NewsX was recently joined by Arpan Dixit, Global head for Catfit, for an exclusive conversation as a part of its special series, NewsX A-List where he spoke about Catfit and its goals.
Taking about his journey, Arpan said, “So, when I was young I was you know someone who wanted to do something for the environment so that is where I went on to join the paper industry and once I joined the paper industry one thing led to another and I managed to reach, I was heading India in south east Asia for companies but at that point of time I realized whatever I was doing not going to change anything because I believe the paper industry has evolved, it has reached a position from where there’s not much to do in terms of technology or in terms of saving the environment because we’re already there you know supplying some of the finest recycled waste from across the world and then passing it over to the paper industry and that is when i realised that this is something that I need to close and move forward do something constructive which is beneficial to the people at the grass root levels and that is when I decided to actually join the unites nations and around the same period in 2016 when I was planning to join the united nations one of my very good friend and founder of cat Fit col. Rakesh Krishnan, he’s former special forces and he was heading the black cat hub in Calcutta for the energy.
Arpan further said, “He said if you go for the U.N what are you going to be doing? I said I’m going to do something and change something at the ground level I’ll do something for the people then why do you need to go to the U.N why can’t we stay back and do something here in India itself for the people I said yes that’s my long term goal he said then make it your short term goal and your medium-term goal and do that is how you know Cat Fit evolved and that is the idea behind CatFit wherein you know you go to the grassroots go and change the lives of the people so let’s say for example if you look at education, for example, there are 180000 students committing every year. Are we doing anything as a society or companies are we doing anything about it every day we’re great on news channels we read in newspapers but we really don’t do much so this was the first question that you know which had come to our mind and again in sports. So, I was a sports person col. Rakesh Krishnan was himself a sports person but really, we didn’t represent India in anything at all because there was nothing at the grassroots level for performance enhancement of students and catch them young, young meaning to say between the ages of 8 and 13 so that is how CatFit evolved and I said yes this is something I would want to be fine and that is how I got involved with CatFit and here we are”.
Speaking about how he got the idea and different aspects of the methodology, Mr Dixit said, “So, MAST evolved when CatFit was formed in 2017, MAST came into being this is a terminology that we coined and they realised that if we are going to be going to people and saying things like performance enhancement or psychological development we needed to have a keyword which people could relate to because every school, every college, every football cricket or a hockey team has a psychologist but what, how are we going to be different so that is when we got in touch with a psychologist from Air Force intelligence, from army intelligence we got onboard special forces officers we’ve gotten NSG officers and then we pulled all the resources together so that is how mast was formed so the idea behind this is to bring the best of breed from the special forces and the NSG and pass it over to sports education and the corporate sector. So this is four-fold it is the physical development is just one aspect second is psychological development third is mental toughness training and then lastly we’ve also the emotional quotient a lot of people you know they leave the emotional quotient aside but if you’re a sportsperson or a student or a business leader if you are emotionally not well then you’re not going be performing at your optimum level so the whole idea was to understand and see whether they had depression or stress or anxiety or peer pressure, identify what they actually have and once we’ve identified what they have then counsel them out of it so they can have you know a better performance in the given field”.
Speaking about the idea behind performance enhancement, Arpan said, “So, let’s take a sports person the ages of let’s say 8 to 18. Let’s take a student up to the ages of 8 to 18 or let’s say up to the age of 24. So sportsperson who’s trying to reach the national or international stage or a student who wants clear defense services exams or the civil services so our idea is to firstly give him or her a series of questionnaires, a psychological questionnaire developed by army intelligence and Air Force intelligence retried personnel working with us and identify which of the core issues there are lacking and then post that we see what are the levels of coping with adversity, can they handle the adversity what are the resilience levels so once we’ve identified where they are lacking so let’s say somebody is strong on resilience but his adversity quotient is not that strong so we train them on that particular and then we’ve got people who are TEDx speakers international George talk speakers, mental toughness trainers you know motivational coaches that come and they speak to the person than the last but not the least psychologist who comes to the people into training them where they want to be. It’s a four-fold approach”.
