August Tributary - V 2 Magazine Final (003)

Imagina on Unparalleled

EDITION 2 - AUGUST 2016

10WHIN celebratesyears of bringing health to
about million consumers

2006 - 2016

Dear Colleagues,
While the 'first' issue of Tributary had a somewhat limited par cipa on
of employees and Associates, this edi on includes par cipa on not
just from WaterHealth India (WHIN) but also from WaterHealth Nigeria
(WHN), WaterHealth Ghana (WHG) and WaterHealth Liberia (WHL).
I hope that employee involvement in this magazine will only increase
with me.
On business, the financial year 2015-16 ended on a high note for the Company
with WHG repor ng its first profitable fiscal year (FY15-16) and WHIN repor ng a profitable quarter.
The Delhi Jal Board (DJB) project has been ini ated and will give WHIN the desired visibility in the
Na onal Capital, to that extent the Company has already set up an office in New Delhi.
WHG has been pursuing the GWW program with significant rigour and the momentum is expected to
intensify in the current year. Nigeria showed certain consistency in water volumes despite witnessing a
fuel crisis for the second me in the current year.
The Company is pursuing certain other exci ng developments, WHIN had bid for an IRCTC (Indian
Railways Catering and Tourism Corpora on) tender for installing Water Vending Machines at Railway
sta ons and has won (been awarded) certain significant clusters. This will be a pres gious project that
is likely to result in widespread recogni on for the Company.
WHIN's NGO partner, Jaldhaara Founda on, has received all statutory approvals which will help the
organiza on garner funds from many sources. WaterHealth is also checking the feasibility of
expanding opera ons in to new geographies, predominantly Africa where fi y one (51) countries are
being evaluated in the ini al research.
While all these developments, current and proposed, are major achievements, these will be
accompanied with their own sets of challenges. I therefore urge all of you to step up your efforts and
con nue to execute with diligence and hard work.

Yours sincerely,

Vikas Shah
Chief Opera ng Officer

HIGHLIGHTS

(January to June 2016)

1. WaterHealth India reported its first profitable quarter since incep on.
2. The containerized skid which has been named ATOM (Autonomous Transportable Opera ng

Module) reached India. It will be deployed in Achampet in Telangana state in India.
3. WaterHealth is exploring other alterna ve sources of revenue at the WHCs, in line with that

endeavour, the Company is pilo ng the White Label ATM in Karnataka.
4. The Company has won the IRCTC (Indian Railway Catering and Tourism Corpora on) tender for

installing Water Vending Machines (WVMs) at select Railway Sta ons.
5. WHIN's NGO partner Jaldhaara Founda on has been registered under FCRA (Foreign

Contribu on Regula on Act) which makes it easier for the organiza on to receive funds from
foreign donors.
6. WaterHealth has recently completed its third annual independent GIIRS cer fica on process
and scored 160 out of 200 possible points (up from 152 last year) and retained its pla num
status.
7. WaterHealth Ghana (WHG) launched its sachet water business.
8. WHG has been pursuing the GWW program with significant rigour and constructed eleven (11)
WHCs in the last quarter, highest ever in the history of WaterHealth Ghana. The WHCs
at Kan nkyiren and Effiduase have already been launched in March '16.
9. WaterHealth Nigeria (WHN) has recently been awarded the product registra on of dr. water by
Na onal Agency for Food and Drug Administra on and Control (NAFDAC). This is a cer ficate
which endorses WaterHealth's quality and is valued by the consumers across Nigeria.
10. Mr. Vikas Shah (COO, WHI) was recognized as being amongst the 'Top 50 Most Powerful Global
Leaders in Water and Water Management' on World CSR Day. Mr. Vikas Shah was also awarded
the 'Impact Award' in the Impact Conclave in New Delhi.

Safe water for all, any me, anywhere

A UTONOMOUS
T RANSPORTABLE
O PERATING
M ODULE

Water Vending Machine Autonomous Transportable Launch of Kan nkyiren WHC at Ghana
Opera ng Module (ATOM)

LATENT TALENT!

Mr. Suresh Babu Kurabandi

Suresh exemplifies the fact that, with hard work and
diligence a person can grow to any level!

Suresh joined WaterHealth as an Operator (Business
Associate) at Pasumarru WHC, Guntur. Suresh from
the beginning displayed a keen learning ap tude and
was soon given addi onal responsibility as Service-
in-charge for seven (7) Community Water Systems
(CWS') in the Guntur and Prakasam clusters.

He con nued rendering excellent service not only in
the technical area but also in opera ng the WHCs,
trouble shoo ng and maintaining the quality of
water as per the prescribed standards of WHIN [did
not report a single shutdown in eighteen (18)
months].

