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Investor Meetings Are Returning. Indian Companies Need a New Roadshow Playbook for Dubai: Gulamaly Hussain

The article examines why Indian companies are rediscovering face-to-face investor engagement—and why the answer is not more travel or meeting-count roadshows, but more deliberate access at the moments when trust, judgement and accountability matter.

For several years, investor relations became exceptionally efficient. A management team could meet institutions across three continents in a week without leaving its office. Quarterly updates moved online, attendance widened and the cost of access fell sharply. Few companies would willingly give up those gains.

Yet the market is quietly moving back into the room. Irwin’s 2026 State of Investor Relations research, based on responses from more than 200 professionals across the investor-relations ecosystem, found that 52% of IR teams were increasing in-person engagement. The same research found that 60% planned to host live investor or analyst events. This is not nostalgia for the pre-pandemic roadshow. It is a practical response to a problem that technology has not solved: information can travel digitally, but conviction often develops more slowly.

For Indian companies raising capital and engaging investors in Dubai and other financial centres, this is a practical question of public-market communication. Investors have more information than ever, including automated summaries, social-media commentary and AI-assisted analysis. Access to information is no longer the constraint. The harder task is deciding what deserves belief.

A virtual meeting is perfectly suited to a routine update, a first introduction or a follow-up on a known issue. It is less reliable when the investment case depends on how management handles ambiguity. A screen gives investors the prepared answer. A room often reveals the quality of the thinking behind it: whether the chief executive and chief financial officer interpret the risk in the same way, whether a difficult question is considered or deflected, and whether management can acknowledge what it does not yet know.

This should not be reduced to body language. Investors are not trying to conduct amateur psychology. They are assessing judgement. When a company is changing leadership, entering a new market, raising capital, making a large acquisition or recovering from a setback, the decision rests on more than the slide deck. Investors want to understand how the leadership team reaches decisions, how it treats dissent and what it will do if the assumptions change.

The wrong conclusion would be to bring back the exhausting calendar of back-to-back meetings and measure success by the number of handshakes. A full roadshow can still be a poor roadshow. Senior management time is scarce, and not every investor requires the same degree of access. The better approach is selective: use digital formats for reach and continuity, and reserve the room for moments when a relationship, a strategic shift or a difficult judgement genuinely needs depth.

This is especially important in cross-border fundraising between India, Dubai and the wider Gulf markets. A company may have a persuasive growth story, but investors in Dubai and other GCC markets also evaluate governance, reporting discipline, the reliability of forecasts, local relationships and the route to returns. Those questions rarely fit neatly into a single fundraising call. The strongest conversations begin before capital becomes urgent. By the time a company needs the cheque, the investor should already understand how management communicates when there is no transaction to sell.

In practice, this changes how an IR team prepares. The first question is no longer, ‘How many meetings can we fit into a Dubai trip?’ It is, ‘What must be different after this meeting?’ For one investor, the purpose may be to resolve a concern about capital allocation. For another, it may be to introduce a new leader. For a third, it may simply be to listen and understand why the company has remained outside the portfolio.

Good preparation also means giving management enough context to have a real conversation. A useful brief does not merely reproduce the investor’s public profile. It explains the investor’s likely thesis, current exposure, earlier questions and possible points of disagreement. Management should know which answer belongs to whom, where the evidence sits and which questions cannot responsibly be answered. A candid ‘we are still assessing that’ is often more credible than an elaborate answer designed to fill the silence.

Technology still has a valuable role. The same 2026 research found that AI adoption by IR teams had risen from 6% to 42% in a year. Used well, it can prepare meeting briefs, compare transcripts, identify recurring questions and make follow-up more disciplined. It can reduce the administrative load around a meeting. It cannot take responsibility for the judgement expressed in it.

