” These Chennai Scientists Are Trying To Solve An Impending Agricultural Crisis…”

SALICORNIA BRACHIATA

VEDARANYAM, Tamil Nadu — On a sun-scorched wasteland near India’s southern tip, an unlikely garden filled with spiky shrubs and spindly greens is growing, seemingly against all odds.

The plants are living on saltwater, coping with drought and possibly offering viable farming alternatives for a future in which rising seas have inundated countless coastal farmlands.

Sea rise, one of the consequences of climate change, now threatens millions of poor subsistence farmers across Asia. As ocean water swamps low-lying plots, experts say many could be forced to flee inland.

“It’s hard to imagine how farmers will live,” said Tapas Paul, who as a World Bank official helped channel about $100,000 to help build the small garden a decade ago in a swampy, seaside town dominated by salt flats in southern Tamil Nadu state. “In the places subject to inundation and sea level rise, there are few options.”

A team of Indian scientists is searching for solutions to what they describe as a fast-approaching agricultural crisis. Their neatly plotted rows of naturally salt-tolerant plants, known as halophytes, could be a part of the answer. The scientists from the M.S. Swaminathan Research Foundation are also trying other approaches: tweaking genes and cross-breeding plants by conventional means to discover which might grow and even flourish.

“Sea level rise is inevitable, and we are not prepared,” said Swaminathan, who pioneered high-yield wheat and rice varieties for India in the 1960s. “The biggest problem in India is just the very large population. We can say people can relocate, but where could we even accommodate all those who need to move inland?”

Saltwater for a farmer long meant certain crop failure. Wartime foes sowed enemy fields with salt to ensure social collapse. Natural disasters such as the 2004 Asian tsunami left countless plots unproductive for years.

Asia’s coastal farmers, including millions impoverished in India, now face such problems. Climate change will bring stronger storms and warmer temperatures that expand ocean waters and melt ice caps and glaciers. As a result, seas are set to rise up to 1 meter (3.2 feet) in this century, according to the latest scientific forecasts.

Chellammal, a graceful, 65-year-old farming housewife in the Tamil Nadu village of Tetakudi, knows the nightmare of farming on salt-contaminated land too well.

“I struggled so long to get things to grow, but nothing worked,” said Chellammal, who goes by one name. “Every year just got worse until there was nothing left,” she said, crouched in a bright pink sari by her fields.

The land her family had saved for decades to buy went completely barren about five years ago, after a neighboring village took up shrimp farming when flooding from a nearby ocean canal salted their lands. The shrimp ponds were never lined properly, so their saltwater seeped into surrounding soils.

The farmland lost by Tetakudi’s 200 households now supports little more than a vast expanse of salt-tolerant shrubs called Suaeda maritime along with succulents called Salicornia brachiata, known to locals as “chicken feet.”

To the villagers, the bright green bushes are no better than weeds. Already, 12 families have boarded up their homes and left.

But scientists say suaeda is good for firewood. And salicornia species, which can tolerate nearly twice the salinity of seawater, have enormous potential as a biofuel crop, with seeds containing high concentrations of oil.

The problem, however, lies in realizing profits. For any crop to work on a large scale, inexpensive methods and machinery for harvesting will have to be developed. Then processing plants, production lines and markets would need to be built. As of now, none of that exists.

Chellammal is dubious, but interested.

“If we can make money from what we grow, we’ll try it. Why not?” she said. “Maybe all is not lost.”

 

salicornia brachiata

In this June 16, 2015 photo, a wild-growing Salicornia brachiata, a halophyte known to locals as ‘€chicken feet’, thrives on fields tainted by saltwater from a neighbouring shrimp farm near Velankanni, India.

The timing for an agricultural crisis due to sea rise couldn’t be worse. India’s poor farmers already struggle with frequent flooding, drought and soils degraded by agrochemical overuse. Those on the coast are also hit by storms, with at least 27 of the 35 deadliest cyclones in history barreling through the Bay of Bengal before slamming into either India or Bangladesh.

India’s freshwater sources are also in peril, with over-tapped groundwater reserves so low the country is expected to have only half the water it needs by 2030. Grain production, meanwhile, has stalled around 260 million tons in recent years, despite global pressure for India to boost yields, eliminate waste and eradicate widespread poverty and malnutrition.

To feed its growing 1.26 billion population, India must increase food production 45 percent by 2050, for which experts say it may need to cultivate more land. Instead, about 1.2 million hectares (3 million acres) of its coastal farmland has been degraded by salt, according to India’s Central Soil Salinity Research Institute.

Inland, India has lost another 5.5 million hectares of arable farmland, out of its nationwide total of 163 million hectares, though India’s soil salinity troubles are exacerbated by industrial salt flats, a growing number of shrimp farms and the depletion of groundwater reserves. The trend will only continue as seawater creeps onto low-lying lands along the 7,500-kilometer (4,700-mile) coast that outlines the country along the Bay of Bengal, Indian Ocean and Arabian Sea.

“Saltwater agriculture is considered a futuristic area. But it really shouldn’t be,” said marine biologist V. Selvam, the M.S. Swaminathan foundation’s mustachioed director of coastal research. “Very soon there won’t be enough land and water to meet our needs.”

And India is not alone. Countries including Egypt, Bangladesh and much of Southeast Asia also face heavy saltwater intrusion and loss of farmland. Already, 62 million hectares, or 20 percent, of the world’s total 300 million hectares of irrigated farmland has been salinized to some extent. Another 50 centimeters (1.6 feet) of sea rise, which is just half of what’s expected by 2100, would swamp up to 1.9 million more hectares, the Intergovernmental Panel on Climate Change has said.

That will undermine the world’s ability to find the additional 120 million hectares of farmland it needs for a staggering 70 percent increase in food production to feed the world by 2050, according to the U.N. Food and Agricultural Organization.

Experts say there will be little choice but to grow some non-food crops along the coasts.

The world’s irrigated acreage could be increased by about 50 percent by reusing saline water and salinized crop fields for halophytes, said University of Arizona environmental sciences professor Edward Glenn.

“As with aquaculture replacing wild fisheries, it is inevitable that halophytes will have their day,” he said.

Sesuvium portulacastrum. Paspalum vaginatum. Prosopis juliflora.

These are just a few of the 350 known species of salt-tolerant plants that are candidates to become crops for the future. Saltwater plants are unlikely to become staple foods, because while often high in nutrients they’re also very salty and so should be eaten in moderation.

Species such as Salicornia europaea, also known as glasswort or samphire, are already sold in European markets as a fancy salad addition or side dish. The bright purple-and-white blossoms of Limonium are a florist’s delight, while another species called Atriplex or saltbush is eaten by sheep.

