Indian Director Quotes

The idea of Plato that philosophers must be the rulers and directors of society is practiced in India.

The Ancient Egyptians postulated seven souls.” Top soul (Vicarious), and the first to leave at the moment of death, is Ren the Secret name. This corresponds to my Director. He directs the film of your life from conception to death. The Secret Name is the title of your film. When you die, that's where Ren came in. Second soul (Jambi), and second one off the sinking ship, is Sekem: Energy, Power. LIGHT. The Director gives the orders, Sekem presses the right buttons. Number three (Wings/Days) is Khu, the Guardian Angel. He, she or it is third man out...depicted as flying away across a full moon, a bird with luminous wings and head of light. The sort of thing you might see on a screen in an Indian restaurant in Panama. The Khu is responsible for the subject and can be injured in his defense - but not permanently, since the first three souls are eternal. They go back to Heaven for another vessel. The four remaining souls must take their chances with the subject in the land of the dead. Number four (The Pot) is Ba, the Heart, often treacherous. This is a hawk's body with your face on it, shrunk down to the size of a fist. Many a hero has been brought down, like Samson, by a perfidious Ba. Number five (L.C., Lost Keys, Rosetta Stoned) is Ka, the double, most closely associated with the subject. The Ka, which usually reaches adolescence at the time of bodily death, is the only reliable guide through the Land of the Dead to the Western Lands. Number six (Instension) is Khaibit, the Shadow, Memory, your whole past conditioning from this and other lives. Number seven (Right in Two) is Sekhu, the Remains

In the Oval Office, President Bush told Khalilzad, “Musharraf denies all of what you are saying.” “Didn’t they deny, Mr. President, for years that they had a nuclear program?” 8 Bush said he would call Musharraf and arrange for the ambassador to meet with him, to discuss the accusations directly. Khalilzad flew to Islamabad. Beforehand, he sent Musharraf a gift, a crate of Afghan pomegranates. When they sat down, Musharraf thanked him, but added that he hated pomegranates—too many seeds. They talked extensively about Musharraf’s usual complaints about the Afghan government—too many Panjshiris in key security positions, too many Indian spies under diplomatic cover in Kabul and elsewhere. Khalilzad proposed a joint intelligence investigation between the United States and Pakistan to document any covert Indian activity in Afghanistan. “There are no Taliban here,” Musharraf said blankly. 9

We walked into my mother's house at 10:30 in the morning at the end of February 1992. I had been gone for three weeks. She had been so desperate about us - she, too, looked thin and haggard. She was stunned to see me walk in, filthy and crawling with lice, with a huge crowd of starving people. We ate and drank clean water; then, before we even washed, I put Marian in a taxi with me and told the driver to go to Nairobi Hospital. We had no money left and I knew Nairobi Hospital was expensive; it was where I had been operated on when the ma'alim broke my skull. But I also knew that there they would help us first and ask to pay later. Saving the baby's life had become the only thing that mattered to me. At the reception desk I announced, "This baby is going to die," and the nurse's eyes went wide with horror. She took him and put a drip in his arm, and very slowly, this tiny shape seemed to uncrumple slightly. After a little while, his eyes opened. The nurse said, "The child will live," and told us to deal with the bill at the cash desk. I asked her who her director was, and found him, and told this middle-aged Indian doctor the whole story. I said I couldn't pay the bill. He took it and tore it up. He said it didn't matter. Then he told me how to look after the baby, and where to get rehydration salts, and we took a taxi home. Ma paid for the taxi and looked at me, her eyes round with respect. "Well done," she said. It was a rare compliment. In the next few days the baby began filling out, growing from a crumpled horror-movie image into a real baby, watchful, alive.

as Lynch pored over financial spreadsheets at work, he wondered: What if there really is a Z? What if the jungle had concealed such a place? Even today, the Brazilian government estimates that there are more than sixty Indian tribes that have never been contacted by outsiders. “These forests are . . . almost the only place on earth where indigenous people can survive in isolation from the rest of mankind,” John Hemming, the distinguished historian of Brazilian Indians and a former director of the Royal Geographical Society, wrote. Sydney Possuelo, who was in charge of the Brazilian department set up to protect Indian tribes, has said of these groups, “No one knows for sure who they are, where they are, how many they are, and what languages they speak.” In 2006, members of a nomadic tribe called Nukak-Makú emerged from the Amazon in Colombia and announced that they were ready to join the modern world, though they were unaware that Colombia was a country and asked if the planes overhead were on an invisible road.