Companies also need better measures of whether in-person investor meetings are building understanding and trust. Meeting count is an activity metric, not an outcome. More useful signals include whether questions became more specific, whether an investor requested a second conversation, whether a previously misunderstood part of the strategy became clearer, and whether feedback reached the board and influenced disclosure. Some priority investors will take several quarters, or longer, to develop conviction. A meeting should not be declared unsuccessful because it did not produce an immediate change in the share register.

The future of investor relations is therefore neither physical nor virtual. It is deliberately hybrid. Virtual access keeps the conversation alive and broadens the field. In-person access is used where trust, nuance and accountability carry a premium. The companies that understand the difference will travel less indiscriminately, prepare more intelligently and get more value from the time they do spend in the room.

 About Gulamaly Hussain

Gulamaly Hussain is a Dubai-based senior banker and investor relations professional with experience across private equity, banking, capital markets, fundraising and GCC investor coverage. His work spans capital raising, investor confidence, due diligence and cross-border capital communication.

With an understanding of Dubai’s role as a regional financial and investment centre and the expectations of institutional investors across the GCC, he focuses on fundraising readiness, investor communication, governance, private capital and India–GCC investment opportunities.

HR Strategies for Employee Engagement: Building a Motivated, Productive and Loyal Workforce

Introduction

Employee engagement has become a strategic priority for organisations seeking sustainable growth, improved productivity and long-term business success. In an increasingly competitive business environment, companies can no longer rely solely on salaries, incentives and traditional management practices to retain talented employees. They must create a workplace where people feel valued, motivated, supported and connected to organisational goals.

Human Resources (HR) plays a crucial role in developing and implementing strategies that improve employee engagement. From transparent communication and career development to employee recognition, workplace flexibility and leadership support, effective HR practices can significantly influence how employees perceive their work and contribute to business objectives.

Employee engagement goes beyond job satisfaction. While a satisfied employee may be comfortable with their role, an engaged employee demonstrates commitment, takes initiative, collaborates with colleagues and actively contributes to organisational success.

For businesses of all sizes, developing a comprehensive employee engagement strategy is essential to building a resilient, innovative and high-performing workforce.

1. Establish Clear Communication Channels

Effective communication is the foundation of employee engagement. Employees are more likely to feel connected to their organisation when they understand its objectives, priorities, challenges and expectations.

HR departments should establish communication channels that encourage transparency and enable employees to share their ideas, concerns and feedback without hesitation.

Regular team meetings, leadership town halls, internal newsletters, employee portals and one-to-one discussions can help maintain a consistent flow of information. Managers should communicate organisational changes clearly and explain how these changes may affect individual roles and responsibilities.

Two-way communication is particularly important. Employees should have opportunities to ask questions, express concerns and contribute suggestions. HR teams can introduce anonymous feedback mechanisms, employee surveys and open-door policies to encourage participation.

When employees believe their opinions matter, they are more likely to develop trust in management and feel a stronger sense of belonging.

2. Recognise and Reward Employee Contributions

Recognition is a powerful tool for strengthening employee engagement. Employees who believe their efforts are appreciated are more likely to remain motivated and committed to their responsibilities.

HR teams should develop structured recognition programmes that acknowledge achievements, teamwork, innovation, customer service and consistent performance.

Recognition does not always need to involve financial rewards. Public appreciation during team meetings, personalised thank-you messages, certificates, additional learning opportunities and flexible benefits can also make employees feel valued.

However, recognition programmes should be transparent and fair. Organisations must ensure that rewards are based on clear criteria rather than personal relationships or managerial preferences.

A balanced approach can combine monetary incentives, performance bonuses, promotions and non-financial recognition. Managers should also encourage peer-to-peer recognition, allowing colleagues to appreciate one another’s contributions.

By creating a culture of appreciation, organisations can reinforce positive behaviour and improve workplace morale.

3. Invest in Employee Training and Career Development

Career development is a major factor influencing employee motivation and retention. Employees want to know that their organisation is interested in their professional growth and future opportunities.

