GHCl Digest - JANUARY 2018

Issue 93, February edition
February 2018 edition

Issue 93, February edition
2
CONTENTS
MD Message 3
Business Updates
GHCL rated as 16th Great Place to Work in
the manufacturing sector 4
Highest Producon & Sales at SA 5
Effecve Cost Management 6-7
Know Your Products
Universal Fit Sheet 8
New Singeing and PTR machine 8
Technology and Automa$on
Blockchain: An expert view 9-10
Mission & Vision
Convergence of Swachh Bharat and GHCL
CSR Intervenon 11-12
GHCL Hall of Fame
Mr. R S Jalan declared as 29th Best CEO of
India by Business Today magazine 13
Mr. Rajesh Tripathi- CHRO of the year 13
Golden Peacock Award for CSR 14
Yarn QC team selected for Internaonal
level QC compeon 14
On the Spot award & Star Kaizen 15
Coffee with HR
Organizaon Culture 16
Right people at Right Place 17
Insight
Negave Empathy 18
Book Review 19
GHCL Social
Moments of the Month 20
Exercise your Brain 20
________________________________________________________________________________________
Editor in Chief: Mr. Rajesh Tripathi, Vice President-HR
Content Writer: Ms. Neha Chopra, Deputy Manager-HR
FOLLOW US ON:
Inputs By:
Mr. N I Parekh– Sutrapada
Mr. Prabhat Sinh Mori– Sutrapada
Mr. M Sathishkumar– Chennai
Mr. Abhishek Chaturvedi– Noida
Ms. Priyum Upadhyay– Bhilad
Mr. Rajkumar M– Madurai
Ms. Siddhi Mehta– Sutrapada
Ms. Mita Vyas-Bhavnagar
Ms. Geeta Jaiswani– Ahmedabad
___________________________________________________________________________________

Issue 93, February edition
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Dear Friends,
We are in the middle of a modern industrial revoluon – a
new age of human exploraon. In the coming years, advances
in Arficial Intelligence and Internet of Things are
likely to revoluonize business models in many industries,
which is likely to have a posive impact on the world
economy.
Historically we have also seen that many industrial advancements have wiped out enre industries that
were not prepared for it. Out of my experience, I have come to believe that Operaonal agility is most
essenal in order to keep up with the speed of change and need to pivot across all areas of business. At
GHCL, as you are already aware, we are going forward with the right speed in this regard. And our leading
pace has always been accredited to our culture, with a deep understanding that in order keep up
with the volale environment we must reflect on our internal working culture.
We are constantly working towards enhancing our culture so that it becomes our USP in the market
through our unique HR policies and pracces. Herein, I would like to menon the recent amendments
and addions in our leave policy like the Annual rejuvenaon leave for a minimum of 10 days, Parent
caring leave, Child Vaccinaon leave, etc, which gives employees ample opportunies to take care of
their family and professional responsibilies in a balanced way and help in building a culture of mutual
Trust and Respect.
Coming back to the operaonal issues, we have some more me leB to make up for any lapses and end
the financial year on a truly sasfying note. The core acvies of producon and sales are going on
smoothly. Projects which are underway are also being given full aCenon to avoid me and cost overruns.
All other supporng funcons are also delivering in a very effecve manner facilitang achievements
in the core operaons. Role of people in all these acons is the most important and I can feel the
energy and enthusiasm across our rank and file. We are hoping for more stability in external environment
from now on.
Moving forward, the new challenge in front of us is to build the company's next generaon of earning
drivers. And for that we need to invest me and may be some other resources on deploying new ideas,
processes and pracces in our leadership style, operaonal issues and people management so that the
correct ambience is created and maintained to move ahead of others in each of our business areas.
Success there will ensure that GHCL connues to create sustainable corporate value by simultaneously
generang economic, societal, and environmental value.
My best wishes to everyone on the auspicious occasion of Maha Shivratri. May the Divine Blessings stay
with you forever.
Warm Regards
RS Jalan

