Rejoicing my School days in Vilangudi Village

My humble contribution to my village school

V Balasubramanian

I hail from a small village called Vilangudi or Kabithavanam near Kumbakonam. It is always my pleasure visiting my village and the primary school I studied. Recently, as a I token of my love and affection for the school and the kids, I donated one Ahuja public address system. The school HM, Thiru Muruganandam appreciated my timely and useful gesture. My brother, V Radhakrishnan also donated one ceiling fan for the school. We were honored by the HM and his fellow teacher. It was a pleasant refreshing experience for us while addressing the children and interacting with them. I have found them talented and sharp. There is a greater joy in giving what we can that too to our native place. It is my pleasure to share the pix taken on the occasion with my brohters and friends.

ET Balu: From Cauvery Delta to Car Capital Chennai

2.3.2013

DELTA LAND TO DETROIT CHENNAI: My Fascinating Journey as a Journalist

V Balasubramanian

I hail  from a small village near temple city, Kumbakonam. Born in a large family of five sons and three daughters plus relatives, I have  fascinating stories to share about my childhood, youth and professional life. I enjoyed the excellent affection,  patronage of my parents, elders, in laws, friends  and my beloved wife, G Malathy. God has been very kind to me in leading a meaningful life.

In my three decades of my career in business Journalism in FE and ET,  I had the rare fortune of interacting with different people and writing articles on different subjects. The people I have met include Chief Ministers, politicians, trade union leaders, captains of industry, professionals, experts. Entrepreneurs, achievers and thought leaders. I also had the wonderful opportunity to meet students and young Indians, who are the Becon lights of our Mother India. I thought of recounting some of my interesting experiences.

Pix I: I am greeting Venu on his taking over CII president
Pix 2: I am with Venu at CII autoserve; Also seen is  my good friend, R Dinesh

TVS Venu's style of answer by singing a song

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Venu Srinivasan,CMD, TVS Motor and Sundaram-Clayton (SCL) is one of the leading captains of industry I admire and  have known for long. I used to break lot of exclusives about TVS group. Venu is media friendly, but he will avoid confirming or denying any news break. Before Suzuki’s exit from TVS in the two wheeler business,  they had an uneasy relationship. Whenever I asked him about it, Venu would say, “ It is like a husband-wife partnership. You can’t be asking when did the husband stop beating wife”.

Again,  In early 2000, I along with my ex colleague D Govardan broke the news of SCL recasting its business and hiving off its break’s division into a separate entity and allowing its US partner, Wabco to hold majority stake. It stirred  a big debate inside the company as to who would have leaked the development to ET. I was approached by two or three people to confidentially share with them the sources. I had politely declined their request. The  recast process was dragging for years with pending approval from the US.  I used to come out with regular follow up stories. Whenever I asked Venu about the deal, he would smilingly sing the song, “ Sondham eppodhum thodar Kadhaithan, Mudivey Illadathu ( Relationship is always enduring and it has no end). Finally, the recast came through with SCL exiting break business in favour of Wabco. In turn, Wabco exited SCL.

 In Dec, 2012, I broke the news of Venu and his brother, Gopal Srinivasan parting ways smoothly by de-merging the businesses that came under Sundaram-Clayton and its subsidiaries. It again stirred a big debate in TVS group and in corporate circles. It went on page 1 in ET all editions and won appreciation from ET senior editors.

It is my pleasure to share more such exciting experiences in the coming days.

Two Roses: AIBOA, AIBEA

18.2.2013

Reflecting on my Golden days thanks to AIBOA comrades
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V Balasubramanian


Feb 14, 2013 is a memorable Golden day in my life. I had the honour of re-launching the “ Two Roses” magazine published  by All India Bank Officers’Assn ( AIBOA) along with my best friend, Comrade R J Sridharan, Chairman, AIBOA, Comrade Nagarajan,General secy and other comrades. It also marked the historic 33rd Founding Day of AIBOA. It proved a great moment  to reflect on my  golden days of covering TU movement in the banking industry.

When they invited me for the occasion, my joys knew no bounds. For, since 1982, I had extensively covered the negotiations on bank wage revision, computerisation,  the struggles and agitations by AIBEA, AIBOA, BEFI, AIBOC and other unions in FE and later in ET. I had interviewed veteran AIBEA leaders like com Prabathkar, Comrade Tarak, Comrade Sampath, RJS and Menon ( AIBOA) Godbole, Sengupta ( AIBOC) besides IBA Chairmen such as, N Vahul, Goiporia,  and Srinivasan.