He was offered the posi on of Senior Technician in
Projects in 2008 and went on to successfully
construct, commission and erect sixty-five (65) WHCs
in a span of two (2) years. Recognizing his
contribu on and commitment, WHIN hired him
under the Company payrolls and moved him to
Hyderabad i.e. Company’s Corporate Office. He
supported assembly of (CWS') at WHIN's cap ve
assembly shop and was soon made in charge of
overall assembly opera on.

Suresh recently displayed his technical ingenuity
once again by redesigning the 500 LpH plant by using
used components from a 1,000 LpH plant.

As they say, true talent can never stay hidden!

NEWS AND VIEWS

Greywater Harves ng:

Innova ve technique to recycle water at our doorsteps
Water storage at India's 91 major reservoirs has dipped to 37.92 billion
cubic metres, just 24% of the total storage capacity of these reservoirs.
It's me to realize the severity of the water crisis and do our bit to save
this natural resource and if we don't start today the day isn't far when
we'll be le with no water at all!

Reported by Nidhi Kachru
A housing society in Pune was in the news recently for adop ng a simple
but effec ve technique to conserve water i.e. “greywater recycling”, now what is “greywater”?

Innova ve technique to recycle water at our doorsteps

The wastewater from baths, showers, washing machines, dishwashers and sinks (cons tu ng about
50-80% of a household's waste water) is called ‘greywater’. If recycled properly, greywater can save
approximately 70 litres of water per person per day in domes c households. A system like this can
reduce the water usage by about 50% i.e. poten ally reducing the water bills by half including the
water footprint This water may be used for a variety of purposes however the water is not potable.
How does Grey Water Recycling work?
There are various ways to treat greywater, ranging from very simple methods to sophis cated
automated treatment systems, depending on the final use of water.

Some of these are described in detail below.

1. Direct Use systems (For watering plants): Using this greywater is rela vely simple, a valve can be
fi ed with the external waste pipe allowing water which can be directed to a 'water bu ' (a large
barrel used for catching and storing water) so that it can be used to water flowerbeds.

2. Biological Systems (non food debris): Greywater with non-food debris can be treated in
following ways:

a) Using Sand filtra on: The greywater enters from the top and travels down through the sand,
the sand removes larger sized par cles. A er this, water is passed through a simple soil box
consis ng of four layers of material. The layers from top to bo om consist of soil, a bed of
very fine building sand, a layer of course sand and finally a layer of pea-shingle (gravel stone
layer) at the bo om. The water is ini ally pumped to the top of the soilbox and travels
down through the four (4) levels. Most of the filtra on takes place at the topsoil level where
soil organisms feed and reproduce using the nutrients in the soil, essen ally purifying it.

b) Crea on of wetland: In this technique, water is retained at a level close to the surface,
allowing aqua c plants such as reeds and bulrushes to flourish. Bacteria, both aerobic and
anaerobic, treat the greywater. In addi on, the roots of the plants absorb dissolved organic
materials, helping speed up the process.

c) Biological System (including food debris): Greywater with food debris needs to be treated
anaerobically using a sep c tank. The water that comes out of the other end of the sep c
tank can then be treated with the soil box filter or using wetlands as men oned above.

3. Mechanical Filters: When the water enters the pump unit, it can be pumped ver cally to where it
is required. The water is then treated in a storage tank (by adding chlorine) before it is sent to the
cistern of a toilet or the washing machine.

The Pune housing society men oned earlier in this note treats greywater with the help of
wetland and plants; these purify the water naturally through their roots a er which it is stored in
a tank and is accessible through the taps within the housing society. The society recycles at least
5,000 liters out of 20,000 liters of water consumed per day. This technique of water conserva on
costs only about `10,000 annually and is carried out without the help of electricity.

Water is necessary for survival therefore every effort needs to be made to conserve this precious
natural resource. Such ini a ves can serve as valuable lessons and if carried out on a large scale,
can make a world of difference in our country.

THOUGHTS AND EXPRESSIONS

'Lesson and learnings'

Inspira onal talks and stories have the capacity to change our lives
for the be er.

It was in 2013 that I came across a speech on Youtube by a

mo va onal speaker called Sandeep Maheswari, what caught my

interest was the deep understanding and explana on of certain

seemingly inconsequen al events in life. I discovered that Srilatha,
Maheswari had humble beginnings and struggled through his WHC Recruitment Coordinator,
teenage years but always had an entrepreneurial streak and 'out of Human Resources
the box' thinking. A college dropout, he is now the Founder and

CEO of ImagesBazaar.com, a stock photo company that has a repository of over 800,000 pictures,
making the firm the largest stock of Indian images in the world. He is also the recipient of the 2010

Young Crea ve Entrepreneur Award from the Bri sh Council for “his entrepreneurial skills which

represents a perfect blend of a good idea and business model leading to 'real' change”.