Issue 93, February edition
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GHCL ranked as 16th Great Place to Work in
Manufacturing Sector
GHCL has been rated as the 16th Great Place to Work in the manufacturing sector .
In a 2017 country-wide workplace culture study conducted by Great Place to Work
Instute, India, 106 organisaons qualified for an assessment to idenfy the best
workplaces in the Manufacturing sector. Out of these, 25 organisaons were conferred
the honour of being the Best Workplaces in Manufacturing and GHCL has
been recognized as one of them at 16th place.
“At GHCL, we believe that living by our values and treating our
stakeholder’s well makes absolute business sense because success is
not coincidental; it is a by-product of continuous sustained efforts,
coupled with an ability to innovate by nurturing entrepreneurship”
- R S Jalan, Managing Director
The news was also published in Mint e-paper on the 22nd January 2018 as shown below:
Read full arcle at : hCp://www.livemint.com/Industry/cGxG6Y4TGZnsJMyZG9kZSP/Best-workplaces
-in-manufacturing-look-to-aCract-younger-tal.html

Issue 93, February edition
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Record Production and Sales at Soda Ash Division
December 2017 has been a wonderful month for GHCL Soda Ash division in not one but two ways.
Our Soda Ash plant at Sutrapada has produced 85227 MT of Soda ash, which is ever highest recorded
monthly producon.
The details of Soda Ash producon in 2017-18 (ll date) is as follows:
Soda Ash Produc$on in 2017-18
Month Total Produc$on (MT)
APR'17 74976
MAY'17 75549
JUN'17 74224
JUL'17 76087
AUG'17 77089
SEP'17 72414
OCT'17 80772
NOV'17 77275
DEC'17 85227
Similarly, ever highest monthly Domes$c Sale in Soda Ash division was recorded at 80520 MT in December
17. The previously highest recorded Sale was 76176 MT in March 17. In comparison, for the
previous year corresponding month, the Sale was 61924 MT.
..inputs by Mr. A N Prasad, AGM -Process Engg & Energy and Mr. Mayank Bapna, GM-Markeng, SA

Issue 93, February edition
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Effective Cost Management
-By Mr. S. Somasundaram,
Dy. Manager-Costing, Yarn division
Cost management is concerned with the process of planning and controlling the budget of a project
or business. It includes acvies such as planning, esmang, budgeng, financing, funding, managing,
and controlling costs so that the project can be completed within the approved budget. Effecve
cost management is the central measure of accountability for business leadership.
Steps involved in Cost management Process:
Step 1: Resource planning
In the inial phase of a project the required resources to complete the project acvies need to be
defined. Planning phase involves the esmaon of the required me, material, labor, equipment,
etc., needed to complete the work. Once the resource types and quanes are known the associated
costs can be determined.
Step 2: Cost es$ma$ng
Several cost esmang methods can be applied to predict how much it will cost to perform the project
acvies. The choice for the esmaon method depends on the level of informaon available.
Analogous esmang using the actual cost of previous, similar projects can serve as a basis for esmang
the current project. Another opon is to use parametric models in which the project characteriscs
are mathemacally represented. Esmates can be refined when more informaon becomes
available during the course of a project. Eventually this results in a detailed unit cost esmate with a
high accuracy.
Step 3: Cost budge$ng
The cost esmate forms together with a project schedule the input for cost budgeng. The budget
gives an overview of the periodic and total costs of the project. The cost esmates define the cost of
each work package or acvity, whereas the budget allocates the costs over the me period when the
cost will be incurred. A cost baseline is an approved me-phased budget that is used as a starng
point to measure actual performance progress.
Step 4: Cost control
Cost control is concerned with measuring variances from the cost baseline and taking effecve correcve
acon to achieve minimum costs. Procedures are applied to monitor expenditures and performance
against the progress of a project. All changes to the cost baseline need to be recorded and the
expected final total costs are connuously forecasted. When actual cost informaon becomes available
an important part of cost control is to explain what is causing the variance from the cost baseline.
Based on this analysis, correcve acon might be required to avoid cost overruns.