I conveyed my best wishes for the resounding success of  Two Roses Journal for reflecting the voice  of AIBEA and AIBOA and  protecting the interest of lakhs of award staff and officers.

While sharing my thoughts on the occasion, I said the banking industry was once dubbed an “ high wage island”. But,  over the years, a number of such Islands have cropped up leaving the bankmen behind.

 I stressed the need for public sector banks, with all their unique strengths, to connect with more  gen next customers.

I also underlined the need to re-visit the HR policies by PSU banks to really empower and re-energise the employees and officers by ensuring  a healthy work life balance and promoting a sense of ownership among them. I feel, most of them are employed or enabled with a good work environment.

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N Srinivasan, MD, India Cements: Dynamic leader with Sportsman spirit

31.1.2013

N Srinivasan, India Cements VC & MD: Sportsman Spirit in Cementing Success

I am with Shri N S Sir at the centenary celebration of his Father in 2012, 

V Balasubramanian, Asst. Resident Editor, Economic Times

In my long innings as a business journalist, I have interacted with several top industrialists and CEOs in TN.  I have won their goodwill thanks to my strong platform- ET and by belief in fostering long term relationship.

One among them is Shri  N Srinivasan, Vice-Chairman & MD, India Cements.  I have lot of respect for him and  proud of enjoying his goodwill and affection.

 It is worth profiling his fascinating  business journey  for inspiring the gen next leaders in family business as well for entrepreneurs. They can a learn a lot from his art of managing and growing business in good and bad times, on how to manage the turbulent political environ and  how to retain and inspire your team and how to safeguard the interest of all stake holders. He is one of the most successful businessmen from the south.

In November 2012, when the Indian postal department released a commemorative postage stamp in honour of ICL founder, late Sri T S Narayanaswami, who is Srinivasan’s father, I was touched by the company’s apt tribute to TSN. It said, “ There are those who live by the book and others whose lives are a textbook on how to live”.

Talking about  his father on the occasion, NS said, "My father was a mentor and inspiration to many. He was one of the  entrepreneurs of Independent India who found opportunities and contributed to the industrialisation with a vision and determination. India Cements came out with the first public issue post Independence".

TSN,  whose birth centenary was celebrated in 2012, was known for his excellent qualities  as an industrialist, visionary, patriot, philanthropist and humanist. We are all now witnessing the   rich legacy and great human qualities of Father   being preserved and  sincerely followed with an abundant passion  by his son,  Srinivasan, his  family and the dedicated  ICL team. Shri Srinivasan is an highly educated and well read businessmen. After doing his B Sc technical, he obtained his Master of science  from Chicago.

A known figher, Srinivasan has weathered storms and turbulent times in business. He has retrieved the company from the brink and restored it on the high profit track.  Perhaps, his sportsman spirit helped the company to sail through rough weathers.

In the eighties, when I was a reporter in Financial Express, my Boss gave me the task of getting the High Court order relating to the tussle between N Srinivasan and late K S Narayanan, Chairman, Chemplast group. That time, MNC ,ITC was trying to acquire ICL and it  figured in the Assembly when MGR was CM. I got a copy of the  court order and filed the report. That time,  NS was removed from his MD post and IDBI appointed its senior official to manage the company.

It was in 1989, when DMK returned to power, headed by CM, Drr. M. Karunanidhi, NS with the support of his close friend, late Murasoli Maran, who was a Minister in the NF Govt at the centre, regained control from IDBI and became MD. By that time, I had joined ET and came into contact with NS.

In his second innings,  Srinivasan turned an aggressive industrialist from the conservative south. In the nineties, he stormed the corporate world by a string of mergers and acquisitions. The deals included major cement plants in Andhra Pradesh like Coromandel Cement, Yerrakuntala plant of PSU, CCI, besides Visaka and Raasi.

Even as Chemplast retained its stake as co- promoter, NS focused on entering areas in which Sanmar group had interest. That way, he saw ICL entering property development, shipping,  financial services ( by acquiring Aruna Sugars Finance).

He made ICL largest cement producer in the south. Starting with its first plant set up in 1949 at Sankarnagar, it has grown rapidly with seven plants in Tamil Nadu and Andhra Pradesh with a combined capacity of 14 million tonnes per annum. It  also  entered  North India with a 1.5 million tonnes plant set up in Rajasthan through its subsidiary, Trinetra Cement.

