Transcript

The first thing that struck me was the scale of the whole thing, the sheer amount of bikes that we produce in the 1st place and the way they are produced. So I think initially like that, that scale, the magnitude of it all strikes you where like you know you're coming from college environment where your decisions do not really have any consequences as such as long as you're just surviving. When everybody says let's all go in this right direction, we'll always say, OK, we know the destination. We won't go along with them. We'll find a smartest route, but we will be the first there. You know, that's how this company is built. That's what is the DNA of this company. Bringing youngsters in helps really prepare what the new minds would be like because they have the right questions to ask. They have the right methods to consider looking at. What a future for Royal Enfield's products can be like. The campus talent program is very, very critical. To blend in the new age thinking with the experience that we carry at Royal Enfield, the CDP program essentially helped me visualize where what I am doing will fit into the broader picture of the company. CP is more about seeding talent for the future. So for all you people who are new, what is required in this company is learn, collaborate. I like to go with the word that they use for the basic 30. Just go with your gut. These new recruits come with fresh ideas, fresh energy and a very diverse perspective. I would say ohh, which would add on to the entire culture of the organization and you start to nurture the talent from the very beginning. So you can also able to it's it's a it's a win win game for both the both for the person when he's entering into the campus to the corporate and for the corporates also understand about the current generation. We got introduced to almost every department over here, All the heads came and spoke to us and we didn't feel like freshers. Royal Enfield is a brand which is built by our customer, so there is a lot of passion and cult. For them, they have to keep that in mind saying our customers, customer is God. That's what we say and that's what we have to continue to do that as well. If I were to say anything from my own perspective, what I have learned and which I think I'd like to share, one is be curious for sure. Second, you know, don't necessarily go with, you know the status quo. What people tell you, this is how it should be done, you know, so at this point. This is the best phase of your life, you know, as you leave your campus and use join the organization. That's absolutely wonderful. There is so much to learn, so much to discover and lead a life which is really engaging both at work and outside. So some of the new things like you have started like the Wingman program. So this came through a dual exchange of ideas through youngsters who briefed us saying this is the need of the hour, this is the IT upgrade required as far as the softwares and hardwares in the bike are concerned. Especially looking at the bullet, how it is handcrafted, the pinstripes are being done by the people over here. So it's pretty different and unique journey for me and I'm happy to explore it with the film. Especially young people who are coming and we tell them it's a free place, but it is a very responsible place. And you know when you have to be a 124 years old agile startup mentality company, it does mean. Have to be there on top of it in taking any decisions which are there when we talk about Royal Enfield, right? It's, it's, it's immense. It's, it's infectious. It's, I mean, that carries all of us actually. That's one thing that you know, will continue to take us forward. Absolutely.