HR departments should identify skill gaps, assess employee aspirations and design learning programmes that support both individual development and business requirements.

Training initiatives may include technical workshops, leadership development, mentoring, cross-functional assignments, professional certifications and online learning programmes.

Individual development plans can help employees understand the skills they need to progress within the organisation. Regular career discussions also enable managers to identify high-potential employees and prepare them for future responsibilities.

Internal mobility should be encouraged wherever possible. Promoting qualified employees into new roles or offering opportunities to work across departments can improve retention while reducing recruitment costs.

In a rapidly changing business environment, continuous learning is particularly important. Organisations that invest in employee development are better positioned to adapt to new technologies, evolving customer expectations and changing market conditions.

4. Promote Work-Life Balance and Workplace Flexibility

Work-life balance has become an important consideration for employees across industries. Excessive workloads, inflexible schedules and prolonged workplace stress can reduce engagement and increase the risk of burnout.

HR teams should develop policies that support employees in managing professional responsibilities alongside personal commitments.

Depending on operational requirements, organisations can consider flexible working hours, hybrid work arrangements, remote work options, compressed workweeks and improved leave policies.

Managers should focus on outcomes and performance rather than measuring commitment solely through the number of hours employees spend at their desks.

Clear workload allocation is equally important. HR teams should regularly review staffing levels, deadlines and work distribution to identify potential pressure points.

Organisations should also discourage unnecessary after-hours communication and promote reasonable boundaries between work and personal life.

Workplace flexibility must be implemented fairly, with clear eligibility criteria and measurable expectations. When employees feel trusted to manage their responsibilities, they are more likely to demonstrate accountability and commitment.

5. Build a Positive and Inclusive Workplace Culture

Workplace culture influences how employees interact with colleagues, respond to challenges and perceive their organisation. A positive culture encourages collaboration, mutual respect, accountability and shared purpose.

HR departments should define organisational values and ensure that they are reflected in everyday workplace practices. Diversity, equity and inclusion should be integrated into recruitment, promotion, performance management and leadership development.

Employees should have equal opportunities to contribute, regardless of their background, role or level of seniority. Discrimination, harassment, bullying and unfair treatment must be addressed through clear policies and appropriate reporting mechanisms.

HR teams should also encourage collaboration between departments through cross-functional projects, team-building activities and knowledge-sharing sessions.

Social events can strengthen workplace relationships, but they should not replace meaningful improvements in management practices, workload distribution or employee well-being.

A healthy organisational culture is created when leadership behaviour consistently reflects the values the company promotes.

6. Strengthen Leadership and Managerial Effectiveness

Managers have a direct influence on employee engagement because they shape employees’ day-to-day working experiences. Even well-designed HR policies may fail if managers do not implement them effectively.

Organisations should invest in leadership development programmes that help managers communicate clearly, provide constructive feedback, resolve conflicts and support employee growth.

Managers should be trained to recognise signs of disengagement, such as declining participation, reduced collaboration, persistent frustration or changes in performance.

Regular one-to-one meetings can help employees discuss challenges, clarify expectations and identify opportunities for improvement. These conversations should focus not only on performance but also on workload, career aspirations and workplace support.

HR teams should also hold managers accountable for their contribution to employee engagement. Leadership assessments can include indicators such as team retention, employee feedback, development progress and the quality of performance discussions.

A supportive manager can help employees feel confident, respected and motivated, while poor management can undermine trust even in an otherwise attractive workplace.

7. Use Employee Feedback to Drive Continuous Improvement

Employee engagement strategies are most effective when they respond to employees’ actual experiences rather than management assumptions.

HR departments should regularly collect feedback through pulse surveys, annual engagement surveys, focus groups, exit interviews and confidential conversations.

Surveys may assess leadership trust, job satisfaction, workload, recognition, career opportunities, team relationships and confidence in organisational communication.

However, collecting feedback is only the first step. HR teams must analyse the findings, identify recurring issues and communicate the actions the organisation intends to take.

