‘’Companies with women in top leadership positions are more financially successful than companies run by men’’

At least, that’s the lesson implicit in a November 2015 report from MSCI, a New York City-based research-based index and analytics firm. Companies with “strong female leadership” generated an average return on equity of 10.1 percent per year, compared to an average of 7.4 percent for those without top women leaders.

 

The study, which examined more than 4,200 companies between December 2009 and August 2015, is in sync with a September 2014 report from Credit Suisse that also found a link between companies with more female executives and higher returns on equity—as well as higher valuations, stronger stock performance and higher payouts of dividends.

 

The Credit Suisse report was based on a database that tracks the gender mix of about 28,000 executives at 3,000 companies in 40 countries. Diana Bilimoria, KeyBank Professor and Chair of Organizational Behavior at Case Western Reserve University’s Weatherhead School of Management, isn’t surprised. “Our organizations need women leaders,” she said. Ample research, she added, “shows a correlation between the presence of women in top governance and leadership roles and organizational performance, philanthropy, and corporate social responsibility.

 

Research indicates that women leaders use more transformational leadership styles and are more communal—that is, concerned about developing and supporting individual employees and the team,” she said. “These are the elements of being a more-inclusive leader.” Despite evidence that having more female leaders is a recipe for business success, female CEOs are still in the minority. According to Boardroom Insiders, a San Francisco company that maintains a database of in-depth profiles of C-level executives, only 19 of the Fortune 500 CEOs (3.8 percent) in 2015 were women. Other Fortune 500 C-suite positions have a greater percentage of women, including chief financial officers (10 percent) and chief information officers (16 percent), but women are still, by far, the minority in these leadership positions.

 

“We are making progress, but it is slow,” Bilimoria said. “At the current rate of progress, it will take a very long time—literally decades—before equity is achieved. The reasons for this slow change are complex and involve societal, organizational, interpersonal and individual reasons.”

 

Source :-   Society for HR Management(Mumbai)

Date    :-   11th  January,2016

Career trends in 2016

Make the trends work for you this year, says Devashish Chakravarty

2015 had started off on a high with Indian industry displaying confidence in the economy and hiring strongly for growth. Then in the second half, India and the world reacted negatively to a massive Chinese stock market crash. Simultaneously, investments in start-ups dried up, making 2015 a mixed year for professionals. Since Indian economic fundamentals did not change substantially, there is enough excitement for your career in 2016. Here is how you can make the most of the ongoing career trends.

Gen Z is in:

Gen Z or post millennials-people born in the mid-90s onwards–are currently joining the workforce and in the next 10 years, will become the largest segment of employees in India. This generation has huge exposure to technology having grown up with the proliferation of Internet and smartphones. Chances are that your next fresher hire has spent more time on her computer and cell phone than in watching television. Prepare for a huge change in workplace environment. Online shopping, wearable tech, digital money, constant beeping mobiles and a pursuit of job satisfaction over salaries by co-workers may challenge and push your personal boundaries. Accept the cultural shift and learn to engage colleagues in work that excites them while expecting contributions to your team through their mastery over technology and change.

30s are back in fashion:

After a period of exuberance in job markets when demand outstripped supply of employees, there was a rush to hire freshers for increasingly senior roles. It seemed the market was celebrating youth over experience. However, as the demand-supply gap reduced, salaries rationalised and focus shifted to lateral hiring. So, if you are in your 30s and looking for a period of consistency in your career in order to start a family and pay off home loan EMIs, this is an excellent time to seek a great new role. Employers are looking for your combination of experience and professionalism along with the high energy level that you bring. The fact that you are seeking steady growth and are unlikely to change jobs every few months makes you especially attractive.

One year sw-ITCH:

Seeking a job for a lifetime went out of the window in the early 1990s and the average tenure at a current job reduced dramatically over the years. In the early 21st century, the average tenure was down to 5 years and a decade later, job switches every 2-3 years became the norm. Last year, the job market saw a small but quickly growing segment of professionals primarily in IT and sales who were looking out for new roles within a year. This trend will accelerate in 2016 as new companies proliferate and poach candidates from the competition. Meanwhile, employers should get used to hiring people who had shorter tenures in past roles. So if you find your current role is not matching your expectations and are confident of your abilities, go ahead and switch jobs in months without worrying about the impact on your resume.

