1. CORPORATE RESTRUCTURING ADVISORY PROPOSAL
Riskpro India Ventures (P) Limited
New Delhi, Mumbai, Bangalore
1

2. About Risk Pro
2

3. Who is Risk Pro… Why us?
ABOUT US MISSION
 Riskpro is an organisation of member firms
around India devoted to client service  Provide integrated risk management
excellence. Member firms offer wide range consulting services to mid-large sized
of services in the field of risk management. corporate /financial institutions in India
 Currently it has offices in three major cities  Be the preferred service provider for
Mumbai, Delhi and Bangalore and alliances complete Governance, Risk and Compliance
in other cities. (GRC) solutions.
 Managed by experienced professionals with
experiences spanning various industries.
VALUE PROPOSITION DIFFERENTIATORS
 You get quality advisory, normally delivered
by large consulting firms, at fee levels  Risk Management is our main focus
charged by independent & small firms
 Over 200 years of cumulative experience
 High quality deliverables
 Hybrid Delivery model
 Multi-skilled & multi-disciplined organisation.
 Ability to take on large and complex projects
 Timely completion of any task due to delivery capabilities
 Affordable alternative to large firms  We Hold hands, not shake hands.
3

4. Risk Pro’s Network Presence
New Delhi
Agra
Ahmedabad
Kolkata
Mumbai
Pune
Hyderabad
Bangalore
Salem
4

5. Risk Pro Highlights
Large talent pool of risk experts, consultants and
associate partners in India with deep domain skills for
domestic and global clients
11 service locations across Indian region with key
offices in New Delhi, Mumbai and Bangalore
Deep expertise in consulting with over 200 years
of cumulative consulting experience
Operating Groups: Risk-Advisory, Consulting,
Training & Human Capital Management Solutions
Service Lines : Credit, Operational, Fraud Risks,
ERM, Regulatory Compliance, Outsourcing
Management, Corporate governance
We are fastest growing risk consulting company
and have realistic plans to capture coming
opportunities while competing with Big - 4’s for
superior, unmatched, low cost services to our
clients
5

6. Risk Management Advisory Services
Basel II/III Advisory Corporate Risks IT Risk Advisory
 Market Risk  Enterprise Risk Assessment  IS Audit
 Credit Risk  Fraud Risk  Information Security
 Operational Risk  Risk based Internal Audit  IT Assurance
  Operations Risk  IT Governance
SERVICES
ICAAP
 Forensic services
Legal Risks
 Procedural Risk
Operational Risk Governance  Registration & Licensing Risk
 Process reviews  Corporate Governance
 Taxation Risk
 Policy/ Process Review  Business Strategic risk
 Contractual Risk
 Process Improvement  Fraud Risk
 Compliance Risk
 Compliance Risk  Forensic Accounting
 IPR Infringement Risk
 Insurance Risk  Litigation Risk
Training Human Capital Solutions
 Banking – E Learning
 Corporate Training  Talent Acquisition
 Regular Risk Management Training  HR Consulting
 Online Training material  KRA Management
 Workshops / Events  Risk Managers on call – free
 ISO standards- 31000
6

7. Corporate Restructuring
Advisory –
Concept 2 Completion
7

8. Restructuring….
Restructuring is the process through which an
The basic nature of
organization radically changes the contractual restructuring
relationships that exist among its creditors, is a “zero-sum game”,
shareholders, employees, and other stakeholders. a “marginal utility”
It is the corporate management term for the act of
reorganizing the legal, ownership, operational,
financial or other structures of an organization for
the purpose of making it more profitable and
efficient. Strategies of restructuring include
portfolio restructuring, organizational structuring
and financial restructuring.
Restructuring is an on-going process. It is a value
tool for an organization to use in an attempt to
maintain their goals and objectives. The choice of
which strategy to use will depend on the area the
organization has to improve, i.e. profitability,
performance, or operation.
The basic nature of restructuring is a zero-sum
“game”. It reduces financial losses, while reducing
tensions between debt and equity holders to
facilitate a prompt resolution of a distressed
situation or a situation that requires change.
8

