Lila Poonawalla’s tenure as Managing Director of Alfa Laval (1987 to 1996) was a memorable one, not only in terms of personal achievement as the first woman CEO in India’s business history, and in the Alfa Laval Group, but also in terms of taking the company across the Rubicon. Her tenure was marked by progress on all the business fronts --- production, marketing and expansion --- but her focus on the areas of industrial relations, employees’ welfare and customer service were what made the difference!
From 1987 to 1996, sales showed an increase from INRM 450 to INRM 2,750 . Profits increased from INRM 45 to approximately INRM 300 , in the same period. During this period a total investment of INRM ONE BILLION was made to enhance the production capacities, to modernize the technologies and methods. To bring in new technologies, new collaborations were made. New independent subsidiaries were started, with new production facilities to meet the technical and capacity demands of the Principles.
In 1987, the company had many legal cases in the labor courts. These were all settled outside the courts. Two pending labor agreements were amicably settled. The last labor agreement was unique in the sense that it was a five-year agreement, the first of its kind in industrial world.
Apart from winning international awards, she procured global recognition for the company by showing progress in exports to Russia, Germany, USA, Sri Lanka, Bangladesh, Turkey, and many others. Manufacturing facilities were enhanced and the offices and methods of business were fully computerized. Major instruments were added, marking a marked progress in Quality Systems.
Breaking the barriers of protocol was Lila Poonawalla’s forte and she utilized this modus operandi to the maximum – in forging better ties with customers, employees and their families and the parent company as well.
She was able to motivate the workers to better their performance and participate in the company as a family. Some of the many social activities she took up were Family Circles and welfare schemes like the Parivar (Family) Development Center and scholarships for employees’ children, in-house magazines, sports club for workers; as well as the concept of work improvement teams and quality circles, which were introduced not only to improve performance but also relations. As part of its social participation responsibilities, the company established children's park and a beautiful Garden at Pune Airport.
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