Propeller Technologies’ Youth Innovator Programme is enabling children from different backgrounds to bond together over science
A student with a prototype of a robotic animal at Propeller Technologies, Tiruchi.
On this sunny Friday afternoon, the classrooms of Propeller Technologies in Tiruchi’s Karumandapam area is packed with dreamers and thinkers. Children from government and private schools are huddled around workstations, trying to create products that may one day change the world.
The Tiruchi-based edutech company has been conducting outreach programmes for school children in rural areas to increase awareness about STEM (science, technology, engineering and mathematics) concepts and their use in the real world.
Aided by the launch of Atal Tinkering Labs in schools, and a desire to make the city a hub for regional innovators, Propeller Technologies has teamed up with bigger educational and scientific institutions to actively promote STEM education through its Young Innovator Programme.
Students from private schools in Tiruchi — Montfort School, Kamala Niketan Montessori School, Sri Sivananda Balalaya, Alpha Wisdom Vidyashram and The Indian Public School — are collaborating with kids from Thiakesar Alai Higher Secondary School, Manapparai; Government Higher Secondary School, Thanjavur; Government Higher Secondary School, Manachanallur and Government Girls Higher Secondary School, Ariyalur, as part of the summer outreach programme.
“After interacting with thousands of students from government and private schools, we have realised that there is a wealth of talent among rural communities. And to ensure that promising rural candidates get an equal opportunity to grow, we have requested parents with children in city schools to sponsor them, and follow their progress alongside that of their own kids,” says Aashik Rahman, founder-CEO, Propeller Technologies. “Our in-house team of engineers will be mentoring the children in the projects.”
A student working on a project.
“I am part of a team designing robotic animals, and I got interested in this field through the Atal Tinkering Lab in our school,” says Lingesh Kumar, a 17-year-old student of Thiakesar Alai Higher Secondary School in Manapparai. The youngster, whose father runs a teashop, has been travelling 40 km from home everyday during vacations to work on creating a robotic dog.
With the extension of the programme to Saturdays, the students can keep working on their ideas on the weekends.
“Studying how animals move their limbs is crucial to understanding how they can be made mobile and agile. Our robotic dog could be a pet animal or a mechanical bodyguard for those living alone,” says Lingesh.
Eight-year-old S.N. Shayan, got inspired during the lockdown to start working on an autonomous delivery drone that could help people get medicines or food from nearby shops without human interaction.
“Our drone will be able to hold 200 grams of food and fly in the range of 25 km. We are still calculating how the load can be adjusted to the mechanism’s movement. It can be programmed for pre-set flight distance and destination, but we will also have a person monitoring the drone’s progress from the ground,” says the precocious Shayan, an alumnus of The Indian Public School.
R Boobathi Raj, 16, (Class 12, Thiakesar Alai Higher Secondary School) and A Aadhav, 13, (Class 8, Kamala Niketan Montessori School) are working on a hybrid e-bike that will run on both petrol and electrical charge. “The driver can shift fuel options according to their travel requirements on our bike. The main challenge is to find the space to fit in all the components in the chassis,” says Aadhav. “We are now actively looking for spare parts that can be used in our vehicle, on authorised online dealerships.”
Tutors at the academy say that the courses can be challenging on many levels, especially for children who have never owned or seen a computer. “The first few weeks are spent in orientation, literally from how to switch on the machine,” says Salman, one of the mentor-engineers. “Then to keep the interest levels high, we set aside some time for practicals before going on to the theoretical part of the project. The transformation you see in the students is rewarding in itself,” he adds.
source: http://www.thehindu.com / The Hindu / Home> Sci-Tech> Technology / by Nahla Nainar / June 23rd, 2022
Padma Shri awardee Iqbal Syed Hasnain’s ‘Fault Lines in the Faith: How Events of 1979 Shaped the Islamic World’ was the topic of an animated discussion at Delhi’s IIC earlier this month.
The ‘Fault Lines in the Faith’ book discussion at IIC | Photo: Heena Fatima | thePrint
New Delhi:
A series of three momentous events irrevocably changed the social, religious, and political fabric of the Islamic world. And they all took place in 1979. This is the central argument of Padma Shri awardee Iqbal Syed Hasnain’s book Fault Lines in the Faith, which became the topic of a lively discussion among academics and history buffs at Delhi’s India International Centre on an early February evening.
