#COVID19 has altered our lives in many ways. The new reality for individuals, businesses and economies is unlike anything we are accustomed to.

History shows that crisis has led to increased cooperation and social conscience. Not surprisingly, the response to the COVID-19 pandemic has brought people together in extraordinary ways.

Three values which are helping us emerge stronger from the crisis come to my mind:
• #Compassion
I see people coming together in unprecedented ways to help each other, especially those from vulnerable communities. Some are distributing food, others are donating to charities or contributing towards protective gear for frontline workers.
• #Trust
Leaders across businesses and economies are winning trust by displaying courage and commitment in their actions to combat the pandemic. Establishing clear, transparent communication is helping build resilience based on mutual trust.
• #Respect
COVID-19 has brought the importance of our community heroes to the fore. We are appreciative and respectful of the efforts of #healthcareprofessionals, community caretakers and workers on the frontline of #essentialservices.

Even after the pandemic is behind us, I am hopeful that these values will continue to reign. #TogetherInThis #EmergeStronger

One of the economic vulnerabilities emerging from the #COVID19 crisis is the breakdown of #supplychain logistics. Till now, businesses expanded their manufacturing and R&D footprints beyond borders. In the #postCOVID19 world, things will change. Countries will prioritise self-reliance. With limited cross-border trade, there will be a gradual change in globalisation. This will give a fillip to #localisation and domestic business. Home-grown industries will gain importance. The future will centre around 3Rs:

>>Reshoring:
Manufacturers will bring their work back home. This augurs well for opportunities to expand the domestic supplier base. It will reduce threats arising from sudden geopolitical changes and find support in friendly local policies.

>>Resourcefulness:
Organisations will leverage owned assets and local partnerships to mobilise responses to unforeseen challenges. The #strategy will ensure continuity in case of any emergency and reaffirm trust with stakeholders.

>>Resilience:
To maintain operational efficiency and business continuity, companies will have to build resilience to complex risks and evolving industry structures.

In the end, the key will be to ride the storm as the tide turns. #Reshoring #Resourcefulness #Resilience

Since the #COVID19 outbreak, few industries have witnessed a surge. For example, with the demand for #protectivegear, #facemasks, #sanitisers and anti-malaria medications touching a historic peak, many businesses are looking at this opportunistically. My advice is to venture into these segments with a well-thought-out strategy.

Capitalising on #surgedemand is good if the business is already part of your portfolio. If you are already into the manufacturing of these items or can manufacture them with small tweaks to your existing business, it is a great opportunity. But, if you are thinking of investing in these businesses for the short run, I would advise caution. The market will be short-lived and not sustain over the long term. Once the pandemic is brought under control, the demand will normalise just as rapidly.

Undoubtedly, #entrepreneurs should be excited about new ventures. To survive and grow, companies should focus on their core strengths and think about trends that have a long-term and sustainable lifecycle. Instead of being swayed by the surge demand, entrepreneurs should focus on strengthening their core businesses in the #postCOVID19 world. This will ensure long-term relevance and #sustainablegrowth.

#Foodsupplychains transcend multiple stakeholders across countries and continents. The #COVID19 crisis has caused an unprecedented interruption to this network.

The situation is fast changing the global outlook on food security. In the post COVID-19 world, countries will focus on strengthening their indigenous food production. This will become essential to ensure reliable and affordable food supply to citizens – even in times when we face challenges of a global scale. Self-reliance for agricultural produce will be a key focus for most nations.

In such times, mainstreaming traditional crops can provide an impetus to the domestic #agriculture sector and contribute to environmental sustainability. This calls for coordinated efforts from industry stakeholders, policymakers, consumers and communities.

As one of India's pioneering agri-nutrient companies, #SPIC is geared to take on the challenge. Since our inception, we've been contributing towards enhancing India's #farmproductivity and #foodsecurity. Amid the #coronaviruscrisis, our team is working to support farmers for the upcoming sowing season. In the long term, we will continue to support the domestic agri-ecosystem to ensure food sustainability.

