Thursday, March 7, 2013

Creamy & Crunchy: Uncovering the Politics of Peanut Butter




Most adults have experienced those moments in the grocery aisle or at the kitchen table when they realize that a once-cherished favorite snack from childhood just doesn't taste the way it used to.

Time and expanding palates can be blamed for some of this. But some foods taste different because they are different. An entire mini-category of books -- Dan Koeppel's Banana: The Fate of the Fruit That Changed the World and Jennifer 8. Lee's The Fortune Cookie Chronicles, to name a couple -- has sprung up to chart the corporate machinations, cultural mores and political turmoil that in many cases have become the main influencers of what and how we eat. InCreamy & Crunchy, author Jon Krampner explores how the aforementioned factors and others have shaped one of the more ubiquitous treats from our childhood lunchboxes: peanut butter.

Krampner begins his history with the origins of both peanuts and peanut butter, pointing out that while the spread's use in the United States only dates back to the late 1800s, it's not an entirely original concoction. About 3,000 years ago, South American Indians were grinding peanuts into a "sticky paste" and mixing it with cocoa, and people living in West Africa have been eating ground peanuts for hundreds of years. Very few peanuts -- which are legumes having more in common with beans or peas than walnuts or almonds -- were grown in the United States at the time of the Civil War, Krampner writes, but that changed with the invention of better harvesting equipment.

Not all peanuts are created equal. There are four main types of peanuts grown in the United States -- runners, Virginias, Valencias and Spanish peanuts. In writing about the different varieties, Krampner explains one way that peanut butter today is not quite the same as it was in its early years -- or even as recently as 40 years ago: It used to be made primarily from Virginias and Spanish peanuts. But Krampner describes how runners -- which are easier to harvest and make for a more consistent taste across batches -- became the legume of choice as peanut butter moved from a product dominated by small, regional brands that customers bought from bulk bins at the general store to one typified by a few national brands and bought in plastic jars off supermarket shelves.

And then there is the matter of who invented peanut butter. The book notes that it's not entirely clear who the first person was to create a spread from ground and roasted peanuts. It might have been John Harvey Kellogg, one of the founders of the cereal empire. But it could have been George Bayle, the owner of a now defunct St. Louis snack food company. One person it most definitely wasn't, according to the author, was George Washington Carver, the African-American scientist who Krampner suggests became the inventor of legend because the white-owned mainstream media liked promoting a black man who was seen as deferential toward whites.

Krampner is exhaustive in his reporting of peanut butter's rise to pantry staple and the various skirmishes in the battle for dominance in the industry, with Peter Pan emerging as the number one brand, only to lose that title to Skippy, which subsequently relinquished it to today's top seller, Jif. For example, he goes so far as to track down George Bayle's great-granddaughter in an (ultimately unsuccessful) effort to learn more about his peanut butter--making exploits. And Krampner also interviewed a number of people who formerly worked in the plants and front offices of the "Big Three" brands.

Tough Nut to Crack

But one nut he was unable to crack was to actually get inside a plant owned by one of those companies or to talk to current executives from the corporations about where they see peanut butter going in the future. Rattled by bad press from salmonella outbreaks and other past reports of product contaminations, ConAgra (owner of Peter Pan), Unilever (which owned Skippy until its recent sale to Hormel) and J.M. Smucker (owner of Jif) all declined (or outright ignored) Krampner's efforts to include them in the book. While he dutifully documents all the unreturned phone calls and emails that went nowhere, it's a glaringly absent piece of the peanut butter puzzle.

To be sure, those peanut butter marketers and magnates might have had stories to tell as interesting as that of Frank Ford, the self-described conservative guy who created Deaf Smith, the precursor to the Arrowhead Mills brand that marked a rebirth in "natural" (i.e., the kind you have to stir) peanut butter and gained a following among the 1970s hippie community. Like its successor, Arrowhead Mills, Deaf Smith was one of the few peanut butters to be made with Valencia peanuts, which are smaller and sweeter, but harder to grow than the other varieties grown in the U.S. Then there's Herb Dow, the film editor whose efforts to create the first "gourmet" peanut butter (complete with a square jar) were felled by the dot-com crash of 2000. Krampner also interviews nonprofit groups and others working to use peanut butter to fight hunger in developing nations.