Issue 93, February edition
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Effective Cost Management
-By Mr. S. Somasundaram, Dy. Manager-Costing, Yarn division
Costs involved with cost management:
Direct cost: A direct cost is related to producing a good or service. A
direct cost is the material, labor, expense or distribuon cost associated
with producing a product. It can be accurately and easily traced to a
product, department or project. Example: Wages paid to labors, cost
of products required to build the final outcome.
Indirect cost: On the other hand, an indirect cost is an expense unrelated to producing a good or service.
An indirect cost cannot be easily traced to a product, department, acvity or project. For example,
Electricity used to power the enre building is considered an indirect cost.
Fixed cost: A fixed cost is also associated with cost accounng. A fixed cost does not vary with the number
of goods or services a company produces. For example, suppose a company leases a machine for
producon for two years. The company has to pay $2,000 per month to cover the cost of the lease. The
lease payment the company pays per month is considered a fixed cost.
Variable cost: Contrary to a fixed cost, a variable cost fluctuates as the level of producon output
changes. This type of cost varies depending on the number of products a company produces. A variable
cost increases as the producon volume increases, and it falls as the producon volume decreases. For
example, a toy manufacturer must package its toys before shipping products out to stores. This is considered
a type of variable cost because, as the manufacturer produces more toys, its packaging costs
increase. However, if the toy manufacturer's producon level is decreasing, the variable cost associated
with the packaging decreases.
Operang cost: An operang cost is an expense associated with day-to-day business acvies and may
be variable or fixed. An example of an operang cost is a company's inventory. Suppose a company
produces and sells clothes. The clothes must be stored and maintained, which is an operaonal cost to
the company
Benefits of Effecve Cost Management
1. Improve pricing decisions
2. Idenfy the source of costs
3. Link corporate strategies
4. Evaluate the effecveness of acvies for investment

Issue 93, February edition
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Universal Fit Fitted Sheet
-By Mr. Sunil G Ghalsasi, VP-Marketing,
Home Textile division
One of our Home texle product, Universal Fit FiCed Sheet is a perfect example of innovaon and customer
centricity
Universal Fit fiCed sheet, a GHCL product, can fit on Twin or Twin XL bed. Apart from being useful for
the end users, this sheet has also proven to be helpful to the retailors as well.
During back to college season all retailors have to keep both Twin and Twin XL size sheet set in their
assortment and aBer the season is over they need to mark down Twin XL to liquidate inventory
We came up with a soluon wherein we have made one fiCed sheet for both Twin and Twin XL bed
thereby reducing the number of SKU in the assortment and there is no need to mark down the inventory
at the end of season. This has resolved the issue faced by the retailers. We have patent for this technology
offered in market.
Inauguration of New Singeing and PTR machine at Process
The Connuous Singeing and Pre treatment Range machine has been inaugurated on 17th January
2018 at Process House.
To meet the requirement of our Process House with the increased capacity from 1 lakhs meter to 1.50
lakhs meter, the World Best Class Osthoff Singeing and PTR Goller German made machine was installed.
It’s a high Speed Connuous machine .
Singeing machine removes the fuzzy or hairy appearance from fabric surface and gives a smooth appearance.
In connues Bleaching range it combines the pre-treatment processes of texles like desizing,
scouring and bleaching in this machine itself. This minimises energy consumpon and reduces
number of operaons.

Issue 93, February edition
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Blockchain Technology: Expert View
-Dr. Venugopal, GM-MRG
Blockchain is a distributed database whereby transacons are securely encrypted
and replicated across many computers in mulple copies of a
“ledger”. Once data is wriCen to the chain it is commiCed into “blocks” and
these blocks are in turn commiCed to the “chain”. Owing to the architecture, once data is wriCen it
becomes nearly impossible to change, making it a very secure system for storing digital assets (value).
Blockchain: A series of encrypted databases connected by the Internet that ensure the integrity and
security of data, such as financial transacons. The blockchain is an undeniably ingenious invenon –
the brainchild of a person or group of people known by the pseudonym, Satoshi Nakamoto. But since
then, it has evolved into something greater. By allowing digital informaon to be distributed but not
copied, blockchain technology created the backbone of a new type of internet. Originally devised for
the digital currency, Bitcoin, the tech community is now finding other potenal uses for technology.
The blockchain potenally cuts out the middleman for these types of transacons. Personal compu-
ng became accessible to the general public with the invenon of the Graphical User Interface (GUI),
which took the form of a “desktop”. Similarly, the most common GUI devised for the blockchain are
the so-called “wallet” applicaons, which people use to buy things with Bitcoin, and store it along with
other cryptocurrencies.
Transacons online are closely connected to the processes of identy verificaon. It is easy to imagine
that wallet apps will transform in the coming years to include other types of identy management.
Blockchain has the potenal to establish trust along the supply chain, which would reduce the risks and
the costs associated with them. There are many useful applicaons for blockchain.
The Blockchain a New Web 3.0?
The blockchain gives internet users the ability to create value and authencates digital informaon.
What will new business applicaons result?
Transparent and incorrupble
The blockchain network lives in a state of consensus, one that automacally checks in with itself every
ten minutes. A kind of self-auding ecosystem of a digital value, the network reconciles every transac-
on that happens in ten-minute intervals. Each group of these transacons is referred to as a “block”.
Two important properes result from this:
1. Transparency data is embedded within the network as a whole, by definion it is public.
2. It cannot be corrupted altering any unit of informaon on the blockchain would mean using a huge
amount of compung power to override the enre network.

