Women Leaders : Winning Thru’ The Covid Gridlock
We continue with the inspiring stories of women leaders who speak of what to expect and how to deal with the lockdown crisis at the workplace and on the personal front. How did they deal with the COVID-19 compelled lockdown challenge? How are they tackling the twin tasks of keeping themselves and their teams motivated, while discovering and pursuing new opportunities? They talk on what to anticipate, how to plan and prepare for positive outcomes
Reinventing ways of staying connected
Meher Pudumjee
- Chairperson, Thermax Limited
Meher Pudumjee is the Chairperson of Thermax Limited, one of India›s leading energy and environmental engineering companies. She is also an active philanthropist with a passion for making a difference in education. She is the Chairperson of Akanksha Foundation and is a Trustee of Teach to Lead, Mumbai. Western music is her passion which she pursues during her spare time. Here, she talks about how she coped with this unprecedented pandemic challenge
I see this as an opportunity to redefine the ‘new normal’. Leverage technology as a long term way of working rather than a temporary fix. Technology can expand our horizons and make our reach geography agnostic, helping us globalise faster. Secondly, adopt ‘agile’ working practices that defy the traditional 9 to 5 norms and focus more on productivity and outcome that can be facilitated and evaluated systematically. And lastly, innovation at the back of everything we do, which will enable us to respond rapidly to changing market needs, seizing opportunity in adversity!
I could go ahead with our work with positivity and without compromising on efficiency despite the lockdown because of the people who are working for me. Here I’d like to appreciate the entire Thermax team for their resilience in dealing with this unprecedented challenge and especially our management for ensuring that employee safety and wellbeing take precedence over revenues. We have worked cohesively with all our stakeholders to support them in this crisis while sustaining business continuity.
Our business units have reinvented ways of staying connected with customers through remote support and webinars, communicating on best practices to upkeep their critical utilities during the shutdown. Initially, it wasn’t easy for our employees to work from home, but with support from our IT team, we have managed over the past five months many continue to do so. Our HR organised a 24x7 COVID Helpline and also two mental health counsellors for our employees and their families.
We have had a lot more interactions with our employees through a series of communication blogs, emails, ‘Open Forum’ to ensure that they are abreast with organisational priorities and expectations, which was a success, as reflected in our Pulse Survey. We kept people engaged and upbeat through ‘virtual’ fun activities like quizzes, yoga, zumba, cooking, etc. Online training modules were conceptualised and conducted by our L&D team to ensure that employees utilise this time for upskilling. We launched a mobile app called ‘Thermsafe’ to regularly track the health status of our employees and take quick decisions as and when needed.
Our CSR wing, Thermax Foundation has been working with credible NGOs right from the time the pandemic struck to support migrant labourers and others whose livelihoods have been impacted due to the pandemic, including our own contractors’ labour workforce. We have also supported frontline service providers and hospitals and our employees have also contributed to the cause.
First and foremost, when the pandemic hit India, we formed a task force involving the top management of the company and prompt actions were deployed, giving primacy to employee wellbeing and safety. Our manufacturing operations across the 10 facilities in India were suspended and work from home was implemented wherever possible. To ensure a seamless transition to work from home for the staff, measures such as availability of company server round the clock, procurement of hardware if required and strengthening firewalls to ensure robust cybersecurity was put in place. Within one week of the lockdown, more than 30% of the staff was able to work from home seamlessly. We put in place robust Standard Operating Procedures, including human safety and physical distancing in factories as soon as the government permitted reopening. We have reworked on a dynamic business plan for the year that will help respond to multiple scenarios.
We were quick in adopting digitisation which helped us find innovative ways of supporting customers and accrue revenues. For example, we have managed to commission large boilers remotely for customer sites located thousands of miles away in Egypt. But importantly, like every company, our focus has been on preserving cash. We have curtailed all capex investments except the pertinent ones in today’s scenario like digitisation, employee health and safety, and environment.
It has made me realise that “none of us is safe till all of us are safe.” We need to move into the new normal with collective responsibility towards a sustainable society
Moving ahead, I see this as an opportunity to redefine the ‘new normal’ for Thermax where we need to consider three important aspects: Leverage technology as a long term way of working rather than a temporary fix. Technology can expand our horizons and make our reach geography agnostic, helping us globalise faster. Obviously, for manufacturing, we do need to be on the shopfloor and at sites. Still, it can be more digitised, and customers can be assured of continuous uninterrupted support through remote applications. Secondly, adopt ‘agile’ working practices that defy the traditional 9 to 5 norms and focus more on productivity and outcome that can be facilitated and evaluatevaluated systematically. This will enable us to attract more talent and reduce dependence on physical edifices that are a huge challenge and costly to build and maintain in today’s times. Lesser travel to work can substantially reduce carbon footprint and travel associated stress. Personally, working from home has been a huge learning. And lastly, innovation at the back of everything we do, which will enable us to respond rapidly to changing market needs, seizing opportunity in adversity!