Presiding over the panel discussion in IIC’s conference room, Hasnain, who is also an eminent glaciologist, elaborated on the three “fault lines” that sent shockwaves far beyond their immediate contexts.
First, the Islamic Revolution in Iran cleaved the Muslim world along sectarian lines with the establishment of the first Shia state. Second, the siege of Mecca ignited the conservative Sahwa (Islamic awakening) movement in Saudi Arabia, blending Muslim Brotherhood and Salafist ideologies. And third, the Soviet invasion of Afghanistan led to the birth of violent extremist groups like al-Qaeda and its offshoots.
“All these three pivotal points led to the surge of fundamentalist or Islamist jihad,” said Hasnain. He added that what began as a “normal struggle between invading forces and local communities” warped from nationalism to a violent ideological shift with devastating repercussions.
Iqbal S Hasnain | Photo: Twitter/@Rupa_Books
Hasnain further elaborated on the global impact of these events by sharing personal anecdotes from his time studying in the UK. He said he encountered strong anti-Western sentiment among students from Middle Eastern countries during his glaciology programme at the University of Manchester in the 1990s.
During Friday prayers in a large hall, he said, student speakers often delivered khutbahs (sermons) against Western culture and American exploitation of their regions, with some even advocating for jihad. As American involvement in the Middle East increased, especially with the invasions of Afghanistan and Iraq in the early 2000s, this hostility intensified.
pix: amazon.in
During the book discussion, audience members raised questions about Hasnain’s narrative. One participant, Sumanjeet Choudhary, a retired corporate executive, inquired why there wasn’t more opposition to jihadist activities despite Islam’s rich history and the presence of prominent leaders.
Hasnain countered this view with the example of Morocco’s King Mohammed VI, who has urged Moroccans worldwide to embrace tolerance and reject Islamist extremism.
“King Mohammed VI came out and he stopped the funding [of madrasas] from Saudi Arabia. He changed the whole narrative in the madrasas,” Hasnain said. He acknowledged, however, that while there is an ongoing debate within Muslim communities and their leadership about how to address extremism, it is “not very visible”.
Ripple effects
Hasnain’s book traces the rise of anti-pluralism, misogyny, and severe intolerance within the Arab world. The 1979 Shia Islamic Revolution in Iran, he said, shook the Sunni Arab world. In response, Saudi Arabia, fearing a Shiite revival, actively promoted puritanical Wahhabi Salafism, a strand of Islam that’s deeply hostile not only to Shias but also to Sunni Sufis. He, however, implicates the West as well. In February 1989, after nearly a decade of occupation, the Soviet army left Afghanistan, leaving behind a fractured nation, where tribal warlords and mujahideen groups engaged in an intense tussle for power. The US, having lost interest, “abandoned” the region, he added, leaving a vacuum for the likes of Osama bin Laden to fill.
Ultimately, Hasnain argues that the events of 1979 triggered a chain reaction, including 9/11, the US invasions of Afghanistan and Iraq, and the rise of al-Qaeda and ISIS. In 2021, in what seems like an eerie echo of the past, the US withdrew its troops from Afghanistan, leaving it with no democratic foundation and back in the grip of the Taliban.
When a participant asked about the impact of the 1979 events on India, Hasnain answered that the after-effects “were not limited to West Asia”, with radicalisation spreading to all corners of the world. “In India, to some extent, it was [mitigated] because India practiced a more moderate form of Islam , Hanafi Sufi Islam, which emphasised trade,” he added.
However, as more Indians went to work in Saudi Arabia, they were influenced by Salafi ideology, Hasnain said. For instance, those who’d grown up celebrating Eid-e-Milad (Prophet Muhammad’s birthday) stopped doing so after stints in Saudi Arabia, where Wahhabis do not observe such festivities.
One of the panel’s members was former Indian ambassador to Qatar KP Fabian. Chiming in, he said that it was important tomonitor developments in Muslim-majority countries, given India’s sizeable Muslim population. There may be political borders but “ideas come without a visa”, he pointed out, and vigilance is essential. He also claimed that Arab countries are keeping an eye on India’s Muslims. “They are watching us,” Fabian said. “They are also discreet.”
(Edited by Asavari Singh)
source: http://www.theprint.in / The Print / Home> Features> Around Town / by Heena Fatima / pix of book edited – source amazon.in / February 29th, 2024
On February 19, 1926, A.K. Abdul Hameed Baqavi started off on a journey that would take him over two decades to complete. His translation of The Quran, which is written in classical Arabic and organised in 114 chapters, took time. But the elegant style of the work, published in 1949, has made it one of the most enduring versions.