Speaking about the structure of the existing programs, Arpan said, “As far as survival training is concerned, we’ve got camps in Uttarakhand which are right in the middle of a jungle. Let’s say a team is coming or an individual sportsperson or a school team or even students for that matter, we will be teaching them how to actually survive in real-life scenarios, if and when they happen to be in the middle of it. So, we’ve got special forces and energy retired personnel who will be there and they will be guiding them on how to survive in the jungle or how to survive if you’re being harassed, or physically molested, or even kidnapped for that matter. Anything that has to do with you getting cornered in someplace and the methodology to get out of it given the resources that you have. Now, somebody who’s 9-11 years old, you can’t expect that student or person to be fighting with big people but you can still get out of that situation, so that is survival training. As far as sports, the second topic is concerned, we’ve got camps that we’ve associated with very big firms in Barcelona and Spain, we’ve got one in Kathmandu, one in Bhutan. Within India, we’ve got one in Rajasthan, in Kerela as well as Uttarakhand, where we take these sports teams or persons to our camps and do a complete overhauling of the mind, the physique of a person. So, overall I think we need to understand the flaws of the person since all of us have flaws. Some of us may have mental flaws, emotional flaws or physiological flaws and then identify the flaw, build on it so that the person can move to the next level”.
Talking about the future goal and plans, Mr Dixit said, “In 2019, we tied up with ‘Beto bachao, beti padhao’, one of the pilot projects of the Indian government. We went into Uttarakhand, to begin with, and we started training people in trauma management, CPR and first aid, self-defence. Now what we’ve realised is, there are almost 180,000 people who die in road accidents every year, this a government figure. 2 million people losing limbs or hospitalised for various things, as far as accidents are concerned. Our plan is to teach every school kid trauma management, CPR and first aid to begin with so that if someone in their family is suffering from a heart attack, or there’s been a road accident, fire, drowning or snake bite incident, the children can be the first responders. Once the children are the first responders, the next generation that comes to the third generation that comes, they will be in a position to help their families and also the ones they see are facing some sort of problem so that is one aspect. Second is a self- defence where we’ve got energy and black cat commandos and Special forces commandos who go from school to school, corporate to corporate and teaching women and children military self-defence. It is self-defence taught by the special forces and is something new we have tried and is working for us so far. Lastly, children committing suicide and going through depression, stress and anxiety. So these are the primary projects and we want to provide everyone with the best best grade mental toughness training and ensure that the children can get skilled training which will transform their lives in the long run”.
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WE ARE FOCUSED ON HELPING THE HELPLESS AND FEEDING THE NEEDY: ARIDAMAN RATHORE & AANJNEYA SINGH
Aridaman Singh Rathore, Founder, Act Jaipur and Aanjneya Singh, Member, Act Jaipur joined NewsX’s special series, NewsX India A-list and spoke about how social media became a valuable tool in making their aim a fortunate reality.
Covid-19 was an unprecedented disaster that wreaked havoc on the world and is still at its prime momentum. Humanity is being tested daily, and some warriors are holding up its sanctity with valour and pride. NewsX’s special series, NewsX India A-list, aims at acknowledging such warriors. Aridaman Singh Rathore, Founder, Act Jaipur and Aanjneya Singh, Member, Act Jaipur, participated in the special series for their excellence in social work.
Introducing the concept behind this initiative and how it all came together, Aridaman said, “It was nothing but friend and family coming together to do their bit.” Driven by the feeling of helplessness and witnessing the Covid-19 pandemic exploding onto our country, he added, “We are focused on helping the helpless and feeding the needy. Even people with a good job profile who got laid off are suffering, and we came to their aid as well.”
Aanjneya Singh, who has been working in New York for six years, came to India for holidays and couldn’t go back due to the lockdown restrictions. Explaining how he came to be a part of this noble initiative, he said, “Actions speak louder than words. We had the resources and the network, so helping people in need was our responsibility.” Aanjneya also mentioned how donations from across Europe and New York, through his contacts, have been beneficial in propelling social aid.
Both the individuals spoke about how social media became a valuable tool in making their aim a fortunate reality. Aridaman connected with his cousins and friends over a WhatsApp group and started their page on Instagram. Social Media proved to be immensely helpful in propagating the idea further.