Diplomats Jayant Prasad and S. Jaishankar, both of whom had intimate knowledge of the nuclear deal, helped me prepare a booklet, ‘Facts about India’s Initiative for Seeking International Cooperation in Civil Nuclear Energy’, that was then translated into all Indian languages and published by the Directorate of Advertising and Visual Publicity (DAVP) of the ministry of information and broadcasting.

Since Modi's Mumbai sign-off, much commentary has been focused on the brand-dilution potential inherent in its scandals. MS Dhoni doesn't think we should worry: 'IPL as a brand can survive on its own.' Shilpa Shetty, 'brand ambassador' of the Rajasthan Royals, tweets that we should: 'Custodians of Cricket must not hamper d Brandvalue of this viable sport.' Hampering d Brandvalue, insists new IPL boss Chirayu Amin, is the furthest thing from his mind: 'IPL's brand image is strong and nobody can touch that.' Harsha Bhogle, however, frets for the nation: 'Within the cricket world, Brand India will take a hit.' Not much more than a week after Modi's first tell-all tweets, the media was anxiously consulting Brand Finance's managing director, Unni Krishnan. Had there been any brand dilution yet? It was, said the soothsayer gravely, 'too early to say'. He could, however, confirm the following: 'The wealth that can be created by the brand is going to be substantially significant for many stakeholders. A conducive ecosystem has to be created to move the brand to the next level… We have to build the requisite bandwidth to monetise these opportunities.' Er, yeah… what he said. Anyway, placing a value on the IPL brand has clearly been quite beneficial to Brand Finance's brand.

With or without the Chinese, Calcutta was dead. Partition had deprived it of half its hinterland and burdened it with a vast dispirited refugee population. Even Nature had turned: the Hooghly was silting up. But Calcutta’s death was also of the heart. With its thin glitter, its filth and overpopulation, its tainted money, its exhaustion, it held the total Indian tragedy and the terrible British failure. Here the Indo-British encounter had at one time promised to be fruitful. Here the Indian renaissance had begun: so many of the great names of Indian reform are Bengali. But it was here, too, that the encounter had ended in mutual recoil. The cross-fertilization had not occurred, and Indian energy had turned sour. Once Bengal led India, in ideas and idealism; now, just forty years later, Calcutta, even to Indians, was a word of terror, conveying crowds, cholera and corruption. Its aesthetic impulses had not faded – there was an appealing sensibility in every Bengali souvenir, every over-exploited refugee ‘craft’ – but they, pathetically, threw into relief the greater decay. Calcutta had no leaders now, and apart from Ray, the film director, and Janah, the photographer, had no great names. It had withdrawn from the Indian experiment, as area after area of India was withdrawing, individual after individual. The British, who had built Calcutta, had ever been withdrawn from their creation; and they survived. Their business houses still flourished in Chownringhee; and to the Indians, products of the dead Indian renaissance, who now sat in some of the air-conditioned offices, Independence had meant no more than this: the opportunity to withdraw, British-like, from India. What then was the India that was left, for which one felt such concern? Was it no more than a word, an idea?

Bondage and liberation is another important issue that Kashmir Shaivism has clarified in a unique manner. Most of the other schools of Indian philosophy assert that all beings are responsible for their own misery and can only attain liberation through their own efforts. But Kashmir Shaivism, while advocating personal effort for the attainment of freedom from limitation, finds the basic source of both bondage and liberation in the divine creative expression of God. In this philosophy, the world and our lives are often described as a divine drama or play in which Paramasiva is the sole producer, director, and cast of characters. He is everything wrapped up in one. It is He who, in the initial parts of His divine play, obscures His divinity and purity, appears as an ordinary person with limitations, and becomes progressively denser and more ignorant as a result. But in the final part of this play, He bestows His divine grace on the person He appears to be. This person then turns away from misery, becomes interested in spiritual philosophy, comes into contact with a teacher, receives initiation into spiritual practices (sadhana), attains correct knowledge of the theoretical principles of absolute non-dualism, practices yoga, and develops an intense devotion for the Lord. Finally this person recognizes that he is none other than the Lord Himself. — B. N. Pandit, Specific Principles of Kashmir Shaivism (3rd ed., 2008), p. xxii