It's unfortunate that the author didn't try to incorporate more of these "peanut butter personalities," possibly by expanding passages that include interviews from some of the few independent and regional companies that still make it or by going into more detail about the international brands of peanut butter. (One interesting fact: Consumption in Canada is actually higher, per capita, than that of the United States.) Instead, the book is padded to 298 pages with recipes that are mostly curiosities and a throwaway chapter on music celebrating peanut butter. Spoiler alert: There isn't much, although Elvis was a famous fan.
But Creamy & Crunchy is buoyed by Krampner's obvious affection for his subject. Among the recipes included in the book is one of his own for a sandwich dubbed, "The Simon and Garfunkel," involving a whole wheat bagel, peanut butter, mozzarella cheese, mushrooms and garlic, among other ingredients. At the back of the book, he includes his personal rankings of the best brands from various categories (among them, creamy, crunchy, international brands and the best made from the various types of peanuts).

While Creamy & Crunchy won't answer every question about peanut butter, it will likely spark a desire to crack open a jar and start spreading.

Tuesday, February 26, 2013

India Post to enter banking space


The Indian postal department plans to enter the banking business with RBI deciding to grant new bank licences to entities with credible track-record. 
Sources said the Department of Posts, which a strong foot print in rural areas, has appointed Ernst and Young as consultant for proposed 'Post Bank'. 
"Ernst and Young is expected to submit detailed project report by April 2013, after which all necessary measures will taken up to apply for banking licence,"a source at Ministry of Communications and Information Technology told PTI. 
Sources added that Department of Post (DoP) may need Cabinet approval for setting Post Bank of India. 
The Reserve Bank of India today issued the much-awaited guidelines for new banking licences. Among other terms, new banks should open at least 25 per cent of branches in unbanked rural centres. 
Of the 1.55 lakh post offices, around 24,000 district offices may be ready to offer banking services in next two years. Post offices are being enabled by core banking solution's connecting nationwide branches as part of an transformative IT project. 


DoP is in process of setting up 1,000 ATMs. 

The country has around 90,000 bank branches at present. 
"Post Bank shall not only take care of the banking needs of the rural poor but shall also converge with micro-insurance and micro-remittance services of the Department of Posts," the source said. 
The head offices chosen for setting up ATMs covers all the states, with Andhra Pradesh leading the tally at 100 ATMs, followed by Tamil Nadu (92) and Uttar Pradesh (73). 
As many as 61 ATMs would be set up in Maharashtra, 60 ATMs in Karnataka, 51 ATMs each in Kerala and Rajasthan.
As per data shared with Parliament, there were over 26 crore operational small savings accounts in the post offices as on March 31, 2012 having deposits worth Rs 1.9 lakh crore.

Ramesh suggests anti-Maoist operation in Sunabeda

Union Rural Development Minister Jairam Ramesh has suggested Odisha Chief Minister Naveen Patnaik to launch major security operations in Sunabeda ...
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    Saturday, February 23, 2013

    Big IT firms in hot pursuit of smaller deals


    Interesting article in Business Line on the changing dynamics of the Indian IT Industry 
    An SME in Hyderabad has just lost a project to Accenture, the multi-national IT firm. Just under $2 million, the size of the deal is very big for the SME, though it is considered small for IT bigwigs.

    TWO TRENDS

    The IT industry is witnessing two trends in this regard. The medium and big IT companies are not leaving any project that they spot during slowdown. They are also admitting that the size of the deals is coming down as clients are distributing their IT requirements to different vendors instead of depending on one or two firms. “The client that had refused to renew the project was happy with our performance. But he was helpless as he couldn’t turn down the bid from the big firm, fearing criticism from his investors,” an executive of the Hyderabadi firm told Business Line, wishing anonymity.
    This, in fact, is not isolated case. The medium and big IT firms are increasingly focussing on clinching smaller deals to offset the stagnation in bigger deals.
    “There is a clear trend towards smaller deal sizes over the past few years. Multi-sourcing is a key driver for this trend, as clients seek deep process and technology expertise from their partners to solve specific business problems,” Prashant Ranade, Chief Executive Officer and President of the Nasdaq-listed Syntel Inc, said.
    The number $1-million plus customers of Mahindra Satyam has gone up to 135 in the quarter ended December 2012, as against 126 in the same quarter previous year. The $5-million plus deals went up to 49 (47).
    This trend can be seen in the top league firms such as Tata Consultancy Services and Infosys too. The $1-million clients of TCS went up to 551 (538) in the third quarter. Its $5-million clients went up to 273 (269).
    Infosys gained 20 smaller dealers as its $1-million clients went up to 419 (391) in the third quarter. Its $5-million clients too went up to 209 (193).

