JACKSON --A F*** OF A STAR

Never considered the F*** ---a star ---in any case was only a pop star --pop music is anyhow F****** bullshit .
God too must be wondering 'what i sent and what came back'

EX LOYOLEAN ---AT THE HELM

Dr. Anand Kuruvilla is from India. He has been in the United States since 1982. After completing his undergraduate medical training in India, he initially went to England for specialized post-graduate training in Radiation Oncology at Derbyshire Royal Infirmary and the Royal Berkshire Hospital. After immigrating to the United States , he spent four years receiving post-graduate Radiation Oncology training at the SUNY Downstate Medical Center in Brooklyn, New York. After obtaining the Radiation Oncology Board Certification in 1986, he was invited to practice at Kaiser Permanente in Los Angeles, California where he soon became a partner physician until his move to Florida in 1991.

His many areas of expertise and interest include radioactive implants. With the help of Dr. Walter Scott, Dr. Kuruvilla has pioneered the use of radioactive implants for treatments of prostate cancer in North Florida. This is an option for some cases of localized prostate cancer which can be inserted into the prostate without major surgery.

Dr. Kuruvilla is a member of the Palatka Rotary Club, the County Medical Society, Florida Medical Association, American Society of Therapeutic Radiology and Oncology, American College of Radiation Oncology and the American Society of Clinical Oncology. Dr. Kuruvilla is also Putnam County's Honorary Medical Advisory to the Hospice of North Central Florida. He is also an active volunteer and board member with the local chapter of the American Cancer Society and serves in the district level as well.

Dr. Kuruvilla and his wife Sheila have two children, a daughter and a son. He is actively involved with the By Scouts. He is fond of photography, and tries to grow exotic trees and enjoys his three Rottweilers. In his spare time he can found in front of his computer

CMA ON TOP

It is a proud moment for CMA fraternity that one of

our member Mr. Sanjay Mundade (M/21000) has

been promoted as Director Commercial & CFO of

Skoda Auto India Pvt. Ltd. This change shall come

into effect from 1st June 2009. Mr. Sanjay Mundade

is only 37 years old and youngest Indian Director

from Finance side to be on the Board of this Czech MNC, which is a part

of Volkswagen Group a leading Car Manufacturer of Europe. He joined

Skoda Auto India Pvt. Ltd. in February 2005 as a Manager and with his

outstanding performance rose to the position of Director Commercial &

CFO is short span of four & half years. With this change he will be

responsible for entire commercial operations of Skoda Auto India Pvt.

Ltd including IT, Legal, Procurement, Finance, Taxation and Controlling.

Before joining Skoda Auto India he has worked with MNC’s like Bosch

and Sandoz. Mr. Sanjay Mundade is very active member and faculty of

Aurangabad Chapter of Cost Accountants and has held various positions

in Executive Committee of the Chapter.

Marc Faber comment on US economy - TOO GOOD

Marc Faber comment on US economy - TOO GOOD

Investment analyst and entrepreneur Dr. Marc Faber concluded his monthly bulletin (June 2008) with the Following:

''The federal government is sending each of us a $600 rebate. If we spend that money at Wal-Mart, the money goes to China. If we spend it on gasoline it goes to the Arabs. If we buy a computer it will go to India. If we purchase fruit and vegetables it will go to Mexico, Honduras and Guatemala. If we purchase a good car it will go to Germany. If we purchase useless crap it will go to Taiwan and none of it will help the American economy. The only way to keep that money here at home is to spend it on prostitutes and beer, since these are the only products still produced in US. I've been doing my part..' _

NOTHING GREAT ABOUT 21 ST MAY

There was nothing great about 21 st may --just another day ---------------was on leave from office ---------in the evening went to Golmuri club ----the classic movie series for the day was cancelled ---enjoyed some light snacks and retired for the day.

LOYOLA ALUMNI MEET --8TH MAY 2009

I rushed from office t o reach late --after the presentations were over .
Met quite a few old teachers ---Mrs Goyal , Mrs Ghosh .
However the there were lesser people this time arounddue to the summer vacation .

The high point was meeting Fr Pius SJ and the current rector .

SACRED HEART CONVENT THROUGH THE DECADES

SHC through the decades
Saturday, 28 March 2009 11:34 Memories Foundation Stone
The Fruitful Forties: Fourteenth of January 1945 was a momentous day for Jamshedpur as the Apostolic Carmel Sisters arrived in the town, at the request of the Management of Tisco to start an English medium school in the Steel City. Mr. John D’Costa graciously hosted them at Boulevard Hotel until they were put up at a bungalow in Circuit House Area. The objective of the Sisters was to impart quality education to women in India.

Sacred Heart Convent School did not have this beautiful building in those first years. It was relocated several times before it had this permanent building. The school first started functioning on 22nd January 1945 at 5 Beldih Triangle, a bungalow opposite the present Loyola School. This was equipped with just 11 benches and 2 cupboards. A handful of students were enrolled. Soon the school was shifted to the CNR Hall (the present Loyola School auditorium). As the students increased, again classes were started at Dhatkidih Primary School, which is at present J. H. Tarapore School. Later they moved to Dalma Villa, C. H. Area. By this time the need for a proper permanent building was felt so Tata Steel allocated a plot of land in Northern Town. One of the sisters, Sister Joan herself designed the building. Sir J. J. Ghandy, Director In Charge, Tisco laid the Foundation stone on 7th May 1949 and the construction of this present building was started.

5 Beldih Triangle

The Fascinating Fifties: A red-letter day for SHC was the 12th of January 1951. Lady Roshan Ghandy, wife of Sir J. J. Ghandy, was to inaugurate the school building. Unfortunately she fell ill and could not go personally to the school. But this did not deter the sisters or the administration. Overnight a connection was made from her house to the school. Just imagine, half a decade ago, and she pressed a button from her home on Straight Mile Road and the curtain rose on the plaque at the school premises. This plaque is proudly on display at the entrance even today.

The first Principal was Mother Cleopha. In those days, in fact almost till the 70’s the Principals were addressed as Mother Superior and the others as sisters. The 1st Batch of students appeared for the Matriculation Examination in 1955.

Strange though it may sound, there were boy students in the lower classes almost till the early seventies. Many of us still remember the boys chasing the girls and even pelting them with stones. School timings were from 9 a. m. till 3:30 p. m. with an hour’s break for lunch. There was a room specially for lunch (which is now the carpenter’s room) and many a student would have meals sent from home which were laid out in the lunch room all complete with serviettes, forks and spoons. As the lunchroom could not accommodate all the students many had to eat outside. Eagles swooping down and flying off with a morsel or two often troubled those who ate outside in the garden. But the lunch hour was great for playing games and making friends.

Opening Plaque
In the Sizzling Sixties school was great fun. Besides academics the school started other activities. Two sisters, Miss Rita Mendonza and Miss Philomina Mendonza, dedicated teachers of the school headed the Bulbuls and Girl Guides. They brought fun into the school curriculum with the camps and different activities organized by them. Every Saturday children would hurry to school to be able to attend the Bulbul and Guide meetings. The March Past was a regular feature of the schools. It became more interesting as the students of the Loyola School would march past the entrance of SHC and invariably the ‘eyes right’ command would be given exactly as the girls would be spotted. Competitions soon started and our greatest rival was the Loyola School. But it was healthy rivalry and many a school romance had a happy ending with couples from these two schools. We think the tradition still continues.