9. Reasons for Restructuring
The three primary reasons for restructuring:
1. To address poor financial performance.
Declining or stagnating sales, accounting losses, or a falling stock price are usually the
warnings. In extreme cases such poor performance may cause the company to default on its
debt, resulting in bankruptcy.
2. To support a new corporate strategy, or to take advantage of a business opportunity.
In an equity spin-off, for example, a diversified firm's businesses are split apart into independent
entities, each with its own common stock. Spin-offs can make sense when a high-growth
business is being held back by a bureaucratic corporate parent, or when it no longer makes
sense for a company to be vertically integrated. In this case, a sign that restructuring may be
necessary when the stock market is valuing the entire company for less than what its separate
businesses would be valued for if they were separate, independently-traded companies.
Restructuring is required to correct a large error in how the company is valued in the capital
market.
3. To correct a large error in how the company is valued in the capital market.
In large diversified companies that operate in many different businesses even if the businesses
may be well-run, investors may place too low a value on the overall portfolio. Restructuring tools
like tracking stock, stock buybacks, or leverage buyouts, can be used to reduce this kind of
value gap.
9

10. Symptoms for Restructuring
Symptoms indicating the need for corporate restructuring include:
 The market(s) perception about the organization is deteriorating. Lack of
 The company has difficulties in paying or is unable to pay off its
debts. new skills,
 Sales are declining.
 Stock price is falling. overstaffing,
 New skills and capabilities are required to meet operational
understaffing,
requirements.
 Accountability for results are not clearly communicated and signal the need
measurable resulting in subjective and biased performance
appraisals. for
 Parts of the organization are significantly over or under staffed.
 Organizational communications are inconsistent, fragmented, and restructuring
inefficient.
 Technology and innovation are creating changes in workflow and
production processes.
 Significant staffing increases or decreases are contemplated.
 Personnel retention and turnover is a significant problem.
 Workforce productivity is stagnant or deteriorating.
 Morale is deteriorating.
10

11. Obstacles to Restructuring
Common obstacles to restructuring include:
 Denial of acknowledging problems: Organizations have tended to
restructure only reactively in response to pressure and when action
has become unavoidable.
 Saving jobs: Observed mostly in governmental organizations The key is
characterized by lifetime employment and seniority-based
promotion employment security, saving jobs even at the expense of to
shareholder interests continues to sway executive decision-making.
 Internal politics and long-held tradition: Restructuring efforts can recognize
fail because the initiatives are not followed group-wide and are
changed shortly after announcement, when politics and tradition the problem
stand in the way.
 Executives' disregard for shareholder value: Organizations divest as early as
their businesses, those businesses are often incurring heavy losses
as a result of several years of poor performance; executives can be possible
reluctant to divest underperforming businesses, even when they
know that the divestiture will maximize the value for shareholders.
 Arrogance: Executive management believes that it knows how to
solve the problems without outside help often ignoring changing
market dynamics.
11

12. Successful Restructuring
Key factors for successful restructuring include:
 Setting specific short- and long-term objectives to be
achieved through restructuring; It is key to
 Planning growth scenarios after restructuring in advance;
 Defining core businesses and focusing on them; share the
 Developing a restructuring plan toward superior
restructuring
shareholder value;
 Demonstrating leaders' commitments to restructuring; plan across
 Sharing a restructuring plan across the group
organizations; the group
 Setting objective criteria to identify candidates for
organizations
restructuring;
 Assessing restructuring alternatives and selecting the best
option;
 Finding the right partners to complete the transactions;
 Executing restructuring in a swift and intensive manner;
 Monitoring the progress of a restructuring plan on a
regular basis;
 Involving external advisors in the restructuring process.
12