Painstaking work: The Tamil translation of The Quran by Islamic scholar and freedom fighter A.K. Abdul Hameed. | Photo Credit: M. MOORTHY
On February 19, 1926, Tamil Islamic scholar and freedom fighter A.K. Abdul Hameed Baqavi (1876-1955) embarked on a literary journey that would take him over two decades to complete. His chosen subject: translation of the meaning of The Quran from Arabic into Tamil.
Abdul Hameed was not the first; nor was he the last to attempt the Tamil translation. But his effort, published as Tarjumat-ul-Quran bi Altaf-ilbayan (Translation of the Quran with a Glorious Exposition) in 1949, was the first complete translation of the Islamic holy book into Tamil. The Quran, written in classical Arabic, is believed by Muslims to have been revealed by God to Prophet Muhammad through the Angel Gabriel over 23 years. It is organised in 114 chapters, known as surah.
Despite the presence of a sizeable Muslim population in southern India, The Quran was translated into Tamil quite late, at least a thousand years after Islam came to the region, mostly due to opposition from the ulema or scholars of the day on account of fears that a Tamil version might be wrongly considered a substitute for the original. Ironically, it is the ulema who later entered the field of translation.
Hybrid language
The earliest translations were done in the 17th Century, in Arabu-Tamil, a hybrid language that used a modified Arabic alphabet to express ideas in Tamil. Scholars began attempting fragmentary Tamil translations (of selected sentences or verses) in the 19th Century. Abdul Hameed Baqavi’s effort was noteworthy because it made Quranic study more accessible to both lay and scholarly readers. That is probably why it has been reprinted innumerable times, despite the presence of at least 17 complete Tamil translations done by other scholars after its publication.
‘Baqavi’ is the title given to students of Madrasa Al-Baqiyat-us-Salihat, a well-regarded Islamic college in Vellore established in 1857.
Abdul Hameed was born at Attur, Salem, and showed an early interest in writing on religious subjects.
The founders of Jamal Mohamed College in Tiruchi played a key role in getting Abdul Hameed’s translation project off the ground, funding the publication of the first volume, a copy of which is available at the college’s Centre for Islamic Tamil Cultural Research. “I began the translation project on February 19, 1926, after the Friday (Juma) prayers at the bungalow of Janab Khan Sahib and N.M. Khaja Mian Rowther in Tiruchi. It has been three years since I started it,” he writes in the foreword to the first volume of the translation, published in 1929. “If the first section can take me three years, readers may have to wait longer (at least 89 years) for each of the remaining 29 sections to be completed,” he adds. Imported printing equipment was commissioned by college founder M.J. Jamal Mohamed. The press, Islamiya Nool Prasura Sangam, at Palakkarai published the first volume, priced at ₹2.
Decades of work
It is a mystery as to why the translation that began in Tiruchi with much fanfare petered out after 1929. A. Nihamathullah, retired professor of English at Sadakatullah Appa College in Tirunelveli, who has done a comparative study of 12 Tamil Quran translations (including the Abdul Hameed version) for his doctorate, said a lack of documents in the public domain had added to the blind spot.
“In 1938, scholar Abdul Qadar Hazrat introduced Abdul Hameed Baqavi to Nawab Naseer Yaar Jung Bahadur, the father-in-law of the Nizam of Hyderabad. On the recommendation of the Nawab, the translation of The Quran resumed, with financial backing from the Nizam,” Mr. Nihamathullah told The Hindu. An office was set up for the project in Karaikal and the work was eventually completed in 1942. In order to get the Ulema’s approval, Baqavi approached his Vellore alma mater to constitute a panel of theologians to check the manuscript.
In the later stages, he was helped by his son, Indian Union Muslim League leader and Tamil writer A. K. A. Abdul Samad (1926-1999). However, it took five more years for Abdul Hameed to secure funding for printing. A contribution of ₹50,000 by Ceylon-based businessman Nagore Meera Mohamed Haniffa helped to publish the two-volume translation in 1949. As the project expanded, the printing unit was shifted from Karaikal to Chennai.
A winning combination
German scholar Torsten Tschacher, a Heisenberg Fellow of the German Research Foundation (DFG) and Tamil lecturer at the University of Heidelberg, said in an email interview that the popularity of Abdul Hameed Baqavi’s translation owes much to its presentation.