I was suitably impressed and inspired enough to make it a point to either watch educa ve seminars
online or a end them in person when ever possible. What I appreciate most about such programs is
the simplis c and interes ng way in which issues are explained, mostly in the form of stories,
anecdotes or quota ons. I realize that I can relate to many of them and have managed to learn from
some of them by applying their lessons in my own life, one such story is listed below.

Story¹

This is a story of two (2) friends in a village called Rampur, Krishna who was ten (10) years old and
Shamu who was six (6) years old. Their age difference notwithstanding, the boys were very close to
each other, they played together, studied together and ate together.

One day they were flying kites and got so engrossed in the sport that they didn't no ce that they had
wandered out of the village into a lonely spot with no one else nearby. Suddenly Krishna fell into an
old abandoned well. Shamu went around shou ng for help but there was nobody in the vicinity.

Eager to help his friend, Shamu came back and looked around, he no ced a bucket ed with rope near
the well. He immediately threw the bucket down into the well but the ques on was did he have the
physical strength to pull out a much older and heavier child than himself? He however did not even
think about that and focused only on ge ng his friend out of the well. He applied all his strength,
energy and concentra on in pulling Krishna out, with a bit of struggle, he eventually managed to save
his friend. They returned to their village and related the en re experience to the people however
nobody believed that a small 6 year old boy who could not even li a bucket full of water had managed
to pull a 10 year old boy from a well.

¹h p://mo vateme.in/powerful-animated-mo va onal-story-by-sandeep-maheshwari/

Only one (1) person in the village believed the children's story, their 'Guruji', the school teacher. The
other villagers were surprised and asked Guruji the reason behind his belief.

Guruji replied that when Shamu decided to pull Krishna out of the well, there was no one around to
discourage him by saying that he would be unable to perform the seemingly impossible task. He
himself never gave a thought to this because his en re a en on was focused on saving his friend. In
short, everything is achievable if we believe we can do it and do not listen to others who may feel that
we are incapable.

Since the me I read this story, I decided to stay away from nega ve thoughts and nega ve people
who discourage and prevent me from achieving challenging tasks. This has held me in good stead and
I realize that channelizing my mind only towards posi vity has helped me on many occasions.

An Inspiring Case Study

I read the following case study and was impressed with the fact that
this Indian entrepreneur expanded his venture in the African
con nent without prior experience and knowledge of the sector and
despite various risks and challenges. The case study highlights some
of these risks and the steps taken by the Company that he founded.

Karuturi Global, a Bangalore based company, was the world's

Nageshwer Rao, largest cut flower exporter in 2008 when the CEO Ram Karuturi
Head-Accounts and Taxa on received a proposal from the Ethiopian government to set up an
agricultural farm in West Ethiopia. A major mo va on for

considering the project (as per Karuturi) was the Ethiopian famine in 2008, he hoped to alleviate the

shortage of many food crops in the country. The country as well as some of its neighbours faced food

shortage even though they had huge tracts of undeveloped land. The government offered him

300,000 hectares of land at a favourable price to grow food crops. Karuturi was keen to make it big in

the agricultural sector however Ethiopia was a rela vely new and unknown territory for him.

Moreover the line of business i.e. food crops was also a new area for him as was large scale farming.

Significant investments were needed to make the land cul vable and the Company faced other risks

like the land possessed li le or no infrastructure and bordered war ravaged Sudan, thereby requiring

military protec on. Also the area was connected to the capital, Addis Ababa, by only a mud road and

the lone port of access for investors was Gambela airport, a narrow airstrip with a shed! So there were

challenges and risks galore! S ll Karuturi had the vision to make this opportunity into a grand success.

Karuturi wanted to develop the area as an agri-economic zone with food processing facili es like rice

mills, sugar factories, oil processing plants etc. on site. The power to operate the planned facili es

would be generated through a mix of hydroelectric power plants and rice husk and bagasse, a by-

product of the sugar produc on process-based power units.

Capital would be raised through a mix of equity and debt from both domes c and foreign ins tu ons.
By the end of 2009, Karuturi had begun land development in Gambela and in 2011 the Company
planted its first crop of maize, the easiest shortcycle crop possible in the area.

Keeping cost control in mind, the Company ini ally thought of obtaining low-cost farm machinery
from India but soon realised that Indian equipment was not designed to operate large-sized farms.
Karuturi changed strategy in 2010 and began roping in US based suppliers with more experience and
superior machinery to run large industrial farms. This new strategy led to an immense and immediate
gain in efficiency.