For example, if employees report limited career progression, HR may introduce internal job postings, structured career discussions and mentoring programmes. If workload concerns are widespread, management may need to review staffing requirements and operational processes.

Employees should receive updates on the progress of these initiatives. When organisations request feedback but fail to respond, employees may become less willing to participate in future surveys.

A continuous feedback cycle helps HR teams identify emerging concerns and make evidence-based improvements.

8. Prioritise Employee Well-Being and Mental Health

Employee well-being is closely connected to workplace performance, attendance and retention. Organisations that overlook employee health and stress levels may face higher absenteeism, reduced productivity and increased turnover.

HR departments should adopt a comprehensive approach to physical, mental and emotional well-being.

Possible initiatives include employee assistance programmes, access to counselling resources, wellness workshops, stress-management training, health awareness campaigns and appropriate medical benefits.

Managers should be encouraged to discuss workloads and workplace pressures without stigmatising employees who need support.

Organisations must also address the underlying causes of workplace stress. Wellness programmes cannot compensate for unreasonable deadlines, persistent understaffing, unclear responsibilities or unsupportive management.

Employee well-being should therefore be incorporated into workforce planning, leadership practices and organisational policies.

When employees feel that their health and personal needs are respected, they are more likely to trust their employer and maintain sustainable performance.

9. Align Individual Roles With Organisational Goals

Employees are more likely to remain engaged when they understand how their work contributes to the organisation’s wider mission.

HR teams should work with business leaders to translate corporate objectives into clear departmental targets and individual performance expectations.

Employees should understand not only what they are expected to accomplish but also why their contributions matter.

For example, a customer service employee should understand how their work influences customer satisfaction and retention. Similarly, a production employee should recognise how quality control affects operational efficiency and brand reputation.

Goal-setting frameworks such as Objectives and Key Results (OKRs) or clearly defined Key Performance Indicators (KPIs) can help organisations connect individual responsibilities with business priorities.

These frameworks should be supported by regular progress discussions, realistic targets and access to the resources employees need to succeed.

A strong sense of purpose can encourage employees to take ownership of their work, contribute new ideas and collaborate more effectively with colleagues.

10. Leverage Technology to Improve Employee Engagement

Digital HR tools can help organisations improve communication, simplify administrative processes and gain better insights into employee experiences.

Employee self-service portals, learning management systems, performance management platforms, digital recognition tools and engagement survey software can make HR services more accessible.

Artificial intelligence can also support selected HR activities, such as identifying recurring themes in employee feedback, recommending relevant training resources and assisting with routine HR queries.

However, technology should complement rather than replace meaningful human interaction. Sensitive employee concerns, workplace conflicts and career discussions often require empathy, judgement and personal attention.

HR departments must also ensure that employee data is handled securely and that engagement analytics are used transparently and responsibly.

Technology is most valuable when it reduces administrative friction, enables timely support and gives HR teams more time to focus on employee development and organisational culture.

11. Create Opportunities for Employee Participation and Innovation

Employees often have valuable insights into operational challenges, customer expectations and opportunities for improvement. Organisations can strengthen engagement by involving employees in decisions that affect their work.

HR teams and business leaders can introduce suggestion schemes, innovation challenges, employee committees, cross-functional projects and structured problem-solving sessions.

Employees should be encouraged to share ideas without fear of ridicule or unfair consequences. Managers should explain how suggestions are evaluated and recognise contributions that lead to meaningful improvements.

Participation can also extend to workplace policies, team processes and internal initiatives, provided the organisation establishes clear decision-making responsibilities.

Not every employee suggestion can be implemented. Nevertheless, transparent explanations and constructive discussions help maintain trust.

When employees have opportunities to influence outcomes, they can develop a stronger sense of ownership and become active contributors to organisational improvement.

12. Measure Employee Engagement Through Meaningful HR Metrics

Organisations need reliable indicators to evaluate whether their engagement strategies are producing results.