Issue 93, February edition
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Blockchain Technology: Expert View
-By Dr. Venugopal J, General Manager-MRG
The idea of decentraliza$on
By design, the blockchain is a decentralized technology. Anything that happens on it is a funcon of the
network as a whole. Some important implicaons stem from this. By creang a new way to verify transacons
aspects of tradional commerce could become unnecessary.
BLOCKCHAIN IN A MANUFACTURING SYSTEM?
Within manufacturing it might sll be hard to see where blockchain technology might create the most
value. In the short term we might see cryptocurrencies, crowdfunding and simple trading applicaons
emerging that have limited impact. None of these are likely to be immediately transformave to manufacturing,
but they might start to impact the macro and regulatory environment. Over me we can expect
to see blockchain used in manufacturing for process transformaon, supply chain tracking, asset
sharing, track and trace, warranty management and more.
Ulmately the end game will be when the technology itself recedes into the fabric of the overall manufacturing
operaon and we could move into a situaon where “supply chains” become “demand
chains” and the manufacturing process itself becomes distributed in line with the Industrie 4.0 vision.
While no one would recommend moving to block chain overnight, it’s essenal to begin experimenng
now by funding targeted proofs of concept to explore where and how block chain thinking and technology
could deliver transformave benefits. Key quesons to help focus preliminary efforts include:
• Where in the value chain – both internally and externally – is my organizaon paying the highest
“trust tax” in terms of excess cost, effort or lack of agility?
• Which types of partners, in what geographies and experse areas, could my company benefit from
working with, if only the transaconal costs and efforts were lower?
• Which informaon assets (such as manufacturing, maintenance, usage informaon, warranty, etc.)
about my organizaon’s products could we moneze if there were a secure way to do so?
Block chains are a “wisdom of the crowd” technology that will no doubt find other applicaons in the
years to come.

Issue 93, February edition
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Convergence of Swachh Bharat and GHCL CSR Intervention
-Ms. Sugandha Rastogi, Asst. Manager-Sustainability, Noida
As an extension of series of arcles in GHCL Digest under the umbrella of Sustainability,
we would like to provide some background on Prime Minister Modi’s flagship
project of ‘Swachh Bharat’ and its convergence with our one key CSR intervenon
in Gujarat. Swacch Bharat being one of the key project has direct linkage
with United Naon Sustainable Development Goal No-6 (Ensure Access to Water
and Sanitaon to All). CSR, as communicated in previous arcles related to
sustainability, is a major component of sustainability which contributes towards
Social Dimension and is necessary for maintenance of ‘Social License to Operate’.
Coming back to Swachh Bhart programme, as a part of the First Five Year Plan of the Government of
India, rural sanitaon Programme was launched in 1954 for the first me. In the year 1986, Government
of India launched Central Rural Sanitaon Programme (CRSP) primarily with the objecve of improving
the quality of life of the rural people and also to provide privacy and dignity to women. Total
Sanitaon Campaign (TSC) was launched in 1999, which had a “demand driven” approach and it emphasised
more on Informaon, Educaon and Communicaon (IEC), Human Resource Development
(HRD), Capacity Development acvies to increase awareness among the rural people and generaon
of demand for sanitary facilies. Under the scheme, financial incenves were given to Below Poverty
Line (BPL) households for construcon and usage of individual household latrines (IHHL) in recognion
of their achievements. Subsequently, Nirmal Bharat Abhiyan (NBA) followed TSC and was launched in
the year 2012 with the main objecve to accelerate sanitaon coverage in rural areas. Under NBA, the
Incenves for IHHLs were enhanced and further focussed support was obtained from MNREGA.
To put focus on Sanitaon, accelerate the overall efforts and achieve complete sanitaon coverage the
Prime Minister Modi, launched the Swachh Bharat Mission on 2nd October, 2014 which aims to
achieve Swachh Bharat by 2019, as a fiWng tribute to the 150th Birth Anniversary of Mahatma Gandhi.
In rural areas it aims at making Gram Panchayats Open Defecaon Free (ODF) and improve cleanliness
levels through Solid and Liquid Waste Management acvies specific to each Gram Panchayat. Community
led sanitaon approach is being followed to bring behaviour change in communies which was
lacking in all the sanitaon programmes earlier.
GHCL through its CSR arm GHCL foundaon caters to the holisc development of the surrounding community.
One such iniave has been taken to upli the infrastructure for health, sanitaon and
hygiene in rural areas across the naon. GHCL started its Sanitaon related acvies in 2012. At present,
GHCL’s sanitaon related acvies are going on in six blocks in four districts in the state of
Gujarat. GHCL now converging with the Swachh Bharat Mission, strives to create a significant impact
on human health and hygiene pracces through behavior change of community members. Building
toilet units in village level and enabling them to change their aWtude and pracces on use is the key
element of the approach. So far, GHCL has contracted 8721 toilet units at the village level through the