ICL under his dynamic leadership, ICL saw  a five fold increase in turnover from Rs 1033 crore in 2002-03 to Rs 4741 crore in 2011-12. He believed in sustaining the good business model of its core business- cement and keeping the assets in good condition. In the process, the company entered related fields like shipping, power generation and coal mining. ICL also has a large  sugar factory in Karnataka. It held a strategic stake in Ponni Sugars. 

He made Chennai proud by successfully bidding for  IPL cricket game for $ 91 Billion in 2008  and has built a strong brand in  Chennai super kings. He is now the president of BCCI . He has been spearheading TN cricket administration  and supporting the development of able players at the State and national level.

Even as ICL retained focus on the core business- cement, to his bad luck, market slowed down. The states also decided to phase out sales tax concession for fresh capacities. The company caught everyone's  attention when it slipped into red with a net loss of Rs 7.57 crore in 2001-02 on a turnover of Rs 1313 crore. It came after its peak profit of Rs 87 crore in 1998-99 and Rs 51.15 crore in 2000-01.

But, he did not lose sleep. Rather, he said, "We always had faith in our business model. We knew this was a market driven condition and we would sail through. We had kept our assets in good condition. At every stage, we turned proactive and retained our focus on the core business (cement) and cost cutting. We did not divert money buying aircraft and producing cinema. And, we did come out without losing our integrity.".

Again, In 2002-03, when ICL reported a colossal loss of Rs 307.23 crore in a single year on lower turnover of Rs 1033 crore, it was thought Srinivasan's empire was cracking. ICL's fortunes were dented by its mounting debts of over Rs 1800 crore, market slow down and drop in realisation and above all new Government (AIADMK) in the State in May 2001, which ran a tirade against him for being close to late union Minister and DMK leader, Murasoli Maran. It slapped a dual sales tax on cement sold in the State.

So, ICL  again reported a loss of Rs 112.73 crore in 2003-04. In January 2003, when it  had a huge debt of Rs 1800 crore, the corporate debt restructuring cleared by RBI had stipulated infusing Rs 800 crore fresh funds by March 2006. There were pressures on him to sell Raasi and Visaka. He took the setback as a challenge and decided to fight back.

Thanks to his efforts, ICL achieved a turnaround .  When the buoyancy returned to the market since the last quarter of 2005-06, ICL reaped the benefits of its efforts. In the third quarter of 2006-07, ICL clocked a net profit of Rs 309.69 crore and wiped out its accumulated loss of Rs 262.53 crore.

With all his plants operating at full capacity and upswing in cement prices in the south, in the whole of 2006-07, it reported a record net profit of Rs 449.5 crore on a turnover of Rs 2,367 crore against Rs 45.31 crore in 2005-06.

He saw ICL coming in   full circle having achieved a turnaround, slashed interest cost and  debt from the peak of Rs 1800 crore to Rs 1000 crore( bearing 11.5% interest), consolidated promoter’ holding and  market share.

If Essar’s revival through CDR ( corporate debt restructuring) mechanism turned a case study in the West, it was ICL’s turnaround saga through CDR route in the south. What had earned him the name of a serious player in the industry is that even during the worst time, he did not sell any asset and remained focused on the core business.

He focused on financial re-engineering, continued cost cutting, consolidation of promoter holding and market share. In December 2004, it raised the largest amount (in the south) of Rs 655 crore ( $ 149 Million) from Hong Kong based fund manager, Asia Debt Management (ADC) by way of debt and equity.

In October 2005, when the company hit recovery path, Srinivasan faced an unexpected but crucial challenge. As his team was preparing for the road show for its $ 100 Million GDR issue, ICL's co-promoter, Sanmar group wanted to divest its stake.

Srinivasan had no option but to find resources for acquiring the 11.91% stake for around Rs 192 crore. Lest, it would have slipped to another hand, trigger-ing an open offer and threatening his hold over the company. Later, Sanmar further diluted its holding and the deal cost Srinivasan another Rs 124 crore.

He raised the GDR issue successfully. It also raised $ 75 million through an FCCB issue to fund its expansion of capacity from 2 million tonnes to 11 million tonnes by March 2008.

ICL’s turnaround saga made up the industry sit up and notice it. It  was a hot topic in B schools and corporate corridors. He turned a favourite speaker as a turnaround artist  in management sessions in the city.

I remember in April 2007, when Madras chamber organised a break fast session at a five-star hotel on, 'Managing in turbulent times' NS was picked up to share his thoughts on the theme with CEOs and professionals.  He was aptly qualified for the session having made a phoenix-like rise from the ashes.

