Scrapbook_Digital 2016-11-24 new1

This book brings to you a collection of stories of the
life and times at Grindwell Norton over the last 75 years



Theme of our
75th Anniversary

3

4

Anand Mahajan on the Anniversary Theme

alive
adjective \e -'l-iv\
- lively, animated, spirited, active
- sensitive, perceptive, responsive
- aware, cognizant, on-the-ball
ALIVE means all of these things and GNO@75 exemplifies this. GNO is alive in every sense of the word. The organization and its people
are active, energetic, innovative, spirited, perceptive, responsive and on-the-ball. They are alive to what is going on in the organization
and its environment, alive to the needs of our customers, alive to opportunities and threats, alive to the exciting future that beckons
us, alive to making the future happen... And that is why the theme and the logo for our 75th Anniversary is:

Anand Mahajan
Managing Director

5

SO ALIVE to the changing needs of our customers:

We innovate to offer leading products and solutions
to meet these needs

SO ALIVE to creating a flourishing work environment:

We are active, energetic and enthusiastic and do what
it takes to think beyond and stay ahead

SO ALIVE to embracing our values in all that we do:

We are committed to strictly adhering to our Principles and
our Code

75SOALIVEtotakingcareoftheenvironment:
We are committed to build a sustainable future and
embed sustainable solutions in our business strategy

SO ALIVE to creating collaborative stakeholder relationships:

We build a strong connect with our customers, our dealers, our suppliers,
our shareholders and the communities in the midst of which we live and work

6

The Story of
Grindwell Norton

7

The story of Grindwell Norton We've come a long way since then
Began way back in nineteen forty one And have made it to the top
When Two Parsis and Two Czechs But ourN journey to the next level
Made India's first grinding wheel Will never come to a stop
In a small fishing village, known to none

8

Our ability to adapt and innovate Celebrating yet another milestone
Has made us who we are With a new drive
The men and women at the heart of GNO Oh yes, we are SO ALIVE
Have together got us this far Even at 75!

The young and the old But then, we've always been ALIVE
And the many – always ready Always on-the-ball
It's their grit that we celebrate With our eyes set on an exciting future
For making GNO strong and steady That beckons us all

With the customer at the heart
And values at the core
We've pushed our boundaries
And shown competition the door!

Artist Impression of the Mora Factory in 1940.
(This painting first appeared in the Golden Jubilee
Brochure in 1991)

9

Panoramic view of the Mora Factory in the 50's

10

Our Brief History...

1941-1978

12

1971-1980

Evolution of Logo 

1956-69 1970 1971-83 1983-90 1990 onwards

  13 

1981-1990

GNO goes Public. Following an
IPO, GNO is listed on the
Bombay Stock Exchange. Since
then, GNO’s market value has
grown at a compounded annual
rate of 18.5%

GNO starts manufacturing
Centralized Lubrication Systems in
Bangalore. In 1993, Lincoln Helios
(India) Ltd. was formed as a JV
between GNO and Lincoln GmbH.

14

1991-2000

GNO becomes the rst
majority-owned subsidiary of
Saint-Gobain in India. Earlier in
1990, Compagnie de Saint-Gobain
had acquired Norton Co., USA, and
thus became a stakeholder in
GNO.

15

2001-2010

GNO’s Head O ce moves from
the heritage Army & Navy
Building to a new owned
o ce at the Leela Business
Park, Mumbai (near the
International Airport).

16

2011-2016

GNO commissions a new
High Performance
Refractories plant at a new
site at Halol in Gujarat

the No. 1
Abrasives
company in
India

17

Down Memory Lane

Our stories in words and pictures

18

The 1940s

Our Founders, Mr. P. H. Sidhwa and Mr. R. D. Sidhwa along with Mr. F. B. Lima and Mr. E. J. Kaufmann
(both from Czechoslovakia) pioneered the manufacturing of Grinding Wheels in the fishing village of Mora (near Uran) in 1941.

 Mr. Noshir Dinshaw Sidhva (nephew of Mr. P. H. Sidhwa), joined Grindwell in 1942. Under
the able guidance of Mr. Lima, he worked and mastered the technique of each department
of the factory. When Mr. Lima left in 1957, the bulk of the work was picked up by
Mr. Sidhva. Under his capable leadership, Grindwell Abrasives grew from strength to strength.

19

Artist impression of Bharat Tiles, Mora in 1940

20

The Birth of Grindwell
Almitra Hoshang Patel

Across the Arabian Sea from the Gateway of India off Bombay"s F B Lima, similarly stranded in Australia, and together they would
southernmost island lies Mora, a mainland fishing village where help Bharat produce abrasives that the British, cut off from
my father Pheroze Sidhwa was born, the seventh of eight poor imports, would urgently need for their war effort. Unable to pay
children. His father worked in a seaside distillery making exotic them any salary, which they had themselves stopped taking, they
liquors from oranges, rose petals and mahua flowers, closed by offered the two Czechs monthly payment in equity upto 50% of
the British when they started their own distillery in Nasik. That is a new company, Grindwell.
where the main Grindwell factory now stands.
Lima began by making ceramic bonds from local clays, felspar
My father and his lifelong partner Rustom Sidhwa, son of his and silica. He pressed the first wheels in a cotton baling press,
eldest brother but only three years younger, were mentored by sun-dried them and fired them in a local brick kiln. Taken for trials
Karachis three-time mayor Jamshed Nusserwanjee Mehta, an to the workshop of the Great Indian Peninsular Railway, the
ascetic Gandhian bachelor, to make India self-reliant by starting Britisher in charge grew red-faced and furious when they went
industries there. They founded Bharat Tiles there in 1922, taking for feedback, saying they were fooling him by sticking an Indian
beach sand from across the road and getting cement by country label on an imported grinding-wheel. They were delighted by this
boats from Porbandar. Their modular carpet-pattern tiles, in a unexpected certificate of quality, which Grindwell has maintained
riot of colours and designs, were to replace the Italian ceramic for all these seven decades. As a child, I loved to follow Lima Uncle
mini-tiles in different geometric shapes that were imported to around the new plant, with his pet monkey on his shoulder. He
make Minton and other floorings. adopted me to replace his own daughter of the same age, gassed
to death along with her mother by the Germans.
Holiday weekends at Mora are my happiest childhood memories,
with the constant smell of wet cement and of high-tide waves In 1952 after I finished high school in Devlali., my father wanted
lapping at the road below our first-floor dormitory hall above the me to study ceramics so as to master the making of grinding-wheel
factory, with bedside twin windows down to ground level. bonds for which no local experts were available. I begged to first
study my favourite subjects, so did my B Sc in chemistry and
When Britain joined World War II and Germany controlled the botany, while he researched good universities in the USIS library.
Arabian Sea, they requisitioned all cement in India for defence He brought home an application form for me to sign, and that
use. All civil construction activity came to a standstill, as did is how I ended up in MIT in 1956, its first female engineer from
Bharat Tiles" cement tile manufacture. A visiting salesman, John India. I spent two summers interning in grinding wheel factories
Kaufmann from Czechoslovakias Carborundum Benatky factory, there and returned with a Masters in ceramics in 1959. He had
learnt of this when he came to sell floor-polishing abrasive blocks financed my education through a loan from Grindwell in return
to Bharat, then in deep distress. He was a Jew, unable to return for a five-year bond to work at the Mora factory, which I fulfilled
to his country overrun overnight by Germany. He suggested that despite my marriage in 1962 and a baby in 1963. Our laboratory
Pheroze and Rustom bring over his Jewish production manager was housed in the former two-room school of my father, still