While this crisis has disrupted the ‘normal’ or ‘status quo’, it has also taught important life lessons and invoked a deep sense of gratitude for the privileged life we are blessed with often taken for granted. During the first lockdown, when life was confined to the four walls of our homes with all of us living on only essential goods and services, it made me realise how little we really need. As I juggled between work, family and daily chores without some of our domestic help, I became acutely aware of how much they do for us how hard they work to make a living. I realised how fortunate we are to be able to stay in the comfort of our homes and family, while there are millions of people out there struggling for survival. I’ve also discovered the beauty of nature the air around feels a lot cleaner; I can hear the birds chirping. We owe our wellbeing to all the doctors, essential service providers and police officers, who are working selflessly and risking their lives for our safety.
Above all, I am deeply moved by the plight of the migrant labourers; an “invisible” workforce brought to light by COVID. With India coming to a standstill overnight, they were stranded with no jobs. Some of them died of hunger and just sheer tiredness, walking hundreds of miles trying to get back to their homes. Even today, with many without jobs, the situation is dire. Although, we at Thermax made sure all our people at various sites received food and any medical assistance they needed, I feel there is a lot more that can be done in providing hope for the deprived sections of society, where corporates have a major responsibility.
Last but not least, it has made me realise that “none of us is safe till all of us are safe.” We need to move into the new normal with collective responsibility towards a sustainable society.
- Vinita Deshmukh
Inculcating the spirit of ‘never say die’!
Dr Kiran Bedi
- Lt. Governor, Union Territory of Puducherry
Dr Kiran Bedi is currently the Lt. Governor of Puducherry where she has made a mark as an active social reformer by addressing citizens’ issues at the ground level. She was the first woman IPS officer and won the Magsaysay award for her stellar work in reforming Tihar Jail during her tenure as Jail Superintendent there. She has also been Senior Police Advisor for the United Nations Peace Keeping Force. Here is Dr Bedi’s take on how she has coped with the Covid-19 challenge in her role as Governor of a Union Territory
Dr Kiran Bedi as chief guest at a function in Sri Balaji University. (Second from left): Dr (Col.) A Balasubramanian, Editor-in-Chief of Corporate Citizen and Chancellor Sri Balaji University
COVID will not spare anyone negligent or taking chances. It also does not spare those who come in contact with the negligent. It demands total alertness on the understanding of the behaviour of this virus by everyone. It requires a whole new way of living, working and dealing with urgency of the related issues.
Dealing with Covid demands a very positive attitude as it takes the maximum out of you. It requires leadership which can manage and deal with a crisis. And the spirit of ‘never say die’. This skill is taught in the uniformed services, but it is not as much a priority in other fields. Unless one is experienced, or naturally gifted and also trained!
Therefore, responses from all directions are very much in variance. Which is the real concern why a few are not measuring up to this challenge. We had a Health Secretary in Puducherry who left, as he said that he was not in a position to take the ‘tension’ of his work. And another said he could not take phone calls as it gave him a headache, and hence he was not accessible.
Covid is the biggest challenge of our times personally and professionally. Personally, we are dealing with our internal endurance in ways of living and thinking. Those of us who had inculcated healthy habits are sustaining. Those who did not are crumbling or just surviving. But the fact is everyone is dislodged.
Dealing with Covid demands a very positive attitude as it takes the maximum out of you. It requires leadership which can manage and deal with a crisis. And the spirit of ‘never say die’
Professionally, it’s the biggest challenge in fulfilling responsibilities in such trying circumstances. The added tragedy is that people themselves are not realising the risk they put themselves knowingly. This seriously diminishes and even wipes out all the efforts we put in daily. No amount of messaging has worked enough to control this by now.
Being at war with an invisible dangerous enemy is a whole new learning. We are still in the centre of the disease. We do not know how long this will take to weaken and evaporate. But everyone’s endurance is on a test. The Administration is over-stretched on all counts
I am in a constitutional position. Everyone is very protective of their turf even in this kind of crisis, not realising that collaboration is the best answer. I daily wade through layers with results not commensurate at times. I recharge and persevere. Every day is a new day. By visible and dogged efforts I try and keep the hope alive. Every day is like three steps forward, two steps back. I look at that one step gained. Recently, I sent an SOS to the Government of India via my tweet seeking help and I got an immediate response. An expert has been deputed to think with us.
My new normal is virtual, almost, from an open field work. It’s mostly technology communication. The Twitter, WhatsApp and voice calls, Facetime and visual conferences of the day are saving the situation. But I have made the most of it. It has made me read in preparation for the various webinars I accept though sparingly, with limited time in hand. I have stayed connected with people. I love it. I do book reading live with children every Friday at 5 PM. And children register themselves online from around the world. I do a very interesting program once a month live, called ‘Baatcheet’ in collaboration with my daughter Saina Bharucha, the key host, with a person we have great respect for. The first two guests she invited were Ms Sudha Murthy and Swami Radhanathji. The third one will be Kiran Majumdar in mid-September.
The Covid-19 crisis has taught me to come to grips with the reality of total impermanence of anything and everything. Externally not much is in your control. Internally, you are in control if you choose to be. Hence, understand the distinction. And keep that distance and space. It’s made me even more watchful of myself. I am now a sharper witness of outside and inside me. I keep up the effort externally and internally as a sacred responsibility. Lord Krishna is my teacher.