As we come to terms with a new world order, I urge everyone to prioritise health and well-being. Since the outbreak of #COVID19, I've been observing the impact. Here are a few suggestions that each one of us can practise:

• Follow precautions and #personalhygiene: Let us take care of our health, by following the guidelines suggested by World Health Organization. The ability to identify symptoms early and practise individual restraint with #selfquarantine measures is the key.

• Prepare, don't panic: A widespread pandemic will take time to subside and as days pass by, it may affect many of us. Most of the infected people will recover. Don’t go by #rumours and check facts. Stocking up essentials and health supplies is not sensible. Let us have faith in our institutions and governments. Be responsible towards your fellow citizens.

• Be cognizant of your societal obligations: Physical distancing and not just #socialdistancing is essential to flatten the curve. It will ensure that we minimise the burden on our healthcare infrastructure and free it up for more critical cases.

• Stay informed, not misinformed: Let us practise digital distancing too from #fakenews, myths not backed by scientific evidence and rumour-mongering.

COVID-19 has created a genuine case for change. Once the immediate effects of the pandemic are behind us, I am certain we will move to newer ways of thinking, working and doing good.
To my mind, the crisis has spurred change on 3 fronts:

>>Thinking healthy
Nothing can replace good #healths. Losses of every other nature can be compensated. This realisation is prompting a change in #mindsets, #lifestyles, and behaviours. Governments are investing in strengthening public health systems. Medical research is regaining prominence. Individually, we are making healthier choices.

>>Thinking gratefully
We have begun to appreciate things that we took for granted earlier. Be it for the contribution of #healthcare and essential #frontlineworkers or the support of our loved ones or the value of our time, we are more grateful than ever before.

>>Thinking sustainably
Circuit breakers and lockdowns have compelled us to reflect on our choices and their effects on the planet. The awareness has led us to think of environment #sustainability. I am hopeful that the lessons learnt are not in vain and fuel responsible actions by corporations and communities.

These changes in thinking are not new, but the crisis is a good reminder of old wisdom. #COVID19 #NewNormal #Bethechange

COVID-19 has brought manufacturing to a halt in several countries. As circuit breakers & lockdowns are eased, the industry will have to brace for adapting to a #newnormal in the post-pandemic world.

In my opinion, the manufacturing sector will witness the following changes:

● Manufacturers will invest in #digitalisation & #automation to counter workforce limitations arising from lesser number of workers per shift owing to physical distancing norms. The integration of low-touch technologies alongside increased investments in sanitised factory premises will help in increasing production efficiency while maintaining operational continuity.

● Operational safety will win over pure cost savings. Worker & employee health will become a priority with the availability of testing tools like thermal scanners & protective gear in both manufacturing sites & offices.

● Process improvement towards contactless manufacturing will gain prominence; it will ensure product & worker safety by enabling social distancing norms & workplace hygiene.

The #postCOVID19 era will flip the traditional approach to manufacturing on its head. Many of these changes will address long-standing challenges of automation & efficiency faced by the industry.

Would love to hear your thoughts on the impact of #COVID19.

“The ability to establish, grow, extend, and restore trust is the key professional and personal competency of our time.”

This quote by Stephen R. Covey holds more relevance now than ever before. #COVID19 put leaders and organisations in a situation where they could apply a few learnings from the past. Everyone had questions, but no definite answers. We were all learning as we went along.

The one thing that I practise and has become indispensable to effective #leadership in these times is #trust. The following aspects acted like building blocks in reinforcing trust:

● Societal trust – A focus on building stronger #communities by helping its most vulnerable members.

● Physical trust – Reinforcing a safety-first culture with a focus on good #health and #hygiene to protect employees at our manufacturing facilities.

● Financial trust - Exercising greater fiscal prudence to shield our businesses from disruptions.

