Aditya Birla Group is an Indian Multinational, headquartered in Mumbai, India. It operates in 35 countries with more than 120,000 employees worldwide. The group was founded by Seth Shiv Narayan Birla in 1857. The group has interests in viscose staple fibre, metals, cement (largest in India), viscose filament yarn, branded apparel, chemicals, fertilisers, insulators, financial services, telecom, BPO and IT services. The group has proved transformational for the Indian corporate landscape, championing values of professionalism, quality and consumer centrism. The group has had a track record of over 150 years and recorded a revenue of 44 Billion dollars in 2018. With most of it’s120,000 employees being Indians, the group has made a considerable contribution to the yeomen work of job creation, something that has been instrumental in India's rapid modernisation since attaining independence. An early Pioneer of the metals industry in the country, the firm has played it’s part in building up India's infrastructure, a sector key to securing overall economic growth. The group also spearheads the country’s largest cement manufacturer. Already a market leader in their core businesses not only in India, but the globe over, the group was not ready to rest on its laurels and expanded into newer sectors of the economy so as to maintain their record of sustainable and robust growth. Coming up with highly important companies in sectors as diverse as telecom and fashion, the group has been a pillar of consistency and excellence across business lines. All these facts just reemphasize how important the Aditya Birla Group has proved in not only the Indian, but the global context.
It was a typically sultry monsoon evening in Mumbai as I walked into the antechamber of the labour ward at JJ Hospital in Byculla. The ward’s nursing staff had left for the evening and the night shift was tardy as was their wont. A cursory glance brought a group of my co-interns to my notice and I hurried their way. The patter seemed to be about three interns who had bailed on their night shifts, which we used to be assigned on a weekly basis. Loathe to give up on hard earned nights of sleep or exam preparations, none in the small group was keen on filling in for the miscreants. As chief intern my friend had the misfortune of having to report the indiscretion to our oft quick-tempered Head obstetrician and nominate replacements. Not wanting to leave her by her lonesome in such trying times, I too jumped in. In a textbook example of what I now know is called the “Collaborative approach” we offered each person who took up a night shift a day shift and an O.P.D. (Out Patient Department) duty off, with the people AWOL taking up the slack on their behalf. With a more than fair offer on the table we quickly had the numbers that we needed. As chief intern my friend personally volunteered to take up a couple of shifts and never being one to walk away from a night spent working and hobnobbing with a friend, I put my hand up. A disastrous meeting with the head obstetrician was averted and more than one goals were met. A win-win agreement if I've ever seen one.
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