21

standing as the first tiny tile-roofed structure on the left as one A site with a hillock was selected, so that fumes from the tall
approaches the Mora factory. furnace plant up there would disperse that much higher than
the land around.. A similar search for a second plant at a high
Meanwhile, the Grindwell presses, driers, beehive kilns and location ended at a hill in Renigunta near Tirupati.
finishing lines hosted in Bharat demanded so much growing
space that Bharat moved its tile operations to Kurla in 1958 and Grindwell went on to pioneer or develop many other new products
Grindwell took over the entire Mora factory area. Pheroze had like high-performance refractories, coated abrasives and microgrits
regularly roped in available family members to help : his sister's and a new subsidiary, Lincoln. After Saint-Gobain acquired Norton
son Burjor Banaji in Planning, and Karachi brother's son Noshir Co, along with its holdings in Grindwell, they brought in a burst of
who grew from the shop floor to steer Grindwell as MD for very new lines and diversifications and plant locations. So congratulations
many years. My husband Hoshang Patel, with Masters degrees and best wishes to this ever-young 75-year-old company!
in chemical engineering and metallurgy from U of Michigan at Ann
Arbor, was persuaded to join Grindwell as project manager in
1963 to renovate the newly available space and build a tunnel kiln.

In 1970, Grindwell decided to produce its own silicon carbide. Mrs. Almitra Hoshang Patel (Daughter of Founder-Director
Hoshang and I had some lovely car trips looking for suitable sites Mr. P.H.Sidhwa; worked at Mora between 1959 and 1964),
with the cheapest power, close to Jog Falls where power was Wife of Hoshang Patel (joined GNO as Project Manager in
2 paise a unit then. He ultimately chose Bangalore for its good 1963 and worked in GNO until 1991 – as Wholetime Director
educational infrastructure that would help retain top executives. between 19 and 1983 and as MD between 1983 and 1991)

iVTn(Lerara-uaRcgo)MulrM(aathhrtiaseo.njnaACnolh,mfaMtiihtrrerm.aNAanaPnaga, npGteudNlr,MOpM)al,arhMnsa.trja.TinnAe,mh1M9ma9rli7nsC.ahDaSiklinrdoahbvwoaarzt,VtiMa(rtrhi.aeRvnauVsaiscniedBCMihllarii.mrHmo.raCina.,,PGMaNtreO.l)Pa, itMetrrhrsee.

22

The 1950s

Mora village

Mora pier

Mr. N. mD.aStcidhhivnathine action at a
cricket 1950s

Annual Sports
Day 1957

23

The 1950s

Product price list released in 1955

AGrviinndtawgeellpArbordauscitvdesisLptlady. ionf1953 ABAblorstaatsmeirvpebleseaBGrrriainnngddGiinnrgginWdwheeelll

24

Mr. Noshir Sidhva, Mr. Lima along with
Mr. K.B. Sharma

Mr. N. D. Sidhva along with Mr. F. B. Lima during a minister's visit

Farewell to Mr. & Mrs. F. B.
Lima - 1957

25

On our culture, our people
and relationships

Anand Mahajan

In 1941, serendipity brought together, two Parsi gentlemen, who surprising, but this does not happen everywhere. Given this,
had property but not much else and two Czech engineers, who it is also not surprising that we welcome back employees who
had knowledge of abrasives and grinding, but absolutely nothing have left, that many ex-employees and retired employees stay
else. From these humble beginnings and in the sylvan surroundings in touch or meet, that we have an army of well-wishers across
of the fishing village of Mora, they set up India's first grinding the world or that some of these relationships result in benefits
wheel company. A company that is still going strong at 75! The to GNO. Here is one example:
company's origins explain its rather unique culture, which has
some characteristics of a family-owned enterprise and some of In the late 50s, GNO needed technical assistance and found
a professionally-managed one – possibly the best of both worlds. a German company that could provide this. This brought a
Let me elaborate: The Parsi ownership and leadership brought young German engineer and his wife to Mora. Gunter and Sigi
ethics, humility, caring and respect for people, the importance Ostermeyer arrived in 1957 and worked and lived on the Mora
of relationships, an entrepreneurial streak and a willingness campus for 3 years. One of their daughters was born during their
to experiment and to try new things. At the same time, the stay at Mora. As the Works Manager (Technical), Gunter made a
early influence of the engineers from Europe brought a certain significant contribution to the development of the Mora factory
transparency and openness to ideas and skills from elsewhere, and the capability of its people. They left Mora and GNO (Grindwell
a technical orientation, a willingness to learn and absorb, to plan Abrasives as it was then called) with many happy memories.
and delegate and deliver results. All these evolved into the core During their stay, they, too, had forged warm friendships and
values of the company and led to the early adoption of modern close relationships. One such was the relationship with Noshir
management and HR practices. All these are part of GNO's DNA Sidhva and his family. The families stayed in touch over the years.
and influence its policies and day-to-day working. All these and Gunter went on to have a successful career with Lincoln GmbH,
good fortune have contributed in a significant way to GNO's a leading manufacturer of Centralized Lubrications Systems. In
success. the 80s, Lincoln GmbH was represented in India by SKF Bearings
India Ltd. They were not satisfied with the development of their
Over the years, I have come across or have been a part of several business in India and Gunter discussed this situation with Noshir,
'stories' that illustrate GNO's unique culture. I have shared some who had retired as the MD a few years earlier, but was still an
of these stories in various internal forums. I want to focus on active member of the GNO Board. They soon agreed to explore
one aspect of our culture: relationships and their importance. In whether Lincoln GmbH and GNO would be interested in jointly
GNO, it is common for people to forge genuine friendships and developing this business in India. After study, GNO replaced
relationships that last long after a person has retired or left. Given SKF as the representative of Lincoln in India responsible for
how much time we spend together at work, perhaps, this is not marketing Lincoln's Centralized Lubrication Systems in India. With