- Vinita Deshmukh
Just get on with work and life
Madhavi Lall,
- MD & Head-HR India, Deutsche Bank
Madhavi Lall has been the head HR at Deutsche Bank India since May 2015 and has around 30 years of experience. As a member of the Executive Committee at Deutsche Bank, Madhavi is responsible for shaping the people strategy in India and help in building the employment brand for the organisation. Prior to this, she was Managing Director-HR at Accenture. She has also worked with companies like Standard Charted Bank, ABN Amro Bank, Colgate Palmolive and HCL Hewlett-Packard. She was also a Director on the Board of Standard Chartered Finance Limited
I must say that the initial days were a challenge as everybody was just grappling with the situation at hand, on both fronts – professional and personal. It was a kind of surreal situation and what was amazing was the agility with which Deutsche Bank enabled staff to work from home.
Initially, I found myself working much longer hours and after three weeks, I decided to take stock, take a step back and focus on planning my days better. I really do miss the face to face interactions and in my role, I find these extremely useful but I have had to adapt to the current scenario. I am still experimenting and learning every single day about being more effective in this totally virtual world.
I do try and participate directly in many of our Employee Engagement initiatives keeps me charged up. We had a very innovative idea from a senior leader stories on Skype calls read by members of the India Executive Committee to the children of Deutsche Bank employees. The initiative is known as ‘Story Tails’, and I read a story to a group of two-seven year olds. It was a lot of fun and very de stressing for me.
On staying positive, there is not much one can personally do to control this situation and therefore, the best way is to make peace with it. I did struggle for a couple of weeks when my mother who is in Delhi had a severe case of jaundice and I was unable to visit her. It was a very helpless situation but thanks to the care provided by my brother and sister-in-law, she has now recovered.
As for the strategies, Deutsche Bank was quick to adapt to the changes and challenges that came with the COVID-19 situation. Employee safety and wellbeing has always been at the centre of our decision making.
Deutsche Bank was quick to adapt to the changes and challenges that came with the COVID-19 situation. Employee safety and wellbeing has always been at the centre of our decision making
With the majority of our staff working from home, the leadership has come together to collaborate and ensure that we are not only able to maintain the business momentum, client engagement and employee productivity but at the same time balance the needs of the employees. We have initiated a few actions :
Open Communication and feedback via virtual connect: this has helped greatly to address on the ground issues and to keep morale up. Acknowledging the challenges and empathising works well to create a positive vibe amongst employees.
Flexible hours: The boundaries between our personal and professional lives have blurred. Many employees may have increased household responsibilities, including those of taking care of children and/or the elderly in their family.
Wellness initiatives like providing platforms for mental rejuvenation like meditation/yoga/inculcating hobbies, regular webinars and podcasts to help employees deal with stress, remote working and overall mental wellbeing. In fact, we have extended some of the initiatives to employee’s families as well, like ‘Story Trails’ mentioned earlier. In addition, we have an Employee Assistance Program for employees for independent and confidential counselling services, a panel of doctors available for tele consultation and a Wellness Corner app for regular updates, discounted medicines etc.
Health & Safety: Even as we return to the workplace, it will very much be a phased and staggered approach and social distancing will continue to be critical. We will continue to support employees with suitable infrastructure, transportation requirements, workplace sanitisation and safety.
The New Normal is just getting on with work and life in this changed situation. On the professional front, there has been immense learning– the varied reactions of people, the varied levels of adaptability, the foreseen and unforeseen challenges this scenario keeps throwing up. The excitement levels of just planning for scenarios is I must say exhilarating and sometimes also daunting because you do not really have all the information to be able to make choices.
Deutsche Bank has been working with its partner NGOs in India to help support those who have been impacted by the pandemic and so far, the projects we have supported have touched the lives of 180,000 people.
My current thought is around employee health and safety in fact, we have advised staff to work from home as far as possible and assured staff who are critical and are required to come to work that we will take all precautions for their safety as they discharge their duties.
- Vinita Deshmukh
The combat against COVID 19
Lieutenant General Punita Arora, IAS
- PVSM, SM, VSM
Lieutenant General Punita Arora, PVSM, SM, VSM, has many firsts to her credit. She is the first woman in India to be awarded the prestigious rank of Lieutenant General in the Armed Forces and also the first woman Vice Admiral of the Indian Navy. The veteran, who is a renowned gynaecologist, sheds light on how COVID-19 has affected the medical sector and how it is combating the pandemic
During such times, when the world is affected by the pandemic, there are two things that are of utmost importance in the medical sector: our own safety and the safety of patients. We have to be very careful about both. We take all due precautions and follow the norms, as we not only have to look after the patients but also our families so that we don’t bring the infection and pass it on to them. All due precautions of washing hands, having a mask and face shields on, hand sanitisation, maintaining a good distance will prevent us not to pass on the infection to each other. Anybody may be asymptomatic and pass the infection on, I being a doctor, may pass it on to my patients. In my hospital we are very particular that nobody enters the hospital without a mask, we sanitize our hands and not allow close relatives like husbands to come inside. We convey all information to the patient, and spend minimum time on the examination of the patient, doing what is really required and being to the point.
The pandemic is definitely affecting the medical practice, you see that patients are reluctant to come to the hospital. It is mostly the right thing at times, but they may delay the treatment and get into trouble. As far as doctors are concerned, there is a lot of stress on them dealing with the patients who are sick and we do not know who is carrying the infection. We go by the norm that every patient we see is treated as COVID positive unless proved otherwise. We take due precautions so that we do not pick up the infection, because we just cannot do COVID tests everyday for every patient.
