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Corporate social responsibility is about companies doing the right things. Committing to ethical business practices, contributing to economic development of our society and communities, being the custodian of the environment, and helping improve the quality of life of its workforce and their families.


At BMC Software India Pvt. Ltd., CSR is a deeply ingrained belief of doing business by contributing valuably to the community and society. We work with non-profit organizations, and help with community projects (health/wellness), by partnering and bringing in sustainable and innovative CSR activities. Our aim is to make the most meaningful impact, or bring about a considerable positive change to our communities.


Our goal is to give back to our society more than what we take from it.

Nelson Mandela once said, Education is the most powerful weapon which you can use to change the world. And we, at BMC India, dedicate our efforts towards the cause, one step at a time.



Education ranks top in our initiatives. We are associated with many schools and colleges, supporting, sponsoring and helping with the educational needs, and scholarships of many underprivileged students.

The impact we aim at creating, is not about just the financial aid we, as an organization, provide. We bring in an important element of personalization. Most of the initiatives and activities that we undertake involve volunteering efforts from our workforce and their families. It is heartening to see the high levels of commitment that our people bring to the programmes. Their involvement and devotion to the society is incredible. Their concern for the environment is selfless.


We recently also signed up to help further the cause of Lila Poonawalla Foundation by signing up to sponsor
education of 10 underprivileged girls.


(L-R) Shruti Verma, lead education developer and BMC Pune CSR Core team member; Mrs. Kalyani from Lila Poonawalla Foundation, Tarun Sharma, VP, R&D and Head of BMC India and Ukraine; Lila Poonawalla, Founder- The Lila Poonawalla Foundation; Manish Deoghare, Director, Procurement, and head of the BMC Pune Corporate Social Responsibility team; and Yesh Verma, HR business partner and BMC Pune CSR Core team member


Our initiatives to serve the environment witnesses high participation in activities like planting saplings, and saving natural resources and energy by recycling and reducing wastage. Our new facility is a good example of the same.


We look at CSR as a source of opportunity to bring in sustainable innovative ideas to help people, and enhance our environment for the future generations.


We pride ourselves in helping bring ‘new life after dusk’ to Sakur Village with our innovative CSR. (You can read more about it here, here, and here.)


To sum up, we believe in Corporate Social Relationship (rather than responsibility) where we help channelize resources to ensure that people around us become more productive. And the environment is protected in every possible way.


BMC employees contribute their best work to deliver the future of IT through transformative products and solutions that enable customer agility and efficiency. And it is wonderful to see them contribute effectively and walk an extra mile to contribute to the socio-economic development of the community at large.



CSR Core Team with the differently abled kids during SPLASH 2014


The inspiration we draw from our people, motivates us to give back to the society as much, equal or more, as we take from it.




If you think you would like to be a part of BMC India CSR initiatives and programs, drop in your comments below.

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In India, women occupy just 3% of legislative, management, and senior official positions.


According to Gender Diversity Benchmark, 2011, India has the lowest national female labor force and the worst leaking pipeline for  junior to middle level position women – 28.71% at the junior level of the workplace; 14.9% at the middle level; and 9.32% at the senior level.


Of 1,112 directorships on the Bombay Stock Exchange 100, just 59 (5.3%) are held by women. Out of 323 total executive directorship positions (generally considered to be prerequisites to holding the CEO position) on the Bombay Stock Exchange 100, just eight (2.5%) are held by women. And 54% of companies on the Bombay Stock Exchange 100 have no women board directors.

diversity-women.pngReports show that although women comprise about 48% of the workforce and over 50% of university graduates, their presence diminishes rather quickly as roles become more senior.
Specifically, only 36.5% of lower level managers are women; less than 18% are top executives; less than 14% are on boards, and a mere 6% are CEOs of North American companies. The number of board positions that have gone to women in the past 3 years has increased by a rousing 0.2%.

- (Reported by Catalyst, a 50-year-old organization focused on promoting gender diversity.)


Think of it, a woman goes through various phases in her life - searching for identity during adolescence, and focusing on marriage and family, and work during adulthood. She may accept or change her destiny upon reflecting on life during her mature years and how it paves its path depends solely on her grit and determination, with opportunity from understanding employers.


The career lifecycle of a woman essentially follows the M-curve – one that starts out strongly peeking in her 20’s and early 30’s, dipping or plateauing for a bit and then picking up again somewhere in the 40s.
Compare this to a man’s career graph you will only notice a linear progression stopping only at retirement. There is usually a lag (of easily a decade or so) in a woman’s career given other commitments, obligations and societal pressures.


My recent response to this question during a Townhall interaction:


During Phase One (20s – 30s), there is no apparent difference in progression between the career graph of a man or a woman. This forms the first decade of their careers – focused and unhampered by other external pressures or factors. Women in this phase are as competitive, fierce, and tend to accomplish as much as their male counterparts.


Phase Two (30s – 40s) witnesses a drastic shift. While organizations are looking at their future leaders, women have to walk the thin rope balancing work and family life. More often than not, women in their mid-30s succumb to either societal pressures, or family obligations, or maternal instincts, and encounter the dip / plateau in their career lifecycle.


Women, who dedicate Phase Two to child bearing and family life, also lose out on progression in their career. It is observed, that in this phase (30s – 40s) men climb up the leadership ladder with added skills (intraprenuership, networking, innovation, etc.), which are honed more while being on the move. Many women, especially in India, tend to take a back seat, and play a role in managing their households and families, in order to support their husbands career progression, which is normally on an upswing during this time.