Employer yoga:

Firms are increasingly flexible in how they engage with their workforce and that is good news in case you have unique needs, are looking for additional income or have personal commitments. More employers are getting comfortable with you working part-time or from home, as a temporary hire or intern and even on a short-term gig to fill urgent talent gaps. The fastest route into a new job in 2016 will be through references within the firm since it saves screening time. Even returning to your last employer is an option, since they see value in welcoming `boomerang’ employees. Once you join, you may find that scheduled performance reviews have been scrapped in favour on ongoing conversation regarding performance and delivery. So seek to continuously engage with your manager for faster growth. Of course, do not expect astronomical salary hikes until you join and prove yourself.

Automation, analytics and mobility:

With greater pressure to deliver results and growth without increasing costs, companies are automating routine activities and using analytics in decision-making. Unless you are in a high-skilled role, you will find lesser people on your team being asked to deliver the same or better results using technology. Get ready to embrace role mobility and regular change in work profiles as a whole bunch of old jobs, skills and even decision making techniques become redundant and make way for new roles that did not exist a few years or even a few months back. The alternative is to become and remain highly skilled in areas where entry barrier or effort is high.

Glamour no more:

In the last few years, entrepreneurship and start-ups ceased to be dirty words and became glamorous. 2015-2016 is the period when start-ups are shedding their glamour tag, exiting the ramp and becoming mainstream. Working at a start-up is passé and talking about your job does not generate much excitement amongst peers. In 2016, if you are considering working at a start-up or exiting start-ups to work in mainstream firms, your decision criteria should be the same. Choose from options based on your preference for the role, probable career path and your comfort with the risks that you are taking in return for the financial rewards.

Getting fired is a non-event:

Both large companies and start-ups made news headlines in 2015 when the former laid off employees in thousands to cut costs or the latter shut shop for lack of cash. Many others downsized quietly to increase efficiency and survive in hyper competitive markets. With so many people getting pink slips, getting fired is no more a dirty word. If you come into the firing line, invest your energies in reaching out to hundreds of companies that are hiring for attrition or growth.

 

Source: The Economic Times (Mumbai).

Date: 11th January, 2016.

Bajaj Cap Looks to Sell 49%; Global Insurers, PEs Evince Interest

Co, which is looking at a valuation of Rs. 1,200 crore, hires Avendus Capital to scout for buyers; former MD of PNB MetLife too keen on buying stake

Bajaj Capital, a Delhi based investment services company, is looking to sell 49% of its stake, and has mandated Avendus Capital to scout for buyers. Some global insurance companies and private equity investors have shown interest in Bajaj Capital which is valued . 1,200 crore.at about ` “Bajaj Capital has hired Avendus Capital to look for buyers for its 49% stake,“ said two persons in the know of things. “The company is looking at a valuation of close to . 1,200 crore.“

` The Insurance Amendment Act has brought insurance intermediaries under the same FDI ambit as insurance companies. The Act allows foreign direct investment of up to 49% in insurance companies and intermediaries.

Many private equity investors, including global insurance companies, have expressed interest in buying stake in the company. Rajesh Relan, former managing director of PNB MetLife, is also in talks to acquire stake in the company. “It is a live mandate for me, so I cannot divulge any further information,“ said an Avendus Capital executive. Bajaj Capital said it does not want to comment on the story.

The stake is being sold in the group company which has other ventures like Bajaj Capital Insurance Broking, an IRDA-licensed Composite Insurance Broker; Just Trade Securities Limited, member of NSE and BSE; and Bajaj Capital Investment Centre Limited, which facilitates realty solutions. The company serves over 10 lakh customers and has over 120 offices spread across 70 cities in India.

The government raised foreign direct investment limit in insurance o 49% from 26% after debating over t for six years.

The industry has been waiting for higher FDI in insurance to grow and increase penetration. Foreign promoters have increased stake post amendment in almost seven companies, including life and general insurance. After the limits were raised, Canadian firm Fairfax had raised stake in IIFL Holding Company which has interest in insurance distribution.

Source: Economic Times

Date: 8th January 2016

Pushan Mahapatra new MD, CEO of SBI General Insurance

Private sector non-life insurance firm SBI General Insurance has appointed Pushan Mahapatra as its new managing director and chief executive officer.

SBI General Insurance is a joint venture between State Bank of India and Insurance Australia Group and the post was vacated after Bhaskar J Sarma retired on December 31, 2015.