“It did not have any readings of The Quran that would have made the translation appear sectarian. The fact that [Abdul Hameed] Baqavi avoided giving too much of commentary, along with the translation, may have helped in this regard,” he said. “While the style may appear somewhat clumsy and old-fashioned, I think he hit the right spot between the exact translation and the quality of language. It was also important because it made The Quran finally accessible to non-Muslims who had not been able to read the earlier translations that used the Arabic script and a lot of Arabic vocabulary,” Mr. Tschacher added.
source: http://www.thehindu.com / The Hindu / Home> News> India> Tamil Nadu / by Nahla Nainar / January 03rd, 2025
The Department of Niswan wa Qabalat, Faculty of Unani Medicine at Aligarh Muslim University (AMU), has announced the release of a new book, Mualajat Amrad-i-Niswan-o-Qabalat, authored by Dr. Fahmeeda Zeenat, and Hakim Mohd Afsahul Kalam, Research Scientist at RRIUM, Kashmir.
The book presents comprehensive treatment regimens for various gynaecological disorders and obstetric complications, offering a unique integration of Unani medical principles with modern healthcare approaches. It is poised to be an essential reference for medical practitioners and students specializing in women’s health.
The launch coincided with the National Workshop on Managing Menopause, organized by the Department of Niswan wa Qabalat on February 24.
The event was presided over by Professor Asfar Ali Khan, withDr. Kausar Usman, a distinguished physician from KGMU, Lucknow, as the Chief Guest. His keynote address provided an in-depth analysis of contemporary challenges in menopause management, blending clinical expertise with evidence-based insights.
Dr. Zeenat’s work represents a significant advancement in the field of Unani medicine, exhibiting AMU’s commitment to research and innovation in healthcare.
source: http://www.amu.ac.in / Aligarh Muslim University (AMU) / Home> News / by Public Relations Office, AMU (headline edited) / February 25th, 2025
India’s first Net-Zero (on-site solar energy) Retail Experience Centre, curated by Bearys Innomark, has set a new benchmark in sustainable architecture and green innovation. The project, which houses the globally renowned furniture brand MillerKnoll, is a testament to Bearys’ longstanding commitment to eco-friendly development and responsible urban design.
The launch event, attended by industry leaders, architects, project management consultants (PMCs), and clients, marked a significant milestone in India’s journey toward sustainable commercial spaces. The occasion was graced by Chief Guests N A Haris Nalapad, MLA of Shanthinagar and Chairman of the Bangalore Development Authority (BDA), Kartik Shethia, Managing Director for APMEA, International Contract, MillerKnoll, Syed Mohamed Beary, Founder & CMD, Bearys Group and Mazhar Beary Executive Director, Business Development & Retail, Bearys Group. Their presence highlighted the importance of sustainable infrastructure in shaping the future of urban development.
For decades, Bearys has been at the forefront of green building initiatives, blending innovation with environmental responsibility.
The MillerKnoll Experience Centre is a reflection of this ethos, demonstrating how cutting-edge design can coexist with sustainability. With on-site solar energy ensuring a Net-Zero footprint, the space is more than just a retail hub—it is a model for the future of responsible commercial development.
The event was not just about unveiling a new retail space but reinforcing a collective vision for a greener tomorrow. By championing sustainable design, Bearys continues to inspire the industry, proving that business growth and environmental stewardship can go hand in hand, the group said in a press statement.
source: http://www.english.varthabharati.in / Vartha Bharati / Home> Karnataka / by Vartha Bharati / February 15th, 2025
Developed by KMC Mangalore team led by Dr. Haroon, Dr. Sameena, Dr. Chiranjith
Mangalore:
A patent application for a groundbreaking medical device, Device for Monitoring Gynaecological Disorders, has been officially published, marking a significant achievement for the team of doctors and student inventors from Kasturba Medical College (KMC) Mangalore.
The device is designed to enhance early detection and diagnosis of gynaecological disorders. It incorporates a flexible probe, a rotational brush for effective sampling, and an enzyme-coated detection system, improving precision and efficiency in clinical examinations.
The innovation is credited to Dr. Haroon H, Dr. Sameena H, and Dr. Chiranjit Ghosh from MIT, along with student inventors Krisha Janaswamy, Shashank Sanjay, Adithya Harikrishnan Namboothiri, and Shubham Bhusari.
The official Twitter handle of KMC Mangalore also recognized the accomplishment, congratulating the team for their work in medical innovation.