13. Preemptive Restructuring
Organizations could benefit by restructuring before they are
hit with a crisis; a preemptive restructuring may often be
appropriate. If an organization waits too long to address Preemptive
problems with its business, the resulting restructuring may be
very painful as the options remaining will definitely be fewer. restructuring
A preemptive restructuring may deter executives from taking
can act as a
the full measures that are necessary to return the business to deterrent to
a sound footing whereas a resulting restructuring may
severely disrupt the business. If, for example, it is necessary painful
to layoff 20% of your workforce to achieve the same cost
efficiency as your competitors, better to do this over several
surprises
years than all at once. The key is to recognize the problem as down the
early as possible.
road
Organizations must perform a "restructuring audit" on their
businesses periodically, looking for opportunities to create
value by voluntarily restructuring, before circumstances leave
them with no choice.
13

14. Preemptive Restructuring
Preemptive or not restructuring initiatives fail when issues are overlooked or approaches
undertaken are unrealistic. Key points the Board of Directors (BOD) should consider before
restructuring:
Adding value Balancing short- and long-term risks
 What is the organization’s core business  How is the employment brand managed?
(Units, products, services and customers that  Could proposed measures damage the future
bring cash into the business)? business strategy?
 How should the redesigned organization look  What steps should be taken so that key
like? talent is retained?
 Is the organization efficiently functioning and  How is the development of staff continued
does it obtain true value for money? whilst restructuring?
 What is the market impression about the
Engaging effectively with staff organization?
 Is the approach to restructuring consistent
with the organization’s declared values?
 Are effective communication plans in place?
 Is management engaging with staff in an
appropriate manner?
 How does staff feel about being part of the
organization?
14

15. Prior to Restructuring
Prior to restructuring:
 Make sure that that the organization’s owners, leadership
team and directors are personally protected.
When the organization is in trouble or under restructuring,
Prior to
it is vulnerable to lawsuits from creditors and others restructuring
wanting to cash in on its distress. The organization should
make sure that its top leaders are protected by a Directors directors
and Officers policy.
should be
Real estate planning should be encouraged to help protect
personal assets against personal lawsuits. By knowing that
personally
everyone is “safe”, the organization can focus and devote protected
all efforts against restructuring.
 Oversee all cash collections and payments.
The CEO must take complete control of cash (how,
depends on the size and existing structure of the
organization). If cash is controlled it cannot be overspent.
15

16. The Restructuring Chart
Due
Diagnostic
Diligence
SWOT
Analysis
Planning
Implement
ation
16

17. Restructuring Hexagon
Information gap
Operating improvement
Incentives management
with VBM
Financial engineering: leverage,
dual class stock, carve outs,
tracking stock, employee
ownership, debt restructuring
Divestiture activity,
spin offs
17

18. Forms of Corporate Restructuring
 Expansion  Corporate Control
 Mergers and  Takeover defenses
Acquisitions  Share repurchases
 Tender Offers  Exchange offers
 Asset Acquisition  Proxy contests
 Joint Ventures
 Contraction  Change in Ownership
 Spin offs Structures
 Split offs  Leveraged buyout
 Divestitures  Junk Bonds
 Equity carve-outs  Going Private
 Assets sale  ESOPs
18

19. Restructuring Checklist
19

20. CRAS
Corporate Restructuring Advisory Services
Advising directors &
other stakeholders
on risk analysis, Negotiation &
restructuring options implementation of
“Loan-2- Own” advice &
restructuring standstill arrangements
& covenants resets
Structuring &
documenting
Job description provided
Debt restructuring & restructuring plans
to RPF. RPF shares the
distressed debt trading including debt for equity
same with RP
RiskPro swaps
Corporate RPF looks for talent
Insolvency Security package
explores – target
investigations,
Restructuring improvements & other
companies, portals,
litigations & dispute Advisory enhancements
connections, database,
resolutions includes franchise advertisement
Advising equity investors Tailored analysis &
RPF short lists talent by
& acquisition parties
RPF sends the solutions in the complex
going through resumes,
investing in distressed
candidates to Client Advising office-holders arena
interactions
companies & businesses on all filters short formal
RPF aspects of listed
insolvency including pre-
candidates to match
exact client requirements
packaged business
deals
20

