Jandu’s 3rd generation inducted, initiates makeover!

Jandu’s 3rd generation inducted, initiates makeover!

Prabhjot Singh Jandu is the third generation of Jandus! His grandfather Baldev Singh Jandu set up his maiden venture Jandu Engineering Works from humble beginnings in 1972, operating from a 100 square foot rented premises with just one lathe machine that he was operating himself and grew it to become the most prominent supplier of coating and laminating plants in India. His son Gurdev Singh later joined him in business to help his father to further the growth. Their story written by the author in 2013 and also carried by leading print magazine Printweek India,  is already there on the blog https://harveersahni.blogspot.com/2013/01/baldev-singh-jandujandu-coaters-create.html This was at a time when his grandson Prabhjot was still in school. With time, it was felt that there is a need to upgrade equipment in terms of technology and automation, together with expanding the business in terms of size, planning, service and administration. When Prabhjot finished his studies, he joined the enterprise and spent a year or so in training before starting to take decisions, it was like a dose of fresh youthful energy in the company. He is the 3rd generation Jandu to be inducted who is now initiating a complete makeover!

Prabhjot Singh Jandu completed his education with a B.Tech. Mechanical engineering from Amity University followed by business training at the same institution. As a part of that training, he was sent to Adelphi University New York for six months and then to Birkbeck, University of London, England for another six months. On return in 2020, at the young age of 22 years, he joined the family enterprise Jandu Engineering Works and was handed over the responsibility of uplifting the company branding and to take up marketing aggressively. Once he got settled, in order to make component inputs consistent to standard specifications, he moved on to look after purchasing and improving infrastructure to build plants with improved performance of their coating and laminating equipment.

He is now taking it upon himself to create plants that were not only great in terms of aesthetics but also excelled in running at higher speeds with increased automation. Prabhjot endeavors to gradually move away from the basic market that they were catering to and transform his company to cater to the higher end of customers for coating and laminating plants that can make specialty coatings and curing with precision under controlled conditions. He plans to launch coaters for new and innovative products. To make their plants more sustainable they have managed to design and supply equipment that has reduced wastages, with lower manpower and less dependence on operators. For better after sales service, he is introducing remote access so that production downtime of customers is substantially reduced. They now have the capability to access the plant at customer’s premises through internet and diagnose the problem and provide solutions. This has helped them with providing service to their export customers as when they provide internet connectivity, the Jandu service team can troubleshoot and support. They are already implementing real time data access from the plant in production for better and more accurate coatings. Servo drives with software support from Siemens are incorporated for demanding customers. Better tension controls provide uniformity of coatings and smoother run ability. As for providing inline inspection and precision control for silicone coatings starting at 0.30 GSM (gram per square meter) they are ready with the technology but await the right customer who will invest in such a high-end system for their silicone coater. Jandu Engineering Works under Prabhjot’s guidance have started to follow industry 4.0 guidelines.

Earlier, to increase their outreach in the industry, almost all business came to them by reference from existing customers or friends. Prabhjot is making changes and has indulged in extensive marketing and brand promotion. Jandu’s emails are not plain text now and have transformed to well-designed ones and are informative. Their website is up there on the first page when a prospective customer is looking for coaters and laminators. They regularly exhibit at label and packaging exhibitions; in fact, their last international presence was at Labelexpo Europe 2023 in Brussels where it was seen, all three generations manning the booth.

Jandu’s initial growth in the label industry was due to the earliest label printing press that they produced, narrow web CI flexo, but they have now found immense success in building coaters and laminators for the self-adhesive label and other converting industries. Their label printing press manufacturing business is now a very small part of their operations, they are in the process of contemplating either to improve and upgrade their presses or just keep concentrating on coating equipment. There present range has expanded to offer multiple types of converting equipment besides label presses which include coating and laminating machines for; silicone coating and self-adhesive labelstock, specialized coated products, thermal paper, sublimation paper, solar coatings, medical tape coatings, Barrier coatings, PLA coatings, pattern coatings and car wrapping, etc. They also have strong demand for slitting machines as it is necessary equipment for the coating and laminating lines. With experience, Jandu Engineering Works can help new entrants in the coating industry for specialized products with technology, sourcing and other details. They keep acquiring the latest information from suppliers of chemicals and specialized coatings in contact with them who are promoting their technical coatings and advise the processes to be followed. Jandu believes in sharing information with their existing customers.