Another key challenge was a rac ng skilled labour, while adequate local labour was available in
Ethiopia, it was largely unskilled in modern farming. Karuturi managed this by training his workers.
There was also cri cism that many of the Company's managers, owing to lack of experience, were
taking incorrect decisions leading to higher produc on costs and loss in poten al sales. To overcome
this limita on, Karuturi hired consultants with industrial farming experience from the US and
Uruguay.

This Company, unlike large conglomerates, is a rare example of an Indian Company genera ng scale
through such high risk large greenfield projects. In this context, the Company faced a major dilemma
i.e. to operate on scale offered a fair chance of recovering its large ini al investments and develop a
sustainable produc on model but at the same me the Company was constrained by its lack of
experience in industrial farming.

Managing cost and raising funds was cri cal; the Company recognises its challenges and is working
towards reducing such risks.

Though the Company has seen ups and downs, it has surmounted various impediments with courage
and convic on.

A FEW OF MY FAVOURITE THINGS

1. Na ve place – Zaheerabad, Medak district

2. Joined WHIN on – 29 Jan 2007

3. Best part about WHIN – The social cause it works for but

with a Sustainability goal.

4. Dream (holiday) des na on – Laddakh

5. Zodiac sign – Scorpio

6. Like – (Hobby) – Horse riding and reading success stories Venkatesh Iyer
7. Preferred pet – Dog Head - Procurement and
8. Can watch any me – (Movie) - SHOLAY Development

9. Current or All- me favourite read – (Favourite book or author) – “You can win” by Shiv Khera

10. Love listening to – (Music/singer/song) – Mohammad Rafi and Jesudas

PASSION FOR PHOTOGRAPHY

SaiKumar Kalaimani,

Manager - Market Research.

MY CREATIONS!

Srilatha,

WHC Recruitment Coordinator,

Human Resources

WHIN'S FOLKLORE

This is the story of an individual who started his career as a Sales person,
selling Yellow pages and went on to become the Chief Opera ng
Officer of WaterHealth Interna onal.

The protagonist of this story hails from the beau ful state of
Jammu and Kashmir. A state known for its gardens, palaces, lakes
and temples, Kashmir is also known as 'Ryeshi Vaer' the Garden of
Saints.

This land has produced an innumerable number of saints and
savants, sages and sufis, who have always stood for truth, freedom,
wisdom, humility, and compassion. The common Kashmiri has adopted these
quali es and imbibed them in his/her thinking and ac ons.

One will find most of these quali es in Vikas too. Vikas is the only son of Som Kishen Shah and Rama
Shah and was born in the month of August 1967, a LEO.

Vikas received a Bachelor's Degree (in Mechanical Engineering)
from Bangalore University and an MBA degree (in Finance) from
Jammu University. A er comple ng his MBA, Vikas joined Tata
Donnelly in Delhi. He was the most qualified person (among the
en re sales team), working at the grass root level, selling Yellow
Pages, which in those days was considered a tough business. Also
he was considered a 'black sheep' among his colleagues since most of them were experienced and
well trained in sales while he was a fresher. Vikas o en wondered if his choice of ge ng into sales was
right. Nevertheless he remained focused, working under tough
weather condi ons of 45+ degrees celsius, skin bi ng winter and
heavy monsoon selling yellow pages to shopkeepers, Small and
Medium Enterprises and other businesses at Asaf Ali Road in Delhi,
for 14 to 15 hours a day.

His focus was never to win orders instead he believed in winning
customers. During that me Tata Donnelly was running various incen ve schemes for the sales team
but Vikas instead of pursuing the incen ve would think about the value or benefit the customer could
get by buying a certain product. While he never realised the impact of this style of sales at that point,
much later his boss called him (a er he had le Tata Donnelly) and told him that 80% of his customers

s ll con nue to use the Yellow pages (and remember him fondly)
compared to the rest of the sales team who have lost majority of their
customers. Though Vikas rarely achieved his targets, his customer
reten on rate was the highest.

This was a major learning that Vikas acquired through the years i.e.
one need not aspire to become the best sales person in the short
term (by repor ng quick numbers) because eventually sales is a
marathon and all that really ma ers is winning the trust a customer.

During this period one day his sales manager called all the sales
execu ves who had not met their monthly targets and gave
them a hard drubbing. Vikas was angry and felt that it was
unfair given the amount of hard work he and his
colleagues had put in to report performance. In his anger
he broke a window pane and also two (2) of his knuckles.
He was rushed to a hospital immediately and was out of
commission for nearly two (2) weeks. He realized from
this experience that one may have professional
disagreements but that should not manifest itself into
anger, which he realized is a sign of weakness. This
was another lesson that stayed with him i.e. (for the
rest of his life) if he had professional disagreements,
regardless of any provoca on, he maintained an
objec ve view of the given situa on rather than flow
with emo ons.