● Digital trust – Leveraging #technology and digital interventions to optimise operations and respecting data privacy.

● Emotional trust – Supporting the #mentalwellbeing of our people amid the crisis.

● Environmental trust – Safeguarding the environment through #sustainable and responsible actions.

What are your priorities in establishing trust?

After a period of standstill, we’re at the threshold of a new, post-COVID era.

Resilience, built on prudent financial conduct, measured #risktaking and #agile decision-making is a crucial attribute in the #newnormal.

The pandemic is one of the many downturns that we, as a group, have witnessed in our six-decade history. Each event has only made us stronger. It has helped us navigate difficult phases and led to a buoyant post-crisis recovery.

While #COVID19 affected our operations, our team of 3000+ members spread across 3 continents remained steadfast. We rode the wave of uncertainty with minimum disruptions across the group. Our values of care and compassion helped us #standtogether during these times.

As we rethink our business approach in the #postCOVID world, we recognise that only profits and growth no longer define success. An organisation’s accomplishments need to be measured by its #resilience - the ability to quickly and effectively adapt to a constantly changing world with unforeseen uncertainties.

The #pandemic has served as a reminder of the agrarian spirit of the #IndianEconomy. In May, the country recorded a historic 3.7% increase in food grain production. Further, y-o-y retail fertiliser sales almost doubled during the month. The surge indicated farmers' preparedness for the Kharif sowing season.

Beyond the numbers, there are clear indicators that #agriculture will play a crucial role in India's economic resurgence in the #postCOVID world:

● Reforms such as the 'one India, one farm market' ordinances and the agri-infrastructure fund are a shot-in-the-arm for the sector. They level the playing field for farmers, broaden their reach and enhance their competitiveness.

● The legislations, combined with the prospect of a good monsoon, provide a fillip to farmers. Recent agri-nutrient sales figures show that #farmers have begun to focus on soil health optimisation in an endeavour to improve output.

● Along with economic revival, #foodsecurity will be of significant focus in the #postCOVID era. Going ahead, local production will become the norm.

These developments will contribute to recovery over the immediate and long term as well as to #selfsufficiency in food grain production. #AgriReforms

Businesses across every sector have experienced immense change in the last few months. Looking back, it is vital that we assess how we faced the challenges, evaluate the effects of our approaches and learn lessons for the future.

At AM International, as we look back, a few things come to mind:

● Much like a healthy immune system, business immunity takes time and effort to build. Be it a balanced, nutritious diet and regular exercise or fiscal discipline and prudent management of financial resources; immunity doesn’t come overnight.

● Forward steps, small as they may be, need to be taken every day. There is no silver bullet or magic pill to boost your immunity. The same goes for business. Longevity and resilience cannot be built by quick fixes.

Regardless of your nature of work, sustainable businesses are built with patience, prudence and purpose.

#healthimmunity #businessimmunity #sustainablebusinesses #patience #fiscaldiscipline #fiscalprudence #purpose #immunitybooster

While we cannot predict crises or the way they unfold, we can identify critical measures that can help us cope effectively and lead our organisations and communities to positive outcomes.

Preparedness is one of those measures.

In our experience across AM International group companies, I cannot emphasise the importance of readiness and preparation enough.

For us, an effective mechanism to mitigate the risk to business during a crisis entails:

- Making proactive planning a year-round activity (much like safety preparedness)

- Incorporating a continuous cycle of process improvements

- Building agility to make changes without affecting business continuity

Overall, I believe, such an approach can help anticipate and recognise each phase of a crisis, from surge to the apex and gradual stability.

#preparedness #preparation #readiness #businesscontinuity #BCP #riskplanning #agility #crisis #COVID19

One of the realisations from my business journey has been that organisations need to be agile to discover advantage in adversity. The ability to fine-tune one’s strategy to harness new demand while protecting current revenue streams is the key to creating long-term value. To cite an example, at AM International, we are looking at serving new demand from specific sectors as a part of our post-COVID strategy. The pharma and food sectors are new focus areas for our petrochemical business.