    BIG CHALLENGE

    “The moment the deal size is crossing the $1-million mark, it is attracting the attention of the medium and big companies. And when they enter the fray to grab such deals, it will be difficult for the small companies to win. It, in fact, is a big challenge for the smaller companies,” Ravi S. Rao, a leader of ITsAP (IT and IT-enabled services industry association of Andhra Pradesh), said.

    Sunday, February 10, 2013

    A lightness of spirit


    A tribute to my Friend Rahul Cherain. Thanks Rahul. 
    Disability activist Rahul Cherian leaves a legacy of thinking about human rights as rights for the maximum enjoyment of life
    The word spirit travels to us via Latin where spiritus literally means breath but is more accurately a description of the vigour and vitality of a being. It is therefore appropriate that while breath marks the line between life and death, an infectious spirit vitalises everyone with their being regardless of the presence or absence of their breath. Rahul Cherian — intrepid spirit and tireless activist for disability rights — passed away on February 7 after a sudden illness.
    While many of us feel cheated by the death of someone so young, let us not be mistaken: it was always Rahul who cheated death all along, and Robin Hood-like, generously distributed his infectious enthusiasm, laughing his way out of the bank of life. Diagnosed at a very early age with a spinal tumour, hospitals and surgeries were no strangers to him; they were mere playmates from whom he learnt the value of not taking illness too seriously.

    Impact on Verma report
    After a surgery in his 30s in which he lost partial mobility of his legs, Rahul became involved with the rights of disabled people and started “Inclusive Planet,” an organisation that works on all aspects of disability rights — from accessibility policies of the government, to reform in copyright law to enable persons with visual disabilities the right to read. He was instrumental in the drafting of the Treaty for the Visually Impaired, currently being debated at the World Intellectual Property Organization (WIPO), as well as the amendment to the Indian Copyright Act to enable exceptions for persons with disabilities.
    Most recently, “Inclusive Planet” made a set of submissions to the Justice J.S. Verma Committee on the reform of sexual assault laws from the perspective of disabled victims, many of which were incorporated into the final report.
    In articulating an innovative jurisprudence of disability rights, it was clear that his sense of play and a belief that emancipation comes from a sense of joy, not of sorrow, always informed whatever he did. Thus even as he fought in all fora for equal citizenship of disabled people, he also included a dating service for them and a section on disability and humour on “inclusiveplanet.com”. A telling sign of his joie de vivre was an “Inclusive Planet” T-shirt that had an alien with crutches pointing at you saying, “You are not alone.”

    I remember being in a meeting with him and various representatives of organisations fighting for the rights of the visually impaired to discuss with the government the Copyright Amendment Bill. As the negotiations seemed to head towards a frustrating bureaucratic wall, he turned to me in exasperation and said, “Things better start improving or I will be forced to hit someone with my crutches and that will be terrible for the image of the disability movement.”

    In an interview in Geneva, Rahul enthusiastically demonstrated his new foldable scooter with which he said he could “go on his own and buy his wife Anjana a present.” He added: “I used to call myself a disability activist but now I consider myself a freedom fighter because I am actually fighting for freedom to access the city. Coming from the land of Mahatma Gandhi, I am proud to say I am a freedom fighter and let’s see what kind of freedom we can win for disabled people.”

    Rahul leaves behind an important legacy in terms of his work, but a far more important one on how we understand the very idea of a free spirit. His singularity, while irreplaceable, provides us with a vocabulary of thinking of human rights struggles as really a right to the maximum enjoyment of life and doing it with a sense of lightness.

    Enumerating lightness as one of the desirable attitudes to cultivate, Italian writer Italo Calvino urged us to recall Perseus’s refusal of Medusa’s stone-heavy stare. To slay Medusa without himself being turned to stone, Perseus supports himself on the lightest of things — the winds and the clouds — and “fixes his gaze upon what can be revealed only by indirect vision — an image caught in a mirror.” Calvino reminds us that Perseus’s strength lay in his refusal to look directly, but not in a refusal of the reality in which he is fated to live. Sleep well Rahul — you have taught us well that laughter and lightness are our greatest weapons against adversity.