The school then, was divided into four squads named Shanti, Neeti, Satya and Daya and regular inter-squad competitions were held. There was a system of giving merits and demerits, which was taken very seriously. There was a sister in those days Sr. Bonoza who would even give half a demerit! But most of the students remember her for teaching them the finest embroidery skills. Saturdays were days also for movies and many a classic was shown on a small roll up screen put up on the stage and black curtains on the windows- King of Kings, Mother India, Lassie Come Home were some we remember. Some of the Teachers Mrs. Kispota and Mrs. Violet Moss are in town even today.


In 1965 the first batch of students gave the Indian School Certificate Examination of the New Delhi Board. The papers were sent from England at that time as it was affiliated to the Cambridge Exam. Since Loyola School was already familiar with this system some of their teachers, Father Power, Mr. Paul Mathews and Mr. Ward would come and give extra classes to the students. Sister Veronique, a bubbly energetic sister, who was the Principal in those days bustled about making the students enthusiastic not only about their new course but also other activities. She was a strict disciplinarian and she would blow one whistle in the portico and within moments would be bounding up the staircase and ready on the stage for the assembly.

As the school flourished the need was felt for another block to accommodate the Kindergarten classes. The Students of the First ISC batch to collect funds staged the first ‘My Fair Lady’. Zarin Kabi the English teacher directed the play. Sr. Veronica even took the actors to Calcutta to see the film “My Fair Lady”. Of course it was not a musical but it captured the hearts of all those who witnessed it. Mrs. Shireen Dotivala and Ms. Roshan Dastur acted in the play and are here with us. The present KG block, which was completed in 1969, was built from the proceeds of that show.

Silver Jubilee
The Spectacular Seventies started with the celebration of the Silver Jubilee. The staff staged ‘The Christmas Play’ for the students and parents. We can still picture Teacher Violet as Mother Mary.
1974 was a unique year. Students of SHC were divided in 3 Batches and answered 3 board exams- the last batch of ISC, The first batch of ICSE and the Matric exam.

The world was ready to modernise and Sacred Heart Convent, as usual, was in the lead. With the new curriculum of ICSE the Science Laboratories came up in the late 70s. Again space was needed for expansion and the Primary Building and the Hostel were built and inaugurated. Those were the days when the sisters changed their garb and we would see a few sisters in sarees. One of them, Sr. Doris was spectacular. You could often see her drive a scooter or a van though she was officially the Bio teacher. An eminent principal in the late seventies was Sr. Marie Eugene, who had come from Australia and brought a lot of class and polish to the school.

The sisters who thought mind and body should both be exercised, always encouraged extra curricular activities. The Annual Sports Day became a regular hit. The March Past,drills and formations were practiced regularly. At first the Sports were held at school itself. Then for a few years they were held at the XLRI grounds. The venue of the Sports Day was then shifted to the Keenan Stadium. You would often see many of the teachers including, Mrs. Nargis Madon, Ms. Lalita Sareen and Mrs. Bulu Tyagi on the field throughout the day in the hot sun, marking the field and directing the students. But finally the students presented splendid displays for the parents. In the Golden jubilee year the Sports day was organized at JRD Sports Complex and SHC was the first school to use the Sports complex for school sports.

The Exciting Eighties saw Sr. Flavian as the new Principal and she introduced a host of new activities in the curriculum. The Duke of Edinburgh Award Scheme was started and, on the sports field, as well as the quizzing arena, SHC students entered the National and International levels.

The first opera, staged by the school on a large scale was ‘The King and I’. Faranah Patel, and Simone Singh were some of the students who took part in it and were propelled into careers unknown to SHC like modeling and the theater. Other famous productions of SHC were ‘Fiddler on the Roof’, Twelfth Night and a Hindi play ‘Badi Buaji’. All these were indigenously produced with teachers directing, doing the stage props, designing the costumes as well as playing the piano. The school staff handled everything.

My Fair Lady


The Novel Nineties saw the dawn of the Plus Two section and for this an additional floor was built and the Hall was shifted to the 3rd floor. The Golden Jubilee was celebrated in 1995, which saw the emergence of ASHA, the ex-students association. Many ex- students joined enthusiastically and became life-members. Mrs. Daisy Irani became the Founder President and Mr. Ronald D’Costa (also an ex-student) became the Vice President. One of the major projects of ASHA was starting a counseling Cell for the students. 2 teachers, Mrs. Nargis Madon and Mrs. Kashmira Kotwal, were specially sent to Bangalore and trained for it. We also had 2 entertaining shows by Remo Fernandez and he was so impressed with the SHC girls that he even dedicated a song “Munni munni” to them. The communication award given by Mrs. Rita Bhimani, an ex-student was instituted by ASHA

ASHA kicked off the 3 day Golden Jubilee celebrations with reminisces of the former years. The School students celebrated the Golden Jubilee by staging a Medley of songs from English classics for the parents.
During this period the All India National Conference for schools was held by UNESCO in Sacred Heart School which was a feather in our cap and the NOS was started.

In the new millennium, with the guidance of Sr. Teresita Mary, we are all set for the Diamond Jubilee Celebrations and we hope to soon witness the Platinum Jubilee too.

As we enter this Diamond Jubilee year it is our hope and ASHA, to set the pace for SHC to scale new heights with you students at the helm of affairs as a part of the ASHA family.

GOLMURI CLUB TO HAVE A NEW SWIMMING POOL IN LINE WITH TELCO CLUB

Golmuri Club is all stated to have a new swimming pool in place of the outdated old one .
It would be better than the one at Telco club .
Currently Telco club boasts of the best swimming pool amongst all clubs in Jamshedpur .
Incidentally Golmuri has gone in for major renovation which has made it into a real comfort zone .

7 PRINCIPLES OF AN EAGLE

7 Principles of an Eagle
Inspiration on the "7 Principles of an Eagle"


I. Eagles fly alone at a high altitude and not with sparrows or mix with other smaller birds. Birds of a feather flock together. No other bird goes to the height of the eagle. Eagles fly with eagles. Never in a flock. Stay away from sparrows and ravens. Eagles fly with eagles.

II. Eagles have strong vision, which focuses up to 5 kilometers from the air. When an eagle sites prey - even a rodent from this distance, he narrows his focus on it and sets out to get it. No matter the obstacle, the eagle will not move his focus from the prey until he grabs it.

Have a vision and remain focused no matter what the obstacle and you will succeed.

III. Eagles do not eat dead things. They feed on fresh prey. Vultures eat dead animals but not eagles.

Steer clear of outdated and old information. Do your research well always.

IV. The Eagle is the only bird that loves the storm. When clouds gather, the eagles get excited. The eagle uses the winds of the storm to rise and is pushed up higher. Once it finds the wind of the storm, the eagle stops flapping and uses the pressure of the raging storm to soar the clouds and glide. This gives the eagle an opportunity to rest its wings. In the meantime, all the other birds hide in the leaves and branches of the trees.