Prabhjot is happy that the company has grown  60% to 70% since his joining. When he joined their silicone coating line was running at 250 meters per minute and adhesive coating at 100 meters per minute. Now after upgradation the silicone coating runs at 350 meters per minute and after more design changes it is expected to increase to 500 meters per minute and adhesive coating can now run at 180 meters per minute with much improved drying system. Proudly he says, “their earlier customers used to look for basic machines at low prices and now after I explain to them the benefits of the newer technological changes in our equipment, they are ready to invest in the expensive advanced versions of our equipment.” Ninety percent of their customers repeat their orders as proof of their acceptability. Their penetration into the market segment they operate in is more than 80%. While the number of coaters being sold now may be a little less but in terms of value it is much more, almost doubling their turnover because of the sale of advanced equipment to a higher market segment.

Prabhjot is ambitious and with active mentoring and support from his grandfather Baldev Singh Jandu and father Gurdev Singh, he wants to grow the company at a faster pace and endeavors’ a 50% growth in revenue per year. When he joined the company in 2020 Jandu Engineering Works was already operating from a 25000 square feet shopfloor, which has now expanded 60,000 square feet despite the pandemic slowdown. The Jandu family is now looking for about 3 to 4 acres of land for further expansion. The total workforce employed when Prabhjot joined was 70 and has now increased to 120 people. In the last 3 years they have sold around 40 coating lines up to 2-meter width for various applications employing diverse coating methods like air knife coating, 5 roll silicone coating, bar coating, gravure, adhesive coating, etc. These lines have the capability to coat at a speed up to 350 meters per minute. Jandu coaters have been exported to 17 countries so far.

Written by Harveer Sahni Chairman Weldon Celloplast New Delhi January 2024

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Pamex 2023 justifies theme; “Convergence of print.”

Pamex 2023 justifies theme; “Convergence of print.”

Ever since 1450 when goldsmith Johannes Gutenberg invented the movable-type printing press, which started the Printing Revolution, printing technology has been evolving. The technology has come a long way from the first use of flat wooden blocks being inked and stamped on to paper to production of metal typesetting mechanizing the process. The history is very interesting and long. Printing process or technology has evolved in many forms of contact printing from flat bed to offset printing in sheet and roll to other forms of printing like rotogravure and  screen to finally reach the present-day non-contact digital printing without the need of blocks or plates and with just click of button from computer to print.

With time, labels and packaging evolved and there was a dire need to decorate the packages and labels to catch the attention of discerning customers. Embellishing processes have also been developed to become an inherent part of printing and converting process. These include varnishing, hot-foiling, cold-foiling, embossing, debossing, lamination, die-cutting etc. With the development of different printing technologies it became apparent that each technology has its own advantage. For high quality images to reproduce skin tones and vignettes, offset is preferred. For the desired pantone shades, flexo is preferred.

To achieve higher deposition of ink, screen printing delivers the desired results and to get the good metallic effects in printing with metallic inks, gravure printing is used. To produce personalization in print, have variable printing, to achieve track and trace information and security information, digital provides the option. The advent of organized retail and e-commerce becoming a part of our daily life, has brought about the need to bring the best of each technology together and achieve excellence in printing and packaging. The organisers of Pamex 2023 exhibition, All India Federation of Master Printers (AIFMP), in association with Print-Packaging.com saw immense value in adopting the theme “Convergence in Print” and delivering the importance of this theme to printers and other visitors to this prime show.

The theme was conveyed to the printers in the nation at different geographical venues in India  by the promoters. Roadshows with presentations by sponsors offering equipment with convergence in print and panel discussions were a part of these presentations. Technical presentations on technologies such as printed electronics were also a part of the roadshows. Diverse information and knowledge was delivered to attendees at locations like Bangalore, Pune, Guwahati, Indore and Haridwar.

The focused efforts by the team of AIFMP headed by President Ravi Joshi, Tushar Dhote and organizer Anil Arora of Print-Packaging.com produced a successful event. The final show Pamex 2023 held at Bombay Exhibition Centre Goregaon Mumbai on 27th-30th March 2023 was an immense success. 33,812 visitors and over 450 exhibitors thronged the venue and came from many countries around the world.

On the penultimate evening Pamex 2023 played host to a glittering awards ceremony at the Gala Exhibitors’ Evening. AIFMP decided to institute several new awards to add to the prestigious NAEP and  VCPLA Awards that were given away in the last edition. The awards was with full attendance and printers and suppliers networked and celebrated the togetherness.

