Latest news with #AzimPremji
India.com
18 hours ago
- Business
- India.com
Once denied permission to stay at Wipro guesthouse, now serves as chairman of same company; he is...., father is...
India has produced several philanthropic leaders. It is impossible to mention the names of prominent donors without including Ratan Tata, Azim Premji, Sudha Murthy, Nita Ambani, Shiv Nadar, and Anand Mahindra. Azim Premji is a figure known better for his philanthropy work than his business acumen. Interestingly, Azim Premji has transferred his entire business to his son. The information technology giant, Wipro, established by Azim Premji, has now been passed down to his son, Rishad Premji. Who is Rishad Premji? What role does he hold in Wipro? Rishad Premji, like his father Azim, is recognized for his humility. He joined Wipro in 2007 and worked in several roles before becoming Executive Chairman in 2019 — including General Manager in the Banking and Financial Services business, Head of Investor and Government Relations, and Head of Strategy and M&A. He also holds directorships across various Azim Premji philanthropic entities. In 2014, Rishad Premji was recognized as a Young Global Leader (YGL) by the World Economic Forum due to his outstanding leadership and commitment to society. At present, Rishad Premji is the Executive Chairman of Wipro Limited, a consulting-led and AI-powered global information technology services company. He serves on the boards of Wipro Enterprises, Wipro-GE Healthcare, and the Azim Premji Foundation, which works to improve public school education, healthcare, and livelihoods across several Indian states. He also holds directorships across various Azim Premji philanthropic entities. According to the official website of Wipro, Rishad served as Chairman of NASSCOM, the trade body representing India's technology industry from 2018-19. Before Wipro, Rishad worked with Bain & Company in London and GE Capital in the US. Speaking about his educational qualification, Rishad has an MBA from Harvard Business School and a B.A. in Economics from Wesleyan University. In 2005, Rishad got married to Aditi, his classmate at Harvard Business School, in a simple ceremony. Rishad and Aditi have two children, Rohan and Riya. Azim Premji was born on 24 July 1945 and Wipro was established shortly after on 29 December 1945. At the age of 21, after the death of his father, Azim Premji took over Wipro and built it into one of the biggest IT companies in the world and raised his children with the same principles he has gained from his father. A great example of his values was when Rishad Premji was in London and asked to stay at Wipro's guesthouse. Azim Premji said no, because it is a company property and not a place for personal use.
Time of India
a day ago
- Business
- Time of India
We prefer to have idle pilots than grounded planes: Akasa CFO on losses, funding hiccups, Boeing
Akasa Air, which started in 2021 when the world was still reeling from Covid-19, is now a 30-plane airline controlling 5% of the domestic market share. It has, however, traversed this journey with some hiccups including related to excessive pilot hiring, international handicaps, heavy losses and slowed expansion last year besides dealing with delays in funding from Wipro's Azim Premji and a clutch of other investors. Akasa's CFO Ankur Goel took
India.com
a day ago
- Business
- India.com
Good news for Ratan Tata's company, Narayana Murthy, Sundar Pichai, as Tata, Google, Infosys ranked as India's top…, Mukesh Ambani's Reliance, Azim Premji's Wipro at…
Tata Group, Google India, and Infosys have been ranked as India's top three most attractive employer brands in the Randstad Employer Brand Research (REBR) 2025. The report highlights a growing preference among India's workforce for purpose-driven careers, with work-life balance, equity, and competitive salary and benefits identified as the key drivers of Employee Value Proposition (EVP). Tata Group scored very high on financial health, career progression opportunities, and reputation – the top 3 EVP drivers for the organisation, as per the India climbed the rankings this year to emerge as the runner-up, followed by Infosys, which occupied the third spot. Mukesh Ambani's Reliance, Azim Premji's Wipro Ranking The top-10 most attractive employer