26

the support and guidance of Gunter and Noshir, the business continued their warm relationship with Noshir's family and with
developed well and, in 1989, the partners decided to enter into GNO. They were both present for the Golden Jubilee presentation
a technical collaboration and start manufacture of some critical and, but for old age, would have attended the 75th Anniversary
components and assembly of the systems in GNO's Bangalore celebrations!
campus. As sales grew, the partners realized that to best way to
take the business to the next level was to create a Joint-Venture. This is but one example of the importance of relationships and
So it was that, in 1993, Lincoln Helios India Ltd (a 50:50) JV came the myriad ways in which so many people have contributed to
into being. LHI soon became a very profitable small company and the success of GNO. Today, even as we look forward towards
a leader in India. The business, at all times, was not core to GNO our centenary with confidence and optimism, it is also a time to
(and neither did it fit into Saint-Gobain's portfolio). Globally, an reflect on our past and to be thankful to all the people that have
American Fund had acquired Lincoln and had shown an interest brought us this far. In the words of our Golden Jubilee song:
in buying out GNO's equity in LHI. The timing seemed appropriate
and, in 2007, GNO sold its equity in LHI at a handsome price and So many people have given all they can,
booked a significant profit. Of course, by the time this happened,
both Gunter and Noshir had long since retired. Gunter and Sigi We salute them every woman and man!

Sigi and Gunter Ostermeyer

1957

2016

27

The 1960s

M(Lr-.RR)uMstrosm. ASloidohSwidahavlao,nMgwr.itGhutnhteemr Oinsitsetremr eyer and

(R-L) Mr. &SiMdhrws.aSaidlohnvgaw, Mitrh. t&heMmrsin. iOstsetreramt ethyeerl,unch
Mrs. T. P.

table

B(aLild-oRdni)gnMgwarit.dhNieMousrth.oiTrtihjSoeirdOihwyvasatle,larMmresy.e&rsMr. Oystermeyer

The minister being shown the
German tunnel kiln cast

28

The Mora Factory in the 60s

Silver Jubilee Brochure

Architect's sketch of the Mora plant after the 1st modernization in the early 70's
(This sketch first appeared in the Silver Jubilee brochure in 1966)

29

Silver Jubilee Celebration at
Jamshedpur :

(L-R) Mr. Baji Kalwachia
and Mr. Rustom Sidhwa,

with a customer

S(SLiid-lhvRew)raMJaurlsbo.inlTegeehwCmietilhnebaMrSaritsdi.ohAnwloaaot, Jamshedpur :
Mr. Rustom
Annual get-together at Mora Baji Kalwachia

Annual sports 1966

Slow cycling Tug of War

30

The 1970s

SMenr.ioHromshaannaggePmateenl tsaeat tSeidCoPnlatnhte, eBxatrnegmaleorrieg.ht Mr. N. D. Sidhva addressing employees at Mora, 1972
(SRiC-Lp) lManrt. JinohBnanAgdaalmorseainnd19M7r4. Cushman visiting the

e(xLa-mR)inMinrg. HthoeshsiamnegtPbartieckl salong with Mr. Cushman from SiC furnace plant
in 1974
DtoirSeicCtogrrsaoifnGpNlaOntwaatlkBiannggdaolworne
31

Sixty Years Of Memories..

Dilnavaz Variava

Grindwell is 75. A tree that has been tended well and borne much pulled by a small engine – a delight for us as children, for we
fruit – for shareholders, employees and society. My memories could jump on and off the carriages of the slow moving train.
cover 60 of those 75 years, starting with visits to the factory The engine was eventually moved to the playground on the hill
at the age of 5, joining Grindwell as Personnel Director in 1970 behind the factory.
(I worked at Grindwell until 1973) and continuing for 36 years on
the Board, till my resignation from the Board in 2009 at the age Horse drawn "tonga" carriages were the local transport in those
of 65. Part of what I recall is experiential and part of it anecdotal early years. Frederick Lima, the engineer from Benatki who, along
from my parents – Pheroze Sidhwa, the founding Chairman and with John Kaufmann, helped Pheroze and Rustom Sidhwa start
my mother Tehmina Sidhwa, Director Emeritus. Grindwell Abrasives, had upto 17 horses at one time for riding and
for the "tongas". I remember Lima as a gentle, affectionate and
Grindwell was born when Bharat Tiles & Marble, pioneers of soft spoken man, but he must have been a tough task master
the cement tile industry in India, had to surrender every bag as he had no hesitation in putting the founder's nephew, Noshir
of cement for defence purposes. Bharat Tiles was started in Sidhva, to work as a press operator. Noshir told me that he had
Mora, Uran, as its founders – Pheroze and Rustom Sidhwa - did to sweep the floor around the press, like the other workers, when
not have the money to buy or rent premises in Mumbai and the the day was over. His working from the bottom up had given
factory sheds, in which their family had once distilled liquers from Noshir such a thorough knowledge of the business that Mora
fruits and flowers, were lying vacant after the British took over staff dreaded his visits as Managing Director. They would spend
liquor manufacture. From 1940 to 1955 Bharat Tiles and Grindwell their Friday holiday preparing answers for his possible questions
Abrasives shared the premises ,till the space could no longer on Sunday – for he worked 7 days a week. We had a small launch,
accommodate them both and Bharat moved to Mumbai. the Slick Chick, nicknamed the Sick Chick because she was so
often under repair, in which Noshir and his dog Chico would
Mora was a place without infrastructure when Bharat Tiles and travel to Mora. He was a hard task master, scathing in speech
Grindwell were born –electricity was generated by huge diesel but with a caring heart, and for many years he built up Grindwell,
generators whose hum was so much a part of the environment followed by my brother in law Hoshang Patel and then Noshir's
that when electricity finally came to Mora and the generators fell son in law Anand Mahajan. Grindwell has been fortunate in
silent, the staff complained that they could not sleep due to the having Managing Directors of great competence over the years.
resounding silence ! There was no long pier at Mora and we had to
get into little dinghys from the launch – and sometimes onto the Before the tunnel kiln was built, I recall a line of periodic kilns,
shoulders of fishermen when the tide had ebbed completely – to which were named after various girls – presumably the then
reach the shore. For transporting goods, the tiles and the grinding factory manager's girlfriends! Apart from baking the grinding
wheels were loaded onto sailing boats which docked at the small wheels these kilns were once the recipient of the stolen clothes of
pier Bharat had built near the present canteen. The goods were a visiting cricket team – brought to the factory by panicky workers
carried to and from the factory in open sided wooden carriages from the fishermen's colony, who used to go out in their boats