Issue 93, February edition
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Convergence of Swachh Bharat and GHCL CSR Intervention
- Ms. Sugandha Rastogi, Asst. Manager-Sustainability, Noida
regular facilitaon of mass awareness generaon drives, street plays, student rallies and many more
IEC acvies. GHCL has gone beyond movaon incenve and have integrated regular mobilizaon
through the meeng, training, workshop, exposure, and mass awareness acvity etc. aiming at overall
coverage of without toilet families in the village.
Since 2012 GHCL Foundaon has expanded their outreach from Gir-Somnath to Bhavnagar, Valsad and
Amreli district. The details can be seen below:
District No. of villages Total Coverage from 2012 to 2017
Gir-Somnath 53 6494
Amreli 18 1576
Bhavnagar 2 514
Valsad 3 137
Total 76 8721
Many challenges such as lack of priority of toilet among the community, lack of space for toilet construcon,
hard rock soil for pit digging, financial crisis for construcon etc. has been overcome to
achieve the coverage. For example, as a soluon to the hard rock problem, GHCL introduced Breaker
machines. Many IEC intervenons has also been carried out to support the sanitaon acvies. GHCL
has spread community awareness by BCC (Behaviour change Communicaon) process. The Programme
focuses on community mobilizaon efforts to induce behavior change. The success of the communica-
on depends upon acceptability and adopon of improved hygiene and sanitaon pracces.
GHCL through all its intervenons intends to bridge the gap between the community and development.
Through such convergence we aim to remove all the boClenecks that were hindering the progress of
achieving the long desired aim of complete sanitaon coverage in India. I advise you all to explore
more details on GHCL intervenons especially contribung to Swachh Bharat and endeavour to make
your contribuon in promong this noble iniave via GHCL foundaon efforts in making our country a
beCer place to live.

Issue 93, February edition
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Awards & Recognitions
Mr. R S Jalan selected as 29th Best CEO of India
As per the Business Today-PWC list of India’s top 100 CEOs from non BFSI
sectors, our MD, Mr. R S Jalan has been Selected 29th Best CEO of India in
their Survey. The results of this survey have been published in Business Today
magazine published on 28th January 2018.
As per the BT magazine, “despite disrupons of the past few years, these top
corporate leaders have showed remarkable performance over the period
under review.”
“I am proud to share good news with all of you that I have been Selected 29 th
Best CEO of India by Business Today magazine in their Survey which has been
published in their issue dated 28 th Jan 2018.
This has happened only due to hard work of each and every member of GHCL .
I humbly dedicate this achievement to all of you and commit that I will do my
best to keep GHCL Flag high “- RS Jalan
Mr. Rajesh Tripathi felicitated with the Best CHRO of the Year award 2018
Our Head HR, Mr. Rajesh Tripathi has been awarded the Best CHRO of the Year award 2018 by Human
Resource Associaon of India (HRAI), a naonal level associaon represenng human resource and
people management professionals through their network of 22,000 members from India and across the
globe.