However, this has to be done with a holistic view. In my experience, a successful advantage-in-adversity strategy is underpinned by three factors:

● Agility and nimbleness to quickly address new demand. This is the key to maintain relevance and profitability.

● Adherence to basic tenets such as avoiding excessive leverage, maintaining fiscal discipline, and competing fairly.

● Not losing sight of core capabilities in every business decision. Growth decisions that diverge from the core business may hamper the long-term vision.

In my view, these factors add to the steadfastness of a business and are critical to drive sustainable growth in the long run.

#Agility #Nimbleness #BusinessGrowth #Strategy #ValueCreation

With COVID-19, Annual Shareholders’ Meetings have moved to a virtual mode and video conferencing has become the norm.

Recently, I chaired 4 such meetings virtually for our public listed companies in India.

It was a different experience, something I never imagined before. While it was safe and the most effective way to connect with our shareholders, it made me wonder if the practice will replace in-person meetings in the future!

Today, the digital mode is the best way to conduct business as usual while maintaining safety for everyone involved. On the flip side, the once-in-a-year opportunity to meet with fellow shareholders in person is something I missed. I remember fondly, the commemoration, camaraderie, the company’s performance being appreciated and the live environment of the audience’s questions.

While technology is helping us stay connected, the human touch and warmth that come with physical presence are lost. Regulars made the meetings interesting.

Let us hope that by next year, we have a choice of hosting such events in either format.

Would love to hear from leaders, board members and shareholders on what you miss in virtual meetings.

#VirtualAGM #COVID19 #Shareowners #BoardMembers

As the pandemic moves into its 7th month, it is natural to feel stretched and stressed. In times like these, the role of organisations and their people is to support each other. That includes supporting mental health.

From my interactions with various teams across AM International group companies, I can say everyone has experienced difficulties. However, I believe the ubiquity of the challenge will translate into openness of discussion only when we make certain changes in our approach:

- Acknowledge that emotional, psychological, and social well-being is essential. To me, that is the first step towards creating a healthy workplace.

- Encourage transparent communication from managers and leaders. Authenticity builds trust and will improve employee engagement and performance.

- Model balanced behaviour. Share with your teams that you’re on your morning run or prioritizing a break so that you don’t burn out.

The pandemic has thrust upon us many changes. We can use this opportunity to change our priorities and make them healthier and more balanced – physically, mentally and socially.

#WorldMentalHealthDay #MentalHealthAwareness #MentalWellness

COVID-19 has accelerated conversations around ESG (Environmental, Social and Governance). From being a ‘good to have’ or a regulatory requirement, today, ESG has become fundamental to business. Stakeholders are more aware and concerned about the role of companies in broader society.

Across the E, S and G, there is increased expectation for a change in the way each factor is embedded into the business. Also, the way they are integrated together. Essentially, building governance-oriented, environment-focused and socially impactful practices into the core business fabric.

At AM International Holdings Private Limited, our commitment to ESG, especially in the post-COVID world is reflected in introducing clean technology into our manufacturing plants, building new products & solutions that are carbon neutral and focusing on increasing solar energy usage.

In my opinion, the key is to:

- Focus on greener (eco-friendly) products and healthier solutions

- Include a broader range of stakeholders - customers, suppliers, employees, shareholders and communities

- Look at strategies that create responsible and sustainable growth

Accelerating recovery with a focus on ESG is only apt for these unprecedented times.

#PostCOVIDWorld #ESG #GreenSolutions #Sustainability

Kindness - is often an underrated quality at the workplace and is more critical now than ever before.

I wasn’t aware of the observance of World Kindness Day in many countries, including Singapore and the UK, until I recently read about it.

It made me reflect on how, across our businesses at AM International Holdings Private Limited, we have witnessed that small acts of kindness by our teams have promoted a culture of compassion over the years. This culture has created a ripple effect. Whether it is the organizational act or an individual act of an employee helping another in difficult times, it started with random acts of kindness and has grown into a tradition across the group over time.

