Municipal platform is going to protect women at workplace

From Tuesday, Mumbai’s working women will have a support platform that will strive towards eliminating sexual harassment at the workplace.

Aimed at making Mumbai a “gender friendly city”, the BMC’s Savitribai Phule Gender Resource Centre will be inaugurated by municipal commissioner Swadheen Kshatriya. Such centres have been set up by NGOs but this is the first by a civic body.

Built on a municipal reserved plot at Balaseth Murudkar Marg in Lower Parel, the center is the result of the efforts of the civic body’s committee on prevention of sexual harassment, formed in 2003 for women in municipal offices. Dr Kamakshi Bhate of KEM Hospital said it will also serve as a platform for various agencies and NGOs working towards empowerment of urban working women, especially those from BPL families.

NGOs such as Akshara, Stree Mukti Sanghatana, Sneha and Lawyers Collective have already come forward and agreed to share their resources for complaints redressal, counselling and training. We will also involve corporate firms and various UN programmes. We will also have community psychiatric units in slum areas to help women who undergo various forms of embarrassment, at home and at their workplaces.

One of the main areas of focus will be a violence resource centre, a platform for redressal of complaints. Any woman harassed can complain and will be counselled by trained persons. A community video unit will involve youths in highlighting and documenting women’s issues and violence against women.

The centre will include self-defence training, and a library and a reading room. It will be open to school and college girls from BPL families who mostly live in one-room houses without a place to study. A preventive health clinic open to all girls and women will be on the premises.

How can working moms strike home and work life balance by managing stress

These days, working moms have many titles and wear many hats. Regardless of your profession, striking the work-life balance and "having it all" is probably on your list of constant challenges. Given that the average person works 45-50 hours per week and spends approximately one hour per day with their children, work has become a major stressor.

Stress is unavoidable - it is simply the body's reaction to change - and our world is constantly changing. When you experience change, it affects your total person: emotionally, behaviorally and physically. Managing that stress is key to remaining healthy and being the best "you" that you can be.

In a recent article, What Really Matters, published by The State News, Suzy Merchant, head coach of the MSU women's' basketball team shares candidly the combined challenges of working and parenting. "With the dynamics of everything, I don't think 'balance' is the right word. I don't think there is work-life balance," Merchant said. "I think it's just literally about being in the moment of 'mom mode' or 'work mode, coach mode.' You have to separate them, and when you can blend it, it's great."

Here are some ways to rebuild and maintain energy to manage your stress:

Take a nap
A quick 10-20 minute "power nap" is all it takes to shut down and rebuild some energy.

Eat healthy
Decrease the amount of sugar and fats in your diet; increase whole grains and proteins. A common sense approach to eating healthy may work best.

Exercise
Exercise helps your body manage stress by relieving muscle tension, increasing energy levels and strengthening the immune system. Sneaking exercise in by parking at the far end of the parking lot and taking the stairs instead of an elevator is a great start. Want to take it a step further? Try taking a walk, hiking, cycling, yoga classes, fitness classes, swimming - anything that gets your heart pumping!

Prayer and/or Spirituality
Studies show that people who pray or use some form of spirituality live longer and healthier than people who do not. Prayerful meditation, attending church and other spiritual activity is good for your health.

Have Fun and Laugh!
Your body releases a stress busting hormone when you laugh. Play, have a big adventure, have a girls night out, wrestle with your kids, goto a comedy club - whatever makes you let loose and have real fun.

Australia's wine industry is looking at India for absorbtion of excess supply

Australia's wine industry, valued at ASD 5 billion, is keenly looking at India to stay afloat at a time when it is going through a crisis due to excess supply, a top official from the sector said here today. All major Australian companies, including the top four, are investigating joint ventures opportunities as also distribution alliances for their wine brands in India.

The Australian wine industry is "undergoing a period of crisis" as there is a supply glut in the domestic market. Over capacity has compelled the Australian wine majors to explore strategic partnerships and distribution network with Indian liquor companies. Australia's top wine producers include, the Fosters, Constellation, Pernod Ricard and Cissallo.