Mahapatra, who took over the reins on January 1, has been associated with the company since July 2014 as General Manager and Chief Operating Officer.

“At present, the insurance industry is undergoing a transformation in terms of capital inflow, digitalisation and risk modelling. It will be exciting to see how we can tap these opportunities to ensure the continued growth of the sector,” Mahapatra told PTI.

He will head the company’s growth across State Bank of India’s network of 19,000 branches, SBI General Insurance’s 90 branches and an additional network of 350+satellite branches.

The company’s gross written premium grew by 28 per cent as on November 30, 2015 at Rs. 1,153 crore from Rs. 899.5 crore a year ago, which was more than the industry growth of 12.3 per cent during the period.

 

Source: Asia Insurance Post

Date: 6th January 2016

Survey: Employers Using Social Media to Find Passive

The No.1 reason employers engage in recruiting on social media channels is to attract potential candidates not yet looking for a new job, according to new research from the Society for Human Resource Management (SHRM).

About eight in 10 HR professionals (82 percent) said recruiting passive job candidates is the primary reason their organizations use social media for recruitment. Increasing employer brand and recognition (77 percent), and targeting job candidates with a specific set of skills (71 percent) were also top reasons given.

The SHRM survey “Using Social Media for Talent Acquisition—Recruitment and Screening,” released Jan. 7, found that recruiting via social media is growing, with 84 percent of organizations using it currently and an additional 9 percent planning to use it. In 2011, only 56 percent used social media for recruitment.

For most organizations (81 percent), social media is one of several recruiting tools used; only 5 percent said it is their primary recruiting tool.

The survey was fielded in late 2015 with 410 responses from HR professionals with the job function of employment or recruitment.

“Searching for passive candidates is one of the keys to social recruiting, especially in trying to find niche candidates,” said Jeffery Giesener, CEO and founder of SourceMob, a social recruiting company based in Minneapolis. “Using social geolocation tools is great for these efforts. From my perspective, additionally, I see social recruiting as being so much broader. Today, with social being on mobile and with over 4 billion global profiles the appeal is so much broader and reaches all demographics.”

The findings square with what Craig Fisher, head of employer brand at software firm CA Technologies and CEO of TalentNet, a social business strategy firm, has seen on the market. He found respondents’ No. 3 reason for recruiting on social media—being able to target candidates with specific skill sets—especially telling.

“With the ability to target social media advertising to very specific groups of people, [social media] is fast becoming one of the go-to methods for sourcing and talent attraction,” he said.

But Fisher added that employers need to “keep good content flowing that is helpful to their social communities and avoid just ‘asking’ all the time, so that when candidates see these ads and check out the company, they see a helpful resource and interesting culture.”

One-third of organizations have taken steps to leverage mobile recruiting and target smartphone users, according to the report. Most commonly, organizations have optimized their careers website (39 percent), job postings (36 percent) and application process (36 percent) for mobile users.

Survey highlights include:

  • LinkedIn is the most used (cited by 96 percent of respondents) and considered the most effective (73 percent) social media site for recruiting. Facebook (66 percent) and Twitter (53 percent) are gaining in popularity, however.
  • Small organizations (under 99 employees) are more likely to recruit using professional or association networking sites, while very large organizations (over 25,000 employees) are more likely to recruit using YouTube.
  • Most organizations (89 percent) use social media to post job advertisements, and three-quarters use it to contact candidates.
  • The majority of organizations use social media to recruit managers (82 percent) and other salaried employees (87 percent), and recruitment of hourly employees via social media is increasing (55 percent).
  • Concerns about legal risks and discovering information about protected characteristics, and not having enough time, tied (46 percent of respondents chose each) as the top reason given for not using social media for recruiting.

“There is certainly a concern about discovering protected candidate information online,” Fisher said. “But we have to keep in mind that anything that is public information is fair game in researching prospective candidates. When those candidates become applicants, the rules change a bit.” Anything seen on a candidate’s Facebook page, for example, can never be unseen, but “you just can’t use that information in consideration of employment if it is a protected characteristic,” he said.

The biggest challenge in using social media for recruitment is getting started, said Evren Esen, director of survey research at SHRM. “It can seem intimidating and time consuming in the beginning, but just like with any technology, once you get used to it, it can become a huge advantage.”