It is only apt that this #WorldKindnessDay, we let helping others – be it our employees or customers or society at large - be our foundation stone of recovery amid COVID-19.

#Kindness #Compassion #AMInternational #COVID19 #LetsBeKind #KindnessAtWork

Thanksgiving is one occasion when we pause and thank all those who have made a difference in our lives.

It’s been a challenging year amid COVID-19, and it is time to acknowledge and appreciate the goodness in our lives.

Instead of focusing on the pandemic's fear, let us appreciate the opportunity it gave us to re-establish long-forgotten traditions. We took several things for granted earlier that we are now grateful for - after having to slow down and spend time at home.

At AM International Holdings Private Limited, beyond the uncertainty, this time has been marked by increasing trust and greater camaraderie between our organisations and our leadership teams. I am grateful for this bond between our companies and colleagues, founded on shared values and a unified vision.

On behalf of the AM International family, I thank our customers, partners, and employees for the valuable support and contribution. I look forward to strengthening this bond as we continue to nurture businesses trusted by society together.

I wish you and your loved ones a Happy Thanksgiving!

#Thanksgiving2020 #Gratitude #BeingGrateful #COVID-19

It is a proud and humbling moment for us at AM International group as Tuticorin Alkali Chemicals and Fertilizers Limited (TFL) has won the "Partnership of the Year" Award from Unilever for 2020.

2020 has been an extraordinary year and it is a true distinction and acknowledgement of the efforts of our team at TFL in the midst of a global pandemic.

Over the last year, TFL partnered with Unilever for its green product offerings and repurposed a generational asset to enable a sustainable future.

The recognition validates our focus on strengthening our presence in green solutions.

We still have much to do, but to be recognised for our work encourages us to pursue the path of responsible innovation for a greener tomorrow.

Alan Jope, Dave Ingram

#PartnerAward #TFL #PartnerWithPurpose #Sustainability #ResponsibleInnovation

The year that has been unlike any other is already at its last leg.

A year when life and business as we knew it changed forever.

As a collective, at AM International Holdings Private Limited group, we adapted. We evolved.

Albeit, with some learnings:

1. Things will keep changing, and that’s okay. Focus on what you can control and know what you can’t.
2. Health and hygiene are important. Nothing can supersede being healthy and fit.
3. Work from home actually works. Faced with a challenge, we can reinvent how we work.
4. Social interaction makes us happier. Technology may connect us, but it can’t replace the human touch.
5. It is always about the people. With the right people in your teams, you can overcome any challenge.

It will be quite some time before we fully understand the impact of the pandemic. But, looking back, these learnings prepare us to look forward.

With renewed hope and vigor, I wish my colleagues, our customers, partners, stakeholders and the entire family at AM International a Merry Christmas and a Happy New Year.

#2020Lessons #2020Learnings

It has been exhilarating to witness the great moments of the Tokyo Olympics and to see congratulatory messages & success stories overtake the internet.

As I watched athletes & teams from across the globe perform gallantly on the world stage, I recognised the merits of ‘think local, train global’ as a strategy to nurture talent.

The Olympics Games are an ideal example of how local talent can reach new heights of their potential when trained with global best practices. Most winning athletes & teams, especially from Asia, East Europe and African countries, have an expat coach. They train in the best environments, equipped with advanced facilities, around the world.

My three learnings are:

1. Identify promising local talent early & provide them with the best opportunities to excel
2. Ensure they receive world-class training and facilities that prepare them with global exposure
3. Once ready, let them perform their best for their country, company or community

At AM International Holdings Private Limited, we nurture local talent by exposing them to the best global technologies & management practices.

Believing in your team, equipping them to perform & creating a winning mindset is the recipe for self-reliance.

With proper guidance, scientific training & the zeal to excel, all of us are winners.

#Talent #Training