In an explosive speech at the Oxford Union, Dr. Shashi Tharoor, a member of the Indian Parliament and a Congress MP argued that the British looted and plundered India during the 200 Years of British Raj of the subcontinent, and that Britain must accept that it owes a debt to India for its wrongdoings during the days of the British Empire.
Taking part in a debate at the famous Oxford Union, he argued why Britain owes India reparations for the economic and psychological decline of its people during the rule, and that of all the countries in the Commonwealth, India was Britain’s biggest cash cow during that period.
He explained the manner in which Britain used India and its resources for its own benefit, and that British families working for the Empire had minted money at the expense of India for over two centuries.
He explained how India’s share of the world economy fell from 24% of world economy when it invaded India to about 4% when British Empire left India in 1947 in a space of 200 years. Between 15-29 million Indians died due to starvation during their Rule. Its appalling to hear him say that when there was the great Bengal Famine where hundreds of people were dying each day because Britain diverted the food from India to UK, Winston Churchill had the temerity to ask “is Mahatma Gandhi still alive and why is he not dead”. Violence & Racism (famous Divide & Rule strategy) was rampantly implemented in the country.
During the world war of all all the British forces that fought in the war, fifty-four thousand Indians, actually lost their lives in that war 65,000 were wounded and another 4,000 remained missing or in prison. Indian taxpayers had to cough up a hundred million pounds. India supplied seventy million rounds of ammunition 600 thousand rifles and machine and 1.3 million Indian personnel served in the war.
In the end but total value everything that was taken out of India and that too during the Great Depresssion / Recession time and poverty and hunger was in today’s money its billion pounds.
During the Second World War (where my Father late Major Dr K Rajagopal served), it was even worse two and a half million Indians in uniform and Britain at one point $25 billion was owed to India.
Our railways and roads were really built to serve British interests are not those for the local people. They were designed to carry raw materials from the hinterland into the ports to be shipped to Britain. Indian Railways were built with massive incentives offered by Britain to British investors guaranteed out to Indian taxes paid by Indians with the result that you actually had one mile of Indian rail was costing twice what it cost to build the same in Canada or Australia because there was so much money being paid and extravagant returns. Britain made all the profits, control the technology supplied, all the equipment and absolutely all these benefits came as private enterprise at public risk.
The wrongs that have been done cannot be denied, the fact remains that many of today’s problems in these countries including the persistent in some cases the creation of racial and ethnic and religious tensions were the direct result of the colonial experience. So there is a moral debt that needs to be paid.
It’s not without precedence. Israel gave reparations to Poland. Italy’s reparations to Libya, Japan’s to Korea and even Britain has paid reparations to the New Zealand Maoris so it’s not as if this is something unprecedented.
There was reference to democracy and rule of law. What sort of democracy was it, when the British oppressed, enslaved, killed, tortured and maimed people for two hundred years and then celebrate the fact that the democratic at the end of it wreaths.
The debate is not of how much should Britain pay to India as Reparation, but the question is, is there a debt that Britain owes to India. More than in money terms it’s the moral debt that Britain owes to India. Would Britain have the gumption to acknowledge a wrong that has been done – to simply say Sorry to India for all the misdeeds perpetuated on India for 200 years during their Colonial British Rule (Raj).
Would they or not depends on their Conscience & their value systems…….
Truly a great speech and carried a lot of resolve &guts to have spoken against the British right in Britain. Hats off to you Shashi for standing up to India right in the Opponents territory. For what ever your past and controversies, I remain your ardent fan for your sheer ability to articulate and the communication skills and the poise & grace with which you deliver……..
Vice President – India HR Services for all of SE Business in India and leading a team of 100 members
Started with about 36% coverage of Business in India in 2011 and ramped it to 100% coverage. Increased scope of coverage from about 5000 employees to 15000 employees
Providing HR Shared Services support to the Business covering
Talent Acquisition
HR Service Delivery
HR Performance & Digitisation
Payroll & Compliance
Global Learning Services
Business Relationship Management
Reorganised and stabilised the HR Services Organisation
Grew team from 36 members to 100 members
Helped to grow employee strength from 5000 to 16500 employees thro 10 Acquisitions
Improved HR Services Productivity from 1:140 to 1:220
Launched on a HR Goes Digital program and sucessfully implemented various HR Global Tools like Oracle Fusion, Taleo, My Learning Link, People Link, Daptiv etc besides home grown tools
Enabled seamless integration of acquired Business viz. APC, Areva T&D, Uniflair, APW President, Invensys and extended the HR Services coverage to these new entities
Set up a exclusive Industrial HRSS organisation to cater to the needs of the Manufacturing Organisation
Unified HR Services across organisaiton, BU’s and location
One common payroll
Set up the Global HR Services support organisation. Support includes Global Taleo Support and also Global Learning Services, where in we provide Global Support across geographies from India.