32

to the ships docked in the sea to smuggle in contraband watches Norton brought not only technical know how but new managerial
and tape recorders. The police turned a blind eye to this brazen practices to GNO, without interfering unduly in its management.
racket, until the visiting cricket team's clothes were stolen ! Under Noshir Sidhva, Hoshang Patel and Anand Mahajan the
company grew. The Annual Strategic Reviews for the Board
I did my MBA in the first batch of IIMA – being one of the first were both informative and a way to know the staff. Anand was
two women MBAs to pass out in 1966. ..It was an exhilarating committed to taking the company on a journey to the top, but
experience with Vikram Sarabhai at the helm, C K Prahlad as a was always frank about its strengths and weaknesses, and his
batch mate and a beautiful campus being built before my eyes ! monthly reports to the Board were a pleasure to read. Though
After IIMA I joined Voltas and spent 3 happy years there, then a Norton Company executive held the Chairman's post from the
left in 1969 for a six month assignment with Norton International. 1970s, Amal Chakraborti, a Senior Partner of S R Batliboi & Co and
later Chairman of Ernst & Young, was Vice Chairman of GNO and
Hoshang and Noshir wrote asking me to join Grindwell as a Director for about 25 years. His firm but gentle competence
Personnel Director, which I did in 1970. With Norton coming in as steered the Board for many years, until he retired and another
a 50% shareholder, they had the right to appoint half the Board eminent person in the field of Finance, Pradip Shah, took up
and as the youngest Director I stepped off the Board, along with the baton. Though GNO had a large array of very competent
2 or 3 other non executive Directors. I was appointed an Alternate managers, as a Board member I must pay tribute to the dedicated
Director to a Norton Director and was part of the Board for about services of Zarir Musa, Joe Pereira and K. Visweswaran as
36 years – though I ceased to work in Grindwell in 1973, when my Company Secretaries for many years.
son, Firdaus, was born and I wanted more free time. We were
at Army & Navy Building when I joined, but as we expanded our With St Gobain taking over Norton Company, GNO has got a new
staff, we shifted to Shiv Sagar Estate, Worli – till a fire devastated vibrancy. Anand's managerial talents have been demonstrated,
several floors of that building, including GNO's office. Noshir and recognised and rewarded. GNO continues to be young in spirit
I stood, with other managers, helplessly watching as the fire – committed to quality and innovation. Through a fine team of
tenders were unable to reach our floor. It was a sad night. My people who together make the GNO family, Grindwell Norton
newly created Personnel records were lost in the fire. So were meets international standards of excellence in both technical
many other documents. But with old furniture bought from and managerial arenas. GNO has been socially responsible in
Godrej, we shifted back to Army & Navy Building and the GNO HO its environmental and labour policies, dynamic in the market
was almost fully functional within 48 hours – a tribute to the "can place and continues on a curve of growth. My family has greatly
do will do" attitude of its highly dedicated staff. Grindwell was benefitted from this growth as significant shareholders over the
one of the early recruiters of MBAs and we had a small but fine years and I record our warmest good wishes for the years ahead.
pool of management talent from the IIMs in a Management Cell
whose executives were given assignments that familiarised them Mrs. Dilnavaz Variava is the daughter of Pheroze H
with different departments and functions and enabled them to Sidhwa, Founder- Director and was Personnel Director,
move into line responsibilities as Dept Heads when need arose. It Grindwell Norton (1970-73) and Director/Alternate
was a good HRD strategy. Director, Grindwell Norton (1973-2009)

GNO's Board of Directors at Mora in 1996. (L-R) Mr.Philippe
Crouzet (now CEO, Valourec, France), Mr. Paul Neeteson (then
Chairman, GNO), Mr. Amal Chakrabortti (then Vice Chairman,
GNO), Mrs. Dilnavaz Variava, Mr. Peirre Andre de Chalendar
(Chairman and CEO, Saint-Gobain) Mr. Hoshang Patel, Mr. N.D.
Sidhva and Mr. Anand Mahajan

33

Slick Chick Vera Mahajan

Slick Chick was a small little boat- well, not very small, it could seat ML Grindwell was another boat owned by the company – it was bigger
a maximum of 10 people – very cute and white in colour- it was my than Slick Chick. ML stands for Motor Launch so it was named ML
dad's love! My mum used to be called 'chick' so the boat was named Grindwell. This launch plied initially between Mora and the Gateway
'Slick Chick'. It was a motor boat and was docked at Mora. and later between Mora and Bhau cha Dhakka (Ferry Wharf). It was
used to ferry employees back and forth. It was white and big and
My dad had a dog called Chico – a boxer – also the love of his life – very royal looking! It was once owned by Lord Mountbatten (the
so Chico had to be in the boat with us. Over the years, dad had a English Viceroy) and my dad went to Cochin to get it.
number of boxers and they were all called Chico!
One monsoon, we were all in ML Grindwell. Now, in case you didn't
Here are some of my recollections about Slick Chick and my dad: know, there are 3 signals – red, orange and green – based on the
weather conditions. When the signal is red, boats are not allowed to
The first incident-.we were at Gateway of India about to board; the ply. We had left during the orange signal because we had to come
sea was very rough. Chico had managed to get loose off his leash/ back to Bombay that day. After we had left, the weather worsened
collar and slipped in the excitement of getting into the boat. He fell and the signal turned red. We were unable to go back, there were
into the water in between the boat and the pier. My dad immediately obviously no cell phones back then so there was no way for us to
jumped in after him, got hold of him and dragged him out by the scruff contact anybody or call for help and there was no radio on the boat
of his neck and saved him. There was a lot of shouting and screaming either. We couldn't go back to Mora nor go forward to Bombay – we
and all round panic – all of us were there - mum, Khursheed and Nina. were stuck in the middle of the rough sea. We went through hell –
I really thought I was going to die because I didn't know how to
My dad liked to ski. When we had Slick Chick, he learned to water-ski. swim. The boat was rocking and rolling and pitching!! I remember
I remember watching him ski from the Gateway of India to Mora. It the captain with his big white captain's cap struggling to control
was exciting and watching him I thought any minute he was going
to fall because the sea was a little choppy. He was the first guy to
do that, and probably the last too.

Mr. N. D. Sidhva (extreme left) at a swimming competition
during the Annual Sports Day in Mora in 1966.