Supporters note a host of potential uses to make harvests profitable, including firewood, decorative flowers, kitty litter, nutritional supplements, cooking oil and biofuel. Cattle fodder is another possibility, and Indian herders already graze their cattle on thorny shrubbery by the sea.

Despite the potential, saltwater agriculture is still seen as a fringe topic, even after decades of research by universities worldwide along with studies and pilot projects in countries including Mexico, Pakistan, Jordan and Eritrea. The aviation company Boeing is also researching biofuels from saltwater plants.

India’s scientists aren’t waiting for markets to develop. Nor are they relying on just the halophyte garden to offer up new options.

They’re scouring coasts for wild grain species that might naturally tolerate some salinity, and using arduous breeding methods to create new salt-tolerant strains.

 

The foundation has also developed genetically modified rice using genes from mangrove trees. It says the resulting plant can tolerate salt concentrations of 12-15 grams per liter. Seawater is typically two to three times saltier, but that’s still a major improvement from currently cultivated rice varieties, which can handle only up to 3 grams per liter.

Genetic modification is considered the most difficult approach, because salt tolerance is a trait that involves numerous genes. But the molecular biologist leading the development of GM halophytic rice believes it’s essential.

“Conventional breeding just takes too long, and this problem is urgent,” said Ajay Parida, the foundation’s executive director. His work stalled in 2007 under an effective moratorium on field testing GMOs, but the Indian government is considering shifting its GM testing policy and Parida now expects his trials to start soon.

“We could eventually be cultivating wastelands and places considered entirely unsuitable,” he said. “But it’s only after crisis hits that people realize the magnitude of the problem and start pushing for an answer.”

Source….  |  Katy Daigle….www.huffingtonpost.com

Natarajn

 

” With Rs 20 lakh, he built a Rs 350-cr business”….Meet Md. Gyasuddin….

Md Gyasuddin

‘I found my motivation in the fast emerging mobile market.’

‘Nokia’s biggest mistake lay in its stubbornness to change.’

‘It’s important to understand the pulse of the people.’

“To succeed in life, you need to be a dreamer and need to follow that dream with passion, hard work and dedication,” said Md Gyasuddin,  managing director of Hitech Mobiles.

He observed this simple rule of life and today he is the owner of Rs 350-crore (Rs 3.5-billion) business.

Starting with a capital of Rs 20 lakh (Rs 2 million), it has been a long journey for him.

“At times, it seemed I was being unreasonable and foolish but never gave up,” he said.

After graduation, Gyasuddin started a small mobile import unit in Kolkata in 2002.

But he had a wider vision — that of creating a mobile brand of his own.

After tutoring himself on the intricate details of the trade, Gyasuddin set up his own company — Hitech Mobiles in 2008.

Over the years, the company grew steadily and is now selling almost 2 million mobile handsets a year.

It is ranked 8th among the Indian handset makers.

Recently, the company set up its assembling unit in at Merrill Logistics Park in Sankrail, Howrah.

In a candid conversation with Indrani Roy/Rediff.com, Gyasuddin talked about how he built his company, what plans he has for it, the new assembling unit among other things.

Hitech Mobiles

What led to the idea of launching a new brand?

From an early age, I was fascinated by mobile phones and always wanted to deal in them.

After graduation, there was tremendous pressure on me to start earning. I came from a lower-middle-class family and my father was a government employee.

There was a crunch of cash all the time. But I was unwilling to take up any ordinary job that came my way and wanted to start a business.

I wanted to import mobile handsets. As a student, I had saved some money and with that took a short trip to Hong Kong to understand the nuances of mobile handsets’ business.

On my return, I started an import unit in Kolkata in 2002. I used to import handsets made by Nokia, Samsung etc and would sell them in the local market.

What was your motivation?

I found my motivation in the fast-emerging mobile market.

Though I was only out of college I knew that the mobile market had huge opportunities and it would soon undergo a thorough transformation.

I thought if I ventured into this market now, I could build a secure future.

The road must have been tough for you. What difficulties did you face in setting up this business?

Most difficult part of my journey was accumulating funds for the business. I took loan from the bank and also from friends and relatives for starting the import unit.

With an initial capital of Rs 20 lakh (Rs 2 million), I started building the mobile import unit.

The next hurdle was manpower. It was extremely difficult to get skilled workers to run the import unit. Unable to gather enough expert hands to run the business, I hired some freshers and took the responsibility of training them myself. My import unit started giving me good returns from 2004.

This is when I started dreaming of launching a mobile brand. My dreams bore fruit in 2008. Starting with a single unit in Kolkata, Hitech now has 20 branch offices all over India — it’s a wonderful feeling!

Hitech accessories

There are so many mobile brands, foreign and Indian, in the market. Why do you think people buy Hitech? What is its unique selling proposition?

We have consciously tried to keep prices of our mobile handsets within affordable limits. The price ranges between Rs 2,000 and Rs 8,000. Recently, we launched a mobile handset that costs Rs 599 only. We are sure it will be a major hit among the first-time buyers.

Also, we take pride in our highly professional after-sales service units, numbering 350, spread across India. We believe in our customers’ brand loyalty and ensure that they never get a chance to complain.

Which countries do you export your products to at present?

We mainly export our products to Nepal, Bangladesh and Bhutan at the moment. But we do plan to reach out to other countries soon.

Who is your target group?

Mobiles that we make are meant for younger generation between 18 and 30 years of age. Our mobiles are meant for those who want maximum features at minimum prices. We cater mainly to those who have been initiated on to the world of smart phones.

Hitech is ranked 8th among Indian mobile handset makers. How do you plan to beat your competitors?

As I said before, no other mobile handset maker but us can offer so many features at such affordable prices. Besides, our research and development team is constantly experimenting with new ideas to make our products unique.

At present, 30-40 per cent of our revenue is accrued from the sales of smartphones and the rest from the sales of conventional handsets. I hope it will take us a few more years to reverse the trend.

During a media interaction you had said that you learnt a lot from what happened to Nokia. Could you please elaborate?

I think Nokia’s biggest mistake lay in its stubbornness to change. Nokia never took its competitors seriously and it stuck to its Symbian operating system. But as India moved on to smart phones with the advent of 3G, people opted for Android, which was the cheaper option.

Samsung and Google grabbed this opportunity and soon Nokia found itself getting irrelevant. We saw in Nokia’s case a great business lesson.

Hence, we have vowed to ourselves to keep surveying the market and keep adapting ourselves to the changing needs of time.