HR teams should establish a baseline, set measurable objectives and review progress at regular intervals. A combination of employee feedback and workforce performance data provides a more complete picture than any single metric.

Important indicators include:

• Employee engagement scores: Measure employees’ reported commitment, motivation and connection to the organisation.

• Employee turnover rate: Track the proportion of employees leaving during a defined period.

• Employee retention rate: Assess the organisation’s ability to retain its workforce.

• Absenteeism rate: Monitor absence patterns and investigate potential workplace issues.

• Internal promotion rate: Evaluate opportunities for career progression and talent development.

• Training participation: Assess access to and participation in learning initiatives.

• Employee Net Promoter Score (eNPS): Measure employees’ willingness to recommend their organisation as a place to work.

• Manager effectiveness scores: Assess employees’ perceptions of leadership support and communication.

• Productivity and quality indicators: Examine whether workforce initiatives correspond with improvements in relevant operational outcomes.

These measures should be interpreted carefully. For example, a high eNPS does not automatically prove that employees are engaged, and low turnover may reflect limited external opportunities rather than strong workplace satisfaction.

HR teams should analyse trends across departments, roles and employee groups while protecting individual privacy. Combining quantitative data with interviews and open-ended feedback helps identify the reasons behind the numbers.

13. Develop a Structured Employee Engagement Action Plan

Employee engagement requires consistent implementation rather than isolated initiatives. HR departments can begin with a practical action plan that identifies priorities, responsibilities and measurable outcomes.

A structured approach may include the following stages:

Stage 1: Assess the current situation. Conduct an employee engagement survey, review turnover data and identify major workplace concerns.

Stage 2: Identify priority areas. Select the most significant issues, such as management communication, workload, recognition or career development.

Stage 3: Define measurable objectives. Establish realistic targets for engagement scores, employee retention, training participation or other relevant indicators.

Stage 4: Assign ownership. Identify the HR leaders, department heads and managers responsible for implementing each initiative.

Stage 5: Launch targeted initiatives. Introduce specific interventions based on employee feedback rather than applying identical solutions across every department.

Stage 6: Monitor progress. Review key indicators, gather employee feedback and assess whether the interventions are working.

Stage 7: Refine the strategy. Adjust programmes based on results, changing business needs and employee expectations.

This process enables HR departments to focus resources on the initiatives most likely to address organisational challenges.

Challenges in Implementing Employee Engagement Strategies

Despite the benefits, organisations may encounter several obstacles when implementing employee engagement initiatives.

Limited budgets can restrict access to training, wellness programmes and technology. Resistance to change may arise when managers are accustomed to traditional leadership practices. Employees may also hesitate to provide honest feedback if they fear negative consequences.

Another challenge is treating engagement as an HR responsibility alone. HR departments can design programmes and provide guidance, but business leaders and line managers must create the conditions that allow employees to thrive.

Organisations should avoid introducing too many initiatives simultaneously. A large number of disconnected activities can create administrative pressure without addressing the underlying causes of disengagement.

The most effective approach is to identify a small number of high-impact priorities, involve employees in designing solutions and demonstrate visible progress over time.

Conclusion

Employee engagement is a strategic business priority that influences workforce stability, organisational culture and the ability to achieve long-term objectives. Effective HR strategies must go beyond occasional rewards and team-building activities to address the everyday experiences that shape employees’ attitudes towards their work.

Transparent communication, meaningful recognition, career development, workplace flexibility, supportive leadership, employee well-being and continuous feedback form the foundation of a strong engagement framework.

Technology and HR analytics can strengthen these efforts by improving access to services and helping organisations identify workforce trends. However, lasting engagement ultimately depends on trust, fairness, respect and consistent management behaviour.

Businesses that treat employees as active contributors to organisational success are better positioned to develop a motivated and adaptable workforce. By measuring outcomes, listening to employee concerns and continuously refining their practices, HR teams can build workplaces where people feel valued, perform effectively and see a future for themselves within the organisation.