Dr. Haroon is son of M. Hussain and late Akhila Begum from Arehalli village in Hassan while Dr. Sameena Haroon is daughter of KA Sadiq and Maimoona.
In a remarkable display of innovation, 12-year-old Abdullah Imran Mangalgeri from Solapur has converted a regular bicycle into a hybrid model that runs on battery and solar power, eliminating the need for pedaling.
A Class 7 student of M.A. Pangal Anglo-Urdu High School & Junior College of Arts and Science, Abdullah received the bicycle as a prize for excelling in a district-level speech competition on ethics. Instead of using it conventionally, he invested ₹9,000 and spent six months modifying it into a three-mode bicycle that can be powered by pedaling, a rechargeable battery (lasting up to 25 km), or solar energy (for continuous daytime use).
Abdullah incorporated a solar panel, battery, voice controller, speedometer, central lock system, GPS, and a network controller, giving his bicycle features akin to modern e-vehicles. His passion for science and innovation has driven him to attempt similar experiments in the past, including efforts to create a solar-powered air cooler.
Expressing gratitude for his success, Abdullah stated, “I love inventing. My next project is a solar-powered motorcycle.”
Recognizing his achievement, the school organized a felicitation event where Principal Dr. Haroon Rashid Bagban lauded his potential, calling him a bright mind with a promising future.
source: http://www.radiancenews.com / Radiance News / Home> Latest News> Report / by Radiance News Bureau / March 03rd, 2025
In a ground-breaking medical achievement for coastal Karnataka, doctors at Indiana Hospital & Heart Institute have successfully implanted the region’s first-ever artificial intelligence (AI)-driven, leadless pacemaker in an elderly woman. This milestone marks a significant advancement in cardiology and reinforces Mangaluru’s reputation as a hub for cutting-edge healthcare services.
The patient, who had been suffering from Tachybrady syndrome, a condition where the heart alternates between dangerously fast and slow rhythms, had been hospitalized multiple times over the past year due to heart failure. After extensive evaluation, doctors recommended a radiofrequency ablation and pacemaker implantation.
However, a traditional pacemaker was not a viable option due to the patient’s pre-existing infection and high risk of recurrent sepsis. Conventional pacemakers use leads connected to the heart and positioned on the chest wall, which can pose serious infection risks for vulnerable patients.
To overcome these challenges, a team of experts, led by Dr Yusuf Kumble, chief interventional cardiologist at Indiana Hospital, along with Dr Maneesh Rai (Electrophysiologist), Dr Garry Valerian Pais (Consultant Interventional Cardiologist), Dr Sukhen Shetty (Cardiac Anaesthetist), and Dr Pradeep, opted for an innovative, leadless pacemaker solution.
Unlike traditional devices, this self-contained pacemaker is implanted directly into the heart through a minimally invasive procedure via the groin, eliminating the need for external leads or chest wall placement. This significantly reduces infection risks and complications, making it a safer, more effective option for patients prone to infections. Following the successful implantation, the team also performed radiofrequency ablation to treat the patient’s arrhythmias.
“This achievement underscores the exceptional expertise of our cardiology team and our commitment to bringing cutting-edge medical technologies to Mangaluru and beyond,” said Dr Yusuf Kumble. “By implanting the first AI-driven wireless pacemaker in coastal Karnataka, we have further established Indiana Hospital as a leader in interventional cardiology, not just in Karnataka, but across India.”
The leadless pacemaker is smaller, more efficient, and less invasive than conventional devices, providing patients with enhanced quality of life while minimizing associated risks.
With this pioneering procedure, Indiana Hospital and Heart Institute continues to set new benchmarks in advanced cardiac care, further cementing Mangaluru’s position as a center for innovative medical interventions in India.
source: http://www.daijiworld.com / Daijiworld.com / Home> Top Stories / by Media Release / February 18th, 2025
After three years of relentless efforts, mathematics teacher Bilal Ahmad Mir is set to launch his solar-powered car, RAY, revolutionizing eco-friendly transportation. The much-anticipated vehicle will hit the roads on Monday, February 10, marking a significant step in clean energy innovation.
Mir, who entirely self-funded his project with an investment of ₹20-22 lakh, embarked on this journey in 2022. He extensively studied automobile designs from the 1950s to modern-day luxury cars, incorporating cutting-edge technological advancements into his solar vehicle. His research, published in six countries, has earned him the moniker ‘Elon Musk of Kashmir’.