It was at Tata Donnelly that Vikas realized that sales is
all about persistence. There were mes when he was
unceremoniously exited from customers premises;
customers would refuse to talk to him; despite leaving his
business card he never received a call back, such experiences
were frustra ng. However he had an a tude of not giving up
and Vikas con nued to visit a prospec ve customer again and
again un l his face was registered in customer’s mind, this
significantly increased his chances of his winning the order
eventually .

These three (3) lessons that stayed with Vikas for the rest of his
life.

1. Sales is not about achieving numbers but about winning the
customer.

2. Never let emo ons drive your decisions in business
(profession).

3. Be persistent and have a 'never give up a tude' that will
eventually lead to success.

EMPLOYEE ENGAGEMENT ACTIVITIES

Makar Sankranthi

Rangoli

Kite flying Pongal prepara ons

Prize distribu on

Makar Sankranthi - is a Hindu harvest fes val celebrated in almost all parts of India albeit under
different names like Pongal (in Tamil Nadu), Bihu (in Assam), Lohri (in Punjab) and U arayana (in
Gujarat) as well as in Nepal and Bangladesh in different cultural forms. The day is also believed to
mark the arrival of spring in India. Makar Sankranthi is a solar event making it one of the few Hindu
fes vals which fall on the same date every year i.e 14th January, with some excep ons.
WHIN celebrated the fes val on 13th January at the Corporate Office in Hyderabad with tradi onal
ac vi es like crea ng Rangoli/Art on Floor, Kite Flying and Pongal sweet prepara on.

Republic Day marks the crea on and release of the cons tu on of India when it came into being in
the year 1950. WHIN celebrated the event on 25th January at the Corporate Office by organizing a
“Patrio c Songs” compe on and a JAM (Just a Minute) session wherein employees had to enact
their favourite na onal leaders or freedom fighters.

Republic Day
Holi the Indian “fes val of colours” is celebrated across the country with pomp and gaiety. The day is
celebrated to mark the victory of good over evil, the arrival of spring and as thanksgiving for a good
harvest; people meet with others, play and laugh, forgive and forget and repair broken rela onships.
WHIN celebrated Holi on 22nd March and employees, in keeping with the tradi on, played with
colours and water in the parking lot of the corporate office in Hyderabad.

Ugadi - The fes val marks the new year day for those who follow the South Indian lunar calendar, and
is celebrated predominantly in the states of Andhra pradesh, Telangana, Karnataka, Maharashtra and
Goa. The name Yugadi or Ugadi is derived from the Sanskrit words yuga (age) and ādi (beginning) or
"the beginning of a new age". WHIN observed the fes val on 8th April by distribu ng tradi onal Ugadi
snacks.
Employees had to dress up in ethnic Indian a re and a 'Fashion show' was organized. Those who did
not wear tradi onal Indian costumes were given a unique 'punishment', they had to create 'paper
dresses' and 'walk the ramp' wearing them.

The fashion show

The 'Punishment'

SAMWAD January 2016

The second global Samwad (Town Hall mee ng) was held on 22nd January 2016 wherein employees
across the states of India and Africa par cipated simultaneously through a video conference.
WHINspire awards were also distributed during Samwad, the following WHIN employees received
the awards during the January Samwad.

S. No. Award WHIN Employee Name Func on
1. Prac oner WHIN
2. Prac oner WHIN P. Phani Raju Opera ons
3. Prac oner WHIN
4. Prac oner WHIN Gaurav Na huji Wankhede Opera ons
5. Prac oner WHIN
6. Prac oner WHIN Korabandi Suresh Babu SCM
7. Contender-Member WHIN
8. Zest WHIN Guguloth Sudhakar HR
9. Zest WHIN
10. Zest WHIN Viral Patel Administra on
11. Zest WHIN
12. Zest WHIN Reddy Ganapur Krishna Marke ng
13. Zeal WHIN
14. Zeal WHIN J. Venkateswar Rao IT
15. Zeal WHIN
16. Zeal WHIN Anand Kumar K. BEAT
17. Zeal WHIN
18. Zeal WHIN Abdul Khadeer M. S. CART
19. Zeal WHIN
20. Zeal WHIN Muthu Kumar. P Opera ons

V. Narasinga Rao CART

Chiranjit Modak BEAT

M. Brahmaiah Administra on

Sreekanth Kotagiri CART

S. Naveen Kumar Reddy SCM

V. Karunakar Reddy IT

P. Sona Administra on

K. S. Sripad Finance

Karna Siva Sankara Babu Finance

S. Chandrasekaran SCM



SAMWAD April 2016

The third global Samwad (Town Hall mee ng) was held on 29th April 2016 at the Corporate Office in
Hyderabad wherein employees across the states of India and Africa par cipated simultaneously
through a video conference. The following WHIN employees received the WHINspire awards during
the April Samwad.