IndianOil Chairman A S Sahney delivers IIM Bangalore’s 53rd Foundation Day lecture on India’s energy journey

In his Foundation Day lecture at IIMB on ‘India’s Energy Journey’, IndianOil Chairman highlights that people are the backbone of successful organizations and that strong institutions boost a country’s success

29 October, 2026, Bengaluru: “India’s journey towards Viksit Bharat will depend on the collective strength of its institutions – industry, infrastructure, research, academia and young innovators – working together to build new capabilities and shaping a more resilient future. And as you step out of this remarkable institution, remember that strong foundations help withstand storms and give people the confidence to dream bigger – and the courage to achieve what once seemed impossible. So, build teams that believe in one another and never allow today’s limitations to define tomorrow’s achievements”, urged Shri A S Sahney, Chairman, IndianOil, while delivering the Foundation Day lecture on, ‘India’s Energy Journey: IndianOil’s Role in Securing Energy, Navigating Geopolitics and Building Resilience’, during IIM Bangalore’s 53rd Foundation Day celebrations, earlier today. The entire IIMB community – comprising students, faculty, former faculty, alumni and staff – were part of the event which included speeches, awards, and much more.

Purpose, resilience, trust, investing in future and transformation: Elements holding organizations together

A firm believer in people-centric leadership, Shri Sahney cited the example of the spirit in India’s women’s hockey triumph this year in the Asian Games, which, after a wait of 44 years, brought home gold. “It is a matter of immense pride for us that half the players in this victorious Indian team are IndianOil employees. But the glory belongs entirely to these remarkable women – their determination, their teamwork and their refusal to give up.”

Having worked across five of IndianOil’s nine refineries, and with over three decades of experience in refining and petrochemicals, he shared that most of his learnings about business and management happened on the job, through experience, mistakes and the people he worked with. Drawing attention to the profound changes around us in current times, he added, “Today, technology and AI help us track energy movements, optimize operations and make decisions that were unimaginable before. But the fundamentals of what holds organizations together remain unchanged.”

Stating that purpose is always tested during an emergency, he spoke of the times when the world faced the Covid crisis, during which his team displayed extraordinary courage, commitment and service to the nation – when duty took precedence over personal comfort and safety. “The core purpose of IndianOil as an organization is compassion with a nation-first attitude. And during the devastating second wave, IndianOil stepped forward to help meet the nation’s desperate need for the life-saving Liquid Medical Oxygen – supporting its production, procurement and transportation. That experience taught me that an institution’s strength lies not merely in its assets or technology, but in its people. To the future leaders here, your defining moments will come when circumstances are difficult, information is incomplete and others look to you for direction. Purpose is not what you say in good times, but what you do in bad times.”

Pointing out that in the current geopolitical scenario, building resilience will be the key, he added, “In an interconnected world, economic dependence itself can become an instrument of geopolitical power. For India, the answer is diversification, indigenous capability and strategic resilience, the ingredients of a well-functioning supply chain, especially when lives, livelihoods and national defence are concerned. During the recent LPG disruption, there was a very well-coordinated response from all our stakeholders to mitigate the crisis – from refinery engineers, procurement teams, railway personnel, truck drivers and distributors alike. IndianOil has effective policies to handle chokepoints, which have always received vital support from the government. Remember, we can model risks, but cannot always anticipate the next disruption. As future managers, you will repeatedly face a trade-off – between optimizing costs today and preparing for disruptions tomorrow. Just-in-time is efficient; but just-in-case is resilient.”