I present my walk-through pictures of the event:

The untold story of Suresh Gupta former Chairman Huhtamaki-PPL

The untold story of Suresh Gupta former Chairman Huhtamaki-PPL

 

Thirty-one years after joining Huhtamaki-PPL (formerly Paper Products Limited or PPL), Suresh Gupta retired as its Executive Chairman. He joined the company in 1987 at a difficult time for the company, as business had slowed down since 1980 and they had to sell off their paper mill. When Suresh became a part of PPL the turnover of the company was just Rs.24 Crore and with a large workforce of 700 employees. He led the company until his retirement with sales reaching almost 100 times to Rupees 2300 Crores and the number of people working rose to 3500! Huhtamaki-PPL is now the largest producer of printed and finished flexible packaging materials in India. Under his leadership, the company, led not only PPL’s but also India’s foray into diverse label technologies as well. They were the very first entrant into shrink sleeve labels in association with Fuji Seal of Japan. Today Huhtamaki-PPL is the largest player in label manufacturing segment in India with their label sales touching 400 Crores which includes Pressure sensitive labels, Shrink Sleeves, Wrap arounds, In-moulds and other label forms. They are vendors to the virtual “who is who” in the Indian branded consumer goods and pharmaceutical industries. In pressure sensitive adhesive labels alone also, they are the largest at 200 Crores after taking over Webtech Labels, Ajanta Packaging and Positive Packaging.
Suresh Gupta
Being an army man’s son Suresh’s childhood was spent at various locations within India. His father who is now 92 years of age, was a paratrooper with artillery from the well-known 17 parafeild regiment of Indian army and retired as Director of Military intelligence. After retirement he was assigned as Director SSB (Special Security Bureau) by the cabinet secretariat. Retiring from SSB he was taken by the Himachal Government to be the chairman of Himachal State Electricity Board. Suresh has a brother who is 9 years younger than him and followed his father’s footsteps to join the army, has primarily headed combat formations, served in the UN Peace Corps and is currently a Major General. Typical of army families, Suresh’s schooling took place at various schools across the country, the last two being St. Georges School, Agra, and St Xavier’s School Delhi where he was in the boarding and finished in 1967 with excellent marks.  Being underage, he could not apply for admission into the IIT or Delhi University colleges, so at the age of 15 years he did a year of pre-engineering at Government college for Men Chandigarh, where the youth in him got the better of him in not attending any classes other than chemistry. He did poorly, much to the disappointment of his father who was posted in Ambala at that time. His mother gave him 200 Rupees and sent him to Delhi to his grandmother. Admissions had closed for most good courses but a good school marksheet helped him get admission for BA economics honours in the prestigious Hindu College Delhi University. He studied hard and in the very first year he got a first division and ranked in the University to win back his father’s confidence. After graduating from Delhi University Suresh went to the Jamnalal Bajaj Institute of Management studies Bombay, which then was considered amongst the best two in the country.



Finishing his MBA, he was motivated and impressed upon by the head of HR department of Jamnalal Bajaj Institute who was also the vice president of Corning Borosil to join Corning Borosil, which he eventually did as a management trainee in 1974. 




 
Suresh and wife Kumi




The following year in 1975 he got promoted and got married to Kum Kum Talwar fondly called Kumi. Kumi graduated from the prestigious Lady Shriram College in Psychology honours and did her Masters in Social Work when she topped her class in Delhi University, and has been Suresh’s close confidante. At a young age of 23 he was posted in Madras as Regional Manager South for Corning Borosil who manufactured custom designed glass reactors for specialised industrial chemical processes, laboratory glassware and consumer ware under brand names Corning, Borosil and Pyrex. Surprisingly his immediate colleague working under him, the Head of Sales and Service was 52 years old. 