The RAY solar car boasts a 1 kW solar-powered engine, a high-tech Battery Management System (BMS), and autonomous parking sensors. Its gull-wing doors, embedded with solar panels, enhance both aesthetics and energy efficiency. Unlike traditional electric cars that require sunlight for charging, RAY can charge itself even in cloudy or snowy conditions.
Mir initially caught the attention of Mahindra Group Chairman Anand Mahindra, but a potential collaboration fell through due to technical constraints. Despite this, Mir remains optimistic about his prospects in the global market.
While Indian manufacturers are producing electric vehicles, Mir believes his solar innovation faces no domestic competition. Instead, he aims to compete with international firms like Lightyear and Aptera Motors, both pioneers in solar-powered vehicles. His research continues to receive global recognition, further strengthening his reputation in the field.
The prototype of RAY was developed by modifying a 1988 Nissan Micra, a process that took Mir 13 years of dedication. The car, which features a dual power system—solar energy and a rechargeable battery—will officially launch on February 10 and is expected to hit the roads by June 2025. However, Mir remains tight-lipped about future production plans.
As the world shifts toward sustainable solutions, Bilal Mir’s innovative solar car serves as an inspiration for India’s clean-energy future.
source: http://www.radiancenews.com / Radiance News / Home> Pride of the Nation / by Radiance News Bureau / February 11th, 2025
He can afford to hand out fistfuls of Liv.52 to anyone feeling liverish, although he would prefer to sell the pill. As Meraj Manal says, one Liv.52 is bought every second somewhere in the world. The only ayurveda pill among the 12 bestselling medications in India, Liv.52 has powered its manufacturer The Himalaya Drug Co into the ranks of Big Pharma in India.
But ask Manal to sell a slice of his privately-held company and you are shown the door. Many consumer care companies have tried to acquire a stake in Bangalore-based Himalaya. Dealmakers know it is not up for sale, but they do not give up hope or stop making bids.
Why should they? Himalaya, started by Manal’s father, the late M. Manal, in 1930 to make herbal tablets in the Himalayan town of Dehradun, is today an established brand in over 70 countries with about 160 products – 66 in pharma, 63 in personal care, nine in baby care and 22 in animal care.
After India, its three top markets are West Asia, Russia and the CIS, and South East Asia. In 1999, Himalaya took its personal care range into global markets, piggybacking the equity of its pharma products.
Figures are not available, but Manal says turnover has crossed Rs 1,000 crore on the back of Liv.52, some similar pills and the personal care products. “Liv.52 is one of the biggest successes of my father,” says Manal, Chairman of Himalaya Global Holdings, which owns the nine operating subsidiaries in different regions.
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I get 3 or 4 offers a year: Meraj Manal
Meraj Manal, 62, has always let his business heads to do the talking. In a rare interview with BT’s K.R. Balasubramanyam, he explains why he does not want outside investments, and why values count more than profits. Edited excerpts
How did your father get into the herbal medicine business? My father spent his lifetime gathering knowledge about traditional household remedies, standardising them, testing them for safety and efficacy and demonstrating them to doctors. He was the first who thought of producing herbal medicines in tablet form so doctors can prescribe them… Whenever he heard about a remedy, he would jot it down on a plain card to work on them later. We have tens of thousands of such cards stored in boxes. Our toothpaste is a product from one such card scribbled 40 years ago.
Why are you still not a public company? I don’t want a rupee from anyone other than the bank, because it is difficult to explain what we do to a shareholder. Can I accept outside investments and allow these cards (pointing to the stacks of his father’s cards) to disappear? Our whole philosophy, our value system is so different, how do I explain this to investors? All my children – four daughters and three sons – think so.
Do you get offers? I receive three or four offers a year. Multinationals have spoken to me and one of them even said we are the nugget of the herbal industry. If I accept these offers and put that money in a bank, I would no doubt get millions every month… What will I do with that money? I don’t want the liability of someone else’s money with me, big or small. Once you accept outside investment, they will start advising us on things like cutting the number of curries in the lunch at our canteen… or the staff transport. They will ask us why you are doing this and that. There is no “why” here. This is how it is. Since we are closely held, I have the luxury to say profits are not everything.
How much of your revenues goes into R&D? In this company, there is no limit on expenses on R&D. That is the only division without a budget. These (pointing to the cards) have to be converted into products.