Issue 93, February edition
14
Awards & Recognitions
GHCL declared as the WINNER of Golden Peacock Award for Corporate Social Responsibility -
2017
It is a great moment for all of us to know that our company has been declared as the WINNER of Golden
Peacock Award for Corporate Social Responsibility – 2017, for the year 2017, by the Awards Jury under
the Chairmanship of Jusce (Dr.) Arijit Pasayat, former Judge, Supreme Court of India.
The Golden Peacock Award Trophy and Cerficate is scheduled to be presented to our organizaon, at
a specially organized 'Golden Peacock Awards Presentaon Ceremony', being held on Friday, 9th February
2018 at Hotel Lalit Ashok in Bengaluru (India), in the presence of a disnguished gathering of
business leaders and parcipants during IOD, India's "12th Internaonal Conference on Corporate
Social Responsibility".
This is a great achievement and will set the milestones for GHCL to move forward into direcon of
“overall business excellence”. And this has been possible due to the hard work of our core CSR Team
who are working at ground level in a focused manner. We all congratulate our GHCL CSR Team for their
hardwork.
Teams from Yarn division selected for Interna$onal Level Quality Circle compe$$on
Quality Circle Forum of India had organized the 31 st Naonal Convenon on Quality Concepts from 1 st –
4 th December, 2017 at JSS University, Mysore, Karnataka. As a part of it, the Naonal level Quality circle
compeons were held, where 750 industries from various Texles/FMCG/Automobiles/Chemicals/
Electricals/ across India had parcipated.
In this context, 2 QC teams from our Yarn division, Madurai had parcipated in this QC compeon. All
the teams were guided by Senior GM, Mr. Elangovan and coordinated by Mr. Sridharan and Mr. Balamurugan.
Two teams ware facilitated by Mr. Sureshkumar and Mr. Syed Jailani. The enre visit coordinaon
was done by Mr.Janaki Sankar, Sr. Manager (HR).
The Juries appreciated the teams from GHCL for their awesome performance, energy level, professional
presenta$ons and communica$on skills. One team “HIT” was awarded Par Excellence and the other
team “EDISON” was awarded Excellence for their wonderful performances.
It is a maCer of pride for GHCL as both the teams have been selected for the Internaonal level compe-
on to be held in 2018 at Singapore. Further to this, an appreciaon ceremony for the award winners
was held at our yarn division on 6 th December 2017 which was presided by Mr.A.Elangovan, Sr.GM -
Producon. Mementos were distributed to the winners.

Issue 93, February edition
15
Awards & Recognitions
At Home Tex$le Division
On the Spot Award
• Mr. Makhanlal Jadav from PPC department received the award for his proacve approach to
make Casper’s pillow bag eyelet by developing a frame using scrap of fabric roll pipe. The contribuon
has helped in making eyelet as accurate posion
• Mr. Amar Mishra from Commercial, Mr. Vijaysinh Chudasama, and Mr. Rameshkumar Dabhi
from Warehouse department were rewarded for the efforts in handing over the containers of
one of our prominent buyers HBC & Homestead on me, which led to a huge cost saving.
• Mr. Manoj Kumar Mondal and Mr. Kalpesh Rathod from TQM department received the award
for their efforts to achieve desired level of compliance in day to day acvies.
• Mr. Ranjan Thakur from PD department was rewarded for his efforts to pack 100% of KOHLs
product. Inially we were facing challenges to pack the products because of shade variaon so
he took the ownership and adjusted the shade variaons at washing machine.
At Consumer Products Division:
• Mr. P. Sundarraj from Operaons department received the award
for clearing up long pending pension orders for the Ex-Employees who
rered six years back.
At Noida office:
• Mr. Vivek Sharma from IT department was rewarded for puWng the case of Wi-Fi access point
malfuncon to the vendor on high level and geWng it replacement with a new generaon model
• Mr. Mukesh Kumar from IT department received the award for showing presence of mind and
puWng in best efforts to arrange an alternave to audio service during “Value ki Baat, MD ke
Saath” session.
STAR Kaizen award at Soda Ash plant
• At Secon 400-Process (A liquor and carbonaon): Mr. PN Patel, Mr. PL Pandya, Mr. Bhavesh
BhaJ and Mr. K M Vyas received the award for their recovery efforts in A liquor area that
helped in prevenng corrosion of level transmiCer.
• At Secon 500/600-Process (Calcinaon & Densificaon): Mr. A J Jadeja, Mr. D J Anandpara, Mr.
R K Gohil and Mr. D P Madaviya got the award for providing auto control in K 605 A sucon
damper for controlling hydrator discharge temperature and facilitang auto controlling of CCR
panel.