S. No. Award WHIN Employee Name Func on
1. Master WHIN P. Narasinga Rao Projects
2. Master WHIN Ma n Husain BD
3. Master WHIN B. Raja Kumar Projects
4. Challenger WHIN Dasari Raj Kumar CART
5. Challenger WHIN Mallappa Kuriyavar CART
6. Zeal WHIN Yarlagadda Srinivasa Rao CART
7. Zeal WHIN Venkata Ramesh Madala CART
8. Zeal WHIN Bandari Bikshapathi CART
9. Zeal WHIN S. Venkata Ramana CART
10. Zeal WHIN T. Ramu CART
11. Zeal WHIN M. Harendra Legal
12. Zeal WHIN Seshagiri. I BEAT
13. Zeal WHIN L. Kishore Kumar CaBU
14. Zeal WHIN K. Mohan Kumar SMaAT
15. Grand-Master II Runner-up WHIN Karan Vir Singh CoBU
16. Grand-Master I Runner-up WHIN Anshuman Singh Projects
17. Grand-Master Winner WHIN Pranav Sharma Strategic Cell
18. Conqueror II Runner-up WHIN Y. Venkateswarlu CART
19. Conqueror I Runner-up WHIN M.D.Lal Mohammad CART
20. Conqueror Winner WHIN Abdul Khadeer M. S. CART
21. Prac oner WHIN Reddy Ganapur Krishna Marke ng
22. Prac oner WHIN Divya Deepthi Pothugan HR
23. Prac oner WHIN Pranav Sharma Strategic Cell
24. Prac oner WHIN A. Krishna CART

25. Prac oner WHIN Prathipa Syamala Rani IT
26. Prac oner WHIN Mohammad Azeez Pasha BD
27. Specialist WHIN Yerramothu Suresh Babu PaBU
28. Specialist WHIN Nikita Tiwari BEAT
29. Challenger WHIN Ma n Husain BD
30. Zest WHIN Divya Deepthi Pothugan HR
31. Zest WHIN Abhishek Mukherjee Finance
32. Zest WHIN Mohar Mandal Finance
33. Zest WHIN Y.Venkateswarlu CART
34. Specialist WHIN Genji Vinod CART
35. Compe tor WHIN Srinivasu Donga Finance
36. Zest WHIN Veeranagulu Dekka CART
37. Compe tor WHIN Ashok. K. M BD
38. Compe tor WHIN Suresh Pa l CART
39. Compe tor WHIN Manjunath Jalagar CART
40. Zest WHIN Venkatesh.M CART
41. Zest WHIN M. Raju Opera ons

WOW/Waves Event

An event was organized on 11th June 2016 at Leonia Wellness Resort in Hyderabad to mark WHIN ‘s
tenth (10th) Anniversary; culmina on of Waves Program and launch of Tides Program. The
following winners of Waves projects were felicitated at the event.

S. No. Award WHIN Employee Name Func on
1. Challenger WHIN D. Padma Reddy BEAT
2. Warrior - Owner WHIN D. Padma Reddy BEAT
3. Warrior - Member WHIN C. P Rajesh Kumar BEAT
4. Warrior - Member WHIN Korabandi Suresh Babu BEAT
5. Warrior - Member WHIN Gurmeen Kour BEAT
6. Warrior - Member WHIN Boda Lenin BEAT
7. Warrior - Navigator WHIN S.S. Prasanna Rani Legal
8. Gladiator - Owner WHIN Naveen Mathur Strategic Cell
9. Gladiator - Member WHIN Vasu Penakonda Strategic Cell
10. Gladiator - Member WHIN M. Harendra Legal
11. Gladiator - Navigator WHIN Pranav Sharma Strategic Cel
12. Contender - Member WHIN J. Venkateswara Rao IT
13. Contender - Member WHIN Gangadhar Rao . M IT
14. Contender - Owner WHIN K. P. Balaji BEAT
15. Contender – Navigator WHIN Ashish Dhar Raina BEAT
16. Contender - Member WHIN J. Venkateswara Rao IT
17. Contender – Navigator WHIN Srivalli Darbha COO’s Office
18. Navigator WHIN Ashish Dhar Raina BEAT
19. Navigator WHIN Divya Deepthi Pothugan HR
20. Navigator WHIN Mohar Mandal Finance
21. Navigator WHIN Naveen Mathur Strategic Cell
22. Navigator WHIN Pranav Sharma Strategic Cell
23. Navigator WHIN S.S. Prasanna Rani Legal
24. Navigator WHIN Srivalli Darbha COO’s Office
25. Navigator WHIN Suman Kurapa Opera ons