Throwing light on the reach and expansion of ‘Act’, Aridaman said, “Our initial goal was distributing 10,000 food packets. Today, we have distributed 23,791 meals, and are projecting close to 50,000 packets by mid-June.” Reiterating the importance of social media in times of the pandemic, Aridaman talked about the ease with which people with similar aim and equal drive connected with Act on Instagram. The platforms also facilitated their networking with several NGOs. One such NGO is ‘Raksha’. In collaboration with Raksha, Act Jaipur also fed stray animals and has expanded to distributing dry ration in slums.
“We wanted people to act out. We had had enough of just talking, it’s time to act now. We wanted people to realise the power of Social Media and reach out to the needy in such trying times,” said Aridaman while enlightening about the name of their initiative. He said that they want to do as much as they can in their limited capacity and are unwilling to stop until they achieve it. Aanjneya echoed Aridaman’s thought and said, “Doing something is always more beneficial than just speaking up.”
Humanity is facing a crisis, and initiatives like Act Jaipur gives people hope and a dose of positivity which is the need of the hour (after a dose of the vaccine). Ending the interview on a hopeful note, Aridaman said, “No amount is less, and no effort is lost.”
WHAT OTHER STATES CAN LEARN FROM MP IN DEALING WITH COVID-19
The worst ever pandemic, Covid-19 has affected the mankind world over, almost every country was caught unaware and unprepared. The gravity and severity of the pandemic were very much visible over time. It affected almost every aspect of human life including health, economy, development, and growth. It all came to a halt. The scientists, doctors, government, and the common man didn’t know what had hit them.
The worst situation the country ever faced after independence — the leadership and the common man didn’t know what had hit them and didn’t know how to deal with it and what to do. Everyone including scientists, doctors and researchers tried their level best to find a way out to deal with this dragon of the pandemic.
Though at the national level, Prime Minister Narendra Modi took the charge of the affairs and in Madhya Pradesh, Chief Minister Shivraj Singh Chouhan took the bull by the horns. So what made Madhya Pradesh different from other states in dealing with this pandemic is the Chief Minister taking the charge directly to control the scenario before it could get worse by taking adequate steps. This helped to not only control the pandemic but fight it and try to finish it. The fallout was much less than the anticipated one, damage to the economy and people were within control.
It was precisely because of the leadership of Shivraj Singh Chouhan, owing to his vast experience, know-how of the state, people, flora and fauna, as well as his vision and long term measures, nipped the problem in the bud itself and stopped it from blooming.
Whether it was managing the affairs at the state level, inter-state level, or national level, he was at his best, using all his resources in dealing with the pandemic.
Shivraj Singh Chouhan saw to it that the necessary medicines were made available besides providing oxygen and medical equipment, availability of beds to the needy ones on the one side and on the other side, making a team of dedicated officers to ensure the availability of necessary medicines that are not overpriced, keep a check on black marketing, hoarding etc. Also he ensured to check the supply of genuine medicines and lifesaving drugs, all these were made available timely to the patients at reasonable prices.
Shivraj Singh Chouhan’s way of dealing with the situation was lauded by the Prime Minister and other states were asked to replicate the Madhya Pradesh model especially in dealing with the pandemic in rural areas.
Whether it was dealing with the problem of migrant labourers, farmers, and agriculture-related issues, and getting the right prices to the farmers for their produce, the Chief Minister excelled in everything.
In this time of distress, his government made special policies for helping street vendors. Apart from this, taking the responsibility of the orphan children whose parents have died in the traumatic situation, Shivraj Singh Chouhan set an example, which was later on replicated by the Centre and other states also.
The Chief Minister, on regular basis, tried to get community feedback from various sources. He invited suggestions from every quarter of the society before framing any policy or taking any important decision. Involving public participation was the key to his success. On important issues, he didn’t shy away from taking advice from leaders of opposition and taking their help in case of need.
At the national level also, due to his vast experience and long stint, he was in regular touch with several Union Ministers in case of any help the state government needed be it the Union Railway Minister, for running Oxygen Express to various destinations of the state, or talking to Union Health Minister for the supply of necessary medicines, medical equipment, masks, oxygen concentrators etc. in time of need, or asking the Union Commerce and Industry Minister to open oxygen plants for various places in the state.