Esen advised setting up profiles on social networking sites related to your industry, and using LinkedIn to join discussions and groups that showcase what your organization is working on. “Pepper the discussions with information about the culture at your organization. Over time you will build a following,” she said.

 

Source: SHRM

Date: 7-01-2016

Insurance firms launch consumer awareness drive

Insurance firms launch consumer awareness drive

Social media also plays a crucial role in awareness, since smart-phones have made access to internet more convenient

Insurance companies are now taking a slew of steps to promote the concept of insurance among the public. These include awareness campaigns, social media promotions, road-shows and customer meets. The focus here is not brand promotion or advertising, but purely for insurance awareness.

For instance, Bajaj Allianz Life Insurance has carried out an insurance awareness roadshow called ‘Jan Jagruti’ across different rural locations of Maharashtra, Goa and Gujarat. Subrat Mohanty, head of marketing, Bajaj Allianz Life Insurance, said this was a campaign wherein a vehicle equipped with service support materials and representatives goes out to places and a group of artistes perform a streetplay in the local language.  Mohanty said they would soon take this roadshow to parts of Tripura in the Northeast and Haryana.

In the last one-and-a-half years, the company has conducted customer meets in small towns across different parts of the country. Mohanty said the event is called Pehle Aap and “our chief executive officer along with sales officers interact directly with select customers and tell them about importance of having adequate life insurance”.

Insurers are also using their mobile applications for creating awareness not only basic policies but also helping prospective policyholders calculate how much cover of insurance do they need for the various life stages. These tools are integrated in the mobile app, which can then also be used to buy a policy.

Companies with bank partnerships are also utilising the branch networks to educate customers.

Niraj Shah, director marketing, strategy and products, PNB MetLife Insurance, explained they have reached out to schools and colleges to organise sessions on insurance awareness for students. The programme enables the young generation to understand the basics of money management and thereby incorporating the importance of financial planning.

“We have developed a film and a jingle on the importance of life insurance for rural and semi urban India. We are starting with workshops in Haryana and plan to reach out to thousands of people in over 10 villages and taluks,” he added. Shah said an important point to note is they do not promote their products or services through this programme.

Sanjeev Mantri, executive director, ICICI Lombard General Insurance, said they have been conducting insurance familiarisation workshops across the country, including rural markets to help consumers understand and appreciate the need for insurance across health, motor, travel and home segments.

“We have been focusing on specific days, for example, World Heart Day, for health insurance to spread the insurance awareness message and thus make it more relevant for consumers,” he said.

Social media also plays a crucial role in awareness, since smart-phones have made access to internet more convenient and in several rural pockets, introduction to the internet is usually via the phone.

Mukesh Kumar, executive director, HDFC ERGO General Insurance, said on macro level, they leverage social media platforms like Facebook, Twitter and Linkedin to reach out to the digital natives whoconstitute a large part of the younger generation and can be educated regarding the benefits of insurance thereby ensuring that the future generations are well protected.

“The campaigns are also organised at micro level like road shows, seminars etc across villages as well as through village level entrepreneurs under the Common Service Centre (CSC) programme that enables the rural population to appreciate the benefits of the insurance,” he said,

Sasikumar Adidamu, chief technical officer, non-motor, Bajaj Allianz General Insurance, said the company hosts regular sessions on Google+ which is aimed at demystifying insurance. “These hangouts aimed at building awareness about insurance and invited healthy discussions directly between the customers/audience and the top management of Bajaj Allianz. It has held 8 Google+ Hangouts thus far, with the theme of explaining the finer points of various insurance policies and ways to manage them for steady protection,” he said.

Further, he added that the company runs contests and campaigns to educate users about insurance products such as health, travel, home and motor insurance through social media handles like Facebook, Twitter and YouTube. The company has also made many one-minute films with the objective of increasing insurance awareness.

Insurance penetration, measured as a percentage of premiums to a country’s gross domestic product(GDP), has been on a constant drop in India. According to the sigma study from global reinsurer Swiss Re,India’s insurance penetration fell to 3.3% in FY15, compared to 3.9% in FY14. This has been the lowest since 2005-06, when the penetration was at 3.14%.

 

Source: Business Standard

Date:6-01-2016

Insurers get Rs 12k-cr claims from calamities in 3 years

The insurance industry received claims in the range of Rs 10,000-12,000 crore, arising from various catastrophic events in the past three years.