Australia, which is the world's largest exporter of wines, shipped liquor worth ASD 20 million to India in the last fiscal, Griffth said, adding that the companies are looking to expand base in India. In 2009-10, Australian wine producers exported a total of ASD 200 million worth of wine products to China. India in the long-term is a large opportunity for us.

If the Indian government brings down tax barriers, it will be easier for the Australian wine producers to strike deals with Indian companies. Australia and India are working on a Free Trade Agreement, which may see taxes on liquors coming from down. Australia's wine and grapes sector is witnessing over capacity and demand stagnation.

Grapes and wine prices have fallen significantly in the post-Global Financial Crisis (GFC), compelling many to even leave the business. Independent grape producers are the most affected as prices have come down to (Australian) USD 250 per tonne from USD 1,000 per tonne as supply has outstripped demand. The four big players in the industry produce only 10 per cent of the grapes and the rest is bought from independent producers.

13-year-old girl spurns marriage with 38-year-old man

A 13-year-old girl has showed exceptional courage in stopping her wedding to a person thrice her age and who already has two wives.

The girl contacted a non-governmental organisation (NGO) working for the welfare of children and women. NGO members, along with Department of Women and Child Development officials, swooped on the girls house at Gautan Nagalavi in Mandihal Gram Panchayat, Dharwad taluk, and saved her from child marriage.

It is believed that the girls father received Rs 6,000 from a 38-year-old person of Nandghad in Alnavar taluk, to arrange the marriage. The girl had just completed seventh standard at the Government High Primary School at Mugad. The groom had allegedly promised the girls father more money after the marriage.

As soon as the girl learnt about the marriage, she opposed it and expressed her desire to continue studies. Even her mother and uncles supported her, but her father was adamant. The girl, who had heard about the NGO during an awareness programme in the school, showed the courage to contact them seeking help to save her.

Saved in nick of time

On Thursday, Dharwad-based Sadhana Human Rights Centre Founder Isabella Xavier, Child Development Project Officer (Dharwad Rural) D H Lalitha, a supervisor and an Anganawadi worker visited the girls house at Gautan Nagalavi.

They managed to convince her father to cancel her marriage fixed for June 4, and send her to the Balakiyara Balamandir at Ghantikeri in Hubli to continue her studies.

D H Lalitha recounted that when they visited Gautan Nagalavi, the villagers and family members asked them to save the girl. As a result, three purposes were served. The child was saved, her desire to continue studies will be fulfiled and awareness was created among other adolescent girls of the village, she added.
In the last two months, the department has managed to stop two child marriages in Itagatti and Benachi villages.

The girl will now continue her studies at Balakiyara Balamandir till she is 18.
Isabella Xavier said the awareness programmes about child marriage and childrens rights being organised in schools under the Sarva Shikshana Abhiyan helped this girl. Such a programme was held at the Mugad school also. When this girl came to know about her marriage, she sent her uncle to the school, obtained my phone number and contacted us, she said. Her marriage was being arranged through a mediator at Alnavar.

Xavier further added that the girls father, an alcoholic, beat up his family members for opposing the girls marriage. In view of this, she has been shifted to Balakiyara Balamandir.

When the girl was brought to the Balamandir on Thursday evening, the mehendi on her hands and legs were tell-tale signs of the marriage that she managed to rescue herself from.

The girl, who defeated the bid to ruin her life, was visibly happy about being able to continue her studies now.
DH News Service

Milan Dalal to be formally arrested in cheating case tomorrow

Securities scam accused Bhupen Dalal's son Milan, detained at Delhi airport would be brought to Mumbai tomorrow following which he would be arrested in connection with a cheating case.

On the run since July 2009, Milan was yesterday detained by Immigration officials at Indira Gandhi International Airport in Delhi.

As a look out notice was issued against him, the officials caught him and informed about his detention to Mumbai Police, Ambre said adding a three-member team headed by Inspector Bhushan Rane left for Delhi yesterday. He would be brought here in a train after which we would arrest him formally.

An FIR was registered against Milan and his five associates in July 2009 for allegedly cheating and trying to grab a private limited company at Vile Parle with forged documents.

The accused had also allegedly transferred two lakh shares of the company worth Rs 12 crore to their accounts by forging signatures.