Issue 93, February edition
16
Organization Culture: Ways of developing Culture
-Mr. Anil Kumar Singh, Sr. GM- HR, Sutrapada
To develop an enthusiasc culture, each and every point concerned with the
topic should be thoroughly emphasized, discussed and then, it should be
implemented. ABer the implementaon, it should be checked on a regular basis
without any deviaon and should further be improved according to the needs.
These points have been described as follows-
Define It
There must be hard discussion amongst the key decision makers to reach a consensus. PuWng the vision,
mission & values in wring is an essenal element of making it successful. When the dialogue
stays verbal only, it’s inevitable that everyone will leave the room with a different version of what was
agreed upon. Documenng it is far more beneficial.
Teach It
Leadership style of the superiors should be teaching oriented. The things should be taught in such a
way that it automacally enforces the people to learn in a blooming environment.
One of the best ways to teach the culture is to tell stories. There’s something solid that resonates when
people hear nice tales of how things were handled in a difficult situaon, or how the organizaon has
successfully progressed to where it is. There’s a substanve wisdom that comes from these stories, an
experienal element of teaching that goes beyond the intellectual theories.
Live It
The policies finalized and discussed over a wide range should be implemented in an enthusiasc manner
taking into account the contribuon of all the people associated with it.
Measure It
Once the key elements of desired culture have been idenfied and wriCen down, success in making
them a reality should be measured. If a results-oriented organizaon is desired, one is more likely to
succeed if he/she measures the success at puWng the culture into place.
Reward It
People who put in their efforts in this development of culture and its implementaon should be recognized
and should be rewarded for their remarkable contribuon.
Money alone will never do the work. Mulple methods should be used in various seWngs. Posive cultures
are built over me and take a wide range of rewards and recognion.
Ulmately, developing the organizaon’s culture is the best possible way to create a good working atmosphere
and achieve excellence in the diversified aspects that seem to be necessary, in this rapidly
transforming era specifically based on technological improvements with the development of Human
Resources.

Issue 93, February edition
17
Right People at Right Place– Ability Test
With
-what does that mean???
Hello Hari Ram. I
have heard we
have started using
some ability test
for recruitment.
For right person and right
place, we need to define
a role which helps person
use his abilities to best of
its requirements
Yes, so do we
check a candidates
ability
through this
test?
Absolutely! We
test three different
types of abilities
through this
test.
That is, Numerical
ability,
Verbal Ability
and Inductive
Reasoning
Numerical ability
would be his comfort
with analysing
& presenting numerical
data & verbal
would be for
comprehending
written data
That’s right. And
inductive reasoning
implies making
drawing inferences
from observations in
order to make generalisations.
I guess we do an
SHL test for all
these. What are the
passing scores?
A minimum 30 out
of 100 on all the
namely, Numerical,
Verbal and Inductive
reasoning
That’ s great!!
Thanks for explaining
this to me. Now
I will be able to interpret
the reports in
a better way.
….. To be continued in next edition

Issue 93, February edition
18
Negative Empathy
– feeling too much or too less
Is it possible to have too much empathy? If we ‘feel with’ other people, is it possible for us to become
swamped by their feelings, especially if they are experiencing nega$ve states. This ar$cle will help you in overcoming
this feeling of Nega$ve Empathy….
Negave empathy is a state of being so sensive to other people’s experiences that we become overwhelmed
by their suffering, to the point where we begin to suffer ourselves. This is a very real problem,
which many of us experience from me to me. Because of the risk of negave empathy, some people
close themselves off from other people’s suffering, build an armour around themselves, to minimise
the risk of further emoonal damage. But as empathy is one of human beings’ most precious and noble
capacies, so it would be absurd for us to suppress it. And there should be no need for us to suppress
it, if we take the right approach. It is not inevitable that other people’s suffering should disturb
us. It is possible for us to be deeply empathic, without suffering any potenal negave effects.
The most important thing is not to ‘latch on’ to other people’s suffering, or to idenfy with it. We
should allow other people’s suffering to flow through us like a river, without clinging to it, and creang
stories relang to it. We can be affected by it at the moment we experience it, and respond to it in the
appropriate way but then allow it to pass through.
This is quite difficult to do, but it’s not dissimilar to how we should ideally respond to our own experience.
When we experience emoonal pain as individuals, we oBen make the mistake of latching on to
it. For example, if we have an experience which is embarrassing or disappoinng, we oBen ruminate
over it for a long me aBerwards. And as we ruminate, the experience wounds us more deeply, and we
build up more resentment and anger. But usually, if we don't latch on to the experience, the emoonal
damage heals quite quickly. It is latching on to and idenfying with the experience which brings most of
the pain.
And this applies to other people’s sufferings too. It’s important for us to maintain a place of stability,
where we can ‘feel with’ other people, without being disturbed by their suffering. This doesn’t mean
being detached or aloof. It means being inmately involved in other people’s lives, but at the same
me not immersed in them.
And significantly, this actually makes us much more capable of responding effecvely to other people’s
suffering. Ideally, empathy leads to altruism - benevolent acts which help to alleviate the suffering of
others. But negave empathy can create such a state of discord and confusion that we may not be able
to act in this way.
So remember, to ‘feel with’ does not necessarily mean to ‘suffer with’ others. In fact the less we
suffer ourselves, the beJer we are able to respond to suffering.