 

The insurance industry received claims in the range of Rs 10,000-12,000 crore, arising from various catastrophic events in the past three years. Insurers have already received claims worth Rs 3,000-3,500 crore after the recent floods in Tamil Nadu. Industry participants are hopeful that, following a string of devastating floods across the country in the last few years, the insurance regulator might finally form a NaturalCatosptrophic Insurance Pool (Nat Cat Pool).

 

Market participants say that talks with the regulator on the Nat Cap Pool should be conducted on an urgent basis as such calamities might eventually hit the balance sheets of the insurance companies. G Srinivasan, chairman and managing director of The New India Assurance, said, “In the last few years, we have seen that natural disasters such as the floods in Jammu and Kashmir, Cyclone Hudhud in Odisha and Andhra Pradesh, and the more recent calamity in Tamil Nadu. From a long term-perspective, we need to have a certain regulations and guidelines so that there is less stress on insurance company as well as the government.”

 

Players from the insurance industry say, there was talks of forming Nat Cap Pool last year, but talks fizzled out onlater stages.

 

After the Tamil Nadu rainfall, United India Insurance received claims worth over Rs 1,000 crore, while SBI General Insurance have received claims amounting to around Rs 120 crore. Bajaj Allianz General Insurance also said that, their company’s claims stood at around Rs 350-400 crore for the Tamil Nadu floods.

 

“I would like to say that, with such natural catastrophic event on rise, premiums of certain policies and places is likely to go up. Secondly, we need to collaborate with state agencies to increase the penetration of insurance as many people are still under-insured. Finally, we also need to work with the government and the National DisasterManagement Agency (NDMA) so that quick action can be taken during such events,” added Srinivasan.

 

Many industry participants believe that there should be greater participation of the insurance companies in the interior parts of the country too. “Lack of insurance penetration is a major concern, as we have also seen during the Tamil Nadu floods where only people had motor insurance and no proper house insurance. There should be guidelines where risk-prone areas should have mandatory insurance cover,” said a CEO of a leading insurance company.

 

According to the industry participants, such events are likely to emerge any time and the most important need is to get insured. Sasikumar Adidamu, chief technical officer-non-Motor at Bajaj Allianz General Insurance, said: “Its very painful to see that in any major catastrophic event only 10% of losses are covered. No one has control over such events and the best thing is to get adequately insured in case of any such event.”

 

However, insurance players are confident that Nat Cat Pool is the need of the hour. They also expect positive development in this regard.

 

Source : The Financial Express

Date: 06-01-2016

Success mantras for the New Year

HERE ARE FIVE CAREER RESOLUTIONS THAT YOU SHOULD MAKE IN 2016

As you race towards the New Year, here are five career resolutions that can help you take strong leaps towards success.

Add a skill: More the skills you possess, greater will be your potential to grow. Identify a skill you would like to possess and that would help you add value to your work. It could be technical skills like advanced Excel, a new softwarelanguage, domainrelated skills, etc.With organisations transforming and adapting to the digital world, they value ‘technologically sound employees’ who can add value and transform the workplace into a highly productive environment. Also, while making a career resolution, you may want to look at being proficient in soft skills since it is very rightly said that technical skills may get you the job, but soft skills can make and break you as a manager. Hence, focus on skills like communication, negotiation, team management, time management, etc. List down the competencies you would require to reach there and build towards acquiring them.

Sharpen your skills: When it comes to development, often people end up focusing on their weaknesses and continue being average. Instead, define your key skills, embrace what you are good at and display it.

Yes, it is necessary to work on your weaknesses, however, spend more energy on building your strengths. For example, you may be a good orator, but how can you improve further on your presentation skills? Work towards it. Also, remember you will be perceived on the basis of the displayed potential.

Your boss i may not be aware how good you are with Excel or l relationship building or team management; display it in your work.

Self-development: While building on the professional life, people tend to neglect “self“ development.You can only be successful when you become a pro at balancing both, your personal and professional time.This includes focusing on health, meditating, reading, giving time to self, quitting a bad habit, overcoming a fear, etc.

Personal growth should definitely be one key resolution you make if you have not already put one in your list. My personal suggestion make it a habit of reading one book every month. Reading books enhances your knowledge, broadens your perspective and helps in self development.