Essence of Corporate Governance

Generally the company's philosophy on corporate governance is to attain the highest level of transparency, accountability and integrity. The true meaning of corporate governance is to satisfy the aspirations of all stack holders, customers, suppliers, leaders, employees, the shareholders and the expectations of the society. The Board of directors supports the broad principles of corporate governance and direct the action of the organisation to achieve it's a vowed objective of transparency, accountability and integrity.

Fundamental principles of corporate governance:

The basic objective of corporate governance is to maximise long term shareholder value. Therefore, good governance should address all issues that lead to a value addition for the organisation and serve the interests of all the stakeholders.

Transparency:

Transparency means accurate, adequate and timely disclosure of relevant information to the stakeholders. Without transparency, it is impossible to make any progress towards good governance. Business heads should realize that transparency also creates immense shareholder value. But, information Sharing is hindered under the excuse of confidentiality. There is need to move towards international standards in terms of disclosure of information by the corporate sector and through all this to develop a high level of public confidence in business. Once a company has public shareholding it is imperative that its commitment to financial transparency must be total. The Company is a trustee of the investors' money and this responsibility in turn demands full disclosure. Corporations in India must learn to work with transparency and impeccable integrity as these are the essential ingredients to maximise their wealth and wealth of the nation. Transparency and disclosure are the pillars of corporate governance because they provide all the stakeholders with the information necessary to judge whether their interests are being taken care of.

Accountability:

Corporate governance a top down approach chairman, Board of directors and chief executives must fulfill their responsibilities to make corporate governance a reality in Indian Industry. In companies with good governance, accountability is not just bottom up but also follows the reverse order. A department head is responsible for every decision taken on behalf of his department. Accountant also favours the objective of creating shareholder value.

Merit based Management:

A strong board of directors is necessary to lead and support merit based management. The board had to be an independent, strong and non- partisan body where the sole motive should be decision making through business prudence. Though corporate governance is much broader than corporate management, an efficient and effective administration of corporate sector is essential for meeting the desired objectives. Corporate governance ensures that long term strategic objectives and plans are established and that the proper management structure is in place it achieve those objectives while at the same time ensuring that the structure functions to maintain the company's integrity, reputation and responsibility to its various stakeholders. Thus, corporate governance involves the broad parameters of reporting system accountability and control.

Suggested List of items to be included in the Report on Corporate Governance in the Annual Reports of Boards:

1. A brief statement on company's philosophy on code of governance.

2. Board of Directors(BOD):

* Composition and category of directors.
* Attendance of each director at the BOD meetings and the last Annual General Meeting.
* Number of other BODS or Board Committees he/she is a member or chairperson of.
* Number of BOD meetings held, dates on which held.

3. Audit Committee:

* Brief description of terms of reference.
* Composition, names of members and chairperson.
* Meetings of attendance during the year.

4. Remuneration committee:

* Brief description of terms of reference.
* Composition, names of members and chairperson.
* Attendance during the year.
* Remuneration policy.
* Details of remuneration to all the directors, as per format in main report.

5. Shareholders Committee:

* Name of non- executive director heading the committee.
* Name and designation of compliance officer.
* Number of shareholders compliance officer.
* Number of shareholders complaints received so far.
* Number not solved to the satisfaction of shareholders.
* Number of pending share transfer.

6. General Body Meetings:

* Location and time, where last Three Annual General Meetings held.
* Whether special resolutions were put through postal ballot last year, details of voting pattern.
* Person who conducted the postal ballot exercise.
* Procedure for postal ballot.

7. Disclosures:

* Disclosures on materially significant related party transactions i.e., transactions of the company of material nature, with its promoters, the directors, the management, their subsidiaries or relatives etc., that may have potential conflict with the interests of company at large.
* Details of non- compliance by the company penalties, structures imposed on the company by the stock exchange, SEBI or any statutory authority, on any matter related to capital markets, during the last three years.

8. Means of communication:

* Half yearly report sent to each household of shareholders.
* Quarterly results in which web site, where displayed.
* Where it also displays official news releases.
* The presentations made to institutional investors or to the analysts.