Director: Saravana Rajan Producer: Dayanidhi Azhagiri Written : Saravana Rajan Starring: Jai,Swati Reddy Music: Yuvan Shankar Raja Cinematography: Venkatesh S. Release Date: Jan 24, 2014 Editing: Praveen K. L, N. B. Srikanth Director Saravana Rajan’s debut comedy thriller ‘Vadacurry’ features actors Swati Reddy and Jai in lead role. ‘Vadacurry’ is produced by Dhayanidhi Alagiri with Yuvan Shankar Raja’s music. Bollywood actress Sunny Leone has shaken her legs for ‘Vadacurry’ Tamil film’s dream song with actor Jai in Bangkok. The shooting of the song was held in December 2013. It’s a dream sequence of Jai’s character in the ‘Vadacurry’ where, Sunny will be grooving with him. Sunny was given half-sari, bangles and anklets to portray a typical south Indian look in this song. However, the hot diva loved trying these accessories to shake her legs for her debut film in Kollywood ‘Vadacurry’. ‘Vadacurry’ Tamil movie’s cinematography is handled by Venkatesh. ‘Vadacurry’ team started rolling on floors from August 19, 2013. Interestingly, ‘Vadacurry’ Tamil movie’s music composer Yuvan Shankar Raja is cousin of director Saravana Rajan. Director Saravana Rajan has followed the steps of his tutor Venkat Prabhu in coining food names as title for his movie ‘Vadacurry’ that matched with Venkat Prabhu’s recent release ‘Biriyani’. The charming beauty Anusha Dhayanidhi has made a debut as costume designer in ‘Vadacurry’. Anusha Dhayanidhi has transformed the looks of female lead Swathi in ‘Vadacurry’ Tamil film. It should be noted that ‘Subramaniyapuram’ pairs, who had portrayed good chemistry have joined this comedy entertainer ‘Vadacurry’. However, ‘Vadacurry’ Tamil film is ready to be served on 24January, 2014 to give a punch of full-on comedy with its taste and essence.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

