Page 4 - Al-Rashed Newsletter October 2020

TÊTE-A-TÊTE

More than a decade in Al-Rashed, what you think/believe is the core reason for such a
long commitment?
I will be completing two decades with Al-Rashed by next month. The reasons for such a long
commitment to Al-Rashed could be numerous. Continuous encouragement & mentorship
from company leadership, recognition & respect from peers, chance to work with talented &
gifted co-workers are just a few. But the core reason for this long tenure could be something
different. In all these years with our company, more than being just an employee, I have
become a part of a culture called Al-Rashed. (Well, this is the case with most of us "oldies" in MR. SYAM PILLAI
Al-Rashed). Culture could refer to the collective thinking and behaviour of a company. Being SR. ACCOUNTS MANAGER
part of something this special, taps into those emotional connections that feed a sense of
pride, belonging and exclusiveness. Any other company might be able to provide better job
offers, but it cannot replicate that feeling of something special, being an Al-Rashedian.

What motivates you to work with the same passion every day?
Frankly, I do not work with the same passion every day. I feel passion is an elusive emotion. It could change over time
and may not be the best indicator of your unique talents, skills set and potential. I feel the purpose is a better predictor
of a meaningful career than passion. Purpose holds up to the test of time. It is our reason for actions and choices,
always asking "what more can I contribute?". Well, this does not translate that I do not love my job. I do love my job,
but rather than facing it with passion, I face it with purpose.

How you manage such a big team, what is the basic principle you follow in teamwork?
Accounts department is indeed one of the largest teams in Al-Rashed. It would be inappropriate to say that I alone
"manage" such a big team. It is always a collective effort to make sure that we function effectively without any
hindrance. The authority within the department is delegated at various levels. We have a set of middle managers in
the department, who oversees & directs the activities of our staffs. They conduct meetings & discussions with their
respective teams regularly. As middle managers, they are in the trenches and are more familiar than me with the day-
to-day of what the work entails. As a result, their suggestions are massively beneficial & aids in my decision making. It
also helps to illustrate the trust and confidence I have in them to work with more relaxed guidance.

Accounts is one of the most critical & significant departments of any company. What kind of challenges you
face on day to day basis?
The challenges faced by us are numerous. One of the most significant challenges would be in accountants acquiring a
profound knowledge of the shipping business & related activities. Since accountants are synonymous with crunching
numbers, it becomes difficult for them to perceive the trade-in in any other manner. However, we have been able to
overcome this to a great extent. Regular communication with various departments, stationing accountants in other
departments, obtaining a clearer idea about the various operations involved, interacting with the persons who are on
the job etc. has helped immensely. The current online webinars have also assisted in this regard. Accounting can be
monotonous, as such, it isn't easy to develop an active interest in it. To overcome this, we shuffle the staff job
responsibilities once in a while. In many instances, there are non-negotiable deadlines which have to be met. It is also
a profession which needs continuous learning due to the ever-changing economic & financial scenario.

What difference do you see in the company a decade ago and now?
I have worked here long enough to understand the trajectory of our company's culture, its people, and its identity. The
work culture was always a vital part of our company's identity. It revolved around teamwork, integrity, and a spirit of
humility. Over time I feel that this culture has diminished. Maybe it is a part of us growing 'BIG'. Earlier, we all used to
sit on the same floor with 30-40 staffs. Now we have expanded to almost 250+ staffs spread throughout the entire
building & few even outside. So maybe a change in our culture was inevitable. Or (on a lighter note) perhaps I am
Hem from Spencer Johnson's, Who Moved My Cheese?
o wins & not the one to give up!

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