21. Our Approach Model- Corporate Restructuring
21

22. Our Commitment
Value
 One stop boutique where assignments carried out at a fraction of the cost of
clients staff
 Reduce client staff management time and overhead costs, and increase
clients profitability
 Enable clients staff to concentrate on more interesting and value-added work
Service
 Robust management and procedures to ensure delivery on time and on
budget
 Dedicated one-to-one communication with client, to ensure every project is
right first time
 Full service delivery is achieved by synergies of subject matter expertise of
our Restructuring Consultants
Quality
 We provide the Corporate Restructuring Service befitting the target company
based on its extensive evaluation experience & business know-how
accumulated through corporate financing operations
22

23. Our Core Strengths
 Dedicated team of professionals with strong exposure and knowledge of
restructuring & insolvency complemented by experts from other fields of across
various industry sectors.
 Proactive and structured approach
 Well defined processes
 Well defined Project methodology tailored to suit the needs of clients for service
delivery
 Talented team with experience of working with some of the largest companies in
India
 Experience & proven capabilities to handle Diversified Multi-national Clients i.e. BFS,
Information Technology, Energy, Manufacturing, Consultancy, Oil & Gas Sector,
Retail Trading, Hospitality, Restaurant and related sectors.
 Competitive advantage of costing by virtue of expertise and experienced resources.
23

24. Riskpro Clients Our Clients
*Any trademarks or logos used throughout this presentation are the property of their respective owners
24

25. Team Experiences Our Experiences
Our team members have worked at world class Companies
*Any trademarks or logos used throughout this presentation are the property of their respective owners
25

26. RESUMES – Our Team Credentials
 Co-Founder - Riskpro
 CA, CPA, MBA-Finance (USA), FRM (GARP)
Manoj Jain
 Over 10 years international experience – 6 years in Bahrain and 4 years USA
 15 years exp in risk management consulting and internal audits, Specialization in
Operational Risk, Basel II, Sox and Control design
 Worked for Ernst & Young (Bahrain), Arab Investment Company (Bahrain),
Navigant Consulting(USA), Kotak Mahindra Bank (India) and Credit Suisse(India)
 Sox Compliance project for Fannie Mae, USA ( $900+ Billion Mortgage Company)
 Co- Founder - Riskpro
 CA (India), MBA (Netherlands), CIA (USA)
Rahul Bhan
 Over 15 years of extensive internal and external audit experience in India and
abroad.
 Worked with KPMG United Arab Emirates, PKF South Africa, Ernst and Young
Kuwait, Deloitte Netherlands and KPMG India.
 Worked with clients in a wide variety of industries and countries including trading,
retail and consumer goods, NGO, manufacturing and banking and finance. Major
clients include banks, investment companies, manufacturing organizations,
aviation etc.
26

27. RESUMES - Our Team Credentials
 Co-Founder - Riskpro
Casper Abraham
 PGD (Electrical & Electronics & Computer Programming)
 30 years of experience in Information & Communications Technology (ICT) Solutions
for Retail, Garments, Manufacturing, Services Industries.
 Has created Companies, Divisions, Products, Brands, Teams & Markets.
 Consulting in Business, Technology, Marketing & Sales & Strategic Planning.
 Advisory, Training, Workshops & Implementation in Systems Thinking, Systems
Modeling & Balanced Scorecard
 Worked with TIFR, Mahindra, Ambience, Communico-Graphique & Ionidea Inc, USA,
 Sr Vice President – Risk Management
MBA, PDFM,NSE-NCFM, PMP, CSSGB,ISO 9001:2000 I.A,GARP-FBR, ITILV3,CPP-BPM
Hemant Seigell