He also stressed on the importance of building resilient institutions through trust. “Employees must be granted the freedom to take decisions, challenge established practices, experiment and, occasionally, get things wrong. Leadership is not simply about getting the best out of people, but helping people discover the best within themselves. When people feel trusted, they move from compliance to commitment. A great institution’s contribution is measured not only by the business it builds, but also by the leaders it gives to the nation. As you make your career choices, look beyond the conventional paths; consulting, finance and technology offer exciting opportunities, but some of India’s greatest challenges and opportunities lie in energy, infrastructure, manufacturing, agriculture and the institutions that power our economy. Remember, targets may be achieved in a quarter; but the teams you build can shape an institution for generations.” Terming leadership development an institutional priority for IndianOil, he shared details about the company’s ‘Leaders of Tomorrow’ programme, which aims to groom promising executives for senior leadership roles.

His next advice to the students community was about investing in the future when the future itself is uncertain. “Preparation for facing the unimaginable is crucial. Our own investments are now progressively bearing fruit, reinforcing our belief in an energy future where conventional and emerging sources grow together. The essence of institution-building and nation-building lies in making decisions whose benefits extend far beyond our own tenure. Such investments also strengthen Atmanirbharta – building indigenous capabilities, creating opportunities for import substitution and reducing dependence on external supply chains. Commercial success and national responsibility can, and must, reinforce each other. And for the young managers here, there is a personal lesson as well. Invest in yourself before the rewards are visible. Take difficult assignments, learn unfamiliar skills and step beyond your comfort zone.”

He cautioned the young students against becoming prisoners of their own successes. “History tells us that no competitive advantage lasts forever. The very capabilities that made an organization successful can eventually become barriers to change. The best time to transform is when you are doing well, not when circumstances force you to. For those of you who will lead organizations tomorrow, remember that transformation does not always require dramatic restructuring or breakthrough technology. Longevity is not about preserving yesterday’s success, it is about remaining relevant tomorrow. Do not let the definition of your success become your prison; do not allow your degree, your first job or your early success to define your future. The greatest risk is not that the world will change, it is that we will fail to change with it. IndianOil’s own journey, its ability to adapt and remain relevant through changing times, reinforces this. Today, it is not merely an oil company, but an energy company. Your industry is not your identity. Your capabilities are.”

In this context, he discussed Project SPRINT launched by Indian Oil, which is a three-year transformation roadmap anchored in the 3Cs: Core, Cost and Customer and the 3Ts: Technology, Talent and Transition. “The 3Cs strengthen today’s business; while the 3Ts prepare it for tomorrow. We also sought to institutionalize SMART goals, translating strategic priorities into measurable commitments and clear accountability. The important outcome of the project was beginning to change how we think and work”, he explained. Shri Sahney champions operational excellence, cost consciousness, customer-centricity, innovation and talent development. Under his leadership, IndianOil is pursuing Project SPRINT, a company-wide transformation initiative to build a more agile, competitive and future-ready organization. Moreover, under his leadership, IndianOil is also accelerating its energy transition journey, with a strong thrust on biofuels, Compressed BioGas (CBG), Green Hydrogen and Sustainable Aviation Fuel (SAF).

Address by the Director In-charge

Prof. U Dinesh Kumar, Director-in-charge, IIM Bangalore, during his address, acknowledged and expressed gratitude for the support that the Institute continues to receive for all its activities and initiatives from the Central Government, particularly the Ministry of Education, and the Government of Karnataka, which includes the IIMBx FinTech Certificate Programme for Young Professionals. “Our collaboration with the Ministry of Minority Affairs as well as the National Minorities Development and Finance Corporation, Govt. of India, reflects our commitment to applying our expertise in public policy, entrepreneurship and innovation to create inclusive and sustainable economic opportunities, across the nation.”

Discussing IIMB’s newly-launched undergraduate programmes at the Jigani campus, he said, “The Tata Trusts have been instrumental in establishing the IIMB-Dorabji Tata School of Undergraduate Studies, while Axis Bank, with a generous contribution, has established a Centre of Excellence in Economics in our UG School and supports faculty development, research and student scholarships.”

