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'I am very passionate about the textile business' – Nipun Arora, Aarvee Denims
21 Sep '11
10 min read
He admits he is short-tempered, but is seriously trying to overcome the shortcoming. He considers himself blessed to have been born in to the Arora family. Though conservative by nature, the brothers were always given the freedom to do whatever they wanted, but never took advantage of the freedom.
He considers the family to be rich in ethical values, which they inherited from their original middle-class background, when in Delhi. They have still retained those in the family as well as for the business.
Aaarvee Denims Ltd, today the second biggest denim producer in India, was started off as a private limited company in 1989 by two families – the Arora's and Shah's and went public in 1991. They initially started off small - just around 3,000 meters per day on ordinary automatic looms and Aarvee was begun mainly to complement the Arora family trading activities in Delhi.
The real pace of expansion started in 1995, when they joined hands with a few good overseas buyers. They invested in latest technology and in a spinning unit. After the addition of a new capacity in the next 2-3 months, denim output at Aarvee will now touch a staggering 75 million meters per annum.
The numbers game does not excite him like for instance, Aarvee being called the number-2 denim producer in India, but wants Aarvee to be gauged on performance parameters like good management and better product development. He would be more contended if Aarvee is able to earn a little bit of more respect than its competitors from its associates.
He says Aarvee has been conservative in its approach to growth and feels that the approach has paid off. “Explosive growth does not excite us as much as delivering a steady performance and satisfying one's inner self. We believe in eating, digesting and growing and not just eating and growing”, he informs.
The main qualities he admires the most in his eminent father is his dynamism, his way of approaching issues positively, managing people, generating loyalty and fire among subordinates, and striving to achieve set targets.
Nipun reveals, “My father has never put pressure on himself and his people to achieve targets. I do not recall a single person leaving Aarvee Denims, due to his temperament. He gives targets and also all the freedom to achieve them, but wants those targets achieved and stands by his people in their failures. My father considers the 3,000 people directly or indirectly working for us as a larger family”.
Speaking about the modernization drive at Aarvee, he says with pride, “When compared with any company, as old as us or even a new company, we are on par or even better in terms of technology deployed. Buyer's trust increases, when you have modern technology. We have continuously upgraded the technology employed at Aarvee and can say with conviction that our products can match with the best in the world”.
Nipun says he does not have one mentor. “My mentoring as been done totally in-house by my family. I consider my grandfather, my father and my uncle, all of them as mentors. I started learning from the bottom. I have worked up my way, by learning and working in various departments like accounts, store, marketing, factory shop floor, etc. I sincerely believe that, till you do not know the nitty-gritty of your business, it will be difficult to take correct decisions when sitting in the senior management chair”.
He considers the family to be rich in ethical values, which they inherited from their original middle-class background, when in Delhi. They have still retained those in the family as well as for the business.
Aaarvee Denims Ltd, today the second biggest denim producer in India, was started off as a private limited company in 1989 by two families – the Arora's and Shah's and went public in 1991. They initially started off small - just around 3,000 meters per day on ordinary automatic looms and Aarvee was begun mainly to complement the Arora family trading activities in Delhi.
The real pace of expansion started in 1995, when they joined hands with a few good overseas buyers. They invested in latest technology and in a spinning unit. After the addition of a new capacity in the next 2-3 months, denim output at Aarvee will now touch a staggering 75 million meters per annum.
The numbers game does not excite him like for instance, Aarvee being called the number-2 denim producer in India, but wants Aarvee to be gauged on performance parameters like good management and better product development. He would be more contended if Aarvee is able to earn a little bit of more respect than its competitors from its associates.
He says Aarvee has been conservative in its approach to growth and feels that the approach has paid off. “Explosive growth does not excite us as much as delivering a steady performance and satisfying one's inner self. We believe in eating, digesting and growing and not just eating and growing”, he informs.
The main qualities he admires the most in his eminent father is his dynamism, his way of approaching issues positively, managing people, generating loyalty and fire among subordinates, and striving to achieve set targets.
Nipun reveals, “My father has never put pressure on himself and his people to achieve targets. I do not recall a single person leaving Aarvee Denims, due to his temperament. He gives targets and also all the freedom to achieve them, but wants those targets achieved and stands by his people in their failures. My father considers the 3,000 people directly or indirectly working for us as a larger family”.
Speaking about the modernization drive at Aarvee, he says with pride, “When compared with any company, as old as us or even a new company, we are on par or even better in terms of technology deployed. Buyer's trust increases, when you have modern technology. We have continuously upgraded the technology employed at Aarvee and can say with conviction that our products can match with the best in the world”.
Nipun says he does not have one mentor. “My mentoring as been done totally in-house by my family. I consider my grandfather, my father and my uncle, all of them as mentors. I started learning from the bottom. I have worked up my way, by learning and working in various departments like accounts, store, marketing, factory shop floor, etc. I sincerely believe that, till you do not know the nitty-gritty of your business, it will be difficult to take correct decisions when sitting in the senior management chair”.
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