The pandemic has also given rise to certain notions. To begin with, I have not come across any increase in the number of pregnancies, definitely not only in our centre, but on the whole. If it does, it is okay; every year we find an up and down in pregnancies and we will manage with it, nothing to worry about it. We do not have to open new hospitals just to deal with this. Normally, we have not seen any effect as such on the baby. The effect is mainly on the mother. Although it is very unpredictable, a majority of them do well, as they are young people and proper treatment and care is given to them. We have seen most of them doing well, but there is no place for complacency, we have to be very careful, even the family and everyone has to look after her and overcome it.
The lockdown boosted the supply chain of medical equipment, has changed the mindset of people towards airborne viral diseases and hence the lockdown was very much required
The Army medical sector has its own way of functioning, knows what to do about it. A retired officer, I am confident that all the Army hospitals are taking all the precautions possible and are prepared to take on any number of cases.
Initially, when the COVID infection came, masks were not available in the market, everybody started hoarding them, and masks were being sold at exorbitant prices. Hand sanitizers disappeared from the market altogether. The lockdown has stimulated enough production of masks to deal with the situation. There are enough PPE kits to deal with the situation. The worst part is making people believe that this disease is worse than normal flu. It takes time to spread public awareness about a new disease. If the lockdown was not enforced, people would not have voluntarily gone around with a mask. The lockdown boosted the supply chain of medical equipment, has changed the mindset of people towards airborne viral diseases and hence the lockdown was very much required and has been effective. But lockdowns cannot be the reality and life has to move on. Now people are very much aware and are careful about going about with their normal lives, sanitisation, hygiene, disease prevention and social distancing. Everybody is aware and each one is doing the best in their own fields. The lockdown was basically a preparatory time for the administration and the public at large.
As far as the vaccine is concerned, at least forget about it for now, as vaccine development is a very scientific process requiring at least one and a half years and then there are phases of trials since we do not want people to get the harmful effects of the vaccine. Whether the vaccine is potent, whether it is effective or not, it will take a long time before we can say that. We have to learn to live like this until some other remedy comes about.
- Namrata Gulati Sapra
Taking control of public health function
Rubal Agarwal, IAS
- Additional Municipal Commissioner - Pune Municipal Corporation & CEO - Pune Smart Cityfind
From launching flu clinics at hospitals, conducting mass screenings, starting Rapid Antigen Test Facility centres to strengthening core health infrastructure, the Pune Municipal Corporation, with Rubal Agarwal at the helm, has done a remarkable job of combating the various challenges created by the COVID-19 pandemic
With Pune becoming a prominent hotspot of the disease, the Pune Municipal Corporation’s staff of 15,000 employees has been in the forefront to respond to the Covid situation in the city. All 42 departments are working 24x7 to provide backup services apart from PMC’s medical teams, health workers, engineers and clerical staff. We are monitoring quarantine and Covid care centres to ensure that basic services and facilities are being provided to the patient. Dedicated officers of the PMC have been given responsibility for contact tracing, private lab testing, antigen testing and home isolation related work.
With the health department under my charge, I need to regularly review the available manpower and allocate staff where required. In addition, the PMC Health Department has recruited 200 Medical Officers and 1000 Paramedical Staff on a contractual basis. Welfare measures for Covid-19 infected employees of the PMC have been framed as well. As CEO-Pune Smart City, one of the first focus areas was the development of an integrated, city-wide web/mobile-based dashboard. The Administration utilised the Smart City Command & Control Centre as a COVID-19 War Room to keep track of patients, quarantine cases, contact tracing, survey and community surveillance and accordingly plan resources including quarantine facilities, isolation beds and associated manpower for responding to the current challenges.
The coronavirus pandemic has affected the city’s functioning to a great extent and presents many challenges for local government. To overcome and recover from the pandemic, we took control of the public health function, municipal hospitals, dispensaries, primary healthcare centres, and emphasised on ground level outreach services such as contact tracing, door to door survey, high-risk survey, co-morbidity survey, vaccination and hygiene. The health department has joined other departments at ward offices to act immediately and screen people in public spaces, prepare municipal hospitals to treat patients, mark containment zones, and map risk zones.
With Pune becoming a prominent hotspot of the disease, the Pune Municipal Corporation’s staff of 15,000 employees has been in the forefront to respond to the Covid situation in the city. All 42 departments are working 24x7 to provide backup services
This is undoubtedly the most challenging situation in my entire service and in my life but I am confident that we will win this fight against Covid-19. The Covid-19 pandemic has impacted people, businesses, and culture unlike anything we’ve experienced earlier, and the full repercussions have yet to be realised. As people’s lifestyles rapidly change and businesses struggle to stay afloat with consumption at an all-time low, we as a responsible urban local body are determined to Cityfind a way to provide value to our citizens in this new state of normal. The scale of this pandemic has taught us the utmost need of health infrastructure in the city. Our strategies will focus on strengthening the health infrastructure, enforcing more stringent norms on social distancing and shifting business models toward digitisation. The Administration is working on a plan to increase the number of ICU and ventilator beds in city level hospitals.
The global spread of Covid-19 has led to a rapid shift of companies moving to working from home and relying on remote work tools now more than ever, in an effort to maintain business continuity. But, we as a government organisation do not benefit from the evolution of the work-from-home model. We are working 24x7 with our whole staff to fight against Covid-19 in the city. Having said that, businesses or companies that can provide work-from-home should definitely do that till the situation becomes more feasible for physical presence at work.