How are you professionalising the company? As you grow, you need people who know more than you do. You cannot reach the next step unless you professionalise…. We will reserve the holding company for family members and the subsidiaries will have only professionals. We have separated ownership from management. Family members will be responsible for nurturing our value system. I don’t want family members on the business side. If they have energy, they are free to go out and pursue their interests.
So a family member becomes part of the holding company by default? Admission is not by default. They must have something to contribute….My son heads the US business, and not because he is my son, but because he is a professional who knows the US market the best. He is doing remarkably well.
What about this Deputy Chairman’s post? I created the post two years ago and appointed Ravi Prasad for a very special reason. To send a strong message that the operational head does not have to be a Manal. People were astonished and are happy about the decision. Like any CEO of any other region, my son too reports to Ravi. (Ravi Prasad was elevated as Executive Chairman in October. He leads the global management team.)
Are you satisfied with your growth? The growth we have had is more than satisfactory. If I want more than that, then we are greedy. We crossed Rs 1,000 crore in revenues last year. I don’t know much about finances. Professionals handle that. I just sign on the papers. …When I joined the business in 1965, the revenues were Rs 40 lakh…. The way we are growing in North and South America tells me that 20 years from now, they could possibly be our largest markets by volume.
Where is Himalaya headed? We will never move from our core competence. I am not for diversifying. I am not a person who can do other things. Opportunities for growth are unlimited and there is no real need to diversify. Our global operations have taught us many things. The country does not matter. As long as there are homes with people, we will go there.
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Research backbone Although Himalaya’s reliance on Liv.52 has come down after both its new as well as old pharma products picked up steam in the market, and it launched personal care products, it all began with this blockbuster, whose recipe was among the many jotted down by Manal’s father on a card.
(Himalaya’s future lies in thousands of similar cards with notes that are stacked in boxes in Manal’s room.) The 52nd formula was a hit. Manal senior’s aim had been to make herbal remedies available in tablet form, scientifically tested for efficacy, identified by name and prescribed by doctors. The passion for research continues.
Ravi Prasad
Himalaya has raised its research, development and manufacturing standards so that its products clear regulatory hurdles abroad. “Apart from ayurvedic institutions, we also do clinical trials in leading allopathic institutions both in India and abroad,” says Ravi Prasad, Executive Chairman of Himalaya Drug Company, who leads the team of professionals worldwide.
“The regulatory picture is not clear in many countries and in some countries our standards have been recognised as the benchmark,” he says. Himalaya’s R&D facility, he says, is one of the biggest for an ayurveda manufacturer, with about 120 multidisciplinary scientists. As Manal proudly declares, R&D is the “backbone” of the company.
Himalaya knows the key to growth lies in its ability to create more patents. The US Patent and Trademark Office has granted it patents for its sunscreen, under-eye cream, laxative, sedative, immunestimulant, anti-acne range and hairloss cream, and 76 applications are pending. It has just released in the US markets a new type of tablet in which the binders are also derived from herbs. “No company has done this before, and we have filed for a process patent,” says Ravi Prasad. Until the 1990s, Himalaya’s portfolio had only pharma remedies. It entered the equally lucrative consumer care market with some 20 products under the Ayurvedic Concepts range in 2001. Two years later, it created the umbrella brand Himalaya Herbal Healthcare. It also began opening exclusive outlets: there are 130 shops in India and 25 in Singapore, Malaysia, South Africa and the Cayman Islands.
Dream run According to Ravi Prasad, Himalaya’s personal care products are growing much faster globally than pharma products, because pharma faces tough regulations in some countries. As of now, Himalaya gets 58 per cent of its revenues from pharma products, but that seems set to change. Saket Gore, Business Head of the consumer products division, says: “Today, we are the market leaders in face washes in the UAE, India and Malaysia.”
According to The Nielsen Co figures for April-June 2010, Himalaya face washes had a 17.8 per cent market share in India, less than two percentage points behind multinationals Hindustan Unilever Ltd and L’Oreal. Himalaya’s individual products also face competition from firms that are strong in one or just a few products, such as Colgate in toothpaste and Fair & Lovely in face masks. Doctors have been Himalaya’s biggest brand ambassadors in pharmaceuticals.