 
With daughters Ratna(L) and Shivani(R)
He enjoyed his stint in Madras as it was great learning time there and in 1979 his elder daughter Ratna was born. Post Emergency when the Janta government came to power the then minister George Fernandes came down heavily on US companies. While Coca Cola left the country, Corning was asked to dilute their equity to less than 40%. Suresh Gupta was at this time transferred to Delhi as Regional Manager North with additional responsibility of interacting with government and convincing them to excuse Corning from this equity reduction as a special case. Being a high technology company also supplying critical materials to defence, they were not allowed by USA government to setup ventures where they did not have full control. It was tremendous experience for Suresh, one side interacting with government and other side selling to large industries, government laboratories and finally setting up channel sales for their consumer products. Once it was clear that government of India would not relent regarding equity dilution, the company stopped further capital investment into the country. Now that it was evident that there would be no growth in the company, Suresh decided it was time to move on in life.
He shared his thoughts with a friend at Usha International, who instantly arranged for Suresh to meet Lala Charat Ram of Shriram group. He was taken on board and became Divisional Manager of the Lucknow Division of Usha International, stationed at Lucknow when he was 28 years old with almost 200 people working under him. Usha was selling sewing machines, electric fans and agricultural pumps. This was a challenging job as the market was extremely competitive and majority of the employees i.e. the mechanics, belonged to a militant union and were unionised. The area of operation for him was interesting as criminals and bad elements roamed free there. There are interesting and scary stories of his time spent in those areas. Due to his frequent tours his family at home had to be provided armed security guards due to threats.
Sardari Lal Talwar Founder Paper Products






During this period there was pressure from his wife Kumi’s family to join Paper Products Ltd. the company founded by her father Sardari Lal Talwar.