Why did you venture into accessories’ production?

Soon after launching Hitech, we discovered that the modern market was crazy about mobile accessories. A new product was hitting the stores almost on a daily basis. We also noticed that the prices of these accessories were too high.

Hence, we thought of manufacturing accessories that will be user-friendly as well as affordable. Over the last few years, Hitech’s accessories have been a major hit. In fact, our accessories’ sales alone have added as much as Rs 150 crore (Rs 1.5 billion) to the revenues.

Tell us about your new assembling unit in Howrah.

The main motto of Hitech is to produce multi-featured mobiles at reasonable prices. The assembling unit will work towards this end. This 24,000-square foot unit set up at a cost of Rs 15-20 crore (Rs 150-200 million) will employ more than 200 people. The unit will house 11 machines, 4 assembly lines, one quality testing line and one packaging line.

We are collaborating with our Chinese partners, Shenzhen Yiheyuan Technology Company Limited, for mobiles and Shenzhen Hi-Tech Electronic Industrial Co. Ltd for accessories.

In tune with Prime Minister Narendra Modi’s ‘Make in India’ theme, we intend to make high quality handsets that will be smart enough to compete with any of the global brands.

It’s often said that West Bengal has a very poor industrial prospects. Even then, why did you choose this state to set up your assembling unit?

I think it’s unfair to be negative about anything without trying out all the possibilities. Since I am born and brought up in this city, I have always felt I should give something back to Kolkata. Besides, starting a business in Kolkata or in any part of Bengal has its advantages. Here labour comes cheap and as there are not many factories, there is less competition.

Hitech does brisk business in mostly non-metro cities. Have you intentionally avoided expanding your business in the metros? If so why?

Business response from non-metros so far has been enormous. In fact, these are the places where we get maximum number of buyers.

However, we do have plans for expanding in the metros. We are waiting for the goods and services tax to be implemented.

For, it will be a lot easier for us to chalk out an expansion plan when we have a unified tax regime.

What are your plans for expansion?

Talks are on to start business in Sri Lanka and some African countries. Our sales and marketing teams are very dynamic and they are constantly exploring opportunities so that our business can grow.

Having tasted such amazing success, what would be your message to budding entrepreneurs?

There are three pillars of success — hard work, honesty and perseverance.

Moreover, it’s important to understand the pulse of the people. One should always be aware of the market demand. If one sees a spark somewhere, one must stoke it.

An opportunity does not always come knocking. One often needs to convert a feeble chance into a huge opportunity.

 

Indrani Roy / Rediff.com in Kolkata  Photographs courtesy: Hitech Mobiles

source….www.rediff.com

NatarajanWith Rs 20 lakh, he built a Rs 350-cr business

Dream turns sour: A swanky airport and just one flight……

Months after take off, Durgapur airport in West Bengal struggles to stay afloat

Close to three months after a star-studded take-off with Tollywood celebrities, India’s first greenfield airport project, the Kaji Nazrul Islam airport in Durgapur is in trouble. Two non-scheduled flight operators — Pinnacle Air and Spirit Airways– have suspended operations and Air India’s lone flight on the Kolkata-Durgapur route is faced with a low demand. Now, it’s left to Bengal Aerotrolplis (BAPL) to go all out to keep the airport afloat.

Pinnacle Air, which was running flights from Kolkata to Cooch Behar four times-a-week, touching down at Durgapur and Bagdogra, along with Air India marked the beginning of commercial operation at Andal airport on May 18 this year. But poor demand has prompted it to suspend operations within months.

Spirit Airways, a non-scheduled flight operator, started three days-a-week services on the Kolkata-Andal-Patna route in mid-June. But it took them only a few weeks to decide that the service was not viable. When asked, regional manager (operations) of Spirit Airlines Gouranga Bhattacharya, did not want to comment on this.

Air India’s six days a week Durgapur-Kolkata flight is also struggling to get passengers with the effect that the airport-surrounding looks nearly-deserted. Apart from a couple of CISF personnel and a handful of Air India staff roaming around, the site is anything but airport-like.

An Air India personnel on duty says, the average occupancy is about 15 to 16 daily. It is continuing the service as BAPL is subsidising the loss in accordance with a deal with Air India for viability gap funding.

“Apart from the flight hours in the evening you will hardly find anyone here. It is difficult for those working there as well, as there is only barren land all around. Hope things will change soon with the city coming up,” said the staff.

BAPL managing direcor Partha Ghosh, promises to stand up to the hope. “Yes, occupancy is about 30 to 35 per cent now. These are very initial days. We are working on campaigns and promotions to make the airport popular and get more flights.”

While initially the fare was fixed at Rs 2,500, Air India is offering promotional offer of Rs 999 (excluding taxes) for one way journey on Durgapur-Kolkata route. The AI flight takes off from Kolkata at 5 pm and lands at Andal airport at 5.45 pm daily. The return flight takes off from Andal at 6.05 pm and reaches Kolkata at 6.50 pm.

Many argue that there are cheaper and convenient ways to travel to Kolkata from Durgapur. Including taxes one will have to pay about Rs 1,300 for a one-way journey now. “A passenger needs to report to the airline counter two hours prior to departure. Then there is a 45-minute flying time. Also, after landing, one has to spend some time collecting baggage and then more than half an hour to drive from Andal to Durgapur. Compare it with a journey by road on a Volvo bus or an express train which takes hardly three hours,” argued Anil Punjabi, chairman, east, Travel Agents Federation of India.

“BAPL needs to work with corporate houses, travel agents there to get the traffic. It has cultivate to its catchment area with more aggression. They will also have to focus on basic passenger amenities like non-avilability of transportation to and from the airport. Subsidising the flier or “seat underwriting” may not sustain for more than a year,” he added.

According to him, BAPL may consider other routes like direct flights to Delhi or even an international flight to Dhaka, which may attract passengers. Here is an interesting perspective why a Durgapur-Delhi flight could attract more passengers. “Of the 10 to 15 passengers travelling daily from Durgapur, most are employees of SAIL, who take connecting flights to Delhi from Kolkata airport,” said an Air India staff. It’s a convenient for many SAIL employees to take the flight because of the through check-in facility.

Partha Ghosh said BAPL is in talks with Air India for the Durgapur- Delhi route, which will be the next offering, without giving any specific dateline. But, there is catch. A 48 seater ATR flight can’t fly the distance of Durgapur to Delhi, it has to be A-319 flight which would have capacity of over 120 seats and to get that many passengers would be really difficult given the current scenario.