At the AIMA national convention in September 2009 for which he was the chairman, he said,” the corporate world has seen a lot of turbulence, with business leaders driven by short-term gain, which in turn, has resulted in the demise of a number of world-class companies”.

He said the surest way to build lasting value in companies was  to focus on its core business. Although diversifications promise untapped potential, only very few business houses have succeeded in businesses far removed from their core competencies”.

Friends of Srini, as they call him, say, “ As an avid chess player, he is known for cleverly moving his coins to score a win.  He has already emerged the sole promoter of ICL having acquired the stakes of other major investors who formed part of the promoter group.  In the first round of consolidation which took place in 2005 and 2006, the company saw the exit of Sanmar group which was the  co-promoter.

That time, Mr Srinivasan, along with his brother Mr N Ramachandran  bought out brothers, N Sankar and N Kumar of Sanmar group.

The second and final round of consolidation of promoter holding in ICL took place in August 2009, when Srinivasan acquired  the stake of his  brother Mr N Ramachandran, who was its Executive director. He had quit the board and no longer part of the promoter group.

It did not result in any  change in the total promoter holding. Mr Srinivasan  emerged as the sole promoter of the company,  holding over 28% stake. The  balance stake is  held by institutions and the public.  Mr Srinivasan's  daughter, Mrs. Rupa Gurunath is a whole time director of the company. ICL has  moved over to its own premises in Chennai. It was acquired  from ICICI Bank.

"When you have to survive, you will find a way to survive," he used to say pointing that victory and defeat are two sides of the same coin. His passion for the three C's -- cement, cricket and credibility -- has helped him zoom beyond his peers even in the face of the most critical setbacks.

In a state which is known for business-politics nexus and rivalries, Srinivasan knew how to strike a balance. He would say, "When I faced the worst political ambush (during the AIADMK regime in 2001-06), I had accepted it as part of my life. No B-School will teach you on political management. You have to only deal with it".

True to his style, he quietly worked with the hostile AIADMK Government and got the dual ST scrapped during the regime itself. In any case, it would have gone with the introduction of VAT by the successive DMK Government which came to power in May 2006.

On whether family businesses are better run as compared to professionally managed ones, the avid golfer, with an impressive handicap of nine, said "when a person from the family runs the business; he will think business 24/7. Our view is that family-run professionally managed business is always a winning combination".  NS is known for taking care of his employees, both in good and bad times. It is no surprise that he has a dedicated team working for long in the company.

NS is known for his sense of humour and deftly handling tough questions from media. He is known for meeting the media during every quarter. He  did not duck them even when ICL was in the red. I used to wonder how he is able to handle multiple tasks. Perhaps, it stemmed from  his art of time management. He was steering industry bodies like CMA, AIEO, MCCI. He avoided becoming FICCI president in order to focus on expanding his cement business. But, he  has been supporting the activities of industry bodies.  I sincerely pray Almighty for his leading a healthy life for long, continued prosperity of ICL family and  his service to the society at large.

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Gandhi Jayanthi celebration

V Balasubramanian
It is my pleasure to share my pix taken on the occasion of my speaking on Growing relevance of Gandhian ideals in new age economy at a seminar organised by Sri Vishnumohan Foundation, T Nagar, Chennai on Oct 2, 2012. I was fortunate to share my thoughts amidst the Blessing of Her Holiness Gnananda Saraswathi Swamigal, Swamiji, Sri Hari Prasadji, Scholars and Devotees.

Growing Relevance of Gandhian ideals, thoughts

Oct 2, 2012

Sri Vishnu Mohan Foundation:

Seminar on

Relevance of Ahimsa & Gandhian Ethics In the contemporary times

Growing Relevance of Gandhian ideals

in new age economy

V Balasubramanian,

Asst Resident Editor,

The Economic Times 

I sincerely appreciate the initiative by the foundation to inspire children, youths and senior citizens on the growing relevance of Gandhian principles and values.

Having imbibed Mahatma’s name, the Foundation can really take pride in celebrating and spearheading the immortal and universal values and principles of Gandhiji.

In critical times like what we are facing today, it is all the more important for imbibing Gandhian principles, ideals and values among children and youths. They had relevance in the past, have more relevance at present and will continue to have in many more years to come.

It is time for all of us to always fondly remember Mahatma and refer and reflect Gandhian principles such as non-violence, courage, truth, selfless service, honesty, integrity and Grama Swarajya.