In the meantime, a close friend of Suresh Gupta from Middle East came visiting him in Lucknow out
of the blue with a first-class open ticket and a proposal to join the Doha headquartered Almana Group whose Chairman wanted an executive director who he could trust to join his Board as there seemed many issues with his existing team. Suresh took the trip to evaluate what was being offered, finding it very exciting he accepted the offer and joined them in late 1982. In due course, various businesses were put under him some of which he started, and seven companies including an IBM agency reported to him. He then was designated as Executive Director-International, he started businesses or had oversight of investments in Saudi, Dubai, Turkey, UK and US. After joining he recruited 16 Indian Managers in his team and parted company with four other Managers already in the company. He spent the next five years in Doha and reminisces of them as fascinating years, as a time of immense learning, travelling all over the world for 15-20 days each month. His younger daughter Shivani was born there. In the beginning of 1987 Suresh and Kumi were reviewing their career and lifestyle. Their eight-year-old elder daughter who was going to British school could not speak a word of Hindi, their mother tongue. They wondered if they should continue to live in the Middle East. The Almana Chairman understanding their dilemma offered to station Suresh in another country of his choice. At this time Suresh was also toying with the idea of taking up an assignment with United Nations but Kumi’s family was persistent and he decided to return to India and join Paper Products. 
Rare picture of Suresh Gupta and father in law Sardari Talwar
In October 1987 Suresh Gupta and family returned to India to join Paper Products as a promoter and he acquired a minority shareholding. As mentioned earlier even though being a legendary company it had problems, the paper mill they had in Roha was sold. Kumi was the youngest child of Sardari Lal Talwar her two brothers were ageing and not keeping well and have since passed away.
Paper Products Limited was founded by Sardari Lal Talwar in 1935 in Lahore, that time in undivided India. Sardari Lal was running one of the four largest departmental stores of India of that time called Moolchand of Lahore with a customer base of Indian royal families and Britishers. The store stocked goods like a modern-day multi product retail and was founded by his Grandfather Moolchand and Uncle Khairati Ram who were also very charitable persons. They were running Hospitals, Schools, Temples and Dharamshalas (subsidised dwelling for travellers). Moolchand Dharamshala in Lahore was just opposite the Lahore Railway Station. The founders passed away at an early age and leaving the business to a young 15-year-old Sardari Lal. Moolchand store was importing milk bottle caps made of paperboard and paper crimped cups for the army till one day a British army officer in charge of the Dairy came to him and suggested that he import the paper and make the caps and pastry crimp cups in India. It would save the army some amounts enabling them to extend their budget. Sardari on advice of his international friends got the hand presses developed in India, imported some dies and punches and started to make the caps and cups in Lahore in 1935. 
To start this maiden manufacturing venture, he emptied one of the Moolchand store warehouses and commenced production with the signboard outside reading, “PAPER PRODUCTS”. He later imported machinery from Windmoller and Holscher Germany in 1939 to start manufacturing paper bags. This was the inception of what is today Huhtamaki-PPL.
Moolchand Hospital Lajpat Nagar, New Delhi
Then came the partition of India, all was lost and left behind in Lahore when the family migrated to Delhi. For all the charitable work that the family did in what was left behind in Pakistan, Sardari Lal was given land in Lajpat Nagar as compensation. He had an emotional need to carry the philanthropic ideals of his parents, so before doing anything else he established the “Moolchand Kharaitiram Hospital” in Lajpat Nagar, South Delhi. He also started making packaging products that he was already doing before. Immediately after world war II in 1948 the Germans were holding the first Drupa, Sardari Lal, travelled by ship to attend where he met and struck friendship with some of the leading packaging people in Europe. Owing to his good reputation, Windmoller and Holscher gave him five Bag making machines with printing, on open credit. He returned to start a factory in Faridabad in 1949 followed by one in Ghatkopar Mumbai. Paper Products started to grow steadily and Sardari Talwar took his company public in 1951 retaining 51% with himself. Paper Products started to grow steadily and Sardari Talwar took his company public in 1951 retaining 51% with himself. 
Thana Factory
Billy Heller owner of Milprint (now a part of Bemis Company, Inc.), then the world’s leading flexible packaging company based in Milwaukee, USA became a dear friend of Sardari Lal. Billy was also a philanthropist wanting to share his knowledge with the world, had set up an organisation called Milprint International Club with global leaders including Paper Products as members. With Milprint’s technical help he built the Thana factory in 1960 to the then world class standards. At this time his elder son Dr. K K Talwar who had done his doctorate in USA at the institute of Paper Chemistry returned to India. A little later his younger son Suresh Talwar completing his master’s in economics from USA, also returned to India. Dr KK Talwar was amongst India’s foremost scientists in chemical technology and paper making, he drove the company’s technology leadership. Suresh Talwar was the dynamic operational business head of the company. Business grew after Thana factory was commissioned, and many small factories were constructed across the country at Madras, Calcutta, Nagpur, Hyderabad and a paper mill in Roha.
Around 1980 things slowed down due to various reasons, the paper mill in Roha got sold, it was a difficult period. In 1987 the family had convinced their son-in-law Suresh Gupta to return to India and join the company. Suresh joined in October 1987 and spent a whole year working hard, travelled extensively in India and around the world to learn the technology and business as also meeting all the major customers and suppliers of PPL to understand the intricacies of their business. By 1989 Suresh was ready with his business plan that included induction of new latest technologies, while very slowly shutting down all factories except Thane. Due to the humane angle they did not abruptly sack people but informed transparently that in 10 years’ time this would happen. This with intention to let ageing employees retire and not add any new ones. However, expansion in Thane factory was kept going on, old machines were phased out and replaced by new ones and the staff from shop floor workers to upwards were given in-house training in latest technologies. Meantime a new cadre of craftsmen trainees, diploma trainees, graduate engineer trainees and management trainees was started with inductions of freshers from ITIs, diploma schools, engineering colleges and management institutes. An elaborate program of in-house training was put in place. The program was designed by Suresh and his colleagues to suit their specific needs may they be technology, customer or people handling. They were transforming the company to project their acumen in offering the latest in packaging. They went digital way ahead of time in 1989 when they started digital scanning and digital engraving of cylinders. They also started to computerise the company ahead of time. A start up consultancy company was recruited to put-in a modern computer hardware and software system (one of the first ERP’s) to replace the old card punch system. While modernising operations in Thana factory he shut down the old printing and wax coating converting lines and installed modern gravure printing and lamination lines making Thana a state of art unit once again. The first metalliser capable of producing certified barrier coatings was commissioned in 1994. There were many things done for the first time in India.
With Amar Chhajed
Suresh continued to add new products and expand his footprints into the world of packaging and in one of his frequent travels in 1990 he saw shrink labels in Japan. He established contact with the Fuji Seal Chairman Masaki Fujio, the global inventor of shrink sleeve and became the only licensee of Fuji Seal for shrink sleeve manufacturing in 1991. At around the same time he was discussing Therimage label technology with Dennison, later merged with Avery to become Avery Dennison. This technology enabled labels to be printed on a coated film and transfer the images on to the bottles eliminating the need for release liners. PPL installed the Therimage label production facility in Thana. Therimage was a challenge for Avery’s core business of pressure Sensitive adhesive products, so they bought Dennison and killed the Therimage business. Suresh saw the future of Therimage with Avery was not bright, so he shifted focus to pressure sensitive labels where the growth looked inevitable. PPL invested in an Aquaflex Label press and they were into manufacturing PSA labels at the Thana factory in 1994. In later years wanting to grow in labels business, since he was not finding enough of the right people and expertise to expand, he decided to buy expertise. For this reason, he bought Amar Chhajed led Webtech Labels, the leader in pharma labels in India. Then, Suresh extended his reach in fmcg by buying Chandan Khanna led Ajanta Packaging as well. In between he had acquired Positive Packaging which though large in flexibles had also taken over the labels business of SGRE in Bangalore. Therefore, now they have pressure sensitive label production in Mahape, Baddi, Rudrapur, Thana, Daman, Hyderabad and Bangalore.  