    Friday, February 8, 2013

    Sridhar Vembu - Amazing story from Business Line

    Thanks to Rasheeda Bhagat for this nice article 

    The first thing that strikes you about Sridhar Vembu, CEO of software products company Zoho Corporation, is basic honesty and zero hyperbole. 

    Started in 1994 in a room in his Chennai house, with two computers his brother Kumar had brought from the US, Zoho today employs 1,600 people at its offices in the US, Chennai, Japan, China and Europe, and clocks annual sales of $150-200 million. 

    The son of a stenographer in the Madras High Court, Vembu studied in the Tamil medium, becoming the first from his school to get into IIT Madras. After a B.Tech in electrical engineering, in 1989 he headed to Princeton on a scholarship for a Ph.D. Both at IIT and Princeton, he avoided computer science as “it meant writing software and I felt building was better than sitting in front of a computer.” Interested in maths and economics, he wanted to become a teacher. 

    But destiny willed otherwise, and just before completing his doctorate he had doubts about his vocation. “The best analogy is that of the Catholic Church; I trained to be a bishop and I started to question God. If you do that, you are in deep trouble,” he laughs. 

    Sunny weather
    So he turned down a teaching assignment in Australia and joined Qualcomm, then in San Diego, primarily because its “sunny weather” was much better than the freezing winters in Princeton. “Just like you marry a girl because she looks good… a superficial reason, I accepted the job because of the weather.”
    Vembu stayed there for two years, writing codes. Soon he realised that “whatever you design — car engine, camera — everything involved software.” Models were first built, simulated and tested on computers before the real thing was built. He realised that “software is the real essence of everything. It allows you to do things much faster; change things, run experiments.” This hit him even more while building a satellite-based communications system in Qualcomm… virtually on the computer.
    Meanwhile, his brother Kumar, a software engineer, had also joined Qualcomm. “Those days the US was short of software engineers and you could literally board a plane and go there.” It was 1994. The two brothers would discuss the future, how India was on the verge of something big in software, “where you don’t need capital, equipment or infrastructure; only your brain. That’s how Infosys started! So should we start something…” 

    An enterprise begins
    Soon the home-sick Kumar left, and with his two computers, started writing software. He asked his brother Sridhar to scout for clients. “I made a few calls, wasn’t very successful, quit, and moved to Silicon Valley in my broken car.” His savings of $20,000 quickly disappeared in five months and his first venture failed. So he worked for three months as a software programmer on contract and “lived very frugally. I still have the same habits, nothing has changed and you can see that,” he grins, pointing to his crumpled T-shirt, ill-fitting jeans and inexpensive sandals. 

    About six months into his contract work, a senior from IIT, Tony Thomas, sought his help — with marketing his software programs! So Vembu linked Thomas and Kumar, promptly printed a card calling himself “VP–Marketing” of the venture (it wasn’t a company yet) and looked for business. Small orders started trickling in, initially for $2,000 to $10,000. “In principle it was no different from a fruit seller’s work, or you eat what you kill. But we were surviving,” says Vembu.
    By 1998 they were making enough money — sales of $300,000 — to pay themselves. Thomas moved to Silicon Valley, the Indian operations were scaled up, and AdventNet was born with Thomas as CEO. In 1999, the sales jumped to $1 million, “and we kept growing to $3 million and then $10 million, and knew we have a successful business.” Thomas insisted that the CEO’s title should pass from him to Vembu as he was the business brain. Vembu dithered for a while but took on the mantle in 2000. After two years, Thomas branched out and formed his own company. In 2009 the firm’s name was changed to Zoho Corporation. 

    No suit-tie for him! 
     