Talking about IIMB’s valuable partnerships, he said, “Our incubation centre, NSRCEL, has also signed an MoU with IIT Kanpur to accelerate deep-tech start-ups and help translate emerging technologies into market-ready ventures.”

He went on to highlight IIM Bangalore’s major accomplishments over the past year, including its brilliant rankings, pathbreaking sustainability initiatives, and more. He also made special mention of the Institute’s faculty, students and alumni for their commitment to academic excellence, impactful research and institutional development, and for carrying the IIM Bangalore legacy forward with their myriad achievements.

Prof. Dinesh Kumar observed that the Institute’s responsibility was not merely to sustain excellence, but to continually redefine it. “We must remain relevant in a changing world, deepen our contribution to business and public policy, advance knowledge through research, and prepare leaders who create lasting value for society. It is a privilege to be part of an institution whose ambitions extend beyond its own success – to the advancement of management education, the development of responsible leadership and the progress of our nation.” He also upheld the value of compassion as the most powerful resource in the world, during his address.

Address by M. D. Ranganath, Member, BoG, IIM Bangalore

During his address, M. D. Ranganath, Member, Board of Governors, IIM Bangalore, underlined how IIMB has grown from strength to strength in the past 50 years. “Starting with one postgraduate programme, the Institute has scaled immensely and can now boast of UG programmes, digital programmes, executive programmes and more – leveraging technology and reaching the masses, partnering with government and corporate organizations, and scoring high in reputed national and global rankings. All this has been made possible due to the dedicated staff, faculty and students of the Institute, and I am sure the next half century will see IIMB reach even greater heights.”

Alumni Service Awards

The annual Alumni Service Awards (ASA) was launched in 2023 as part of the Golden Jubilee celebrations, to honor past graduates who have made impactful and enduring contributions to the Institute, the IIM Bangalore Alumni Association (IIMBAA) and the broader alumni ecosystem. Each recipient receives a citation in recognition of their service and commitment. This year, the recipients of the IIM Bangalore Alumni Service Awards were felicitated on the 53rd Foundation Day of IIMB. The recipients are Ganesan Ramachandran (PGP 1994) and Nityanand Shenoy (PGP 1987). Prof. Vasanthi Srinivasan, Dean, Alumni Relations & Development and faculty of the Organizational Behavior & Human Resources Management area, conducted the award ceremony and introduced the winners. “The alumni are the backbone of any institution, strengthening the institute as ambassadors and evangelists with their impactful and enduring contributions. IIMB’s ASA is an acknowledgement of their voluntary efforts”, Prof. Srinivasan declared. Utanka Sarma, Head – Alumni Relations and IIMBAA committee members were also present.

On winning the award, Ganesan said that IIM Bangalore has been an important part of his journey, and hailed the Institute for always offering high quality education and reinventing itself to stay ahead of the times. “Giving back to the institution and its alumni community is my way of expressing gratitude for all that it has given me”, he added.

Stating that IIM Bangalore has shaped his personal and professional journey, and that IIMBAA has enabled him to serve the Institute through its alumni community, Nityanand added, “I have always believed that the true value of an alumni network lies in staying connected and giving back. This is a commitment I have pursued sincerely and will continue to uphold.” He made special mention of the everlasting friendships he made during his tenure at IIMB.

Long Service Awards: For Faculty and Staff

This year, the Foundation Day celebrations also saw Long Service Awards being presented to non-teaching IIMB staff for completing 10 (thirteen employees), 15 (nine) and 35 (one) years of service at the Institute, as well as to faculty for having completed 10 (three awardees), 15 (one), 20 (six), 25 (one) and 30 (two) years of service.

The awards for staff were presented by Prof. Venkatesh Panchapagesan, Dean, Administration; Chairperson, Real Estate Research Initiative, and faculty of the Finance & Accounting area, and by Prof. Sourav Mukherji for faculty awardees.

Cdr Ajaya Kumar S, CAO, IIMB, who delivered the welcome address and the vote of thanks, anchored the different sessions.