34

the boat. I remember I turned to my dad and said, "If I'm going to He was very different from my father in another way – he never
die or go down, I want you to steer the boat"- so he took over the brought work home.
controls/steering. The sea was so rough. After approximately two My last recollection is from the 70s and is about Behram
hours (it's normally a 45 minute ride), we finally reached Bombay. We Hathikhanawala. Behram was the most polite person that I have
were unable to dock at Gateway of India so we went a little further ever met, as this incident shows. Every night I used to talk to my
in to where the Navy Customs Office was. When we landed there, boyfriend, Anand, till 11-11:30 pm (there were no cell phones or even
they asked us where we were coming from – especially because the second landlines back then). So one night, as soon as I put the phone
signal was red and they found that suspicious. Initially, they did not down, it rang again almost immediately. It was approximately 11:30 pm
allow us to get off the boat and kept asking us questions. They didn't and when I answered, it was Behram. He wished me Good Evening,
believe us and thought we were smugglers; but of course, we couldn't asked how I was and so on, before, finally, asking to speak to my
be smugglers because we were a family and we had some guests dad. He went on to tell me that the reason he was calling so late was
with young children with us. Eventually, they let us dock and with a to say that the new Grindwell office was on fire! I heard that and
lot of difficulty but help from the Navy officers, my dad was able to my heart sank! I felt so terrible – he must have been trying to reach
align the boat for us to alight. Then came the 'interesting' part of the my dad (Managing Director at the time) for over an hour and all that
whole experience – we had to go through customs!! I remember this time, I was speaking to my boyfriend! And yet, when Behram did
part very clearly because at that time, I had just joined Air India get through, he took time to greet me first and then calmly go on to
and had a lot of foreign items in my handbag like lipstick etc. They explain why he had called so late at night. Of course, we all got into
questioned every item and didn't want to believe our story... None the car and drove straight to the new Worli office where the police
of us were carrying any ID card – we didn't have those back then. asked us to wait. We watched helplessly as the new office turned to
But we somehow managed to get out of there at the end. ash. The fire was devastating. It was a very traumatic experience
for GNO and all of us.
Slick Chick was around in the 1960s- ML Grindwell was used in the
1970s and then when AYM started working at Mora in 1984, one of Mrs. Vera Mahajan is the daughter of Mr. Noshir Sidhva.
the first things he did was stop plying ML Grindwell as it was extremely Her husband is Mr. Anand Mahajan
uneconomical and not cost effective! Eventually, the boat was sold.
MwthLaesGBorhniancuedcwLhoearllDd–hMathokeuknacto(bmfaeptrtraeynnyw's',shuaoswrefdn) ttpoortithvaeaktepelealmanuptnlaocthyM,eewosrhfaircohm
My dad worked very hard. He even worked on Sundays! As a child,
I didn't think I had a father because he never spent time with us –
even on weekends. But later when we went to boarding school in
Kodaikanal, every single summer that we were there, he would come
with mum and take us on a holiday. So we traveled all over South
and North India, including Kashmir.

When Anand agreed to join Grindwell in 1983, we chose to live in
India and not settle elsewhere in the world. Anand also worked very,
very hard – he used to wake up at 5 am to catch the ferryboat from
'Bhau cha dhakka' to Mora every day. He used to get sea-sick! He
had spent 7 years with State Bank of India and never thought he
would ever work in a factory. He learned. It helped that he spoke
Marathi as he was able to work his way from the bottom up. He fit
in perfectly! But even though he worked very hard, he was a great
father. He was very good with the children and he spent a lot of
his time with them. As I was flying at that time, he often had to go
to school for parent meetings – very often, he was the only father!

35

I joined a Gulf company!
Joy Kutty

It was the year 1967. I had recently passed out from College of Engineering, Trivandrum and was working with an
automobile ancillary firm in Bombay (Mumbai). Like every other Mallu, I was also looking for an opportunity to go to Persian Gulf.

It was then I saw this ad in Times of India. A company called Grindwell Abrasives invited applications for engineer trainees for a factory in
URAN situated across the sea from Bombay. I was new to Bombay and therefore not familiar with the topography. A place across the sea!
It must be a country in gulf near IRAN. Anyway I promptly sent an application.

Couple of weeks later I received invitation to attend an interview at their office in south Bombay. The address given was Army and Navy
building opposite King Edward Statue. I enquired with an old timer (remember, there was no Google Map then) to find where the place was.

"Oh! That is Kala Ghoda and the building is old Army and Navy Stores owned by a British company before independence. Route 1 will take
you there".

I was interviewed by a Persian looking gentleman named Mr. Sidhva. He wanted to know my familiarity with factory environment and
equipment. I was selected along with few other boys. Mr. Sidhva asked us to visit the factory before taking a decision.

Mr. Modi, the HRD Manager explained that we had to go by boat to the factory. He asked us to be at the ferry next day morning. I wanted
to know if I should pack bag for the journey.

"No, we will take care of that", he added with a mischievous smile. The Kala Ghoda precinct
in the late 50s. The
Next morning, we assembled at Gateway of India which, I was told, Army Navy Building is
was built to commemorate the visit of the British Monarch, King the imposing one in the
George V and Queen Mary to India. It was just as well that we were centre.
using this route to go in the opposite direction!
Mora plant in the 1960s
We got into a speed boat belonging to Mr. Sidhva and a person from
Khyber Restaurant delivered a packed lunch. So it is going to be a
day long trip!

I had no clue where we were going. Since we were going by boat it
could not be a Gulf country. Must be a small country like Mauritius
in Arabian Sea.

In about twenty minutes, I could see land.

"That is Uran", Mr. Modi said shattering my dream.

Three weeks later I joined the company.

Between 1967 and 2002 Mr. Joy Kutty held various positions including General Manager – Central Marketing Group and
Vice-President Ceramics and Plastics. He was a member of GNO's Management Committee.

36

The 1970s

oiM(nfLaMr-u.RrgN).u.PMrD.arH.t.iS.nRiSgd. ihCdtvhuhaeswhfaaomnu(danfonMtua, nrMinsd.reisAnr.lGBTmearihintnrmgadaiwnPloaearltleSeNilidnohrmwtoeanm, Lortdy.)

(L-R) Mr. John Adams (Chairman – Grindwell Norton),
Mr. R. Cushman (President – Norton Co.), Mr. N. D. Sidhva,
Mrs. Almitra Patel and Mrs. Tehmina Sidhwa addressing
a gathering in Bangalore

Silicon Carbide plant foundation stone laid by Mr. M. Chennareddy,
Chief Minister Andhra Pradesh in the presence of Mr. D. Devaraj,
Chief Minister Karnataka Mrs. Tehmina Sidhwa on the right –
July 2nd, 1978

