“Pas­sion and com­mit­ment for my work”

With a be­lief that skill sets are not cast in stone and need to change as the sit­u­a­tion changes, Rad­haram­nan Pan­icker, Man­ag­ing Di­rec­tor, DGM In­dia (win­ner of Game Changer at In­dia Cargo Awards– West & South 2015) shares what keeps him mo­ti­vated.

Cargo Talk - - Awards -

prin­ci­ples. Pas­sion and com­mit­ment for my work and right­eous liv­ing are my value sys­tem. To­gether they form the core of who I am. All achieve­ment is through team­work. In busi­ness, I have worked for the ben­e­fit of my cus­tomers. Have been al­ways trans­par­ent with them and had the hu­mil­ity to ac­cept my mis­takes. This al­lowed me to build strong bonds.

How did you de­cide to en­ter the niche seg­ment of ‘dan­ger­ous goods’?

When I started work­ing with CSC in 1995, as fully owned sub­sidiary of KLM, we were re­spon­si­ble for the com­plete cargo han­dling ac­tiv­i­ties of KLM Cargo. It was then I re­alised that Dan­ger­ous Goods (DG) reg­u­la­tion was be­ing vi­o­lated for small gains. I es­tab­lished strong sys­tems for ac­cep­tance check of DG cargo. Dur­ing one of my jour­neys abroad to at­tend an IATA DG con­fer­ence, I came across an ex-KLM em­ployee Frank Pet­tilon, Founder, DGM Nether­lands and DGM Net­work. We hit off and dur­ing my next visit to Nether­lands, he asked me ex­plore the idea of set­ting up DGM In­dia. In 2006, along with an old friend, I de­cided to start DGM In­dia. But my job with CSC didn’t al­low me time to pay much at­ten­tion to DGM In­dia so it re­mained fo­cussed largely in DG train­ing. What are the things to keep in mind while trans­port­ing dan­ger­ous cargo?

Dan­ger­ous goods are dan­ger­ous only when spilled. Then it can cre­ate a haz­ardous sit­u­a­tion such as tox­i­c­ity or flamma­bil­ity.

As a UN com­mit­tee de­fined it, the key to man­ag­ing the risk of trans­port­ing dan­ger­ous goods is to cor­rectly clas­sify and prop­erly iden­tify the dan­ger­ous goods, pack them ap­pro­pri­ately and fi­nally mark, la­bel and doc­u­ment them cor­rectly. What is your suc­cess mantra? The mantra for suc­cess is good lead­er­ship, courage to ac­cept your mis­takes, trust and be­lief in the abil­ity of your peo­ple to de­liver, be­ing jack of all trades and master of some, know­ing your fi­nances well, hav­ing the abil­ity to se­lect good peo­ple and be a risk taker but don’t be rash.

There should be a vi­sion for a big pic­ture, cre­ative and in­no­va­tive ideas, abil­ity to un­der­stand tech­nol­ogy and will­ing­ness to change the way the game is played. Your in­spi­ra­tions are... My in­spi­ra­tion comes from my fa­ther who pro­vided an open en­vi­ron­ment, with­out giv­ing me the op­por­tu­nity to be­come a spoilt brat. Other peo­ple who in­spired me were my ex and cur­rent em­ploy­ees.

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