CEO INTERVIEW: DUPONT INDIA The Miracles Of DuPont Angshuman Paul speaks with Balvinder Singh Kalsi (President and CEO, DuPont India) and finds out how the company is creating a world of possibilities through opportunities for a meaningful life |
 This company is omnipresent in your daily life; from brushing your teeth in the morning to the evening cup of tea. Yet, there are few people who actually recognise the name of DuPont. Pledging the mission of ‘miracles of science’, this company from the country of Uncle Sam has had a massive impact on the lives of denizens in this country. For a company that started by manufacturing gunpowder, DuPont today has popular mass products like Nomex, Centari and Solae to its credit. It also provides consulting and training to many organisations in its endeavour to reduce workplace injuries and fatalities. Spearheading this organisation is a dynamic man whose current thought process revolves around ensuring that more people get to know the DuPont brand. We met with Mr. Balvinder Singh Kalsi, the CEO of DuPont India, to discover how immensely important branding is for a B2B company, and how an organisation can achieve its mission by focusing on its people. In this insightful conversation with The Human Factor, he also reveals the role of decentralisation of management behind the success of an Indian corporate house. Mr. Kalsi’s leadership style is motivated by a specific book, so read on if you want to find out the answer to this question and a whole lot more. Q. DuPont has been in India for more than three decades but growth has been slow and people are not aware of the brand. A. During our initial years, we were not complacent in our approach; rather, government policies were not supportive. Post-liberalisation, the company has grown manifold, with CAGR of over 25 per cent in the last 5 years. Since we are in the B2B arena, mass consumers are not expected to know about DuPont. Q. How has the prevailing economic slowdown affected you? A. The current economic slowdown is a temporary blip which will fade by the end of this year. It did not affect DuPont’s growth too much, but since we are in diverse businesses, the downfall of the automobile sector did cause problems. From the HR perspective, we have stopped fresh recruitment. Q. How important is the Indian market for DuPont? A. India is absolutely important for DuPont and we are planning to maintain about 20 per cent CAGR for the future. The Indian market for DuPont has been growing irrespective of the recession, and sectors such as those of agriculture and nutrition have been the most promising. We have set up an R&D centre at Hyderabad, which accommodates 600 engineers and scientists, and we will spend an appropriate fixed amount on new research per year. Q. After spending USD 1.3 billion annually on new research, how do you retain knowledge workers? A. We have a very open, transparent and participative work culture. Our value proposition states our vision as “creating a world of possibilities and opportunities for a meaningful life.” We work towards providing an environment and opportunities for people to deliver to their full potential. We uphold our values of safety, respect for people, business ethics and environmental stewardship at all times, wherever we operate, irrespective of the external environment. All these factors help us hire and retain the best talent. Q. In India, what are the areas that DuPont works in? A. We are into diverse fields like agriculture and nutrition, coatings and colour technologies, performance materials, safety and protection, and electronics and communication. I believe that in the coming years all of these will contribute equally to the company’s growth. |
 Q. Who would you list as your main competitors in India? A. We work in so many areas that there is no company in India which can give us direct competition. Different companies compete with DuPont in various segments. But our business strategies automatically take care of the competition. In general, we would compare our performance to companies like P&G, 3M, Motorola, Monsanto, BASF, HP, etc. Q. Managing such diverse businesses across India, how do you align your HR processes? A. We have a very open management model where we have decentralised HR as much as possible. This has become a crucial factor for the success of any diversified firm. We empower the right people who can motivate their team members as that is absolutely essential for corporate leaders. Q. What kind of leadership model do you follow? A. You will not believe this, but my leadership style has been inspired by a book called It’s Your Ship. The book relates to how we can motivate and empower our teams. To achieve organisational goals, it becomes crucial that you, as a leader, can motivate all your employees. An ideal leader has to be very open, transparent and must ensure participation. Q. What kind of focus is given to performance management? A. We call it a Performance Partnership. It is a very important process, applicable across the organisation. Individuals work with their supervisors to set Critical Operating Tasks (COT) for the year. These must be clear, measurable and time-bound, and aligned to overall business goals. At the mid-term review, supervisors review progress against the COTs, and issues, if any, are taken care of. At the annual review, supervisors spend quality time reviewing accomplishments, and setting objectives and development plans for the coming year. This results in the performance rewards and variable pay recommendations. Q. How do you manage work related conflicts? A. Since we follow an open system, during times of conflict, both parties are called together to sort the problem out. Our people should know about the steps we take for them, so that they understand the bases of our reactions. Q. Were there any changes in the appraisals this year? A. Not really. We have not changed our HR policies much, and this ensures that our attrition rate remains low. Q. Then what are the major people challenges you face in the manufacturing industry? A. There are challenges which affect the industry as a whole. Manufacturing today requires efficient IT experts and finding the right people is a hurdle. Q. Tell us about the work culture and training plans at DuPont. A. Our culture emphasises participation, cohesiveness and teamwork. We have lots of initiatives to make employees feel special. I personally give a card to employees on their birthday. We play antakshari, tennis and other such games. Training is done twice a year. Q. How do you maintain a work-life balance? A. I hardly find time for my personal life. When I am fortunate enough, I spend quality time with my family; going out for meals or holidays. I enjoy travelling, especially with my loved ones. Q. What is your message for tomorrow’s leaders? A. Always dream for big achievements and be prepared to achieve them through hard work. There is no shortcut to success. The process of learning is endless. Q. Your dreams for DuPont? A. I want to make India the fastest growing segment in DuPont’s global presence. I want every employee to be proud of working here. |
Angshuman Paul
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