It was her concern and commitment to a friend which last year involved her in perhaps the most emotional period of her life. For five months she secretly helped to care for Adrian Ward-Jackson who had discovered that he was suffering from AIDS. It was a time of laughter, joy and much sorrow as Adrian, a prominent figure in the world of art, ballet and opera, gradually succumbed to his illness. A man of great charisma and energy, Adrian initially found it difficult to come to terms with his fate when in the mid-1980s he was diagnosed as HIV positive. His word as deputy chairman of the Aids Crisis Trust, where he first met the Princess, had made him fully aware of the reality of the disease. Finally he broke the news in 1987 to his great friend Angela Serota, a dancer with the Royal Ballet until a leg injury cut short her career and now prominent in promoting dance and ballet. For much of the time, Angela, a woman of serenity and calm practicality, nursed Adrian, always with the support of her two teenage daughters. He was well enough to receive a CBE at Buckingham Palace in March 1991 for his work in the arts--he was a governor of the Royal Ballet, chairman of the Contemporary Arts Society and a director of the Theatre Museum Association--and it was at a celebratory lunch held at the Tate Gallery that Angela first met the Princess. In April 1991 Adrian’s condition deteriorated and he was confined to his Mayfair apartment where Angela was in almost constant attendance. It was from that time that Diana made regular visits, once even brining her children Princes Willian and Harry. From that time Angela and the Princess began to forge a supportive bond as they cared for their friend. Angela recalls: “I thought she was utterly beautiful in a very profound way. She has an inner spirit which shines forth though there was also a sense of pervasive unhappiness about her. I remember loving the way she never wanted me to be formal.” When Diana brought the boys to see her friends, a reflection of her firmly held belief that her role as mother is to bring them up in a way that equips them for every aspect of life and death, Angela saw in William a boy much older and more sensitive than his years. She recalls: “He had a mature view of illness, a perspective which showed awareness of love and commitment.” At first Angela kept in the background, leaving Diana alone in Adrian’s room where they chatted about mutual friends and other aspects of life. Often she brought Angela, whom she calls “Dame A”, a gift of flowers or similar token. She recalls: “Adrian loved to hear about her day-to-day work and he loved too the social side of life. She made him laugh but there was always the perfect degree of understanding, care and solicitude. This is the point about her, she is not just a decorative figurehead who floats around on a cloud of perfume.” The mood in Mount Street was invariably joyous, that sense of happiness that understands about pain. As Angela says: “I don’t see death as sad or depressing. It was a great journey he was going on. The Princess was very much in tune with that spirit. She also loved coming for herself, it was an intense experience. At the same time Adrian was revitalized by the healing quality of her presence.” Angela read from a number of works by St. Francis of Assisi, Kahil Gibran and the Bible as well as giving Adrian frequent aromatherapy treatments. A high spot was a telephone call from Mother Teresa of Calcutta who also sent a medallion via Indian friends. At his funeral they passed Diana a letter from Mother Teresa saying how much she was looking forward to meeting her when she visited India. Unfortunately Mother Teresa was ill at that time so the Princess made a special journey to Rome where she was recuperating. Nonetheless that affectionate note meant a great deal to the Princess.

I once played an Indian, and for background I did a lot of reading about Indians. One thing that really struck me was that when some of the Plains Indians had a battle, they would take their lances and they would plant them somewhere in the ground on the battlefield. It was their way of declaring that they would be there fighting all day, whatever comers there were. Likewise, I believe that one thing really good directors have in common is that they place themselves in the field, on the ground, where the play is taking place. Then in thousands of different ways, depending upon their personalities and their skills and their talents and the way they communicate, they defend that territory all day long. Actors will test whether what they’re trying is on real ground or not, so a person who’s going to be there all day long is crucial. That’s where the actor gets his or her permission to do the necessary work and take the necessary chances.

The Company’s navy was disbanded and its army passed to the Crown. In 1859, it was within the walls of Allahabad Fort – the same space where Clive had first turned the Company into an imperial power by signing the Diwani – that the Governor General, Lord Canning, formally announced that the Company’s Indian possessions would be nationalised and pass into the control of the British Crown. Queen Victoria, rather than the directors of the EIC, would henceforth be ruler of India.

the director general of rehabilitation, Sardar Tarlok Singh of the Indian Civil Service

Over 70 per cent of the medium and heavy commercial vehicles on Indian roads are made by Telco. Telco is able to manufacture 99.8 per cent of its parts in India. A family of 1,500 ancillary suppliers furnish all kinds of components. About 50 per cent of the parts that go into the trucks are supplied by them. Over the years each supplier has been trained by Telco engineers to provide the high quality of components required. For several years such was the demand for Telco trucks that they commanded a premium price in the market but Telco held its price line. I once questioned then chairman and managing director of Telco, Mr Moolgaokar, why he did that. He replied: ‘Profits should come from productivity and not by raising prices in a favourable market. Our greatest asset is customer affection.