I feel the work culture will permanently change going forward. The way we used to work may never be the same again. The Covid-19 pandemic has fundamentally changed every aspect of our professional and personal life from our daily commute to the office, our work environment, to how we interact with our colleagues and peers. Of course, businesses are not running as usual. While a large proportion of employers are struggling to adjust to remote working, maintaining employee morale has been a challenge. The pandemic presents a chance to reshape and reinvent the workplace for a post-Covid-19 reality. While some changes may be temporary until a vaccine is developed, other changes may become permanent. Pune city is known for its focused initiatives and citizen-oriented approach to serve citizens better.
- Neeraj Varty
Communicate, delegate and sustain
Charu Khanna
- Director, American Express
Tough times don’t last, tough people do. And one of the traits that these tough people hold is that they are open to change. They are also firm believers in the saying, ‘communication is the key’. And along with that, they mould themselves to the new happenings as though that’s the new normal. On the same lines, Charu Khanna, Director, American Express, shares her experience of leading her team from the front during the lockdown time
These surely are uncertain times and having an open mind can help resolve several issues. For me, my team is like an extended family and I believe in moving ahead by taking everyone along with me. I clearly remember it must be during the end of February when we were taken aback by the spread of this pandemic. Unfortunately, at the same time, I was dealing with a family loss as well. However, as a leader, I had to take everything under consideration and handle the situation delicately.
That’s when I realised how effective communication can not only break barriers but it can also strengthen the bond with my team. I handle the Asia-Pacific segment and I very well knew that this part of the world was badly hit by the virus. I made sure that everyone on the team was comfortable to share and pour their hearts out with whatever that was bothering them during these times. As a leader, one needs to have a strong voice and at the same time, they should know exactly when it’s the time to listen. The power of listening inspired and motivated my team. This was one of the ways which helped us cruise through the initial days of the lockdown. As communication is a two-way street, this even gave me the comfort of overcoming my family’s loss.
When things around me don’t work in my favour, I try to chalk out my vision for the coming days. That’s exactly what I did on the work and personal front. Having my goals in check gave me the upper hand in understanding what should be my plan of action. These goals revolved around my core values and my life. Soon, I could see the difference as we were inching closer to our goal.
Once my vision was under check, I developed a routine around it. Having a well-balanced routine is one of the ways of surviving the new normal. As we all are working from the comfort of our homes, we could easily cut down on the commuting time giving us enough time to focus on our work and other chores. My routine was the same as it was pre-COVID. The only major change I had to make was to come up with a dedicated workspace in my house. Setting up a workspace gave my routine a great finishing touch, further enhancing my productivity. Even though I work from home, I make sure I have dedicated work timings. It gives me enough time to focus on my family, friends and the ‘me time’ that I get rejuvenates me. And this is what I urged my team to do as well.
Effective communication can not only break barriers but it can also strengthen the bond. I handle the Asia-Pacific segment and I very well knew that this part of the world was badly hit by the virus. I made sure that everyone on the team was comfortable to share and pour their hearts out with whatever that was bothering them during these times. As a leader, one needs to have a strong voice and at the same time, they should know exactly when it’s the time to listen. The power of listening inspired and motivated my team
During the lockdown, technology played a crucial role in getting work done. Of course, when the lockdown was announced, our team took some time to analyse the situation and to get things back on track. Communication on a daily basis was easy and on the go. Overall, the experience of handling this uncertain situation has truly been the learning of a lifetime.
Over these three months, I have realised that we as humans are way stronger and courageous than we think we are. Frankly, I had never heard of such an outbreak before. But the way we are dealing with it makes me proud of us. The virus has made us better humans as well. We have enough food on our plate, our families are safe and sound now, and we do have a roof over our head giving us newfound gratitude for everything around us.
We don’t know what’s in store for us in the coming days. However, as a leader, my job is to keep the team intact, achieve the organisation’s goals and take everyone along with me. It gives me the immense privilege to be associated with American Express which has been acting as a cloak of security during these adverse times.
- Ekta Katti
Technology has been a life saver
Megha Tata
- Managing Director – South Asia, Discovery
Pointing out that technology has been a lifesaver, Megha Tata, Managing Director – South Asia, Discovery, discusses the human race’s ability to learn and adapt fast
Covid-19 will have a long term impact on how we humans as a race think, behave, and act. It is time that we start respecting nature much more than we have ever done prior to this pandemic. I do hope that people don’t forget what they have learnt from these times so we don’t repeat the mistakes we, as a human race, have made
Just a few months ago, our lives were very different. And then, the entire world came face to face with a challenge like no other. These are unprecedented times. As a leader, one has to learn how to adapt and roll with the punches. And this has definitely been one of those times. As a leader, you do try and account for a few ups and downs in business. But no matter how many checks and balances you put into place, when you come face to face with a pandemic, even the most fool-proof plans need to be relooked at. To say this time has been a challenging one, would be simply scratching the surface.
At the same time, it is important, that in such times you communicate with your teams and trust them with the work they are doing. I have been blessed to be working with a set of extremely talented and driven people who have amazed me with their passion for work time and again, and to be honest, they have made it easier for me to have a positive outlook through this entire period.