26. Navigator WHIN Vasu Penakonda Strategic Cell
27. Navigator WHIN Ashish Dhar Raina BEAT
28. Navigator WHIN Mohar Mandal Finance
29. Navigator WHIN Srivalli Darbha COO’s Office
30. Navigator WHIN Pranav Sharma Strategic Cell
31. Navigator WHIN Suman Kurapa Opera ons

FROM AFRICA

WATERHEALTH NIGERIA

World Water Day Symposium: WaterHealth Nigeria par cipated in the World Water Day Symposium
2016 at Lagos Business School on 22 March 2016. The theme was 'Water as a Driver for Sustainable
Growth'. Mr. Krishna Mohan, Chief Technical Officer, WaterHealth (West Africa) took part in an
interac ve session on “Jobs and Entrepreneurship Opportuni es within and beyond the Water Value
Chain”.

World Water Day Symposium

Employee Engagement ac vi es
Employee engagement ac vi es were conducted at WHN (on 24th June 2016). They included,

1. cascading of policies, processes and programs,
2. team building exercises
3. discussions and ESAT (Employee Sa sfac on Surveys).

WATERHEALTH GHANA

King of Ashan inaugurated the WHC at Kan nkyiren

Kan nkyiren WHC Launch
His Majesty Otumfuo Osei Tutu II inaugurated the Community Water System set up by WHG to
provide clean and safe water to the people of Kan nkyiren in Ashan region on 16th March 2016. This
also marked the commencement of WHG's ambi ous project to provide access to clean and safe
water to over twenty (20) million Ghanaians by 2020.
On the same day, a WHC was also commissioned at Effiduase by Nana Ada Ameyaw II, Chief of
Effiduase. Vikas Shah, Chief Opera ng Officer, WHI and Samir Mithal, Chief Development Officer, WHI
and other execu ves from the Company were present for both these launches in Ghana.

Employee Engagement ac vi es
Employee engagement ac vi es were conducted at WHG (on 11th June 2016). They included,

1. cascading of policies, processes and programs,
2. team building exercises,
3. discussions and ESAT (Employee Sa sfac on Surveys).

WATERHEALTH LIBERIA

WaterHealth Liberia bid farewell to Mr. Grimes (Head-PR, Business Development and
Administra on), the “Oldest Employee” of WaterHealth India, as he re red on 29th February 2016.
The guests at the event included Mr. Victor George from Liberia Coca-Cola Bo ling Company (LCCBC),
Mr. Gabriel Johnson, Legal Counsellor and Mr. Anwar, Managing Director – Tower Group, all of whom
gave apprecia on speeches in Mr. Grimes' honour.
WHL also presented a tradi onal Liberian shirt to Mr. Grimes as a token of the Company's
apprecia on.

Oldest employee of WaterHealth Interna onal re res

KNOW YOUR LEADERSHIP TEAM

Who is Bharadwaj Tirunellai?

Bharadwaj heads the Consumer Business Unit at WaterHealth India, he
has been in WaterHealth since November 2009. Professionally he has
over eighteen (18) years of experience in managing sales,
distribu on, opera ons, projects, planning and execu ng business
strategies. Before joining WaterHealth, he worked for Tata
Teleservices in the Access Business Unit managing a network of
close to two (2) million PCOs and rural telephones in India. As a
supervisor, he is a task master and expects people to be result oriented
with unwavering focus on business objec ves. Outside of work he enjoys
traveling, trekking in the mountains and exploring the bio-diversity of the Western
Ghats. He makes it a point to take his children on these nature trips deep inside the jungle or high in
the mountains.

Where are you from and what is your background?

While my family hails from Palakkad, Kerala, I was born in Chennai. Since my father was working in
State Bank of India (southern region) my childhood was spent in various places in South India.
Educa on (un l the 10th class) was predominantly in Kerala a er which I was in Chennai un l
Gradua on. I received an Electronics and Communica on Engineering degree from the University of
Madras, took up my first job during my Engineering days as an off rolls (contract) employee in
Crompton Greaves selling electrical appliances in Chennai. This job helped me earn some money to
fund my future studies. Subsequently I went to Pune to study for a PGDM degree at Symbiosis School
of Management. My first job through campus placement was with Shyam Telecom in Rajasthan,
again in sales and distribu on. These sales s nts helped me hone my skills in the area of sales,
distribu on, opera ons and develop a perspec ve of managing business. My wife Radha, is a home
maker and I have two (2) children; Dhwani and Nishaant. My father is now re red and is se led in
Coimbatore along with my mother. I have a sister who is also a banker.