In 1956 a rather delicate assignment came my way. I visited Switzerland at the invitation of Nestle but with a very specific brief from the Ministry of Industries, Government of India. Industries and Commerce Minister, Manubhai Shah, wanted me to ask the executives at Nestle what they were up to in our country. Under the excuse of producing condensed milk, they were importing not just milk powder, but also sugar and the tin plate for the cans! On my arrival at the airport at Nestle’s headquarters at Vevey, a Nestle car, about a mile long, was waiting to whisk me off to the best hotel in town where they put me up. I met with Kreeber, one of their two managing directors, and some other officers. The discussions turned pretty heated. I told them that my government had given them a licence to set up a plant in India so that they would produce condensed milk from Indian milk, not from imported ingredients. The Managing Director told me that it was not possible to produce condensed milk from buffalo milk, which was available in India. I said to him, ‘If you don’t know how to make it, come to me. I will teach you because I believe we can make it out of buffalo milk. I know it is more complicated than making it from cow’s milk and there are problems, but they are not insurmountable problems.’ When I assured them that it could be done, they said that their experts would have to come and set up their plant. Then they wanted the entire share capital in their hands. In those days government allowed only 49 per cent share capital to foreigners; 51 per cent had to be Indian. Kreeber said they could not agree to that. So I showed them a way out of that too. I said that 49 per cent could be with Nestle Alimentana and 51 per cent could be owned by Nestle India and in this way the entire project could stay in their hands. I was, in fact, facilitating their entry here. Ultimately, the Director agreed to set up a plant in India. At this point I told him that they could bring in any number of foreign experts they liked but my government hoped that, in five years, Indians who would be trained for the purpose would replace these experts. Kreeber’s response to this was that the production of condensed milk was an extremely delicate procedure and they ‘could not leave it to the natives to make’. At this, I lost my temper. Getting to my feet, I thumped the table loudly and said: ‘Please remember that you are speaking to a damned “native”. If you are suggesting that even after five years of training, the “natives” are not fit to occupy any position of authority in Nestle you are insulting my country. My country knows how to do without you.’ And I stormed out of the meeting – which I hope was what any self-respecting Indian would have done.

When Pestonjee died in November 1962 his son Minoo took over the management. And the business gradually wound up for good. Unlike Pestonjee, who had started his life with nothing, Minoo was born in the lap of luxury – the type who can turn into a spoiled brat. Pestonjee knew his son well and left the management of only the Patna dairy to him. The management of Anand dairy went to Pestonjee’s son-in-law, Lt Col. Kothawala. One day Minoo came to me and said: ‘If you want to ruin anything, ruin the Anand dairy. Don’t touch the Patna dairy because that one is mine.’ The statement revealed the kind of man he was. Periodically, Minoo would discuss the sale of the Anand dairy with me. One day he told me that he had spoken to the board and this time he was absolutely serious about selling the dairy. I spoke to our board members, who agreed that we should buy it, and a price was decided. Then Minoo backed out. He came a second time, again offering to sell. Once more I got the board’s approval to buy the dairy and again he backed out. When Minoo came to me for the third time wanting to sell the dairy, I ordered him to get out of my room. I told him that if he was serious he should bring his entire board to Anand to meet and talk with our board. He brought his entire board – a very distinguished board – and we discussed the sale and the deal was clinched at Rs 17 lakh. The next day, Minoo sold the same dairy to a Marwari gentleman for Rs 17 lakh and, some said, took another Rs 17 lakh under the table for himself. The board of directors of Polson were aghast and exceedingly embarrassed. They came to see me and apologised profusely, saying that they never expected he would do something like this. The legitimate amount of Rs 17 lakh went to Polson Ltd, while it is said that the under-the-table amount went into the Devakaran Nangi Trust which later went broke. By some mysterious divine justice, Minoo lost his entire Rs 17 lakh. This was the end of Pestonjee’s legendary Polson dairy. When Minoo sold the dairy to the Marwari gentleman (who bought it only for its real estate value), the first thing the Marwari did was to order the bust of Pestonjee, which graced the entrance, to be removed and thrown out. Variava called up Kothawala to inform him of this and he immediately telephoned me to say: ‘Dr Kurien, can you please save my father-in-law’s bust from being disgraced?’ I promised him that I would and it has since then been given pride of place in NDDB’s library, a reminder to all of the role that Pestonjee Edulji played in the history of Indian dairying.

Most companies tend to focus on short-term results and hence that makes them frequently do things that deviate away from their articulated strategy . . . these diversions take them away from the path they have to travel to achieve their long-term goals . . . the willingness to resist the temptation of short-term ‘off-strategy’ profits for long-term sustainable gain is not there in most Indian companies,’ writes Rama Bijapurkar, a leading market strategy consultant and independent director (2015).