At Discovery, the health and safety of our employees is paramount and we have been taking precautionary measures even before the lockdown was announced. We are a multi-national organisation spread across geographies with teams habituated to working remotely with each other, some more than the others. However, this is an unprecedented move under unique circumstances. Naturally then, adjusting to a new system and a new routine has been challenging especially in the early days.
Technology has definitely been a lifesaver, making it easier to communicate with one another to keep the momentum going. If someone would have mentioned to me, prior to Covid, that broadcast businesses can be run while most of the team is working from home, I would have laughed it out. We did it, right? And so did all other broadcasters. The human race is so agile. We learn and adapt fast.
The lockdown has forced us to rethink everyday decisions and routines and the positive effects of some of these practical changes are seen right outside our windows as nature flourishes and blooms. I remain hopeful that this conscientiousness will shape our new normal, and accelerate business perspective to the much-desired direction of focussing on the triple bottom-line of People, Planet and Profit
Ensuring deep engagement with all team members is critical during this time. We have followed a detailed process in which all team members have been kept engaged in a proactive way. In fact, I am proud of what our People & Culture team have done over the past few months. Not just engagement, we have instituted certain self-learning modules to help the team make use of their time at home productively.
Speaking about the new normal, this is a deeper question, and a true analysis will require reams. However, simply put, Covid-19 will have a long-term impact on how we humans as a race think, behave, and act. For me, on a personal level, I think it is time that we start respecting nature much more than we have ever done prior to this pandemic. Whilst I have said the human race adapts fast, it forgets also faster! So I do hope that people don’t forget what they have learnt from these times so we don’t repeat the mistakes we, as a human race, have made. Also, the other thing these times have taught me is how little you need to be happy… less indeed is more.
Working from home for the last few weeks has also given me new a perspective on work life balance investing equally in family and colleagues, creativity and chores and yes, self-care. From a business perspective, the effectiveness of work from home across our organisation has been a revelation for me while there are valid constraints, we have delivered on parameters which were hitherto thought not possible from home. I believe this convenient and environment-friendly set-up might become an important consideration for many organisations in the near-future.
The lockdown has forced us to rethink everyday decisions and routines and the positive effects of some of these practical changes are seen right outside our windows as nature flourishes and blooms. I remain hopeful that this conscientiousness will shape our new normal and accelerate business perspective to the much-desired direction of focussing on the triple-bottom-line of People, Planet and Profit.
- Nichola Pais
Set new protocols for interaction
Nandini Dias
- CEO - India, Lodestar
Nandini Dias, CEO-India, Lodestar, believes it is now time to take a long hard look at our excessive cultural behaviour
I took steps to work from home two to three days before the official lockdown was announced. We had made arrangements, including shifting the computers to people’s homes, applied for VPN connections, had a town hall meeting discussing protocols, etc. Hence when the lockdown got announced, we could continue without a hitch.
What also made it easier was that most of the team know each other for a really long time and genuinely believe that we are all in it together. So, the bonding is deep and goes far back, creating the right attitude and a can do mindset. It also helps that the team members are not just formal colleagues but friends who share excellent chemistry beyond working relationships too.
Over time, we’ve added the rest of the protocols which are now in place. It goes without saying that in the A&M business, people are our most valuable asset. After all, other than intellectual labour, there’s not much more that we offer. So, first of all we took as many steps as possible to safeguard that asset to keep our people safe and connected. And we’re still tweaking and adding as we speak.
To ensure the health and wellbeing of our people, we got a doctor on board 24x7. This connects us with many specialists and experts across geographies and at any time. We have also commissioned a fitness app Mindhouse that curates and monitors fitness and exercise for all employees, from home. We have also got on board, a reputed psychologist, behavioural trainer and personal counsellor to work on the emotional wellbeing of all employees through this period. And in order to keep the larger team connected beyond the immediate work needs, we have created many ‘happy hours’ of interaction, games, live music concerts, caring and sharing opportunities.
On the business front, we have set new protocols for interaction within Lodestar and with clients and partners. Starting with the leadership tone and manner, methods of sharing common values, managing data confidentiality, work protocols for video calls, availability protocols and the need for flexibility and empowering workforces. Many aspects need to be adjusted and altered for the new operating order.
Innovation, adaptability, capitalising on the new norm will remain at the heart of the business continuity conversation. The companies that continue to thrive during these difficult times are those that have a bonded yet flexible workforce who are willing to pivot their strategy in the face of unforeseen events
The new normal is to think public, personal, and community health before we think of corporate health, professional competitiveness and fiscal progress. To re-imagine all aspects of business and try re-building the new agency making certain assumptions regarding the role of the office, the role of employees and the need to upskill or morph for the new norm. To re-evaluate the role of automation and technology enabled solution with less face to face meeting hours and how to continue to ensure bonding and engagement with clients and colleagues. That is the new normal. Also, how to ensure work-life balance as more and more employees are finding it challenging to balance the home life and work life.
Professionally and personally, the learnings have been different. On the work front, innovation, adaptability, capitalising on the new norm will remain at the heart of the business continuity conversation. The companies that continue to thrive during these difficult times are those that have a bonded yet flexible workforce and who are willing to pivot their strategy in the face of unforeseen events. On the personal front, it has brought alive the fact that I haven’t been spending enough time on myself and my family. Frankly, the best thing that the lockdown has done for me is given me time with my family.