37

4 decades at GNO Joe Pereira

As GNO celebrates 75 years of its existence, I fondly remember my Mr. Hoshang Patel, Mr. Anand Mahajan and Mr. Joe Pereira
near 40 years in GNO (I retired 2 years ago and have kept in touch along with the Managers of GNO
since then). I joined in April 1975.
Many, specially my IIM colleagues, ask me, Joe, 40 years in one group, qualified professional colleagues working with us, many are yet there.
which is unlike the vast majority from the IIMs.
Not sounding to be presumptuous, but, it is necessary to state: Quite The emoluments elsewhere would have been much higher, though it
a few of us who joined in the 70s, stayed for a long period, some are was also not bad in GNO. Besides there was career growth, which
still with the Group. We were all top ranked and had opportunities and we could decide, a sense of belonging, ownership and as mentioned
alternatives while joining and also during our long stay. before, freedom and space. We were always open in our comments
I am now speaking for myself, but I am sure, many of the others during the Management Committee and other meetings and argued
from IIM and also the Finance professionals, who have stayed for a lot among ourselves.
long years, would agree to most of what I state.
I wanted to join a medium size company in and around Bombay only When Saint-Gobain took over Norton and thus GNO in the mid 90s,
(now called Mumbai), wanted a role in different functions, starting with many saw added opportunities and stayed. In fact, many of our
Finance and Personnel (as it was then called) wanted a company which managers rejoined us after leaving for a few years.
was professionally managed and with good principles and values, a
company with international links (then Norton, now Saint-Gobain), I finally retired in April 2014 as Executive Director with satisfaction of
getting career growth opportunities. having given off my best and enjoyed my working stint. I have tried
However, when I joined, my plan was to stay for around 5 years or to stay in touch with GNO and the Group.
so and then decide.
Our Heads at that time, Noshir, Behram, Zarir, Hoshang and Anand Over these 40 years, I can count many interesting and enjoyable
(with whom many of us worked for the longest term) gave freedom, meetings and functions and anecdotes.
opportunities (of course provided – we performed). We also had highly
GNO – Keep it Up!
t(oL-MRr).MJro.eAPne3ar8nedirMa aahnadjaMnrps.reCsleontytinPgertehierLaoinng2S0e1r1vice Award
Mr. Joseph A. J. Pereira served GNO in various functions
including Vice-President (HR and Finance) and Executive
Director (Corporate Services). He joined GNO in 1975 and
retired in 2014.

Working for Peanuts Shashimohan

It was, I think, the 1st quarter of 1978 when the Chairman, GNO Board of Directors – a Senior V P from Norton, Worcester, was in India
for the usual review of operations . As a part of his visit to Bangalore, a cocktail-dinner party was organized at Taj Residency (now Taj
Vivanta on M G Road). I was less than 6 months old in GNO and it was my first GNO get-together! The waiters were serving beer, whiskey,
along with samosas and salted peanuts. Some of us were talking in a corner when Mr. H C Patel (HCP) the then Director in-charge of
Bangalore operations came to me and asked – Shashi, what are you having? Since I was yet to get into the 'proper GNO corporate
groove' from the 'bold IIT attitude', I showed salted peanuts and said – 'my salary'! And, lo & behold, HCP with his sharp & wry sense
of humour lifted a peanut, put it back into my palm and said – 'your increment'!! And, I knew I had joined a fabulous company!!

Dr. Shashimohan served in various functions in R&D and Industrial Ceramics (now, High Performance Refractories) between
1978 – 2000

Number 420 V. Shivkumar

MET4208

Way back in 1979, Keki Darbary was my boss at the Tirupati Plant. I was then the SiC plant in Tirupati in 1983
Works Manager at the site. I remember an instance, when he had come along with
Noshir Sidhva – the then Managing Director and we decided to visit the Balaji temple 39
at Thirumala. We drove-up in my car – MET 4208 and had to wait after parking it
for us to be escorted inside for the Darshan.

While we were chatting around, Keki noticed my car number and said 'Kumar! (he
used to call me Kumar), do you know what your car number indicates? It says 420
and that too 8 times!'

At this all of us laughed and once the laughter subsided, Noshir, in his own usual way,
rubbed his chin and with a smile said 'Aloo's (his wife) car number is also the same'.

Well, you can guess how the silence and smiles that ensued would have been.

Mr. V. Shivkumar served various functions in the Abrasives Materials
Division including General Manager between 1970 to around 1991

The 1980s

Pullman Swindell Tunnel Kiln (PTK) Construction at Mora

(Mstra.nHdoisnhgainngtPhaetceel,nMtrre.)Parlaomngowd iBtahpPautn(eseDateeadleirnsthe centre) and Mr. F. J. Antia

Manrd. PMrar.mFo.dJ.BAanptaita((ssetcaonnddinfgro) maloringghwt)ith Pune Dealers

40

Prospectus of GNO’s Initial Public Offer 14th Nov, 1983

Form of application for Debentures and Equity Shares

FlfooocrratmtaeardeniaynoytfheMae riuscm,oGnbiNaciOA'rsmRyeg&isNtearveyd BaunidldHinegadinOtfhfieche ewriatsage

41

Those Were the Days... Pramod Bapat

I joined Grindwell in 1970. It was not GNO yet, that happened GNO's Pune Sales Office was headed by Mr. Farokh Antia, a
a year later. The office was at the Army & Navy Building, right former National level Badminton Doubles player, and a natural
opposite Rhythm House and Samovar( both sadly no longer there). sales personality. Abdul was his Man Friday, who also used to be
Indian Airlines Ticket Booking office was on the Ground Floor. behind the wheel. Now, this Abdul was a real character, creating
both intended and unintended humour. Once, a few of us were
What struck me immediately was the composition of the staff. travelling in Farokh's car and, of course, Abdul was driving. A PE
Parsis constituted easily the largest group. Even after a lapse of was sitting next to me and having experienced Abdul for around
over 45 years, I can remember nearly 25 names; and its members 4 days, was talking to me about him. He was telling me things
covered the entire spectrum, from Mr.Noshir Sidhva at the top about Abdul in English, secure in the belief that Abdul spoke only
right down to the clerical levels. The 'Madrasis', a euphemism used Marathi and Hindi. After about 10 minutes, we heard a solemn
for South Indians in general, formed the next largest group, having voice from the front side, "Sir, I am understand". Imagine the
nearly 20 members, with the likes of Mr.Sankaran(Controller), expression on the PE's face.
Lingam(Market Research) adorning it. Christians formed the third
largest group, with over 10 members, Mr. George Fernandes( no Another time, Mumbai Branch SE was taking his RM for a visit
connection with his famous namesake) as the Sales Manager to MUSCO for the first time. As it happened, the SE had also
being the most distinguished among them. The Marathi group was just started servicing this customer. They went and met with Mr.
smaller and low profile; the addition of Satish Joshi and myself Srivatsa, the Purchase Manager. Mr.Srivatsa was clearing his
giving it a significant boost, quantitatively and qualitatively. And, papers, and the two GNOites started talking amongst themselves
before I forget, I must share the information
that in 1969, Grindwell had recruited possibly
the largest contingent of 9 MBAs from IIMA
Ahmedabad, a feat GNO could not come
anywhere near to thereafter.

The atmosphere in the office used to be quite
informal. Mr. Musa( Zareer Frazer as he wants
to be known now) would always greet with
a broad smile and indulge in a lot of candid
conversation. The 'Men's Room' used to be
on the Mezzanine Floor. If any one of us was
visiting it singly, he would call it 'Solo', if two
went together, it became a 'Duet' and for 3 or
more it was 'Orchestra'!

India with multiplicity of languages has great Dr. Pingle, Mr. Sahirudeen, Mr. Welling and Mr. Pramod Bapat
potential for some tricky situations. I can
remember at least three, after so many years.