“As we talk we are carrying out promotonal events tying up with local clubs, institutions, local chambers of commerce. We are also engaging with all corporates in the the region

All through, BAPl has banked on the Asansol-Durgapur-Dhanbad industrial belt. The Asansol Durgapur Planning Area has a population of about three million. BAPL’s catchment area accounts for facilities across the iron & steel, aluminum, locomotives, cables, specialised optical lenses, coal mining and power generation sectors, along with related ancillary units. Major units in the catchment area employ a large number of staff, of which 15 per cent is management cadre, says a BAPL internal assessment report. “There are 17 engineering colleges, two deemed universities, 18 polytechnics and management institutes within the project’s immediate and extended catchment area,” the report adds.

It is time for them to cultivate what BAPL has believed all these years. More so, as the future of the proposed airport city with an information technology park, hospitals and a residential complex, spread over 1800 acres also hinges on success of the airport to a great extent.

Photograph by Ananta Karmakar, courtesy, Kazi Nazrul Islam International Airport/Facebook

Probal Basak in Kolkata

Source:    and http://www.rediff.com
Natarajan

Two Indians Make it to the FORBES List of Top 20 Billionaires of 2015….

Indians are making their country proud everywhere. While 5 Bollywood actors made it to 35 highest-paid actors list released by Forbes yesterday, 2 Indians have made it to the list of Tech Billionaires of 2015.

Here’s the entire list:

20. Klaus Tschira – Rs. 54,844 Crores

  •     Net worth- $ 8.6 billion
  •     Co-founder of SAP

19. Hiroshi Mikitani – Rs. 55,482 Crores

  •     Net worth – $ 8.7 billion
  •     Chairman & CEO of Japan’s biggest E-retailer, Rakuten

 

18. Eric Schmidt – Rs. 58,026 Crores

  •    Net worth – $ 9.1 billion
  •    Executive chairman Google

 

17. Hasso Plattner – Rs. 58,026 Crores

  •    Net worth – $9.1 billion
  •    Co-founded SAP (Systems, Applications, Products)

 

16. Lei Jun – Rs. 84,179 Crores

  •    Net worth – $13. 2 billion
  •    Founder of Xiaomi

 

15. Shiv Nadar – Rs. 94,372 Crores

  •    Net worth – $14. 8 billion
  •    Co-founder of HCL

shiv-nadar-1

14. Robin Li – Rs. 97,571 Crores

  •    Net worth – $15.3 billion
  •    CEO of China’s largest online search company Baidu

 

13. Ma Huateng a.k.a. Pony Ma – Rs. 102,661 Crores

  • Net worth – $16.1 billion
  • Chinese Internet firm – Tencent

 

12. Paul Allen – Rs. 111,571 Crores

  •    Net worth – $17. 5 billion
  •    Co-founder of Microsoft Corporation

11. Azim Premji – Rs. 121,788 Crores

  • Net worth – $19.1 billion
  • Founder of Wipro

Azim-Premji-1

 

10. Michael Dell – Rs. 122,443 Crores

  • Net worth – $19.2 billion
  • Founder of Dell

 

9. Lauren Powell Jobs – Rs. 124,356 Crores

  • Net worth – $19.5  billion
  • Founder of Emerson Collective

 

8. Steve Ballmer – Rs. 137,126 Crores

  • Net worth – $21.5
  • Owner of Los Angeles Clippers, an American basketball team

7. Jack Ma – Rs. 144,763 Crores

  • Net worth – $22.7 billion
  • Founder of Alibaba Group

 

6. Sergey Brin – Rs. 186,215 Crores

  • Net worth – $29.2 billion
  • Co-founder of Google and runs Google X

 

5. Larry Page – Rs. 189,404 Crores

  • Net worth – $29.7 billion
  • CEO of Google

4. Mark Zuckerberg – Rs. 212,969 Crores

  • Net worth – $33.4 billion
  • Founder & CEO of Facebook

 

3. Jeff Bezos – Rs. 221,896 Crores

  • Net worth – $34. 8 billion
  • CEO of Amazon

 

2. Larry Ellison – Rs. 346,235 Crores

  • Net worth – $54.3 billion
  • Ex-CEO of Oracle Corporation

 

1. Bill Gates – Rs. 459,161 Crores

  • Net worth – $72 billion
  • Founder of Microsoft Corporation he has been on the top of the list for 16 times out of last 21

They are the richest in the tech field in the world. Now please don’t look at your bank balance and cry.

 

Source….www.storypick.com  and  www.forbes.com

Natarajan

 

“Balaji”…The World’s Richest God has got a demat account in HIS name Now…!!!

Balaji, the world’s richest god at Tirupati, has now opened a demat account to enable devotees to donate shares and securities, after finding it a tedious task to get physical share certificates dropped in Hundi transferred on his name.

Considered the first globally for a shrine management, Tirumala Tirupati Devasthanams (TTD) has opened demat account (1601010000384828) with the Stock Holding Corporation of India.

PS Reddy, MD and CEO of Central Depositories Service (CDSL), .. told ET that the innovative move by TTD was primarily aimed at addressing the hassles pertaining to transferring the physical share certificates. “TTD has been receiving physical share certificates as donations by devotees in its open Hundi, which indicates that devotees are interested in donating shares.

TTD viewed that enabling devotees to use the demat account for donations helps both.” Reddy said though TTD is the first shrine management in the country till date to open a demat account ,CDSL would explore similar interest from other temple managements in other parts of the country that were receiving shares as donations.

While acknowledging that the temple has been receiving thousands of share certificates valuing lakhs of rupees, a TTD top official, however, refused to divulge details on the quantum and value of shares received so far.

Source….www.economictimes.indiatimes.com

Natarajan

 

Retail king Yusuff Ali’s amazing success story….

Ranked 737 in the Forbes global billionaire list with personal wealth of $2.4 billion, Yusuffali’s diversification does not stop here.

Yusuff Ali seen with former late President APJ Kalam. Photograph: Courtesy, Yusuff Ali/Facebook

For Yusuffali Musaliam Veettil Abdul Kader, or Yusuff Ali MA as he is better known as, diversification is a natural trait. Born in Nattika in the Thrissur district of Kerala in 1955,

Yusuffali left the country in 1973 when he was 18 to join his uncle MK Abdullah in Abu Dhabi.

The latter ran a manufacturing company there. Yusuffali developed the import and wholesale distribution of the group, and soon ventured into retail.

In the 1990s, he launched a chain of supermarkets called Lulu.

Yusuff Ali is the s the managing director of the $5.8-billion Lulu Group.