We can use the storms of our lives (obstacles, trouble, etc) to rise to greater heights. Achievers relish challenges and use them profitably.

V. The Eagle tests before it trusts. When a female eagle meets a male and they want to mate, she flies down to earth with the male pursing her and she picks a twig. She flies back into the air with the male pursuing her. Once she has reached a height high enough for her, she lets the twig fall to the ground and watches it as it falls. The male chases after the twig. The faster it falls, the faster he chases until he reaches it and has to catch it before it falls to the ground, then bring it back to the female eagle.

The female eagle grabs the twig and flies to a much higher altitude pursued by the male until she perceives it high enough, and then drops the twig for the male to chase. This goes on for hours, with the height increasing until the female eagle is assured that the male eagle has mastered the art of picking the twig, which shows commitment, then, and only then, will she allow him to mate with her!

Whether in private life or in business, one should test commitment of people intended for partnership.

VI. Eagles prepare for training. When about to lay eggs, the female and male eagle identify a place very high on a cliff where no predators can reach; the male flies to earth and picks thorns and lays them on the crevice of the cliff, then flies to earth again to collect twigs which he lays in the intended nest. He flies back to earth picks thorns and lays them on top of the twigs. He flies back to earth and picks soft grass to cover the thorns, and then flies back to pick rugs to put on the grass.

When this first layering is complete the male eagle runs back to earth and picks more thorns, lays them on the nest; runs back to get grass and rugs and lays them on top of the thorns, then plucks his feathers to complete the nest. The thorns on the outside of the nest protect it from possible intruders. Both male and female eagles participate in raising the eagle family. She lays the eggs and protects them; he builds the nest and hunts.

During the time of training the young ones to fly, the mother eagle throws the eaglets out of the nest and because they are scared, they jump into the nest again. Next, she throws them out and then takes off the soft layers of the nest, leaving the thorns bare. When the scared eaglets jump into the nest again, they are pricked by thorns. Shrieking and bleeding they jump out again this time wondering why the mother and father who love them so much are torturing them.

Next, mother eagle pushes them off the cliff into the air. As they shriek in fear, father eagle flies out and picks them up on his back before they fall, and brings them back to the cliff. This goes on for sometime until they start flapping their wings. They get excited at this newfound knowledge that they can fly and not fall at such a fast rate. The father and mother eagle supports them with their wings.

The preparation of the nest teaches us to prepare for changes; The preparation for the family teaches us that active participation of both partners leads to success; The being pricked by the thorns tells us that sometimes being too comfortable where we are may result into our not experiencing life, not progressing and not learning at all. The thorns of life come to teach us that we need to grow, get out of the nest and move on.

We may not know it but the seemingly comfortable and safe haven may have thorns; The people who love us do not let us languish in sloth but push us hard to grow and prosper. Even in their seemingly bad actions, they have good intentions for us.

VII. When the Eagle grows old, his feathers become weak and cannot take him as fast as he should. When he feels weak and about to die, he retires to a place far away in the rocks. While there, he plucks out every feather on his body until he is completely bare. He stays in this hiding place until he has grown new feathers, then he can come out.

We occasionally need to shed off old habits and items that burden us without adding to our lives...

RECESSION ---ALI BABA AND 40 CHORES ---NO NO 30 CHORES

The story has changed ---its no more Ali baba and challis chors --but ali baba and theese chors ------10 have been retrenched due to recession .

GOLMURI CLUB TO HAVE A 18 HOLE GOLF LAYOUT

Golmuri club is soon to have an 18 hole golf layout .Work is on to convert the 9 hole golf course to 18 hole one --will take about a year to complete .
It is believed that the 9 hole golf course at Beldih club may be converted into the extended airpoprt connection the small airport at Jamshedpur --whereby large planes such as Boeings may land .
At present MDLR and Kingfisher are opeating on the calcutta, delhi route connecting Jamshedpur .
The rush at Jamshedpur is heavy and so more and more small airliners are joining the fray .

A GREAT SMS FROM MY FRIEND VANU

LITTLE BOY: DAD HOW WAS I BORN ……? DAD (A SOFTWARE ENGINEER) WELL SON U R MOM & I GOT TOGETHER AT YAHOO –WE SET UP A DATE’ VIA E MAIL & MET IN CYBER CAFÉ
UR MOM AGREED TO DOWNLOAD DATA FROM MY PEN DRIVE .
JUST WHEN I WAS ABOUT TO TRANSFER ,WE REALISED THAT NONE OF US HAD INSTALLED A ‘FIREWALL .’’
IT WAS TOO LATE TO HIT DELETE .
NINE MONTHS LATER A POP UP WINDOW APPEARED SAYING YOU HAVE GOT A MALE

COST ACCOUNTANT --G RAMAKRISHNA --VICE PRESIDENT --(FINANCE )--SATYAM COMPUTERS BLAMED FOR SATYAM FRAUD

ICAI Interrogates Satyam Auditors & CFO
________________________________________
PRESS RELEASE
April 6, 2009
ICAI INTERROGATES SATYAM AUDITORS & CFO –
CFO ADMITS HIS ROLE IN FALSIFICATION OF ACCOUNTS
In terms of directions of the CBI Court, Hyderabad allowing members of the High Powered Committee of the Institute of Chartered Accountants of India to examine and record statements of the three accused members of the Institute viz. CA. S. Gopalakrishnan, CA. Srinivas Talluri, auditors and CA. Vadlamani Srinivasu, CFO of Satyam, a team led by CA. Uttam Prakash Agarwal, President of the Institute and Chairman of the High Powered Committee along with CA. Shanti Lal Daga, a member of the Committee and a member of the Central Council of the Institute, interrogated the three accused members currently lodged in Chanchalguda Central Prison, Hyderabad.
The interrogation went on for the whole day, during which the CFO admitted his role in aiding the Chairman, B. Ramalinga Raju and Managing Director, B. Rama Raju in fudging and falsifying the accounts by forging and creating fake records. He was candid enough to admit that he along with the Vice President (Finance), G. Ramakrishna, a Cost Accountant by profession were actively involved in the scam. He admitted his involvement in the planning of the scam, which was masterminded by the Chairman and the Managing Director. According to him, another team which was directly reported to the CMD, led by G. Ramakrishna executed the plan by fabricating and preparing false documents such as sales invoices, bank statements, bank confirmations, by involving a team of around 10 junior staff.
The CFO further admitted that neither the auditors nor the independent directors were aware of the scam. He also mentioned that no pecuniary benefits were derived by the auditors and that it was not true that the auditors had confessed to their alleged role, as was reported earlier in the media.
Tracing back the events, the CFO mentioned that what started as a small adjustment in the accounts 5-6 years ago, continued quarter after quarter and year after year and by the second quarter of 2008 had attained unmanageable proportions. He also mentioned that the CMD initially assured that the falsification would be rectified after one or two quarters, but it went on. He stated that he had resisted the attempts, but could not do much in view of master-servant relationship. He stated that he had twice submitted his resignation, but was pursued by the CMD to continue, so that the company does not collapse and the future of 54,000 employees is not endangered.
The CFO expressed his regret and shame on having been a party to the scam, which according to him, was masterminded by the Chairman and Managing Director and abetted by him in planning and by G. Ramakrishna in its execution.
CA. Uttam Prakash Agarwal expressed his satisfaction on the outcome of the interrogation which had vindicated his belief about the credibility of the auditing profession. According to him, despite the existence of Audit Committee, independent directors, internal audit, integrated audit under SOX, information systems audit, whistle blowing mechanism on the inherent risk in the internal controls, the scam had occurred owing to a carefully crafted fraud by creating normal trails and backup support documents and records, which had kept the fraud unchecked and undetected for as much as 5-6 years.
Later in the night, the ICAI submitted a report to the CBI investigation team, prepared by a Group constituted to assist the Multi-disciplinary Investigation Team of the CBI. The report covers the outcome of the limited exercise done by the ICAI Group on the role of auditors in compliance with the Auditing and Assurance Standards issued by the Council of the Institute of Chartered Accountants of India, in respect of some of the issues relating to financials of Satyam for past 4-5 years, based on the copies of the documents provided by the CBI.
About ICAI
The Institute of Chartered Accountants of India (ICAI) set-up by an Act of Parliament viz. The Chartered Accountant Act, 1949 to regulate the profession of Chartered Accountancy is the second largest and prominent accounting body in the world. It has been taking various proactive measures from time to time, aligned with the changing facets of the Indian economy, for continuously raising the standard of quality of accounting and financial reporting. The quality of education and the standards of examination of the Institute are acknowledged to be the best in the world.