In case of severity, Shivraj Singh Chouhan didn’t even hitch in requesting the Prime Minister Narendra Modi and Home Minister Amit Shah for timely release of necessary funds under various schemes to cope up with the dreaded situation. He didn’t shy away in asking for help from Chief Ministers of other states for helping the migrants from Madhya Pradesh stuck in their states. Meanwhile, Shivraj Singh Chouhan also helped the migrants from other states stuck in Madhya Pradesh. He took full care of them and ensured their safe return to their native places.
Shivraj Singh Chouhan is is the real son of the soil. In the state, he decentralised the powers to the ground level and made all district magistrates act and take quick decision, and in case of fatality, were answerable also.
Shivraj Singh Chouhan held regular meetings with the health and district officials and that helped him to get the right feedback and act accordingly as per need. It was this approach that all the districts of the states are out of the red zone and the state has begun with the unlocking process from 1 June onwards. It is his confidence, grit, and zeal to work for the people of the state to move forward with confidence and courage that worked wonders for Madhya Pradesh in fighting with Covid-19 pandemic.
The writer is Joint Director (P.R.), New Delhi, Government of Madhya Pradesh.
The Greek connection of the pandemic and more
When the world is looking for politically-correct nomenclature and yearning for a medical utopia in which everyone is protected from the pandemic, ancient Greece is as good a place as any to start looking for beginnings of ideas and experiences that preoccupy us today.
One of the latest developments in the year and a half old pandemic has been nomenclatural. On 31 May 2021, the WHO rechristened Covid virus variants of interest after the first four Greek letters — alpha, beta, gamma, and delta. The Greek alphabet is the major contributor to English, but even in original, it occupies an important and euphonious place in domain-specific jargons, popping up in unlikeliest places. The Phi Beta Kappa Society, active since 1776, has 290 chapters in the US. Leaders of social groups are called alphas, betas, and omegas, in the order of dominance, based on research originally conducted on wolves in captivity. Software development goes through beta testing. We sleep wrapped up in alpha, beta, gamma, delta, and theta waves. Some unconscious patients end up in an alpha coma. Theta captures the decline in the value of a stock option over time. The Riemann Zeta function is used to study the properties of prime numbers. Lambda has come to stand for gay liberation, besides dozens of others meanings in as many disciplines. The examples can be multiplied almost without end. If Greek enrichment of jargon is diverse and wide-ranging, Greek contributions to ideas and culture are encyclopaedic.
To ancient Greeks, we also owe the idea of Polis. Poleis were nascent city-states established in ancient Greece over two millennia ago. The Covid-19 pandemic, already a year and a half old, has germinated a new aspiration among people across the world- to acquire as quickly as possible membership of a polis that might be called Immuno-polis. It is the virtual, global, and utopian community of those who have developed immunity to the SARS-CoV-2. Some have become its unwilling members by contracting the disease and developing antibodies against severe future attacks. Others are members by vaccination. The remainders, still a majority of people, await membership after getting their shots. Fears that they might be expelled from the protective borders of Immuno-polis by emerging strains have largely proved unfounded. Immunopolitans will continue to enjoy most of their privileges with the existing vaccines, with more on the way. From polis have arisen Metropolis, Cosmopolis, Necropolis, as well as the above-mentioned Immuno-polis. When herd immunity is achieved, benefits of this imaginary community would be available to all, even those who haven’t suffered from the disease or received a vaccine; we would all end up living in a Utopia.
Utopia, or an ideal community, is also a Greek idea, though morphed. In most intellectual histories, coinage of the word is attributed to Sir Thomas More (1474-1535) by whose work of the same name we know him best. However, he was only the efficient cause of neologism, as Aristotle might have put it. More seems to have got the word while translating the works of Greek satirist Lucian, whose True History, a compilation of events that never happened, is based in outopia, meaning ‘no place’. From this root, and ‘eutopia’, meaning a good place, More invented a pun, Utopia. Today we think of Utopia as goodness incarnate in a state. But More’s Utopia is dysfunctional, what we would now call a dystopia.