Philosophically, as a race, we now have to take a long hard look at our excessive cultural behaviour. To my mind, these are the first signs that the model that has sustained us is beginning to break down. The models of capitalism, competitiveness, social character, consumption, environment, nationhood have all begun to rattle on their wheels. It is not a coincidence that it’s all happening at the same point in history. As a collective, we need to revisit our character, which drives our behaviour.
Easier said than done, I know. But we have to make a start.
- Nichola Pais
We have learnt to push our limits
Ankita Raina
- India’s numero uno Tennis Player
The dedication and discipline that sportspersons have are of the highest order. That’s mainly because of their experience and years of hard work. They are not new to such uncertain times that we are currently living in. Ankita Raina, India’s numero uno tennis player, World No 163 (singles) and 122 (doubles), talks about how endurance and mental strength can help all to overcome hurdles. Here’s her lockdown anecdote…
I clearly remember it was in the early days of March, we (Indian Women’s Tennis Team) were riding high on our 2-1 victory over Indonesia in the Fed Cup, Dubai. It was a historic moment as the women’s team had qualified for the World Playoffs for the first time ever. It was around the same that we started hearing about the outspread of the coronavirus, hence, we were all set to head back home. As soon as we landed home, the virus took the shape of a pandemic and shook the whole world.
We were supposed to play the World Group Playoffs in April, in Latvia. Of course, I was a tad bit dismayed that the matches were rescheduled. However, as a sportsperson, I have groomed myself to handle such situations by keeping my emotions in check. The entire sports fraternity is shaken and I am sure the sports fanatics are too. The thing is, nothing in life is easy. We do come across several hurdles each day. And this pandemic has shown us the need to appreciate and be grateful with whatever we have. Play each point as though your life depends on it. The best part is, we are in this together and within no time we will overcome this. We are learning to co-exist with this virus. I have heard that the tennis circuit might start again from August depending on the situation then.
I have learnt to not stress about things that are not in my control. And in times like these, I stay as positive as I can. No one saw this pandemic coming. And as a responsible citizen, I made sure I follow all the guidelines instructed by the World Health Organisation (WHO) and local health ministry. So much so that I haven’t hit a single tennis ball since the lockdown. Health comes first and to maintain that I follow the guidelines. I urge others to do so as well.
Nothing in life is easy. We do come across several hurdles each day. And this pandemic has shown us the need to appreciate and be grateful with whatever we have. Play each point as though your life depends on it
Nonetheless, I need to maintain my fitness. When push comes to shove, we humans can easily manoeuvre our habits, especially when it comes to staying in shape. I have been regularly doing my workouts, yoga and meditation, all in the comfort of my home. The workouts I do require no equipment or very less space most of the times. As professional athletes, we are trained to overcome any circumstance where not much is available. We have learnt to push our limits and in testing times like these our endurance comes into the picture. The game also taught me to challenge myself. Just acquiring knowledge isn’t enough. The lockdown was a bit stressful at times, but I simply applied the learnings that I had in my kitty. So, that has kept me going. I made the most of the time I had in hand. I spent time on learning new skills and doing small courses or workshops which enhanced my knowledge.
These three to four months are a testament to how things around us are continuously changing. And as humans, we ought to adapt to survive. This pandemic has taught me to be equipped better physically and mentally. This will surely help me to take on the challenges once the lockdown is over. The new normal for me is to rise even higher than before. After this gets over, I would be happy to see the ‘new me’ with better skills, physically stronger and faster, and with more mental strength to face the tennis world. Both philosophically and individually it has taught me to be even more patient. The only way is to face the challenge and emerge victorious.
To my fellow country people, I would suggest encashing on the time that you have right now. Improve on your shortcoming, spend time with your family, invest in some ‘me time’, learn new skills. Stay healthy, stay focused and before you know we will beat this virus – game, set and match!
- Ekta Katti
Together, we can; we will
Mansi Shankar
- Director, Digitals India Security Products Pvt. Ltd.
Helming affairs in an electronically driven world, Mansi Shankar is Director at Digitals India Security Products Pvt Ltd. She believes that with every trouble that one faces in life, one acquires more solidarity in defeating them. Her perception of managing Covid-19 at the workplace is quite similar too. While she and her team anticipated the lockdown to be a difficult period, they brought about changes by leveraging teamwork, initiating innovations, reframing their business processes and looking for hidden opportunities
Covid-19 is only a stage that we need to manage, and the time has come to re-model, re-develop, and fortify new standards to convert this pandemic into a strong opportunity for change management.
Post the outbreak, the realisation into one’s personal state of affairs has led to self-awareness in the context of experience, information, or inventiveness that has given us the necessary inspiration to move forward during the pandemic.
The company is primarily focused on field and on-site client services and we too had anticipated the lockdown to be a troublesome time. However, we have relied on evolving and seeking hidden opportunities. We redesigned our business frameworks, engaged with our tasks and managed to deliver long-pending innovations.
We rallied around conducting preventive maintenance services for our products, and also adapted to online training assistance to refresh, work together as a team, and built on our product and knowledge portfolios.
Our vision to reach out to our senior-most staff members ensured that our online transformation goals reached them too. Change management post-Covid meant improvising our business operations through a lean management mechanism. Most importantly, expanding our digital presence across all available platforms has been the new-age change that we have focused on in steering our business during the nationwide lockdown.