ICAI has its Headquarters at New Delhi with 5 Regional Offices at Mumbai, Chennai, Kanpur, Kolkata, New Delhi and 118 branches spread all over the country. In addition, it has also set up 21 chapters outside India and an office in Dubai. Currently over 4,50,000 students are pursuing the Chartered Accountancy course and the total membership of ICAI is more than 1,50,000





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MR NARANG PASSES AWAY

This is very very sad --I was taught by him as well as by Mrs Narang .It is a difficult piece of news -----mind goes back to another era ----don't like such kind of news ----i can visualise him walking down the Loyola corridor --------why do people have to die ????why do they come ------such lovely memories of our teachers ----he passed away an hour back today ---just don't feel like writing .

SOME EXCEL SHORTCUTS

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XLRI: PSUs take up 11% of batch

XLRI: PSUs take up 11% of batch

By States Bureau

Premier B-school XLRI has found placements for 170 of its 178 business management (BM) and personnel management and industrial relations (PMandIR) students in its longest-ever such exercise. The ordeal spanned around 40 days, which is mighty long when compared with a maximum of three to four days the past few years.

Eight students have ventured into the corporate world with their own plans.

This was the first time that public sector units (PSUs) played a major role in the campus recruitment programme (CRP) of the B-school. They picked up 11% of the batch, significant when compared with the numbers in the past.

Only 30 pre-placement offers were made this year to the passing-out batch having working experience behind them. Sixty-three such offers were made last year.

According to Rajiv Misra, faculty chairperson, placement committee, the economic slowdown has compelled companies to be conservative in their recruitment approach.

However, despite the grim economic scenario, most of the jobs offered on the B-school's campus came from the cr me de la cr me of the corporate world. The average annual salary of the batch this year is Rs 12.12 lakh, around 18% less than last year's Rs 14.75 lakh.

The highest offer came from global pharmaceutical major Novartis in the form of an annual compensation of $ 110,000 for an HR leadership role at Basel in Switzerland .

"Challenging years such as these test the fundamentals on which the success of placements of an institute is achieved and the convincing set of placements XLRI has received this year reaffirms its strong footing in the corporate world," said the faculty chairperson.

However, the financial crisis and the consequent slowdown notwithstanding, the B-school remained the financial sector's premier destination. As much as 30% of the offers came from this sector.

Offers in investment banking, treasury, corporate finance, commercial banking and insurance were received. Domestic investment banks were led by Centrum and SBI (SBIN.NS) Capital, while banks such as Citibank, HSBC, Standard Chartered, ICICI (ICICIBANK.NS), Axis Bank and Bank of Baroda offered roles at their treasury and foreign exchange desks and in corporate and retail banking. The Securities and Exchange Board of India (Sebi) recruited from XLRI for the first time.

XLRI reaffirmed its strength in marketing with 32% of the students accepting the offers made.

Procter and Gamble, Hindustan Unilever, Nokia, Johnson and Johnson, ITC, Pepsi, Amul, Asian Paints and Reckitt and Benckiser offered sales and marketing jobs.

L'Oreal, Titan, Castrol and telecom majors Bharti Airtel (BHARTIARTL.BO) and Virgin Mobile were first-time recruiters.

A 9% increase in acceptances over last year showcased the interest the students showed for marketing jobs.

However, the distinct element in the B-school's recruitment process this year was the active participation of public sector units that ranged from financial institutions such as SBI Capital, Bank of Baroda, Securities and Exchange Board of India (Sebi) to top energy players such as Gail (GAIL.NS), BPCL (BPCL.NS), ONGC (ONGC.NS), Coal India Ltd and BHEL (BHEL.NS).

VINOD KAMBLI'S WIFE --LANGOOR KO MILA ANGOOR

BLOODY BLOODY VIDHAMBANA --EX LOYOLEAN --TIMKEN DIRECTOR JUMPS INTO ELECTION RING FROM JAMSHEDPUR

it a bloody bloody vidhambana ----i was happy with Dr Ajoy Kumar as he was contesting the Jsr elections --but now Nitroop Mohanty has jumped in too --he is one of our Directors ---and an EX Loyolean --so how can i vote against him or agst Dr Kumar ---so i have decided not to vote at all .

HOLI --THE TIMKEN WAY

It was great fun on holi day ----the Timken way is a bath tub filled with coloured water ---it is the welcome given to every new entrant to the function ---a full bath in the tub ---gets you drenched with colours -----then once out of it ---it is abir applied all over --so that no body recognises u ---then dancing to the tunes -----most idiotic ones ---but thats the fun ----and at the end mutton rice ----go home and try to get the colours off --but they won't come off .
well this year the function was at northern town ---the house which was owned by our dy MD --now it vacant .
It was real fun ---HAPPY HOLI .

Balancing conformance and performance

The article is written by Mr A N Raman --well know accounting authority in Inida ---a central council member of ICWAI ---he is both a CA and ICWA----is a member of CII---and a person well known to me for sometime .
It is great reading ---in the back ground of the Satyam episode .This article appeared today in business line .

rgds,
Joydeep,
jsr.
Business Daily from THE HINDU group of publicationsThursday, Mar 05, 2009

Balancing conformance and performance







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An IFAC study states that governance should not be a separate pillar mainly concerned with compliance, but a more integrated way of running the business effectively and efficiently.


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A. N. Raman


Significant efforts to improve corporate governance worldwide gained momentum with a series of corporate scandals. The IFAC (International Federation of Accountants) report on Rebuilding Public Confidence in Financial Reporting does an extensive documentation of the circumstances leading to the global concern for corporate governance (CG) and strengthening of the reporting framework.