42

in Tamil. They were discussing what strategy to adopt while speech, Mr. Anand Mahajan turned to me, and asked me to give
dealing with Mr. Srivatsa. Suddenly, Mr.Srivatsa looked up from a summary of Mr. Besson's speech in Marathi to the audience. I
his papers and spoke to them in chaste Tamil that he was now was quite unprepared for this. Fortunately, I had been attentive,
ready for a discussion. Imagine the predicament of our friends! and could give the gist of the speech without much problem.
What had happened was that the SE was under the impression
that the customer's name was 'Srivastava' and had given the There are so many memories, and I could go on and on. Before
same information to his boss. you start yawning, I would better stop.

Cut to 1992,when GNO was celebrating its Golden Jubilee. I was Mr. Pramod Bapat served in various functions in Abrasives
heading the Mora Plant at that time. A big function was organised (Sales, Marketing, Manufacturing, Operations) including
at Mora for all its employees including workmen, and Mr. Michel Vice-President - Grinding Wheel Division. He was a member
Besson, Vice President Abrasives Business was present, too. of the GNO Management Committee. He joined in 1970 and
He, in his heavy French accent addressed the gathering. He must retired in 2005.
have spoken for a good 10 minutes or more. At the end of his

(JR.N-L.B) hLaantedaMrre.aJnedanMLre. MRainvoi uPxur(Vusicheo-tPhraemsiadnenitn, MAborraasFiveersr,yEiunr1o9p9e0),sMr. Pramod Bapat, Mr.

43

GNO - Always B. Santhanam
Ahead on Ideas

I joined GNO in May 1980 hopeful that I would add to its managerial SSBUs and aligned the entire Information System to support the
depth. The leisurely pace of induction at Mora afforded a rare six newly created Business Units.
opportunity for me to delve into the Company's well maintained
archives starting from the early 50's, to the entry of Norton GNO, working on the idea of Total Customer Satisfaction (TCS)
through technical and financial collaboration in the 60s, and the began to put customer at the core of its operations. True to
induction of high quality professional managers in the 70s. What its style, GNO developed four unique pillars to drive its initiative.
caught my attention the most was that for a medium-size family
enterprise serving an industrial market, GNO was bristling with - Quality (consistent product performance)
managerial ideas that were at the forefront at that time.
- Technology (staying ahead of the curve through new products)
In late 1970s and early
80s, GNO realised that - Reliability (Do what you say, Say what you do)
the Thin Wheel market
that was growing at a - Responsiveness (rapid respond to customer needs)
rapid pace required a
renewed focus. The In today's world when we talk of "Customer Centricity", the four
company came up with dimensions developed by GNO in 80's are still invaluable.
a near perfect, copy book Market Segmentation approach,
developed unique products tailor-made for each segment, Reflective thinking has always been a source of strength for GNO.
invested in High Capacity Production lines, created a unique brand In the late 80's, the GNO team was introspecting on how to grow
"SPIT FIRE" (that is still very popular) and pioneered the Cluster faster than competition. GNO concluded that its market share
Marketing approach using dedicated channels. This enabled the was built on a narrow foundation. The Sales Analysis System
company to acquire a profitable leadership position in a fast
growing industry that is still holding good after three decades. MAcewrn.atBrr.ed)Sfa-rno19mth9aM6n.ra.mAnleaanvdinMgathheajsatna.gMe ar.ftJeorerPeceerieviirnag(stheae tLeodnign Service
the
Early on, GNO understood the strategic value of an integrated
information system. My first assignment was to implement
the Order Confirmation and Execution System and the Sales
Analysis System. The OCES and SAS became the mainstay of the
company for nearly a decade, providing a high quality information
for decision making. Buoyed by the success of the thin wheel
approach, GNO decided to create Strategic Business Units, each
focused on a Specific Market Segment with its own Market and
Product Development team and dedicated Production Line. As
part of the OCES and SAS assignment, we defined the SBU &

44

also confirmed that leaders in GNO developing strong Human Resources perspective,
this hypothesis was which they leveraged to improve business performance.
true. GNO realized GNO, for a Company that remained as a family owned enterprise
that its overall market for over four decades, has always been a model for what is
now known as Good Corporate Governance and drew a fine
share was built on line between ownership and management. At every stage, the
few products, lower family members, whether they are part of Management or the
market reach, less customers Board ensured that the professionals have the highest degree of
and fewer items within each customer. GNO started to freedom to perform and progress in an empowered environment.
address this phenomenon, through a simple, yet unique approach As GNO celebrates its 75th year, showcasing how `Alive' the Company
titled "Broad Basing". The objective to capture more markets, is, I would like to sum up and add that, when I think of GNO, I am
customers and more items per customer became the mantra. This constantly reminded of the unique culture of the Company that
was later on christened "Operation Octopus", an umbrella strategy creates and implements managerial ideas often "Ahead of its Time". I
for GNO to enter into every potential business segment that was am sure that many of my colleagues in the Saint-Gobain Group today
untapped. The famous CMG Diary created in 1987 is an outstanding are equally proud to have been part of GNO.
example of what is now termed as "Granular Approach" to
business, listing out individual objectives at a market, product, Mr. B. Santhanam served GNO in various functions
customer, item level, all completely aligned to the business goals. (Planning, Sales and Marketing) including General Manager
(Sales and Marketing). He joined in 1980. In 1998, he moved
Market segmentation, Business Orientation, BroadBasing, to the Glass Business of Saint-Gobain. Today, he is President,
Organizational Alignment - all these culminated in an emotional Flat Glass – India, Egypt and Malaysia.
"Journey to the Top" that took over three years, driving the entire
organization to achieve a Superordinate Goal to become No.1 in
Bonded Abrasives (more on this by Dinakar in his column).

These days we are often told that the role of HR is to be a business
partner who adds strategic value. This concept was in practice
in GNO in the 80's.The functional heads were empowered to
identify, recruit, train and manage the performance of their teams.
Learning and Development was an integral part of the objectives of
the Business Units. This resulted in many functional and business

Management Development Programme at Dukes Retreat,
Khandala in 1993
Seated on the ground: (L-R)- Mr. D.T. Devare, Mr. P.Natarajan,
Mr. B.Santhanam, Mr. N.P. Narsiham, Mr. Sahirudeen, Mr.
K.C.Kalia, Mr. S. Panchapakesan, Mr. T.R. Betaraya, Mr.
R.K.Mittal
Seated on chair: (L-R) Dr. Bandopadhyaya, Mr.T.R.Mohan, Guest
Facilitator, Mr. Anand Mahajan, Mr. Joy Kutty, Mr. J.L. Agarwal,
Mr. Welling, Mr. Bardrapurkar
Standing:(L-R) Mr. Gerard D'Cunha, Mr. V.B. Contractor, Mr.
Vivek Ubayakar, Mr. M.R.Ramarathnam, Mr.B.Shankaraiah, Mr.
Mansukh Shah, Mr. M. Deodhar, Mr. A. Agasty, Mr. M.A.Puranik,
Mr. Bhandare