    So, is he planning an IPO?
    “Not at all; I like the freedom of doing what I want to do and I have unusual interests.”
    Such as? I prod him. “Like dressing like this… I really don’t care how I look, I don’t like to talk to Wall Street or our Dalal Street guys wearing a suit and a tie. I don’t socialise in those circles. I don’t play golf — I’m not interested and consciously avoid all of it. I do whatever I do with passion.”
    Also, he hates to talk about his personal net-worth; “that is one of the reasons why I don’t go public, because that will be constantly talked about. I am not defined by the number of zeroes. I am more interesting than that.”
    Suddenly, turning serious, he says softly, “You know… to have a lot of money and no vision, is a very sad place to be in. When you have money and don’t know what to do with it, it’s sad. But I have lots of interesting things to do.”
    Running a 10-mile marathon is one of them. He doesn’t have a trainer; “you simply have to keep running. I can now go up to 3 miles.”
    Today Zoho has over 150,000 customers, half of them in the US, where he spends two-thirds of his time. He got married to Pramilla, who now runs her own company in the US, while at Princeton.
    The two of them, “mostly her, home-school our child, who is autistic. He is 13, very good with the piano… my wife is now teaching him software writing too.”
    That brings us to the recruitment strategies of Zoho, with 1,600 employees, spelt out in an earlier article (http://tinyurl.com/zohosuccess). While in the beginning, they recruited from lesser-known engineering colleges, as students from better colleges would naturally opt for an Infosys or TCS, Zoho University now takes Plus-Two students and trains them in code writing.
    Women don’t take risks
    At Zoho, the gender ratio is a little skewed with only 30 per cent women. This is because, being better academic achievers, they “get recruited by bigger companies and go for what they think are better jobs,” says Vembu.
    Are women equally imaginative and creative, or are men better at product design and development?
    “I don’t want to say that. What I’d say is that you have to sometimes break rules, think different, like Steve Jobs said, but women don’t want to break rules or take risks. They are more cautious and that sometimes hinders… Men are willing to take risks. Men get killed in accidents because they take stupid risks on roads, women are safer drivers. But in product business, you have to take risks. There is no other way to make progress.”
    Innovation and thinking differently have been a hallmark of this entrepreneur, who has to his credit the creation of one of the first online office suites (cloud computing). He has been instrumental in broadening Zoho’s software portfolio to include innovative, cost-effective products for the SME sector. 

    We talk about why our MBAs and other brilliant professionals line up for jobs rather than become entrepreneurs. Is it fear? Vembu’s response: “Actually, these are all big words. Think about the lady who is selling flowers. She is an entrepreneur too; she has no fear because she has no choice.” He quotes Helen Keller: “Security is mostly a superstition. It does not exist in nature. Nor do children of men experience it as a whole. Life is either a daring adventure or nothing.” 

    With child-like wonder, he adds, “This is the absolute truth;
     I saw this only recently, but I’ve lived the spirit… that is why I could connect with it. If you give excessive structure, like 9–5 schooling, people will seek security.”
    All of 15, he would often wonder about security being an illusion. “Buddhism tells you that you can be rich one day and poor the next. And then everybody dies, and what can be worse than death? So why are we so afraid?” 

    Thanks to Vembu’s ability to “break rules”, veil-clad Ayisha Shahjehan, a Plus-Two student, earns Rs 20,000 at the age of 20 — “much, much more than what my father makes”.
    There’s also Nandini, a railway policeman’s daughter who earns a little more at 21. More than the money, he has given both the girls, and scores of other youngsters, confidence as well as a career. As they chat and joke with him, they don’t know, or care about the zeroes in his net-worth. Neither does he. 

    Zen and the art of software coding 
     
    Religion
    I’ve never been religious, I was always bored by rituals. These days I’ve become more partial to Buddhism. Buddha never talks about God. Buddhism is what they call the science of the mind, how you find peace within yourself. Like the Dalai Lama says, the whole purpose of everything is to be happy. 

    Movies
    I love the movies of Akira Kurosawa, the Japanese moviemaker, and I watch Westerns, the Clint Eastwood kind… they are similar to the samurai movies, and take influences from Kurosawa. They have similar roots. I find Indian movies too long and too emotional. I like understated movies and the Japanese are understated. 

    Music
    Not much, but my wife is an excellent Carnatic music singer; she is world class. She sings occasionally, and we do give home concerts. I don’t know Carnatic music but listen to it. I listen to Yanni — I just love his music. 

    Growing polarisation on religious lines
    I am sad about it. I think we all need to chill out a little bit… take this Vishwaroopam thing… it’s only a movie — why take it so seriously? There is nothing right or wrong... that is Buddhist philosophy. 

    Food
    I mostly like South Indian vegetarian food… and yes, I do know how to cook! 