Today, he owns over 100 supermarkets and grocery outlets and is the managing director of the $5.8-billion Lulu Group.

His business has acquired a global scale with presence in Malaysia, Indonesia and India.

With hospitality as his next area of interest, the 60-year-old staked a claim on history this week after he entered into a $170-million agreement with London-based property developer Galliard Homes to create a five-star hotel at the site of the original Scotland Yard Police Station in London.

He has set up a separate hospitality arm, Twenty14 Holdings, to focus on acquisition and management of assets around the globe.

The hotel arm is looking to expand its operations in Europe, North America and India, it has been reported. Recently, the company acquired a property at Business Bay in Dubai, which is expected to open in October.

It also jointly with Al Hashar Hotel owns the Sheraton Oman Hotel in Muscat.

“The future growth markets for us in the hospitality sector include Britain, West Asia, India and Southeast Asia,” a Lulu spokesman was quoted in Abu Dhabi’s The National.

“Since we are now firmly established in the retail sector, we want to diversify into hospitality as these two are complementary,” he added.

Ranked 737 in the Forbes global billionaire list with personal wealth of $2.4 billion, Yusuffali’s diversification does not stop here.

His companies, which have operational base in West Asia, Africa, Southeast Asia, India and the UK among others, employ 34,420 people from 37 nationalities.

A Padma Shree recipient, Yusuffali expanded his retail empire to India when he launched Lulu Hypermarket in Kochi in 2013.

He has also invested in food processing units in Delhi, Uttar Pradesh and Mumbai, and is building a mall and a food processing unit in Hyderabad.

Yusuff Ali seen with HE Badr bin Mohammed Al-Otaishan, Governor of Jubail touring the newly opened LULU Hypermarket along with HRH Prince Saud Bin Abdulla bin Abdul Aziz and other dignitaries. Photograph: Courtesy, Yusuff Ali/Facebook

He also has a presence in the Indian banking sector.

In 2013, he acquired a 4.99 per cent stake in the 93-year-old Catholic Syrian Bank in Thrissur and a 4.47 per cent stake in Kochi-based Federal Bank to become the biggest individual shareholder in the two Kerala-based lenders. The billionaire, though, also likes to give money to charity.

A website dedicated to him says: “Yusuffali is very closely involved in many social, charitable and humanitarian activities both in India as well as in West Asia, and plays a vital role in fostering the interests of non-resident Indians and keeping intact the communal harmony among them.”

Raghavendra Kamath

Source:

 

http://www.rediff.com

Natarajan

Things Money Can’t buy…

For everything else you have your credit card!

Money could buy you a vacation, a day to the spa, a good education and a fancy home but what it can’t buy you is a break, relaxation, will to study and a family. While we look out for various ways to earn money and stress out all the time, we are losing out on our health and our energy.

We seek happiness in all avenues possible but one does not have to search oceans and travel through vast lands to be satisfied. Satisfaction comes from within and having knowledge that it always originates from the way we really look at the world.

Stop running after money because money could give you temporary happiness but it won’t be permanent!

Here are 9 things money can’t buy; for everything else you have your credit card!

1. Love

Love that comes from your family, friends, pets and the world cannot be bought. No matter how rich you are or how poor, love cannot be bought; it has to be earned! How do you earn love? By being kind and understanding.

You help people in need and you show your loyalty to the people who are really important to you and that is how you earn respect.

2. Respect

While someone like Steve Jobs earned immense amount of money, he also earned immense amount of respect. You are nothing without respect. It is an established fact that when people respect you, they believe in you and that is why they invest in your ideas and your ideals.

They invest their time in listening to you and following your advice.

If you want to go far in your life, you have to be respected till the day you die.

3. Friends

Turning into a workaholic may get you all the shoes, clothes and cars you like but who would you share your adventures with?

Friends are stepping stones to success and no one likes to be alone all the time. Money cannot buy you true, good friends and you must always remember that!

4. Trust

Trust is just like respect and love. If you’re trusted, you will be given money and not the other way round. Maintain a good reputation, have good habits and be a good, disciplined person in life and trust will follow you.

5. Patience

To earn more money or ever achieve any important goal in your life patience is the number one thing you must remember. Patient people invest in long term goals and long terms ventures ending up earning a lot of money.

Money can’t buy patience but patience can get you money!

6. Luck

Luck is a challenge; one minute it is right there and the next it’s on to help someone else.

Everybody needs just a little bit of luck, even the rich!

If luck is on your side you just need to work hard but if luck is not on your side you definitely cannot buy it with happiness!

7. Wisdom

Knowledge only enhances a human being’s personality, never destroys it. Knowledge is gold and is the best way to gain success however it cannot be bought.

It entirely depends on the person’s power to absorb information and the willingness to apply it to her/his life that brings wisdom.

8. Missed opportunities

A missed opportunity is a goal lost. Always embrace opportunities as they come and never take advantage of them as sometimes opportunities once lost will never return. Not even Bill Gates can buy opportunities. A person can make use of them as they come and sometimes s/he can even create opportunities for others and help him grow but s/he cannot buy opportunities for herself/himself.

9. Time

Time is money! A saying everybody lives by. If you waste time you’re wasting money. Bill Gates earns $250 a second and that is the perfect example of how important time is. Time is limited but money couldn’t be endless. Don’t waste your time doing something that isn’t productive if you want to get rich sooner. Use it for projects that make sense and can help you grow!

Source….Rajiv Raj in http://www.rediff.com

Natarajan

Joke For the Day….A Business Advice …!!!

 

Joke: Solid Business Advice

A boat docked in a tiny seaside village. An businessman tourist complimented the local fisherman on the quality of his fish and asked how long it took him to catch them.
“Not very long,” answered the fisherman.
“But then, why didn’t you stay out longer and catch more?” asked the businessman. The fisherman explained that his small catch was sufficient to meet his needs and those of his family.
The businessman asked, “But what do you do with the rest of your time?”
“I sleep late, fish a little, play with my children, and take a siesta with my wife. In the evenings, I go into the village to see my friends, play the guitar, and sing a few songs… I have a full life.”
The businessman interrupted, “I have an MBA from Harvard, and I can help you! You should start by fishing longer every day. You can then sell the extra fish you catch. With the extra revenue, you can buy a bigger boat.”
“And after that?” asked the fisherman.
businessman
With the extra money the larger boat will bring, you can buy a second one and a third one and so on until you have an entire fleet of trawlers. Instead of selling your fish to a middle man, you can then negotiate directly with the processing plants and maybe even open your own plant. You can then leave this little village and move to the city, Los Angeles, or even New York City! From there you can direct your huge new enterprise.”
“How long would that take?” asked the fisherman.
“Twenty, perhaps twenty-five years,” replied the businessman.
“And after that?”
“Afterwards? Well my Friend, That’s when it gets really interesting,” answered the businessman, laughing. “When your business gets really big, you can start selling stocks and make millions!”
“Millions? Really? And after that?” said the fisherman.
After that you’ll be able to retire, live in a tiny village near the coast, sleep late, play with your children, catch a few fish, take a siesta with your wife and spend your evenings doing what you like and enjoying your friends.”
Source…..www.ba-bamail.com
Natarajan

Ghantewala: Why did Delhi’s ‘oldest sweet shop’ shut down….?