But career-oriented and determined women get back on the graph during Phase Three (the 40s).
This is when they experience renewed energy after their children have reached reasonable age and are on their own life path. Women in this phase exuberate more confidence, ability, accountability, perspective and leadership and execution skills. However, some of them come back into the workforce feeling a little resentful, given that the same men that started as peers at the start of their careers may have risen several ranks within the organization.


What lies at the heart of this discussion, about how only a few women in leadership positions are seen today, is our deep-rooted culture that is not challenged. Many organizations that do not realize the non-linearity of the career paths of talented women employees, and the various phases in a woman’s life, end up with policies that do not lend themselves to a woman-friendly work environment, and hence, end up losing many of their talented women employees that would be their future leaders.


BMC Software prides in offering equal opportunities to women, creating a flexible work environment that not only makes it conducive to women in different phases of their lives to work here, but in fact goes a step further by providing them a platform and active career counseling and coaching to take up leadership roles.


BMC Software in India has a very active Women’s Network to help the women employees showcase their other facets. Be it in areas of health and fitness, creative skills, performing arts, supporting CSR activities, or mentoring abilities, the network helps BMC women collaborate, discuss, network and address issues that not only concern them but society at large. The highlight of the group is its gender diverse core team, with men actively participating and promoting events and initiatives, and driving the network even outside the professional space.


BMC also offers a multitude of facilities for women employees, like availability of an in-house gynecologist, flexible work hours, extended maternity leaves, resting rooms, and safe transport facilities, in order to provide for a hassle free work environment.


BMC leadership believes that a significant advantage can be sought by cracking the cultural inertia. Specifically, it is the leadership that does not relegate the task of cultural change to the human resources department or pursue inconsequential tactics to buy time, but rather enacts the change it wants to see.


I believe, success comes from “being” a leader that both, values and leverages, diversity of thought to meet the challenges of a dynamic marketplace. To close, I would like to leave you with a quote (by Sheryl Sandberg) shared by a prominent woman leader of BMC India, Vinita Gera (Director, Product Development).

“Give us a world where half our homes are run by men, and half our institutions are run by women. I'm pretty sure that would be a better world."


Transparent leadership, and equal opportunities at each step are the keys to initiating and driving a change that we want to see. I truly hope that organizations and leaders value the contribution of women at all levels, and work towards eradicating the challenges faced by women in leadership roles. Understanding their challenges is a great place to start…

Breaking Mental Barriers

Posted by Tarun Sharma Aug 13, 2013
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Henry Ford once said, “Whether you think you can, or you think you can’t, you are right.” They say the universe has a special way of gauging your thoughts and echoing it multiple times over. And if you truly desire something, with all your heart and soul, all the forces in the universe conspire to make it come true. Simply stated, it is the Law of Attraction.

One such person was Roger Bannister who wanted nothing more than running a mile in less than four minutes. Like all things destined by the law of attraction, Roger Bannister got what he wanted. He set the world record for running the mile in the shortest time possible – a feat largely considered impossible till Roger achieved it.

He achieved the mile in 3:59:04 (3 minutes 59.4 seconds) on 6th May, 1954.


Many leaders quote his example and point out that it is just the mindset, or the mental barrier that prevents you from achieving something in life. But we also know that nothing great was every achieved by a single person. There is always a good team, rather a great team behind every great achievement. And so was the case with Roger Bannister. He set the record as an individual, but it was a team accomplishment.


I chanced up on a video that focused on the remarkable winning race and his team. Yes, he had a team – and the race choreographed by their coach Franz Stampfl. His two companions were Chris Brasher and Chris Chataway. When the race began, they ran as a team, not against each other.



The first half of the mile Brasher took lead. Bannister was a second close. The third quarter Chataway took over and in the final lap, Bannister ran the best race of his life and set the four-minute mile record. So all the while that he was trying alone he could not make it. And the moment he brought in his team, he achieved the impossible.

It's all in the mind

In doing this, THEY showed the world that it could be done. They changed the game. Roger, during his interview, confessed to having challenged Brasher’s lead in the first 2 laps. He wanted Brasher to run “Faster” but Brasher kept his cool and refused to speed up. If you notice carefully and hear Bannister again, he confesses further that he collapsed almost unconsciously towards the end, but he knew he made it. Now, had Brasher gone any faster earlier, Bannister again wouldn’t have made the mark. They would be sitting in the locker room dealing with each other.



Couple of weeks later, an Australian, John Landy managed to do it – he achieved the 4 minute mile. And thereafter many others achieved the same, to the point, that Roger Bannister wouldn't qualify for the Olympics if he stood by the same record he set.


The crux of the matter is that mental barriers only exist in our head. They are the ones that make or mar our games. Secondly, only clarity of vision can help you focus and achieve your goals. Bannister and his team knew what they had to do. For them “under 4 minutes” was success, anything other than that was failure.


Teamwork wins the day

The third most important element of this success story is, even if it appears that an individual has won, the victory is never achieved without an A+ team with a great sense of purpose and personal sacrifice. Understanding the team dynamics and respecting the leader and his decisions is the glue that holds together a team...Roger Bannister was the leader that became famous, but had Franz Stampfl, Chathaway and Brasher not shown leadership in their roles and personal sacrifices of anonymity, the four-minute mile victory would have continued to evade them.


Good news is – I have a great team already! Instead of individual thinking and individual progress, I truly appreciate what we do as a team, for us to win as an organization and not alone. It is no wonder that BMC India is what I believe to be - An Awesome Org!