Q&A With BCCL CEO Ravi Dhariwal: No Financial Squeeze, Just Cash Flow Issues
Soon after he announced salary cuts that would affect more than 8,000 staffers, we did a Q&A over the telephone with Ravi Dhariwal, CEO of Bennett, Coleman & Co. Ltd, now a billion dollar company. BCCL’s publications include The Times of India and The Economic Times—two of India’s highest circulated English dailies. He says the measures announced today have been taken more to “get people to think along our lines” than for any material benefits. He thinks today’s measure won’t impact the company’s talent retention capabilities and says nobody could have predicted today’s business environment. Excerpts:
Do the measures you announced today indicate that the company is in a financial squeeze, and if so, what does it mean for the other projects the company is working on? Will ET Now be affected?
Not at all. The salary cuts don’t necessarily mean that we are in a financial squeeze. It has been done to help restore our cash flows. It doesn’t mean we will somehow shut out businesses down or anything, or not carry out the necessary expansion. We have a cash flow problem because of extremely high newsprint prices and a dramatic slowdown in advertising.
But you have taken these measures when the newsprint prices are actually coming down?
Well they are still high and at any rate, the ad slowdown hits you harder than newsprint costs.
The measures announced today—are these applicable only for the publishing business or does it also include your subsidiaries.
This is only for Bennett, Coleman. The subsidiaries are a different story. They have a different set of challenges. This is not a one-prescription-fits-all scenario.
How many people do you employ in the publishing business, and how many in the whole group?
The publishing business employs around 8,000 people, and I think the subsidiaries put together, the number is around 11,000.
Isn’t it reasonable to assume that if you are cutting salaries at the flagship company, it’s inevitable at your subsidiaries as well? Especially the larger ones such as Times Global Broadcasting (Times Now and upcoming ET Now) and Times Internet Ltd (Indiatimes.com)?
I have already said that subsidiaries face a different set of challenges. There is no newsprint there. Yes, the ad slowdown is having an impact in some cases. Times Global Broadcasting is a different story. Times Now has been doing so well, it has consistently been the No1 English news channel for the past 36 weeks. There are issues with high distribution costs, but we are working on that as well.
We haven’t decided on any such steps at our subsidiaries.
Are there no cost cutting measures at all? We have heard about significant job cuts at your Internet companies. Are they under a financial squeeze?
I want to make it very clear that none of our companies are under any kind of financial squeeze. The nature of the Internet business is such that when you start 10 verticals, only 6 may work. So you have to shut down some of them. Look, job cuts are only a small part of the larger picture. It is just a realignment of our business.
We have heard that there is a thinking to merge Times Internet Ltd and Times Business Solutions Ltd?
I don’t want to comment on that. There are 500 things we discuss every day. It doesn’t necessarily mean anything.
As a media company, many of your businesses are heavily talent-dependent. How do you think the steps announced today are going to affect your talent attraction and retention capabilities?
Not at all. In the last few years, talent costs have gone through the roof, sometimes to unreasonable levels. So there will be some correction. People don’t come or leave for salaries. People leave for greater professional challenges, people leave because of their bosses. What we give them is a really good place to work, professional challenges, a culture that fosters excellence and an environment of camaraderie and winning mindsets. We have always prided ourselves for our low attrition rates.
And really, today’s measures are more to get people to think along our lines than for material benefits. We are talking about small cuts.
More after the jump.
But the three components put together amounts to a significant cut, right?
It’s been known for a while that there won’t be increments. If the market doesn’t improve, if the company doesn’t improve, there won’t be increments. Which company gives increments in such a situation? Now, variable pay is just that—it’s variable. It’s dependent on meeting the targets. If the company is not meeting the targets, variable pay can’t be paid out. The roll back of increments that were given last year is so small. If somebody got a 10% increment last year, he’s getting a 1% cut this year. If somebody got a 20% increment last year, he’s getting a 5% cut. This is so small, what are we talking about?
You have mentioned in your mail that it’s your early successes that spurred you on to expand further and leverage highly to expand…
(interrupts)... We are not highly leveraged. We have a bit of leverage and we want to reduce that. We have traditionally been a zero-debt company. The company doesn’t like debt, I don’t like debt, so we are reducing that.
Ok, would you admit that somewhere, there has been a bit of reckless expansion? Would you in some sense, take the blame on yourself?
We have improved our competitive position in every single large city. We expanded based on some assumptions both on the cost and revenue side that went wrong, but that were also beyond our control.
But you would have had a risk model and are you saying that these events are such outliers they didn’t figure in your downside projections?
Well, we did consider the risk, but who could have predicted the global economic slowdown that is now affecting ad revenues? Only a genius could have. Who could have predicted newsprint prices going up by 60%? We account for 0.5% of the global newsprint consumption. That is a big hit for us.
It’s for the first time in the 26 years of my working life that I’m facing revenues going down year-on-year. You don’t prepare for such a thing if you haven’t seen it happen for 26 years. Revenues dropping month-on-month. And I have worked in different cultures, sectors and different countries. I have Never seen such a thing.
You have said in the past that you couldn’t predict when things would turn around. Do you think differently now? Is there a thinking that the company will reverse the measures taken today when things turn around?
I still can’t predict when things will turn for the better. And I can also not comment about any kind of reversal. I’m also a manager and obviously we will try to participate in all efforts to give our employees the best opportunities we can.
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