Ghantewala

Ghantewala was set up in 1790

 

A 225-year-old sweet shop in the Indian capital, Delhi, recently shut down after its owner said it was no longer profitable to run it. The BBC’s Geeta Pandey visits Delhi’s “oldest sweet shop” to trace its history and legacy.

When the Ghantewala sweet shop was set up in 1790, George Washington was the US president, Mozart was performing in Vienna, France was in the grip of French Revolution, Britain was ruled by King George III and Shah Alam II was the Mughal emperor who ruled Delhi.

It was at the time of such momentous world events that Lala Sukh Lal Jain, a small-time sweet maker from Nagaur in the western state of Rajasthan, arrived in Delhi to earn a living.

“He knew how to make sweets and always used the finest of ingredients,” says Sohail Hashmi, a writer and documentary filmmaker who conducts heritage walks in the city.

Indira Gandhi photo from 1954

In 1954, Indira Gandhi sent boxes of Ghantewala sweets to Indian troops based in Korea

Film set

For the 1954 Bollywood film Chandni Chowk, a replica of the shop was created on the set in Mumbai to give the film an authentic feel

“He would arrange the sweets on a brass plate, balance it on his head, and go selling it from street to street, while ringing a small brass bell to attract attention. That is why the shop is called Ghantewala – the bell man,” Mr Hashmi adds.

As his popularity – and sales – grew, Lala Sukh Lal Jain graduated to a pushcart and by 1790, his business had grown so much that he could open up a large shop in the bustling Chandni Chowk market, close to the Red Fort, the seat of the Mughal empire.

Sushant Jain, the current owner of the shop, is the scion of the Jain family who had to make the “really tough decision” to shut the shop.

“I’ve been receiving calls from old customers every day, they are very upset. Some of them are even angry, they’ve been telling me ‘how dare you close the shop’?”

From the beginning, Ghantewala’s most popular sweet has been Sohan Halwa. “It was the favourite of Mughal emperors, it was loved by India’s presidents and prime ministers and it was also much in demand among the ordinary residents of Delhi,” says Mr Jain.

Sohan Halwa

The shop was famous for its Sohan Halwa sweet

 

“We’ve served sweets to generations of the Nehru-Gandhi family. Jawaharlal Nehru and Indira Gandhi [both prime ministers] bought sweets from my grandfather. My father supplied sweets to [former PM] Rajiv Gandhi and I supplied sweets at [his daughter] Priyanka Gandhi’s wedding,” he says.

The shop found mention in the 1912 Delhi Gazetteer which said their sweets had “a pre-eminent position in Delhi’s gastronomic art”. Going through Mr Jain’s files and family album is like a lesson in history – there are letters of appreciation from Nepal’s former king Birendra, a senior United Nations official, Indian politicians and celebrities.

A photograph taken in 1954 shows Indira Gandhi standing next to boxes of Ghantewala sweets. “She was flagging off a consignment of our sweets for Indian troops in Korea,” Mr Jain explains.

He shows me a letter his grandfather, who ran the shop then, received from the prime minister’s office a few days later saying how much the sweets were appreciated.

Mr Jain's grandfather in the shop

The Jain family has run Ghantewala for eight generations

MF Hussain's note

Their celebrity clients included India’s most famous artist MF Hussain

 

Ashok Arora, who owns a sari shop next door to Ghantewala, remembers how during the annual Hindu festival of Diwali, the shop owners would have to call the police to manage the long queue of customers that would form outside from early in the morning.

Today, however, the customers are all gone and the once thriving shop wears a deserted look.

 

One of Mr Jain’s employees lifts the shutter for us to peek in – the floor is covered in dust, cardboard boxes and disposable plates are strewn about, and there is a no-smoking sign on the wall.

In recent months, the shop has been facing legal problems and licensing issues and Mr Jain says that changing tastes have brought the curtains down on Ghantewala.

Ghantewala shop

No smoking sign

“People nowadays are reluctant to buy Indian sweets and traditional snacks, they now prefer chocolates and pastries. Even my children prefer burgers, pizzas or cakes,” Mr Jain says.

Moreover, Sohan Halwa – the melt-in-the-mouth hard, crisp, disk-shaped sweet made from refined wheat flour, sugar, almonds, pistachios and dollops of pure desi ghee (clarified butter) – has fallen out of favour in a country that has a growing cholesterol problem and where more than 63 million people suffer from diabetes.

Mr Jain says by closing the shop, he feels like he has done “something wrong” and is “letting down my forefathers”.

But with business consistently declining, he says, he is left with no choice: “We are no longer getting the footfall we require to keep this shop going.”

Mr Hashmi, who was first introduced to the “joys of Sohan Halwa” at a friend’s house in Chandni Chowk in 1973, says Ghantewala is a mere memory now.

“We have made no effort to save the living heritage of our city and it is slowly dying. Ghantewala has also now become a lost slice of the city’s heritage,” he says.

A witness to Delhi’s history

Ghantewala

During its 225-year existence, Ghantewala has “witnessed all the joys and sorrows of Delhi”, says Sohail Hashmi. Here, he lists some of the historical events that took place between between 1790 and 2015:

  • Collapse of the Mughal empire
  • The rise of the British Raj
  • The 1857 Mutiny against British rule
  • Durbar move in 1912 when the Indian capital was moved from Calcutta (now Kolkata) to Delhi
  • Independence in 1947, partition of India and creation of Pakistan, Hindu-Muslim riots, the exchange of population
  • Emergency rule imposed by Indira Gandhi from 1975 to 1977
  • Assassination of Mrs Gandhi in 1984 and anti-Sikh riots
  • Economic liberalisation in the 1990s

Source….www.bbc.com

Natarajan

 

 

 

6-திருப்பதி… திருப்பம்… திருப்தி …..