Networking: Adding another 100 people to your social network would add no value if you aren’t able to build a relationship with them. So, I would rather use the word “relationship building“ here instead of networking.While you make a resolution of “relationship building“, two key points to focus on are “who“ and “how“. In the journey of building your career, “whom do you know“ becomes very critical. Hence, list out the key people you want to connect with on a regular basis and plan on how you are going to engage with them. It could be tracking their birthdays and anniversary or sharing some good reads with them. Remember, having a personal connect is what counts.

Transfer skill: One key characteristic of a leader is developing his people. So, work towards transferring skills to your team members or subordinates. During the course, encourage the team members to do the same; this will help in exchanging and acquiring new skills.

Most career resolutions fail due to a lack of focus. So zpick up 4-5 goals and set timelines goals without timelines are not achievable.

Focusing on these resolutions will help you create an endless spectrum of possibilities.

–The author is director head HR and admin, Motilal Oswal Financial Services Ltd

Source : The Times of India

Date : 06-01-2016

IRDAI asks insurers to report ownership structure by Jan 18

The insurance regulator IRDAI has gently reminded the insurers that they have to report their ownership structure and control to it within the deadline of January 18.

The guidelines on Indian-owned and controlled insurers, signed by IRDAI Chairman T S Vijayan, were issued by the regulator on October 19, 2015 and the three-month deadline ends on January 18.

“ The stipulations are applicable to all the insurers irrespective of the extent of foreign shareholding. While some insurers have applied to the FIPB as well as the IRDAI , seeking approval for change in their shareholding pattern and revision in the limit of foreign investment, majority of insurers have not done so. It may be emphasized that the Guidelines provided a maximum period of six months for compliance from the date of issue, reminded a note to insurers signed by VR Iyer, member, IRDAI,

All insurers who are not in a position to comply with the stipulations as regards the Indianownership and control should furnish a confirmation on or before 18th January, 2016 from their board of directors assuring of reporting compliance within a maximum period of six months from the date of the guidelines, said the note. .

Insurers while admitting that it hasn’t been easy for them to comply with the regulations, say they are working on the same and will be able to comply with the IRDAI demand within the deadline.

Under the the new insurance laws enacted in the Insurance Amendment Act 2015,  majority of directors, excluding independent directors, should be nominated by the domestic promoters/investors.

As per IRDAI guidelines, which were issued last year, foreign investors in a domestic insurance joint venture can nominate non-CEO-type key management personnel,provided such appointments are approved by the board where the majority of the directors, excluding independent members, are the nominees of domestic promoters.

In addition, they will nominate the chairman in cases where the chairman has a casting vote, it adds.

The quorum at board meetings will be decided by the presence of the majority of domestic directors. This is regardless of the presence of the foreign partner’s nominees.

So far, nearly a dozen foreign companies expressed their interests to increase their stake in their JVs here following hike in FDI to 49% last year.

But, only the French major Axa (with Bharti) and British company Standard (with HDFC) are the only two foreign companies which have increased their stakes in their JVs here and accordingly made the compliance reporting so far.

Axa has said it will raise stake in both life and non-life insurance ventures with Bharti Enterprises, leading to foreign capital inflow of about Rs 1,300 crore.

Similarly, Standard will raise stake in life insurance venture with HDFC, leading to foreign capital inflow of around Rs 1,700 crore.

HDFC StandardLife has approached the FIPB for transfer of its shares currently held by HDFC to Standard Life (Mauritius Holdings), thereby increasing foreign shareholding in insurance JV from 26% to 35%, which was cleared by FIPB on December 29.

“The proposal of HDFC Standard Life would entail foreign investment of Rs 1,700 crore,” an FIPB official had said earlier.

In case of ICICI Lombard, the foreign partner is likely to increase its stake in the company to 35% and the process is already on.

“We are already under the process of increasing the FDI to 35% and all the necessary compliances will be put in place within stipulated time,” ICICI Lombard Chief (Claims and Underwriting), Sanjay Datta told PTI.

Liberty Videocon General Insurance is likely to get up to Rs 300 crore of foreign capital through hike in FDI to 49%.

“In Liberty Videocon case, there are eight members, including me, on the board and all of them have been hired from the market.

“Apart from me, three are from Indian promoters, two each are from foreign promoter and independent directors’ category that are on the company’s board.

“Hence, we have already complied with the norms,” Liberty Videocon chief executive and director Roopam Asthana said.

Source : Asia Insurance post

Date : 3rd Jan 2016