brands in India for 2025 also include Samsung India at the 4th place, JPMorganChase (5th), IBM (6th), Wipro (7th), Reliance Industries (8th), Dell Technologies Ltd (9th) and State Bank of India (10th). Based on insights from over 170,000 respondents across 34 markets, including 3,500-plus in India, the study reveals that today's talent expects far more than just a pay cheque. They are looking for inclusive, future-focused workplaces that support both personal and professional growth. When asked about their perception of an ideal employer, work-life balance and attractive salary and benefits have emerged as potential gaps that Indian employers still need to address, as per the survey. 'The 2025 findings reflect a clear shift- today's workforce is no longer satisfied with conventional jobs; they're seeking equity, purpose, meaningful growth, and work-life harmony,' Viswanath P S, MD & CEO, Randstad India, a talent company, said. Viswanath said: 'This year's data also reveals a steady rise in job-switching intent, especially among younger talent. It's a wake-up call for employers to move beyond transactional perks and build organisational cultures rooted in trust, transparency, and shared purpose.' 'As we lean further into a skills-based economy, the competition for top talent will only grow fiercer. The organisations that prioritise inclusion, foster continuous learning, and align with what truly matters to talent will stand out. I believe the REBR 2025 report will serve as a strategic compass for every employer striving to become a true talent magnet,' he said. What Report Says On Gen Z & Millennials Job Switch Plans? As per the report, 47 per cent of Indian employees planned to switch jobs in the first half of 2025, with both Gen Z (51 per cent) and Millennials (50 per cent) displaying a strong intention to switch employers. Moreover, AI usage is rising rapidly, with 61 per cent of Indian employees now using it regularly. Millennials are the most active users, with a 13 per cent increase over the previous year. The expectation of AI's impact remains high, with 38 per cent of employees feeling that AI is impacting their work significantly. Randstad India is a leading talent company providing services across four key specializations operational talent solutions, professional talent solutions, digital talent solutions, and enterprise talent solutions. (With Inputs From PTI)
The Hindu
3 days ago
- Business
- The Hindu
Complaint against fake investment firm misusing name of Premji Invest
The Cybercrime police, east division, have registered an FIR against unknown persons for allegedly launching a fake investment website in the name of Premji Invest, misusing the details of the company to cheat gullible investors. There was also an android app named PREMJIEX on Google Playstore and several WhatsApp groups under the same name, which is suspected to be created by the same fraudsters. The admins of these WhatsApp groups have misused the photographs of the management personnel of Premji Investment Advisory LLP, which were available on public domain. According to the complaint, Premji Investment Advisory LLP is the entity responsible for managing the private investments of Azim Premji, and it does not provide any manner of investment advisory to the general public at large, and it is only concerned with its group and affiliated entities. Premji Investment Advisory LLP does not have any social media presence either in its name or under its trade name of Premji Invest, barring a profile on Linkedin. The fraud came to light last month that unknown miscreants have created a website under the domain misusing the trade name Premji Invest. A probe revealed that the accused have been charging money from unsuspecting third parties on the pretext of providing stock market tips and advisory by taking advantage of the reputation Premji Invest. 'They go insofar as to claim that every transaction conducted on the website would contribute some money to the Azim Premji Foundation. They have also published the registration number belonging to the Premji Investment Advisory,' the complaint said. It said that the app on the playstore had a sub-text 'Gujarat Digital' owned by Vishal Ghanshyam, a lead being probed by the police. Efforts are on to track down the miscreants, the police said.