Philipe Haydon, President & CEO for pharmaceuticals, says Himalaya is in touch with about 3.75 lakh doctors and reaches 94 per cent of pharma retailers. “We are the modern face of ayurveda in India and our medical representatives promote products with scientific detailing,” says Haydon, who is also the CEO of the Asia Pacific region. In ayurveda retail, Himalaya competes with the likes of Dabur, Charak, and Baidyanath
Source: Indian Pharmaceutical Market rankings based on Org SSA report / Aug 2010
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Internationally, consumer care and pharma contribute equally to revenues. “In 20 years from now, North and South America could possibly be our largest markets by volume. They are very big on herbal medicine,” says Manal. These markets are headed by his son Nabeel, 36.
The Prognosis Industry observers believe that while Himalaya has built a cult in Liv.52, it needs more such blockbusters to make up for its low-key marketing and a distribution network weaker than that of rivals such as Dabur India.
“Today, the brand Himalaya is recognised and closely associated as a natural remedy, but on the personal-care front it sends out no cues to a consumer. This is important in the FMCG category where it competes with many others,” observes Kannan Sitaram, a former chief operating officer of Dabur.
Analysts say that opening shop-in-shops and branded stores is a good strategy. “But brandbuilding investments are required so that consumers will walk into a shop only for the Himalaya display. Also, being positioned as a mass brand, it needs greater presence and investment in distribution,” says Sitaram. But the company has to figure out if its returns are justified. “After all, rentals are going up,” he says.
In pharma, Himalaya is stronger. “It has very sharply- positioned products for the eyes, liver, bones and so on. It is also present in areas that are not crowded. Besides, it spends huge sums on R&D and can compete with some of the best pharma companies in India,” says R.B. Smarta, Managing Director, Interlink Marketing Consultancy.
This also gives it an edge in global markets, where the demand for natural, ayurvedic and herbal remedies is growing. “They have very precise and extensive documentation on each of their ingredients, that can withstand the rigor of clinical trials. Their patents also stand them in good stead,” says Smarta.
By buying raw materials directly from growers, collectors and nongovernmental organisations, Himalaya keeps costs under control. Recently, it signed an agreement with the Sikkim government to prepare farmers in organic farming of herbs and sustainable collection. In September, Himalaya, along with a few others, came under fire from the Centre for Science and Environment or CSE, which claimed that Himalaya’s honey contained antibiotics beyond the stipulated standards. Ravi Prasad denies the charge. “The same batch was tested at three independent laboratories and none found any trace of antibiotics.
Our technical team will soon meet the CSE with these findings and seek its comments,” he says.
No entry Manal does not run day-to-day affairs and has professionalised the company by elevating Ravi Prasad as the executive head, so that his father’s legacy grows independent of the family. “My father’s life’s mission was to help people and we will move in his footsteps,” says Manal, who follows the modest example set by his father. (In September, when Ravi Prasad called on Manal at his apartment in Dubai, the chairman travelled with him to Himalaya’s office in the Metro and then took a bus to attend another meeting.)
Of Manal’s seven children, only Nabeel works for the company. Two daughters are married and homemakers, and the other two daughters and a son are still studying. One son works in the financial sector in the US. Manal is content with bank funding, and proud of his 40-yearold relationship with Union Bank of India. In turn, M.V. Nair, the bank’s Chairman and Managing Director, says its long relationship with Himalaya is a wonderful example of a banker- entrepreneur growth story.
Himayala’s requirement of funds depends on projects. It borrowed Rs 100 crore two years ago from the bank to make its manufacturing unit in Bangalore compliant with European and American standards.
Dealmakers and investment bankers are not put off by Manal’s “No Entry” board. Recently a personal-care multinational contacted Bangalore’s Viedea Capital Advisors, looking for a sizeable stake in Himalaya. Deepak Srinath, cofounder of Viedea, says: “The management did not entertain any conversation on the subject.”
Himalaya, Srinath says, is a dream mandate for any investment banker because it has all the ingredients that a PE or strategic investor looks for – a highly credible brand name, an impressive product portfolio, a professional management and profitability.
“Also, the promoters have a reputation for being ethical,” says Srinath. According to the India head of an American PE firm, Himalaya is an ideal target since its capex needs are not large and can be met by internal accruals and bank funding. Such companies usually give robust returns.
But Manal is focused on different things: “The scope for growth is unlimited. As long as there are homes with people, that family is our customer. We don’t recognise borders.”
With inputs by Shamni Pande
source: http://www.businesstoday.in / Business Today.in / Home> News> BT Magazine> Features / by K R Balasubramanyam / Print edition / November 28th, 2010
