Russula Newsletter No 18 English

EXCLUSIVE INTERVIEW | Russula Newsletter No. 18 | November 2018
by companies such as ours will provide a significant
part of the answer. There’s no doubt that working
within the Indian system currently presents challenges,
but we have a talented team on the ground
well capable of navigating their way through this.
With this rapid pace of acquisitions, how do
you manage a healthy life/work balance?
opportunities to share their views with management.
We regard trade unions as partners who have
a commitment to the future of the industry and we
work closely with them to build that future.
If GFG Alliance were to become a partially listed
company in the future how would your management
approach change?
Fortunately, we’ve got many very high-caliber people
across GFG worldwide – some who came in through
acquisitions and others we’ve recruited from elsewhere.
Their talents and commitment have lessened
the burden and given me the confidence that
our new acquisitions are being nurtured and integrated
properly. Nevertheless, the pace of growth
makes work very demanding so thankfully I have a
very understanding family who get involved in GFG
events and activities and that enables me to balance
work and family life a bit better.
In the name of the GFG Alliance you have welcomed
the newly acquired steel companies as
joining the family. Russula is also a family owned
and oriented business. How does family orientation
filter into the corporate culture? What
are the core elements of your management approach?
Yes, we refer frequently to the GFG Family, not just
because it’s a family-owned company but because
we regard everyone within the business globally
as part of a family with shared experiences and
objectives and hopefully a strong commitment to
each other. When a business becomes part of the
group we hold an inauguration celebration on site
to mark the occasion and involve as many people
as possible. We ensure people in all parts of the
group are kept informed of developments through
regular communications and that they have regular
We are already moving in that direction because a
listing of parts of the group is something we’re considering.
In advance of that, our aim is to increase
transparency and strength of governance but at
the same time combine that with an entrepreneurial
spirit and flair. We have one listed entity within
the alliance – the renewable power company SIMEC
Atlantis Energy PLC in which we hold a 49.99%
share. Moreover, Wyelands Bank, which is owned by
a Gupta Family trust, is overseen by the UK’s Prudential
Regulation Authority. We’re conscious of
the possibility that other parts of the GFG could be
floated at some point in the future so, while we want
to preserve and encourage entrepreneurial flair
across the Group, we are already moving towards
levels of reporting and transparency that are more
in line with the culture of a listed entity.
What advice can you give to the future generations?
Embrace change and be persistent. They should remember
that life is all about evolution and moving
forward so be prepared always to embrace change
or to be the agent of change. At the same time, be
persistent because sometimes things take a bit longer
than you expect.
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