Improved internal HR Services customer satisfaction from 5.5 /10 (2012) to 6.82/10 (2014)
Improved SE Universum Ranking in India from 92nd position to 38th position in 2014
Won the **2013 Shared Services Organization Network Award** at the 16th Annual Asian Shared Services Outsourcing Week (SSON) meet in Singapore, 2-5 September, 2013, showcasing our VOICE program
Won the NHRD HR Showcase 2014, Best HR Practice Award for our “Campus Connect” program at the National competition
Member of the Global HR Services HRCommittee
Member of the India HRCommittee
Improved Customer Satisfaction by 22% in 3 years
Reduced cost per employee served by 16% in 3 years
Improved Head count productivity by 46% in 3 years
(ITB Global Supply Chain) – 6500 employees – Nov 2008 – Jun 2011
Was promoted as the Global HR Director for the ITB Global Supply Chain organisation. Was the Global HRBP for the SVP-ITB GSCM.
Responsible for providing HR support & Leading HR for the world wide ITB GSCM organisations in US, Europe, China, Phillipines, Asia, India.
Leading a HR team of 56 members
Helped in rebalancing of Production from Mature economies to New Economies
Involved in rationalisation of Plants in US, Europe and China and ramping up Operations in India & Phillipines
Coaching & Mentoring senior ITB GSCM leaders
Integration of HR policies, systems and tools with the SE organisation
Member of the Global ITB – HRCommittee
Member of the Global ITBGSCM Management Committee
Schneider Electric India – (since Dec 2005……)
Head HR India Subcontinent (APC India) – 3200 employees – Dec 2005 – Nov 2008
Joined as the Head of HR (India Subcontinent) with APC India. Was responsible for helping Business grow the organisation in India.
Helped Sales grow from 27m USD to 114 mUSD
Grew APC Manufacturing – 3 factories to 8 factories
Helped set up the IPO (captive IT organisation) in India
Grew India R&D from 10 employees to 50
Employee Strength grew from 1800 to 3200
Hired the entire leadership team across Sales, Manufacturing, R&D , IT and Support Functions
Harmonised HR Policies, Systems and tools across all Business / Functions
Thwarted attempts from external unions to gain entry into the organisation and fostered Employee Committees to gainfully engage them
Rationalised grades, titles and market driven compensation
Lead a HR Team of 24 members
Brought down attrition from around 24% to around 12%
Helped in seamless transition and integration with Schneider Electric after being acquired in 2007-2008
Caltex India Pvt. Ltd (2002 – 2005)
A leading Energy company globally (Sales, R&D, Manuf – 600 employees)
Was responsible for integrating the HR department of 3 organisations including an acquired company.
Standardisation of HR policies, Uniform Job Grading, Compensation & Benefits, Job Titles, Performance Management Process, Talent Management & Development, Competency framework, Organisation restructuring and redesign, set up in the India Leadership Council involving leadership of 3 companies and Acquisition & Integration of Chemoleums Lubricants
Was promoted as the GM-HR for India & Srilanka
Co Systems India Pvt Ltd (2001-2002), General Manager – HR
A pioneering Telecom Software Product development company with development centres in India and US (320 employees)
Involved in setting up the HR department.
Helped up ramp up employee strength to about 300 employees in a year.
HR Strategy for gaining entry & foothold in India
Engaged with Campus thro Campus Connect Programs and hired through Campus Placements
Praxair India Pvt Ltd, Bangalore (1997-2001), Senior Manager – HR
A global Leader in Industrial Gases (Sales, Manufacturing & IT – 600 employees)
Involved in setting up the Corporate HR. Helped up ramp up employee strength to about 300 employees in a year. HR Policies, C&B, Job Bands, Job Titles, Salary restructuring, HRIS, Performance Management Process, Competency Framework & Training & Development.
Was involved in acquisition and merger of Asiatic Industrial Gases, Asiaticl Oxygen, Carbon dioxide company.
Closure of manufacturing plants. Helped set up a small E-services company to provide internal IT support for Praxair globally.
Indian Herbs, Bangalore (1994-1997), Manager – HR
A leading Indian Natural Products Company (Sales, R&D, Manuf – 600 employees)
Was responsible for stabilising a HR department, Organisation design, Job Evaluation, Job Grading / Banding & Job Titles. Revamped HR policies, Performance Management Process & introduced a homegrown HRIS package.
Grew company to double its strength, helped set up the Extraction Unit, new R&D Centre and a Human Health Business Unit.
Stabilised IR situation and employee relations by engaging internal Leaders
India’s pioneering Telecom Company (Sales, R&D, Manuf – 32000 employees) Strong foundation set for a HR career
Started career at Corporate HR, worked in OD, Policy Making, HRIS, IR, Compensation & Benefits including Staff Officer to the Director-Personnel
Moved to ITI Model Plant (Sam Pitroda’s Rural Automatic Exchange project). Responsible for Employee Welfare, Training & Development. Became the Head of the Training Centre and was involved in helping ITI to get ISO Certification
Joined as Personnel Officer Trainee ended as Assistant Personnel Manager