இந்தியாவில் புராதனமான – பிரமாண்டமான எத்தனையோ கோயில்கள் இருக்கின்றன. அங்கெல்லாம் பக்தர்கள் சென்று தரிசிக்கிறார்கள். பிரார்த்தனைக்கேற்ப பலன் பெறுகிறார்கள். ஏதோ, தங்களால் இயன்ற காணிக்கையையும் செலுத்துகிறார்கள்.

ஆனால், திருப்பதியில் மட்டும் பணத்தையும் தங்கத்தையும் ஏன் கொட்டோ கொட்டென்று கொட்டுகிறார்கள்?

‘162 வைரக் கற்களை ஒருவர் உண்டியலில் போட்டிருந்தார்.’

‘ஒரே ஆசாமி 2 கோடி ரூபாயை உண்டியலில் போட்டார்.’

– இப்படிப் பிரமிக்க வைக்கும் ‘உண்டியல்’ அதிசயங்கள் திருப்பதியில் மட்டுமே சாத்தியம்!

    

காவாளம்’ என்று சொல்லப்படும் பிரமாண்ட உண்டியல்கள் அவ்வப்போது நிரம்பியதும், உடனுக்குடன் அதை அங்கிருந்து அப்புறப்படுத்தி, வேறு உண்டியலைக் கொண்டு வந்து வைத்து விடுவார்கள் திருப்பதி தேவஸ்தான ஊழியர்கள். காலியாக இருந்த உண்டியல் ஒரே நாளிலேயே நிறை மாத கர்ப்பிணியாய் தளும்பி, உடனடியாக வேறு உண்டியல் மாற்றும் நிகழ்வு திருமலையில் சாதாரணம்.

ஒரு சுவாரஸ்யமான விஷயம் தெரியுமா?

ஏழுமலையான் தரிசனத்தை முடித்து விட்டு, உண்டியலில் காணிக்கை செலுத்துவதற்காக நீங்கள் வரிசையில் நின்று கொண்டிருக்கிறீர்கள் என்று வைத்துக் கொள்வோம். சரியாக உங்கள் முறை வரும்போது – நீங்கள் பணம் செலுத்திய அல்லது செலுத்துவதற்குக் காத்திருக்கிற நேரத்தில், அந்த உண்டியல் நிரம்பிவிட்டது என்பதை தேவஸ்தான ஊழியர்கள் அறிந்துகொண்டால், அதற்கு மேல் ஒரு நயா பைசா போடவும் அனுமதிக்க மாட்டார்கள். உண்டியலை ‘சீல்’ வைத்து அங்கிருந்து அப்புறப்படுத்திவிட்டு வேறு உண்டியலை வைத்து விடுவார்கள்.

‘சீல்’ வைத்த உண்டியலை அங்கிருந்து அப்புறப்படுத்தும் வேளையில், அந்த உண்டியலுக்கு அருகில் நிற்கின்ற இரண்டு பக்தர்களைத் தங்களுடன் அழைத்துச் செல்வார்கள். பயப்பட வேண்டாம்… நல்ல தகவல்தான்.

 

இந்த உண்டியல் நிரம்பிவிட்டது… இதைக் கச்சிதமாக ‘சீல்’ செய்து எடுத்துக் கொண்டுபோனார்கள். அப்போது நான் உடன் இருந்தேன்’ என்று அந்த இரண்டு பக்தரும் சாட்சிக் கையெழுத்து போட வேண்டுமாம். வங்கியில் லோன் வாங்கிய ஒருவருக்காக நாம் போடும் சாட்சிக் கையெழுத்து போன்றதல்ல இது. தைரியமாகக் கையெழுத்து போடலாம். இது சம்பிரதாயத்துக்காகச் செய்யப்படுகின்ற ஒன்று. தற்போது ஏராளமான ‘குளோஸ்டு சர்க்யூட் கேமராக்கள்’ ஆங்காங்கே செயல்பாட்டில் இருக்கும்போது, இதுபோன்ற விஷயங்களில் எந்த ஒரு திருட்டுத்தனமும் நடக்காது.

பிறகு, ஏன் இரண்டு ஊழியரைப் பிடித்துக் கையெழுத்து வாங்குகிறார்கள் என்றால், ஆதி காலத்தில் இருந்து – அதாவது ‘குளோஸ்டு சர்க்யூட் கேமராக்கள்’ இல்லாத நாட்களில் இருந்தே பின்பற்றப்பட்டு வரும் நடைமுறையாம் இது. ஆகவே, அதை இன்றும் விடாமல் கடைப்பிடித்து வருகிறது தேவஸ்தானம்.

இப்படி சாட்சிக் கையெழுத்து போட்ட இரண்டு நபர்களுக்கு என்ன வெகுமதி தெரியுமா? மீண்டும் ஒரு முறை ஏழுமலையான் தரிசனம் இலவசமாக – அதுவும் வெகு அருகில் அழைத்துச் சென்று தரிசனம் செய்து வைப்பார்கள். இந்த தரிசனத்தின்போது உங்களை எவரும் அவசரப்படுத்த மாட்டார்கள். நின்று நிதானமாக பிரார்த்தனை செய்து, ஒரு நமஸ்காரமும் செய்து வரலாம்.

ஆக, இனிமேல் திருப்பதி உண்டியலில் பணம் போடும்போது அல்லது போடுவதற்கு நிற்கும்போதோ, ‘உண்டியல் நிரம்பிவிட்டது போலிருக்கே… எங்கே தேவஸ்தான ஆட்களைக் காணோம். கையெழுத்து போடணுமே’ என்றெல்லாம் ஏக்கப்பட ஆரம்பிப்பீர்கள்தானே?!

திருப்பதி உண்டியல்களில் தினம்தோறும் சேரும் பணத்தை எண்ணி முடிப்பதே பெரும் வேலையாக இருக்கிறது தேவஸ்தானத்துக்கு. தற்போது வெளி ஆட்களையும் உண்டியல் எண்ணும் பணியில் ஈடுபடுத்தி வருகிறார்கள். உண்டியல் தொகையை எண்ண வேண்டும் என்று விரும்புபவர்கள், திருப்பதி தேவஸ்தானத்து இணையத்தில் நுழைந்து அதற்குரிய படிவத்தைத் தேர்ந்தெடுத்து விண்ணப்பிக்க வேண்டுமாம். நீங்கள் அளிக்கின்ற தகவல்களை வைத்து, ‘உண்டியல் எண்ணுவதற்கு இவர் நமக்குப் பயன்படுவாரா’ என்று தேவஸ்தானம் தீர்மானிக்கும். இப்படி உண்டியல் எண்ணுகிற (ஊழியர்கள் அல்லாத) பக்தர்களை தினமும் இரண்டு ஷிஃப்ட்டுகளில் அமர்த்திக் கொள்வர்.