How and why WaterHealth?

Having been in Telecom for about twelve (12) years I felt a sense of stagna on professionally.
Addi onally I was missing the adrenalin surge that I o en used to experience in the first few years of
my work life, so I was looking out for a change. While I was broadly aware of WaterHealth, it took me
some me to decide and make the change to a social enterprise, which at that me almost appeared
to be like joining a NGO. The dilemma was why to move out of a reasonably secure posi on in a
Company backed by a reputed brand and jump into something uncertain? In some sense I took a
'Leap of Faith'. Frankly I never knew what was in store for me here except the fact that on paper it
looked like an opportunity to travel a lot (something which I love) and check out the rural geographies
of erstwhile Andhra Pradesh. I remember telling myself that I will give about five (5) years to
experience the excitement of a 'start-up' and try to improve my knowledge in certain other areas of

business like Funding, Legal, Regulatory issues, Project Management etc. which were missing from
my repertoire.

The journey so far in WaterHealth and in life?
The journey so far in WaterHealth has seen its share of ups and downs. Upon joining the Company I
had the unenviable task of reorganizing the en re team and ge ng them aligned to a common
purpose and mission; so in a sense I had to literally bring the en re house down and re-build it 'brick
by brick'. This kept me busy for close to one year. For the first few years I spent a lot of me traveling,
visi ng WHCs, interac ng with consumers, the community etc. which helped me understand the
reali es of safe drinking water in rural India. There was a me in 2011-12 when a lot us were literally
out on the road acquiring sites in rural and peri-urban areas of Andhra Pradesh and the current
Telangana. The last couple of years have been par cularly exci ng with WaterHealth as the Company
is stepping up its presence in the urban markets, partnering with Corporates for their CSR funds,
making inroads in West Africa etc. While I have had my share of anxie es and fears but if I have to
summarize my s nt at WHIN, I would say that it has been a roller coaster ride (so far) and all of us
know that such a ride is good fun; I guess we have exci ng mes ahead with the ambi ous goals to
pursue.

On the personal front, life so far has been running at a fairly rapid pace. My father's s nt as a banker
never gave us me to really se le at one place; he used to get transferred every two (2) years and
preferred it that way since he believed that gave adequate opportuni es to us to check out different
places, people and experience diversity. When I look back, this gave the family a chance to keep
experiencing change and probably ins lled in us a great deal of adaptability. This is something that I
am presently trying to pass onto my children. I am very choosy about my friends and acquaintances;
so people would observe that I take a long me to establish friendships.

The bigger ambi ons in life?
Build homes and communi es that blend modern age architecture with tradi onal [centered on
ethnicity] sustainable designs.

Message for colleagues, subordinates and other office mates?
There is no short cut to success; you have to be at it all the me, chipping away in bits and pieces,
results will follow.
For the younger brigade, ge ng an opportunity to work in an enterprise like WaterHealth is almost
like a dream come true; push yourself to work in all areas of business, it will stand you in good stead in
future.

BRAINTEASERS/QUIZ

1. Which program has the Government of India launched to create awareness about the social and
cultural heritage of the na on?

2. Which planet transited over the disc of the Sun on May 9, 2016?

3. Which Indian Bank has launched the mVisa facility recently?

4. Who has recently been appointed as the MD of Godrej Nature's Basket?

5. This is a cool dry wind that blows westward during December to February carrying huge
quan es of fine dust from the Sahara desert towards the West African coast. Name it.

6. What is the pH range for drinking water?

7. Which Indian state would you be in if you were watching birds at Ranganathi u Birds Sanctuary,
situated on an island in the Kaveri river?

8. Which river is Baglihar Dam, also known as Baglihar Hydroelectric Power Project, in Jammu &
Kashmir built across?

9. Who was the first customer to purchase WHCs in Ghana?

10. Take a look at the three circles below. Look at the pa ern in the top two, and use them to
determine what number should replace the ques on mark in the third circle?

64 5 81 7 Answers
40 63 1. Watan ko Jaano
2. Mercury
16 4 AB 3. State Bank of India
? C 4. Avani Davda
5. The Harma an
6. 6.5-8.5
7. Karnataka
8. Chenab
9. Safe Water Network
10. 16

C=B*√A = 4*√16=4*4=16

For feedback, comments or contribu ons for the next edi on of Tributary,
write to [email protected] or contact:

Mahima Shanker - Corporate Communica ons - [email protected]
Aniket Jha - Manager - Marke ng Communica ons - [email protected]
Nidhi Kachru - Manager - Social Media - [email protected]
Divya Deepthi - Head - Employee Rela ons - [email protected]
R.G. Krishna - Head - Crea ve Designs - [email protected]