Layout 1

Mr Khaitan recalls a discussion he had with his sons.

“I told Deepak and Aditya that acquisition is the way

forward.”

There was no scope for expansion within the land holdings of the Company. There was no acreage

to plant more tea and the cost of production was rising. He felt that ‘bought leaf’ would be productive; the

target would be to increase the crop from forty to hundred million kg. This proposal was realised by taking

over Moran Tea Company, DoomDooma Tea Company and George Williamson. The banks supported the

initiative and as capacity increased, so did the margins, and the Company turned the corner.

“Deepak is responsible for bringing George Williamson back into the Group in 2004,”

says Mr Khaitan. The

understanding between the Khaitan and Magor families was that if the latter wished to give up their stake in

the concern, the former would be offered the purchasing rights.When Mr Deepak Khaitan got to know that

this business deal was being considered he flew to London to meet Mr Philip Magor and concluded the

transaction. The finance was guaranteed by ICICI Bank and GeorgeWilliamson Assam became a part of the

Company.

“A lot of the credit for what we have achieved in Vietnam and Africa, first Uganda and then Rwanda, must be given

to Aditya,”

affirms Mr Khaitan. He admits that he was not in favour of venturing into Africa, an unknown

continent, but states with pride that,

“Today, the African investment has become very sound.”

The large volumes which the Company has access to allows for a strong presence in the world market.There

are a few pertinent reasons for this;

“Cost is controlled, we have more muscle power to sell our teas and because we

are a large Group we will go forward in profitability,”

proclaims the Patriarch.

“This is a chapter in history which I

hope continues.”

Vidya Kaul

Respect for old traditions in business: he believes that the reason for his success is that he

stuck by these in the ever-changing world of today.

Old fashioned values of honesty, integrity, sincerity, loyalty and “doing the decent thing”. Even

during the 'downs', he did not change his value system.

Staying positive even during the worst of times, believing “things will change”.

Commitment to service and to those dependent on him and the Company.

No procrastinating – when he wants to do something, he wants to “get on with it”.

Leading a disciplined life.

Having a broadminded outlook: it widens one’s horizons, undoubtedly helps in one’s personal

development and influences one’s way of doing business.

Respecting others’ expertise in their own fields and letting them ‘get on with their job’.

“Leave it to the experts,” he says.

Making calculated decisions keeping the long term benefits of the Company in view.

Being kind and helping people even if one is under no obligation to do so.

The Patriarch with the Heirs to his Legacy

Sons Aditya (left) & Deepak (right) and grandson Amritanshu (standing)

I am convinced that it is the strength of its systems

that has enabled the Group to keep pride of place as

leader in this industry.

“

”

We consider ourselves custodians, expecting nothing in return. Pour a

bucket of water at the base of a tree and move on, not caring about how juicy

the fruits will be. You will have done your bit.

“

”

B.M. Khaitan