45

Journey to the top A. Dinakar

About 120 Kms from Mumbai is a little known tourist place leadership team singing in chorus and proudly acclaiming the
called Karla, famous for its historical caves dating back to the magical words -- "We are number One". It was not just a historical
2nd century BC. It was here in October, 1987, 15 front-line sales moment for GNO, but in this coveted achievement in many ways
engineers from GNO had gathered together at the Maharashtra shaped the destiny of the Abrasives business for years to come.
Tourism resort for a training program on selling skills, the trainers
being the Senior Sales Managers of GNO. Co-incidentally, 1991 was also GNO's 50th year and was celebrated
across the country with the theme "Life begins at 50". Market
The last day of this program was a set of events that was to leadership in Grinding Wheels was the best gift, the company and
turn into a true Black swan moment for GNO. In an open forum its employees gave themselves. It is often said that many historical
discussion, the sales engineers assembled were invited to express milestones are shaped by seemingly insignificant, random events.
their opinions on whether they genuinely believed that each So was the case with GNO's Journey to the top, an eventful and
one of them could be a market leader in his territory and if they memorable journey that began with a routine, innocuous selling
felt that they could, they were asked to comment on what was skills training program in an obscure, little known tourist town
holding them back! Speaker after speaker took the podium and near the hill station Lonavla.
reaffirmed his strong belief that they were indeed better-off than
their competitor counterpart and being a leader with their set of In the final analysis, it must be said that this journey and becoming
customers and in their territories' was something that could be the "Number one" was yet another outstanding example of "What
achieved. The seeds of a "quest for market leadership" in Grinding we are capable of achieving when we come together, driven by a
Wheels were sown on that evening. common goal and led by a leadership that everyone believes in".
The Abrasives business of GNO expanded and grew, achieving
Drawing upon a metaphorical parallel to a war, a powerful, yet several business successes in the nineties and into the new
simple strategy was drawn up to achieve this goal. A motivating millennium but the warriors of the Journey to the top had left an
slogan -- "Journey to the top" was also coined, to be used indelible footprint in GNO's rich history!
extensively as a unifying theme in the fight for market leadership.
The next two years saw an incredible transformation journey Mr. A. Dinakar joined GNO in December, 1984 as a
within GNO, as milestones were achieved and barriers hitherto Graduate engineer Trainee. Since then he has worked
thought of as impossible to break were breached. While the in several functions including Sales, Marketing, Product
front-end (sales) fighters reported several individual battlefield management and Business management. Today, he is the
successes, the strategy planners in the Head Office expanded the Managing Director, for the Sekurit Business within the
scope of this war to increase our Distribution reach into hundreds Saint-Gobain Group in India.
of small towns across the country, described again metaphorically
as "Operation Octopus". Manag(VeLMmMi-SvRrewre.)n.k:RaStMM.m.PCKriaao..nSnndMahicftwehiyhtraaataeapmlnnelac,,,kDeMMMeiasgrrrta...aFnMAPmo,..aDbrMNtteihranrAe.,tagwaGMkura.arZar.dja,aakna,,Grioaa 1991

Between 1988-90, this powerful war machine of highly committed
front end warriors, backed by some of the finest generals
(bosses in HO) implementing and improvising strategy, fine
tuning battle-field tactics, keeping the troops motivated and
focused, celebrating wins and supporting each other through the
tougher phases that are inevitable in any war, victories (business
expansion and sales growth) were won on several fronts, taking
GNO's Grinding Wheels business closer and closer to the peak
of becoming the market leader.

The war was finally won in March, 1991. A hard fought victory,
to be cherished and celebrated, ended in a grand finale on the
beaches of Fort Aguada Goa, in April, 1991. To the lilting tunes
of then popular football world cup opener theme song of Italia
Novanta (Italy 90), a toast was raised by the GNO Abrasives

46

Mr. N. D. Sidhva, Mr. Hoshang Patel alongwith Managers at a conference in Bangalore, 1983

First Coated Abrasives Conference, Bangalore Feb 1989
1st Row L-R: Mr. S.G.Jagtap, Mr. B.J. Kalwachia, Mr. R.P. Gupta, Mr. V. Ramakrishnan, Mr. A.V.
Ghatge & Mr. P. Natarajan
2nd Row L-R: Mr. H.C.Patel, Mr. Z.F. Frazer (then Musa), Mr. G.K. Valecha, Mr. K.C.Srinivas, Mr.
D.T.Devare, Mr. J.Ramesh, Mr. W.S.Ranjan & Mr. T. Vardarajan
3rd Row L-R: Mr. S.Nabar & Mr. J.B.Lasrado

47

Growing with GNO Mathew Zakaria

I joined GNO in 1987 and from my batch, Deepak Chindarkar is the hours, showing a fierce commitment that cut across all levels.
only one who is in GNO today. It was during my 8 year tenure in I remember an organization that was almost devoid of politics
GNO that I got married and became a father of my two children. and where merit and merit alone counted. GNO was a company,
And yes, I cannot forget that I had an excellent growth while where people from different states and very different cultural
in Grindwell; I joined as a skinny 67 kg and left weighing all of backgrounds came together as one.
90 kg. But GNO has shaped me more than just physically.
It didn't take me too long to get sucked into the GNO culture.
I have been able to better appreciate GNO and the influence it has An evening in a Bangalore pub after a tiring day to discuss the
had on me, after I left the company. I think back of employees results of an ODI cricket match quickly turned to a discussion on
who always discussed business and talked shop even after office that latest trial with hopefully no errors at MICO. Dress did not
mean apparel; it was what you did to a wheel with a diamond tip
while dressing down was what in Khandala, MCJ did to you, after
a bad year. And given my constant struggles with receivables, I
was made painfully aware that being regularly outstanding was
not necessarily a virtue that one got complimented for.

After I left GNO, over 20 years back, I have looked in my
subsequent employers – mostly in vain – for leaders with the
stature and vision of an Anand Mahajan, the overall brilliance
of B.Santhanam, the intellect of P.K.Bapat, the affability of Joe
Pereira and the man management skills of my first boss, Anil
Singh. And now that I head a company in the Middle East, I find
myself describing an ideal employee as one with the selling skills
and enterprise of Dinakar, the boundless energy of Virender
Khosla, the technical ability of Venu Shanbhag and the diligence
of Narayan Prasad.

GNO, from a grateful ex-employee and his family, we wish you a
very happy 75th birthday and continued success in the years
ahead.

(R-L) Mr. Anand Mahajan with Mr. Mathew Mr. Mathew Zakaria joined GNO as a Management Trainee
Zakaria in 1987. He worked in GNO until 1995 serving various roles
in Abrasives including Branch Manager – Bombay branch.

48