Since reduced confidence in financial information and corporate disclosure procedures could cause a set back to the availability of investible resources and raise its cost as well, the matter had to be dealt with globally. A slew of amendments to the Code of Corporate Governance were generated by stock exchanges and regulatory bodies worldwide — the Sarbanes- Oxley of the US and Clause 49 amendments in India are cases in point.

Positive aspects so far


The current form of corporate governance has provided us valuable benefits as well as some important lessons. A survey was commissioned by IFAC under the Chairmanship of Norman Lyle, the Past President of CIMA.

This task force has brought out an excellent report ‘Financial Reporting Supply Chain — Current Perspectives and Direction’. The group observed the following benefits of the current form of corporate governance: increased awareness that good governance counts; evolution of new codes and standards for corporate governance in various parts of the world almost on similar pattern; improvement to the structure of the board; improved focus on risk management and internal control; and increased level of disclosure and transparency.

The concerns


There were several areas of concern indicated by the survey in the framework of the corporate governance implemented so far.

The most significant are: governance in name but not in spirit; overregulation; development of a checklist mentality; personal risk and liability for company directors and senior management; and cost-benefit concerns.

Governance in name but not in spirit: The survey results indicated that the corporate sector was feeling that fostering a corporate governance means more of a compliance culture and this emphasis on form rather than content was giving a false sense of security.

The current case of Satyam in India is also a pointer to this feeling of the global survey. By reducing it to certification formality, the board of directors of many companies were paying lip service to the concept, thus allowing the letter to subjugate the spirit of the concept.

Overregulation: Knee-jerk reaction in the form of more prescriptive regulations will put more unwanted disclosure burden was a key reaction to the implementation of corporate governance so far.

In particular, the lack of principle-oriented approach driving better governance needs emphasis rather than the SOX oriented higher rules of disclosure and certification.

Development of a checklist mentality: The survey results indicated the emergence of a checklist mentality oriented towards a tick box approach in company management rather than making it achieve and prosper. Boards were not spending adequate time on strategic and operational effectiveness. Building performance with integrity was displaced by focus on rules and compliance activities. This indicated a lack of balance between performance and compliance.

Personal risk and liability: The survey indicated that the levels of the personal risk and liability involved had become a deterrent to get talents on board. It was becoming increasingly difficult to recruit new board members and senior management team members due to increased legal liability exposures.

Cost-benefit concerns: The costs of regulations on corporate governance in some countries such as the US, especially Section 404, were not giving the commensurate benefits.

IFAC recommendations


The IFAC survey had also appealed to the respondents to make suggestions for improving the current framework of corporate governance.

There were several responses to this question and the following key areas have been crystallised as priority items immediately requiring the attention of the policymakers as well as the practitioners in the corporate sector:




Continue to focus on the behavioural and cultural aspects of governance;

Review existing rules as many have been introduced as a response to crises;

Further improve the quality of the directors;

Better relate remuneration to performance; and

Expand view from compliance governance to business governance.

Of these five recommendations, the last one, from the point of pure compliance orientation, is the need of the hour.

The respondents to the survey felt that there was too much attention on compliance governance instead of business governance. There has to be more dialogue in the board on strategy, risk and returns in various verticals, and whether investors’ interests have been protected in the form of better utilisation of resources.

It was stated that the governance should not be a separate pillar mainly concerned with compliance, but a more integrated way of running the business effectively and efficiently. It was further felt the control processes should be more embedded in the business processes, and should be designed by people who have experience with the area of organisation, people and processes.

The concept of business governance and compliance governance both placed in the mould of enterprise governance was the outcome of an earlier IFAC document titled ‘Enterprise Governance — Getting the Balance Right’. Let us examine that framework in more detail.

Seeds of Enterprise Governance

The board of IFAC in 2002 asked its committee on Professional Accountants in Business (PAIB) to explore the concept of enterprise governance with a particular focus as to why corporate governance fails in companies and more importantly what must be done to ensure that things go right.

The IFAC report came up with the proposition that good governance on its own cannot make a company successful. Companies need to balance conformance with performance which was fundamental to the framework of enterprise governance.

In response to this call of the IFAC, the PAIB brought out a report which defined enterprise governance as, “the set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the organisation’s resources are used responsibly.” (Information Systems Audit and Control Foundation, 2001).

The Task Force for this report observed in great wisdom that “…heavy emphasis on corporate governance issues has been necessary in the light of recent scandals, it is important to remember that good governance on its own cannot make a company successful. Companies need to balance conformance with performance. This is a fundamental component of corporate governance.”

In this context, the Report states that “there is a real need for directors to have a true and fair view of the strategic position of the company.” Thus it sounds very interesting as to how the concept of true and fair view is stretched to verify performance itself and coming from the report of IFAC pulpit, which preaches accounting standards to the global accounting bodies.

IFAC framework of enterprise governance

The Report of PAIB on enterprise governance states that there are two dimensions of the same, viz conformance and performance that need to be in balance.

In this framework conformance is called corporate governance and addresses issues such as board structures and roles and executive remuneration. There are also well established oversight mechanisms for the board to ensure that good corporate governance processes are effective — audit committee, for example.

The performance dimension focuses on strategy and value creation. The focus is on helping the board to make strategic decisions: understand its appetite for risk and its key drivers of performance and identify its key points of decision making. It is desirable to develop a range of best practice tools and techniques, such as scorecards and strategic enterprise systems that can be applied intelligently within different types of organisation. These can help the boards to focus on strategic direction and its application for all areas of business. But these are not often dealt with as a coherent whole by the board, and what we would term an “oversight gap”. Having come this far the task force then proceeds with the mechanism of filling the oversight with a framework of performance management system.

IFAC’s view of beyond the compliance framework

After discussing the scope of enterprise governance framework elaborately in the above pattern IFAC puts forth the following four pillars which will raise the governance beyond the legal conundrum:

Strategic oversight

Enterprise risk management framework

Process of mergers and acquisitions

Board performance

The task force felt that there is no equivalent mechanism to the audit committee in the conformance dimension to ensure adequate oversight of the performance of the business dimension. This was supported by the findings of the case studies where strategic failure was the major issue. A strategy review committee can be established as a preparatory committee which would undertake regular reviews of strategy and have the right to access external advice. But the ultimate responsibility for the strategy will be with the full board.

On risk management a more integrated approach has been favoured instead of a compliance or conformance oriented. This recognition of a performance driven approach reconciles both

The assurance requirements of the board and external stakeholders i.e., the business understands its risks and is managing them actively — conformance; and

The need to better integrate risk management in decision-making activity at all levels — performance.

Acquisitions and mergers should occur as a part of a planned strategy identifying target business in target markets. The following were identified as the key requirements for success: effective experienced full time project management;

rigorous evaluation of synergies and ruthless implementation; effective due diligence; experienced specialists with recent deals experience; early identification of risks with appropriate mitigating action; and the deal reflects the business case.

Clear integration plan.

Boards need to ensure that they are making the most effective use of limited time and knowledge in order to achieve their stated objectives rather than simply complying with the letter of corporate governance code. Consequently attention is given to issues such as:

Performance evaluation for boards including the use of performance measurement systems

Board dynamics

Board design.