 Professional with 17 years of rich experience into diverse Consumer finance/ Lending
operations ,Risk Management,BPMS, Consumer Banking, NBFC, Management Consulting &
Housing finance in BFSI industry having successfully led key business strategic
engagements across multi-product environment in APAC, Australia and US regions.
 Worked with GE, ABN AMRO Bank, Citigroup, Accenture, Deutsche Postbank
 Highly skilled and expert Trainer in Risk areas across Credit, Fraud, Operational, Corporate
Risk management.
 Specializes in Fraud Control, AML/KYC Compliance ,QA ,ERM and Regulatory governance.
27

28. RESUMES - Our team Credentials
 Head - Insurance Risk Advisory services
 B.sc, Associate of Indian Institute of Insurance
Licensed Category A Insurance surveyor
R. Gupta

 26 years of experience in Insurance advisory services, Loss adjusting for large
corporates,Claims management.
 Has assessed more than 4500 high value insurance claims across various industry
sectors.
 Risk management inspection
 Valuations of fixed assets for insurance purpose.
 Head - Human Capital Management
Nilesh Bhatia
 Chartered Accountant, Lead Assessor ISO 9000, Six Sigma Trained, Trained on Situational
Leadership, Trained on interviewing skills and Whole Message Model.
 Over two decades of international, multi-cultural experience in finance and human resources
viz. internal audit, accounting operations, accounting process review & re-designing, risk
management, business solutioning, six sigma projects, talent acquisition, talent retention,
organization design/redesigning, compensation and appraisal processing, employee and
customer satisfaction surveys, knowledge management and finance services.
 Worked with Citicorp/MGF, India Glycol, Delphi, American Express India, American Express
USA, Fidelity International and Macquarie Global Finance Services India.
28

29. RESUMES - Our team Credentials
 Head – Taxation Risk Advisory
Rajesh Jhalani
 B.Com, FCA
 Senior Partner with 48 year old Delhi based Chartered Accountant firm, Mehrotra
and Mehrotra
 Over 19 years of experience in the field of Audit, Taxation, Company law matters.
 Major clients served are NTPC, BHEL, Bank of India, PNB, Airport Authority of
India etc.
President – Banking & Financial Services
 A senior researcher in Applied Mathematics leading to Ph.D after MSc (Mathematics),
Sivaramakrishnan
CWA, CAIIB
 Combined experience of 25+ years in corporate banking, risk management,
international trade finance, development of risk rating models, project finance, credit
monitoring and NPA management
 Since 2006 conducting open / in-house training on the above domains to all Top
public/ new and old private sector banks, top MNC banks (India and abroad), leading
NBFCs and corporates in manufacturing and financial services space; Worked on IFC
(World Bank) funded projects for MSMEs in India and abroad
 Worked for Bank of Baroda and ICICI Bank – bestowed Top Performer Award
continuously two years during his tenure; widely travelled abroad for business
relations, seminars, offering training, investor meetings, NYSE listing and for
processes involving establishment of representative Office in USA
29

30. RESUMES - Our team Credentials
Executive Vice President – Risk Management ( Banking & Financial Services)
 A hands-on banking professional {BSc (Mathematics), CAIIB} with considerable
domestic and international experience
Kashi Banerjee
 An aggregate experience of 24+ years across industry, mainly BFSI in several
functional areas including Retail and Commercial Banking, Corporate Lending, team
member of the Business Process Re-Engineering project (BPR); conceptualizing and
setting up shared services centres for centralized operations for the Bank in India.
 Management through ERM framework overseeing all key areas of the business
through various Operational Risk tools like KRI / RCSA matrices. Managing of major
project implementation of Basel II and Compliance risk framework
 Directing, reviewing and advising Board of Directors on various compliance issues and
representing the bank to the Central Bank regulatory offices.
 Worked for ANZ Grindlays Bank, Standard Chartered, Bahraini Saudi Bank and Dubai
Holdings ( subsidiary)
Consultant – Information Security & IT Governance
Anjay Agarwal
 LLB, CA, CISA, CWA, CS, CFE and others
 Over 15 years of experience in the field of Audit, Taxation, Investigations.
 Specializing in the field of Systems Audit, Cybrex Audit, Computer Crime
Investigations, IS Forensics
 International Committee Member of Governmental and Regulatory Agencies
Board and Academic Relations Committee of ISACA, USA
30