In 1621 their activities culminated in the foundation of the Dutch West India Company, much on the lines of the various English companies: it began to send out settlers in 1624, and in 1625–6 founded a colony on Manhattan Island, called New Amsterdam. To increase its security the director of the enterprise, Peter Minuit, bought the island from the local Indians with sixty guilders’ worth of miscellaneous goods. This transaction is now legendary as ‘the best real-estate deal in history’.

Great Sardaar" An ornamental piece of work by the Punjabi industry. Produced by Amritjit Singh Sran and Directed by Ranjeet Bal under the production house Apna Heritage &Sapphire Films presents to you "Great Sardaar" an Action/Drama film starring none other than the budding artist Dilpreet Dhillon and the multi talented Yograj Singh. This movie is an Action/Drama film in which the protagonist ends up with a series of challenges. The movie stars Dilpreet Dhillon as the lead along with Yograj singh who plays the role of (Dilpreet Dhillon) Gurjant's father. After watching the trailer one can surely say there's tasty substance beneath the froth, just enough to keep you hooked. "GREAT SRADAAR" is based on the true events about Major Shaitan Singh, who was awarded the Param Vir Chakra posthumously for his 'C' company's dig-in at Rezang La pass during the Sino-India conflict of 1962. This motivational movie is a Tribute to Sikkhism. It's really healing to see movies that are based on true events. It builds so much more compassion. Dilpreet Dhillon popularly known for his role in "once upon a time in Amritsar" has gained a great fan following. He is considered is one of the popular emerging male playback singer and actor in Punjabi music industry. And when it comes to Yograj Singh, he is not only a former Indian cricketer but also a boon to the Punjabi industry. Since the release of the official trailer on 7th of June,2017 which shows that the movie is action-packed and will leave the audience spellbound and wanting for more, the audience is eagerly waiting for the release of the movie.The trailer rolls by effortlessly and the Director has done an impeccable job. Ranjeet Bal evidently knew what he was doing and has ensured that every minute detail was taken care of particularly considering the genre he was treading. The audience will surely be sitting on the edge of their seats. Visual Effects Director- VFx Star has once again proved that there is nothing that will leave India from evolving in the field of technology. "Great Sardaar" which is set to be released on the 30th of June,2017 will be a very carefully structured story. The main question that will be raised is not what kind of world we live in, or what reality is like, rather what it has done to us.

After college, I worked in tribal communities, focusing on Indian education to impact Native students. My career led me back to my own tribe in Sault Ste. Marie and, eventually, to Washington, DC, when I landed my dream job as director for the Office of Indian Education at the U.S. Department of Education.

Pervez Musharraf had a formidable ego. He was a Pakistani nationalist but not especially pious. There was no suggestion that he had undergone a religious recommitment like General Mahmud’s. Indeed, there was little evidence that Musharraf sought a unity of the “tactical and moral” in his life; he seemed above all to be a tactician. He had been educated in Catholic schools in Karachi and spent much of his boyhood in secular Turkey. Musharraf had faced expulsion from the army as a young officer because of discipline infractions. He salvaged his career in the Special Services Group, or S.S.G., as a commando. He won a gallantry award during the 1971 war for operating behind Indian lines. As he rose to become a four-star general and lead the army as chief of staff, he did not take advice easily.

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Ambedkar’s fears were shared even by British educationalist and member of the Council of India, who had served as the director of the University of London Institute in Paris, Theodore Morrison, whom he quotes as having said way back in 1899: The views held by the Mahomedans (certainly the most aggressive and truculent of the peoples of India) are alone sufficient to prevent the establishment of an independent Indian Government. Were the Afghan to descend from the North upon an autonomous India, the Mahomedans, instead of uniting with the Sikhs and the Hindus to repel him, would be drawn by all the ties of kinship and religion to join his flag.