This is not merely a linguistic quibble. The idea of a flawless state, and by implication, a flawed one, was Greek before Lucian got going. Plato, and Aristotle after him, assumed an idealised political entity of which all earthly republics and entities were imperfect forms and corruptions. The thread was picked up by Polybius and Cicero in ancient Rome after the disintegration of the Greek city-states. With the spread of Christianity, Augustine of Hippo and several centuries after him, St. Thomas Aquinas developed the idea in the context of a Christianising Western Europe and Italy. Plagues that wracked the medieval world contributed to a concrete concept of the opposite of Utopia. Ideal communities and their debased variants have been imagined, written about, and romanticised and demonised at all times and in all cultures. Dystopian writers today are respected distant descendants of Old Testament writers and Dante, whose descriptions of hell were alarming enough for his native Florence to drive him to seek the protection of Verona. Perhaps the greatest 20th-century creator of dystopias, Eric Arthur Blair, aka George Orwell, was at home in the Greek language. Writing a decade before Orwell, Aldous Huxley, in his Brave New World (1932), ordered his imaginary casteist society from alpha at the top to epsilon at the bottom.
If renaming the variants of the SARS-CoV-2 virus after letters of the Greek alphabet and ideal imaginary communities has ancient Greek roots, so is one of the earliest descriptions of epidemics and plagues. Hippocrates, the great physician of Greek Antiquity (460-370 BC), was perhaps the first to define endemics and epidemics. His pre-modern theory of humour continues to inform several enclaves of alternate medicine. Thucydides, the greatest among ancient historians and chronicler par excellence of The Peloponnesian War (431-404 BC), describes the Athenian plague in the second year of the war, a contagion he contracted and survived. ‘At the beginning, the doctors were quite incapable of treating the disease because of their ignorance of the right methods. Mortality among the doctors was the highest of all, since they come more frequently in contact with the sick’, he writes. He goes on: ‘Some died in neglect, some despite every possible care being taken of them, what did good in some cases did harm in others. Those with naturally strong constitutions were no better able than the weak to resist the disease’. There were crises of faith, disorganised funerals, overwhelmed public facilities, changed attitude towards wealth and leisure and much else that sounds familiar in these times. What now and what next were as pressing questions then as they are now. When the world is looking for politically correct nomenclature and yearning for a medical utopia in which everyone is protected from the pandemic, ancient Greece is as good a place as any to start looking for beginnings of ideas and experiences that preoccupy us today.
The writer is a physician and a civil servant in India.
Need for family offices to work together under a co-investment structure: Jahnavi Kumari Mewar
Jahnavi Kumari Mewar recently joined NewsX for an exclusive conversation as part of NewsX India A-List. In the exclusive conversation, she spoke to us about her business firm along with insights on internationalism, effective global governance practices and the way forward for the post-Covid world.
Jahnavi commenced her talk by speaking about the creation of Auctus Fora and its uniqueness. She said “Auctus fora was born with a need to work with family offices (preferably) without a fund structure in place. If I take a small step back, I initially worked for JP Morgan from where I decided to set up a boutique investment bank and as that business developed and progressed, I had developed very meaningful relationships with family offices globally. We found that there was significant need for family offices to work together under a co-investment structure rather than that of a fund. Moving on we decided to set-up a co-investment platform, entirety focused on private acuity and private structure credit working with family offices globally. It’s a unique model because we work on ‘reverse origination methodology’ developed in 2011. We use this methodology to make investment decisions and direct our investment philosophy.”
When asked about how pandemic months have been for her and her firm, she responded “I think based on facts that firstly we are directed to asset. Number 2, we don’t do listed securities and are a private acuity focused and private structure credit which organically give you a lot more control over your investment decisions. I am very rigid when it comes to investment decision making process. For example – we’ll never chase dues or get into a bidding war as I believe that if you get your buying price wrong then you already made a big mistake in terms of capital allocation and investment process. In such disruptive times when others have faced upheavals, we have ramped up because of our decent decision making. Based on that what we have done over the past 15 months is that the assets which we felt will continue to give long term returns and are relatively resilient to the disruptions caused by global pandemic and lockdown, we have reinvested capital or added additional capital into those assets and portfolios. So, at a macro level we have reinvested capital into our portfolios and at micro level, into select asset portfolios. I mean not to say that we haven’t felt pain but we have been more resilient.”
