him a second term as it was a battle against government bureaucracy and he won.

	 
	 
	(Image credits: indiatimes)

In a sudden move A M Naik steps down as IIMA chairman

If you are on social media, you must be aware about a jawan <keyword id="6390359" type="UNKNOWN" weightage="20" keywordseo="tej-bahadur-yadav">Tej Bahadur Yadav</keyword>, who posted a video online of the <a href="http://www.businessinsider.in/searchresult.cms?query=indian+army&amp;sortorder=effectivedate">living and working conditions</a> of jawans in the border. As the video spread like wild fire and ministers had to intervene, <a href="http://www.businessinsider.in/searchresult.cms?query=indian+army&amp;sortorder=effectivedate">Army chief</a> general <keyword id="2496903" type="PERSON" weightage="20" keywordseo="Bipin-Rawat">Bipin Rawat</keyword> said if <keyword id="15350" type="ORGANIZATION" weightage="20" keywordseo="Army">army</keyword> personnel don't use "proper, specified channels" to air their grievances they will be liable to be punished.II 
 "Proper channels are in place for jawans to put across their grievances...if they aren't satisfied with action taken, they can contact me directly," General <keyword id="6381658" type="PERSON" weightage="20" keywordseo="Rawat">Rawat</keyword> during an address on Army Day today. 
 
"You will be found guilty for any action you take outside these channels and will also be liable for punishment," the General said. General Rawat first talked about the grievances issue on Friday, after a jawan, <keyword id="4058398" type="UNKNOWN" weightage="20" keywordseo="Lance-Naik-Yagya-Pratap-Singh">Lance Naik Yagya Pratap Singh</keyword>, posted a video on social media criticising the use of soldiers as 'sahayaks' or 'buddy'. 
 "I had written an application to the PM in which I said that soldiers, who act as sahayaks, should not be made to polish shoes of officers," said <keyword id="6361419" type="PERSON" weightage="20" keywordseo="Singh">Singh</keyword>, who's with the 42 Infantry <keyword id="50460" type="COMPANY" weightage="20" keywordseo="Brigade">Brigade</keyword> in <keyword id="45016" type="COMPANY" weightage="20" keywordseo="Dehradun">Dehradun</keyword>. He alleged harassment by superiors for writing to Prime Minister <keyword id="6354477" type="PERSON" weightage="20" keywordseo="Narendra-Modi">Narendra Modi</keyword> about these problems. 
 Today, <keyword id="329590" type="COMPANY" weightage="20" keywordseo="The-Army">the Army</keyword> chief said the use of social media to highlight an issue could have deleterious effect on "brave soldiers guarding India's borders." 
 
The Army says officers get '<a href="http://www.businessinsider.in/searchresult.cms?query=indian+army&amp;sortorder=effectivedate">sahayak</a>s' for upkeep of their uniforms and weapons, as well as to act as their radio operators and "buddies" during combat operations. But parliamentary committees and other critics have slammed the 'sahayak' system as a vestige of the colonial era. They say officers blatantly misuse their 'sahayaks', getting them to do household work, walk the dogs and take kids to school. 
 The Army, on its part, has already asked the government to examine whether "non-combatants" should replace soldiers as 'sahayaks' in peace-time locations, while pressing for the system to continue in field and forward areas, said <keyword id="3970926" type="UNKNOWN" weightage="20" keywordseo="gen-rawat">Gen Rawat</keyword> late last week. 
 
But using social media to air grievances isn't ideal, Rawat said. It can be a "<a href="http://www.businessinsider.in/searchresult.cms?query=indian+army&amp;sortorder=effectivedate">two-sided" weapon</a> which can be used favourably but also has "a detrimental effect", he said. The Army already has an "excellent" grievances redressal system that will now be topped by his "suggestions-cum-grievances" boxes, said the new Army chief. 
 
The Army chief said anyone, irrespective of rank or service, can use this mechanism to write directly to him. Assuring full confidentiality, he said the name of the soldier concerned will be deleted before any action is taken.

You Searched For "Naik" and got 13 results

Chetan Sharma likely to get another term as chief selector of India

ANI

L&T CMD SN Subrahmanyan’s salary doubles after a pandemic cut but Naik’s pay remains the same

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Agritech startup Vegrow raises $13 million Lightspeed, Elevation

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Organisations that didn’t invest in MarTech tools will perish: Capgemini’s Sarika Naik

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India’s biggest infrastructure company is looking overseas for orders because there are few at home

Katya Naidu

The exodus of Mindtree executives has dented earnings and now shareholders are running for the hills — over to AM Naik

Prabhjote Gill

Indian Armed Forces see a growing number of those taking voluntary retirement

BI India Bureau

Calling in sick? Meet the Indian executive who made nearly $3 million for leaves he didn’t take

Dilsher Dhillon

Indian drivers may finally be taking cues from global movements against on-demand cab services

Kavita Majumdar

Zakir Naik condemns France attacks, denies encouraging terrorism

BI India Bureau

This is how L&T Chief AM Naik is planning to spend his income after retirement

BI India Bureau

In a sudden move A M Naik steps down as IIMA chairman

BI India Bureau

Jawans taking to social media could be punished, warns Army Chief General

BI India Bureau

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