    Reading
    I do a lot of reading, entirely non-fiction. I love travel stories… travelling is a way of finding yourself. I read a lot on travel in China; I’m fascinated by Naipaul’s writing; he is brilliant. 

    Holidays
    Any peaceful place. I went to my village in Thanjavur last weekend, and was very happy. My parents were there, so we watched the harvest. Our home in the US is in the countryside… a big house in a big farm; my son loves the solitude and so do I. We now have an office in Tenkasi, which is very peaceful and scenic.

    Thursday, December 13, 2012

    Leading Asian and Bahrain technology businesses sign MoU at one of Middle East's key ICT conferences


    It was announced today that Ospyn, an Indian Singaporean firm with a proven track record in major e-governance projects, has signed an Memorandum of Understanding (MoU) at the conference with Openinside, a Bahrain ICT provider. The signing took place at MEET ICT BAHRAIN 2012, organised by Gulf Future Business and launched today at the Bahrain International Exhibition and Convention Centre.

    The MoU is focused around working together to support the provision and utilisation of open-source technologies, ahead of a potential joint venture being established in the future. 

    Commenting on the signing of the MoU, Prasadu Varghese, MD and CEO, Ospyn said: "Bahrain has long been a leader in supporting technology investment and innovation, which encouraged us to seek a Bahrain partner to expand our MENA region operations and specifically target expansion of open-source technology in the region. We are delighted to have found a likeminded and committed partner in Openinside, and we look forward to a long and successful relationship.

    "We are also thankful to the team at Bahrain Economic Development Board, who supported us during the whole process, facilitated the initial meeting with Openinside during the Gitex exhibition in October, and have continued to support both firms as we've worked towards the agreement announced today."

    Kamal bin Ahmed, Minister of Transportation and Acting Chief Executive of the Bahrain Economic Development Board (EDB), who attended and spoke at the official opening of the conference, commented: "This announcement is testament to how events such as MEET ICT provide a great opportunity for local, regional and international companies to meet and explore potential partnerships, as well as providing a platform to view the strong infrastructure we have in Bahrain and recent developments that have been made in this sector."

    At the conference, key industry professionals, government officials and high-level decision makers are discussing the major issues concerning the ICT sector in the Middle East. The theme of this year's conference, "Leading Business Growth, Through ICT Advancements", is being covered through the various sessions and panel discussions, looking at the gaps in the market for new supply, the requirements of the Gulf market in general, and Bahrain in particular, and how to meet the needs of these markets.

    The line-up of leading international participants at the conference includes Microsoft, Oracle, and Cisco, in addition to more than 35 Bahraini, Arab and international speakers, who all have outstanding contributions in the industry. Government representatives from BISTA, eGOV, Mumtalakat, EDB and TRA also attended many of the sessions and roundtables of the conference.

    Tuesday, October 16, 2012

    Sigtech develops system to monitor coastal security



    A Kerala-based company has come out with a wireless solution which it claims can help authorities deal with a variety of offshore emergencies.
    It is called Comprehensive Vessel Monitoring and Security System (CVMS), developed by Sigtech Wireless Technologies based in Technopark here.
    The system is designed to identify the location of incoming ships and warn fishing vessels in proximity, says Vimal Gracian, director, Sigtech.

    INTEROPERABLE SYSTEM

    It is also interoperable with the ship’s communication system to contact it either from the vessel or through shore station in case of a warning detection.
    The warning detection is automatically generated by the software and sent to the concerned vessel, Gracian said.
    CVMS supports passport identification process by which a security agency vessel can query the identity of ships in the vicinity and ascertain whether they are authorised to operate in that area.
    This helps the agency assess the security threat, if any, from an inbound vessel on its radar system. The system may be integrated with the existing radar system to enhance monitoring.
    The command and control can issue directions to a fishing vessel to identify passports of nearby vessels and report it back.

    ‘GEO FENCING’

    This can be done without the intervention of the mobile operator in the fishing vessel. The system supports what Gracian calls ‘geo fencing’ by virtue of which a ship can be warned if it operates in areas not allocated to it.
    Geo fencing can work within a group or on an individual vessel. The geo fencing location can also be set dynamically.
    These and other facilities can be used to communicate with ships to avoid accidental collisions and other such incidents, Gracian said.
    The network administrator is enabled to track vessels. Each vessel can be identified by the unique id supplied by the agency in charge of the network.
    The system is designed to generate automatic distress call signalling between vessels and to the shore.