Principles for Evaluating and Improving Governance in Organisations

Following its report on enterprise governance, the PAIB committee of IFAC has now issued an Exposure Draft in 2008 which would be a best practice guidance note for organisations in implementing enterprise governance. Aligning with the framework of principle based standards, this guidance note has set out twelve principles which will be the guiding posts in evaluating the maturity levels of implementing effective enterprise governance framework in organisations.

Considering limitations of space it would suffice to broadly mention and outline the twelve principles as below:

The creation and optimisation of stakeholder value should be the objective of governance.

Good governance should appropriately balance the interests of stakeholders to optimise value.

The conformance and performance dimensions are both important to optimise stakeholder value.

Good governance should be fully integrated into organisation.

The governing body should be properly constituted and structured to achieve an appropriate balance between performance and conformance.

The governing body should establish a set of fundamental values by which the organisation operates. All those participating in governance should embrace these fundamental values.

The governing body should understand the organisation’s business model, its operating environment, and how the stakeholder value is created and optimised.

The governing body should provide strategic direction and oversight in both the conformance and performance dimensions.

Effective and efficient enterprise risk management should form an integral part of an organisation’s governance system.

Resource utilisation should align with strategic direction.

The governing body should periodically measure and evaluate the organisation’s strategic direction and business operations, and follow up with appropriate actions to ensure appropriate progress and continued alignment with goals.

The governing body should ensure that reasonable demands from stakeholders for information are met on a timely basis, and that the information provided is relevant understandable and reliable.

Aligning cost audit with governance

The cost audit methodology as structured originally under Section 233B of the Companies Act had two perspectives viz., - the attestation of cost structure; and the efficiency review perspective, which is more methodology driven.

In a period of price control and administered interventions attested cost structure had a major role to play and hence the attestation perspective got the emphasis. The profession had to play the major role of verifying and validating the cost figures in selected industries before they were submitted to the Government. The efficiency review was relatively less emphasised and, therefore, did not receive much impetus in the form of new auditing techniques and methodology. We now need to develop a new vision and strategy for cost audit mechanism.

Let us recall here once again the definition of enterprise governance preferred by IFAC. “The set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved , ascertaining that risks are managed appropriately and verifying that the organisation’s resources are used responsibly.” (Information Systems Audit and Control Foundation, 2001).

Cost audit is a mechanism already available which performs the verification function as to whether the resources are responsibly utilised and in what processes resource wastage occurs. It appears from a plain reading that there is a perfect fit between enterprise governance and the cost audit mechanism. What perhaps will be required is to evolve a framework where there could be convergence of the objectives.

The profession and the industry should accept this challenge and evolve mutually acceptable audit objectives as per the changed context. Annually unitised cost structure attestation and its review will not be meaningful for the industry, which is now focussing even on hourly variations in process for cost control. The concepts such as zero defect, PPM and 6 Sigma are gaining credence in the manufacturing scenario. We need to revisit the current methodologies and reporting frameworks.

Most of the organisations have well-oiled cost and management accounting system mainly used for Budget formulation, Performance Review Reporting and identifying cost leaks and price fixing. Cost audit is selective in the sense that it is not applicable to all industrial units like Statutory Audit and to this extent can be construed as infirmity. Independent of this, the cost practitioner, whether he is a cost manager or cost auditor, should be fully equipped to subserve the management’s objectives of ensuring the operational effectiveness and make risk assessment and compliance control at various internal processes. In its broad scope, the focus is not only in improving the operational efficiencies, but strategic as well, having to cull out and provide information for managerial decisions on optimum utilisation of resources on a continuous basis and aid organisation’s growth objectives. Thus the cost audit methodology and deliverables can align with the performance governance process perfectly.

Value creation was shown in the IFAC framework earlier as a part of the performance governance process. It can also be recalled here that to improve board performance external expertise can be relied upon in concluding on the strategic performance of the business. The cost audit reports today have a focus on addition or deletion to the net worth of the shareholders and they offer comments on the same as a part of the audit report. It is known that value erosion takes place when products and processes contain wasteful spending resulting in uneconomic cost structures. Such product or process lines can impact negatively on the net worth of the shareholders. The present cost audit though finally results in cost statements , they can be easily tweaked to get a statement on net worth which can contain a movement items showing the gain or loss of net worth on various products and processes during the year ultimately resulting in the net worth on the closing date of the financial year. This alone can be certified for submission to shareholders preceded by an elaborate discussion with the Audit Committee if the companies are not yet legally required to form the strategic oversight committee.

If applied to the context of Satyam, certainly the directors would have been at some point been prompted to notice the imbalance between resources and returns in some of the verticals instead of looking at the results at a company level which would never ring the alarm bells. Further the cost audit would have traced all the human resources verticals wise and held them accountable for the related risks and return as a part of the input output balancing exercise. In essence, the cost audit has a perfect synergy with the enterprise governance framework conceptualised by IFAC. India may be forerunner to the world if it can align the existing cost audit frame work to suit the requirements of the governance process.


(The author is Central Council Member, ICWAI.)



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STORY OF A HONEST HUSBAND.............

STORY OF A HONEST HUSBAND.............



The wife comes home early & finds her husband in their master bedroom
making love to a beautiful, young lady!

"You unfaithful, disrespectful pig! What are you doing?

How dare you do this to me the faithful wife, the mother of your
children! I'm leaving this house, I want divorce!"

The husband, replies "Wait, Wait a minute! Before you leave, at least
listen to what happened. You can't say I'm dishonest."

"Hmm, I don't know, well, it'll be the last thing I will hear from
you. But make it fast, you unfaithful pig, you!"

The husband begins to tell his story . . .

"While driving home this young lady asked for a ride. I saw her so
defenseless that I went ahead and allowed her in my car. I noticed
that she was very thin, not well dressed and very dirty. She mentioned
that at she had not eaten for 3 days.

With great compassion I brought her home and warmed up the enchiladas
that I made for you last night that you wouldn't eat because you're
afraid you'll gain weight; the poor thing practically devoured them."

"Since she was very dirty I asked if she wanted to take a shower.
While she was showering, I noticed her clothes were dirty and full of
holes so I threw her clothes away. Since she needed clothes, I gave
her the pair of jeans that you have had for a few years, that you can
no longer wear because they are too tight on you, I also gave her the
blouse that I gave you on our anniversary and you don't wear because I
don't have good taste."

"I gave her the pullover that my sister gave you for Christmas that
you will not wear just to bother my sister and I also gave her the
boots that you bought at the expensive boutique that you never wore
again after you saw your co-worker wearing the same pair."

The husband continues his story . . . . .

"The young woman was very grateful to me and I walked her to the
door.When we got to the door she turned around and with tears coming
out of her eyes, she asks me:

"Sir, do you have anything else that your wife does not use?"

GHAJINI --A TOUCHING LOVE STORY

Saw Ghajini ---the movie is lovely ---Kalpana is smart ----i really loved her character---Sanjay Singhania (amir khan) --looks real --never felt he was acting --its a touching love story ---its one of best i have ever seen --but even now Saagar is the best i have seen .