Time of India
6 days ago
- Business
- Time of India
41st anniversary of The Times of India, Bengaluru: Large-hearted ooru
By: Atul Satija India's Startup Capital Is Quietly Building Thoughtful Philanthropy When people speak of Bengaluru, they typically discuss startups. A city where every second building houses a team of twenty trying to crack an idea, a prototype, a product market fit It's not just the innovation that stands out, it's the mindset. A certainrestlessness to ask: What's broken? Why does it stay broken? What's the smartest way to fix it? That instinct, this curiosity, I've come to believe, runs through more than just tech. It isn't just building consumer tech or enterprise platforms. You Can Also Check: Bengaluru AQI | Weather in Bengaluru | Bank Holidays in Bengaluru | Public Holidays in Bengaluru It's quietly reshaping something else entirely: the way this city gives. I've spent the last 25 years working across both the corporate and development sectors. And in that time, I've seen a quiet but powerful shift in how philanthropy is thought about and practiced in Bengaluru. One that's less about legacy and more about problem solving. A kind of giving that is as first-principles and design thinking oriented as the startups that made this city famous. When wealth met willingness Bengaluru's philanthropic rise wasn't just a result of intent; it was also about timing. It was the result of new money meeting new questions. Around 2013, as India's startup ecosystem matured, many early founders were seeing wealth for the first time. Azim Premji had already set a benchmark, not just with the scale of his giving, but with the approach: longterm, institution-building philanthropy that worked with the state to strengthen public systems. Nandan and Rohini Nilekani invested in digital public goods- platforms that could serve as foundational layers for water, finance, and governance. Kiran Mazumdar-Shaw focused on strengthening health systems and biotech capacity. These moves weren't just generous; they were thoughtful and design-led. They inspired a newer generation of givers, including Prashanth Prakash of Accel, Nithin and Nikhil Kamath of Zerodha, Vidit Aatrey of Meesho, and many more. There's been a shift in how the newer generations have started seeing philanthropy: not as charity, but as catalytic capital for solving wicked problems. New mindset for philanthropy Bengaluru's philanthropic story is different from that of older Indian cities. In Mumbai, giving is often rooted in legacy- family foundations, inherited wealth, and decades-old institutions. In Delhi, it's more often linked to proximity to the state, policy, and advocacy. Bengaluru's giving culture is newer and in some ways, more experimental. Most of its wealth is first-generation. The volume of giving might not yet stand out. Mumbai still leads there. But it differs in the quality of giving. Many of its donors are engineers, product leaders, or founders who exited their startups and began asking what they could build next, not necessarily for the market, but for the country. They aren't looking to support the next big NGO. They are looking to understand why some programs stick while others don't. They question assumptions, challenge models, and most refreshingly, admit what they don't know. They have the patience, the back-end focus. The willingness to fund the invisible yet crucial layers, organisational tech systems, measurement frameworks, leadership development, that will allow social impact to scale. That humility is part of what defines Bengaluru's philanthropic identity. Along with a quiet appetite for collaborative bets, most Bengaluru funders are comfortable with iteration. They don't expect linear progress or perfect outcomes. They're okay with funding something that may fail, as long as it's trying to solve a root problem. And most critically, there's a bias for listening. I've seen people with enormous capacity sit silently through field reviews, only to ask one sharp question at the end. I've seen high-networth individuals defer to grassroots leaders because they know the latter holds the real insight. This culture, thoughtful, unassuming, and long-term in its lens, is what makes Bengaluru's giving ecosystem not just promising, but instructive. Opening up new opportunities Because of this ecosystem, we're seeing philanthropy move into bold, underfunded areas—supporting rural micro-entrepreneurs, funding nonprofits that work in low-income geographies, investing in tech platforms that serve the public good, and backing public institutions like the Museum of Art & Photography (MAP), the Science Gallery, and the Bangalore International Centre (BIC) that nurture civic imagination, dialogue, and cultural capital. We've seen funders commit to 5–7year partnerships. We've seen government–nonprofit collaboratives flourish because donors were willing to support the back-end functions—capacity building, shared infrastructure, policy research. Karnataka, for instance, was the first state to back the Indian Administrative Fellowship (IAF), a pioneering public–private partnership anchored by The/Nudge, which embeds talent within state systems to drive governance innovation. There's a new appetite for institutional resilience. No longer is it enough for an NGO to deliver services. It must be able to withstand external shocks, retain top talent, and evolve its model, all of which require flexible, long-term capital. That's what philanthropists in Bengaluru are beginning to provide. This is a great turning point that will enable non-profits to move away from survival and become a centre for innovation. But this experiment is still nascent. The road ahead Too little philanthropic capital still reaches women-led or Dalit- and Adivasi-led organisations. Rural changemakers don't always have access to the networks that open doors in urban ecosystems. And while government partnerships are growing, we haven't yet fully cracked how philanthropy can serve as an R&D engine for the state, especially at the last mile. We need to keep widening the circle. Keep investing in collective infrastructure. Keep learning from what's not working. And perhaps most importantly, keep listening. Because the success of this ecosystem won't be measured just in money moved or programs scaled. But in how resilient it becomes, how well it absorbs new voices, adapts to uncertainty, and builds trust at every level. As Bengaluru cements its place as a philanthropic hub, the next challenge is to widen the arc of giving. Karnataka is already India's secondrichest large state by per capita income, and Bengaluru holds a disproportionate share of capital, networks, and institutions. The momentum now needs to extend beyond - towards underserved states, rural geographies, and communities that remain on the margins of this progress.