    INFAMOUS EPISODES

    Vulnerabilities in the country’s coastal security regime have come to be exposed glaringly on more than one occasion in the recent past.
    The western seaboard alone witnessed two infamous episodes with distinctly varied implications for life and property in the neighbourhood.
    While armed guards on Italian vessel Enrica Lexie shot at and killed two fishermen in the Kerala waters, seaborne terrorists from across the border perpetrated carnage in Mumbai.

    Thursday, October 11, 2012

    Leading the way


    GTech, the Group of Technology Companies, a strategic grouping of IT firms in Kerala, starts a focus group for Corporate Social Responsibility activities
    CSR or Corporate Social Responsibility is almost a byword at Technopark, with most IT firms, if not all of them, actively involved in lending a helping hand to those in need. And over the years we have heard of a multitude of CSR activities initiated by the companies, especially by the larger ones who seem to have more resources and/or man power. These activities range from blood donation drives (a regular event on campus), to organising meals and supplying necessary material comforts to the needy or simply chipping in with cash. Most of these efforts are, however, independent efforts by individual companies.
    Now, GTech, the Group of Technology Companies, a strategic grouping of over 175 IT and IT enabled services companies in Kerala, has come up with a plan to start a focus group solely for CSR; a decision arrived at during its last annual general body meeting held at Technopark recently. “Since it was started in 2000, GTech has been quite successful in gaining respectability as a group and has won a place in the good books of the government for its pro-active, collective effort in initiating, steering and implementing many a project that has been beneficial to the IT community, be it business development or employee development. Now we feel it’s the time to look beyond Technopark and work towards some tangible results that bridge the gap between the people within the wall and people outside the wall. Hence, the CSR forum,” says Anoop Ambika, chief executive officer (CEO) of Kreara Solutions and secretary of GTech.
    “Besides, there is this misconception that all of us who populate Technopark are rich stuff ups in suits who don’t have a care for society! For several months now, we’ve been looking at the possibility of a core group that would focus on CSR; one that could bridge the digital divide,” adds Anoop.
    Notably, GTech’s earlier attempt at bridging the digital divide –the establishment of Natana, a cultural club started with the objective to “nurture the artistic talents and creative aspirations” of techies in Technopark, has “met with much success”. GTech is, of course, already involved in a number of CSR activities – buying clothes, books, sewing machines, and the like; their latest was an Ona sadya, organised in association with Abhaya, an NGO – but it had hitherto never engaged in any continuous effort at CSR.
    GTech’s new CSR focus group is being spearheaded by P. Vijayakumar, CEO of Testhouse India Pvt. Ltd, who in the words of GTech’s former CEO Binu Sankar “is passionate about CSR; someone willing to spend time and resources for various CSR projects”. Says Vijayakumar: “GTech is a community of over 40,000 techies and just by sheer number alone it has the potential to do CSR activities on a scale that has never been done before in Kerala. The objective of such a focus group is to synergise all our available resources and skills to make a lasting impact and also to do something that involves a huge amount of employee engagement – something that each techie in each member company can contribute towards.”
    The focus group is still in the early stages of planning but as a preliminary step it is already in talks with the Vazhuthacaud-based Coin A Day Child Care Foundation as one of its primary beneficiaries. Founded in 2009, the NGO focusses on ‘supporting talented young girls from single parent or orphaned families who have the desire and drive to achieve a better future’. “These girls, currently there are 22, are among the most vulnerable in society. But all of them have ambitious plans for the future,” says Vijaykumar.
    And unlike most stop gap CSR activities, Vijaykumar says that GTech has plans for a “long term strategy” to lend a helping hand to Coin A Day. “We’re planning a direct mentoring relationship with the children – tutoring them in English, math, science, computers…,” says Vijayakumar, as Anoop adds: “Using our skills at project management and entrepreneurship, we plan to take Coin A Day and at a later stage, other similar self-help groups, to the next level. Ultimately, we want to make these organisations self-sufficient.”

    A new ‘era’ in wired research administration


    Are Indian research organisations/universities ready to enter the new ‘era’ of electronic research administration (ERA)?
    Probably yes, if fast-paced developments in the development and evolution of ERA are any indication.