உண்டியல் பற்றிய கூடுதல் தகவல்களைத் தெரிந்துகொள்வதற்கு முன், திருப்பதியில் மட்டும் ஏன் இப்படிக் கொட்டேகொட்டென்று கொட்டுகிறது?

 

பத்மாவதி தாயாரைத் திருமணம் செய்துகொள்வதற்கு முன், குபேரனிடம் கோடிக்கணக்கான தங்கத்தைக் கடன் வாங்கிவிட்டு, அதை அடைப்பதற்கு வழியாக, எம்பெருமான் ஸ்ரீநிவாஸர் திருவாய் மலர்ந்து சொன்ன வார்த்தைகள் தான் காரணம்.

யார் யார் பாவம் செய்தார்களோ, அவர்களின் பாவக் கணக்குக்கேற்ப, கலியுகத்தில் அவர்களிடம் இருந்து பணத்தை வசூல் செய்து கடனை அடைத்துவிடுவேன்’ என்று, புராண காலத்திலேயே குபேரனுக்கு வாக்கு கொடுத்துள்ளார் ஸ்ரீநிவாஸன். அதன்படி அவர் நம்மிடம் இருந்து இன்றைக்கும் வசூல் வேட்டையை நடத்திக் கொண்டிருக்கிறார்.

குபேரனிடம் ஸ்ரீநிவாஸ பெருமான் ஏன் கடன் வாங்க வேண்டும்?

மன்னன் ஆகாசராஜனின் மகள் பத்மாவதியை விரும்பிய ஸ்ரீநிவாஸன் (வேங்கடவன்) அந்த தேவியை மணம் முடிக்கத் தயாராகி, திருமண ஏற்பாடுகளைக் கவனிக்கலானார். அப்போது, லட்சுமி தேவி ஸ்ரீநிவாஸனிடம் வாசம் செய்யாததால் பணத்துக்கு மிகவும் கஷ்டப்பட்டார். தான் மிகவும் ஏழ்மையான நிலையில் இருக்கும்போது, இந்தத் திருமணத்தை எப்படி விமரிசையாக நடத்துவது என்று தவித்தார் ஸ்ரீநிவாஸன்.

எனவே, எப்போதும் தனக்கு உபகாரமாக இருந்து வரும் நாரதரிடம், என்ன செய்வீர்களோ தெரியாது… எப்படியாவது பெருமளவில் பணம் திரட்டி இந்தத் திருமணத்தை நடத்தி வைக்க உதவுங்கள்” என்று கேட்டுக் கொண்டார்.

பகவானே பணம் கேட்கின்றாரே’ என்று நாரதர், தேவர்கள் உள்ளிட்ட முக்கியமானவர்களுக்குத் தகவல் அனுப்பினார். நாரதர் சொன்ன தினத்தில் குபேரன் உட்பட அனைத்து திக்பாலகர்களும், நவகிரக அதிபதிகளும் சேஷாத்திரி மலைக்கு வரவழைக்கப்பட்டனர். இந்தத் தெய்வத் திருமணம் இங்குதானே நடக்கப் போகிறது!

சேஷாத்திரிக்கு வந்திருப்பவர்களில் யாரிடம் கேட்டால் பணம் கிடைக்கும் என்பது தெரியாதவரா நாரதர்? திக்பாலர்களையும் நவக்கிரகங்களையும் ஒருமுறை பார்த்த நாரதர், குபேரனைக் கண்டு அப்படியே பூரித்தார்.

குபேரனே… நீதான் சரியான தேர்வு. இந்த உலகத்திலேயே அனைத்து வளங்களையும் ஒருங்கே பெற்ற பெரிய செல்வந்தன் நீதான்… வைகாசி மாதம் வளர்பிறை தசமியுடன் கூடிய வெள்ளிக்கிழமை அன்று, ஸ்ரீநிவாஸனுக்கும் பத்மாவதிக்கும் திருமணம் நடைபெற இருக்கிறது. தற்போது ஸ்ரீநிவாஸனுடன் லட்சுமிதேவி இல்லை. எனவே, பணத்துக்குக் கஷ்டப்படுகிறார். ஏழையாக இருக்கும் ஸ்ரீநிவாஸனின் திருமணச் செலவுக்கு உடனடியாக நிறைய பணம் தேவைப்படுகிறது. இதற்குண்டான பணத்தை, நீ கொடுத்து உதவ வேண்டும். அந்தப் பணத்தை ஸ்ரீநிவாஸன் வட்டியுடன் திருப்பித் தருவார்” என்றார்.

குபேரனும் சந்தோஷத்துடன் சம்மதித்தான். எவ்வளவு தேவையோ, அவ்வளவு பணத்தைக் கொடுப்பதாக ஒப்புக்கொண்டான். ஸ்ரீநிவாஸனுக்கு குபேரன் கொடுத்த தொகை, ஒரு கோடியே பதினான்கு லட்சம் பொன் (இந்தத் தொகை பல்வேறு விதமாகவும் நூல்களில் குறிப்பிடப்பட்டிருக்கின்றன) என்று ஒரு தகவல். குபேரனிடம் கடன் வாங்கியதற்காக ஸ்ரீநிவாஸன் பத்திரம் எழுதிக் கொடுத்தார்.

அதோடு குபேரனைப் பார்த்து, நீ கொடுத்த பணத்துக்குக் கலியுகத்தில் வட்டி செலுத்திக்கொண்டு கலியுகத்தின் கடைசியில் அசல் – வட்டி எல்லாம் சேர்த்துக் கொடுத்து விடுகிறேன்” என்றாராம் ஸ்ரீநிவாஸன்.

குபேரனிடம் ஸ்ரீநிவாஸன் வாங்கிய கடனைத்தான், இன்று பக்தர்கள் உண்டியலில் கொட்டோ கொட்டென்று கொட்டி அடைத்து வருவதாகச் சொல்லப்படுகிறது. பக்தர்களிடம் வசூலித்துத் தருவேன்” என்று குபேரனிடம் ஸ்ரீநிவாஸர் சொன்ன வார்த்தைகளையே, திருமலையில் உண்டியல்களுக்கு அருகிலும் தேவஸ்தானம் குறிப்பிட்டு எழுதி வைத்திருக்கிறது.

நன்றி தீபம் (கல்கி வழங்கும் ஆன்மீக மாத இதழ்)  and P.Swaminathan

Source…..www.balhanuman.wordpress.com

Natarajan