9. General shareholder information:

* Annual General meeting: Date, Time and Venue- Financial Calendar - Date of Book closure - Dividend payment date- Listing on stock exchanges - stock code - Market price data:- High low during each month in last financial year. Performance in comparison to broad based indices such as BSE Sensex, CRISIL Index, etc.,
* Registrar and Trade Agents: Share transfer system - Distribution of Share holding - dematerialization of shares and liquidity - Outstanding warrants or any convertible instruments, conversion date and likely impact on equity- Plant locations - address for correspondence.

Future of Corporate Governance:

Nowadays, more and more progressive companies are drawing and enforcing codes of conduct and accepting tougher accounting standards which are mandated by law. These tendencies would be further strengthened by a variety of forces like deregulation of economic reforms, disintermediation of financial sector reforms, institutionalization of capital markets, globalization of financial markets and tax reforms for block money transactions.

Change Management - The Horror of it All

The failure rate of all significant change initiatives is approximately 70%. A recent reader of an article on my website challenged me re the source of that often quoted statistic. Here is a brief summary of a cross section of sources that I sent her and that reveal the horror of it all...

A global survey conducted in 2008 by McKinsey and Company offered the insight that organisations could only hope to survive by constantly changing - but approximately two thirds of all change initiatives fail.

In a recent "Call for Papers" for the "Journal of Change Management" [for a special issue entitled "Why Does Change Fail and What Can We Do About It?"] Professor Bernard Burnes of Manchester Business School makes the observation that whilst this does seem to be an astonishingly high rate of failure, it is in line with most of the literature on change which consistently quotes failure rates of between 60% and 90% [Burnes, 2009]. For example, consultants Bain and Co claim the general failure rate is 70% but they indicate that it rises to 90% for culture change management programmes. And in relation to the failure rate of BPR initiatives, prevalent in the 1990s, Hammer and Champy [1993] claimed a failure rate of 70%.

According to "Research Findings on Program Failure and Success" by Patrick Morley, Ph.D. Chairman and CEO, "Man in the Mirror": "Two-thirds of Total Quality Management (TQM) programs fail, and reengineering initiatives fail 70% of the time [Senge, 1999]. Change initiatives crucial to organizational success fail 70% of the time [Miller, 2002]"

A "Computer Weekly" study [2003] on 421 IT projects revealed the following:

# 16% of all projects successfully completed [that is they were delivered in scope on time and on budget]
# 75% of all projects were "challenged" in the following ways:
# 35% behind schedule
# 59% over budget
# 54% under-delivered on planned scope

A survey conducted by the Standish Group [2003] showed that 66% of IT projects are either totally abandoned or fail against a measure of budget, scope, time or quality (i.e. 'challenged').

It has been estimated that the cost to US business of failing or abandoned IT projects runs into hundreds of billions of dollars.

Closer to home, the UK Labour government have wasted 26 billions of pounds on failed projects. An investigation by "The Independent" newspaper has found that the total cost of Labour's 10 most notorious IT failures is equivalent to more than half of the budget for Britain's schools in 2009.

The world of mergers and acquisitions fares little better. The "value enhancement trend for 10 years of KPMG International's MandA survey" shows that on average only 28% of mergers have resulted in enhanced shareholder value, whilst an average of 36% have led to a reduction in shareholder value. This value assessment is based on company share price movements relative to average industry sector movement during a two-year period.

In the film "Apocalypse Now", the anti-hero Colonel Kurtz mumbles through the closing sequences:

"...the horror...horror has a face...and you must make a friend of horror..."

Any impartial assessment of all of the main types of significant change initiatives reveals the sheer horror of the colossal human and financial wastage perpetrated by organisational and political leaders.

The knowledge of how to successfully lead and manage change is out there in the public domain in a growing body of easily accessible work.

So it must be an appalling combination of ignorance and arrogance that causes the organisational and political leaders who preside over this litany of costly failures to be so desperately under-prepared as they embark on further change initiatives without facing [let alone making a friend of] the horror of change failure.

Or, god help us, has the marginal rate of increase in change now largely overtaken many organisations' capacity to deal with it?