Loved the song 'tu meri adhuri pyar --moti moti hoonge raha mein ' --listen to that song every morning before going to office'--its my favourite now .

BASTARD NATION OF PAKISTAN --NO MORE PEACEFUL DAYS

I was watching the 1st one day international between Ind and New Zealand ---saw Sehwag play his shots --Raina play a blinder ---just then Shatri said something about the terrorist attack in Pak --attack on the sri lankan cricket team ----i could not turn off the channel as Raina was blowing it away ----then i chnaged channel to a news channel ---and the bloody terrorist attack was all over the news ---its a bastard nation at work -----to target cricketers --its a bloody nonsense -----the world now needs to attack pakistan ---dismantle its terror network ---
well am in office on 3 rd march a holiday ---very much like last sunday and so many sundays ---what bloody holidays --as i watch over cricketinfo --India wins the 1 st one dayer --lots of work now to do on a holiday ---3rd march brings memories of the great man Jamshedji Tata ---we owe every thing to him ---toffees were distributed on this day ----used to go the M-53 hill top with my father ---during decades back --those days are over --no more such celebrations ----now we have only terrorist attacks ----the years gone by were so peaceful .

THE DASHING DR AJOY KUMAR TO CONTEST FROM JAMSHEDPUR .

The supercop is back ---Dr Ajoy kumar is contesting from Jamshedpur ---obviously he's going to win .
The man singlehandedly changed the law and order situation in Jamshedpur .Criminals were frightened to come out of jail on bails ---they preferred to stay inside --else Dr Aoy would mow them down ---was honest and daring / dashing .
So much so young girls / married ladies / old ones all fell for him ---god knows how many households he broke during his tenure .
The super suprintendent was all filmi ---a la Amitabh Bachchan ---had tremendous good looks .
He was bloody brave ---would enter dens of dons and kill them ---it seems he was bought in by Dr Irani ----he controlled the scrap trade crime quite well --during his time jublee park started the boating --which still continues .Well all that was too good to last --as corrupt politicians forced the honest cop to move from Police force to Telco ---were he headed the personnel dept --and got young babes excited .
He was actually a qualified doctor ----an MBBS ---
All big dons fled jamshedpur during his tenure .
I remember once there was a theft at river view enclave in Telco ---the moment he arrive --the residents there rushed for his autograph !!!

well doctor ---you have my vote for sure .

TRIP OF A LIFETIME ---CITY PALACE JAIPUR

Let us be proud as Indians ---let the world call us dogs ---we are the best --our flag must fly high ---
PROUD TO BE INDIAN ---URBAN DOG JOYDEEP DASGUPTA

SLUM DOG MILLIONAIRE--BULLSHIT OF A MOVIE --OSCAR OR NO OSCAR

Its a bull shit of a movie ----till now won 7 oscars----but i found it hard to sit through the entire movie .Saw it this weekend .
Its fashion ---quote a eye catching name ---show poverty ---absolute dirt about India ---the western audience will lap it up ---give it awards and swear by India ---see how horrible it is ---India is a roaring tiger --this century belongs to us ---we don't focus on slumdogs ----if u have guts then make a movie on India's vibrant middle class ----but no Inida is dirt , filthy ----now it oscar winning dirt .

SEARCH FOR PRADIPTA'S RADIUM --HE'S DESPERATE

All of you search for raduim ---now don't ask who is raduim ----it Pradipta's old flame ---remember our Loyola days ---how we trailed her for Pradiptas sake ---poor guy --is still heartbroken .

Well ----it was a great great moment to connect to the King of our batch --pradipta banerjee --la Imran Khan --la etc etc ---we spoke for 30 mins ---it was bloody great ---he is now in China ---with Essar group ----times fly by ---remember howe we competed on the cricket field ---fast bowling -Dennis Lillee and all that ----great to know that he ran away with a girl --now his wife ---great ------bye for the moment ---have to lok for raduim !!!

FOR YOUR EYES ONLY ---MISS WORLD 2008

YESTERDAY ONCE MORE --PURE NOSTALGIA

It was as if we were transported back to the eighties ---my old friend --SUJIT MATHEWS from loyola days was back for three days to jamshedpur --he is now with tata steel mumbai --in the finance dept .We discussed the old times ---remember during our plus two days at Chinmaya how we used to compete with S K r paul accountancy sums --to get the correct answer ---our studying cost accountancy together --frequent fights etc .The last two evenings were just bloody great.

TIMKEN GOLF 2009 --LOW KEY AFFAIR THIS YR

The now much awaited Timken golf did take off as usual in Feb but it was a low key affair this yr .
There was no elaborate breakfast (which some consumed in such great proportions that a dinner was not needed ), no grand dinner at the end of the tournament --were cooks from Kashmir used to turn up ) , no latkas and jhatkas --or dance programmes at Belldih -------- some golfers said 'is this Tiimken golf ? '---Tata steel golf too was a low key affair this yr ---recession times u see .

COURAGE FROM THE SKIES ---SQUADRON LEADER AJAY AHUJA

Squadron Leader Ajay Ahuja

Squadron Leader Ajay Ahuja of the Indian Air Force was killed in action on 27 May 99 while on a combat mission launched during the operations being conducted over the Indian side of the line of control in Kashmir when his aircraft was hit by a shoulder-fired ‘Stinger’ Surface to Air Missile (SAM).

The officer made the supreme sacrifice for his country while remaining over enemy positions to help rescue attempts to locate a downed pilot, knowing fully well the existence of enemy SAMs in the area. This extremely courageous act involving immense risk to his life exemplifies the daring qualities of Indian fighter pilots engaged in the present operations. Tragically, he paid the price for his bravery when his MiG-21 fighter was hit by a SAM. Though the officer ejected safely, but, as was confirmed by the post-mortem report, he was murdered in cold blood on the ground. We salute this brave officer for his gallantry and draw heart from his dedication and bravery.

Sqn Ldr Ajay Ahuja hailed from Kota in Rajasthan and was born on 22 May 63. He graduated from the National Defence Academy and was commissioned in the IAF as a fighter pilot on 14 Jun 85. His 14-year career span as a fighter pilot included tours as an operational pilot on the MiG-23 fighter-bomber and MiG-21 variants, besides instructional flying experience of over 1000 hours spent teaching ab-initio pilots. An A2 instructor, he was extremely popular among his pupils because of his patient and cheerful nature.

A thorough professional, the officer was the Flight Commander of a specialist photo-reconnaissance squadron. His wife Mrs Alka Ahuja and a son Ankush survive him.

VOTE FOR RAJDEEP CHATTERJEE --LOYOLA BOY --INDIAN IDOL-MESSAGE FROM LOYOLA ALUMNI ASSOCIATION

[laajsr] Vote for Rajdeep Chatterjee‏
From:
laajsr@yahoogroups.com on behalf of LAA Jamshedpur (alumni@loyola.edu.in)
Sent:
09 February 2009 19:27PM
To:

Vote for Rajdeep Chatter
Rajdeep Chatterjee is now among the top four in Indian Idol 4. He is making all Jamshedpureans and Loyoleans proud with his excellent performance. Now he really needs your blessings and support. Vote for Rajdeep on every Friday. Watch him on Sony on Fridays at 9 pm and vote for him (till Saturday 9 am).
About Rajdeep Chatterjee:
He is a standard XII Loyola. Music is his passion. A humble, hard working and geniuine person who is working very hard to prove that he is the best in Indian Idol 4. If he gets proper support from all of you it will be a victory of real talent.
Please send this message as many as people possible.
Thanks
Sharad

BRAVEST OF THE BRAVE --PARAMVEER CHAKRA --CAPT VIKRAM BATRA --YEH DIL MAANGE MORE

Heard in tales , saw in movies ,imagined in senses but actually witnessed in real life .