31. RESUMES - Our team Credentials
 Vice President – Riskpro India
Phanindra Prakash
 FCA [India], ACMA [India], CFE [USA], CertIFRS [UK]
 Over 16 years of extensive consulting experience which includes financial & systems audit,
process transformation, implementation of internal controls, SOX compliance, fraud audits
& due diligence, US-India taxation
 Engaged in consulting roles as trusted advisor to finance, internal audit and information
technology executives of multiple Fortune 1000 companies with project sites in US,
Canada, Europe & Asia
 Worked with E&Y and Deloitte Consulting in USA
 Some of the major clients served internationally are GE Capital, UBS, McKesson, Eaton,
Imation, Albertsons,
 EVP and Head – Telecom Risk Advisory
 M.Tech, IIT Kharagpur, India; IES; Doctoral study, research and teaching in Linkpoing
University/Sweden; Lead Auditor (BVQI).
Asok Sit
 Over 30 years on International experience in networks and mobile Handsets from top
global companies /institutes like ISRO, Ericsson, Nokia, Nokia Siemens Networks and
based mostly in its head quarter locations in India, EU, USA.
 Expertise: Setting up capability, behaviour, culture in turning Risk, Quality, Innovation for
competitive advantage, customer delight and sustainability; key skill sets are Engagement,
Handholding, Coaching, Mentoring and lot of best practices, benchmarking/standards like
CMMI, TL9000, Six Sigma, ISO, SAS 70 etc.
31

32. RESUMES - Our team Credentials
Executive Vice President – Risk Management ( Banking & Financial Services)
Vijayan Govindarajan
 Professional Risk Manager with considerable domestic and international experience
 An aggregate experience of 30 + years across industry, mainly Banking in several
functional areas including Wholesale Credit Risk, Operational Risk, Trade Finance ,
Retail Banking and Islamic Financial Services.
 Track record of setting up of excellence in the set-up, and management of credit and
operational risk, compliance and credit administration functions in retail, commercial ,
Islamic Banking and offshore banking entities in the Middle East.
 Key strength includes Corporate Credits, Risk Management in IT, implementation of
Risk Management module in core banking Bank’s Policies, procedures, Country Risk.
Played an active role in 3 core banking software implementations
 Worked for a Private Sector Bank in India, ABN AMRO Bank, Bahrain, Bank Muscat
Bahrain and BMI Bank Bahrain as AGM Risk Management.
32

33. RESUMES - Partnerships
 Specialist Risk Consultant – Business Continuity
Andrew Hiles
 Founder and 15-year Chairman of Survive, the first international user group for Business
Continuity professionals
 Founding director and first Fellow of the Business Continuity Institute
 Over 25 years international consulting expertise in Risk, Crisis, Emergency, Incident, and
Business Continuity and ICT Disaster Recovery Management
 Multi-sector experience including Banking, Insurance, Finance, Oil, Gas, Energy,
Manufacturing, Retail, Hi-Tech & Telecom
 Western Press Award for services to business, 1994; BCI/CIR nomination for
lifetime achievement in BC, 1999, London; inducted into BC Hall of Fame by CPM magazine,
2004, Washington DC.
 Specialist Risk Consultant – Enterprise Risk Management
Chris E. Mandel
 Highly skilled risk and insurance professional with 25 years of experience designing, developing and
implementing large, global corporate risk management programs for Fortune 500 firms.
 Principal Consultant and Founder - Excellence in Risk Management, LLC. (Texas, USA) Co-founder and
EVP, Professional Services, rPM3 Solutions, LLC (Maryland, USA).
 Past experiences include Head of Global Risk Management for USAA, PepsiCo/ Tricon Global and American
National Red Cross
 Additional risk and insurance experience at Verizon Corp,. Marsh USA and Liberty Mutual Insurance Co.
 2004 Risk Manager of the Year – 2007 recipient of the Alexander Hamilton Award for “Excellence in ERM”
(at USAA) – former President, Risk and Insurance Management Society, Inc.
33