Explaining the post-Covid global economic changes, she expressed “What we are seeing globally is unprecedented crisis for which a lot of nations have lacked institutional memory because they have never experienced something like this before. In the absence of institutional memory there is institutional unpreparedness. I think that responsibility and accountability of this crisis doesn’t solely sit with the current government because there has been decades of under-investment in the public healthcare infrastructure. Instead the present government has put concentrated efforts towards formulating new public policies. It is my personal opinion that unfortunately the government lacks sophistication in its policy making. Therefore they come across significant opposition to their policies.”
When it comes to changing global supply chains, Jahnavi described “let’s look at global supply chains from both political and economic perspectives. Politically speaking, we have fallen short on collective action and there has been a crisis of global governance. Supply chains and global governance can work hand in hand. A good small scale example is of QUAD members who have been working together and have been multilaterally more effective. So when we talk of re – engineering global supply chains, we have to look at from the perspective that are we going to create an incentivising engagement that affects better global governance practices.”
Lastly speaking about the importance of institutions like QUAD as representative of the changed world over institutions like UN and WHO, she said “QUAD is a great example of a force for global good. WHO has been less effective than QUAD as it has been dispersing contradictory information globally, it along with UN have failed to garner collective action for a global solution to the pandemic. QUAD is representation of way forward. We need to re-engineer a pragmatic form of internationalism which meets the needs for today and future.”
‘Lasting impact will come from an aware and educated community’: Sanjana Sanghi & Sudarshan Suchi
COVID-warriors, a term which in the pandemic year, has given many, power to fight the unseen enemy, i.e, the novel coronavirus, and many, the drive and motivation to step up and contribute to society. Unlike the front-line warriors such as doctors, nurses, police, and the medical staff, the COVID-warriors can be anyone who feels that humanity needs to be kept alive and robust at tough times like these. NewsX’s special series, NewsX A-List, proudly hosted two such warriors. Save The Children is an organisation that focuses on dealing with the plight of the children in the pandemic. Sanjana Sanghi, a well-known actress, and Sudarshan Suchi, the CEO of Save The Children, are working vehemently for this noble cause.
Sanjana Sanghi, on the motivation and drive to work with the organisation, said, “I have been working with children in the areas of education and empowerment since I was a student at Delhi University in 2014. I saw people coming up with various resources to help each other during the pandemic, but the scenario was seen only in the cities. The remote areas and the hinterlands were being neglected, not consciously, but by how things were panning out. Save The Children are doing an incredible work where they tap into aspects that people don’t even know exist.”
Sudarshan Suchi, CEO, Save The Children, elaborating on how the pandemic is impacting children, said, “The list runs long. Even though the disease, in particular, did not impact the children, but everything around it has hit them. Whatever could go wrong is going wrong with vulnerable children – who live on the brink of society – their caregivers are weak in terms of livelihood, security, and network. Child safeguarding became a big issue. The school was a big source of nutrition through the mid-day meal is no longer functional.” Sudarshan also highlighted the lack of space for the children living in slum areas who cannot follow the social distancing norms, even if they want to. He gave an example of a girl from Kolkata whose parents got infected, and the only idea of quarantine was that the whole family had to move out. “The whole family started getting ostracized due to the lack of basic facilities like water,” said Mr. Suchi.
Explaining the mechanism of their organisation, Sudarshan said, “Our efforts have been three-fold. Firstly, we try to be aware of any kind of distress calls from our community mobilisers and others. We ensure that they get safe health care. Secondly, we have been working with communities to build their capacities around the knowledge of COVID and hygiene. Thirdly, we are also focusing on the continuity of nutrition and education of the children who are not able to cope up with this extraordinary situation.” The digital gap is glaring and worrying since everything has switched to online. Save The Children is working against reducing this digital gap. “I would rate the time and engagement with the children far higher than any support,” he added.