    NICHE SPACE

    ERA is the process through which the administrative and business side of research funds/grant activity is automated via electronic communication.
    This is a niche space purveyed by specialist engineers, programmers and developers.
    ERA drives government-funded research projects in the US where the system is well developed, says Sabari Nair, technical architect to Coeus, a cradle-to-grave award management tool.
    Massachusetts Institute of Technology (MIT) owns the intellectual property rights over Coeus.
    “If it can work in the US, there is no reason why it shouldn’t here as well,” says Boston-based Nair, who runs Polus Software specialising in Coeus implementation, customisation and hosting.
    It has development centres in Bangalore and Thiruvananthapuram.

    RINGS A BELL

    Sabari Nair says ERA might just ring a bell in contemporary Indian context; e-governance programmes initiated here could be surprise beneficiaries.
    The suitably rich workflow associated with the system could be easily tweaked to support the e-governance programme, he says.
    Institutions such as Indian Space Research Organisation, Indian Institute of Science and other seats of research could also benefit.
    For instance, they can use the system to support student management or even take care of routing of funds/grant for research.
    But why should this rules-based and compliance-enforcer system evolved in the US research/grant ecosystem largely for local consumption be of any appeal to India?

    OPEN SOURCE

    This has to do with the release on June 1 this year of Kuali-Coeus, a combine of pedigree products as open source software and therefore available free.
    Kuali is a foundation formed by a group of US universities, including MIT, Indiana University and Cornell University, among others, while MIT and the Coeus consortium developed predecessor Coeus. At least 75 universities have licensed the product from MIT.
    “Over the next 18 months, we are looking at moving all these schools to Kuali-Coeus,” Sabari said. “We plan to rollout Kuali-Coeus to non-US markets as well, including India.”.
    While Sabari Nair was the technical architect of Coeus, Polus Solutions that he founded is already a Kuali commercial affiliate and works closely with the Kuali Foundation.

    Tuesday, September 18, 2012

    Helping parents to keep tabs on mobile

    Few gifts evoke so much excitement in a teenager as a smartphone with the latest features. But it could turn out to be a nightmare for the parents and children, if the number of cyber crimes involving the misuse of mobile phones is any indication.


    Cyber crime specialists say that children are especially vulnerable to malicious texting, cyber stalking, and harassment using mobiles. Technology, however, promises to resolve the problem it has unleashed.

    Attinad software, a company based on the Technopark campus here, has developed a mobile parental control system that enables parents to keep a tab on the use of their children’s phone.

    The mobile application can track the location of the gadget, monitor calls, and block or filter the content that can be viewed from the phone. The system named Concord Mobile Parental Control issues automatic alerts if there is an attempt to access blocked content..“It has proved to be a big hit in the U.S. and the Middle East. We are planning to roll it out in India soon,” says Mohammed Rijas, CEO of the company.

    The company is talking to the government of Kerala about promoting a mobile app for blood donation. Designed for health officials, hospitals and blood banks, the product can be used to register blood donors, announce requirements, and carry out donation campaigns. It can issue mobile alerts for requirement of blood and guide potential donors to the location of the needy person.

    Mr. Rijas and five co-founders of Attinad had left Infosys to float the new company. “To leave a secure job and venture out on our own was fraught with risks. But we had a strong desire to do something for society,” recalls Mr. Rijas.

    Attinad has developed a tablet-based database management system for cancer screening and diagnosis. The system can record the data generated by periodic screening of people for different types of cancer. “Our automated database makes patient information and analysis easy and manageable. The system has offline capability to handle data in remote areas without connectivity,” says Mr. Rijas.

    The company made a breakthrough in the Middle East market with its software to improve safety in the oil and gas sector. “Opening a valve on an oil rig or gas meter reading involves a series of permit-to-work decisions made at different levels, all based on paperwork, and accidents are common. Our middleware leaves an electronic trail of the decisions taken by key persons, ensuring smooth process control and accountability.”

    Attinad’s plans for Kerala include a centralised electronic medical records system that can be accessed by the patient. “The patient can get it subsidised by insurers. We are talking to hospitals and insurers to build up a network,” says Mr. Rijas.

    The company’s flagship product is the Concord Mobility Platform which extends business critical applications to mobile devices, providing real time information for officials on the go.Attinad has been selected by IBM and Microsoft for their global entrepreneurship programme, under which it will receive free software and guidance on investment and product development.