His religion was tolerance

We all know how Gandhiji won a great non-violent battle against the mighty British Empire and in the process evolved a moral force so powerful that it attracted the attention and admiration of the world. Mahatma said,” I have nothing new to teach the world. Truth and non-violence are as old as the hills”.

In an age of mutually assured destruction, we need to remember Gandhiji’s warning about an eye for an eye making the whole world blind.  We are all craving to live in a world of peace. Whereas, we are living in such a horror world that looks like we need to observe an international day of non-violence every day not just on Jan 30, when Gandhiji became a Martyr. 

Gandhiji’s strengths came from his faith but his religion was tolerance. We need to teach our children that compassion is above justice.

You all would have read US President, Barack Obama’s reaction to the violent reactions in the US that erupted in the aftermath of an anti-Islam film. He said, “It is time to head the words of Gandhi, “Intolernce is itself a form of violence and an obstacle to the growth of a true democratic spirit”.

Gandhi as brand ambassador

No wonder, with increasing penetration of internet and Google, he has turned the best Role model for today’s generation across the world. And also an inspiration and a brand ambassador for leading organisations.

In one of its famous advt campaign on Oct 2, Mont Blanc recalled his famous quote that “the way to truth lies through Ahimsa (non-violence)” it pays tribute to the man whose words had the power to move the masses and the soul.

To commemorate Gandhi’s historic Salt March in 1930, it unveiled an 18 carat gold nib plated with rhodium pen at a cost of Rs 14 lakh.

In the 1990s, Apple, which has now turned a giant in the Iphone age, used Gandhi’s meditating image to launch its Machintosh range of computers. That is now a collector’s item.

At the height of global financial crisis in 2008-09 when several banks collapsed, AIG in its advt relied on Mahatma Life to win the confidence of investors. Its advt said, “some times all it takes to change the world is not be changed by it”.

Further, AIG, which had a JV with Tatas said, “one man who believed he could stand by his convictions and seize the future. His determination, courage and undying resolve to change the world continue to inspire us. We saluate his resilient spirit to overcome every challenge. Let us unleash the power of one. And continue for ever the legacy of Mahatma”.

We all know the success of movies like Gandhi in early 80s starred by Attenborough and Sanjay Dutt moved Munnabhai in 2006.

Customer service is the buzz word in the liberal era. On entering any bank branch, we find only Gandhi said about customer service.  “A customer is the most important visitor on our premises.  He is not dependant on us. We are not doing him a favour by serving him. He is doing us a favour by giving us an opportunity to do so”.

The most important quote I admire the most is “ We must be the change we wish to see”. If Bhagavat Gita tought us the importance of accepting change in our life, Gandhiji wanted all of us to embrace it and set an example before expecting others to do it. In times of change, there is no incentive so great and no medicine so powerful as hope for a better tomorrow.

Gram Swaraj was his dream

Gandhiji said, “I have believed and repeated times without number that India is to be found not in its few cities but in its villages”. Even after 65 years of our Independence and economic liberalisation since 1991, 70% of our population still dependent on rural economy. It remains the Real Bharat.

Despite being one of the fastest growing economies in the world, a missing link or disconnect is being felt with a large section of our people, especially in rural India.

Our growth benefits are not trickling down or percolating down thereby widening the rich- poor divide.

That is why; we are seeing more himsa and crimes in the form of violence, terrorism and killings. The policy makers are seeking to resolve the problem through inclusive growth with economic empowerment of the masses by way of education, employment and economic activities.

Gandhiji on Greed.

Gandhian thoughts on Ethical practices have become critical in the context of the madness for wealth creation, both by individuals and organisations. They are also important for overall governance and building  an organisational culture.

Let us recall the dialogue in the movie Wall Street which became a hit in 1987. “Greed is good, greed is right, greed works... it will save not only the company but the malfunctioning corporation called the USA,” boomed actor Michael Douglas, portraying the rich fictious character Gordon Gekko, to Teldar Paper stock holders in the 1987 movie Wall Street that won him an academy award.

When this clipping was played in one of the B Schools two years ago and when MBA students were asked “Which is the underlying problem behind the global financial meltdown?” Greed shot back the MBA students in chorus. The students were then reminded of Mahathma Gandhi’s message, “Earth provides everything to satisfy every man’s need but not every man’s greed.”

When asked to choose between Gekko and Gandhiji, the budding managers all replied Mahatma in unison.