We primarily worked across three areas to sustain ourselves during the Covid-19 outbreak.
1. Customer Service Teams : Developed efficient utilisation of mobile technology and innovations.
2. Logistics Management : Developed a Flow Chart management system.
3. Human Resource Management : Mobilised Talent Acquisition through online interviews.
The Covid-19 outbreak has brought about changes that are here to stay. We have gained in terms of a more aware and attentive staff, a helpful working community with better remote collaborations. Optimising efficiency in our remote work pattern has led to reduced need for face-to-face interactions
Our short time goal is to implement our new software effectively, automate our processes to build efficiencies of each and every staff. Further, we have worked towards creating online communities of our staff to manage our systems remotely or from their homes (work from home). This has prevented unwanted interactions amidst the risk involved in venturing outdoors.
As part of people management skills, many of our staff have made small teams of innovative thought leaders (think tanks) to prepare and monitor government guidelines for ensuring safety for our teams and our customers for delivering our services.
Moreover, the Covid-19 outbreak has brought about changes that are here to stay. We have gained in terms of a more aware and attentive staff, a helpful working community with better remote collaborations. Optimising efficiency in our remote work pattern has led to reduced need for face-to-face interactions and going forward, people are now more aware and acceptable to following these guidelines.
In the Covid era, we have also created a new work culture statement “Together we can, Together we will”. This adage is attuned to meeting the goals of the company as one entity, while also ensuring goals for each member of our organisation.
In the current scenario, people are more active after a long pause and more connected to bring the business back on track. We are seeing more accountability and responsibility across the organisation.
As regards adapting to the ‘new’ normal, technologies such as temperature sensing cameras, face recognition-based biometrics for access and attendance management, business automation is required more than it was before the pandemic outbreak.
The new normal for our company and teams is more or less the same as for all of us such as the prescribed social distancing norms, personal protection and being vigil – parameters that we have all accepted during this post-Covid-19 era.
Better hygiene sense has increased immunity which is reflecting in a healthier life for the entire staff. People are more active after a long pause and more connected to bring the business back on track.
- Sangeeta Ghosh Dastidar
Riding the wave of change
Naina Gunde
- Former Chairman and Managing Director of Pune Mahanagar Parivahan Mahamandal Ltd (PMPML) and current Deputy Director-General, Yashwantrao Chavan Academy of Development Administration (YASHADA)
Public transport has been discontinued by the government since the lockdown began. PMPML, the lifeline of Pune, too has been complying with these orders. From scaling down the number of buses on roads, ramping up healthcare infrastructure at bus depots, conducting meetings online to utilising scrap metal to craft sanitisation tools, the PMPML has adapted admirably to the challenges and the adversity of the pandemic, under the leadership of Naina Gunde
Since March when the lockdown was announced, transportation services to the general public have been stopped as per the orders of the government. However, PMPML has been providing essential transportation services to other essential service providers, like health department employees, banking employees, sanitation workers, police personnel, corporation employees, etc. Unlike sectors like IT, where a complete transition to work from home is possible, work went on as usual only at PMPML, albeit on a smaller scale.
Several changes were made to mitigate the risks which came up due to the pandemic. Our Head of Departments (HODs) attended office 3-4 times a week instead of daily, and so did I. That being said, a lot of safety measures were taken. Wearing a mask was made mandatory. Restrictions were placed on visitors to PMPML offices. Regular sanitization of offices, as well as, buses was conducted twice a day.
We decided to put the scrap materials which was lying unused to good use. Sanitisation tunnels and foot-operated sanitiser tools were made by workshop employees from the scrap material in the depots. By doing so, we saved money which would have otherwise been used to buy new materials. These sanitisation tunnels were installed in every depot and Central Office. Sanitisation teams were appointed at big terminals and bus stops. Instead of letters, the use of e-mail was encouraged. The number of meetings we conducted was reduced, and whenever possible, shifted online.
In the long term, employee safety will have to be the priority of organisations going forward. Technology had already started being adopted by different sectors even before the pandemic, but now there will be a much more widespread adoption of technology. In the short term, however, we will see reduced income and ridership for PMPML
Bus operations were scaled down to six depots instead of 13 to save costs. We reduced buses from 1650 to 100-120. The flip side of this was that income declined drastically from 1.5 crores in a day to just 1-2 lakhs. Ridership fell from 11.5 lakhs to 10,000. To utilise our available manpower and save costs, drivers and conductors who were in spare were given security duty. The PMC and PCMC needed many employees so we transferred about 4500 employees to both corporations temporarily.
Going forward, we will be moving towards a new normal even after the pandemic ends. It is unlikely that things would go back to the way they were. In the long term, employee safety will have to be the priority of organisations going forward. There will be mandatory safety measures for employees in organisations irrespective of the sector. Technology had already started being adopted by different sectors even before the pandemic, but now there will be much more widespread adoption of technology even in sectors where it wasn’t needed as much before. There will be a better use of technology, and more digital meeting in place of face to face meetings or conferences, especially in PMPML. In the short term, however, we will see reduced income and ridership for PMPML as public transport continues to remain restricted to the general public, and once it is allowed to resume, safety measures and social distancing will ensure that footfalls are reduced in the near future.