The honours done to the various police officers killed in the Mumbai terrorist attack took my mind to another decade ---when our B*****D neighbour attacked us in Kargil .
Our young army officers died like never before ---but there stood out Capt Vikram Batra .

He had already conquered a mountain post and had returned victorious .He was entitled to rest (he would have been recommended for a medal any how )as another party was to be sent to the next mission --the most difficult ---Tiger hills .

But Capt Vikram Batra went up to his seniors and requested to be given charge of tiger hills operations ----his senior replied that since he had already done his duty ---he was entitled to rest and another group was to be sent -----Capt Vikram Batra did not agree ---he argued ---and so argued his senior----the ice was yet to be broken ----Then Capt Vikram Batra replied when asked why he was so much interested for tiger hills ---he replied ---the now famous reply ---he said 'Sir --yeh dil maange more '--the famous pepsi liner ---his senior melted .

He was thus given charge to capture tiger hills .I remember him being photographed with the tri colour --laughing ----the next day ---the news came ---CaptVikram Batra had died to the bullets of the enemy while trying to capture tiger hills ------that shook me ---i could never even imagine such bravery .
He was awarded the highest honour ---param vir chakra ----Param Veer Capt Vikram Batra .

Long live Sir , U inspire ----there shall never be another one like you -wherever your soul is --i salute .

WORST SNOW FALL in US --IN 50 YRS -WAR VETERAN DIES --ECONOMIC SLOWDOWN

Its been the worst snow fall in the US since the last 50 yrs .
The Recession is now causing people to die ----a war veteran dies after his electricity connection was cut off .
First they pasted a notice on his door ---for him to pay up ----when he failed ---they cut off the connection-----meanwhile -----the war veteran died freezing inside ----shameful incident ----the people in US if believed are not too happy with OBAMA -----the doles to be handed out to restructure some business---they say way should we pay for the fault of somebody else???

Tough times in the US ----is its days of supermacy comming to an end ---may be the Asian market is set to dominate the future .
These views put by people who were there-------- as recent as 3 days in back---they are actually happy to be back in India .

KIRI COMES CALLING

The ledgendary indian wicket keeper Syed Kirmani paid a visit to Timken Jamshedpur during his visit to take part in the golf tournament .

He went around the plant and joked with the associates .

It was pleasant to have him as a guest .

SARAH PALIN ---WORLDS SEXIEST GRANDMOM in HISTORY OF MANKIND

The news that Palin is a grandmom came as a bloody surprise ---her 17 year old daughter becomes a mom ---hence her mom becomes a sexy grandmom ---SEXIEST in the history of mankind .

Just to think of it GA Ga over a grandmom .Must have broken many who adored her and now must be feeling embarassed including yours truly!!

OBAMA --BAD FOR INDIA AND INDIANS

It seems that the worst fears of India and Indians is comming true .
His becomming the top man has made India and Indians scary.
It is now expected that BPO units in India will suffer due to non outsourcing to India to cater to the American market for job creation in the US .
Also is in line Indians in US who may be turned over to favour the Americans in job prospects .The H 1 B visa is in close scrutney .
The need of the hour is to have a strong LOBBY to work for and in favour of India and indians .
If Mr Obama gets going then its going to be a disaster for us ---Indians .

SANTA BANTA JOKES

1)SANTA NE APNI BIWI KO APNE DOST K SATHDEKHA AUR DOST KO GOLI MAAR DI.

SANTA KI BIWI BOLI: APKA YEHI BEHAVIOUR RAHA TO EK DIN AAP SAREY DOST KHO BETHOGE.

2)PATNI --KAASH MAIN NEWSPAPER HOTI DINBHAR TUMHARE HAATHON MAIN REHTI
SANTA---MERI BHI RAB SE YAHI DUA HAI ISI BAHANE HAR DIN NAYI YTO MILTI.

3)SANTA --AGAR TUMHE KUCH HO GAYA TO MEIN PAGAL HO JAAUNGA
BIWI-DOOSRI SHAADI TO NAHIN KAROGEY ? SANTA --PAGAL KA KYA HAI KUCH BHI KAR SAKTA HAI

4) SANTA KI BIWI--AGAR MAIN GHAR CHHODKAR CHALI GAYI TO TUM KYA KAROGI?
SANTA--NEWSPAPER MEIN ISHTAHAR CHHAPVA DUNGA 'JAHAN HO , KHUSH RAHO'

5)SANTA ON CYCLE HIT LADY ACCIDENTLY
LADY SAID 'BREAK NAHI MAR SAKTA THA KYA?
SANTA REPLIED'BREAK KA KYA HAI,POORI CYCLE TO MAR DI....

6) BANTA JOINS ARMY GIVEN AK 47 .HE IS PUZZLED & ASKS MAJOR SIR YEH BANDOOK KI NALI SAMNE RAKHU YA ULTA ?
MAJOR KISI BHI TARAF RAKHO , FAIDA DESG KA HI HOGA.

7)SANTA WAS SITTING IN A CRICKET GROUND
SECURITY GUARD 'CRICKET MATCH IS OVER , NOW , WHY R U STILL SITTING ? SANTA : OYE YAAR , I AM WAITING FOR HIGHLIGHTS.

8) SANTA LOST HIS CHEQUE BOOK . BANK MANAGER : BE CAREFUL ANY ONE CAN PUT YOUR SIGN...
SANTA : OYE, I 'M NOT A FOOL , I HAVE ALREADY SIGNED ALL CHEQUES.

9) 2 LOVERS (SANTA AND GIRLFRIEND) SANTA JUMPED FIRST , GIRL CLOSED HER EYES & RETURNED BACK SAYING LOVE IS BLIND. SANTA IN AIR OPENED HIS PARACHUTE SAYING LOVE NEVER DIES.

SATYAM BECOMES MITHYAM--PWC KA KYA HOGA

SATYAM ---now is the epitome of mithyam-----PWC is in line of fire .
However i do feel that although moral responsibility lies with PWC --the individual responsibility may not be easy to prove both for partners or employees if they can prove that they carried out the audit process in A due AND dilligent manner ---this could have been averted if there was a on time real time audit ---every transaction being checked ---however audit firms do not do so --instead rely of samples ---except say for clients such as Tata steel or tata motors ---debtors being inflated ---no audit firm sends statement to each and every client ---so such a thing is pssible .

yes morally PWC is responsible but professionally they may escape .

NEW YEAR AT TIMKEN --CAKE CUTTING CEREMONY

Hopefully the year will resemble the icing on top of the cake ---the official cake cutting at Timken Jamshedpur plant .