Complete erosion in ethical values and loss of moral values are responsible for the failure of banks in the US (25 banks in 2008) and 120 in 2009 so far) as well as the latest scam involving the hedge fund player, Rajrathinam of Galleon Corporation which caused the collapse of so many banks”.

The “hurricane victims” are not only from the financial sector but in the past it had companies like power major, Enron, Worldcom, Tyco Corporation etc., Ethical collapse often precedes financial collapse. If there are ethical problems, financial demise is certain.

Our Motherland is rocked by mega scams like commonwealth games, 2G, Coalgate.  Greed and failure of ethical practices are the underlying problem behind the scandals.

Again, corporate social responsibility (CSR) and ethics are two sides of the same coin.  The high visibility an organisation gets due to its CRS activities and many awards do not guarantee their following ethical practices”. The best example is the fraud in Satyam Computers involving its founder and promoter, B Ramalinga Raju, who got Asian CSR award.

We see now a days a craze for wealth creation and also buying Yellow metals, all at the cost of our health. Let us rembember what Bapuji said, “It is health that is real wealth and  not pieces of gold and silver”.

Mahatma on Seven Social sins

Politics without principle, wealth without work, pleasure without conscience, knowledge without character, commerce without morality, science without humanity and worship without Sacrifice.

Pandit Nehru on Mahatma

This light that shone in the country was no ordinary light. And a thousand years later that light will still be seen and the world will see it.

Jai Hind.

Profile of Balu Balasubramanian of the Economic Times

 I thought it is better to share my profile for the benefit of my relatives,  friends and well wishers. In my future blog writings, I intend to share my lively experiences in the over three decades of career in Business Journalism. Cheers Balu

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Profile of V Balasubramanian, The Economic Times

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 visbala@gmail.com;

V Balasubramanian is currently  Assistant Resident Editor with The Economic Times, Chennai. ET is part of Times of India group. ET is India’s largest selling business news paper, published from 11 centres.

Balu  has over 30 years of experience in business Journalism. Hailing from an agri family in Thanjavur district,  he did his M A  Economics from Kumbakonam Arts College in 1978 and scrored First  Class.

Fifty Seven year  old Balu has risen to become a senior and well known journalist through his hardwork, passion for learning and perseverance.

He began his career as a Lecturer in a college in Mumbai. Later, he joined the erstwhile Commerce Publications as Research Associate. In 1980, he joined Financial Express and got transferred to Chennai in 1981.

Balu moved over to ET in December 1989. In his long career, Balu has been writing articles on a wide range of subjects covering politics, business, southern economy, corporates, industrial sector, banking and

 industrial relations.

He has to his credit a number of exclusive stories on new projects, mergers and  acquisitions, boardroom changes, corporate battles etc. He has brought out special features and articles on major industries, andTN economy. He has built strong relationship with Corporates and institutions in TN. He has officially visited UK, Germany and Saudi Arabia.

Balu  has  addressed a number of seminars and special programmes. He hasIntroduced over 75 captains of industry and professional achievers to management and professional students in various colleges and B schools through ET in Campus, an exclusive forum for students started 11 years ago.

 He has also organised several knowledge sharing sessions with CEOs and  CFOs as part of the initiatives by ET. An ardent believer in team building and excellence and a great admirer of India and its inherent strengths, Balu takes pride in working for ET, a Super Brand and a Power of Knowledge. He has also addressed a number of public fora and seminars. 

In 2012, he  was presented Rathna Award for his outstanding service in the field of Financial Journalism by Yogakshema Trust, Triplicane.

Balu is also known for his love for his mother tonque and poet Mahakavi Bharathiyar. From childhood, he has been writing poems in Tamil. Balu has his passion for public service and charity and contributes his best for his native village and for the betterment of economically weaker sections. He played a key role in promoting the first journalist colony at Tiruvanmiyur in Chennai in 1993 and he has been steering the  activities of the welfare association of the colony.

Balu has a loving wife G Malathy, working in State Bank of India. The couple have their beloved only son, B Sreekumar, studying Fifth standard in a premier school in Chennai. Balu is known for his interest in Namasankeerthanam and he has written articles based on the interview with leading Bhajan experts in the website: carnaticdarbar.com. Balu and his family are ardent Devoitees of Sri Kanchi Mutt and Sankaracharyas.

Balu is a great admirer of former Indian President, Dr Abdul Kalam and Kalam's vision for making India a developed nation and an economic power house by 2020. Balu also strongly believes in leveraging the youth power and he has inspiring them with his addresses and actions.

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