 
Silvasa Factory
Being a first-time entrant into some of the evolving technologies he had to develop global suppliers and was instrumental in their eventually coming India. By 1994 Suresh was wanting to build another world class factory, despite resistance coming from the family which still held 51%, he went ahead with his plans for building it in Silvasa. PPL made a rights issue to raise the money to build the factory and enhance the working capital for growth. Construction began in the 12 acres property in 1995 and in one year the unit was in production for mainly flexible packaging including shrink sleeves. They made profit in the first year itself. Paper Products Ltd was growing at breakneck speed ranging between 20-30% per annum.
In 1998 Suresh bought the Hyderabad unit of Gautam Thapar, Ballarpur Industries which had been 
Hyderabad Factory
setup as a joint venture with A and R, a leading European flexibles company. The unit was completely refurbished and new capacity was added. Hyderabad became the centre for wrap around labels. Meanwhile the company had made another rights issue to fund growth and the family’s holdings reduced to 32% as some members did not exercise their options. To fund the continued growth and expansion Suresh wanted to do yet another rights issue and wanted the family to increase their holding. But the younger generation were pursuing other professions, so it was decided to bring in an outside investor in synergy with PPL’s business. Van Leer and Huhtamaki combination which eventually merged to be one entity became the major investor chosen from amongst many options. Rather than the family selling its shares, PPL’s share base was doubled and the foreign partner directly invested into the company through preferential allotment of shares equivalent to 51% of the enhanced equity on 16 July 1999.
The company now with Huhtamaki as the new majority shareholder continued to aggressively pursue growth. Huhtamaki worldwide as a Euro 3 billion consumer packaging major had almost 100 companies across the globe. In 2001 and again in 2005, the Huhtamaki Board awarded PPL with the most exclusive and prestigious award of “Best Company of the Year”. PPL also received the “Most Innovative Company of the Year” award. Meanwhile Suresh was awarded the globally best “Manager of the Year” award, a unique honour.
Consequent to new fiscal incentives being announced by Government for Uttarakhand, a huge factory was built yet again on a 12-acre plot and commissioned at Rudrapur which again made a profit in the first year of production, and PPL continued with growth.
Huhtamaki wanted Suresh Gupta to head Huhtamaki’s global flexible business which he was hesitant to accept as he had no interest in moving out of Mumbai. However, he accepted to take the responsibility for Asia Oceania, operating from his base in Mumbai for three years. Finally, Huhtamaki removed his objection to running the group’s global flexible packaging business by telling him he could run it from his Bombay office. He had to accept the responsibility and ran the global business as an EVP and member of the Executive Board for Huhtamaki for six years. Thereafter he reverted to be the Executive Chairman for PPL but stepped down from his role as a promoter and simultaneously as per Huhtamaki’s desire he sold his shareholding to Huhtamaki.




Meantime industry peers honoured him with a Lifetime Achievement Award and Print Week, based on a readership vote. ranked him number 1 in the top 100 ranking of individuals in the industry. In Feb 2018, Suresh handed over day to day running of HPPL to the new Managing Director while he focused on tying up Board issues.
 






On 31st December 2018, Suresh Gupta retired and left the company that he so fondly nurtured.
 

In recent years, as a hobby, Suresh has been a supporter of socially beneficial enterprises from start-up stage and of businesses with purpose. He is also deeply interested in Art. He plans to intensify his work here and run a packaging industry advisory from his new office in Bandra. He would be happy to be of help to industry colleagues. He also plans to continue his active role in the “Indian Flexibles and Folding Cartons Association of India (IFCA)”. He leaves behind for his successors in HPPL his philosophy for success: “Sound fundamentals are enshrined in Good values; being Good compassionate people, knowing knowledge is power to be used with integrity, ever improving quality and service and continuous innovation makes for happy customers. Be the flag bearer of standard in your industry”.

Suresh Gupta can be reached at his email: suresh.gupta20@gmail.com

Print Publications are free to reproduce this article by compulsorily giving credit to author and mentioning blog address http://harveersahni.blogspot.com 
 

Written by Harveer Sahni Chairman Weldon Celloplast Ltd. January 2019