Now Mrs. Retallack wondered how the effects of what she called "intellectual mathematically sophisticated music of both East and West" would appeal to plants. As program director for the American Guild of Organists, she chose choral preludes from Johann Sebastian Bach's Orgelbuchlein and the classical strains of the sitar, a less-com­ plicated Hindustani version of the south Indian veena, played by Ravi Shankar, the Bengali Brahmin. The plants gave positive evidence of liking Bach, since they leaned an unprecedented thirty-five degrees toward the preludes. But even this affirmation was far exceeded by their reaction to Shankar: in their straining to reach the source of the classical Indian music they bent more than halfway to the horizontal, at angles in excess of sixty degrees, the nearest one almost embracing the speaker. In order not to be swayed by her own special taste for the classical music of both hemispheres Mrs. Retallack, at the behest of hundreds of young people, followed Bach and Shankar with trials of folk and "country-western" music. Her plants seemed to produce no more reac­tion than those in the silent chamber. Perplexed, Mrs. Retallack could only ask: "Were the plants in complete harmony with this kind of earthy music or didn't they care one way or the other?" Jazz caused her a real surprise. When her plants heard recordings as varied as Duke Ellington's "Soul Call" and two discs by Louis Arm­ strong, 5 5 percent of the plants leaned fifteen to twenty degrees toward the speaker, and growth was more abundant than in the silent chamber. Mrs. Retallack also determined that these different musical styles markedly affected the evaporation rate of distilled water inside the chambers. From full beakers, fourteen to seventeen milliliters evapo­rated over a given time period in the silent chambers, twenty to twenty­ five milliliters vaporized under the influence of Bach, Shankar, and jazz; but, with rock, the disappearance was fifty-five to fifty-nine milliliters.

Satyajit Ray was an Indian director, screenwriter, documentary filmmaker, author, essayist, lyricist, magazine editor, illustrator, calligrapher, and composer. Regarded as one of the greatest Indian filmmakers in history. He was known for directing The Chess Players, Distant Thunder, and The Stranger.He was the recipient of an honorary Academy Award in 1992 for his masterful filmmaking.He directed the acclaimed 1977 film The Chess Players, which starred Sanjeev Kumar.

Unconnected to this practice, in a recent move, the Government of India has banned the import of foreign breeds for breeding purposes. This has been done through an order of the Director General of Foreign Trade. ◆

In pre-Indira Gandhi days the IB was basically guided by the ‘ear marking’ scheme. This scheme enabled the IB to earmark certain IPS officers while they were under training in the Police Academy. They were earmarked on the basis of their performance in the All India Services Examination, performance in the academy and confidential reports on their shaping up process. A number of brilliant officers, including the illustrious Directors like Hari Anand Barari, M. K. Narayanan, and V. G. Vaidya were inducted through the earmarking scheme. The humble author of this book was also an earmarked officer. Of course, some officers also were inducted on ‘deputation’ from state cadres. They were later absorbed as ‘hard core’ officers. This system was abandoned after 1970 to accommodate ‘loyal and committed officers’ and also to bring the IB at par with other Central Police Organisations (CPO), like the CRPF, BSF. The IB was opened up as a waiting room for IPS officers from the less glamorous state cadres like Manipur and Tripura, Assam, West Bengal and any other state where the prevailing political culture did not suit certain officers. They used the IB to cool off and to catch up with other opportunities.

Mani Ratnam is by no stretch of the imagination an expressive person. He does not show much emotion, except in his stories. But that does not mean he doesn’t feel it in real life. ‘I was stunned that day,’ he says, some twenty-five years later. ‘I could not believe what I was hearing. The music he played for me that day, it was fabulous.’ AR thought, at the time, that Mani Ratnam hated his music. ‘I didn’t think he would ever come back,’ he says.2 But a few days later, the director got in touch with AR and told him that he’d like to sign him on for his next film—as music director. ‘I love a lot of stuff,’ he said. ‘Let’s meet and I’ll tell you what will work for me.’3 It was a decision that would end up altering the course of AR’s life, as well as Tamil, Indian and world music and cinema.

Vikas Nath is currently Director at Termdeal Limited which owns and runs restaurants across UK and Europe, notably Benares Restaurant & Bar in London - a Michelin-starred Indian restaurant. Prior to investing and operating hospitality businesses, Vikas Nath had a career in finance spanning 25 years across companies such as UBS, Credit Suisse, Deutsche Bank and HSBC.