Issue 93, February edition
19
Book Review on Practising Spiritual Intelligence:
For Innovation, Leadership and Happiness
-By Mr. N.M. Omprakash, DGM – Forex & Treasury, Ahd
Spiritual Intelligence refers to the intuive knowledge of the self, others, situaons
and techniques to achieve the desired objecves. Hence it can be called the soul of
all intelligences.
Spiritual Intelligence enhances our power to inspire others by transforming their
souls in such a way that their desires and aspiraons are aligned in a single direc-
on. Soul is beyond all reason and intellect. It is, in fact, the source of mind and
intellect. One who knows his soul knows the universe, since soul is nothing but the
microcosm of the universe.
This book explains this body-soul connuum and suggests praccal steps to evolve through the bodysenses-mind-intellect
to reach our soul.
We all wish to aCain success and happiness in our lives. However, only a few people are able to live
life the way they want and get what they desire in their lives. Our ability to get what we want is commonly
known as intelligence. Yet the IQ Tests are not the proper measure for true intelligence as we
know that many people with high IQ lead miserable lives as they fail to develop the true intelligence,
which must include:
• Knowledge of the self
• Knowledge of others- your allies and your opponents
• Knowledge of the ground situaon
• Knowledge of the various techniques that need to be employed
• Intuive ability to select the best technique
This book explains the concept of Spiritual Intelligence and provides praccal
methods to develop and pracce it for developing innovaon, leadership and
happiness. The author believes that Intelligence is subjecve and everybody
has intelligence, but how to ulise your intelligence in a way that would lead
to professional success, is what is highlighted in this book.
All in all, I really found this book to be very interesng, if you wish to move on in life, you should read
this book. It is fun, interesng book from which one can learn a lot of amazing informaon.
A small note About the author: Dr Awdhesh Singh, an engineer by training, a senior officer of the Indian
Revenue Service by profession, is a seeker at heart. His wrings synthesize science, religion and
philosophy to provide a comprehensive view of life which appeals to all secons of society.

Issue 93, February edition
20
GHCL SOCIAL
Best Moments of the Month
CSR acvity to support educaon by CP division, Mr. Ravi Solanki from Salt Division PA Victor delivered a talk
on CSR at MSW dept of colleges, Mass plantaon program in the RMH material gate secon of our SA plant,
Insight on Hindu spiritual and service fair by GHCL Foundaon Trust, New Year celebraon at Yarn, Awareness
session on Stress Management at Work at Ahmedabad, Core Value Film Fesval at Noida
A king wishing to get rid of his prime minister, puts two
pieces of paper in a hat. He tells a judge present that if the
prime minister draws out the scrap market “Stay” he may
remain in kingdom, but if he draws out “Go” he mist
leave. The hitch is the king wrote “go” on both the scraps.
But when the prime minister showed the judge one piece,
the judge decided in his favour. How did the prime minister
outwit the king?
Correct Answer for last quiz:
• Meat
• It is just an imagination
• The only couple in the plane survived
• Peacocks don’t lay eggs
Correct Entries by:
1 Ms. Priya Gupta
2. Mr. Santosh Singh
3. Mr. Dheeraj Palewar

Issue 93, February edition
21
GHCL MISSION, VISION AND VALUES
MISSION: Our Core values at the forefront; we shall strive to engage with all our business associates for
continuous product and process innovation, enabling ourselves in achieving customer delight through
serviceability and quality
VISION: We aim to achieve leadership in profit margin in all our businesses independently by the year
2018 through nurturing entrepreneurship among our people, harnessing natural resources, maximizing
value to all stakeholders and protecting the environment, we operate in
CORE VALUES: We believe – Respect, Trust, Ownership and Integrated Team Work lead to Business
Success.
GHCL CREDENTIALS AND CERTIFICATIONS
GHCL Limited
Corporate Office:
GHCL House
B-38, Sector 1, Noida
Website:
www.ghcl.co.in