Sanjana is also working very passionately with the organisation at the forefront. Stressing on the need for education for children, she said, “The effects of the pandemic are both short-term and long-term. The long-term effects of the pandemic will impact the nation at large. The children’s right to personality development, sense of self, dignity, and the right to learn is being taken away from them due to lack of infrastructure. To interweave digital learning into the learning process in such areas is a huge challenge. We are especially focusing on the girl-child as they experience greater neglect.” Sanjana has been associated with such works “deeply.” Starting from a teacher volunteer in a small NGO, she realised the value of her education for hundreds of underprivileged children. “Being a nerd also helped me realise the importance of education,” she said. She has been associated with multiple organisations in the past.
Sudarshan Sanghi appreciated the efforts made by Sanjana and told how she chased the organisation to play the right-front role for the cause, unlike other public figures who the organisations run behind to get more reach. Discussing his aspiration from the road ahead and the future of India, he said, “Ultimately lasting impact will come from an aware and educated community. We are focusing on helping the government help deliver help efficiently. We are also building a team of pediatricians who can deconstruct the implication of pandemic on children and get insights on how to take care of them.” Mr. Sanghi ended with discussing a three-prone approach which involved short-term – Survival, middle-term – Education and Continuity, and long-term – Future Employment and preparing children for the changes. He also stated that across all dimensions and one of the top agendas is Mental Health of the Children.
‘People are more aware of the quality of products after Covid’: Ashish Khandelwal
Ashish Khandelwal joined NewsX for an exclusive conversation this week for its special segment NewsX India A-List. Speaking about the company, Mr. Ashish spoke about how the company was formed in 1999 and was made by his forefathers. Having been the business for the past 75 years, Bl Agro Industries Limited has created a niche for itself.
When asked about the reason behind the entry into kitchen ready products, he said, “Basically for diversification, we started it. We are doing distribution and all the customers and retailers ask for quality products. So we decided why not move forward with diversification and move into food products.”
Talking about the response gained for the product, he said, “Just after the launch, Covid-19 started. It started in January, 2020. The journey has not been very long. We faced lockdown. Moving forward, we will hit our targets.” After Covid hit, kitchen ready products became one of the most searched productions and most of the people started exploring various option. Talking about this, he said,“We got a good push in delivery because of this. Otherwise, a new product introduction during lockdown would have been tough.”
When asked about the existing market and new markets in India, he said, “Right now, we are in northern parts like Delhi, Uttar Pradesh, Haryana, Uttaranchal, Bihar, etc. and we are permanent here. In a couple of months, we are moving to the South.” Stressing on the company’s new marketing strategy, he added, “We are always after distribution. We try to maintain relations with distributors. So, companies provide all sales staff and everything. The sales staff gathers all the market reports and demands and then we work on it. The more prominent and convenient strategy is retailing nowadays because nobody is moving out and going to market and all. Today, Covid problem is for retailers to move out. So we are trying to maintain our market. We recently started our online portal. Soon it will be fully functional.”
Most people are used to bigger platforms like Amazon but small companies have also curated their apps, which shows whatever product available. Bl Agro Industries Limited has the same plan. He says, “Definitely, we are launching an app. We will be available side-by-side with the sites and all. From the first of July, we are trying to fulfil the desire of the customers.”
“We are thinking about expansion typically in pulses, flowers and all. In India, it has not been innovated. There are not many innovations and all. So we have tried to introduce some machines and all. Right now, we are grinding it with the stone mill which was modernized and from Austria. We have started vacuum packaging of pulses and food items. Nobody in India does vacuum packs for pulses. Similarly, we try to procure more specific machines and all and try to give more flavours and more specific aromas and the best quality we can provide,” he added.
Ashish expressed, “After Covid, people are more aware of the quality of products. They are more concerned about the quality. So we are trying to produce good and better things today. We don’t have such competitions and we are focusing on Indian pulses.” When asked about organic chains, he said, “Right now, we are not planning for organic because organic has lost its quality as every brand is producing organic products. Specifically, we don’t have any tests for organic. That is the problem when we say organic, it needs a specific amount of time. It takes 7 years for an organic crop to come and is financially not feasible.”
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The young royal dedicated to the heritage of Jaipur