34. RESUMES - Advisors Credentials
 Founder partner of Mehrotra and Mehrotra, a 48 year old CA firm in India
Mr. MP Mehrorta
 B.Com, FCA, LLB
 Over 48 years of experience in audits, taxation, legal matters, loan syndication etc.
 Trustee of Cochin Port Trust, Member of Task Force for MOUs, Ministry of Heavy
Industries & Public Enterprises, Govt. of India, Ex- Member of Central Board of
Trustees, Employees’ Provident Fund Organisation (EPFO), Ministry of Labour,
Govt. of India, New Delhi.
 Ex - Director, Canara Bank
 Practicing chartered accountant in Delhi
 CA, ICWA
Mr. PK Gupta
 Over 35 years of professional experience.
 Trustee, Kargil Shaheed Smarak Samiti
 Hon. Treasurer, World Academy of Spiritual Sciences (WASS).
 Panel Arbitrator, International Centre for Alternative Dispute Resolution
 Arbitrator, Cement Corporation of India
 Arbitrator, Bombay Stock Exchange Limited
 Arbitrator, Central Depository Services (India) Limited
 Arbitrator’s Panel of Indian Council of Arbitration
34

35. RESUMES - Advisors Credentials
 Practicing Corporate Attorney in India
Mr. Aashish Srivastava
 B.B.A. LL.B. (Hons.)
 About half a decade experience in legal services to client’s with respect to Contract
and Commercial Laws, Joint Ventures, Inbound & Outbound Investments, Private
Equity Investment Transactions, Real Estate & Infrastructure, Energy and General
Corporate.
 Have advised various social enterprises and start ups in setting up business in
India.
 Worked for the leading law firms of India.
35

36. Key Contacts
Corporate Mumbai Delhi Bangalore
Riskpro India Manoj Jain Rahul Bhan Casper Abraham
Ventures (P) Limited Director Director Director
M- 98337 67114 M- 99680 05042 M- 98450 61870
manoj.jain@riskpro.in rahul.bhan@riskpro.in casper.abraham@riskpro.in
info@riskpro.in
www.riskpro.in Sivaramakrishnan Hemant Seigell Vijayan Govindarajan
President – Banking & FS SVP – Risk Management EVP – Risk Management
C 561, Defence colony M- 98690 19311 M- 99536 97905 M- 99166 63652
New Delhi 110024 smaran.iyer@riskpro.in hemant.seigell@riskpro.in vijayan.govindarajan@riskpro.in
Ahmedabad Pune Kolkata Gurgaon
Maulik Manakiwala M.L. Jain Kashi Banerjee Nilesh Bhatia
Associate Firm Principal – Strategy Risk EVP – Risk Management Head – Human Capital Mgt.
M – 98256 40046 M- 98220 11987 M- 98304 75375 M- 98182 93434
mljain@riskpro.in kashi.banerjee@riskpro.in nilesh.bhatia@riskpro.in
Gourav Ladha
Sap Risk Advisory
M- 97129 52955
Salem Ghaziabad Agra Hyderabad
Chandrasekeran R Gupta Alok Kumar Agarwal Phanindra Prakash
Recruitment franchisee Head – Insurance Risk Associate Firm Member Firm
M – 94435 99132 M- 98101 07387 M- 99971 65253 M- 95500 61616
Copyright- © 2012 Riskpro ,India .All rights reserved. 36

37. Key Contacts (Continued)
Corporate Bangalore Gurgaon
Riskpro India Ravikiran Bhandari Asok Sit
Ventures (P) Limited
VP – IT Risk Advisory EVP, Head – Telecom Risk Advisory
M- 99001 69562 M- 98105 03463
info@riskpro.in ravikiran.bhandari@riskpro.in
www.riskpro.in asok.sit@riskpro.in
C 561, Defence colony
New Delhi 110024
Copyright- © 2012 Riskpro ,India .All rights reserved. 37